total allocated resources...brief description the state audit bureau seeks to establish and deploy a...

1

Programme Period: 2009/2013

Key Results Area: “Efficient and Effective

Government Administration”- 5th Goal of the

General Framework of the Development Plan for

Kuwait 2010-2014

Atlas Award ID:

Start date: 2011

End Date: 2013

PAC Meeting Date: N/A

Management Arrangements: NEX

Government of Kuwait

United Nations Development Programme

Country: Kuwait

Project Document

Project Title: Support the State Audit Bureau to develop a performance

management framework

Expected CP Outcome(s): (1.2) Improvement of transparency and accountability at national

level.

(1.3) National strategies formulated to facilitated e-governance to

achieve development goals

Expected Outputs:

(1.2.1) Improved legal and institutional frameworks to facilitate

performance effectiveness

(1.3.1) National capacity of e-governance built

Implementing Partners: State Audit Bureau and UNDP

Responsible Parties: State Audit Bureau

Brief Description

The State Audit Bureau seeks to establish and deploy a National Performance Management Framework with

the purpose of increasing its effectiveness in monitoring performance and ensuring compliance with anti-

corruption regulations and international standards of various governmental entities in Kuwait. To that extent, it

will also seek to enhance the performance audit functions in governance, accountability and overall

performance of governmental organizations.

UNDP will support the activities required to achieve the outputs as outlined in the project document.

Total Project Budget: 2,523,500 US$

Total Allocated Resources 2,000,000 US$

General Management Support 73,500 US$

In-kind contribution: N/A

KUWAIT

الكــــويت

2

Agreed by (Implementing Partner - GSSCPD)

Dr. Adel Al Wugayan, Secretary-General, SCPD Secretary General Date:

Agreed by (Implementing Partner – UNDP)

Dr. Adam Abdelmoula, UNDP Resident Representative Date:

Agreed by (Responsible Party – Kuwait Municipality)

NAME OF SIGNATORY Date:

3

List of Acronyms and Abbreviations AWP Annual Work Plan

CO Country Office

CP Country Programme

CPAP Country Programme Action Plan

CPD Country Programme Document

GSSCPD General Secretariat of Supreme Council of Planning

HRDC Human Resource Development Center

ICT Information and Communications Technology

IEM Integrated Environmental Management

IGO Inter-Governmental Organisation

IPMS Institutional Performance Measurement System

IT Information Technology

M&E Monitoring and Evaluation

MBO Management by Objective

MDG Millennium Development Goals

MDGR Millennium Development Goals Report

MOFA Ministry of Foreign Affairs

MTR Mid-term Review

NEX National Execution

NGO Non-governmental Organisation

PBBS Performance-Based Budgeting System

PMU Performance Monitoring Unit

RBA Revised Basic Agreement

ROAR Results Oriented Annual Report

RRF Results and Resources Framework

SCPD Supreme Council for Planning and Development

SPU Strategic Planning Unit

UN United Nations

UNCT United Nations Country Team

UNDP United Nations Development Programme

4

I. SITUATION ANALYSIS

Kuwait is in a state of reform and is aspiring to achieve its national vision. The Country’s five-year National Strategic Development Plan (2010 to 2014), endorsed by its National Assembly, reflects a policy of renewal and continued growth. A paramount objective of this plan is the transformation of Kuwait into a vigorous commercial and investment-attracting financial hub where the private sector upholds a sizeable clout of the economy. In this context, the Government seeks to advance fair competition, enhance productivity, and afford a robust technological and economic infrastructure through invigorating the role and involvement of the private sector in the economy and its partnership with the public sector to yield an effective and balanced economy and advance human development. A myriad of business challenges face governments and the corporate world at large. Kuwait is no exception. The increasing need to rapidly make accurate and well-informed decisions, create alignment across the organization, focus on action and results, consistently operate and perform in an efficient and effective manner, build effective internal management and oversight practices, seek better ways to measure the health and success of the organization, and attract and retain the right staff in an increasingly competitive environment are among the challenges and dynamics facing public and private sector entities alike. The Government’s reform agenda recognizes the need for change to face the challenges necessary for success and explicitly call for the need to (1) - actively evaluate the effectiveness of the current governance, transparency, and performance of Kuwait government institutions (2) - build internal capabilities and infrastructure across various institutions and streamline the business processes while driving bottom-line growth. Specifically, the Government’s Strategic Development Plan addresses this in its fifth strategic objective of developing an effective administrative and oversight capacity within the government:

“This objective seeks to instill and develop mechanisms of proper and effective government administration that promotes sound governance, accountability and business integrity on a social and economic level and reinforces them as core elements for sustained development.”

