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Mic Planning
June 2013
Kano State Government of Nigeria
Ministry of Planning and Budget (MoPB)
Functional, Structural and Process
Review
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The opinions expressed in this report are those of the authors and do not necessarily represent the views of the Department for International Development
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Contents
Abbreviations and Acronyms ....................................................................................... 4
Executive Summary ...................................................................................................... 5
Section One: Introduction and Background................................................................ 9
Introduction to Corporate Planning ........................................................................ 9
Why is corporate planning important? .................................................................. 10
What are the results and benefits? ........................................................................ 10
Scope of the Report................................................................................................ 11
Objectives and Organisation of the Workshop ..................................................... 11
Section Two: The Workshop ...................................................................................... 12
Current Departments of the MoPB ....................................................................... 12
1. Administration and General Services .......................................................... 12
2. Planning........................................................................................................ 12
3. Statistics ....................................................................................................... 12
4. Development Support .................................................................................. 12
5. Budget .......................................................................................................... 12
Vision Statement: ................................................................................................. 13
Mission Statement ............................................................................................... 13
Mandates ............................................................................................................. 13
Strategic Objectives ............................................................................................. 13
Findings and Comments on Strategic Objectives: ................................................ 14
Review of Functions within the Ministry ................................................................. 14
Findings on Mandates and Functions .................................................................. 17
Process Review ........................................................................................................ 20
Findings on Processes .......................................................................................... 21
Review of the Structure of the Ministry .................................................................. 22
Findings on the Structure..................................................................................... 23
Summary of Findings and Recommendations ............................................................. 26
A. Summary of Findings........................................................................................ 26
1. Mandates and Functions ............................................................................. 26
2. Processes ...................................................................................................... 26
3. Structure ...................................................................................................... 26
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B. Summary of Recommendations ...................................................................... 27
1. Functional Review ........................................................................................ 27
2. Process Review ............................................................................................ 27
3. Review of the Structure .............................................................................. 28
Section Three: Next Steps ........................................................................................... 29
Next Steps ................................................................................................................ 29
Annexure One: Functions by Departments in the MoPB ............................................ 30
Annexure Two: Mandate/Functions Mapping (Based on List of 10) ....................... 32
Annexure Three: Mandate/Functions Mapping ........................................................ 34
(Based on Lists proffered by the MoPB) ................................................................... 34
Annexure Four: Strategic Objectives / Mandate Mapping ....................................... 47
Annexure Five: Extract of Agreed MOPB Mandates, Visions and Mission. ................ 49
Annexure Six: List of Participants................................................................................. 53
Annexure Seven: Workshop TIME TABLE .................................................................... 54
Annexure Eight: Departmental Processes as Developed and Discusssed ................... 56
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Abbreviations and Acronyms AGS Department of Administration and General Services
CSC Civil Service Commission
DB Director Budget
DDB Deputy Director Budget
Dir Stat Director Statistics
EXCO Executive Council (of the State)
HoS Head of Service
KNSG Kano State Government
LGCs Local Government Councils
MDA Ministries, Departments and Agencies
MoF Ministry of Finance
MoPB Ministry of Planning and Budget
OHoCS Office of the Head of Civil Service
PRS Planning, Research and Statistics
PS Permanent Secretary
PSM Public Service Management
SPARC State Partnership for Accountability, Responsiveness and Capability
STO Senior Technical Officer
TTT Technical Task Team
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Executive Summary Short summary A three-day workshop was held for the Kano State Ministry of Planning and Budget to undertake a Functional, Process and Structural Review of the Ministry as part of its corporate planning exercise. The output was an assessment of current functions against the ministry’s approved mandates and some assessment of the capacity to undertake the identified functions. Full summary Officials of the Kano State Government Ministry of Planning and Budget met with consultants and programme officers of the State Partnership for Accountability, Responsiveness and Capability (SPARC) to discuss and review mandates of the ministry and attendant functions with a view to:
i. Determining appropriateness of the various stated mandates; ii. Map the various functions with the approved mandates with a view to
assessing how far the functions find relevance in them; iii. Examining the subsisting processes of key functions with a view to identifying
areas of requiring adjustments and or modifications; iv. Suggesting way forward for improved performance based on mandate
articulation and proper understanding of functions; v. Reviewing the current organisational structure of the ministry and making
recommendations for improvement, (if need be).
Facilitators were SPARC consultants and staff from the Kano office. This report is in three sections:
i. Section One: Introduction and Background; ii. Section Two: The Workshop;
iii. Section Three: Conclusions and Next Steps.
Section One: Introduction and Background Ministries, Departments and Agencies (MDAs) in Kano State will be using corporate planning to improve the way they deliver services to citizens. Corporate planning will help MDA staff at all levels to clearly understand the Why, What, How and What Kind of Plans are required to advance the realisation of the departmental mandates of their establishments.
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Five main steps in corporate planning: The following are the five main steps in corporate planning:
Step 1 Setting the scene. Step 2 is Institutional appraisal. Step 3 Proposals to improve performance. Step 4 Staffing plan. Step 5 Implementation.
Why is corporate planning important? Corporate planning is important because it enables MDAs to keep pace with changes in a fast moving world and, maybe, even to get ahead. What are the results and benefits? The summary of benefits is that based on their corporate plans, MDAs can develop other tools to improve their performance and respond to citizens, such as service standards and service charters. Objectives and Organisation of the Workshop The objective of the workshop was to address the corporate plan and undertake institutional appraisal for the Ministry of Planning and Budget (MoPB). This is with a view to determining how the various functions map against the stated mandates of the ministry, the prudence of the current activity processes as well as the strength and weaknesses of the subsisting structure and figure out a reliable appreciation of the need for performance improvement. Section Two: The Workshop The deliberations at the workshop built upon earlier work in which the mandates, mission and vision statements and the strategic objectives as well as summary of functions of the key MDAs had been set out and agreed1. Current Structure of the Ministry The current structure of the ministry was examined and discussed as is and suggestions for modification were also obtained from the participants. Vision and Mission Statements Both the Vision and Mission Statement of the ministry were examined. The participants read and interpreted them in the light of stated mandates. It was unanimously agreed that they represented the spirit of the mandates effectively. Mandates There were six stated mandates. It was observed that there were no mandates directly relevant to the Administration and General Services (AGS) Department. It was however understood and taken that the mandates for the AGS are resident in
1 See “Summary Report of Mandates of Four Kano State Government Central MDAs” SPARC
September 2012
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the mother ministry (OHoS). As administrative services providers, the functions of the department were generic from MDA to MDA. Functions within the Ministry of Planning and Budget There were nine functions listed in the document “Summary Report of Mandates of Four Kano State Government Central MDAs”. It was discovered that the departments also had a list of functions published by the state and which had been guiding their activities. These were mapped with the stated mandates. Level of Performance The discussion further covered the appraisal of the levels at which the various functions are performed. There were complementary functions in the Planning and the Budget Departments. Some of the functions were not being carried out to required standards because of various reasons that included inadequacy of personnel, ill equipped manpower and materials, and poor level of cooperation from client MDAs. Various recommendations were made to redress this situation. Review of the Structure It was concluded that the subsisting structure was workable as it was but that another department to undertake Policy and Research Coordination was desirable. Strategic Objectives: The stated objectives were examined against the mandates and functions. It was discovered that the stated objectives mapped adequately with the stated mandates. Summary of Functions by Department A summary of the various functions of the ministry is presented in Annexure 1. Section Three: Conclusions and Next Steps Overall, it was concluded that the ministry’s mandates were serviced by existing functions although there was clearly ample room for improvements. We were of the understanding that the ministry was contemplating the creation of one more department to be known as the Research and Policy Coordination Department. So far there are no mandates for it and we believe the mandates will be considered and approved before the move.
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Next Steps Various suggestions were made for further activities to be able to advance the cause of the corporate planning for the ministry. These include:
i. Review and adoption of this report; ii. Review of Departmental organisation structure; iii. Staffing and skills analysis of the ministry; iv. Workforce enhancement; v. Provision of additional working materials e.g. IT facilities and sustainable
power supply. Important references are contained in the Annexure to the report.
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Section One: Introduction and Background
Introduction to Corporate Planning Corporate planning is the process of drawing up detailed action plans to achieve an organization's goals and objectives, taking into account the resources of the organization and the environment within which it operates. Corporate planning represents a formal, structured approach to achieving objectives and to implementing the corporate strategy of an organization. A corporate plan, like any strategic plan, usually contains:
A vision statement;
A mission statement;
An outline of the company's resources and scope;
A listing of corporate objectives;
A listing of strategies to reach those objectives.
Salient questions are:
"What do we do?"
"For whom do we do it?"
"How do we excel?"
The on-going exercise is expected to impress on the staff at all levels the consciousness for:
Why the MDA exists – what it has been mandated to do; What the MDA is meant to be doing – its goals and objectives, and the strategies it uses to achieve those; How the MDA can best allocate staff and organise units to deliver its objectives; What kind of staff and how many of them the MDA needs to work efficiently and effectively.
With these questions behind the mind, everyone in an MDA will appreciate their duties and responsibilities and how and where they fit into the bigger picture of the MDA and the superstructure of the entire Kano State public service establishments. With the right orientation, staff are able to do their jobs better. Where possible or expedient, staff desire and engage in self-development to be relevant not just in their current deployment but also to make them sufficiently skilled for lateral and upward mobility.
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There are five main steps in corporate planning Step 1 is to set the scene (context). This means identifying, reviewing and redefining an MDA’s mandate, vision and mission statement, long term goals, medium term objectives and strategies. Step 2 is to look at how an MDA currently works (institutional appraisal). This means collecting information and analysing an MDA’s functions, processes and structure to find out how well it is performing. Step 3 is to come up with proposals to improve performance. This means looking at the results of Step 2 and deciding how to change the structure and organisation of an MDA so that it performs better. Step 4 is to come up with a staffing plan. This means looking at what skills an MDA will need to make the changes proposed in Step 3 and drawing up a plan to staff an MDA with people with these skills. Developing a staffing plan involves developing job descriptions, assessing training needs and developing training programmes. Step 5 is to draw up a plan of action (implementation). This involves deciding what action should be taken and when, and drawing up an action plan and timetable.
Why is corporate planning important? Corporate planning sets out long term goals. Employees become focused on fulfilling that goal in an efficient and effective way because everyone is working towards a common purpose. It provides focus and facilitates the making of better business decisions. Plus, it also acts as a yardstick for measuring performance. Definitely, it eventually leads to conservation and efficient use of resources because there would be less waste of time and materials. In governance, corporate planning enables MDAs to keep pace with and outpace challenges attendant upon the various mandates of public service delivery. Modern age poses a very dynamic myriad of expectations – political, human, process and technological. The anchor cadre of each MDA need to buy in into the dream and goals of the establishments they manage and go ahead to champion these goals and processes with their subordinates who ordinarily form the core workforce. For this to happen, there is the need for understanding, training, retraining and all such forums for mind-rubbing and joint adoption and espousal of the mission of the MDA.
What are the results and benefits? Corporate planning is not corporate shadow boxing: it works just as when military commanders plan for engagements before their troops encounter enemy soldiers. Time spent on corporate planning in government establishments is not wasted. The benefits are many. These include:
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Opportunity to show that the MDA is ‘fit for purpose’;
Justification of staffing complements;
Platform for decisions on Human Resource Development;
Contrivance of strategies for better services delivery;
Proof of responsiveness.
