Ministry of Development Planning and Aid Coordination Solomon Islands Government Adrian Maena Toni Mekong Institute Khon Kaen University, Thailand 2 nd 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 Director Economic & Productive Sector Director Aid Coordination Unit Director Strategic Planning Sector Director Social Sector Cooperate Services (Administration) Accounts Section National Authorization Office Support Unit (NAO- SU) Rural Development Program (RDP)

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 Minister Permanent Secretary Improving performance of the Undersecretary External Stakeholders Junior Level Officers Directors (Natural Allies)

“Hot Spots” Minister Permanent 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 Minister Permanent Secretary Improving performance of the Undersecretary External Stakeholders Junior Level Officers Directors (Natural Allies) Avoid being “fired”

Thank you for listening