Public Services DevelopmentProject

2005

Achieving a High Performance Public Service

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ImplementationPlan

April – June 2004

Assessment & Recommendations

January - March 2004

Evaluation & Monitoring

Project Summary - Phases

DiagnosticMarch – December 2003

Implementation 2005 - 2009

June 2004STAGE 1 STAGE 2

This presentation provides an overview of the

Public Services Development (PSD) Project

including a summary of key findings and recommendations.

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Project Methodology Incorporated

InternationalBest

Practice

Embracing international benchmarks

Qatari Orientation and Commitment

Using local insights, talents, and responding to particular

perspectives

ModernPublic Management

Theory

Utilizing relevant concepts

ResultA High Performance

Governmentfor the 21st Century

Delivering effective & efficient services

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Why a modernization program was required:

Qatar’s ambitious and wide-ranging modernization initiatives must be supported by an effective and well functioning Public Service

Initiatives such as the New Constitution demands greater accountability

Growth and diversity in the economy would be constrained by the current environment and processes

The Government needs to make significant changes to be the preferred country for investment in the GCC

Governing the country will continue to become more complex, requiring:

- a well trained professional public service

- supported by effective policies and processes to cope with the complexity

In the present circumstances, it is not possible for existing public service organizations or personnel to provide value for money

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Why is Change Urgently Needed?

The Public today demands much higher standards for delivery of Government services which are now generally poor and uncoordinated

In order to provide maximum value and to yield the desired results, Government investment in public service areas such as infrastructure needs to be better coordinated

It is imperative for Qatar to urgently establish well developed political and public service institutions in order to achieve higher ranking by International Agencies

The present fiscal and political climate provides an ideal opportunity to invest in the future of the country through a comprehensive reform initiative which will result in reduced overall unit costs

Feedback from all ministries and agencies has confirmed that they regard the reform initiative as a necessary precondition to achieving any improvement

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But the results will be well worth the effort

Strong Well-served Communities

Effective Government

Modern Professional Public Service

Vibrant Private Sector

A wide-ranging and fundamental change

Every Ministry and Agency will being impacted – mandate, role, responsibilities, & structure

PSD changes are relatively complex, interdependent, and require careful design, sequencing and management of implementation

The Modernization Plan provides for agreement on priorities, and a manageable set of changes

PSD Project Impacts Will Include:

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Service Orientation

The Vision of a High Performance Public Service includes:

Strong Well-served Communities

IndividualsFair, high quality services Information on government services, policies, and performanceMeaningful input to government

Vibrant Private Sector

Private SectorInformation they need A stable and predictable business environment Fair access to business opportunitiesOpportunity to communicate with, and influence governmentHigh quality services

Modern Professional Public

Service

Public Services Employees:

Know what they are expected to accomplish and whyFeel that they are treated fairlyTheir input is welcome and appreciatedModern processes, information and tools they need

Higher AuthoritiesHigh quality, information, analysis and advice on policyConfidence that government policies will be implemented effectively and efficientlyReliable follow-up and evaluationAssurance the government resources are being properly applied

Effective Government

The Public Service

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Initiate formal integrated Modernization ProgramRe-specify government functional prioritiesAdopt concept of a Professional Public Service Introduce modern management approach to public service as a whole, and in ministries & agencies Radically improve effectiveness and service delivery:

GovernancePolicy frameworkOrganizational arrangementsKey processes & toolsHuman resource capacityPublic financeInformation Technology

Ensure the effective application of the ConstitutionAssist an effective Council of MinistersSupport improvement in the Legislative & Judicial Branches of Government

NewlyDefinedModern

ExecutiveGovernment

Summary of Recommendations

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Contents of the Modernization Plan are:

Improved Governance

A Professional Public Service

Key Development Themes Cover:– New Policy Framework

– New Organizational Arrangements

– New Key Processes

– Very Significant Human Capacity Building

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Head of State

ProfessionalPublic

Service

New Governance Arrangements also contained in the ConstitutionTasks Includes Defining: Roles, Relationships & Responsibilities

Overall VisionInformation/AccountabilityInformationDirectionInteraction

Policy

Executive Government

Sovereign

Council of Ministers

Portfolio Ministries

Ministers

Legislature Judicial

NB: Not part of Executive Government

Advisory Bodies

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Creation of a Professional Public Service

The Public Service is the “corporation” formed by all government employees

Employees work for the Government of Qatar not individual ministries

There is a strong “corporate culture” based on sound management practice, delegation, and accountability

Senior Public Servants ensure that full support is provided to Executive Government, with clear demarcation of political and administrative roles

Professional Public Service

Central HR Policies &

Values

Employee of the Public

Service

Skills & Merit Based

Transparent Selection Criteria

Uniform Code of Conduct

Workforce Balance

Rotation Between

Ministries

Protection Against

Arbitrary Dismissal

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Realignment of Government Functions is required

New functions to be developed

Functions to be re-specified

Functions that government will

no longer undertake

Agreed-uponcore

government functions

Existing government

functions

What are government’s core functions?

