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Programme Period: 2009/2013
Key Results Area: “Efficient and Effective
Government Administration”- 5th Goal of the
General Framework of the Development Plan for
Kuwait 2010-2014
Atlas Award ID:
Start date: 2011
End Date: 2013
PAC Meeting Date: N/A
Management Arrangements: NEX
Government of Kuwait
United Nations Development Programme
Country: Kuwait
Project Document
Project Title: Support the State Audit Bureau to develop a performance
management framework
Expected CP Outcome(s): (1.2) Improvement of transparency and accountability at national
level.
(1.3) National strategies formulated to facilitated e-governance to
achieve development goals
Expected Outputs:
(1.2.1) Improved legal and institutional frameworks to facilitate
performance effectiveness
(1.3.1) National capacity of e-governance built
Implementing Partners: State Audit Bureau and UNDP
Responsible Parties: State Audit Bureau
Brief Description
The State Audit Bureau seeks to establish and deploy a National Performance Management Framework with
the purpose of increasing its effectiveness in monitoring performance and ensuring compliance with anti-
corruption regulations and international standards of various governmental entities in Kuwait. To that extent, it
will also seek to enhance the performance audit functions in governance, accountability and overall
performance of governmental organizations.
UNDP will support the activities required to achieve the outputs as outlined in the project document.
Total Project Budget: 2,523,500 US$
Total Allocated Resources 2,000,000 US$
General Management Support 73,500 US$
In-kind contribution: N/A
KUWAIT
الكــــويت
2
Agreed by (Implementing Partner - GSSCPD)
Dr. Adel Al Wugayan, Secretary-General, SCPD Secretary General Date:
Agreed by (Implementing Partner – UNDP)
Dr. Adam Abdelmoula, UNDP Resident Representative Date:
Agreed by (Responsible Party – Kuwait Municipality)
NAME OF SIGNATORY Date:
3
List of Acronyms and Abbreviations AWP Annual Work Plan
CO Country Office
CP Country Programme
CPAP Country Programme Action Plan
CPD Country Programme Document
GSSCPD General Secretariat of Supreme Council of Planning
HRDC Human Resource Development Center
ICT Information and Communications Technology
IEM Integrated Environmental Management
IGO Inter-Governmental Organisation
IPMS Institutional Performance Measurement System
IT Information Technology
M&E Monitoring and Evaluation
MBO Management by Objective
MDG Millennium Development Goals
MDGR Millennium Development Goals Report
MOFA Ministry of Foreign Affairs
MTR Mid-term Review
NEX National Execution
NGO Non-governmental Organisation
PBBS Performance-Based Budgeting System
PMU Performance Monitoring Unit
RBA Revised Basic Agreement
ROAR Results Oriented Annual Report
RRF Results and Resources Framework
SCPD Supreme Council for Planning and Development
SPU Strategic Planning Unit
UN United Nations
UNCT United Nations Country Team
UNDP United Nations Development Programme
4
I. SITUATION ANALYSIS
Kuwait is in a state of reform and is aspiring to achieve its national vision. The Country’s five-year National Strategic Development Plan (2010 to 2014), endorsed by its National Assembly, reflects a policy of renewal and continued growth. A paramount objective of this plan is the transformation of Kuwait into a vigorous commercial and investment-attracting financial hub where the private sector upholds a sizeable clout of the economy. In this context, the Government seeks to advance fair competition, enhance productivity, and afford a robust technological and economic infrastructure through invigorating the role and involvement of the private sector in the economy and its partnership with the public sector to yield an effective and balanced economy and advance human development. A myriad of business challenges face governments and the corporate world at large. Kuwait is no exception. The increasing need to rapidly make accurate and well-informed decisions, create alignment across the organization, focus on action and results, consistently operate and perform in an efficient and effective manner, build effective internal management and oversight practices, seek better ways to measure the health and success of the organization, and attract and retain the right staff in an increasingly competitive environment are among the challenges and dynamics facing public and private sector entities alike. The Government’s reform agenda recognizes the need for change to face the challenges necessary for success and explicitly call for the need to (1) - actively evaluate the effectiveness of the current governance, transparency, and performance of Kuwait government institutions (2) - build internal capabilities and infrastructure across various institutions and streamline the business processes while driving bottom-line growth. Specifically, the Government’s Strategic Development Plan addresses this in its fifth strategic objective of developing an effective administrative and oversight capacity within the government:
“This objective seeks to instill and develop mechanisms of proper and effective government administration that promotes sound governance, accountability and business integrity on a social and economic level and reinforces them as core elements for sustained development.”