Scope of the Report The report provides an account of transactions, discussions, observations and recommendations at the functional, process and structural review workshop held for the MoPB. The workshop was expected to provide materials for Step 2 of the corporate planning process for the ministry, which is the Institutional Appraisal. Over the three days, participants and facilitators identified functions of the ministry and categorised them against the ministry’s approved mandates. The level of performance was assessed for each function. Processes were appraised and the organisation structure was considered.
Objectives and Organisation of the Workshop The following were objectives of the workshop:
i. To review all functions of all departments of the ministry against its mandates and provide some assessment of the capacity of the ministry to undertake the identified functions.
ii. To appraise the processes employed in the performance of the various functions of the departments in the ministry and identify areas requiring fine-tuning such as activity modification and/or duration scale down.
iii. To consider the current structure of the ministry and suggest, if needed, adjustments and/or changes to enhance its effectiveness.
iv. To obtain participants’ input into salient recommendations for improvement to the structure and process of the MoPB.
The workshop was held at Grand Central Hotel, Kano from 9 - 11 June 2013. There were six sessions of discussion: two on each day (morning and afternoon), and the programme time-table is presented as Appendix Seven. Participants were senior staff of the various departments of the ministry, the Permanent Secretary (PS) Special Duties, OHoS, members of the state’s Technical Task Team (TTT) for Corporate Planning, the Director (Special Duties). (See Attendance list, Appendix Six) The sessions were vibrant, highly interactive and inclusive. Participants were encouraged to be forth coming, which they were.
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Section Two: The Workshop The deliberations of the Workshop built upon earlier work to review and agree the mandates, mission and vision statements and the strategic objectives of the four central ministries, comprising the Ministry of Finance (MoF), the Ministry of Planning and Budget (MoPB), the Office of the Head of Service (OHoS) and the Project Monitoring and Evaluation Department. The mandates, vision and missions statements included in the chapter of the document devoted to the MoPB was used as a base reference document throughout the Workshop.
Current Departments of the MoPB The MOPB has five departments as follows:
1. Planning 2. Statistics 3. Development Support 4. Budget 5. Administration and General Services
Here presented are the main functions of each department:
Administration and General Services This department takes charge of the
Personnel
Accounts
Stores
Transport and logistics
Public Relations All staff are centrally deployed from Finance, Budget, HoS and Accounts, Planning The department coordinates the preparation of all planning documents including annual capital estimates for the state and provides reference source for sub-plans undertaken at the various MDAs.. Statistics The department procures, generates and warehouses data for the state in association with various bodies and establishments. Development Support This department works in collaboration with all development partners that may be operating in the state, it serves as the entry point providing them with required lead and support and representing the interest of the state government in the scheme of operations.
Budget The department prepares, publishes, tracks and monitors the state’s financial budget as statutorily required as well as provide technical support to LGAs on budgetary matters.
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Vision Statement: The published Vision Statement of the MoPB was stated as:
A world class planning institution that serves as the catalyst for development and
prosperity of Kano State
Comments: The participants all agreed that the Vision Statement was apt and desirable.
Mission Statement The mission statement was given as:
Support the rapid socio-economic transformation of the State by providing economic
advisory services and coordinating the formulation and tracking the implmentaion of
plans and budgets
Comments: Participants agreed that the mission statement represented their perception of the responsibility of the ministry.
Mandates
Six mandates were listed in the working paper for the review2. They were: 1. Preparation of Development Plans; 2. Preparation of the Annual Budget; 3. Management of MDAs data/information; 4. Coordination of all development assistance from both bilateral and
multilateral sources; 5. Coordination of MDGs projects; and 6. Contribution of the Ministry’s specialisation in the preparations of Plans and
Budgets of Local Governments in line with the national norms.
The mandates were run through for the participants to appreciate and for their import to be properly understood. Each of the mandates was further examined to determine its relevance and to confirm whether current activities in the ministry point to its realisation.
Strategic Objectives
The Ministry’s Strategic Objectives (as published by the Office of the Head of Service (2012) were discussed. In the document given, there were five of them as follows:
i. To facilitate the articulation and formulation of timely, evidence based and inclusive development plans based on the priorities of the state;
ii. To establish and operate an autonomous State Bureau of Statistics that supports evidence based policy planning and performance management;
iii. To facilitate the preparation of a timely, realistic and credible budget that is consistent with the policy plans;
2 Based on approved and circulated document titled, Summary Report of Mandates of four
KnSG Central MDAs, (Draft Version 1), September 2012.
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iv. To coordinate global, regional and national initiatives for the attainment of MDGs by 2015; and
v. To develop the capacity and capability of the ministry for socio-economic and financial advisory services to the government.
Each objective was specifically discussed with a view to determining if the import, as expressed, represented the aggregate mandate of the MoPB and whether they are ultimately realisable given the current profile and performance potentials of the Ministry. It was reiterated to the participants that the objectives were arrived at and adopted at joint round-table meeting of key officials of the Ministry and other stakeholders which was facilitated by SPARC.
Findings and Comments on Strategic Objectives: The following were findings concerning the strategic objectives: 1. Objective number 1: To facilitate the articulation and formulation of timely,
evidence based and inclusive development plans based on the priorities of the state shall fulfil the requirements of mandates 1, 2, 3, 6.
2. Objective number 2: To establish and operate an autonomous State Bureau of Statistics that supports evidence based policy planning and performance management shall fulfil the requirements of mandates 3, 6
3. Objective number 3: To facilitate the preparation of a timely, realistic and
credible budget that is consistent with the policy plans shall fulfil the requirements of mandates 1,2,4,5,6
4. Objective number 4: To coordinate global, regional and national initiatives for the attainment of MDGs by 2015 shall fulfil the requirements of mandates 3,4,5.
5. Objective number 5: To develop the capacity and capability of the ministry for
effective economic advisory services to the government was found to have no mandate that was relevant to it.
It was agreed that since the objective was itself desirable, a ministerial appeal should be forwarded to the Office of the Head of Civil Service and the Exco for an appropriate mandate.
The Strategic Objective-Mandate chart is presented in the Annexure.
Review of Functions within the Ministry The published “Summary Report of Mandates of Four KnSG Central MDAs” had listed ten (10) functions for the ministry. The ministry however was in possession of a longer list of set of functions arranged according to the various departments.
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The list of ten was as follows:
i. Preparation of Development Plans including its control, supervision and review;
ii. Preparation of Kano State Economic Reform Programme through Medium-Term Sectoral Strategy (MTSS) and Medium-Term Expenditure Framework (MTEF);
iii. Coordinating the implementation of Kano State Development Plan, and the State’s Growth Agenda;
iv. Assisting the Local Government Councils to develop sound plans and budget at the grass root level;
v. Preparation of Annual Budget; vi. Tracking revenue and expenditure performances of the budget
vii. Collecting, collating, compiling, analysing and disseminating statistical information for the state;
viii. Production of Kano State Statistical Yearbooks and other statistical publications;
ix. Developing and maintaining a comprehensive socio-economic data/information (Databank);
x. Coordination of all development assistance from both bilateral and multilateral sources; and coordination of MDGs projects.
Here presented are the longer lists of functions by departments:
1. Functions within Administration & General Services Department i. Facilitation of Promotion, Advancement, Change of Cadre and Discipline
ii. Staffing and training iii. In charge of Transportion and Maintenance iv. Management of Finances and Store v. Responsible for Public Relations
vi. Facilitation of Personnel Welfare vii. Facilitating Office and Premises Maintenance
viii. Maintenance of Records
2. Functions within Planning Department
i. Preparation of development plans (short term, medium and long term) including MTSSs, etc.
ii. Preparation of Capital Budget iii. Manpower Planning and Administration of foreign technical Assistance
for enhancing efficiency and productivity in the state. iv. Appraisal and advice on policy issues affecting the state. v. Tracking of Capital Expenditure Performance
vi. Preparation of monthly, quarterly and annual reports on perforamance of development plans
vii. Processing of authority to incure expenditure (AIE) and augumentation on capital budget.
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viii. Coordinating the activities of computer services of the ministry ix. Conducting Socio-Economic Studies directly or through other experts for
the state x. Representation in the Boards of commercial government organisations
including special Ministerial Tenders Board. xi. Serve as a liaison in cooperation with Federal Institutions such as the
National Manpower Board, National Planning Commission, National Bureau of Statistics etc
xii. Responsible for the evaluation of public enterprises in the state in consultation with Budget Department.
3. Functions within Budget Department i. Examine and analyze the state annual recurrent estimates.
ii. General Coordination of the preparation and production of the state annual Budget.
iii. analyzing the recurrent revenue, personnel and overhead cost etsimate iv. Vetting the Local Govt Annual Budget alongside Min for Local Govt. v. Vetting of the Personnel cost Budget alongside Office of the Head of Civil
Service vi. Provide Progress Report on monthly, quarterly basis of Recurrent
Revenue and expenditure Performance. vii. Processing of Authority to Incur Expenditure (AIE)/ Augmentation on
recurrent budget through the contingency fund viii. Provision of supplementary estimate on recurrent revenue and
expenditure when the need arises. ix. Issuance of Budget Circulars and Guidelines
4. Functions within Statistics Department
i. Coordinating the State statistical system (sss) ii. Liaison with National bureau of statistics for technical advice.
iii. Coordinating continuous flow of high quality accessible data . iv. Coordinating all development assistance concerning statistics. v. Monitoring of Key performance indicators among MDAs.
vi. Conducting the Statistical activities in the State such as collecting, collating, analysis, interpretation and dissemination of statistical information
vii. Develop and promote use of statistical standards and appropriate methodologies in the system.
viii. Support evidence based policy planning and performance management. ix. Developing strategies that will ensure a uniform standard and
methodology amongst the various agencies producing statistics with a view to improving comparability and timely production of their statistical output.
x. Creating rich statistical culture in the state
5. Functions within Development Support Coordination Department
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i. Liaison with development partners on support to the state ii. Liaison with MDAs on development assistance to the state
iii. Identifying potential development partners in support of the State’s development efforts
iv. Coordinating MDGs related interventions by federal and State Government and development partners’ support
Upon close examination, it was decided that the shorter list (of ten) was indeed a summary of the longer lists proffered by the departments. Mandate/Functions Mapping Working on a tabular template, the Mandates, Functions and Responsibility for the functions were matched, with a view to presenting at a glance:
That the various mandates were addressed in the stated functions
The point of domiciliation of the various functions
That each function indeed had an identifiable unit responsible for it
Incidents of ‘orphan’ functions if any First the lists proffered by the ministry were checked for consistency with the list of ten (published by the OHoS) and that each department has been taken care of in the list of ten. Next, working on the list of ten, the mandate/functions mapping was carried out. In addition to this, working on the list proffered by Departments, a mandate/functions mapping was also undertaken. The completed templates are attached as Annexure Two, and Three
Findings on Mandates and Functions
The following were findings concerning the mandates and functions during the discussions at the workshop. The findings are here presented according to the different departments:
1. Administration and General Services Department
i. The list of mandates did not include any that was relevant to the AGS Department. Participants noted that that this is usually borne out of the assumption that the mandate for the AGS is resident in the mother ministry. But operational experiences have proved that the particulars of discharge of functions may vary from MDA to MDA on account of peculiarity of clientele. It was therefore noted that the department would fare better if a mandate relevant to it was slotted in the list.
ii. The Staffing and Training function in the department of Administration and General Services was not being actively carried out. While the staffing function was limited to promotion and placement, the training
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function was hardly being done. The Manpower Development Unit in the Office of the Head of Service has been responsible for this function and the MDAs have had minimal input.
iii. All other functions in the department were being actively carried out.
