PERFORMANCE IMPROVEMENT PROGRAM

PERFORMANCE IMPROVEMENT PROGRAM

LIBERIA

OFFICE OF THE PRESIDENT

AND

MINISTRY OF STATE FOR PRESIDENTIAL AFFAIRS

November, 2006

OFFICE OF TRANSITIONAL INITIATIVES (OTI)

UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT


GOAL

Implement new systems, procedures, and performance improvement tools that will enable the President to:

• demonstrate leadership and commitment to action,

• deliver quality services,

• energize the Government bureaucracy,

• concentrate available resources so as to achieve high performance with true accountability, and

• achieve positive and measurable results for the benefit of the citizens of Liberia.


INTRODUCTION

• August 2006 - Initial assessment report by OTI identified performance problems in the Office of the President and the Ministry of State for Presidential Affairs. Additional analysis was recommended and approved.

• September to November, 2006) - Second phase to design and implement a performance improvement program will take place during an intensive 8 week period. A standardized approach will facilitate the collection and analysis of information and enable specific performance-based solutions to be developed and implemented as the foundation for future comprehensive capacity building, performance improvement and reorganization efforts in key ministries and then Government-wide.


• Focus on Performance..WHY?

• According to international standards for public administration, performance means to: accomplish, complete, achieve, produce.

• Good performance happens when those things are done according to agreed standards for quality, timeliness, and cost effectiveness.

• The entry points for this performance improvement effort are the integrated functions and services of the Office of the President and the Ministry of State for Presidential Affairs.


PERFORMANCE VISION…(EXAMPLE)

• The Office of the President and the Ministry of State for Presidential Affairs will be A model, top-performing, professional organization enabling the President to maximize the use and impact of her time for the benefit of Liberia.


• METHODOLOGY: “8-S” – a Participatory Process

The 8-S approach to identify performance gaps consists of the following elements:

1. Services – what is expected to be delivered for each specific function being reviewed (e.g., Communication/Correspondence),

2. Statutes – the laws, regulations, orders, or policies that authorize and govern the service,

3. System/Sub-systems – the detailed steps (i.e., the system [who does what, when, and in what order]) that are used to deliver the service,

4. Standards – the general principles and the current/existing qualitative/quantitative measures of performance for the system/sub-systems,

5. Structure – the organizational unit that administers the systems/sub-systems,

6. Staff – the titles, responsibilities, and number of staff assigned to administer and operate the system/sub-system,

7. SWOT – the strengths, weaknesses, opportunities or threats (constraints) associated with the system/sub-systems, structure, and staff

8. Strategy for Improvement – Specific actions that will be used to: 1) strengthen/modify the current system, 2) introduce new processes, or 3) introduce international best practices not currently used by the Office of the President and Ministry of State for Presidential Affairs.


• CONTEXT

• Very targeted demonstration project that focuses on actual performance in the Office of the President and the Ministry of State for Presidential Affairs. A great place to start and it could be a model if successful.

• Government-wide issues related to reorganization, right-sizing and reform may be “informed” by this type of PIP, but those initiatives have a broader, long-range purpose.

• International best practice PIP approaches have strong leadership and commitment to change.


• COVERAGE

At minimum, the following services (functions) and the systems that achieve performance will be analyzed by the designated team members according to the 8-S approach:

• Internal Administration• Operational and Logistical Support• Policy Development• Economic/Budgetary Affairs• Communications• Cabinet Affairs• Legislative Affairs• Political Affairs• National Security Affairs• International Affairs and Donor Coordination


• Leadership is Essential

– The involvement, commitment, and follow through of the

President and the Minister are essential

– Key managers have already been empowered to guide the effort

– Middle managers and key staff help to define performance gaps

and create appropriate tools. IMPORTANT CONCEPT


• CONSULTING TEAM

• Steering Committee endorsed by Minister of State for Presidential Affairs (MOS) , consisting of:

– National Coordinator, Liberian Reconstruction and Development Commission– Deputy Minister of MOS for Public Affairs, Communications, and Technology– Deputy Minister of MOS for Administration– Deputy Minister of MOS for Economic, Financial and Legal Affairs– Economic Advisor to the President– Human Resources Director, MOS

• Three expatriates, a senior official from the Office of Transition Initiatives (OTI)/USAID, and two experienced consultants have been mobilized to assist in the design and implementation of a performance improvement program. Their combined skills in public administration, management systems, and information and communication technology will be used in this effort.

