Ministry of Development Planning and Aid Coordination

Solomon Islands Government

Adrian Maena Toni

Mekong InstituteKhon Kaen University, Thailand

2nd July 2009

Problem Statement

• Given the decentralization of decision making in my organization, how can we improve the performance of the Undersecretary?

• There is lack of (weak) coordination on the delegation of responsibilities by the Undersecretary to the Directors and the other lower level officials therefore they are not seen to be performing

Minister

Permanent Secretary

Under Secretary

DirectorEconomic &

Productive Sector

DirectorAid Coordination

Unit

DirectorStrategic Planning

Sector

DirectorSocial Sector

Cooperate Services(Administration)

Accounts Section

National Authorization Office Support Unit (NAO-

SU)

Rural Development Program (RDP)

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Stakeholders

• Minister• Permanent Secretary • Undersecretary • Directors • Lower level officers• Line Ministries• Development Partners

What Causes the Problem

Internal• Weak communication linkage

between the Undersecretary and lower level staffs

• No confidence on lower level officers

• Little knowledge of sectoral AWP & Ministerial corporate plans

• Lacking basic supervisory skills

• Unwillingness to be “lectured” by the lower level staffs

• Unwilling to adopt new leadership/management environment

External• Don’t want to be lectured by

outsiders - “being advised”• Don’t accept outsiders stepping

onto their environment of influence

• External stakeholders unwilling to cooperate with senior managers

• Inaction by the Minister

SWOT Analysis & Linkages

Strengths• Corporate Plans and AWP• Cooperation of 4 Directors• Support from lower staffs• Staff job descriptions

Weaknesses• Lower level officers have lower authority• Minister appoints the Permanent Secretary• No confidence on lower staffs

Opportunities• Positive support from line ministries• Government policy documents or translation documents• Ministry of Public service appoints the Undersecretary•

Threats• Minister’s legitimate power to “fire”• Ministry of public services – recruitments

SWOT Analysis – Most Significant

Strengths

• Cooperation of 4 Directors•Staff job descriptions

Weaknesses

• Lower level officers have lower authority• No confidence on lower staffs

Opportunities

• Positive support from line ministries• Government policy documents or translation documents

Threats

• Minister legitimate power to “fire”

Identifying Risks

• Chances of wining?– Cooperation of allies– Support of external stakeholders & the

Permanent Secretary

• Dangers of losing?– Fired by the Minister– Lose of confidence by the external

stakeholders & junior officials

Identifying Risks

• Chances of wining?– Cooperation of allies

• Dangers of losing?– Fired by the Minister

Mapping

MinisterPermanent Secretary

Improving performance of the Undersecretary

External Stakeholders

Junior Level Officers Directors(Natural Allies)

“Hot Spots”

MinisterPermanent Secretary

Improving performance of the Undersecretary

External Stakeholders

Junior Level Officers Directors(Natural Allies)

Reaching our Destination

• Creating confidence of the Natural Allies and getting them in the same “boat” – same level of understanding

• Gathering “support”

• Providing honest/accurate information for the Permanent Secretary thus building his/her confidence & that of the Minister

• Avoid being “fired”

Summary

MinisterPermanent Secretary

Improving performance of the Undersecretary

External Stakeholders

Junior Level Officers Directors(Natural Allies)

Avoid

being

“fire

d”

Thank you for listening