2. Planning Department i. One (1) of the functions proffered - Tracking of Capital Expenditure
Performance – was not being carried out as at the time of the workshop. In the first place, the function corresponded with none of the six mandates nor the list of ten functions (published by the OHoS). Expectedly, the function was not being carried out at all. It should be noted that this same function is being undertaken by the PMED.
ii. The following three (3) functions were only being partially undertaken:
(i) Manpower planning and administration of foreign technical assistance for enhancing efficiency and productivity in the state.
(ii) Preparation of e-monthly, quarterly and annual reports on performance of the budget and by extension the development plans
(iii) Responsible for the evaluation of public enterprises in the state in consultation with Budget Department.
The function numbered (i) above was both a complete orphan and in the opinion of the participants not lucidly stated. Therefore, the exact performance requirement(s) was not determinable. The department could only identify disjointed activities pointing to its being undertaken.
The function numbered (ii) was also an orphan and not being undertaken in any way, corresponding to none of the mandates. The participants commented that the requirements for its performance were not well stated.
Although the function numbered (iii) was found to map with Mandate number 6 - Contribution of the Ministry’s specialisation in the preparations of Plans and Budgets of Local Governments in line with the national norms - was only being partially undertaken. Discussants agreed that the function was not well articulated.
In the rating of the participants, all other functions were being actively undertaken.
3. Statistics Department
Out of the ten (10) functions proffered, one (1) Creating rich statistical culture in the state was not being fully undertaken although it mapped with
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two (2) of the six mandates. Reasons given include lack of enabling environment, lack of back up policy and poor tools in the client MDAs. All other functions were being actively undertaken.
4. Development Support Department The department had four functions out of which one (1) - Identifying potential development partners in support of the State’s development efforts - is only partially undertaken, although it maps well with three (3) of the mandates.
5. Budget Department All nine (9) functions presented mapped with various mandates. In the estimate of participants, the Budget department has enjoyed full throttle operation because of the ubiquitous relevance of its mandates in the daily undertakings of the MDAs.
The function/mandate mapping chart is presented in Annexure Two.
Recommendations on Functional Review
The following are recommendations on the Functional Review of the ministry:
i. The ten (10) functions published for the ministry were few and could be misleading. It is recommended that the longer lists proffered by the departments should be considered and adopted for them, including where appropriate, as sub-sets.
ii. Since clients modify functions and particulars of activities, it is recommended
that the mandate and functions of the Administration and General Services be expressly stated in the ministry, even if it means a repetition of what obtains in other ministries.
iii. The staffing function being limited to promotion and placement was
consistent with the state policy of centralised hiring through the Civil Service Commission. It is however recommended that the department be made to be actively involved in all training functions which include coordinating and collating nominations, managing all logistics and joining instructions as well as assisting with the post programme monitoring.
iv. A corresponding mandate with the function Tracking of Capital Expenditure
Performance in the Planning department should be fashioned and approved. Although the function was not being carried out as at the time of the workshop. The function nevertheless is very congruent with other functions in the department that it should be encouraged rather than removed.
v. The Administration of foreign technical Assistance component of the function: Manpower Planning and Administration of foreign technical Assistance for enhancing efficiency and productivity in the state may be taken
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to mean interfacing programmes procured from some foreign organizations with home programmes in the manpower planning of the state. This function is being carried out based on the requirement where all states planning agencies are responsible for coordinating all foreign technical assistance.
vi. The Preparation of monthly, quarterly and annual reports of performance of development plans should be made mandatory and the state should make resources for it available.
vii. The function Responsible for the evaluation of public enterprises in the state is being jointly handled with development support department in consultation with Budget Department.
viii. The function, Creating a rich statistical culture in the state was through specialized training and sensitization campaign.
ix. The function Identifying potential development partners in support of the State’s development efforts. It should be encouraged through training adequate staffing and logistic support.
Process Review Working with the ten (10) functions published by the Office of the Head of Service, the processes within the ministry were discussed. This was for reasons of conciseness especially as the nine functions were fairly representative of the longer versions proffered by the departments. First, the nine functions were allocated according to the department that undertook each. It was discovered that every department had at least one. The participants were requested to form discussion teams according to their different departments, while those from the OHoS were placed as neutral moderators in each group. Next, participants were requested to prepare a sequential narration of the various steps required to carry out each function. A template had been prepared by the consultant for this purpose (see Annexure BBB).
i. Sequence of activities ii. Officer responsible for each indicated step iii. Outline narration of event at each step iv. Average duration of the step (expressed in days or fraction of day). v. Necessity or desirability of the step in view of operational realities
Each departmental group worked on a computer and produced soft copies of their process. The discussions lasted about two hours after which their productions were turned in for presentation and critique.
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The productions of each group were projected on the screen for the entire group to read, appraise, review and make recommendations. Each function presented was reviewed along the parameters of the 5 criteria above. Review questions included the following:
i. Were the sequences logical? And progressive from start to finish until the process terminates within that particular MDA?
ii. Is the personnel responsible at each step correctly identified? iii. How is it assured that no step has been skipped? iv. Do the appended time-frames represent the actual duration of the activity? v. How still relevant were the identified steps?
Findings on Processes The following is a summary of findings on Process review:
i. The departments had no formal procedures manual for their activities. If ever there was, the present crop of officers and staff seemed to have lost cognizance of it.
ii. In the course of the workshop however, the various departments could present the step-by-step narration of the processes of their various functions fairly well.
iii. Regardless, it was agreed that some of the steps in some of the processes of some of the functions were recognised as unnecessary.
iv. The need to observe bureaucracy imposed long processes and delayed performance. In some instances, the activity steps involved too many officers; in some others, deferment to hierarchy prevented initiative and there could be stoppage along the line of activity movements if an officer in the line, especially in the upper echelon, happened not to be at his desk.
v. In addition to (iv) above, the individuals and departments seemed to lack a sense of urgency in the discharge of their functions, being quite content with “bureaucratic reasons” for delay or failure to deliver to time. Reminders do not follow requests and memos until days after there has been a default.
vi. When subjected to some objective reassessment, nearly all the processes underwent downward review in time, some by as much as 1/3 of the original time duration.
vii. Participants complained they lacked vital tools such as the computer, and modern process enhancing procedures such as the electronic mailing system. This has constrained the ministry to manual and hard paper-copies of sharing memos, information alerts, and file-sharing. The effect is delay and frustration of process.
viii. The system seemed not to have enough templates for auto-run of routine duties: each activity seemed to begin afresh, all the time. This had its adverse effect on time and the number of steps that must be undertaken.
The templates completed by the representative of each department are presented in the Annexure.
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Recommendations on Process Review Having appraised the processes together with the participants who themselves were the officers in charge of these various functions, the following are recommended:
i. Each department should have written procedures manual for at least key functions to guide the steps and assign time frame to the various activities.
ii. The processes of each function should be deliberately reassessed with a view to finding the shortest route to mandate delivery without compromising quality. The ministry could do this by taking a cue from the various processes worked on at the workshop.
iii. Templates need to be developed for processes that are periodic or routine so as to help to cut time on subsequent ones.
iv. The ministry should be provided the right tools such as computers and intranet connection to facilitate faster correspondence and data sourcing and upload.
v. There should be a deliberate policy of fast-tracking activities and preventing delays, especially considering input to activities and responses to request, inquiries and queries. We recommend that collaborating, cooperating and client MDAs should be deliberately inundated with ‘gentle’ reminders and other manners of follow-up ahead of deadline and sterner reminders within hours after.
Review of the Structure of the Ministry The current structure of the ministry was examined to be able to appreciate operational challenges emanating from it, if any. Here we present the current Structure of the MoPB as at June 10, 2013.
Hon Comm
Perm. Sec
Internal
Audit
PRO
Budget
Dev. Support
Statistics
Planning
DAGS
23
Findings on the Structure The structure was discussed extensively and the following were our findings
i. The basic structure appeared simple and relatively flat. ii. There were five Directors, one for each of the departments iii. The Structure was headed by the Honourable Commissioner (the Political
Head), while the Permanent Secretary was the highest employee/staff. iv. It was observed that the structure placed the Public Relations Office(r) Unit in
advisory position to the Honourable Commissioner, a practice that seemed somewhat different from what obtains in other MDAs where the PRO Units were usually attached to the AGS. Participants were of the opinion that this was an aberration, peculiar to this dispensation of management and capable of confusing the reporting and responsibility channels.
v. In the course of the discussion, it was established that although the basic structure looked simple and flat, each department was still subject to the usual formal hierarchy of government bureaucracy. Titles suggesting tall sub-structure kept cropping up: Deputies, Assistants, Chiefs, Senior Executive Officer, Higher Executive Officer etc. And, since the system did not have an established procedures manual, the tendency was to involve all levels of the entire structure in virtually every activity. Although it would look like inevitable bureaucratic control mechanism, but to some extent, a few of the steps seemed superfluous.
vi. It was understood that another department to be known as Policy and Research Coordination was in the offing and had not been added because it was not yet approved by the ExCo. If approved, this would bring the number of Departments and Directors to six (6).
vii. The upper echelon of the staff articulated the reasons for such a department (6) above, among which reasons were:
a. The state’s Resaerch fund was not being adequately utilised because there was no formal unit to espouse Research at the center.
b. State policies were usually breached on many programmes and processes because there was no unit to articulate policies and monitor strict adherence
Recommendations on the Review of the Structure The following are the recommendations on the structure of the ministry:
i. The displayed organogram should revert the office of the PRO to be placed under the DAGS, regardless that the PRO is operationally attached to the Honourable Commissioner.
ii. The structure should be operated around the functions rather than titles and individuals. Thus hierarchy should be deemphasised especially at the sub structural levels.
iii. The Research Coordination and Policy Monitoring Department that is being proposed should be reconsidered for the following reasons:
a. Planning already assumes Research and if this means expanding the current mandate/functions of the planning department, so be it.
b. A new Department to take charge of Research and Policy Coordination has its workforce and financial implications. In the current trend of slim administration in public and private sectors, a
24
new department is additional burden which is avoidable if ther are alternatives.
c. MDAs that have need for specialised Research on continuous and regular basis already have such units/departments, e.g Education, Health and Agriculture. And, such departments and units are funded directly by the Government.
d. If Planning is already being undertaken, research is already assumed. e. It is doubted if a Department under Planning and Budget Ministry
would be able to deliver on the demands for Research in a large state like Kano. Rather, the state may go for a fully fledged Centre for Economic and Social Research if it does not have such already. But best practices would advise that such facilities that are already available at the Federal and tertiary educational institutions levels be accessed by needing ministries.
f. At best, the Research fund for general use can be managed by the Planning Department with a dedicated Deputy.
g. Policy articulation and monitoring is the reason Commissioners are appointed in each ministry. Appointing a policy police is considered superfluous.
iv. While we do not recommend the scrapping of the Development Support Department, we are of the candid opinion that activities in this department depend entirely on availability of externally initiated projects in which the state is partnering. Mandates and functions here need to be re-examined in view of the following:
a. Every MDA has a monitoring unit for its projects. b. The State already has a PMD which has the sole mandate of Project
monitoring . c. Every project that come in to the state incidents on the mandates and
purview of at least one MDA, as a result, such an MDA will necessarily provide counterpart staffing for the project, monitor it and cooperate with the PMD to ensure that the interest of the state is protected.