The State Audit Bureau has effectively practiced its role as an oversight body over the entities within the
government, providing independent financial and recently performance audit of those entities. It is envisioned
that the Performance Audit function will be significantly increased and strengthened with the establishment of
a solid proven performance audit framework based on international leading practices that will allow it to more
effectively audit the performance of the various entities with the government through more emphasis on
capturing key performance indicators that will allow the monitoring of different aspects such as internal
operations, internal controls, governance, transparency, and quality of the services provided by those entities
to the wider community. This includes the entities compliance with internal anti-corruption regulations
promulgated by various transparency-promoting and regulatory bodies and ensures more alignment to the
recent signed international treaties and the Kuwait national reform agenda.
Currently, no clear Key Performance Indicators (KPI) have been developed by those entities and reported on
in a consistent and automated manner. The current process of capturing, aggregating, reviewing, and
reporting on KPIs is largely manual and a time consuming process that lacks the standards of data
governance and accuracy for reporting. Areas of improvements lie in the comprehensiveness and value of
reporting, ensuring data quality, improve process efficiency, transparency, governance, reliability and the
mechanisms to sustain those improvements.
UNDP is seeking to support the State Audit Bureau in the design and implementation of a National Performance Management Framework with the purpose of enhancing governance, accountability and the performance of governmental organizations within Kuwait and increasing the effectiveness of the State Audit Bureau in exercising it’s monitoring and control activities of the performance of the different governmental entities.
5
II. ANNUAL WORK PLAN
AWP for 2011
EXPECTED OUTPUTS
PLANNED ACTIVITIES
TIMEFRAME RESPONSIBLE
PARTY
PLANNED BUDGET
Q1 Q2 Q3 Q4 Funding
Source
Budget
Description Amount
Output 1: Improved legal and
institutional frameworks to
facilitate performance
effectiveness
Output Indicators:
1. Availability of an operational performance management and oversight function
2. Number of Government bodies adopting performance management and monitoring systems
3. Number of scorecards for
each entity and KPI
Dictionary, no. of agreed KPIs
with targets and owners, no.
of baseline dashboard
reports, no. of KPI prioritized,
and availability of a
performance management
reporting framework, and
performance management
Activity Result 1: Assess the “As-Is”
situation of Performance Management,
monitoring, and control mechanisms at the
State Audit Bureau and the selected “Pilot”
governmental sectors/entities from a
People, Process, and Technology
Perspective
Actions:
Review and understand the strategic
plans of the entities and their
capabilities
Validate the understanding of the
vision, mission, metrics, performance
indicators, etc.
Benchmark the structure, content and
intent of the plans and performance
management practices with good/best
practices and Identify any particular
gaps and/or differences in the existing
plans based on best industry practices
and propose enhancements.
√
√
Sectors’/Entities’
officials, State
Audit Bureau
officials, and
External Experts
UNDP
Contracts for Local/International consultants
US$ 250,000
6
system.
