OVERALL TASKS TO BE UNDERTAKEN IN THE PROJECT:
CAPACITY BUILDING (FOUNDATION)
Task #1: Ensure completion of Module 1 by intended audience
(Heads of units up to Ministers & Cabinet)
Task #2: Ensure completion of Module 2 by intended audience: Advanced Beginner
APPLICATION #1: ISSUE IDENTIFICATION / PATTERN & CAUSAL INVESTIGATIONS
Task #3: Identification of persistent issue by department
Task #4: Persistent issue to be confirmed
Task #5: Sitings and initial impressions of persistent issues
Task #6: Completion of Data Table Design
Task #7: Completion of Data Collection [File L1] [File L1(Labour)] [File L2] [File L3] [File L3 (DRTS)]
CAPACITY BUILDING (INTERMEDIARY) - IDENTIFY CAUSAL LOOPS (SYSTEMS THINKING)
Task #8: Completion of Module 3: Facilitating Conversations for Organizational Learning
Task #9: Organizing Local and Central Govt Officers' Meetings
Task #10: Identification of Behaviour Over Time graphs and Archetypes
(including councillors, MPs & Chiefs)
Task #11: Identification of the Key Success Loop: Systemic structures that keep the problems persistent
(recurrent) and learning to turn around these realities as a country
Task #12: Completion of Module 4: Building Shared Aspirations
APPLICATION #2: CO-FORMULATION OF STRATEGIES WITH THE NATION (GENERATIVE CONVERSATIONS
/ CLARIFYING ASPIRATIONS)
Task #13: Organizing involvement of citizens
Task #14: Involvement of parastatals / private sector
Task #15: Involvement of political and tribal arms (councillors, MPs, Chiefs)
Task #16: Involvement of regional bodies
APPLICATION #3: IMPLEMENTATION (AND SELF-MONITORING) OF STRATEGIES (ADVANCED) AS A
NATION
Task #17: Co-formulation of strategies and indicators of progress (all involved should have reached Task #12)
Task #18: Implementation status of strategies
Task #19: Outcome of strategies (monitoring indicators of progress)
Task #20: Confirmation of completion status
Intended Audience:
These sessions are designed for the following personnel:
- Ministers & Assistant Ministers
- Members of Parliament
- Permanent Secretaries, Deputy Permanent Secretaries,
These sessions are designed for the following personnel:
- Directors
- Section Heads including deputies
- Overseas Embassy staff
- Performance Improve Coordinators (PICs) and PIClets
- Planning staff
- Corporate Service Staff
DISTRICT WORKSHOPS:
These sessions are designed for the following personnel:
- Council Chairpersons
- Tribal Chiefs
- District Commissioners
- Council Secretaries, City and Town Clerks
- Land Board Secretaries
- District Level staff across the country up to the level of sub-sectors,
UNDERSTANDING THE SCALE OF THE PROJECT:
TASK A: Numbers for workshop sessions to be held:
ANTICIPATED NUMBERS OF PARTICIPANTS: 2000 (estimated)
ANTICIPATED NUMBERS OF SESSIONS FOR EACH MODULE: 2000/30 = 66
ANTICIPATED NUMBERS OF SESSIONS FOR THE FOUR MODULES = 66 x 4 = 266
(at minimum assuming we have full participation. If not managed well, this could double or triple: a
good estimate becomes 500 sessions) [PART A]
THIS IS CURRENTLY STANDING AT 26% LEVELS ACROSS THE FOUR MODULES
TOTAL NUMBER OF DAYS REQUIRED: 500 X 3 (3-days per session) = 1,500 DAYS [PART C]
TASK B: Numbers for discussion sessions to be held:
ANTICIPATED NUMBERS OF TOPICS PER DEPARTMENT = 1 OR 2
NUMBER OF TOPICS IDENTIFIED SO FAR: 50+ (and counting)
ANTICIPATED NUMBER OF DISCUSSION SESSIONS PER TOPIC = 8 TO 10
ANTICIPATED TOTAL NUMBER OF DISCUSSION SESSIONS TO BE ORGANIZED = 500 [PART B]
TOTAL NUMBER OF DAYS REQUIRED: 500 DAYS [PART D]
TOTAL NUMBER OF SESSIONS TO BE ORGANIZED [PART A + PART B] = 1,000 (estimate)
TOTAL NUMBER OF DAYS REQUIRED [PART C + PART D] = 2000 DAYS
TASKS OF THE HEAD OF THE CIVIL SERVICE:
- To assist in the facilitation of the learnings and systemic interventions by participants beyond the public
service, political arms, private sectors and citizens. These are strictly for issues that inherently have dynamic
complexities. These are 'problems' that do not seem to "go away" (recurrent issues) despite mandates (for a
significant number of years (at least 6-10 years)) to correct it and continues to face unrelenting pace at which
it 'consumes' resources in order to bring it under control.
