1. Capacity Development for Improved Performance Public Sector Organizations Cedric Saldanha Melbourne, Australia csaldanha@netspace.net.au

2. Clients -Needs -Expectations Clients -Needs -Expectations Organization’s Results Framework SRAs Perf Indicators: (Outputs + Outcomes) Organization’s Results Framework SRAs Perf Indicators: (Outputs + Outcomes) Budget and Financial Mgt Systems Budget and Financial Mgt Systems HR Management Systems HR Management Systems Physical Assets Management Physical Assets Management Organization Model of Factors Contributing to Performance Operating Strategy and related Policies Management Vision, Teamwork & Direction Management Vision, Teamwork & Direction Stakeholders’ Support Stakeholders’ Support A Guide for Capacity Diagnostic Analysis Program and Performance Mgt Systems Program and Performance Mgt Systems Step 1Step 2Step 3Step 4Step 5

3. 5 Key Diagnostic Questions Q 1 – Are we clear of Client expectations? Q2 – Do we have a Results Framework which is responsive to Client expectations? Q3 – Do we have a Senior Management Team with works effectively together, provides vision and effective direction? Q4 – Is the Senior Management Team able to garner required Stakeholder support? Q4 – How efficient are our systems and processes?

4. Clarity of Results The starting point of effective performance is clarifying ‘Expected Results’ The starting point of effective performance is clarifying ‘Expected Results’ Your Clients define your results Your Clients define your results The Client’s ‘needs’ and ‘expectations’ clarify what should be your organization’s results The Client’s ‘needs’ and ‘expectations’ clarify what should be your organization’s results

5. Clarity of Results is about these questions - Why does this organization exist? Why does this organization exist? Who are its clients? Who are its clients? What is it supposed to deliver for them? What is it supposed to deliver for them? What benefits are its products and services supposed to bring? What benefits are its products and services supposed to bring? Is the organization delivering what is expected of it? Is the organization delivering what is expected of it? Are its services acceptable in terms of quantity and quality? Are its services acceptable in terms of quantity and quality?

6. Begin with Clarifying Client expectations Who are your Organization’s Clients? Who are your Organization’s Clients? What are their needs and expectations What are their needs and expectations Every public sector organization has multiple clients Every public sector organization has multiple clients It is important to state who these are, in order of priority It is important to state who these are, in order of priority Then, clarify the needs and expectations of each Then, clarify the needs and expectations of each

7. Performance must be responsive to Clients Clients Needs Expectations Clients Needs Expectations Organization’s Results Framework SRAs Perf Indicators: (Outputs + Outcomes) Organization’s Results Framework SRAs Perf Indicators: (Outputs + Outcomes)

8. Client Client Expectations Output Indicators/ Targets CurrentPerformance Issue of Concern (Perf. Gap) 1.1.1…1.2…1.2. 2.2.1…2.2…3.4. 3.3.1…3.2…5.6. Organization’s Strategic Results Framework Agency Name:

9. Senior Management Team’s Vision, Teamwork & Direction Some Key Questions for your consideration: Is there Clarity on Roles and Responsibilities? Is there Clarity on Roles and Responsibilities? Are Management Meetings held regularly at department and divisional levels? Are Management Meetings held regularly at department and divisional levels? Are senior management decisions communicated effectively down the line? Are senior management decisions communicated effectively down the line? How do Divisions coordinate among themselves? How do Divisions coordinate among themselves? Do the Programming, Monitoring, Performance Reporting systems work? Do the Programming, Monitoring, Performance Reporting systems work? ?? ??

10. Clients -Needs -Expectations Clients -Needs -Expectations Organization’s Results Framework SRAs Perf Indicators: (Outputs + Outcomes) Organization’s Results Framework SRAs Perf Indicators: (Outputs + Outcomes) Budget and Financial Mgt Systems Budget and Financial Mgt Systems HR Management Systems HR Management Systems Physical Assets Management Physical Assets Management Organization Model of Factors Contributing to Performance Operating Strategy, Policies & Systems Management Vision, Teamwork & Direction Management Vision, Teamwork & Direction Stakeholdrs’ Support Stakeholders’ Support A Guide for Capacity Diagnostic Analysis Program and Performance Mgt Systems Program and Performance Mgt Systems Step 1Step 2Step 3Step 4Step 5

11. Mobilizing Support of Key Stakeholders Some Key Questions for your consideration: What are the issues in the relationship between SMT and the Ministry which constrain the development process? What are the issues in the relationship between SMT and the Ministry which constrain the development process? What are the issues with key national agencies? How can we get them to work with us more constructively? What are the issues with key national agencies? How can we get them to work with us more constructively? What are the issues with respect to working with the private sector, NGOs, civil society? How can we get them to work with us more constructively? What are the issues with respect to working with the private sector, NGOs, civil society? How can we get them to work with us more constructively? How are our relationships with the donors? How can these be improved? How are our relationships with the donors? How can these be improved?

12. Key Strategies, Polices, Regulations Some Key Aspects for your consideration: Are we clear on the department’s key strategies? Are we clear on the department’s key strategies? What are the most critical policies we wish to support? And are these getting the support they need? What are the most critical policies we wish to support? And are these getting the support they need? What is our role in regulation of the environment sector? Is the department fulfilling this role? What is our role in regulation of the environment sector? Is the department fulfilling this role? …??? …??? ….??? ….???

13. Performance Management Systems Some Key Aspects for your consideration: Databases? Databases? Operations / Program planning, budgeting, coordination? Operations / Program planning, budgeting, coordination? Performance Monitoring and Reporting? Performance Monitoring and Reporting? Sector Program support to local level government? NGOs? – systems? processes? Sector Program support to local level government? NGOs? – systems? processes? Linkages with Resource Institutions Linkages with Resource Institutions

14. Managing the Budget and Financial Management Some Key Aspects for your consideration: Revenue? Budget allocations? Do we have a strategy to enhance these? Revenue? Budget allocations? Do we have a strategy to enhance these? Budget planning – annual expenditure priorities? destitution between divisions? Budget planning – annual expenditure priorities? destitution between divisions? Expenditure management? Expenditure management? Financial management and control? Financial management and control?

15. Managing Human Resources Some Key Aspects for your consideration: Staff Deployment and Structure? Staff Deployment and Structure? Staff Recruitment? Staff Recruitment? Staff Motivation and Performance Management? Staff Motivation and Performance Management? Staff Development? Staff Development? Staff Discipline? Staff Discipline? Staff Benefits? Staff Benefits?

16. Physical Assets Management Some Key Aspects for your consideration: Acquisition, Storage, Disposal? Acquisition, Storage, Disposal? Inventory and Valuation? Inventory and Valuation? Maintenance? Maintenance? Insurance? Insurance?