The State Audit Bureau has effectively practiced its role as an oversight body over the entities within the

government, providing independent financial and recently performance audit of those entities. It is envisioned

that the Performance Audit function will be significantly increased and strengthened with the establishment of

a solid proven performance audit framework based on international leading practices that will allow it to more

effectively audit the performance of the various entities with the government through more emphasis on

capturing key performance indicators that will allow the monitoring of different aspects such as internal

operations, internal controls, governance, transparency, and quality of the services provided by those entities

to the wider community. This includes the entities compliance with internal anti-corruption regulations

promulgated by various transparency-promoting and regulatory bodies and ensures more alignment to the

recent signed international treaties and the Kuwait national reform agenda.

Currently, no clear Key Performance Indicators (KPI) have been developed by those entities and reported on

in a consistent and automated manner. The current process of capturing, aggregating, reviewing, and

reporting on KPIs is largely manual and a time consuming process that lacks the standards of data

governance and accuracy for reporting. Areas of improvements lie in the comprehensiveness and value of

reporting, ensuring data quality, improve process efficiency, transparency, governance, reliability and the

mechanisms to sustain those improvements.

UNDP is seeking to support the State Audit Bureau in the design and implementation of a National Performance Management Framework with the purpose of enhancing governance, accountability and the performance of governmental organizations within Kuwait and increasing the effectiveness of the State Audit Bureau in exercising it’s monitoring and control activities of the performance of the different governmental entities.

5

II. ANNUAL WORK PLAN

AWP for 2011

EXPECTED OUTPUTS

PLANNED ACTIVITIES

TIMEFRAME RESPONSIBLE

PARTY

PLANNED BUDGET

Q1 Q2 Q3 Q4 Funding

Source

Budget

Description Amount

Output 1: Improved legal and

institutional frameworks to

facilitate performance

effectiveness

Output Indicators:

1. Availability of an operational performance management and oversight function

2. Number of Government bodies adopting performance management and monitoring systems

3. Number of scorecards for

each entity and KPI

Dictionary, no. of agreed KPIs

with targets and owners, no.

of baseline dashboard

reports, no. of KPI prioritized,

and availability of a

performance management

reporting framework, and

performance management

Activity Result 1: Assess the “As-Is”

situation of Performance Management,

monitoring, and control mechanisms at the

State Audit Bureau and the selected “Pilot”

governmental sectors/entities from a

People, Process, and Technology

Perspective

Actions:

Review and understand the strategic

plans of the entities and their

capabilities

Validate the understanding of the

vision, mission, metrics, performance

indicators, etc.

Benchmark the structure, content and

intent of the plans and performance

management practices with good/best

practices and Identify any particular

gaps and/or differences in the existing

plans based on best industry practices

and propose enhancements.

√

√

Sectors’/Entities’

officials, State

Audit Bureau

officials, and

External Experts

UNDP

Contracts for Local/International consultants

US$ 250,000

6

system.

Baseline: This function is not fully

implemented at the State Audit

Bureau and the selected pilot

entities within the Government

Related CP outcome: Improved

effectiveness and efficiency of

public agencies in performing its

duties

Activity Result 2: Design a Balanced

Scorecard-Based Performance

Management Framework

√


officials, State

Audit Bureau

officials, and

External Experts

UNDP


US$ 250,000

Activity Result 3: Develop the Key

Performance Indicators (KPIs) and

Reporting Framework

Actions:

Develop KPIs and Scorecard:

Facilitate identification of KPIs and

owners

Finalize KPI definition template and

define all identified KPIs as per the

template

Facilitate the target setting process for

the KPIs by the entities

Develop baseline reporting and

performance management reporting

mechanisms (e.g. draft work cycles for

collecting data, user guides on how to

use these measures, excel BSC

dashboards for baseline values, data

validation report, and implementation

roadmap)

Prepare, produce, and finalize

performance management system and

technical requirements with

stakeholders at each selected sector

with the State Audit Bureau

√ √ Sectors’/Entities’

officials, State

Audit Bureau

officials, and

External Experts

UNDP


US$ 350,000

7

Activity Result 4: Support the design and establishment of a National Performance Management Framework at the State Audit Bureau and selected “pilot” sectors within the Government Actions:

The definition of the mandate of

the PM function

The organization structure for the

State Audit Bureau and the three

pilot entities modified to

accommodate the new unit.