Baseline: This function is not fully
implemented at the State Audit
Bureau and the selected pilot
entities within the Government
Related CP outcome: Improved
effectiveness and efficiency of
public agencies in performing its
duties
Activity Result 2: Design a Balanced
Scorecard-Based Performance
Management Framework
√
Sectors’/Entities’
officials, State
Audit Bureau
officials, and
External Experts
UNDP
Contracts for Local/International consultants
US$ 250,000
Activity Result 3: Develop the Key
Performance Indicators (KPIs) and
Reporting Framework
Actions:
Develop KPIs and Scorecard:
Facilitate identification of KPIs and
owners
Finalize KPI definition template and
define all identified KPIs as per the
template
Facilitate the target setting process for
the KPIs by the entities
Develop baseline reporting and
performance management reporting
mechanisms (e.g. draft work cycles for
collecting data, user guides on how to
use these measures, excel BSC
dashboards for baseline values, data
validation report, and implementation
roadmap)
Prepare, produce, and finalize
performance management system and
technical requirements with
stakeholders at each selected sector
with the State Audit Bureau
√ √ Sectors’/Entities’
officials, State
Audit Bureau
officials, and
External Experts
UNDP
Contracts for Local/International consultants
US$ 350,000
7
Activity Result 4: Support the design and establishment of a National Performance Management Framework at the State Audit Bureau and selected “pilot” sectors within the Government Actions:
The definition of the mandate of
the PM function
The organization structure for the
State Audit Bureau and the three
pilot entities modified to
accommodate the new unit.
The organizational structure of the
PM function
The functional description of the
PM function, responsibilities and
job descriptions for PM function
staff
Processes and reporting lines
√
√
Sectors’/Entities’
officials, State
Audit Bureau
officials, and
External Experts
UNDP
1. Salaries for local consultants
2. Producing required reports
3. Awareness sessions
4. Training
US$ 150,000
8
Output 2: National capacity of e-
governance built
Output Indicators:
1. Number and quality of services provided electronically
2. Number of procedures and systems redesigned
Baseline: No such function is
currently available in the State
Audit Bureau. Existing skills
inadequate.
Related CP outcome: National
strategies formulated to facilitate
e-governance to achieve
development goals
Activity Result 1: Support the
implementation and operation of the new
National Performance Management
Operating Model and System at the State
Audit Bureau and Train Staff
Actions:
Provide required awareness and
orientation for State Audit Bureau
employees about performance
monitoring processes and value
Deploy the system within the state
Audit Bureau.
Prepare/Liaise with the
implementing partner to prepare
training material/schedules to train
State Audit Bureau’s personnel on
how to use the tool
Conduct training (along with the
implementing partner if applicable)
Monitor operation and report
results
√
√
State Audit
Bureau officials,
and External
Experts
- Contracts for local/International consultants
- Systems acquired/built
- Training
US$ 548,000
Monitoring & Evaluation Activities √ √ √ √ UNDP & State
Audit Bureau UNDP M&E activities US$ 10,000
General Management Support (GMS) US$ 46,740
Total (2011) US$ 1,604,740
9
AWP for 2012
EXPECTED OUTPUTS
PLANNED ACTIVITIES
TIMEFRAME RESPONSIBLE
PARTY
PLANNED BUDGET
Q1 Q2 Q3 Q4 Funding
Source
Budget
Description Amount
Output 2: National capacity of e-
governance built
Output Indicators:
1. Number and quality of services provided electronically
2.Number of procedure and systems redesigned
Baseline: No such function is
currently available in the State
Audit Bureau. Existing skills
inadequate.
