2016 elections result in Low High Empowerment of middle managers from the staff turnover and lack early stages of the project. Staff of continued activities, reference to pre-existing commitment to the and committing strategic documents. project at policy and leadership levels Self-imposed tight Medium Medium Maintaining peer dialogue with AoG deadlines lead to leadership regarding the deadlines, providing quality of legal ongoing advice about sequencing of reforms, drafting, since baseline encouraging methodologically sound outputs, research and focus on process as well as outputs, stakeholder feedback encouraging early implementation of the are insufficiently monitoring and evaluation capacity to provide integrated corrective action. Lack of coherence Medium Medium Context monitoring as part of regular project between strategic monitoring will enable to identify such directions for PAR occurrences and flag issues to Roadmap 2020 and Participatory approach and high day-to-day decisions level of empowerment will incentivize on civil service reform coherent approach. by GoG (short-term approach leading to dispersion of efforts) Lack of investment in High Medium Regular donor coordination efforts. Context horizontal monitoring as part of regular project communication and monitoring will enable to identify such coordination by AoG, occurrences and flag issues to leading to dispersion of Participatory approach and high efforts, in particular as level of empowerment will incentivize concerns the use of coherent approach. other donor support. Evolution of regulatory Medium Medium Context monitoring; early focus of the project framework and IT tools on internal business processes, education used in the civil service and change management. preceding change in approach and business processes, leading to perpetuation of unwanted practices Stakeholder Engagement GRF has identified four crucial stakeholders responsible for different project related outputs: The Administration of Georgia (AoG) accountable for the overall successful implementation of – the national agenda including the public administration reform; Civil Service Bureau directly responsible for planning and executing civil service reform; – International Education Centre (IEC) key institution in the context of civil service reform – responsible for establishment of unified civil professional development platform; servants’ Public Service Development Agency (PSDA) an institution in charge of coordinating – efforts to create modern, user-friendly, and accessible public services government’s Data Exchange Agency (DEA) an organization in charge of fostering ICT development and – introduction of e-government in various areas on the national scale. These institutions make up the key list of stakeholders as they are in the key positions to influence successful public administration reform.
2016 elections result in staff turnover and lack of continued commitment to the project at policy and leadership levels Low High Empowerment of middle managers from the early stages of the project. Staff activities, reference to pre-existing and committing strategic documents. Self-imposed tight deadlines lead to quality of legal drafting, since baseline research and stakeholder feedback are insufficiently integrated Medium Medium Maintaining peer dialogue with AoG leadership regarding the deadlines, providing ongoing advice about sequencing of reforms, encouraging methodologically sound outputs, focus on process as well as outputs, encouraging early implementation of the monitoring and evaluation capacity to provide corrective action. Lack of coherence between strategic directions for PAR Roadmap 2020 and day-to-day decisions on civil service reform by GoG (short-term approach leading to dispersion of efforts) Medium Medium Context monitoring as part of regular project monitoring will enable to identify such occurrences and flag issues to Participatory approach and high level of empowerment will incentivize coherent approach. Lack of investment in horizontal communication and coordination by AoG, leading to dispersion of efforts, in particular as concerns the use of other donor support. High Medium Regular donor coordination efforts. Context monitoring as part of regular project monitoring will enable to identify such occurrences and flag issues to Participatory approach and high level of empowerment will incentivize coherent approach. Evolution of regulatory framework and IT tools used in the civil service preceding change in approach and business processes, leading to perpetuation of unwanted practices Medium Medium Context monitoring; early focus of the project on internal business processes, education and change management. Stakeholder Engagement GRF has identified four crucial stakeholders responsible for different project related outputs: The Administration of Georgia (AoG) – accountable for the overall successful implementation of the national agenda including the public administration reform; Civil Service Bureau – directly responsible for planning and executing civil service reform; International Education Centre (IEC) – key institution in the context of civil service reform responsible for establishment of unified civil servants’ professional development platform; Public Service Development Agency (PSDA) – an institution in charge of coordinating government’s efforts to create modern, user-friendly, and accessible public services Data Exchange Agency (DEA) – an organization in charge of fostering ICT development and introduction of e-government in various areas on the national scale. These institutions make up the key list of stakeholders as they are in the key positions to influence successful public administration reform.
Project%20Document%20-%20DFID.docx