The recommended structure for the ministry is as shown below:
25
Recommended structure for the ministry of Planning and Budget
PRO
Hon Comm
Perm. Sec
Internal Audit
Planning & Research
DAGS
Statistics
Dev. Support
Budget
26
Section Three: Summary of Findings and Recommendations
A. Summary of Findings Mandates and Functions i. The list of mandates did not include any that was relevant to the AGS
Department. ii. The Staffing and Training function in the department of Administration
and General Services was not being fully carried out. iii. Some functions were not being carried out because they had no enabling
mandate. iv. Some functions were not being undertaken because of lack of tools. v. The set up in the state and within the ministry prevented some functions
from being undertaken. vi. Some departments, especially, the Budget department ran at full
effectiveness. Processes i. The departments had no procedures formal manual for their activities. If
ever there was, the present crop of officers and staff seemed to have lost cognizance of it.
ii. The various departments could present the step-by-step narration of the processes of their various functions fairly well
iii. The need to observe bureaucracy imposed long processes and delayed performance
iv. Regardless, it was agreed that some of the steps in some of the processes of some of the functions were deleted as unnecessary.
v. In addition to (ii) above, the individuals and departments seemed to lack sense of urgency in the discharge of their functions, being quite content with “bureaucratic reasons” for delay or failure to deliver to time. Reminders do not follow requests and memos until days after there has been a default.
vi. When subjected to some objective reassessment, nearly all the processes underwent downward review in time, some by as much as 1/3 of the original time duration.
vii. Tools such as the computer and electronic mailing system for sharing memos and other information alerts and sharing.
viii. The system seemed not to have enough templates for auto-run of routine duties: each activity seemed to begin afresh, all the time. This had its adverse effect on time and the number of steps that must be undertaken.
ix. Participants complained that the ministry lacked tools for faster processes because virtually every step is undertaken manually.
Structure
27
i. The basic structure appeared simple and relatively flat. ii. The structure placed the PRO Unit in advisory position to the Honourable
Commissioner, a practice that seemed somewhat different from what obtains in other MDAs.
iii. In the course of the discussion, it was established that although the basic structure looked simple and flat, each department was still subject to the usual tall hierarchy of government bureaucracy.
iv. It was gathered that another department to be known as Policy and Research Coordination was in the offing and had not been added because it was not yet approved by the ExCo.
B. Summary of Recommendations Functional Review i. It is recommended that the longer lists proffered by the departments
should be considered and adopted for them. ii. The mandate and functions of the Administration and General Services
should be expressly stated in the ministry iii. The AGS department be made to be actively involved in coordinating as
well as assisting with the post programme monitoring. iv. A corresponding mandate with the function Tracking of Capital
Expenditure Performance in the Planning department should be fashioned and approved.
v. Manpower Planning and Administration of foreign technical Assistance for enhancing efficiency and productivity in the state should be excised from the Planning Department.
vi. The Preparation of monthly, quarterly and annual reports of performance of development plans should be made mandatory and the state should make resources for it available.
vii. The function Responsible for the evaluation of public enterprises in the state in consultation with Budget Department should be excised from Planning Department.
viii. The function, Creating a rich statistical culture in the state should be stated more clearly.
ix. The function Identifying potential development partners in support of the State’s development efforts in the Development Support Department should be taken out of the department.
Process Review i. Each department should have written procedures manual for all key
functions. ii. The processes of each function should be deliberately reassessed with a
view to finding the shortest route to mandate delivery without compromising quality.
iii. Templates need to be developed for processes that are periodic or routine.
iv. The ministry should be provided the right tools.
28
v. There should be a deliberate policy of fast-tracking activities and preventing delays.
Review of the Structure i. The organogram should revert the office of the PRO to be placed under
the DAGs. ii. The structure should be operated around the functions rather than titles
and individuals. iii. The Research Coordination and Policy Monitoring Department that is
being proposed should be reconsidered. There is no need to escalate the size of the ministry when the global trend is for slimmer public service.
iv. We strongly recommend placing the Research function with the Planning in the same department while the policy monitoring should be left as it is with the Honourable Commissioner or Chief Executive of each MDA.
In view of the fact that the PMD and the various monitoring units in the state’s MDAs carry out the main thrust of its functions the Development Support Department should have its functions restated.
29
Section Four: Next Steps
Next Steps The following are the steps required to move forward the Ministry’s corporate planning process:
S/No Step Responsibility
1. Review and adoption of this report as a true record of the Functional, Process and Structural Review Workshop of the Ministry of Planning and Budget, Kano State which took place from Sunday, June 9th to Tuesday June 11th 2013 at the Grand Central Hotel, Kano.
MoPB, OHoCS
2. Production of Departmental organograms, nominal roles and establishments
MoPB by second week in July, 2013.
3. Analysis of staffing of MoPB by department, grade, post, skills etc to assess the capacity of current workforce in light of agreed functions
Technical Task Team and SPARC July/August, 2013
4. Recommendations on revised structure and organisation of the Ministry in light of capacity assessments
TTT and SPARC end of August, 2013
5. Workforce Plan in light of revised structure, required processes and functions
TTT and SPARC by mid September, 2013
6. Preparation of procedures manual for key functions in each of the departments.
TTT and SPARC by end of September, 2013.
30
Annexure One: Functions by Departments in the MoPB Administration & General Services
1. Facilitation of Promotion, Advancement, Change of Cadre and Discipline 2. Staffing and Training 3. In charge of Transportion and maintenance 4. Management of Finances and Store 5. Responsible for Public Relations 6. Facilitation of Personnel Welfare 7. Facilitating Office and Premises maintenance 8. Maintenance of Records
Planning
1. Preparation of development plans (short term, medium and long term) etc. 2. Preparation of Capital Budget 3. Manpower Planning and Administration of foreign technical Assistance for
enhancing efficiency and productivity in the state. 4. Appraisal and advice on policy issues affecting the state. 5. Tracking of Capital Expenditure Performance 6. Preparation of monthly, quarterly and annual reports on perforamance of
development plans 7. Processing of authority to incure capital expenditure (AIE) and
augumentation. 8. Coordinating the activities of computer services of the ministry 9. Conducting Socio-Economic Studies directly or through other experts for the
state 10. Representation in the Boards of commercial government organisations
including special Ministerial Tenders Board. 11. Serve as a liaison in cooperation with Federal Institutions such as the National
Manpower Board, National Planning Commission, National Bureau of Statistics etc
12. Responsible for the evaluation of public enterprises in the state in consultation with Development Support Department.
Budget 1. General Coordination of the preparation and production of the state annual
Budget. 2. 3. Examine and analyze the state annual recurrent estimates. 4. Vetting the Local Govt Annual Budget alongside Min for Local Govt. 5. Vetting of the Personnel cost Budget alongside Office of the Head of Civil
Service 6. Provide Progress Report on monthly, quarterly basis of Recurrent Revenue
and expenditure Performance. 7. Processing of Authority to Incur Expenditure (AIE) through the contingency
fund
31
8. Provision of supplementary estimate on recurrent revenue and expenditure when the need arises.
9. Issuance of Budget Circulars and Guidelines Statistics
1. Conducting the Statistical activities in the State such as collecting, collating, analysis, interpretation and dissemination of statistical information
2. Liaison with National bureau of statistics for technical advice. 3. Coordinating continuous flow of high quality accessible data . 4. Coordinating all development assistance concerning statistics. 5. Monitoring of Key performance indicators among MDAs. 6. Coordinating the State statistical system (sss) 7. Develop and promote use of statistical standards and appropriate
methodologies in the system. 8. Support evidence based policy planning and performance management. 9. Developing strategies that will ensure a uniform standard and methodology
amongst the various agencies producing statistics with a view to improving comparability and timely production of their statistical output.
10. Creating rich statistical culture in the state Development Support Coordination
1. Liaison with development partners on support to the state 2. Liaison with MDAs on development assistance to the state 3. Identifying potential development partners in support of the State’s
development efforts 4. Coordinating MDGs related interventions by federal and State Government
and development partners’ support
32
Annexure Two: Mandate/Functions Mapping (Based on List of 10)
Summary of functions as published
S/No Functions
Department where
Functions incident
Mandates Fulfilled
Pre
par
atio
n o
f D
evel
op
men
t P
lan
s;
Pre
par
atio
n o
f th
e an
nu
al
bu
dge
t;
Man
agem
ent
of
MD
As
dat
a/in
form
atio
n (
Dat
a B
ank)
;
Co
ord
inat
ion
of
all
dev
elo
pm
ent
assi
stan
ce f
rom
bo
th b
ilate
ral a
nd
mu
ltila
tera
l so
urc
es;
Co
ord
inat
ion
of
MD
Gs
pro
ject
s;
Co
ntr
ibu
tio
n o
f th
e M
inis
try’
s sp
ecia
lisat
ion
in t
he
pre
par
atio
ns
of
Pla
ns
and
Bu
dge
ts o
f Lo
cal
Go
vern
men
ts in
lin
e w
ith
th
e n
atio
nal
no
rms.
1. Preparation of Development Plans including its control, supervision and review;
Planning
2. Preparation of Annual Budget; Budget
3. Preparation of Kano State Economic Reform Programme through Medium-Term Sectoral Strategy (MTSS) and Medium-Term Expenditure Framework (MTEF);
Planning
4. Coordinating the implementation of Kano State Development Plan, and the State’s Growth Agenda;
Planning
5. Tracking of revenue and expenditure Budget
33
Summary of functions as published
S/No Functions
Department where
Functions incident
Mandates Fulfilled
Pre
par
atio
n o
f D
evel
op
men
t P
lan
s;
Pre
par
atio
n o
f th
e an
nu
al
bu
dge
t;
Man
agem
ent
of
MD
As
dat
a/in
form
atio
n (
Dat
a B
ank)
;
Co
ord
inat
ion
of
all
dev
elo
pm
ent
assi
stan
ce f
rom
bo
th b
ilate
ral a
nd
mu
ltila
tera
l so
urc
es;
Co
ord
inat
ion
of
MD
Gs
pro
ject
s;
Co
ntr
ibu
tio
n o
f th
e M
inis
try’
s sp
ecia
lisat
ion
in t
he
pre
par
atio
ns
of
Pla
ns
and
Bu
dge
ts o
f Lo
cal
Go
vern
men
ts in
lin
e w
ith
th
e n
atio
nal
no
rms.
performance on budget
6. Assisting the Local Government Councils to develop sound plans at the grass root level;
Dev Support
7. Collecting, collating, compiling, analysing and disseminating statistical information for the state;
Statistics
8. Production of Kano State Statistical Yearbooks and other statistical publications;
Statistics
9. Developing and maintaining a comprehensive socio-economic data/information (Databank);
Statistics
10. Coordination of all development assistance from both bilateral and multilateral sources; and coordination of MDGs projects.
Dev. Support
34
Annexure Three: Mandate/Functions Mapping (Based on Lists proffered by the MoPB) Legend: Here the collours interprete as follows:
Maps with mandate in the column
Actively undertaken
Partially undertaken Not being undertaken
35
1. Department: Administration & General Services
S/No Functions
Mandates Fulfilled
Remarks
Pre
par
atio
n o
f D
evel
op
men
t
Pla
ns;
Pre
par
atio
n o
f th
e an
nu
al
bu
dge
t;
Man
agem
ent
of
MD
As
dat
a/in
form
atio
n (
Dat
a B
ank)
; C
oo
rdin
atio
n o
f al
l d
evel
op
men
t as
sist
ance
fro
m
bo
th b
ilate
ral a
nd
mu
ltila
tera
l
sou
rces
; C
oo
rdin
atio
n o
f M
DG
s p
roje
cts;
C
on
trib
uti
on
of
the
Min
istr
y’s
spec
ialis
atio
n in
th
e p
rep
arat
ion
s o
f P
lan
s an
d
Bu
dge
ts o
f Lo
cal
Go
vern
men
ts in
lin
e w
ith
th
e n
atio
nal
no
rms.