TASK OF THE PROJECT MANAGER(S):
- To assist in the facilitation of the learnings and systemic interventions by participants across the public sector,
central and local governments, non-governmental organizations (NGOs), parastatals and the works at local
districts.
TASKS OF OVERALL PROJECT COORDINATOR:
- To ensure the smooth running and management of the required sessions indicated above (within respective
Ministries within the public sector).
- Sending of monthly notices and updates of schedules and project status (latest report) from the Reforms
Unit to all central and local government units to invite and facilitate participation in the sessions. Copied to all
PSs.
- Prepare overall follow-up coordination notes (The Coordinator's Diary) to the project management team
members (by loop) for follow-up (meetings / schedules / project calendar / data coordination / data collection)
with respective ministry PICs [Loop 1][Loop 2][Loop 3][Loop 4][Loop 5]
- Coordinate scheduling of all units in given scheduled format of meetings and sesions schedules and ensure
prevention of double-bookings and/or lapes
- Assist Project Management Team in smoothing out next steps for the Ministries and Local Government units
within their respective loops
TASKS OF PROJECT STRATEGY COORDINATORS:
(BY THE LOOP):
Requires coordinators to be forward in their coordination in facilitating the teams on the programme through the
20 tasks listed listed below.
DAILY WORK FLOWCHART OF A STRATEGY COORDINATOR
Steps here detail day-to-day guide (flow-chart) on what the Strategy Coordinator may do (details may be
managed by the project intern) :
- For an existing Ministerial team: as soon as the consultant / via the PICs sends the dates to the Coordinator:
- Follow-up with the Ministry / unit by the same or next day by email, asking if they would check internally
with the participants (including regional staff where relevant. And not just the PIC's offices) which of
the suggested dates were going to work for them.
- If none of the suggested dates work for the participants, release the date to another Ministry in the
queue.
- Request immediately for the first PIC to suggest dates at least a month away based on other dates we
have available on our schedule. Remind them the distinctions between dates for workshops and for
discussions.
- Give the PICs three days to check-in with their participants and request if they would revert with an
answer by the end of the three days. E.g., should the coordinator calls on Mon, say would they revert
by Thu or should they not, could you call them back and even agree on a time that you should call them
back
- As soon as they confirm a date, then it is to upate the schedule weekly and circulate to all of the
coordinator and the consultant by the end of each week.
- Request the PICs to plan the participants commitment accordingly.
- For a new Ministerial team: In the event the Coordinator leads the coordination:
- Setup a meeting and discuss with the project team members in person and identify logisitics of (numbers,
intended audience (PSs to Heads of Sections), inclusion of regional staff, clarity of rank / minimum
managerial experience (10 years), etc.) team participants who have yet to do Module 1.
- If so, the project team members is to alert the respective PIC's office and if needs to, set up a prep
meeting with the consultant should they require to understand the whys, hows (this may be handled by
the team members) and the whens with their PSs, and Directors.
- Thereafter co-develop a project road-map for their teams.
- Should they not need me to do a prep meeting, then the project team members to request PICs liaise
with you for dates for Module 1 and Module 2. These should be setup 3 months ahead of a date (e.g.,
right now we should be preparing dates for Feb 2012).
- Rquest the PICs forward joining instructions to the participants at least one month ahead (Jan 2012) of
the date
- As soon as the consultant finishes Module 2, the consultant would advise them at the workshops, to set
up an initial five dates for any follow ups on the workhops (1 date) and to start the discussion sessions.
- Project Team members to ensure that the PICs follow-up with the follow-up notes to the participants and
to setup the five initial discussion dates.
- Once the teams have started the discussion, do check in a month ahead to ensure the next date
although scheduled is not lapsed.
