KABUL MUNICIPALITY ORGANIZATIONAL ASSESSMENT

1. KABUL MUNICIPALITY ORGANIZATIONAL ASSESSMENT “We have the responsibility to show our residents that we can produce results.” - M. YouniusNawandish (Mayor) Preliminary Results January 2011 Prepared by: Kabul City Initiative Tetra Tech - ARD

2. Question Have you ever participated in or observeda: Sports Team? Music Group? Restaurant? What is the difference between a good organization and a great organization? (Discuss)

3. What is an Organizational Assessment?

4. What is an Organizational Assessment? Organizational Assessments involve careful examination of an organiation’s.... Planning Paperwork Policies Procedures Personnel Performance Organizational Assessments are the first critical step to organizational improvement. Is change difficult? \

5. What is an Organizational Assessment? Benefits of an Organizational Assessment? Time Equity / Fairness Greater Financial Resources Service Delivery Efficiency Wider Distribution of Services Employee & Customer Satisfaction Example of Success Objective: “Becoming a ‘World-Class’ Municipality”

6. Assessment Process

7. Assessment Process • Assess (examine) • Site Visits (observation) • Written Assessment (validation) • Presentation & Discussion • Planning • Management Capacity Plan • Quality Service Improvement Program • Implementation • Monitoring & Evaluation Goals: Validate Assumptions & Sustainable Improvement

8. Assessment Process Who was assessed? 4 Levels of Management • 3 Deputy Mayors - 15 Directors General & 22 District Managers • 22 Deputy District Managers & 13 Deputy Directors General • 3 General Managers / 107 Department Managers Non-technical & Non-management Employees - Not included - Will be included in future assessments & trainings

9. Assessment Process

10. Assessment Process 3 Sections • I Statistical Information • Examined whether such information is understood & available • II Institutional Capacity • Examined the department or districts systems, tools, processes • III Management Capacity • Examined the awareness and capacity of management to: • Perform duties effectively • Determine the potential for immediate organizational improvement. • Determine the potential for sustainable organizational improvement.

11. Preliminary Conclusions

12. Preliminary Conclusions Institutional Capacity • Organizational processes are unclear, unwritten. - Districts and Departments are not clear regarding the Budgeting, Planning, Asset Management, Infrastructure Management , Public Information & HR functions . • Organizational structure. • Distribution of responsibilities / span of control looks good, but as use of information systems increases, will need to be realigned. • Role of Districts are not memorialized effectively • Staffing problems exist - Existing classification system assures that employees are not paid equitably (internally) based on knowledge, experience, or education. Competitive (externally) with market prices assumed.

13. Preliminary Conclusions Institutional Capacity 4.Standard Operating Procedures (SOPs) - Too many employees indicate that they follow procedures, but cant provide copies of written procedures. 5. Buildings & Equipment - Some departments have too few vehicles, equipment & tools - Some buildings are overused, others underused - Vehicle maintenance capacity needs serious attention (parts, labor) - Tracking of vehicles & property assets needs to be systematized for replacement planning and budget forecasting.

14. Preliminary Conclusions Institutional Capacity 6. Electronic systems that allow sharing and storage of information are desperately needed. - Employees carry too much information in their heads, volumes of historical information is printed or handwritten documents. 7. Alternative internal communications tools are lacking. • Continued use of mobile phones not effective or efficient. • Comprehensive City-wide approach to information sharing with the public is underdeveloped. - Some departments are successfully conducting independent public information campaigns, but many others lack the capacity. - A municipal-wide multi-faceted public information campaign needed.

15. Preliminary Conclusions Institutional Capacity • A City-wide strategy and policies for Private-partnerships appear absent. • Some departments (i.e. Streets) and districts are engaged in effective Public-Private Partnerships, but not all. (pending)

16. Preliminary Conclusions Management Capacity • Education levels appear high, diverse. • 50% have college / university experience, degrees • Degrees include: Engineering, Construction, Urban Planning, Management, Journalism, Economics, Horticulture & Architecture. • Professional Development program / strategy absent. - Professional Development is an individualpriority more than an institutionalpriority. • Independent Study Tours and Training appear to have contributed significantly to individual performance on the job (difficult to verify). • 30% have organized or facilitated training workshops. • Training ‘needed most for professional development’: Computers & Technology , Leadership, Teambuilding, Project Management.