1. Facilitation of Promotion, Advancement, Change of Cadre and Discipline
2. Staffing and Training
Carried out partially in conjunction with Manpower Dev.
3. In charge of Transportion and maintenance
4. Management of Finances and Store
5. Responsible for Public Relations
36
1. Department: Administration & General Services
S/No Functions
Mandates Fulfilled
Remarks
Pre
par
atio
n o
f D
evel
op
men
t
Pla
ns;
Pre
par
atio
n o
f th
e an
nu
al
bu
dge
t;
Man
agem
ent
of
MD
As
dat
a/in
form
atio
n (
Dat
a B
ank)
; C
oo
rdin
atio
n o
f al
l d
evel
op
men
t as
sist
ance
fro
m
bo
th b
ilate
ral a
nd
mu
ltila
tera
l
sou
rces
; C
oo
rdin
atio
n o
f M
DG
s p
roje
cts;
C
on
trib
uti
on
of
the
Min
istr
y’s
spec
ialis
atio
n in
th
e p
rep
arat
ion
s o
f P
lan
s an
d
Bu
dge
ts o
f Lo
cal
Go
vern
men
ts in
lin
e w
ith
th
e n
atio
nal
no
rms.
6. Facilitation of Personnel Welfare
7. Facilitating Office and Premises maintenance
8. Maintenance of Records
*There is the need for clear mandate statement of the functions of the AGS to be reflected in the Ministry. It is understood that the mandate is resident in the OHoS, but is not reflected in the Ministry of deployment.
37
2. Department: Planning
S/No Functions
Mandates Fulfilled
Remarks
Pre
par
atio
n o
f D
evel
op
men
t
Pla
ns;
Pre
par
atio
n o
f th
e an
nu
al
bu
dge
t;
Man
agem
ent
of
MD
As
dat
a/in
form
atio
n (
Dat
a B
ank)
; C
oo
rdin
atio
n o
f al
l d
evel
op
men
t as
sist
ance
fro
m
bo
th b
ilate
ral a
nd
mu
ltila
tera
l
sou
rces
; C
oo
rdin
atio
n o
f M
DG
s p
roje
cts;
C
on
trib
uti
on
of
the
Min
istr
y’s
spec
ialis
atio
n in
th
e p
rep
arat
ion
s o
f P
lan
s an
d
Bu
dge
ts o
f Lo
cal
Go
vern
men
ts in
lin
e w
ith
th
e n
atio
nal
no
rms.
11. Preparation of development plans (short term, medium and long term) etc.
12. Preparation of Capital Budget
13. Manpower Planning and Administration of
foreign technical Assistance for enhancing
efficiency and productivity in the state.
Orphan.
Not too clear
what the
function
intends.
14. Appraisal and advice on policy issues
affecting the state.
38
2. Department: Planning
S/No Functions
Mandates Fulfilled
Remarks
Pre
par
atio
n o
f D
evel
op
men
t
Pla
ns;
Pre
par
atio
n o
f th
e an
nu
al
bu
dge
t;
Man
agem
ent
of
MD
As
dat
a/in
form
atio
n (
Dat
a B
ank)
; C
oo
rdin
atio
n o
f al
l d
evel
op
men
t as
sist
ance
fro
m
bo
th b
ilate
ral a
nd
mu
ltila
tera
l
sou
rces
; C
oo
rdin
atio
n o
f M
DG
s p
roje
cts;
C
on
trib
uti
on
of
the
Min
istr
y’s
spec
ialis
atio
n in
th
e p
rep
arat
ion
s o
f P
lan
s an
d
Bu
dge
ts o
f Lo
cal
Go
vern
men
ts in
lin
e w
ith
th
e n
atio
nal
no
rms.
15. Tracking of Capital Expenditure Performance Orphan.
16. Preparation of monthly, quarterly and annual
reports on perforamance of development
plans
Not well stated
although skill
for
performance is
available.
17. Processing of authority to incure expenditure
(AIE) and augumentation.
18. Coordinating the activities of computer
services of the ministry
39
2. Department: Planning
S/No Functions
Mandates Fulfilled
Remarks
Pre
par
atio
n o
f D
evel
op
men
t
Pla
ns;
Pre
par
atio
n o
f th
e an
nu
al
bu
dge
t;
Man
agem
ent
of
MD
As
dat
a/in
form
atio
n (
Dat
a B
ank)
; C
oo
rdin
atio
n o
f al
l d
evel
op
men
t as
sist
ance
fro
m
bo
th b
ilate
ral a
nd
mu
ltila
tera
l
sou
rces
; C
oo
rdin
atio
n o
f M
DG
s p
roje
cts;
C
on
trib
uti
on
of
the
Min
istr
y’s
spec
ialis
atio
n in
th
e p
rep
arat
ion
s o
f P
lan
s an
d
Bu
dge
ts o
f Lo
cal
Go
vern
men
ts in
lin
e w
ith
th
e n
atio
nal
no
rms.
19. Conducting Socio-Economic Studies directly
or through other experts for the state
20. Representation in the Boards of commercial
government organisations including special
Ministerial Tenders Board.
21. Serve as a liaison in cooperation with Federal
Institutions such as the National Manpower
Board, National Planning Commission,
National Bureau of Statistics etc
22. Responsible for the evaluation of public
There is need
for clearer
40
2. Department: Planning
S/No Functions
Mandates Fulfilled
Remarks
Pre
par
atio
n o
f D
evel
op
men
t
Pla
ns;
Pre
par
atio
n o
f th
e an
nu
al
bu
dge
t;
Man
agem
ent
of
MD
As
dat
a/in
form
atio
n (
Dat
a B
ank)
; C
oo
rdin
atio
n o
f al
l d
evel
op
men
t as
sist
ance
fro
m
bo
th b
ilate
ral a
nd
mu
ltila
tera
l
sou
rces
; C
oo
rdin
atio
n o
f M
DG
s p
roje
cts;
C
on
trib
uti
on
of
the
Min
istr
y’s
spec
ialis
atio
n in
th
e p
rep
arat
ion
s o
f P
lan
s an
d
Bu
dge
ts o
f Lo
cal
Go
vern
men
ts in
lin
e w
ith
th
e n
atio
nal
no
rms.
enterprises in the state in consultation with
Budget Department.
articulation of
mandate.
41
3. Department: Budget
S/No Functions
Mandates Fulfilled
Remarks
Pre
par
atio
n o
f D
evel
op
men
t
Pla
ns;
Pre
par
atio
n o
f th
e an
nu
al
bu
dge
t;
Man
agem
ent
of
MD
As
dat
a/in
form
atio
n (
Dat
a B
ank)
; C
oo
rdin
atio
n o
f al
l d
evel
op
men
t as
sist
ance
fro
m
bo
th b
ilate
ral a
nd
mu
ltila
tera
l
sou
rces
; C
oo
rdin
atio
n o
f M
DG
s p
roje
cts;
C
on
trib
uti
on
of
the
Min
istr
y’s
spec
ialis
atio
n in
th
e p
rep
arat
ion
s o
f P
lan
s an
d
Bu
dge
ts o
f Lo
cal
Go
vern
men
ts in
lin
e w
ith
th
e n
atio
nal
no
rms.
1. Examine and analyze the state annual recurrent estimates.
2. General Coordination of the preparation and production of the state annual Budget.
3. Project, cost and analyze the state recurrent revenue, personnel and overhead cost .
4. Vetting the Local Govt Annual Budget alongside Min for Local Govt.
5. Vetting of the Personnel cost Budget alongside Office of the Head of Civil Service
6. Provide Progress Report on monthly, quarterly basis of Recurrent Revenue and expenditure Performance.
There is
need for
clearer
42
3. Department: Budget
S/No Functions
Mandates Fulfilled
Remarks
Pre
par
atio
n o
f D
evel
op
men
t
Pla
ns;
Pre
par
atio
n o
f th
e an
nu
al
bu
dge
t;
Man
agem
ent
of
MD
As
dat
a/in
form
atio
n (
Dat
a B
ank)
; C
oo
rdin
atio
n o
f al
l d
evel
op
men
t as
sist
ance
fro
m
bo
th b
ilate
ral a
nd
mu
ltila
tera
l
sou
rces
; C
oo
rdin
atio
n o
f M
DG
s p
roje
cts;
C
on
trib
uti
on
of
the
Min
istr
y’s
spec
ialis
atio
n in
th
e p
rep
arat
ion
s o
f P
lan
s an
d
Bu
dge
ts o
f Lo
cal
Go
vern
men
ts in
lin
e w
ith
th
e n
atio
nal
no
rms.
mandate.
7. Processing of Authority to Incur Expenditure (AIE) through the contingency fund
8. Provision of supplementary estimate on recurrent revenue and expenditure when the need arises.
9. Issuance of Budget Circulars and Guidelines
43
4. Department: Statistics
S/No Functions
Mandates Fulfilled
Remarks
Pre
par
atio
n o
f D
evel
op
men
t
Pla
ns;
Pre
par
atio
n o
f th
e an
nu
al
bu
dge
t;
Man
agem
ent
of
MD
As
dat
a/in
form
atio
n (
Dat
a B
ank)
; C
oo
rdin
atio
n o
f al
l d
evel
op
men
t as
sist
ance
fro
m
bo
th b
ilate
ral a
nd
mu
ltila
tera
l
sou
rces
; C
oo
rdin
atio
n o
f M
DG
s p
roje
cts;
C
on
trib
uti
on
of
the
Min
istr
y’s
spec
ialis
atio
n in
th
e p
rep
arat
ion
s o
f P
lan
s an
d
Bu
dge
ts o
f Lo
cal
Go
vern
men
ts in
lin
e w
ith
th
e n
atio
nal
no
rms.
1. Conducting the Statistical activities in the
State such as collecting, collating, analysis,
interpretation and dissemination of statistical
information
2. Liaison with National bureau of statistics for
technical advice.
3. Coordinating continuous flow of high quality
accessible data .
4. Coordinating all development assistance
concerning statistics.
5. Monitoring of Key performance indicators
among MDAs.
6. Coordinating the State statistical system (sss)
44
4. Department: Statistics
S/No Functions
Mandates Fulfilled
Remarks
Pre
par
atio
n o
f D
evel
op
men
t
Pla
ns;
Pre
par
atio
n o
f th
e an
nu
al
bu
dge
t;
Man
agem
ent
of
MD
As
dat
a/in
form
atio
n (
Dat
a B
ank)
; C
oo
rdin
atio
n o
f al
l d
evel
op
men
t as
sist
ance
fro
m
bo
th b
ilate
ral a
nd
mu
ltila
tera
l
sou
rces
; C
oo
rdin
atio
n o
f M
DG
s p
roje
cts;
C
on
trib
uti
on
of
the
Min
istr
y’s
spec
ialis
atio
n in
th
e p
rep
arat
ion
s o
f P
lan
s an
d
Bu
dge
ts o
f Lo
cal
Go
vern
men
ts in
lin
e w
ith
th
e n
atio
nal
no
rms.
7. Develop and promote use of statistical
standards and appropriate methodologies in
the system.
8. Support evidence based policy planning and
performance management.
9. Developing strategies that will ensure a
uniform standard and methodology amongst
the various agencies producing statistics with
a view to improving comparability and timely
production of their statistical output.
