KANO STATE GOVERNMENT Corporate Planning Workshop 3 – 4 February 2011 DAY 1

1. KANO STATE GOVERNMENTCorporate Planning Workshop 3 – 4 February 2011DAY 1 Welcome

2. Introductions • In twos • 5 minutes to get to know each other • You will introduce your partner to the room • Name and what it means • Role in Government

3. Workshop objectives • Commonunderstanding of corporate planning process • Recommendations for approaches to overlaps, gaps and partnership arrangements • Between and among MDAs • Between state and local government • Review of documentation currently in place (e.g. vision, mission, MTSS, etc) • Consideration of standard functions for MDAs (e.g. policy and strategy / planning and budgeting / communication, etc) • Development of MDA plans for corporate planning (covering activities, timeframes, responsibilities, possible pairing)

6. Where are we now? The reform process in Kano

7. State Evaluation and Assessment Tool (SEAT) PROCESS • March 2009 • Led by the Head of the Civil Service • Agreed Change Matrix • Agreed Change Plan • Four workstreams: • Public Services Reform • Public Finance Management • Policy and Strategy • Monitoring and Evaluation

8. KEY ISSUES EMERGING FROM SEAT PROCESS • Mandates • Relationship between State and Local Government • Communications • Mindset • Human resource management, function and systems • ‘Clusterisation’ of MDAs

9. Reform Process Accountability Structure

10. Executive Council Reform Committee • Apex body – overall leadership • Approves vision, strategy and guiding principles • Champions for reform – create an enabling environment • Review high level performance • High level liaison with development partners • Meets at least twice a year • Inaugurated! Membership • His Excellency the Governor • Secretary for State Government • Hon. Commissioners – • Planning & Budget • Health • Justice • Local Government • Education • Commerce • Finance • Head of Service

11. Reform Steering Committee • Decides strategy and milestones • Co-ordinates all reform programmes and initiatives • Ensures appropriate technical support for the reform process • Monitors performance against milestones • Holds Sector Reform Committees to account • Reports progress to EXCO Reform Committee • Meets at least four times a year • Inaugurated! Membership • Head of Service • + one other Member of the EXCO Reform Committee • Permanent Secretaries as decided by the HoS • CEOs of key parastatals • Key persons with an interest in and enthusiasm for reform

12. Reform Secretariat Office of the Head of Service Permanent Secretary Appropriate support and administrative staff Focus for enabling and coordinating technical support for the reform process Day to day oversight of reform activities for the Reform Steering Committee The operational ‘engine room’ for driving reform Needs to be finalised

13. Voice and Accountability Technical Committee • Reform for a quality public service must take account of the priorities, expectations and views of citizens and civil society • Independent of Government • Supported by SAVI • Needs to be launched Membership • State House of Assembly • State Auditor General • NGOs • DFID Social Development Adviser • Grassroots Health Organisation of Nigeria • Private health and education sectors • Local Government • Business interests

14. Sector Reform Committees All reform programmes and initiatives Responsible for delivering reform in their sector – getting things done Performance monitored by Reform Steering Committee Liaise with development partners through State Led Programmes (ESSPIN, PATHS 2, GEMS, SRIP & SPARC) Build on existing structures Meet at least six times a year Chaired by an Hon. Commissioner Include key Permanent Secretaries and leaders of parastatals and other agencies Need to be finalised

15. Five Sector Committees • Social • Environment • Economic • Local Government • Governance

17. Public Service Reform (PSR) PSR Pillars are working with OHCS to support the corporate planning process. These are Pillars: • 1 – Reform Leadership and Processes (Lead: PS Establishment) • 2 – Reform Implementation (Lead: PS Works) • 3 – Human Resource Management (Lead: PS Manpower Development) • 4 – Communications and Responsiveness (Lead: PS Information)

18. Comments, questions, discussion

19. Brainstorm / discussion • How to approach reform in a time of potential transition? • What is important to do? • What is important not to do?