17. Preliminary Conclusions Management Capacity 3. Some managers are dis-enfranchised with the current Planning & Budget process. • Service Directorate Generals and District Managers collectively expressed limited involvement in the Planning & Budgeting process • Budget and project planning occurs, but the processes are considered ineffective and in need of improvement. 4. Managers do not share common understanding of planning – both as a processand as an instrument to guide decision-making. • Managers indicate that they have a plan, but most plans are no more than a list. • Most managers to not have a written and approved plan

18. Preliminary Conclusions Management Capacity 5. Women and Youth in Management poorly represented - 13% of management positions held by women - 67% of managers are over 45 years of age. 6. Management appears overwhelmed by quantity of work. • Problems appear to be caused by established processes requiring high-degree if written (duplication) and face-to-face communication. • Limited delegation of decision-making. • See recommendation below 7. Established lines of communication are often ignored. • Observed regular communication outside organizational structure.

19. Preliminary Recommendations

20. Preliminary Recommendations Institutional Capacity  Collectively re-examine and record (in writing) key processes to be clearly understood by everyone. • Process Map functions & processes, institutionalize. (Start with Budgeting, Planning, HR, Revenue Collection.) • Re-examine and realign the Organizational Structure (Improve span of control, accountability relationships • Conduct Staffing GAP Analysis, prepare a Staff Migration Plan, re-write Job Descriptions, re-examine Pay Grades, Classification and Compensation system (Reduce or reallocate staff as realignment might require)

21. Preliminary Recommendations Institutional Capacity 4. Prepare written Standard Operating Procedures (SOPs).(Budgeting, Planning, HR, Licensing, Permitting, Procurement, Revenue Collection, Inspections & Public Information) 5. Improve Management of Public Property - Consolidate Sanitization & Streets • Centralize vehicle fuel, maintenance, tools, dispatch & training • Lease Sanitation Department property to ‘private sector’ • Outsource vehicle maintenance (private partnership) - Implement an assets management program of equipment, vehicles & property. - Plan (in advance) for the purchase new equipment .

22. Preliminary Recommendations Institutional Capacity 6. Design and deploy electronic systems that allow sharing and storage of information. • Design and install modern computer hardware including: fiber, wireless (Wi-Fi), servers, data storage, backup, email, internet, network enabled, digital phones & PBX system . • Assess software needs , purchase appropriate software. • Assure effective network design , network management, help-desk. • Database all records and human knowledge into an electronic form, create and administer rules for access, editing, deletion. • Increase access through an increase in available computers and trained users.

23. Preliminary Recommendations Institutional Capacity 7. Install City-wide 2-way radio communications - 800MHz / 900MHz, mobile units & handheld radios - Create a consolidated dispatch center 8. Develop a ‘comprehensive approach’ to and capacity for Public Information • Brochures, Public Information Kiosks, Newspaper circulation, SMS, 3-1-1 Information System (phone),Billboards, Public-Private Partnerships for Television, Radio, (negotiate reduced pricing to produce / broadcast ‘public service announcements’). • Consider cost and staffing limitations. • Focus: greatest results at the lowest expense. If you can’t sustain it,don’t do it!!!

24. Preliminary Recommendations Institutional Capacity • Consider service consolidation and outsourcing some functions. • Vehicular Maintenance • Property Lease • (pending)

25. Preliminary Recommendations Management Capacity • See recommendation below. 2. Develop a Professional Development program for management employees. - Hire temporary experts, utilize staff with training experience & facilitation. - Continue to encourage and fund Study Tours - Increasing management salaries could be difficult - Increased professional development could lead to management departures, decreased longevity, loss of institutional knowledge and leadership.

26. Preliminary Recommendations Management Capacity 3. Develop, formally adopt and provide copies of Process Maps and Policies to all employees. • Involve multiple department and district stakeholders in Process-Mapping Workshops for Budgeting, Planning, Service Delivery, Revenue Collection, Public Information. • Produce and approve working Process Maps and SOPs 4. Develop, formally adopt and provide copies of formal Master Plans to employees and the public. • Storm water Drainage, Sanitation, Parks & Greenspace, Streets

27. Preliminary Recommendations Management Capacity 5. Increase recruiting and mentoring of youth & women. 6. Reduce work flow for management • Conduct a work-flow analysis (Deputy Mayors and DGs) • Increase use of electronic communications tools • Decrease need for face-to-face communication • Observed limited delegation of decision-making • Reduce frequency of un-planned meetings 7. Examine and realign Organizational Structure. • Determine whether span of control is problematic • Observe regular communication outside organizational structure

28. Remember this… Organizational Hierarchy of Needs Functions – What we need to do. Structure – How we assign responsibility. Staffing – Who is qualified to perform the duties. If your functions and structure are not aligned, dealing with organizational structure and staffing issues will plague your time.

29. Questions / Discussion

30. Please contact: David Evertsen, Organizational Expert devertsen@kci-tetratech-ard.com Mobile 07969 04827 Prepared by: Kabul City Initiative (KCI) TetraTech ARD Burlington, Vermont, USA