Related CP outcome: National
strategies formulated to facilitate
e-governance to achieve
development goals
Activity Result 1: Support the
implementation and operation of the new
National Performance Management
Operating Model and System at the
selected pilot entities and train staff
Actions:
Provide required awareness and
orientation for the pilot entities
employees about performance
monitoring processes and value
Deploy the system within the
entities
Prepare/Liaise with the
implementing partner to prepare
training material/schedules to train
the personnel on how to use the
tool
Conduct training (along with the
implementing partner if
applicable)
√
√
√
State Audit
Bureau officials,
Entities’ officials,
and External
Experts
UNDP
Contracts for Local/International consultants
Software
US$ 760,000
10
Activity Result 2: Document lessons learned from pilot implementations of the new performance management operating model at the State Audit Bureau and the selected entities and Finalize Rollout Implementation Plan
√
State Audit
Bureau officials,
Entities’ officials,
and External
Experts
UNDP
Contracts for local/International consultants
US$ 112,000
Monitoring and Evaluation Activities √ √ √ √ UNDP & State
Audit Bureau UNDP
US$ 10,000
Project Final Assessment √ UNDP & State
Audit Bureau UNDP
US$ 10,000
General Management Support (GMS) US$ 26,760
Total (2012) US$ 918,760
Project Total US$ 2,523,500
11
III. MANAGEMENT ARRANGEMENTS
The project will be nationally executed and implemented by the State Audit Bureau and selected pilot entities
of the Kuwaiti government (namely, Education, Health, and Oil & Gas) in accordance with the UNDP NEX
guidelines. The management arrangements for this project are in line with the UNDP requirements as
reflected in the UNDP User Guide and are as follows:
A. The Project Organization Structure
The Project Board: A Project Board will be established to take executive management decisions and
to provide guidance to the Project Manager, including approval of project revisions and of the project’s
annual work plan. Project assurance reviews by this group are made at designated decision points
during the running of the project or as necessary when raised by the Project Manager. The Board
contains three roles: an Executive to chair the group, a Senior Supplier to provide guidance regarding
the technical feasibility of the project, and a Senior Beneficiary to ensure realization of project benefits
from the perspective of project beneficiaries.
The group will meet on a necessary basis and will be composed of:
o The Executive Role: State Audit Bureau, UNDP
o Senior Supplier: GSSCPD & UNDP
o Senior Beneficiaries: Government entities, State Audit Bureau, Oversight bodies
Ex officio: The Project Manager
The Project Manager will act as secretariat for the group (organization structure), being responsible
for convening the meetings, preparing the agenda, overseeing preparation of materials for
presentation to the meeting and for preparing and distributing minutes of the meetings.
Project Manager
Project Board
Senior Beneficiary
State Audit Bureau and Selected
Pilot entities of Government
Executive
UNDP, State Audit Bureau
Senior Supplier
General Secretariat of the Supreme
Council for Planning & Development,
UNDP
Project Assurance
(UNDP)
Project Support Unit
Project Organisation Structure
12
Project Assurance: This role is held by UNDP and supports the Project Board by carrying out
objective and independent project oversight and monitoring functions. This role ensures appropriate
management milestones are managed and completed.
The Project Manager is responsible for the day-to-day implementation of the project in coordination
with different stakeholders and the project's team. This includes ensuring the quality and timeliness of
all project activities and outputs and supervising the work of consultants; requesting the advancement
of project funds; preparing Quarterly and Annual Progress Reports; liaising with the Project Assurance
role, and requesting ad-hoc directions from the Project Board when required. The draft terms of
reference are attached.
Project Support Unit:
The Project Support will provide project administration and management support to the Project
Manager as required by the needs of the project or Project Manager.
B. UNDP Support to Implementation: As implementation proceeds, UNDP will provide specific services to the
implementing partner in support of delivering the expected outputs. The costs of these support services
will be charged directly to the project budget.
C. Facilities and Administration (F & A): The budget includes 3% Facilities and Administration to UNDP
defined as General Management Support (GMS).
13
IV. MONITORING FRAMEWORK AND EVALUATION
In accordance with the programming policies and procedures outlined in the UNDP User Guide, the project
will be monitored through the following:
Within the annual cycle
On a quarterly basis, a quality assessment shall record progress towards the completion of key
results, based on quality criteria and methods captured in UNDP Quality Management tables.
An Issue Log shall be activated in Atlas and updated by the Project Manager to facilitate tracking and
resolution of potential problems or requests for change.
Based on the initial Risk Analysis submitted (see annex 1), a risk log shall be activated in Atlas and
regularly updated by reviewing the external environment that may affect the project implementation.