20. MDA organogram mapping • 15 minutes • Flip chart paper – legibly and large • Outline the structure of the MDA • No need to include jobs (e.g. PS, Director) • Include current functions • Check mandate organogram if required • Post on wall

21. Kano State Government organogram: structure and accountabilies • Position the attending MDAs within the structure of the Kano State Government • Note accountabilities / discuss relationships

22. MDA relationships • Identify • Green: strong relationship in place to ensure seamless and effective planning and service delivery; shared goals and common understanding of the roles of each; regular meetings; systematic communication; joint reviews of progress • Amber: There is some partnership working, but no systematic approach to this. May also include overlaps that have not been clarified. • Red: A potentially important partner for seamless and effective planning and service delivery no relationship in place or any agreements about how to work together

23. WHAT IS THE STRATEGIC AND CORPORATE PLANNING PROCESS? • A process by which an MDA reviews and analyses its mandate, objectives, priorities, strategies in relation to the environment and identified need in the sector • Following clarity about mandate and strategic objectives, the MDA analyses its service roles, functions and capacity in relation to these • Corporate planning helps to determine how to organise and apply an MDA’s resources (human, financial etc.) to achieving objectives and meeting service delivery standards / targets • Guides the leadership and staff of the MDA in a cohesive effort to carry out its mandate in the context of Government’s overall public service goals and aspirations

24. WHAT IS CORPORATE PLANNING? A logical process to ensure each MDA in a sector is able to deliver its mandate effectively and efficiently. This is considered in the first two pillars of Public Service Reform: • Developing clarity for the role, purpose and vision for MDAs in the context of the quality public service goals of the KSRD • Public Service Mindset, Accountability and Performance Management

25. NOT ROCKET SCIENCE! Basic, planning cycle-type steps: • Decide purpose and goals • Agree a strategic direction for achieving that purpose (KSRD) • Make sure mandates are ‘fit for purpose’ • Set realistic targets that advance your strategic plan and take account of available resources • Reform organisation to use resources efficiently and effectively to deliver plans and targets • Use performance management to ensure plans and targets are achieved

26. SUCCESSFUL CORPORATE PLANNING DEPENDS ON: • Clarity of purpose for the public service – why it exists and what success ‘looks like’ • Clear public service goals derived from the Kano State Roadmap for Development – (KSRD) • Political commitment and leadership from the Executive Council Reform Committee • Clear mandates for the MDAs in each sector that are ‘fit for purpose’ • Matching resources to desired outcomes through MTSS (and MTEF) • A willingness to accept change

27. CURRENT SITUATION • Organisational arrangements to lead and co-ordinate the reform process approved • Reform bodies inaugurated • Sector Reform Committees established (need to get underway) • First stage mandate mapping process nearing completion • Reform Steering Committee has drafted vision, purpose and guiding values and principles for the public service • The Kano State Roadmap for Development awaits approval • MTSSs (and MTEFs?) are being developed

28. State Development Plan (KSRD) / International, national and state level priorities (Public Service Vision, National Gender Policy, MDGs, etc Strategic Planning Corporate Planning 4 Carry out functional review 4b Structural review 4a Systems & process review • 2 Sector development plans (5-10 years) • 2a Vision & mission statements • 2b Define long term strategic objectives 1 Clarify Mandate for MDAs • Outline costings • MDA development plan (5-10 years) • 2c Vision & mission statements • 2d Long term strategic objectives for MDA in the context • of their sector Costed within ceilings 3 MediumTerm (3 years, rolling) 3a Sector: Medium Term Sector Strategy (MTSS) 5 Realign functions and departmental objectives 3b MDA: Set medium term performance objectives and service standardsfor the MDA (3 years, rolling) 6 Prepare establishment plan job analysis and job descriptions Annual operational plan 3 c Annual budget Departmentalcash flow projections 7 Develop workforce plan staff recruitment, repositioning define training needs Service charters Strategic & corporate planning and performance management: components and relationships 8 Individual performance targets based on job descriptions HRMIS Performance Management 10 MDA/sector performance reviews 9 Annual employee performance assessments

