cp process in ohos started in early 2010 corporate planning working group (cpwg) inaugurated ...

CP process in OHoS started in early 2010 Corporate Planning Working Group (CPWG)

inaugurated Technical sessions of the CPWG held Three task teams trained and commissioned for

functional review data collection and analysis High Level workshop held in March, 2011

Core Mandates Vision, Mission and Core Values Long-term Goals and Strategies Performance Review of Existing Functions Recommended Functions Recommended Organisational structure

OHoS main Office (PSO): Public Service Management Leadership and Direction of the Public Service Public Service Policy

BEMST: Establishment Matters (appointments, postings,

grading, salaries, allowances…) Corporate Planning Oversight (manpower planning,

staff development and workforce statistics)

LGPB: Ensuring proper payment of retirement benefits

and entitlements to employees of Local Government Councils and their agencies as and when due.

BSP: Ensuring proper payment of retirement benefits

and entitlements to employees of Kaduna State Public Service as and when due.

BPSR: Facilitation and coordination of PSR programmes

To promote professionalism and good leadership in the conduct of public service through well-motivated and resourceful public servants positioned to deliver

quality public service to the people of Kaduna State in a responsive and accountable manner.

To be a role model in managing and providing quality and result-oriented public service in Nigeria.

Professionalism Dedication Integrity Discipline Efficiency Accountability

Mandate Long-Term Goals Strategies Management of the Public Service (OHoS)

Have in place an efficient, effective result oriented and highly professional public service for Kaduna State

Develop and produce public service manual and public service management guidelines in collaboration with development partners, and educate stakeholders on them.

Facilitation and coordination of PSR programmes (BPSR)

State Steering Committee coordinating and managing DCF & ensuring achievement of Results Framework

Collaborate with the State Steering Committee and all MDAs to develop and operate a framework for identifying, articulating and addressing the reform needs of the public service.

CP workshops and activities undertaken OHoS Functional Review Task Teams trained Key performance issues presented Recommendations made

Office/Bureau

Example of Performance Issues

Recommendations

OHoS The quarterly/annual reports produced by the PSs on the activities of their Ministries have not been used for identifiable performance management purposes.

The reports should be developed and used for performance management purposes.

BEMST Many BEMST functions are not being performed by it largely due to lack of capacity.

BEMST should be revitalized and its capacity to perform its core functions built.

Leadership of the Public Service MDA Performance Management & Capability Human Resources Management Labour Issues and Liaison Establishment Matters

Management Services Workforce Planning and Statistics Workforce Development & Training Public Service Reform State Pensions Local Government Pensions

OHoS macro structure unchanged Broad functions mapped into office/bureaus Key structural changes made in bureaus BPSR structure proposed Details of functions given

Include Corporate Planning in report to His Excellency on 19th May, 2011

Implement revised structure Publicize vision, mission, values and core

functions

Stage 4: Establishment Planning

Stage 5: Workforce Planning

Service Charter Development

Service Charter Publicity