Managed transition process

Assigned to portfolios

How are core functions best aligned?

Some functions to be directly carried out by

Ministry

Some functions to be assigned to non-ministry structures – accountable

to minister

How are functions best delivered?

Functions may be taken on by private sector, or simply

phased out

Government may maintain regulatory role

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New Modern Integrated Processes

All Highly Integrated

Service Improvement

Strategic and Operational

PlanningInformation Technology

PlanningHuman Resource

Management

Performance Management

Public Resource Management

Management of Policy, Legal, &

Legislative Processes

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A Critical Component is:New Whole-of Government Policy Process

National Vision

Policy Sectoral Priorities

Results-Based Resource AllocationPolicy Advice Policy Advice

Performance reported, Evaluation based upon achievement of Agreed Results

Education Health CommunityDevelopment Public Safety Economy

Agreed Outputs Agreed Outputs Agreed Outputs Agreed Outputs Agreed Outputs

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Essential Policy Process

The existence of core strategic, sectoral, and operating policy, is essential to the competent management of all Government interests

All activities undertaken should be informed by existence of clear policy philosophy, direction and priority

A key role of the Professional Public Service is to put forward policy proposals covering all spheres of Government

Policy should be subject to formal policy process and disciplines, including agreed role of Government, consideration of options, and detailed analysis

All actions within Government should be consistent with agreed policy

Clearly Stated Policy Direction

InvolvementDetermined by

Role of Government

Set of SpecificSectoral Policy

Priorities

Formal PolicyProcess &Disciplines

All options considered,fully analyzed,

all impacts assessed

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Capacity Building

Modern capacity building consists of a combination of:

being very clear on the strategic direction, functions and responsibilities of an organization, based on national policy

assessing the quality & quantity of human resource that is required to respond to those responsibilities

having a recruitment and development program to: acquire, train, build and maintain the skills required

acquiring and applying modern techniques & methods which complements the people employed and helps achieve productivity targets

Creating the right operating environment by providing an open, focused, supportive modern leadership, and style, enabling and rewarding innovation, initiative, and personal responsibility etc

maintaining the ability to continue to deliver existing services, at the standard agreed, in the medium to long term

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PSD in Broader Context of Government Modernization

The JudiciaryConsiderable development required for restructured judiciary to take on existing as well as expanded role under the new constitution

GovernanceLegal & institutional arrangements moving from constitutional provisions, setting out interactions among main arms of government, and effective management of the public service

Legislature (Al-Shoura)New role and make up of the council will require structures, processes and supports

The Executive(Public Services Development)

The focus of the PSD Program is primarily within the Executive, and also addresses some aspects of the

Judiciary

Developments in all branches are necessary if

overall government modernization goals are to

be realized

The benefits of strengthened executive

structures will be limited if other areas are “left

behind”

The Constitution

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The Implementation Plan Covers:

A New Policy Framework for QatarGovernment-Level Policy Functions The Legislative ProcessPlanning & Performance ManagementHuman Resource LeadershipPublic Resources Management Service ImprovementInformation TechnologyCultural Change – Promoting a Professional Public ServiceCapacity Development Communications Transition Management (continuity of services)Program ManagementLegal & Justice Functions Management

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Ongoing Public Service Management

Future Program Management

| 2005 | 2006 | 2007 | 2008 | 2009 | out years |

Key Processes Continue to Evolve and be Refined

Continuing Staff Development and Reinforcement of Corporate Management/Corporate Culture

Ongoing Reform Leadership

Ministry Portfolios will Evolve Reflecting Changing Government Priorities

Project Management, Communications, Cultural Change & Transition Management

Research & development

Laying the groundwork

Establish ReformAgency

Capacity Development

Establish Exec. Board of Management

Establish new Portfolio Ministries

Establish Key Processes