Pulling Victory From Defeat - The Slovak Finance Ministry Builds A Performance System From The Bottom Up

Pulling Victory from Defeat:
The Slovak Finance Ministry Builds a

Performance System from the Bottom Up
Steven Kelly, CPT, KO Worldwide

Anna Čermáková, CPT, PhDr., KO Slovensko
www.kno.sk/EN
Session number: 4-1010

April 7, 2008
1:30 pm
Room: Jolson, 9th Floor
The Performance Improvement Conference: Enhancing Knowledge, Know-How, & Results • April 5–8, 2008 • New York City, New York
The Slovak Finance Ministry Builds
a Performance System from the Bottom Up
Initial Project Goal
• Design and implement a permanent training

system for the clients and employees of the
State Treasury of the Slovak Republic and
the employees of the Debt and Liquidity
Management
Background on the State Treasury
• Optimization of the Public Finance Management as the part of the

reforms paved the way for the accession of the SR to European
union
• Centralization of all public administration accounts into the State

Treasury
2002
Information System for the State Treasury (ISST) - HP
Clients registering (1,700)
Design of users manual, training courses – HP
Training delivery – 4,500 clients (several separate
training providers)
2004
• Project start (nov.2004): plus 1,300 clients to be registered, plus

3,000 users remained to be trained (for the first time)
Public Finance System
Ministry of Finance
STATE
BUDGET
STATE TREASURY SYSTEM DEBT
&LIQUIDITY
MANAG.
Expenditure Financial
CLIENTS Planning
Management
Spending
Units CENTRAL
Payment System Accounts BANK
State Funds Management Management
Higher
Territorial Accounting Reporting
Units
Municipalities
Payment
Public
System
Institutions Payments
Taxes/Fees
Individuals +Companies
Initial Main Deliverables
• Identification of training needs, planning training

activities and evaluation of achieving training goals
• Organizational structure and requirement for internal ST

capacities for implementation of a permanent training
system
• Strengthening training operations
• Adequate number of pilot trainings conducted
• Proposal for an information system for managing the

training process including options for relevant software
applications for the CRM department
Ministry of Finance State Treasury
Area Accounting Budgeting
IT System no system Budgeting Inform.

Inform. Information System
System of State Treasury
MoF System MoF – System Supplier

Contract no system
Supplier MoF – Training Supplier
Trainings no trainings Full outsource to Partial outsource to

System suppliers Training and System
Supplier,
Supplier, partially
conducted by ST
employees
Client Client Client Client
Project Management and Reporting Structure
Project MoF representative
Supervisory Group
ST Director MoF represent. To be appointed
ISST Task ST employee BUDGETING ACOOUNTING Core Project

Force Team
ST employee ST employee Budgeting Accounting
ST employee ST employee Task Force Task Force
ST ST ST ST ST ST ST
employee employee employee employee employee employee employee
Consulting team
Consultant Consultant Consultant
Update of the Initial Project Goals
Inception Report Issues
• Develop a shared vision of the Information systems

architecture at the MoF and place ISST in this integrated
architecture
• Ensure permanent feedback loop among MoF information

systems and the clients of these systems
• Involve all the levels of the clients’ organizations in the

training systems
Consultant vs. MoF approach
PI Needs Analysis in the State Treasury System
ST employees ISST clients
ST employees
All Selection of All
interacting
ST employees ISST clients ISST clients
with ISST clients
Organizational Country wide

Individual interviews Focus groups
survey user web survey
a Performance System from the Bottom
PI Needs Analysis in the State Treasury (internal)
Recommendations –State Treasury
• Formalize a training function within HR department
• Improve short and intermediate planning at each

department
• Improve interdepartmental project co-ordination
• Conduct development program for ST employees and

managers identified during individual interviews (job
competences and training competencies)
PI Needs Analysis in the State Treasury (external)
Recommendations –ISST clients
• Organizational and Managerial Aspects
• Operational and logistic aspects
• Informational, Instructional and Training Aspects
Reorganization/Restructuring at the MoF and

State Treasury
Re-definition of the main stakeholders in the project
MoF HR took control of training
Decentralized training management by function
Training managers fully responsible for clients’ training
Consultant vs. MoF approach
Redesign of the Organizational Structure at the MoF 1
(as the part of building permanent training system)
Secretary
Director of Head of the Head of the Heads of the Heads of
of the
the State Budgeting Accounting MOF Finance Sector
Ministry of
Treasury Department Department Departments Organizations
Finance
Director of
Human
Resources
MoF
Training
Training Training Training
Manager Training Training
Director Manager Manager
State Manager Manager
MoF Budgeting Accounting
Treasury
Professional Professional Professional Professional Professional Professional

Specialists Specialists Specialists Specialists Specialists Specialists
External Resources
Redesign of the Organizational Structure at the

MoF 2 (as the part of building permanent training
system)
• ;ew positions proposed:

Training Director
Training Manager
Professional Specialist
External Resources
• Each of the position consisted of:

Position description
Key activities
Key knowledge required
Sample outputs
Revised Deliverables
• Design of the training program for MoF/State Treasury

nominees
Target groups:
Training Managers
Heads of Departments- managers and professionals
supervising departments involved at MoF/State Treasury
client support
• Training ;eeds Analysis Tool

Software
Training of Personnel Section at MoF
• Training Administration System

Administration of training details and generating reports
Training of Personnel Section at MoF
Training Program for Clients of the Public Finance
System (Original Proposal by Consultants)
First Time Clients Already Trained Clients Man. of Client Org.
MODULE No. 1 MODULE No. 2 MODULE No. 3

Core ISST Core ISST Core ISST
Training for First Training for Training for
Time Clients Already Trained Managers of ST
Clients Client
2 HOURS 1.5 HOURS Organizations
2 HOURS
MODULE No. 4 MODULE No. 5 MODULE No. 6 MODULE No. 7

General Info. General Info. General Info. in General Info.
Essential for First Useful for Already Relation to Useful for
Time Clients Trained Clients Special Req. managers of ST
Clients
4 HOURS 4.5 HOURS 2.5 HOURS 4 HOURS
MODULE No. 8 MODULE No. 11 MODULE No.

For first Time For Already 14
Clients Trained Clients Special Req.
3 DAYS 1 DAY VARIED

3 DAYS 1 DAY VARIED

3 DAYS 1 DAY VARIED
Training Program for Clients of the Public Finance
System (Proposal by MoF)
Accounting Budgeting EU Is s ues P ublic Financial Financial Tax & Tariffs Legis lation Integrated
Are as
Finance Market S upport
Module s
IS S T Accounting Accounts
Management
Induction Cons ultations Managerial P C II.level

Tra inings
to IS S P
Des cription of New in IS S T S ys tem of Word

ST P ublic Finance
Law on S T New IS S T Functions Excel

Legis lation
IS S T Changes in IS S T
Architekture Accounting P roces s es
Budgeting Ins titutions in

IS S T P roces s
Accounting
Final Outcomes
• Client Training Responsibility at the MoF Human Resources

• Client Training Function at the Functional Departments of the
MoF SR
• Personnel of the Training Department and Personnel
Department qualified in training process and usage of training
administrations tools
• Training administration tools implemented
• Training processes defined, basic training processes
implemented
Challenges
• Delays in the implementation of the tools and processes caused
by political changes
• Further implementation steps necessary

Pulling Victory From Defeat - The Slovak Finance Ministry Builds A Performance System From The Bottom Up

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Pulling Victory From Defeat - The Slovak Finance Ministry Builds A Performance System From The Bottom Up

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Pulling Victory from Defeat:

The Slovak Finance Ministry Builds a

Steven Kelly, CPT, KO Worldwide

Session number: 4-1010

Initial Project Goal

• Design and implement a permanent training

Background on the State Treasury

• Optimization of the Public Finance Management as the part of the

• Centralization of all public administration accounts into the State

• Project start (nov.2004): plus 1,300 clients to be registered, plus

Initial Main Deliverables

• Identification of training needs, planning training

• Organizational structure and requirement for internal ST

• Strengthening training operations

• Adequate number of pilot trainings conducted

• Proposal for an information system for managing the

Ministry of Finance State Treasury

Area Accounting Budgeting

IT System no system Budgeting Inform.

MoF System MoF – System Supplier

Trainings no trainings Full outsource to Partial outsource to

Client Client Client Client

ST Director MoF represent. To be appointed

ISST Task ST employee BUDGETING ACOOUNTING Core Project

ST employee ST employee Budgeting Accounting

ST employee ST employee Task Force Task Force

Update of the Initial Project Goals

Inception Report Issues

• Develop a shared vision of the Information systems

• Ensure permanent feedback loop among MoF information

• Involve all the levels of the clients’ organizations in the

Consultant vs. MoF approach

ST employees ISST clients

Organizational Country wide

PI Needs Analysis in the State Treasury (internal)

Recommendations –State Treasury

• Formalize a training function within HR department

• Improve short and intermediate planning at each

• Improve interdepartmental project co-ordination

• Conduct development program for ST employees and

PI Needs Analysis in the State Treasury (external)

Recommendations –ISST clients

• Organizational and Managerial Aspects

• Operational and logistic aspects

• Informational, Instructional and Training Aspects

Reorganization/Restructuring at the MoF and

Re-definition of the main stakeholders in the project

MoF HR took control of training

Decentralized training management by function

Training managers fully responsible for clients’ training

Consultant vs. MoF approach

Professional Professional Professional Professional Professional Professional

Redesign of the Organizational Structure at the

• ;ew positions proposed:

• Each of the position consisted of:

• Design of the training program for MoF/State Treasury

• Training ;eeds Analysis Tool

• Training Administration System

First Time Clients Already Trained Clients Man. of Client Org.

MODULE No. 1 MODULE No. 2 MODULE No. 3

MODULE No. 4 MODULE No. 5 MODULE No. 6 MODULE No. 7

MODULE No. 8 MODULE No. 11 MODULE No.

MODULE No. 9 MODULE No. 12 MODULE No.

Steven Kelly, CPT, KO Worldwide