Based on the above information recorded in Atlas, a Quarterly Progress Reports (QPR) shall be
submitted by the Project Manager to the Project Board through Project Assurance, using the standard
report format available in the Executive Snapshot.
a project Lesson-learned Log shall be activated and regularly updated to ensure on-going learning
and adaptation within the organization, and to facilitate the preparation of the Lessons-learned Report
at the end of the project
a Monitoring Schedule Plan shall be activated in Atlas and updated to track key management
actions/events
Annually
Annual Review Report. An Annual Review Report shall be prepared by the Project Manager and
shared with the Project Board and the Outcome Board. As minimum requirement, the Annual Review
Report shall consist of the Atlas standard format for the QPR covering the whole year with updated
information for each above element of the QPR as well as a summary of results achieved against pre-
defined annual targets at the output level.
Annual Project Review. Based on the above report, an annual project review shall be conducted
during the fourth quarter of the year or soon after, to assess the performance of the project and
appraise the Annual Work Plan (AWP) for the following year. In the last year, this review will be a final
assessment. This review is driven by the Project Board and may involve other stakeholders as
required. It shall focus on the extent to which progress is being made towards outputs, and that these
remain aligned to appropriate outcomes.
A Final Project Review shall be conducted during the fourth quarter of the last year of the project by
the Project Board as basis for assessing performance, contribution to related outcomes, and
determining lessons for broader application. Using the final Project Review Report, the Lessons
Learned Report and other documentation as appropriate, the Project Board should assess in this
meeting the performance and success of the project, and its contribution to related outcomes.
M&E Procedure and Resources: The project will be evaluated by independent consultants (national or
international). The timing, TOR and composition of the evaluation team will be agreed to by the Project Board.
The project budget reflects an annual allocation of $ 10,000 for the conduct of monitoring activities and an
allocation of $ 10,000 for the conduct of the final project assessment ($ 30,000 total).
14
Quality Management for Project Activity Results
OUTPUT 1: Improved legal and institutional frameworks to facilitate performance effectiveness
Activity Result 1
(Atlas Activity ID)
Assess the “As-Is” situation of Performance Management,
monitoring, and control mechanisms at the State Audit
Bureau and the selected “Pilot” governmental sectors/entities
from a People, Process, and Technology Perspective
Start Date: 1/01/2011
End Date: 31/03/2011
Purpose
To evaluate the current situation at the State Audit Bureau and contribute to the
achievement of OUTPUT 1
Description
Actions:
- Review and understand the strategic plans of the entities and their capabilities
- Validate the understanding of the vision, mission, metrics, performance indicators, etc.
- Benchmark the structure, content and intent of the plans and performance management practices with good/best practices and Identify any particular gaps and/or differences in the existing plans based on best industry practices and propose enhancements.
Quality Criteria
Quality Method
Date of Assessment
Availability of an operational
performance management and oversight
function
Progress reports on a quarterly and
annual basis.
Quarterly/Annual basis
Number of Government bodies adopting
performance management and
monitoring systems
Progress reports on a quarterly and
annual basis. Quarterly/Annual basis
OUTPUT 1: Improved legal and institutional frameworks to facilitate performance effectiveness
Activity Result 2
(Atlas Activity ID)
Design a Balanced Scorecard-Based Performance
Management Framework
Start Date: 30/06/2011
End Date: 31/09/2011
Purpose
To support the development of the Performance Management Systems thereby
contributing to the achievement of OUTPUT 1
Description
Actions:
N/A
Quality Criteria
Quality Method
Date of Assessment
Number of scorecards for each entity
and KPI Dictionary, no. of agreed KPIs
with targets and owners, no. of baseline
dashboard reports, no. of KPI
prioritized, and availability of a
performance management reporting
framework, and performance
management system
Progress reports on a quarterly and
annual basis.
