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TEGIC POLICY, RESEARCH DEVELOPMENT PROJECTS FRAMEWORK. OCTOBER 2003 CONTENTS Page INTRODUCTION 1 DEFINITIONS 1 OVERVIEW OF THE FRAMEWORK 2 DETAILS OF THE FRAMEWORK 2 4.1 Strategy for the Development of Samoa 2 4.2 Education Policies and Strategies 3 I 4.3 Corporate Planning Process 3 4.4 Annual Identification and Prioritising 3 Annual Strategic Policy and Projects Seminar 3 Seminar Report 3 Core Executive Decisions 3 Annual Management Plan 3 4.5 Development Stage 4 Policy Development and Review 4 Development Projects Proposals 4 Research 4 4.6 Coordination and Monitoring 6 Policy Register 6 Development Projects Coordination & Monitoring 7 Research Register 7 APPENDICES Flowchart of Framework Strategic Policy Development Process Research Development Process Development Projects Monitoring & Coordination Framework Strategic Policy, Research & Development Projects Framework I. INTRODUCTION This paper describes the framework used by the Ministry of Education, Sports and Culture's (MESC) system for planning, prioritising, developing and coordinating: strategic policy development; strategic policy review; research; and Development projects. 4 2. DEFINITIONS Strategic Policy Strategic policies are generally concerned with issues that are not operational. They are usually high level and to do with direction setting of the government and/or the Ministry. Some of these policies include the compulsory education policy, the bilingual policy on the use of English and Samoan languages in schools, and the proposed policy on non-formal education for Samoa, the proposed culture policy for Samoa and the proposed sports policy for sports in Samoa. Operational Policy Operational policies are usually concerned with the day to day operations of the Ministry and the schools. Examples of these policies are information technology policies, dress code for students, behaviour rules and staff working conditions. The Ministry's Policy and Procedures Manual contains information on operational policies. Development Projects Development Projects are those where MESC receives some funding from external sources. In most cases, MESC also contributes to these projects. Such projects indicate a partnership between MESC and the donor agency and in some cases other Ministries and organisations. 3 MESC Strategic Policy, Research and Developmental Projects Framework 3. OVERVIEW OF THE STRATEGIC POLICY, RESEARCH & DEVELOPMENT PROJECTS FRAMEWORK The Strategic Policy, Research & Development Projects Framework incorporates the following stages: 1. Strategy for the Development of Samoa (SDS) 2. Education Policies and Strategies (1 0 year plan) 3. 3 yearly Corporate planning process; 4. The annual identification and prioritising of strategic policy, research and projects; 5. The Development stage; and 6. Coordination and monitoring systems. The attached diagram (Appendix 1- Strategic Policy, Research and Development Projects Framework) gives an overview of the Framework. It shows the relationships between key features. As well it shows how the annual and 3 year cycles are iterative and circular; the results of implementation and review of policies, research and development projects feed into the next Corporate Plan, the annual priority setting for the next y e a ~ n d W ~ m ~ r f t a t s c r s t w t w - s ~ - projects are integrated into the planning of MESC. The stages and features of the framework are described in more details in the fojlowing section. 4. DETAILS OF THE FRAMEWORK 4.1 Strategy for the Development of Samoa (SDS 2002 - 2004) The guide to the ministry's development programme is the SDS. This document outlines the objectives of the Government of Samoa (GoS) in respect of each sector. For the education sector in particular, the SDS provides a strategic perspective of changes that the ministry should concentrate on in its development programme. The Strategic Policy, Research & Development Projects Framework includes the SDS as the main source document for its development programme 4 MESC Strategic Policy, Research and Developmental Projects Framework 4.2 Education Policies and Strategies (IOyear plan) The Strategic Policy, Research and Development Projects Framework takes into consideration the Ministry of Education Sports and Culture has a 10-year plan. This plan came into existence in 1995 under the old department, the Department of Education. This plan is incorporated and translated into two documents, Policies and Strategies. The documents represent the ministry's response to changes highlighted by the GoS. 4.3 3 Yearly Corporate Planning Process The Strategic Policy, Research & Development Projects Framework includes the 3 yearly corporate planning process as the Corporate Plan is the key high level strategic direction setting document for the MESC. The process of its development involves review of the previous plan and reflection and development of the key strategic directions, objectives and strategies for the Ministry for the next 3 years within the framework of the Government's policies, in particular the Strategy for the Development of Samoa. The objectives, strategies, activities and priorities of the 3-year Corporate Plan form of the priority setting are incorporated into the annual management plan for the Mirhstry. 4.4 The Annual Identification and Prioritising in MESC of Strategic Policy, Research and Development Projects This annual identification and prioritising process incorporates: an annual strategic policy and projects seminar; a seminar outcomes paper; decisions by Core Executive; and inclusion of priorities in the Annual Management Plan for each division Annual Strategic Policy and Projects Seminar The purpose of the annual strategic policy seminar is to provide a forum for big- picture, high-level strategic thinking by MESC Executive. It will provide time away 5 MESC Strategic Policy, Research and Developmental Projects Framework - from the day to day work to focus on where the Ministry is going. Equally important, the seminar will determine where the ministry's development should be headed. It will consider what new policies should be worked on and developed, what policies need reviewing, what research should be done over the coming year, and what new Development projects should be targeted. It will use the key planning documents for the Ministry; the Corporate Plan, the Strategy for the Development of Samoa (SDS), Education Policies and Education Strategies, as well as other inputs to ensure high level thinking. Some of the documents and working papers that could be used include research findings, analytical papers, educational statistics, outcomes