29. WHAT HAPPENS NEXT? • Process driven by the Governance Sector Reform Committee (RSC), supported by the Reform Secretariat • Governance Sector Reform Committee (SRC) to oversee mandate mapping process and enable sector reform committees to ensure mandates are ‘fit for purpose’ • Reform Secretariat develops capacity that will enable teams working for SRC to support corporate planning process in each sector • RSC approves a plan for introducing the corporate planning process • RSC to report progress to ExCo Reform Committee

30. WHAT HAPPENS NEXT? • Six MDAs prioritised to lead the strategic / corporate planning process: • Office of the Head of the Civil Service • Ministry of Planning and Budget • Directorate of Projects Monitoring and Evaluation • Ministry of Finance • (Local Government) Strategic/corporate planning is also underway or planned in the following: • Ministry of Health • Ministry of Education (underway)

31. MANDATE MAPPING • Mandate mapping an important first phase of strategic and corporate planning process • Ad hoc Mandate Mapping group and OHCS leading mandate mapping exercise • All MDAs participated in mandate mapping process • Ad hoc Mandate Mapping Group to approve current report as it stands and make recommendations for next steps

32. MANDATE MAPPING • 80 MDAs • 64 have responded to mapping exercise, of which • 34 MDAs are complete • 30 are partially complete • 10 are yet to start the exercise • 6 were exempted since they are registered as companies

33. MANDATE MAPPING: overlaps Many MDAs have identified overlaps • During CP process, more overlaps in mandate could be identified (between MDAs / MDAlocal level) • During CP process it will be important to resolve overlaps, either through • Discussion/agreement • partnership working • memorandums of understanding (MOUs) • Decisions by HOS/SGG • Further discussion will be needed to ensure mandate is appropriate to level (e.g. state/local, or ministry /implementing agency) • Depending on outcome of discussions, there may be a need for legislative adjustment to the mandate of some MDAs • A mandate function may be help resolve future overlaps

34. MANDATE MAPPING: partnership • As important as addressing duplication and overlaps is the need for synergy and collaboration where multisectoral approach will achieve the best outcomes. • Need to identify critical partnerships for service delivery (e.g. Health and education to delivery maternal mortality MDG) • Need to identify wider partnerships to support delivery • May need to formalise working relations with MOUs

35. MANDATE MAPPING: federal / state / local • While most MDAs outlined the relationship with local government, it is clear that this is a complex relationship. Further work is needed • Lines of authority and communication between the federal, state and local levels are also critical • Discussions and exercises can help clarify roles and effective working from federal to local level • Performance management and communication will be important to ensure effective working arrangements

36. MANDATE MAPPING EXERCISE: national policy / civil service mission etc • In addition to following legal mandate, it is important to be in line with other national and state policy, such as • Civil Service Mission, Vision and Values • National Gender Policy • Millennium Development Goals • etc

37. MANDATE MAPPING: standard roles MDAs have very different technical areas of responsibility (water, health, fisheries), but there are some functions that may be common across most or all MDAs. These may include issues such as: •  Policy / strategy / planning (leading/contributing) • General administration • Financial management / budget / contracting and procurement • Human resource management (civil servants / service delivery) • Capacity building • Performance management • Communication: Within government / with stakeholders / with the public • Partnership and engagement • Within government/with stakeholders (e.g. private sector, NGOs) /with the public • Service delivery, including • Standards / service charters (e.g. best practice guidance) • Performance management / M+E / regulation • Some of these functions reflect the roles of MDAs with cross-cutting responsibilities (e.g. finance, policy, planning), and need to be effectively aligned with the lead MDA.

38. MANDATE MAPPING NEXT STEPS • 6 MDAs starting strategic and corporate planning process with support from SPARC/ KaRAs • Remainder of MDAs to • complete their mandate mapping with support from KaRAs • to being strategic and corporate planning in a rolling programme with support from KaRAs • An ongoing mandate group to be established to assess mandate changes in future

39. MANDATE MAPPING EXERCISE • In MDA groups: • Look at MDA mandate in relation to checklist questions 1) Strategic Planning: 1a Mandate Mapping (p2) and ‘overlaps, gaps, partnership’ section (pp 6+7) • In light of organogram exercise, consider your response. In relation to overlaps, gaps and partnerships: • Can there be improvements in relation to current arrangements – eg better partnership to achieve outcomes • How can these be resolved – discussion / MOU / HOS / SSG / legislation / mediation / other? • Report back main issues and solutions – 5 minutes max