Quarterly/Annual basis
OUTPUT 1: Improved legal and institutional frameworks to facilitate performance effectiveness
Activity Result 3
(Atlas Activity ID)
Develop the Key Performance Indicators (KPIs) and
Reporting Framework
Start Date: 30/09/2011
End Date: 31/12/2011
Purpose
To support the development of the Performance Management System thereby
contributing to the achievement of OUTPUT 1
15
Description
Actions:
- Develop KPIs and Scorecard
- Facilitate identification of KPIs and owners
- Finalize KPI definition template and define all identified KPIs as per the template
- Facilitate the target setting process for the KPIs by the entities
- Develop baseline reporting and performance management reporting mechanisms (e.g. draft work cycles for collecting data, user guides on how to use these measures, excel BSC dashboards for baseline values, data validation report, and implementation roadmap)
- Prepare, produce, and finalize performance management system and technical requirements with stakeholders at each selected sector with the State Audit Bureau
Quality Criteria
Quality Method
Date of Assessment
Availability of an operational
performance management and oversight
function
Progress reports on a quarterly and
annual basis.
Quarterly/Annual basis
Number of Government bodies adopting
performance management and
monitoring systems
Progress reports on a quarterly and
annual basis. Quarterly/Annual basis
Number of scorecards for each entity
and KPI Dictionary, no. of agreed KPIs
with targets and owners, no. of baseline
dashboard reports, no. of KPIs
prioritized, and availability of a
performance management reporting
framework and performance
management system
Progress reports on a quarterly and
annual basis. Quarterly/Annual basis
OUTPUT 2: National capacity of e-governance built
Activity Result 1
(Atlas Activity ID)
Support the implementation and operation of the new
National Performance Management Operating Model and
System at the State Audit Bureau and train staff
Start Date: 30/06/2011
End Date: 30/09/2012
Purpose
To support the development of the Performance Management System thereby
contributing to the achievement of OUTPUT 2
Description
Actions:
- Provide required awareness and orientation for State Audit Bureau employees about performance monitoring processes and value
- Deploy the system within the state Audit Bureau. - Prepare/Liaise with the implementing partner to prepare training material/schedules to
train State Audit Bureau’s personnel on how to use the tool - Conduct training (along with the implementing partner if applicable) - Monitor operation and report results
Quality Criteria
Quality Method
Date of Assessment
Number and quality of services provided
electronically
Progress reports on a quarterly and
annual basis.
Quarterly/Annual basis
Number of procedures and systems
redesigned
Progress reports on a quarterly and
annual basis. Quarterly/Annual basis
16
OUTPUT 2: National capacity of e-governance built
Activity Result 2
(Atlas Activity ID)
Document lessons learned from pilot implementations of the
new performance management operating model at the State
Audit Bureau and the selected entities and Finalize Rollout
Implementation Plan
Start Date: 30/09/2012
End Date: 31/12/2012
Purpose
To support the development of the Performance Management System thereby
contributing to the achievement of OUTPUT 2
Description
Actions:
N/A
Quality Criteria
Quality Method
Date of Assessment
Number and quality of services provided
electronically
Progress reports on a quarterly and
annual basis.
Quarterly/Annual basis
Number of procedures and systems
redesigned
Progress reports on a quarterly and
annual basis. Quarterly/Annual basis
17
V. LEGAL CONTEXT
This document together with the CPAP signed by the Government and UNDP which is incorporated by
reference constitute together a Project Document as referred to in the Revised Basic Agreement, signed on
13 February 1962 and all CPAP provisions apply to this document. Consistent with Article III of the Revised
Basic Agreement, the responsibility for the safety and security of the implementing partner and its personnel
and property, and of UNDP’s property in the implementing partner’s custody, rests with the implementing
partner.
The implementing partner shall:
1. Put in place an appropriate security plan and maintain the security plan, taking into account the security
situation in the country where the project is being carried;
2. Assume all risks and liabilities related to the implementing partner’s security, and the full implementation of
the security plan.
3. UNDP reserves the right to verify whether such a plan is in place, and to suggest modifications to the plan
when necessary. Failure to maintain and implement an appropriate security plan as required hereunder shall
be deemed a breach of this agreement.
4. The implementing partner agrees to undertake all reasonable efforts to ensure that none of the UNDP funds
received pursuant to the Project Document are used to provide support to individuals or entities associated
with terrorism and that the recipients of any amounts provided by UNDP hereunder do not appear on the list
maintained by the Security Council Committee established pursuant to resolution 1267 (1999). The list can be
accessed via http://www.un.org/Docs/sc/committees/1267/1267ListEng.htm. This provision must be included
in all sub-contracts or sub-agreements entered into under this Project Document.