10. Creating rich statistical culture in the state
45
5. Department: Development Support Coordination
S/No Functions
Mandates Fulfilled
Remarks
Pre
par
atio
n o
f D
evel
op
men
t
Pla
ns;
Pre
par
atio
n o
f th
e an
nu
al
bu
dge
t;
Man
agem
ent
of
MD
As
dat
a/in
form
atio
n (
Dat
a B
ank)
; C
oo
rdin
atio
n o
f al
l d
evel
op
men
t as
sist
ance
fro
m
bo
th b
ilate
ral a
nd
mu
ltila
tera
l
sou
rces
; C
oo
rdin
atio
n o
f M
DG
s p
roje
cts;
C
on
trib
uti
on
of
the
Min
istr
y’s
spec
ialis
atio
n in
th
e p
rep
arat
ion
s o
f P
lan
s an
d
Bu
dge
ts o
f Lo
cal
Go
vern
men
ts in
lin
e w
ith
th
e n
atio
nal
no
rms.
1. Liaison with development partners on support to the state
2. Liaison with MDAs on development assistance to the state
Shared with
the Office of
the Head of
Service.
3. Identifying potential development partners in support of the State’s development efforts
4. Coordinating MDGs related interventions by federal and State
46
5. Department: Development Support Coordination
S/No Functions
Mandates Fulfilled
Remarks
Pre
par
atio
n o
f D
evel
op
men
t
Pla
ns;
Pre
par
atio
n o
f th
e an
nu
al
bu
dge
t;
Man
agem
ent
of
MD
As
dat
a/in
form
atio
n (
Dat
a B
ank)
; C
oo
rdin
atio
n o
f al
l d
evel
op
men
t as
sist
ance
fro
m
bo
th b
ilate
ral a
nd
mu
ltila
tera
l
sou
rces
; C
oo
rdin
atio
n o
f M
DG
s p
roje
cts;
C
on
trib
uti
on
of
the
Min
istr
y’s
spec
ialis
atio
n in
th
e p
rep
arat
ion
s o
f P
lan
s an
d
Bu
dge
ts o
f Lo
cal
Go
vern
men
ts in
lin
e w
ith
th
e n
atio
nal
no
rms.
Government and development partners’ support
47
Annexure Four: Strategic Objectives / Mandate Mapping
Obj. No Strategic Objectives Mandate No Mandate Narration
1. To facilitate the articulation and
formulation of timely, evidence based and
inclusive development plans based on the
priorities of the state;
1, Preparation of Development Plans;
2, Preparation of the annual budget
3, Management of MDAs data/information (Data Bank);
6, Contribution of the Ministry’s specialisation in the preparations of Plans and Budgets of Local Governments in line with the national norms.
2. To establish and operate an autonomous
State Bureau of Statistics that supports
evidence based policy planning and
performance management;
3, Management of MDAs data/information (Data Bank);
6 Contribution of the Ministry’s specialisation in the preparations of Plans and Budgets of Local Governments in line with the national norms.
3. To facilitate the preparation of a timely,
realistic and credible budget that is
consistent with the policy plans;
1, Preparation of Development Plans;
2, Preparation of the annual budget
4, To coordinate global, regional and national initiatives for the attainment of MDGs by 2015;
48
Obj. No Strategic Objectives Mandate No Mandate Narration
5 To develop the capacity and capability of the ministry for effective economic advisory services to the government.
6, Contribution of the Ministry’s specialisation in the preparations of Plans and Budgets of Local Governments in line with the national norms.
4. To coordinate global, regional and national
initiatives for the attainment of MDGs by
2015; and
3, Management of MDAs data/information (Data Bank);
4, To coordinate global, regional and national initiatives for the attainment of MDGs by 2015;
5, To develop the capacity and capability of the ministry for effective economic advisory services to the government.
5. To develop the capacity and capability of
the ministry for effective economic
advisory services to the government.
Nil
To be requested/appealed.
49
Annexure Five: Extract of Agreed MOPB Mandates, Visions and Mission.
1.1. The Ministry of Planning and Budget came into being (initially as Ministry of
Planning & Development and later as Ministry of Economic Planning &
Development) on the basis of Kano State Gazette No.15 Vol.2 of 25 April 1968.
This was subsequently revised as Kano State Gazette No.20 Vol.9 of 23
October 1974. The table below shows details of the relevant legislation and
authorisation on the Ministry of Planning & Budget:
S/N Title of Legislation (or Circular, Authorization Documents) with Date
Summary of Stipulated Functions Regarding the Mandate/Powers of the MDA
1. Assignment of Responsibilities to Departments of Government: Kano State Gazette No.15 Vol.2 of 25 April 1968, and Revised Kano State Gazette No.20 Vol.9 of 23 October 1974 (effectively became Ministry of Planning & Budget on 29 May 2003.
i. Preparation of Development Plans;
ii. Preparation of the annual budget;
iii. Management of MDAs data/information (Data Bank);
iv. Coordination of all development assistance from both bilateral and multilateral sources;
v. Coordination of MDGs projects; and
vi. Contribution of the Ministry’s specialisation in the preparations of Plans and Budgets of Local Governments in line with the national norms.
vii. Coordinating the formulation and tracking the implementation of plans and budget
The following were given as the outline functions of the Ministry of Planning
& Budget (MoPB):
1. Preparation of Development Plans including its control, supervision and
review;
50
2. Preparation of Annual Budget;
3. Preparation of Kano State Economic Reform Programme through
Medium-Term Sectoral Strategy (MTSS) and Medium-Term Expenditure
Framework (MTEF);
4. Coordinating the implementation of Kano State Development Plan, and
the State’s Growth Agenda;
5. Assisting the Local Government Councils to develop sound plans at the
grass root level;
6. Collecting, collating, compiling, analysing and disseminating statistical
information for the state;
7. Production of Kano State Statistical Yearbooks and other statistical
publications;
8. Developing and maintaining a comprehensive socio-economic
data/information (Databank);
9. Coordination of all development assistance from both bilateral and
multilateral sources; and coordination of MDGs projects.
10. Coordinating the formulation and tracking the implementation of plans
and budget
1.2. Out of the above list of mandates, the following was identified as a mandate
that is shared with another MDA, or involved some overlaps with the
mandates of other MDAs:
1. Preparation of Annual Budget and Development Plans, including its
control, supervision and review. As autonomous and independent
entities, Local Government Councils (LGCs) are seen to also have the
above-mentioned mandate. In practice, LGCs have been seen to lack the
capacity to independently develop their Plans and Annual Budgets, and
have therefore relied on MoPB for advice and support in the preparation
of the said documents. By this, it is very clear that there is no overlap in
the mandates of the MoPB and those of the LGCs but a requirement for
MoPB to support LGCs in the fulfilment of their own mandate. It was
therefore resolved that:
The mandate of the MoPB be retained without any requirement for
revision.
51
1.3. Additional work that was done during the early phases of Corporate Planning
in the MoPB outlined the following as the agreed and adopted Vision and
Mission statements for the organisation, along with following Strategic
Objectives:
1. Vision Statement:
A world class planning institution that serves as the catalyst for
development and prosperity of Kano State
2. Mission Statement:
Support the rapid socio-economic transformation of the State by
providing economic advisory services and coordinating the formulation
and tracking the implmentation of plans and budgets
3. Strategic Objectives:
1. To facilitate the articulation and formulation of timely, evidence based
and inclusive development plans based on the priorities of the state;
2. To establish and operate an autonomous State Bureau of Statistics
that supports evidence based policy planning and performance
management;
3. To facilitate the preparation of a timely, realistic and credible budget
that is consistent with the policy plans;
4. To coordinate global, regional and national initiatives for the
attainment of MDGs by 2015; and
5. To develop the capacity and capability of the ministry for effective
socio-economic and financial advisory services to the government.
6. To develop the capacity of Planning, Research and Statistics
Departments to achieve overall development objetcives of the state.
1.4. The current Organisation Chart of the MoPB was represented as:
1. The MoPB operates with the following departments:
1. Administration and General Services
2. Planning
3. Budget
52
4. Statistics
5. Development Support Coordination
1.2. The organisational chart of the MoPB is shown below:
Figure 1: Organogram of MoPB – Jan 2012
Hon. Commissioner
Permanent Secretary
Public Relations
Internal Audit
Director Planning
Director Budget
Director Statistics
Director Dev. Support
Coordination
Director, Admin &
General Services
53
Annexure Six: List of Participants FUNCTIONAL, PROCESS AND STRUCTURAL REVIEW
FOR MINISTRY OF PLANNING AND BUDGET
9TH
TO 11, JUNE, 2013 GRAND CENTRAL HOTEL, KANO, NIGERIA
S/No. NAME DESIGNATION ORGANIZATION
1 Binta Rabiu PS OHoCS
2 Baballe Ammani Dir. Statistics MoPB
3 Rakiya Ahmed Dareji CSO MoPB
4 Dije Garba Ahmed CSO MoPB
5 Kubra Ahmad Bichi Budget MoPB
6 Umar F. Muh’d ADS MoPB
7 Yakubu A. Sabiu PPO MoPB
8 Muntari Sani CBO MoPB
9 Imam Inuwa Gwandu CDPO MoPB
10 Umaru Lawan DDP MoPB
11 Abbas I Karafe SPO MoPB
12 Yasid Shehu AS 2 MoPB
13 Gabriel Adewole Consultant SPARC
14 Hamza Mahmud PPO MoPB
15 Muhammad Ya’u DDP MoPB
16 Ali Sani Fane DD MoPB
17 Kuliya A Zubair D/SD MoPB
18 Abha A. Danjuguwa AS/SD OHoCS
19 Yusuf A Mukhtar SAS/SD OHoCS
20 Abdullahi Yahuza US/MB OHoCS
21 Salhuddeen Habib Isa US/Est. OHoCS
22 Hamisu Sule Garko US/SERVICOM OHoCS
23 Usman Bashir Maikano US/AGS OHoCS
24 Muhammad S. Sulaiman US/AGS OHoCS
25 Haruna Moh’d Yusufu IT Coordinator MoPB
26 Hussaini Baba Habu DD/Stat MoPB
27 Kamal Usman STO SPARC
28 Salisu M. Madigana SO MoPB
29 Greg Anyaegbudike Technical Coordination Manager
SPARC
54
Annexure Seven: Workshop TIME TABLE
Kano State Government Public Service Management/Reform Workstream
Ministry of Planning and Budget Functional, Structural and Process Review Workshop
Venue: Grand Central Hotel, Bompai Road, Kano,
Sunday, 9th – Tuesday 11th June, 2013
Agenda Day 1
TIME TOPIC Presenter/Facilitator
08:30 Registration of participants SPARC
09:00 Opening prayers TBA
09:05 Welcome address Permanent Secretary Special Duties, Office of Head of Service
09:30 Address by SPARC State Programme Manager, SPARC Kano
09:40 Brief history of Corporate Planning leading up to Functional Review and other reform in Kano State Public Service
Director Special Duties Office of Head of Service
09:50 Introduction of workshop programme and concept of Organisational (Functional, Structural and Process) Reviews
Gabriel Adewole/CPTT
10:30 Overview of MoPB mandate Gabriel Adewole/CPTT
11:15 Tea break All
11:30 Interactive session on analysis of Mandates, Structure and functions of MoPB
Gabriel Adewole
13:00 Prayer and Lunch All
14:00 Interactive session on analysis of Mandates, Structure and functions of MoPB (continues)
Gabriel Adewole
15:45 Presentation of programme for Day 2 Greg Anyaegbudike
16:00 Closing prayer TBA
55
Day 2
TIME TOPIC PRESENTER
09:00 Opening prayers TBA
09:05 Recap of Day 1 sessions Director AGS MoBEP
09:15 Presentation and Discussion on agreed functions of MoPB and implication for structure
Gabriel Adewole
11:15 Tea Break All
11:30 Overview of Process Review Gabriel Adewole
12:00 Process Review Gabriel Adewole/Greg Anyaegbudike
13:00 Lunch and Prayer All
14:00 Process Review (Continues) Gabriel Adewole/Greg Anyaegbudike
14:00 Closing Prayer TBA
Day 3
TIME TOPIC PRESENTER
09:00 Opening prayers TBA
09:05 Recap of Day 2 sessions Director Budget MoPB
09:15 Presentation and Discussion on the processes reviewed Gabriel Adewole
11:15 Tea Break All
11:45 Review of Structure of MoPB Technical Team/Gabriel Adewole
13:00 Lunch and Prayers All
14.00 Finalise discussion on the structure in relation to the agreed function of MoPB
Gabriel Adewole
15:00 Next Steps CPTT
15:30 Closing Remark PS MoPB
15:45 Closing Prayer TBA
56
Annexure Eight: Departmental Processes as Developed and Discusssed
NOTE: (i) Strikethrough and substitute number indicate revisions in days or activities. (ii) Highlight within narration indicates additional phrase or sentence during the discussion.
