1. EFFICIENT PUBLIC PROCUREMENT SYSTEM IN LAGOS STATE: ALIGNMENT OF MISSION, VISION AND PROCESS A 2-DAY RETREAT WITH THE BOARD AND SENIOR MANAGEMNT OF PUBLIC PROCUREMENT AGENCY January 8th – 11th, 2015 Supported By The SAVI Lagos Team A 2-DAY RETREAT WITH THE BOARD AND SENIOR MANAGEMNT OF PUBLIC PROCUREMENT AGENCY January 8th – 11th, 2015 Supported By The SAVI Lagos Team

2. Reflection

3. Future Focus “The best way to forecast the future is to create it” (Peter Drucker)

4. Goal and Objectives of the Retreat GOAL: To promote efficient Public Procurement System in Lagos State through an alignment of Mission, Vision, Core Values and Processes. OBJECTIVES:  To assist PPA and it’s BOARD to develop organizational improvement via the alignment of it’s Vision, Mission, Core Values and Process  To support PPA and BOARD to develop a process of continuous improvement  To facilitate a process that engender commitment and leadership skills development through self improvement

5. Thinking about Organisations What we need to think about as leaders Keeping the balance Changing or growing our organisation

6. Organisation Development “Change is now the only constant” - Toffler We only have a few years knowledge of Organisations We need to be “adaptive” as an organisation The intrinsic link between work process and the people who do it is vital We are still learning and will fail as we learn, that is true learning!

7. Adaptive Organisations Leaders pay close attention to constituencies and implement sensible strategies in the light of their needs Satisfied employees are directed and encouraged to provide products / services that customers really want and to use financial assets wisely The Organisation grows while margins also remain high, increasing the net income and market value

8. Components which enhance long-term high performance The cultures are strong - almost all managers share a set of relatively consistent values and methods of doing business The culture is strategically appropriate. The culture “Fits” the context in which the organisation operates The culture helps the organisation to anticipate and adapt to environmental change Leadership is valued at all levels

9. Components of poor performance cultures Managers tend to be arrogant - they act as if they have all the answers, no one is encouraged to look outside the organisation for ideas The culture is hostile to leadership or other engines of change. They become strongly managerial with high value on stability and order above all else

10. Organisation Alignment Improvers DriversImprovers Cultural Process Business Process Mission LEADERSHIP Vision Goals Targets Values & Behaviour Beliefs & Attitudes Culture & Climate Structure & Processes Procedures & methods Improvement Orientation

11. The Three pronged approach to Alignment Organisational Improvement Process Improvement Personal Improvement

12. Organisational Improvement Vision, Mission and Values Changing our culture Improving the way we communicate Improving the ways we deal with partners & clients Improving how we work with each other Improving how we lead PPA, MDAs & Clients

13. Process Improvement Developing a process of continuous improvement- “Thinking improvement in all that we do. Applying appropriate disciplines to improve the ways we work Reducing waste and adding value

14. Self improvement Individual commitment to the PPA Leadership Skills development Improving how we work together as teams Improving how we work in the matrix Improving how we behave and communicate with each other

15. Measuring Your Success You need to measure your success You must use realistic measures to help us improve. Painting the start picture may not be comfortable but we must face the realities “What you measure is what you get”

16. Leadership Transactional “This is about doing the ordinary work properly” Tasks Goals Targets Transformational “ Making sure that tomorrow is not just a blind reprint of today” Vision Possibilities Future

17. The Emotional Model of Change Performing Denial Growing Uncertainty Moment of Truth Making Sense Withdrawing Complying Resisting Re-engaging Learning & Improving Performing Pressure to Change

18. “Vision, Mission and Values” Essentials for PPA Success

19. The Vision What we want to achieve? Our legacy What we will be proud of? What changes we will have supported? ?

20. Mission What we do......... What we are defined by Our Objectives

21. The Mission Test Understandable Believable Useable Communicable

22. Values Organisational Behaviour What does PPA Value? What behaviours should you always demonstrate and live? Values create culture and the culture keeps the values alive What culture do you want in PPA

23. Values Positive behavioural indicators Negative behavioural indicators

24. Old Mission & Vision Statements Vision: ‘To be a leading/model/premier regulator promoting transparency and best practices in procurement an effective regulatory institution for promotion of a sustainable, accountable, transparent and equitable public procurement system’ Mission: ‘Deploy professionalism to ensure excellent public procurement management system that supports state development, guarantees integrity and encourage public trust’

25. Reviewed Vision & Mission Statements Vision: To be a model regulator delivering best practices in public procurement. Mission To ensure a transparent, competitive, inclusive, sustainable and value-for- money public procurement system that supports the State’s developmental goals and engenders public confidence.

26. Development of PPA Core Values Guide for understanding core values: the values which underpin your work together and the PPA relationship with users and other stakeholders. Organisational Behaviour What does PPA Value? What behaviours should you always demonstrate and live? Values create culture and the culture keeps the values alive What culture do you want in PPA Process for Developing the core Values: 1. From the vision and mission statement, underline the verbs, 2. Write out clearly those verbs 3. Fine-tune each verb word and it will stand as the core value

27. Core Values Professionalism Transparency Competitiveness Inclusiveness Value-for-Money Public Confidence

28. Principles and Operation Process from Core Values Organizational PrinciplesOperational Principles The principles that guide how the Agency functions and how its members conduct themselves The principle that guide the staff in how they approach and implement their word Alignment of Existing Process and Core Values

29. variables or principles that underpin these values Core ValuesPrinciples ProfessionalismRequite qualification Well trained Attitude Team player Result Oriented TransparencyAccountability Integrity Fairness Principle Rule of law CompetitivenessAccessibility Fair play Clear and detail specification Timeliness InclusivenessEqual opportunity Classification of service providers Gender mainstreaming Value-for-MoneyGetting quality for right price Minimize waste Efficiency Effectiveness Results/impacts oriented Public ConfidenceTrust Participation Commitment Compliance Feedback/information flow

31. Thank you for listening.