The organizational structure of the

PM function

The functional description of the

PM function, responsibilities and

job descriptions for PM function

staff

Processes and reporting lines

√

√


officials, State

Audit Bureau

officials, and

External Experts

UNDP

1. Salaries for local consultants

2. Producing required reports

3. Awareness sessions

4. Training

US$ 150,000

8

Output 2: National capacity of e-

governance built

Output Indicators:

1. Number and quality of services provided electronically

2. Number of procedures and systems redesigned

Baseline: No such function is

currently available in the State

Audit Bureau. Existing skills

inadequate.

Related CP outcome: National

strategies formulated to facilitate

e-governance to achieve

development goals

Activity Result 1: Support the

implementation and operation of the new

National Performance Management

Operating Model and System at the State

Audit Bureau and Train Staff

Actions:

Provide required awareness and

orientation for State Audit Bureau

employees about performance

monitoring processes and value

Deploy the system within the state

Audit Bureau.

Prepare/Liaise with the

implementing partner to prepare

training material/schedules to train

State Audit Bureau’s personnel on

how to use the tool

Conduct training (along with the

implementing partner if applicable)

Monitor operation and report

results

√

√

State Audit

Bureau officials,

and External

Experts

- Contracts for local/International consultants

- Systems acquired/built

- Training

US$ 548,000

Monitoring & Evaluation Activities √ √ √ √ UNDP & State

Audit Bureau UNDP M&E activities US$ 10,000

General Management Support (GMS) US$ 46,740

Total (2011) US$ 1,604,740

9

AWP for 2012

EXPECTED OUTPUTS

PLANNED ACTIVITIES

TIMEFRAME RESPONSIBLE

PARTY

PLANNED BUDGET

Q1 Q2 Q3 Q4 Funding

Source

Budget

Description Amount

Output 2: National capacity of e-

governance built

Output Indicators:

1. Number and quality of services provided electronically

2.Number of procedure and systems redesigned

Baseline: No such function is

currently available in the State

Audit Bureau. Existing skills

inadequate.

Related CP outcome: National

strategies formulated to facilitate

e-governance to achieve

development goals

Activity Result 1: Support the

implementation and operation of the new

National Performance Management

Operating Model and System at the

selected pilot entities and train staff

Actions:

Provide required awareness and

orientation for the pilot entities

employees about performance

monitoring processes and value

Deploy the system within the

entities

Prepare/Liaise with the

implementing partner to prepare

training material/schedules to train

the personnel on how to use the

tool

Conduct training (along with the

implementing partner if

applicable)

√

√

√

State Audit

Bureau officials,

Entities’ officials,

and External

Experts

UNDP


Software

US$ 760,000

10

Activity Result 2: Document lessons learned from pilot implementations of the new performance management operating model at the State Audit Bureau and the selected entities and Finalize Rollout Implementation Plan

√

State Audit

Bureau officials,

Entities’ officials,

and External

Experts

UNDP

Contracts for local/International consultants

US$ 112,000

Monitoring and Evaluation Activities √ √ √ √ UNDP & State

Audit Bureau UNDP

US$ 10,000

Project Final Assessment √ UNDP & State

Audit Bureau UNDP

US$ 10,000

General Management Support (GMS) US$ 26,760

Total (2012) US$ 918,760

Project Total US$ 2,523,500

11

III. MANAGEMENT ARRANGEMENTS

The project will be nationally executed and implemented by the State Audit Bureau and selected pilot entities

of the Kuwaiti government (namely, Education, Health, and Oil & Gas) in accordance with the UNDP NEX

guidelines. The management arrangements for this project are in line with the UNDP requirements as

reflected in the UNDP User Guide and are as follows:

A. The Project Organization Structure

The Project Board: A Project Board will be established to take executive management decisions and

to provide guidance to the Project Manager, including approval of project revisions and of the project’s

annual work plan. Project assurance reviews by this group are made at designated decision points

during the running of the project or as necessary when raised by the Project Manager. The Board

contains three roles: an Executive to chair the group, a Senior Supplier to provide guidance regarding

the technical feasibility of the project, and a Senior Beneficiary to ensure realization of project benefits

from the perspective of project beneficiaries.

The group will meet on a necessary basis and will be composed of:

o The Executive Role: State Audit Bureau, UNDP

o Senior Supplier: GSSCPD & UNDP

o Senior Beneficiaries: Government entities, State Audit Bureau, Oversight bodies

Ex officio: The Project Manager

The Project Manager will act as secretariat for the group (organization structure), being responsible

for convening the meetings, preparing the agenda, overseeing preparation of materials for

presentation to the meeting and for preparing and distributing minutes of the meetings.

