The degree to which management has developed a cohesive, practical planning structure or proper planning mechanism that sets forth the missions, goals and objectives for the organization. . Functional Management Direction The degree to which management has provided day-to-day operative direction to staff in line with responsibilities established by statutory or regulatory authority. 3. Innovative Management The degree to which management has provided creative work options to meet the dynamic needs of the work force and the innovative identified goals within current funding resources. . Work Ethics The degree to which the work ethics of operational staff has failed to meet stated goals and objectives and the relation of such ethics to the management of the organization.
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Within the scope of the current administrative structure, financial resources and planning framework, prior administrations brought forth significant improvements in the work performance of the National Government. We can all be proud of our national workforce for their inspired efforts. However, at the beginning of this Administration, it was strongly believe that many improvements in the delivery of overnmental services could be achieved through the comprehensive improvement of strategic planning mechanisms.
A 2001 review of the existing planning structure indicated that in a number of governmental entities, planning frameworks were either non-existent or too generally expressed to permit the development of clear missions, goals and objectives. This lack of cohesive goals and objectives resulted in a lack of effective day-to-day operation. Without a clear outline of the tasks required of them, many government employees had been left without a precise definition of their job responsibilities. This resulted in an uneven delivery of services throughout the government.
From 2001 through 2004, great effort was given to developing and strengthening these strategic planning mechanisms within the context of the new Performance Budgeting system. page 2-1 In addition to this clear lack of operational visions, there also existed a lack of functional management direction. In other words, even where clear goals and objectives existed, management failed to convey such goals and objectives and further failed to ensure that staff undertook to meet the stated goals and objectives.
This lack of effective management oversight has diminished the quality of service delivery to the public. Within this context, there also existed a significant lack of innovative management. This may partially stem from the failure to enunciate clear goals and objectives. With a lack of clearly defined work goals, it was difficult to imagine creative management. A prevailing management notion was that improvements to services provided were solely contingent on the receipt of additional program funding.
While this is true in some cases, in most instances, significant improvements to the level of services provided could be achieved through ogical prioritization, streamlining work procedures and improving inter-agency cooperation. This lack of innovative management also stemmed from a lack of appropriate delegation from higher management. It is difficult to be creative when a manager does not, in fact, have clearly defined management responsibilities. Without such clear responsibilities, a manager is unable to implement procedures for staff that respond to the unique needs of the operation.
Finally, the work ethics of the employees in many organizations was found to be lacking. Once again, this probably related to all of the management deficiencies ay-to-day interaction with management, and without innovative and active management involvement in solving problems, it was not surprising that many government employees had not demonstrated the work ethic expected of them. Because of these identified operational and management deficiencies, and in order to repair and enhance the efficiency of the National Government, a major emphasis was given to improving management in each of these areas.
By emphasizing improved planning, hands-on management and by providing managers with an environment that encourages innovative approaches, the efficiency of the overnment was greatly enhanced within its current funding and staffing levels. Due to the implementation of these more effective management structures, efficiencies were developed that permitted the restructuring of the government. In Executive Order No. 203, 21 Divisions and 1 Bureau were eliminated, resulting in annual savings of almost $600,000. It is imperative that the effort to strengthen management continue at every level of the government.
To accomplish this goal, further analysis is required and additional reorganization of the government structure is necessary. B. Maintenance page 2-2 In addition to the problems with management planning and implementation, there also existed no clearly enunciated maintenance program for the National Government. As the National Government continues to grow, and as demands for its resources begins to increase, maintenance requirements, if neglected, will progressively become a significant drain on the national operating budget and the operational capabilities of each government entity.
This lack of a comprehensive government-wide maintenance program has led to higher equipment replacement costs and facilities improvement requirements. It has lso led to a situation where, in many cases, no maintenance program exists at all. Much work was therefore dedicated to improving the delivery of maintenance services. This effort must be expanded and institutionalized during the next four years in order to respond to the completion of the Compact Road and the National Capital. page 2-3 Ill.