40. KANO STATE GOVERNMENTCorporate Planning Workshop 3 – 4 February 2011DAY 2 Welcome

41. Driving the strategic and corporate planning process: change management • A process of enabling the MDA to respond to change. Institutions are being constantly challenged to keep pace – change is all-pervasive in terms of expectations, technologies, attitudes, politics, resource availability etc. MDAs need to recognise that: • Change is about challenge and opportunity • Change is about people – it requires the active participation of all personnel • Change is an ongoing process – requiring constant review of an MDA’s structure, systems and processes to achieve its mandates • Change requires ownership by all stakeholders • Change requires competent change agents to help steer the process

42. Driving the strategic and corporate planning process: change management Top management support is crucial to successful change management and will need to • Be ready to embark on a transparent process to achieve improvements in effectiveness, efficiency and service delivery • Be committed to follow through on agreed plans without favour to any particular group in the process • include Commissioners, Permanent Secretaries and Directors, Legislators, unions driving positive change

43. Consistent approach MDAs’ strategic and corporate planning process – and components – should: • Be coherent, logical and consistent • Be in line with national and state policy • Follow a planning cycle • Focus on effective approaches

44. National and state policy and guidelines - examples • Kano State Roadmap for Development • National Gender Policy (2006) • Millennium Development Goals • Kano Public Service vision, mission, principles • X • X • X • X

45. THE KANO PUBLIC SERVICE VISION IS A dynamic public service which is responsive, effective, efficient and valued by the people, the Government of Kano State and which provides a great deal of satisfaction for public servants themselves.

46. The Kano Public Service mission is to: • provide credible and authoritative advice to Government on all matters of policy, development and strategy • maintain the infrastructure for the business of Government including the drafting of legislation, mandates and Government orders etc • uphold steadfastly the highest possible standards of probity and integrity across the public service • advise Government on the apolitical role of the public service and maintain the distinction between this and the activities of political office holders • ensure the effective and efficient implementation of Government policies, programmes and priorities

47. Values underpinning the Kano Public Service and all its actions are: • Honesty, integrity and openness • Punctuality and respect • Transparency and accountability • Respect for the rule of law • Loyalty to the State • Hard work and commitment • Excellence • Professionalism • Efficiency and effectiveness

48. The principles that guide the Kano Public Service are: • always be focussed on citizens and take account of their needs • always driven by high ethical standards in serving the people • be flexible and responsive to changing priorities and policy • that the public service exists for the benefit of the citizen, not public servants • be performance driven and results oriented • to always provide the best possible value for money in all its operations • wrongdoing and poor performance will not be condoned • appointments, promotions, transfers and rewards within the public service will be based on performance and merit

49. Strategic and corporate planning: organisational development (OD) OD: collaborative and responsive, allowing each MDA to undertake corporate planning with a clear understanding of its specific conditions, resources, structures and to some extent, in its own time etc. What does this mean in practice? • Needs vision and power, which come from the top • Top management should drive process, by facilitating, guiding and enabling rather than simply imposing • People need to understand reasons and objectives of strategic + corporate planning process and see a plan for its implementation so they know where they and their MDA is trying to go • Communication & openness are essential to obtaining agreement and support from people in the system • Need for face-to-face communication - workshops &meetings rather than paper-based instructions handed down from above

50. National strategic documents: National Gender policy (2006) • Framework: to ensure public and private spheres address gender • Approaches and tools: Gender mainstreaming compatible with Nigeria’s policy • Gender mainstreaming: Gender equality - core value/practice in society/government • Global frameworks: International / regional gender equality frameworks incorporated in Nigeria’s laws, legislative processes, judicial and administrative systems. Examples: • equity/equality in employment opportunities • elimination of discriminatory practices against the employment of women on grounds of sex, ethnicity, class, religion, age, disability or marital status