DEPARTMENT: Admin & General Services (NOTE THAT ONLY ONE OF THE FUNCTIONS WAS DISCUSSED AND REVISED FOR THIS DEPARTMENT) Function No. ----- Facilitation of Promotion, Advancement, Change of Cadre and Discipline Function: Promotion
Who By Step Activity Narration Duration (In Hours/Days)
Remarks On Performance
Remarks On Necessity Of
Process
SO 1 Collates list of Staff due for promotion and forwards to DAGS
Progressive routine necessary
SO 2 Verifies list and submits to DAGS 1 day routine necessary
DAGS 2 Verifies list and sets tentative date for Promotion interview. Forwards list to PS for consideration and approval.
1 day routine necessary
PS 3 PS approves if no issue and passes to DAGS for implementation.
1 day
DAGS 4 Invites CSC, HoS to the promotion interview. Directs SO to notify staff due for promotion. Notifies in-house committee
1 day routine necessary
57
members.
SO 5 Sends recommendations of the committee to CSC & OHCS for necessary action
2 days routine necessary
SO 5 Arranges logistics for the interview. 3 days
PS 6 If promotion of Senior Staff, Chairmans the interview 1 week (0 day) routine necessary
DAGS 7 If promotion of Junior Staff, DAGS Chairmans the interview () 0day routine necessary
SO 8 Prepares report of interview as secretary of the Committee. 1 hour (1 week) routine necessary
9 Forwards report to DAGS for vetting 1 day routine necessary
10 Under direction of DAGS/PS forwards to CSC and OHoS. 1 day routine necessary
CSC 11 If there are no issues, issues notification of promotion to candidates through the MDA.
1 month
MDA 12 Issues copy of notification attached with Congratulatory Letter to respective promoted officer
1 day
The steps here are interspaced by days and sometimes weeks.
Discipline
Discipline
DAGS 1 On receipt of a complain on a staff, directs a relevant Admin officer to assess the case
30 minutes routine necessary
Admin Officer
2 Makes preliminary assessments on the case and reports back to DAGs
1 day routine necessary
DAGS 3 DAGS considers assessment and if required direct the issuance of a query to the defaulting staff
1 hour routine necessary
DAGS 4 Upon receipt of response of the query, the DAGS seeks approval of 24 hours routine necessary
58
the Perm Sec to Sanction the staff (JNR) if it’s a SNR staff depending on the grievousness of the misconduct a Disciplinary committee may be convened
P&D Cmtee
5 The disciplinary committee will convene to deliberate and sanction based on the laid down CSR. And submit recommendations to the MDA for Implementation
1 day to a week
routine necessary
PS 6 Receives recommendation and directs AGS to Implement 1 hour routine necessary
DAGS 7 Directs SO to Implement the Disciplinary committee’s recommendations
1 hour routine necessary
Function No. ----- Staffing and Training
Who By Step Activity Narration Duration (In
Hours/Days)
Remarks On Performance
Remarks On Necessity Of
Process
Directors 1 Compile their staffing needs and submit to DAGS yearly routine necessary
DAGS 2 Forwards list to PS for onward consideration 1 day routine necessary
PS 3 Forwards list to HC for approval to process 1 hour routine necessary
HC 4. Returns to PS with approval 1 hour routine necessary
PS 5 Directs DAGS to Process 15 minutes routine necessary
DAGS 6 Incorporates list into personnel cost and forwards list to OHCS & MOPB
1 day routine necessary
Directors 7 Attend Budget Defense for approval. yearly routine necessary
OHCS 8 Forwards approved personnel Cost to CSC yearly routine necessary
CSC 9 Conducts Recruitment exercise When the need arises
necessary
59
DAGS 10 Represents Ministry in the recruitment process necessary
CSC 11 deploys new staff to the MDA who report to DAGS necessary
DAGS 12 Directs the SO to make necessary documentation 30 minutes necessary
SO 13 Directs registry to open both Secret and Open files for the Staff 30 minutes necessary
Function No. ----- Management of Finances
Who By Step Activity Narration Duration (In
Hours/Days)
Remarks On Performance
Remarks On
Necessity Of Process
PS 1 Approves the release of all finances upon concurrence of the Hon Com. 1 hour routine necessary
PS 2 Directs DAGS to release funds 30 minutes routine necessary
DAGS 3 Directs DD Accts to charge relevant vote and release 30 minutes routine necessary
DD Accts 4 Draws cheque for endorsement by signatories, 30 minutes routine necessary
DD Accts 5 Forwards cheque to Sub Treasurer for cashing 30 minutes routine necessary
ST 6 Cash check and raises a voucher for record purposes and release the monies to DD Acct.
1 hour routine necessary
Auditors 7. Collect copy of vouchers for verification 1 hour routine necessary
Function No. ----- Salary
Who By Step Activity Narration Duration (In
Hours/Days)
Remarks On Performance
Remarks On Necessity Of
Process
DD Accts 1 Receives alert from bank upon release of Salary by MOF monthly routine necessary
DD Accts 2 Raises cheque for endorsement by legal signatories 1 day routine necessary
60
DAGS/PS 3 Signs the cheque and forwards DD Accts to countersign 1 hour routine necessary
DD Accts 4 Signs cheque and directs Sub treasurer to submit to bank 1 hour routine necessary
DD Accts 5 Submits individual cheques to various banks for payment 1 day routine necessary
Department: Budget
Function No. 1: Preparation of Annual Budget
WHO BY
STEP ACTIVITY NARRATION DURATION (in hours/days)
REMARKS ON PERFORMANCE
REMARKS ON NECESSITY OF PROCESS
DB 1 Put-up Memo intimating the PS on the need to draft the Budget Call
Circular (BCC).
1 day Routine Necessary
PS 2 Endorses recommendation to the HC for approval if there is no issues. 1 day Routine Necessary
HC 3 Grant approval for the drafting of the Budget Circular 3 hours (1 day) Routine Necessary
PS 4 Instruct the DB to put-up the draft Circular for consideration. 1 day (3 hrs) Routine Necessary
DB 5 Draft the Budget Call Circular and forward it to PS for QA. 1 day Routine Necessary
PS 6 QA the draft BCC and endorse it upward to the HC for go ahead. 1 day Routine Necessary
HC 7 Approves issuance of BCC. 3 hours Routine Necessary
61
WHO BY
STEP ACTIVITY NARRATION DURATION (in hours/days)
REMARKS ON PERFORMANCE
REMARKS ON NECESSITY OF PROCESS
PS 8 Directs DB to produce necessary documents and templates. 3 hours Routine Necessary
DB 9 Produces required documents and forwards to MDAs. Directs CSO
(Bdgt.) for the production of enough BCC copies for circulation to all
MDAs. Designs Time Table for Bilateral Discussion.
3 hours (1 week) Routine Necessary
CSO
(Bdgt)
10 Produces the BCC for despatch to all MDAs and passes downward to
the Registry for despatch.
3 days Routine Necessary (May be taken
out)
Registry 11 Despatch the BCC to all MDAs 1week Routine Necessary (May be taken
out)
MDAs 12 Respond to BCC alongside submission of Budget proposals to HC’s
Office.
3 weeks Routine Necessary
PBA 13 Collate Budget proposals and distribute to various Schedule officers
(S.O)
3 weeks (1 day) Routine Necessary (Collation done
progressively)
DDB 14 Puts up reminder to all MDAs that did not respond to BCC 2 weeks (1 week) Routine Necessary (Reminder should
go at end of 2nd
week of first
memo)
S.O 15 Vets and analyses the Budget proposals submitted by MDAs 1 week Routine Necessary
DDB 16 Design time table and raises teams for Bilateral Budget Discussion for
distribution to MDAs. Raises
1 day Routine Necessary (Should run
alongside preparation of BCC
– Step 9)
17 Conduct of Bilateral Budget Discussions with MDAs. Submits report
to DB.
2 weeks Routine Necessary
62
WHO BY
STEP ACTIVITY NARRATION DURATION (in hours/days)
REMARKS ON PERFORMANCE
REMARKS ON NECESSITY OF PROCESS
DB 18 Compiles first draft Budget to State Economic Mgt Team (SEMT) for
QA
3 days Routine Necessary
SEMT 19 Vets and makes necessary adjustments on the 1st draft budget. 3 days Routine Necessary
DB 20 Amends the 1st draft for submission to EXCO through PS/HC 2 days Routine Necessary
HC 21 Forwards Draft Budget to Exco 1 day Routine Necessary
Exco 22 Deliberates the Draft Budget and makes necessary adjustments.
Returns Draft to HC for onward transmission to PS/DB
2 weeks (1 week)
DB 23 Incorporates amendments made by EXCO on the 2nd
draft. 1 week Routine Necessary
24 Produces “Assembly Copies” for submission to HE for presentation to
the House. Forwards through PS/HC
3 days Routine Necessary
HE 25 Presents the State’s proposed Budget to the KNHA for deliberation. 1 day Routine Necessary
KNHA 26 Deliberate on the Appropriation Bill and passes to HE for assent. 3 weeks (4 weeks) Routine Necessary
HE 27 If no issues, assents the Appropriation Bill into Law. Otherwise, Draft
Budget returns to HC for further amendments.
1 day Routine Necessary
152/122
63
FUNCTION NO.2: Assisting the Local Government Councils to develop sound plans at the grass root level;
WHO BY STEP ACTIVITY NARRATION DURATION (in hours/days)
REMARKS ON PERFORMANCE
REMARKS ON NECESSITY OF PROCESS
HC 1 Receives request for staff to vet the Budget Proposals submitted by
LGs from the HC for MLG along side with his staff.
1 day
2 HC submit to PS for further action 3 hours
PS 3 Directs DB to seek nomination from other relevant Dept. 1 day (3 hours)
DB 4 Directs DDB to carry out the above directives 1 day (1 hour)
DDB 5 Request, receives and collates nominations from other relevant Dept.
and drafts a letter for forwarding the nominations to DB for vetting.
