MEPB Corporate Planning Functional Review 2011

2. MEPB Corporate PlanningFunctional Review 2011 Presented by: Sheena Matthews

3. Corporate Planning – Success to date • MEPB mandate, vision and mission amended and validated • Long term and medium term goals and objectives agreed in all Directorates • Key Performance Indicators agreed • Draft Service Charter tabled • Review of MEPB Functions completed and now tabled

4. Purpose of Functional Planning The Ministry should be structured to perform its functions and to predict its capacity to do so in stable and emergency circumstances. The Ministry should be organised in such a way that each Department is clear about: • what it is there to do; • who is responsible and accountable for what function without ambiguity and unnecessary duplications; • the quality and quantity of staff that are required, and who are appropriately deployed and motivated to perform the assigned functions;

5. Purpose of Functional Planning • the budget and resources needed to effectively support service delivery • The adequate and appropriate technology required to perform its functions.

6. MEPB Core Functions • policy planning and research; • budget and accounts; • monitoring and evaluation; • donor coordination and a Supporting Function: • finance and administration.

7. Key Findings - Policy Planning and EIU • The Policy Planning function needs to be more streamlined and research/ evidenced-based; • Policy PU and Sector SPU should merge; • EIU should continue to develop its research and macroeconomic analysis capability; • a training function would add value to policy and planning and MEPB overall

8. Key Findings - Budget • On-going work…… • Accounts and Budget Departments should profile Budgets • immediately after the State House of Assembly has passed the budget estimates. • This process should be followed by Cash Budgeting and Quarterly Capital Work Planning,

9. Key Findings - LBS • The future of the Lagos Bureau of Statistics (LBS) as an autonomous body has yet to be confirmed; it will need to be better resourced and equipped if it is to fulfil its remit as the coordinator and repository for all data for the State. • LBS needs better process documentation and operations manuals and stronger capability in data analysis and report writing for customers.

10. Key Findings - MED • MED should look again at its overall structure and change plan; articulate its functions, document processes and clarify material and skills needs. • There could be better clarity between the ways in which Departments monitor their own performance against targets and the overarching role and function of Monitoring and Evaluation Department (MED). • The role of Economic Impact Assessment Unit headed by the Senior Special Assistant needs examination as there may be further M&E duplication.

11. Key Findings - DPD • Development Partnership Department is under-developed, does not coordinate all donor budgets and does not appear to have a clear policy to guide its function or govern its relationship with partners. • There is some overlap between DPD and EPD.

12. Key Findings - FAD • Finance and Administration Department (FAD) is too reliant on centralised LASG personnel and HR processes to be responsive to MEPB’s staffing and performance needs; • Accounts Department carries out some of the supporting functions listed as belonging to FAD which raises questions about the current accuracy of Departmental resourcing.

13. Key Findings – Work Processes • In all functions, work processes could and should be better documented and this should be rectified.

14. Decisions and Actions • Full set of recommendations for each Function/Department • Structural change – merge 2 units; eliminate duplication; • Clarify boundaries between functions • Document processes working practices • Sign off the Service Charter • Revise MEPB Establishment plan • Articulate MEPB Development plan • Produce the MEPB Corporate Plan – by 31.12.11