- Follow-up three weeks ahead to ensure that the participants (cc a copy to their bosses) are informed (to
send the agenda) and ready for the session.
- Capture coordination notes of the meeting (tables, data points, points of coordination, archetypes) and
circulate it through the PIC by email to the participants by the same or next day.
- Update the status of the project coordination dashboard.
We are now back to step 1 here.
Indicators of Progress of Project Team Coordination:
- SHORT-TERM (1 year): The Strategy Coordinator has developed a project road map for each Ministry
- MEDIUM-TERM (2-5 years): The Project Manager assists to turn the Project Coordination Dashboard
to more green rather than red boxes
- LONG-TERM (6-8 years): The public sector with the country assumes systemic interventions in its
approach to system-wide issues.
DETAILED TASKING LIST
TASKS #1-2
- Co-develop a roadmap (setting up of tasks, dates, groups, cross-linkages, data management, co-involvement
of senior members of the team, including PSs, Ministers and Directors, parastatals, private sector and
citizens) with the performance coordinator for each Ministry that allows each to pull through the above twenty
tasks (by departments) as well as assist the coordination of work roadmaps across Ministries (by the loops /
Strategy Coordinators). Setup prep meetings where necessary to assist senior members on board.
- Coordinate directly with the PICs of their respective loops in ensuring the following are carried out for each
session: the four modular workshops for each team and the ten (minimum) discussion sessions
- 3-months ahead: Initiate planning cycle for each team (sometimes there are up to five or more teams per
ministry) three months ahead of the scheduled workshop date for each module
- 2-months ahead: Ensure PICs advance email invitations (for timings please refer to "Tasks of PICs") to each
workshop / discussion sessions eight weeks ahead of the session and to coordinate the venue procurement
process to match the venue setting requirements.
- Six to four weeks ahead: Ensure PICs advance the relevant joining instructions (which contain soft-files of
workshop manuals) to all workshop participants for each session (Module 1-4) at least six to four weeks
before the session. The participants should have by then received their first notice of the workshop.
- Ensure PICs coordinate with their supply departments in ensuring the venue match the required room setup.
- Remind PICs to ensure participants who attend Module 2 has attended Module 1 at least two months prior to
the session.
- Two weeks ahead: Ensure PICs advanced the final details of the notices showing time and venue details.
- One-week after: Ensure PICs arrange for participants receive the relevant follow-up completion letters within
one week of workshop completion.
- Within one-month of Module 2: Ensure PICs arrange participants are scheduled for the first discussion
sessions within one month of completing Modiule 2.
- Ensure PICs organize for participants who has not attended Module 2 do not attend the discussion sessions
but are instead first scheduled for the next available workshop session for Module 2.
- Prepare follow-up notes of any discussion sessions held and arrange for the notes for circulation through the
team / Ministry coordinators to the ultimate team and with the input from the Facilitator on data design
facilitate the circulation of the table for follow-up activities (seeking reactions and checking of relevance and
data integrity) before subsequent discussion sessions.
- Remind PICs to seek internal agreement (with Directors and / or PSs of units) on the areas of the stubborn
problems identified by the discussion teams for the Ministry
- One month-after: Ensure PICs schedule completion of data collection on receipt of the table design within 1
month of its receipt and to follow-up to clear bottlenecks to ensure completion of the table within two
months of the design.
- Works with the consultant in ensuring the integrity of the data collection, of the behaviour over time graphs
and the design of the data table formats is kept intact and / or to develop the table further as needed
- Ensure PICs convene discussions sessions to identify archetypes on the spotting of the BOT graphs
- Ensure PICs convene discussions sessions till the completion of the key success loop for the Ministry
- Facilitate the setting up of joint discussions between local and central government units in understanding
BOTs, archetypes and the KSLs identified
- Facilitate the setting up of joint discussions with the political arms and relevant private sector organizations in
the identification and formulation of systemic strategies
- Attend all sessions (workshops / discussion and joint sessions) as agreed for Ministries / departments within
/ for their loop
- Coordinate with the coordinators attached to the project to attend the sessions for their loop
- Update and keep master spreadsheet list of schedule and attendance details of all participants of the project
for workshop sessions.
- This will be used by the Project Manager in his/her monthly email project update notifications.
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