• A cadre of mid-level professionals from within the current organization may be assigned to assist with fact-finding, analysis, and validation of performance improvement tools.

• All of you – senior managers who are responsible for producing outputs.


• WORK PLAN (bold are completed)

Sept.25-30 KEY TASKS

Review documents (e.g., OTI Assessment Report, August 2006)

Initial Meetings and Orientation

OUTPUTS

OK

Oct. 2-7 Develop 6 Week Work Plan

Conduct briefings with Senior GOL and USG Officials

Develop Generic Performance Improvement Tools

Work Plan Drafted/Presented

Briefings Conducted

8-10 Models Prepared

Oct. 9-14 Create Structured Methodology for Fact-Finding

MOS forms Steering Committee for Program Coordination

Agree on Approach and Define the Intended Deliverables

Establish Work Space in the Ministry of Foreign Affairs

8-S Workbook Developed

Cmte. Formed / Empowered

Presentation to Minister

Space Assigned/Being Renovated

Oct. 16 -21 Conduct Interviews and Identify Potential Performance Gaps

Prepare Sample “Tools” (Quick Wins) to Correct Performance Gaps

Test Tools and Train/Coach Concerned Staff

Oct 23-28 Conduct Interviews and Develop Potential Performance Gaps

Prepare Report Outline/Identify Training Approach

Develop a Performance Improvement Program “Definition”

Oct 30-Nov. 4 Finalize Candidate Tools; Test and Define Capacity Requirements

Prepare Draft Action Plan for Each Function

Conduct Seminar/Obtain Commitment from Steering Committee

Nov. 6-11 Finalize Tools

Prepare Action Plan for Each Function

Present Findings, Conclusions and Recommendations


• Consultative/Consensus Process…with YOU

– Interviews with key informants – YOU - will be conducted (October 18 – 25, 2006) to jointly identify opportunities for performance improvement in each of the 10 service areas (functions) of the Office of the President and the Ministry

– Key findings, conclusions, and recommendations will be developed collaboratively

– Tools to improve performance will be developed and tested in each area. Approximately 40 candidate performance improvement tools will be developed and tested

– Based on feedback from implementers, approximately 25 tools will be implemented with coaching provided by the team.


Quick Wins ----Process Re-engineering

1. Performance Contracts… DMIN J.Geebro/ Thelma Johnson/

2. Correspondence Tracking….Elva Richardson

3. Advance and Scheduling Checklist…Emmett Kennedy

4. Code of Ethics…Thelma Johnson

5. Referral Tracking…Min W. Knuckles, Jr.

1. Performance Reporting / Scorecard…MIN Saytumah

2. File and Document Management System


• PLANNED ACCOMPLISHMENTS

• MACRO….INSTITUTIONAL CHANGE

– Tools will be provided to improve the performance of specific functions of the Office of the President and the Ministry of State for Presidential Affairs - and thereby demonstrate possible means of accelerating other projects devoted to improving public administration, governance, and resource management in the Government.

• MICRO.…PERSONAL GROWTH

– On a day-to-day basis individuals –YOU - in the Office of the President and the Ministry of State for Presidential Affairs will have the tools needed to carry out their functions in a more effective and self-rewarding manner and will be able to use these tools to produce measurable results that support the President’s mandate and mission.


DISCUSSION

Documents

PERFORMANCE IMPROVEMENT PROGRAM