18
VI. ANNEX 1: RISK ANALYSIS
OFFLINE RISK LOG
# Description Date
Identified
Type Impact &
Probability
Countermeasures /
Mngt response
Owner Submitted,
updated by
Last
Update
Status
Project Title: Support the State Audit Bureau to develop a
performance management framework
Award ID:
Date:
19
VII. ANNEX 2: TOR FOR PROJECT MANAGER
Job Title:
Project Manager
Duty Station:
Kuwait
Section/Unit:
Programme/Governance and Development Planning
Project Reference:
Support the State Audit Bureau to develop a performance management framework
Duration of Employment:
12 Months, with possibility of extension
Background
The State Audit Bureau has effectively practiced its role as an oversight body over the entities within the
government, providing independent financial and recently performance audit of those entities. It is envisioned
that the Performance Audit function will be significantly increased and strengthened with the establishment of
a solid proven performance audit framework based on international leading practices that will allow it to more
effectively audit the performance of the various entities with the government through more emphasis on
capturing key performance indicators that will allow the monitoring of different aspects such as internal
operations, internal controls, governance, transparency, and quality of the services provided by those entities
to the wider community. This includes the entities compliance with internal anti-corruption regulations
promulgated by various transparency-promoting and regulatory bodies and ensures more alignment to the
recent signed international treaties and the Kuwait national reform agenda.
Currently, no clear Key Performance Indicators (KPI) have been developed by those entities and reported on
in a consistent and automated manner. The current process of capturing, aggregating, reviewing, and
reporting on KPIs is largely manual and a time consuming process that lacks the standards of data
governance and accuracy for reporting. Areas of improvements lie in the comprehensiveness and value of
reporting, ensuring data quality, improve process efficiency, transparency, governance, reliability and the
mechanisms to sustain those improvements.
UNDP is seeking to support the State Audit Bureau in the design and implementation of a National Performance Management Framework with the purpose of enhancing governance, accountability and the performance of governmental organizations within Kuwait and increasing the effectiveness of the State Audit Bureau in exercising it’s monitoring and control activities of the performance of the different governmental entities.
Duties and Responsibilities:
Under the overall supervision of the UNDP Assistant Resident Representative and designated official at the
State Audit Bureau, the project manager is responsible for ensuring the project delivers the outputs as
outlined in the project document through the implementation of the project activities. The Project Manager has
the following responsibilities:
- Manage all aspects of the project including the financial, technical and human resources ensuring that
the outputs of the project are achieved on time and within the allocated budget of the annual work-
plan;
- Provide technical support to the State Audit Bureau to design, plan for, implement and monitor the
operation of a National Performance Management System.
20
- Support the design and establishment of a National Performance Management Framework at the State Audit
Bureau and selected “pilot” sectors within the Government
- Manage the development of the Balanced Scorecard-Based performance management framework
including developing KPIs and a reporting framework for the system
- Support the implementation and operation of the new National Performance Management Operating Model and
System at the selected pilot entities and train staff
- Ensure the quality and timeliness of all project activities and outputs.
- Supervise the work of the project teams/consultants;
- Manage project’s financial and administrative functions such as requesting the advancement of
project funds; preparing Quarterly and Annual Progress Reports.
Qualifications and Experience:
1. Advanced degree in Business Administration, Information Systems, Computer Science or
related discipline.
2. A minimum of 5 years proven practical experience in management of similar projects.
Experience in working with government institutions in Kuwait is an added advantage.
3. Experience in Business Process Reengineering, Training, Development/Management,
Organizational Reform and Information Technology is highly desirable.
4. Excellent management, negotiation and communication skills.
5. Strong computer skills (Word, Excel, Power Point, etc.).
6. Good command of written and spoken Arabic and English.
7. Relevant experience with UNDP and knowledge of its procedures is a plus.
8. Thorough and proven understanding of common business and project management practices.