3 days
DB 6 If there is no issue, DB forwards letter to MLG 1 day
DDB 7 The letter is sent to Reg. For dispatch to MLG 1 day
Nominated
Staff
8 The nominated Staff report to the MLG on the due date for vetting
the LGs Budget Proposals
4 weeks
36 days
64
DEPARTMENT: Development Support
Note: Just the process for one of the two functions developed was discussed.
Function No. 1: Coordination of all development assistance from both bilateral and multilateral sources.
WHO BY STEP ACTIVITY NARRATION DURATION (in hours/days)
REMARKS ON PERFORMANCE
REMARKS ON NECESSITY OF
PROCESS
HE 1 Sends the mail to the Honourable Commissioner notifying about a
Development Programme and requesting input/partnering.
1 day As it comes Necessary step
Hon. C 2 Forwards it to PS for advise and comment 1 day (0) Routine Necessary step
PS 3 Forwards the issue to DDSC for analysis. 1 day Routine
DDSC 4 After studying the issues, he pass it to the focal/schedule Officer for
analysis. Requests DDDSC to review document and proffer
technical advice.
1 day (0) Routine
DDDSC 5 Reviews and drafts Memo to the DDSC 3 day (5 days) Duration determined by
technicality of subject.
DDSC 6 Passes memo to the PS for vetting 1 day Routine
PS 7 Vets and if not significant issue endorses to HC for consideration.
If there are issues, returns same to DDSC for correction.
1 day Routine
65
WHO BY STEP ACTIVITY NARRATION DURATION (in hours/days)
REMARKS ON PERFORMANCE
REMARKS ON NECESSITY OF
PROCESS
HC 8 Presents the memo to the Exco for consideration and approval or
otherwise.
1 week Required
Council Sec 9 If approved, issues Council Extract to Hon. commissioner 1 week (3 days) Required
H C 10 Forward the extract to the PS to guide implementation 1 day Required Unnecessary
PS 11 Directs DDSC for implementation 1 day Required
DDSC 12 Notifies and direct MDAs /Stakeholders. Appoints Monitoring
Officers.
1 week Required
Officers 13 Monitoring the performance of the MDAs 4 weeks (not determinable)
Depends on project duration and time schedule.
DDSC 14 Produce performance report 1 week (not determinable)
Depends on project duration and time schedule.
DDSC 15 Disseminate/host and distribution of the hard copies. 3 days (not determinable)
Outreach determines duration.
Total number of days not easy to calculate
66
Function No:
1. Coordination of MDGs Conditional Grants Scheme to State and LGA track
WHO BY STEP ACTIVITY NARRATION DURATION (in hours/days)
REMARKS ON PERFORMANCE
REMARKS ON NECESSITY OF
PROCESS
DDSC 1 Issues memo notifying PS about the commencement of the MDGs
Conditional Grants Scheme projects.
1 day periodic Necessary step
PS 2 If no issue, passes memo to Hon. Commissioner 1 day Routine Necessary step
Hon. Comm 3 Forwards memo to Council for approval. 1 week Routine
Council 4 If no issues, approves. If there are issues, send it back for
clarification. If approved, returns to Hon Comm for
implementation.
1 week
Hon Comm. 5 .What does the Hon. Comm do? 1 day
PS 6 Directs the D. Stat to implement 1 day
D Stat 7 Raises team of experts for the assignment. Appoints project
coordinator for the year. Request funding for the project.
0.5 day
Project coordinator
8 Reviews templates for data collection and agrees procedure with
team members
1 week
Team members
9 Embark on field activities. Submit findings to Coordinator 1 month
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WHO BY STEP ACTIVITY NARRATION DURATION (in hours/days)
REMARKS ON PERFORMANCE
REMARKS ON NECESSITY OF
PROCESS
Coordinator 10 Convene team for data analysis etc. Submit analysed data and
reports to D Stat.
1 day
D Stat 11 Coordinate the production of Draft Publication and send for QA
with external experts.
1 week
12 Makes necessary corrections and updates. 1 day
13 Publishes Draft Report for the PS attention. 1 day
PS 14 Vets Draft report (QA) Forwards to Hon. Comm 3 days
Hon Comm 15 QA and Forward to Council for approval. 2 days
Council 16 If no issues, approves. 1 week.
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Kano State Government of Nigeria
State Partnership for Accountability, Responsiveness and Capability
(SPARC)
Ministry of Planning and Budget
Process Review
Department: Planning
Function No:
(1) Preparation of Development Plans including its control, supervision and review.
WHO BY STEP ACTIVITY NARRATION DURATION (in hours/days)
REMARKS ON PERFORMANCE
REMARKS ON NECESSITY OF PROCESS
D Planning 1 Drafts memo notifying Perm.sec on the need to seek govt clearance to
produce devt. Plan for the state.
1 day Periodically Necessary step
PS 2 If no issue, ratifies memo and passes on to Hon. Commissioner. 1 day Routine Necessary step
Hon.
Comm
3 Forwards memo to Council for approval. 1 week (2 days) Routine Necessary step
Council 4 If no issues, approves. If there are issues, send it back for
clarification. If approved, returns to Hon Comm for implementation.
1 week Routine duty Necessary step
Hon
Comm.
5 Directs PS to commence. 1 day Routine Necessary step
69
WHO BY STEP ACTIVITY NARRATION DURATION (in hours/days)
REMARKS ON PERFORMANCE
REMARKS ON NECESSITY OF PROCESS
PS 6 Instructs Director Planning to implement 1 day Routine Necessary step
D.
Planning
7 Invites stakeholders (MDAs) for round table discussion and input.
(Reducible by e-govt & direct mailing)
2 weeks (1 week) Routine duty Necessary step
DD Planning
8 Collate & compile inputs with team members (Deliberate reduction) 1 week (2 days) Routine Necessary step
Team members
9 Articulate submissions based on government priorities (More
attention, deliberate reduction)
4 weeks (2 weeks)
As required Necessary step
DD Planning
10 Forwards synthesized reports to D Planning. (the DD is himself a
member of the team)
3 day (1 day) Routine duty Necessary step
D planning
11 Vets and forwards to PS for necessary input. 3days Routine Necessary step
PS 12 Makes necessary corrections and updates draft report. Forwards to
HC.
1 week (3 days) Routine Necessary step
H.C 13 Presents Draft Report for the Council attention. 1 day Routine duty Necessary step
Exco 14 Study the draft report and approve if no issues 1 week Routine Necessary step
Hon Comm
15 If no issue, implement the reports 2 days (1 day) Routine Necessary step
Total Duration 93/52 days
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Function No: Preparation of Annual Budget; (2)
WHO BY STEP ACTIVITY NARRATION DURATION (in hours/days)
REMARKS ON PERFORMANCE
REMARKS ON NECESSITY OF PROCESS
DP / DB 1 Upon receipt of memo to the effect from D Budget, notifies PS of
activities for Budget Preparation.
1 week (1 day) Routine duty Necessary step
PS 2 If no issue, passes memo to Hon. Commissioner for notice and
comments.
2 day Routine Necessary step
Hon.
Comm
3 Forwards memo to Council for approval. 1 week (1 day) Routine Necessary step
Council 4 If no issues, approves. If there are issues, send it back for
clarification. If approved, returns to Hon Comm for implementation.
1 week Routine duty Necessary step
Hon
Comm.
5 Directs PS to issue the circular 3 day (1 day) Routine Necessary step
PS 6 Directs the DB to issue the call circular / Time table for bilateral
discussion
2 day (1 day) Routine Necessary step
D B 7 Extract the matters related to capital expenditure forward to DP
(Submission is usually slow, See note below)
1 week Routine duty Necessary step
DP 8 Direct the DDP to coordinate inputs on capital expenditures with
members of the team
1 week (2 days) Routine Necessary step
Team members
9 Analysed the data in preparation of the bilateral discussions 1 week Routine Necessary step
DDP 10 Vetting the first draft and forward it to DP 1 day Routine duty Necessary step
71
WHO BY STEP ACTIVITY NARRATION DURATION (in hours/days)
REMARKS ON PERFORMANCE
REMARKS ON NECESSITY OF PROCESS
DP 11 Submit the first draft of the report with recommendation for in house
discussion to PS
1 week Routine Necessary step
PS 12 Forward resolution of the meeting to HC 1 day Routine Necessary step
HC 13 Brief / Memo to Council 1 day Routine duty Necessary step
EXCO 14 Exco to study the draft for adjustment and blessing 3 days Routine Necessary step
Hon Comm
15 Forward the Exco draft to PS. If required, calls for update. 2 days (1day) Routine Necessary step
PS 16 Works with DB etc to update. Forwards again to HC. 1week. (1 day) Routine duty Necessary step
HC 17 Presenting the corrected version to the EXCO for Budget presentation
to KHOA
1 week (2 days) Routine Necessary step
EXCO 18 If no issue approve for presentation of the bill 1 week Routine Necessary step
KHOA 19 Deliberate and appropriate 1 month Routine duty Necessary step
Governor 20 Approved 1 week (3 days) Routine Necessary step
Duration 122/86 days
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Federal Govt processes and timing affect take-off of activities in the state. This constrains time and advance notification to the MDAs is not possible.
Department: Statistics
Function No: 1 PRODUCTION OF THE STATE STATISTICAL YEAR BOOK.
WHO BY STEP ACTIVITY NARRATION DURATION (in hours/days)
REMARKS ON PERFORMANCE
REMARKS ON NECESSITY OF
PROCESS
D Stat 1 Issue memo to HE through PS/HC notifying need to produce the
SYB for the year. Forwards memo to PS for information and
approval.
1 day Routine duty (Periodic) Necessary step
PS 2 If no issue, passes memo to Hon. Commissioner 1 week (3 days) Routine Necessary step
Hon. Comm 3 Forwards memo to Council for approval. 1 week (1 day) Routine Necessary step
Council 4 If no issues, approves. If there are issues, send it back for
clarification. If approved, returns to Hon Comm for
implementation.
2 week (1 week) Routine If there are issues it takes
longer than 1 week.
Hon Comm. 5 Directs PS to implement. 1 day Routine Necessary step
PS 6 Directs the D. Stat to commence activities 1 day Routine Necessary step
D Stat 7 Meets with relevant Officers. Appoints Project Coordinator. 1 day Routine Necessary step
73
WHO BY STEP ACTIVITY NARRATION DURATION (in hours/days)
REMARKS ON PERFORMANCE
REMARKS ON NECESSITY OF
PROCESS
Project coordinator
8 Reviews templates for data collection and agrees procedure with
team members. Raises list of field personnel. Appoints
Supervisors
1 week (2 days) Routine Necessary step
Supervisor and enumerators
9 Embark on field activities. Submit findings to Coordinator 1 month Routine Necessary step
DDS/ ADS 10 Convene team for data analysis etc. Submit analysed data and
reports to D Stat.
1 day (2 weeks) Routine Necessary step
D Stat 11 Coordinate the production of Draft Publication and send for QA
with external experts.
1 week Routine Necessary step
12 Makes necessary corrections and updates. 1 Week (3 days) Routine Necessary step
13 Publishes Draft Report for the PS attention. Request quotation from
printers etc.
1 day (1 week) Routine Necessary step
PS 14 Vets Draft report (QA) Forwards to Hon. Comm. 1 Week Routine Necessary step
Hon Comm. 15 QA and Forwards to Council for approval. 2 days Routine Necessary step
Council 16 If no issues, approves. 1 week. Routine Necessary step
Duration 102/94 days
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www.sparc-nigeria.com State Partnership for Accountability, Responsiveness and Capability (SPARC) For more information email: [email protected]