Project Manager

Project Board

Senior Beneficiary

State Audit Bureau and Selected

Pilot entities of Government

Executive

UNDP, State Audit Bureau

Senior Supplier

General Secretariat of the Supreme

Council for Planning & Development,

UNDP

Project Assurance

(UNDP)

Project Support Unit

Project Organisation Structure

12

Project Assurance: This role is held by UNDP and supports the Project Board by carrying out

objective and independent project oversight and monitoring functions. This role ensures appropriate

management milestones are managed and completed.

The Project Manager is responsible for the day-to-day implementation of the project in coordination

with different stakeholders and the project's team. This includes ensuring the quality and timeliness of

all project activities and outputs and supervising the work of consultants; requesting the advancement

of project funds; preparing Quarterly and Annual Progress Reports; liaising with the Project Assurance

role, and requesting ad-hoc directions from the Project Board when required. The draft terms of

reference are attached.

Project Support Unit:

The Project Support will provide project administration and management support to the Project

Manager as required by the needs of the project or Project Manager.

B. UNDP Support to Implementation: As implementation proceeds, UNDP will provide specific services to the

implementing partner in support of delivering the expected outputs. The costs of these support services

will be charged directly to the project budget.

C. Facilities and Administration (F & A): The budget includes 3% Facilities and Administration to UNDP

defined as General Management Support (GMS).

13

IV. MONITORING FRAMEWORK AND EVALUATION

In accordance with the programming policies and procedures outlined in the UNDP User Guide, the project

will be monitored through the following:

Within the annual cycle

On a quarterly basis, a quality assessment shall record progress towards the completion of key

results, based on quality criteria and methods captured in UNDP Quality Management tables.

An Issue Log shall be activated in Atlas and updated by the Project Manager to facilitate tracking and

resolution of potential problems or requests for change.

Based on the initial Risk Analysis submitted (see annex 1), a risk log shall be activated in Atlas and

regularly updated by reviewing the external environment that may affect the project implementation.

Based on the above information recorded in Atlas, a Quarterly Progress Reports (QPR) shall be

submitted by the Project Manager to the Project Board through Project Assurance, using the standard

report format available in the Executive Snapshot.

a project Lesson-learned Log shall be activated and regularly updated to ensure on-going learning

and adaptation within the organization, and to facilitate the preparation of the Lessons-learned Report

at the end of the project

a Monitoring Schedule Plan shall be activated in Atlas and updated to track key management

actions/events

Annually

Annual Review Report. An Annual Review Report shall be prepared by the Project Manager and

shared with the Project Board and the Outcome Board. As minimum requirement, the Annual Review

Report shall consist of the Atlas standard format for the QPR covering the whole year with updated

information for each above element of the QPR as well as a summary of results achieved against pre-

defined annual targets at the output level.

Annual Project Review. Based on the above report, an annual project review shall be conducted

during the fourth quarter of the year or soon after, to assess the performance of the project and

appraise the Annual Work Plan (AWP) for the following year. In the last year, this review will be a final

assessment. This review is driven by the Project Board and may involve other stakeholders as

required. It shall focus on the extent to which progress is being made towards outputs, and that these

remain aligned to appropriate outcomes.

A Final Project Review shall be conducted during the fourth quarter of the last year of the project by

the Project Board as basis for assessing performance, contribution to related outcomes, and

determining lessons for broader application. Using the final Project Review Report, the Lessons

Learned Report and other documentation as appropriate, the Project Board should assess in this

meeting the performance and success of the project, and its contribution to related outcomes.

M&E Procedure and Resources: The project will be evaluated by independent consultants (national or

international). The timing, TOR and composition of the evaluation team will be agreed to by the Project Board.

The project budget reflects an annual allocation of $ 10,000 for the conduct of monitoring activities and an

allocation of $ 10,000 for the conduct of the final project assessment ($ 30,000 total).

14

Quality Management for Project Activity Results

OUTPUT 1: Improved legal and institutional frameworks to facilitate performance effectiveness

Activity Result 1

(Atlas Activity ID)

Assess the “As-Is” situation of Performance Management,

monitoring, and control mechanisms at the State Audit

Bureau and the selected “Pilot” governmental sectors/entities

from a People, Process, and Technology Perspective

Start Date: 1/01/2011

End Date: 31/03/2011

Purpose

To evaluate the current situation at the State Audit Bureau and contribute to the

achievement of OUTPUT 1

Description

Actions:

- Review and understand the strategic plans of the entities and their capabilities

- Validate the understanding of the vision, mission, metrics, performance indicators, etc.

- Benchmark the structure, content and intent of the plans and performance management practices with good/best practices and Identify any particular gaps and/or differences in the existing plans based on best industry practices and propose enhancements.

Quality Criteria

Quality Method

Date of Assessment

Availability of an operational

performance management and oversight

function

Progress reports on a quarterly and

annual basis.

Quarterly/Annual basis

Number of Government bodies adopting

performance management and

monitoring systems


annual basis. Quarterly/Annual basis


Activity Result 2

(Atlas Activity ID)

Design a Balanced Scorecard-Based Performance

Management Framework


End Date: 31/09/2011

Purpose

To support the development of the Performance Management Systems thereby

contributing to the achievement of OUTPUT 1

Description

Actions:

N/A

Quality Criteria

Quality Method

Date of Assessment

Number of scorecards for each entity

and KPI Dictionary, no. of agreed KPIs

with targets and owners, no. of baseline

dashboard reports, no. of KPI

prioritized, and availability of a


framework, and performance

management system


annual basis.



Activity Result 3

(Atlas Activity ID)

Develop the Key Performance Indicators (KPIs) and

Reporting Framework


End Date: 31/12/2011

Purpose

To support the development of the Performance Management System thereby


15

Description

Actions:

- Develop KPIs and Scorecard

- Facilitate identification of KPIs and owners

- Finalize KPI definition template and define all identified KPIs as per the template

- Facilitate the target setting process for the KPIs by the entities

- Develop baseline reporting and performance management reporting mechanisms (e.g. draft work cycles for collecting data, user guides on how to use these measures, excel BSC dashboards for baseline values, data validation report, and implementation roadmap)

- Prepare, produce, and finalize performance management system and technical requirements with stakeholders at each selected sector with the State Audit Bureau

Quality Criteria

Quality Method

Date of Assessment

Availability of an operational

performance management and oversight

function


annual basis.


Number of Government bodies adopting

performance management and

monitoring systems



Number of scorecards for each entity

and KPI Dictionary, no. of agreed KPIs

with targets and owners, no. of baseline

dashboard reports, no. of KPIs

prioritized, and availability of a


framework and performance

management system



OUTPUT 2: National capacity of e-governance built

Activity Result 1

(Atlas Activity ID)

Support the implementation and operation of the new

National Performance Management Operating Model and

System at the State Audit Bureau and train staff


End Date: 30/09/2012

Purpose



Description

Actions:

- Provide required awareness and orientation for State Audit Bureau employees about performance monitoring processes and value

- Deploy the system within the state Audit Bureau. - Prepare/Liaise with the implementing partner to prepare training material/schedules to

train State Audit Bureau’s personnel on how to use the tool - Conduct training (along with the implementing partner if applicable) - Monitor operation and report results

Quality Criteria

Quality Method

Date of Assessment

Number and quality of services provided

electronically


annual basis.


Number of procedures and systems

redesigned



16

OUTPUT 2: National capacity of e-governance built

Activity Result 2

(Atlas Activity ID)

Document lessons learned from pilot implementations of the

new performance management operating model at the State

Audit Bureau and the selected entities and Finalize Rollout

Implementation Plan


End Date: 31/12/2012

Purpose



Description

Actions:

N/A

Quality Criteria

Quality Method

Date of Assessment

Number and quality of services provided

electronically


annual basis.


Number of procedures and systems

redesigned



17

V. LEGAL CONTEXT

This document together with the CPAP signed by the Government and UNDP which is incorporated by

reference constitute together a Project Document as referred to in the Revised Basic Agreement, signed on

13 February 1962 and all CPAP provisions apply to this document. Consistent with Article III of the Revised

Basic Agreement, the responsibility for the safety and security of the implementing partner and its personnel

and property, and of UNDP’s property in the implementing partner’s custody, rests with the implementing

partner.

The implementing partner shall:

1. Put in place an appropriate security plan and maintain the security plan, taking into account the security

situation in the country where the project is being carried;

2. Assume all risks and liabilities related to the implementing partner’s security, and the full implementation of

the security plan.

3. UNDP reserves the right to verify whether such a plan is in place, and to suggest modifications to the plan

when necessary. Failure to maintain and implement an appropriate security plan as required hereunder shall

be deemed a breach of this agreement.

4. The implementing partner agrees to undertake all reasonable efforts to ensure that none of the UNDP funds

received pursuant to the Project Document are used to provide support to individuals or entities associated

with terrorism and that the recipients of any amounts provided by UNDP hereunder do not appear on the list

maintained by the Security Council Committee established pursuant to resolution 1267 (1999). The list can be

accessed via http://www.un.org/Docs/sc/committees/1267/1267ListEng.htm. This provision must be included

in all sub-contracts or sub-agreements entered into under this Project Document.

http://www.un.org/Docs/sc/committees/1267/1267ListEng.htm

18

VI. ANNEX 1: RISK ANALYSIS

OFFLINE RISK LOG

# Description Date

Identified

Type Impact &

Probability

Countermeasures /

Mngt response

Owner Submitted,

updated by

Last

Update

Status

Project Title: Support the State Audit Bureau to develop a

performance management framework

Award ID:

Date:

19

VII. ANNEX 2: TOR FOR PROJECT MANAGER

Job Title:

Project Manager

Duty Station:

Kuwait

Section/Unit:

Programme/Governance and Development Planning

Project Reference:

Support the State Audit Bureau to develop a performance management framework

Duration of Employment:

12 Months, with possibility of extension

Background

The State Audit Bureau has effectively practiced its role as an oversight body over the entities within the

government, providing independent financial and recently performance audit of those entities. It is envisioned

that the Performance Audit function will be significantly increased and strengthened with the establishment of

a solid proven performance audit framework based on international leading practices that will allow it to more

effectively audit the performance of the various entities with the government through more emphasis on

capturing key performance indicators that will allow the monitoring of different aspects such as internal

operations, internal controls, governance, transparency, and quality of the services provided by those entities

to the wider community. This includes the entities compliance with internal anti-corruption regulations

promulgated by various transparency-promoting and regulatory bodies and ensures more alignment to the

recent signed international treaties and the Kuwait national reform agenda.

Currently, no clear Key Performance Indicators (KPI) have been developed by those entities and reported on

in a consistent and automated manner. The current process of capturing, aggregating, reviewing, and

reporting on KPIs is largely manual and a time consuming process that lacks the standards of data

governance and accuracy for reporting. Areas of improvements lie in the comprehensiveness and value of

reporting, ensuring data quality, improve process efficiency, transparency, governance, reliability and the

mechanisms to sustain those improvements.

UNDP is seeking to support the State Audit Bureau in the design and implementation of a National Performance Management Framework with the purpose of enhancing governance, accountability and the performance of governmental organizations within Kuwait and increasing the effectiveness of the State Audit Bureau in exercising it’s monitoring and control activities of the performance of the different governmental entities.

Duties and Responsibilities:

Under the overall supervision of the UNDP Assistant Resident Representative and designated official at the

State Audit Bureau, the project manager is responsible for ensuring the project delivers the outputs as

outlined in the project document through the implementation of the project activities. The Project Manager has

the following responsibilities:

- Manage all aspects of the project including the financial, technical and human resources ensuring that

the outputs of the project are achieved on time and within the allocated budget of the annual work-

plan;

- Provide technical support to the State Audit Bureau to design, plan for, implement and monitor the

operation of a National Performance Management System.

20

- Support the design and establishment of a National Performance Management Framework at the State Audit

Bureau and selected “pilot” sectors within the Government

- Manage the development of the Balanced Scorecard-Based performance management framework

including developing KPIs and a reporting framework for the system

- Support the implementation and operation of the new National Performance Management Operating Model and

System at the selected pilot entities and train staff

- Ensure the quality and timeliness of all project activities and outputs.

- Supervise the work of the project teams/consultants;

- Manage project’s financial and administrative functions such as requesting the advancement of

project funds; preparing Quarterly and Annual Progress Reports.

Qualifications and Experience:

1. Advanced degree in Business Administration, Information Systems, Computer Science or

related discipline.

2. A minimum of 5 years proven practical experience in management of similar projects.

Experience in working with government institutions in Kuwait is an added advantage.

3. Experience in Business Process Reengineering, Training, Development/Management,

Organizational Reform and Information Technology is highly desirable.

4. Excellent management, negotiation and communication skills.

5. Strong computer skills (Word, Excel, Power Point, etc.).

6. Good command of written and spoken Arabic and English.

7. Relevant experience with UNDP and knowledge of its procedures is a plus.

8. Thorough and proven understanding of common business and project management practices.

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