from policy reviews and recommendations and outcomes from Development Projects. The seminar will be organised by Policy, Planning and Research Division, with the assistance of a small planning group to generate ideas about presentations, plan the agenda and organise the program. There will be presentations on key inputs. Presenters could include experts from - - - outside the MESC. There will be time to discuss and think strategically about what policy, research and project development really needs to be done in the upcoming year. There will be a facilitator who will ensure that the seminar focuses on strategic thinking and that the desired outcomes for the seminar are achieved. The Annual Strategic Policy and Projects Seminar should be held in January or early February. Ideally the seminar will be held away from the office and of at least two days duration. Seminar Report After the seminar, a brief will be prepared by the Policy Planning and Research Division (PPRD) for Executive that sets out the outcomes from the seminar. These outcomes would include, for the Core Executive's consideration and endorsement, the annual priorities for: strategic policy development; strategic policy review; research; and proposed Development projects. 6 MESC Strategic Policy, Research and Developmental Projects Framework The paper will include recommendations as to who within the Ministry should undertake each activity and time-lines for the completion of each activity. Core Executive Decisions Core Executive will discuss the seminar report and make the final decisions as to which are the main priorities for the up-coming year for strategic policy development and review, research and new project proposal development.. The executive will also give a timeframe for each task to start and finish if possible and indicate which Division within the Ministry will be responsible for doing the next stage of the work for each activity. Naturally not all tasks would be expected to be completed within the year. Annual Management Plan After the priorities for strategic policy development and review, research and Development project proposals are endorsed, Divisions will include the relevant activities in their annual management plan for the upcoming financial year. Hence it is important that the Seminar is held each year. 4.5 Development Stage development, policy review, research and new project proposal development. This section provides a broad outline of each of the processes involved in each of these. Policy Development and Review The strategic policy development process involves a number of stages including consultation. Some policies are more complex and will require a longer time to develop. Appendix 2 - Strategic Policy Development Process provides a flowchart and descriptions setting out the stages in the policy development process. Each policy should be reviewed regularly to ensure it continues to be relevant and effective and that it is achieving the outcomes it was intended for. There should be a cycle of policy review and the list of policies to be reviewed will come out of the Annual Strategic Policy, Research and Development Projects Seminar. (See Section 4.2). 7 MESC Strategic Policy, Research and Developmental Projects Framework When the policy is completed, depending on the nature of the policy, endorsement is required from the Core Executive, the Chief Executive Officer (CEO) or the Minister where appropriate. In future, when policies are endorsed they will be added to the policy register, which is described in Section 4.4 below. Research In this stage, a research brief will be developed. The issues will be clarified, information collected and analysed and the research conducted. Papers will be presented to Executive on the findings of the research. Depending on the timing and the nature of the research findings, the outcomes could be presented to the next annual strategic seminar. The Core Executive or the CEO may decide that action is required on the research findings. They would then allocate activities to be performed to particular Divisions. It may be that the research finding shows that a new policy should be developed, an existing policy should be reviewed or changed or a new development project be drawn up. A p p G W R e s e a r c h Developmen€WcESS provides a flowchart and a -- - description of the process. New Development Project Proposal Development Once the Core Executive has decided that a particular Development project is needed, even if a donor has not yet been found, a Project Identification Brief (PIB) is completed. The PPRD is responsible for developing and writing of the PIB whilst the relevant division(s) the information required for writing the PIB to the PPRD. Once a PIB is signed by the CEO and subsequently endorsed by the Cabinet Development Committee (CDC), a donor for such project is sought by the Ministry of Finance through the coordinating role of its Aid Division. 4.6 Coordination and Monitoring systems The Strategic Policy, Research and Development Projects Framework also includes systems for the coordination and monitoring of policy development and review, research and Development projects. They are: 8 MESC Strategic Policy, Research and Developmental Projects Framework Appendix 4 contains a detailed description and flowchart of the Development Projects Monitoring and Co-ordination System. Research Register A Research register will be maintained by PPRD for the Ministry. It will be available on the server for access by Ministry staff. Updating of the Research Register is the responsibility of the Principal Education Officer - Research & Policy Analysis. The Research Register will contain research-in-progress as well as completed research. It will record the research projects carried out by the Ministry and summary information about each research including purpose, manager of the research, recommendations and who is responsible for implementation. This register will also record relevant research approved by the Ministry but carried out by other organisations and departments. It will assist in information sharing and research across the Ministry and in decision making about priorities for action including policy development and new project 10 MESC Strategic Policy, Research and Developmental Projects Framework APPENDICES 11 MESC Strategic Policy, Research and Developmental Projects Framework .- APPENDIX 2 STRATEGIC POLICY DEVELOPMENT PROCESS 1. INTRODUCTION Strategic Policy Development is a continuous or iterative process. It is a dynamic and an ongoing process of several key components. Ideally, once a policy is developed and implemented it is reviewed and the outcomes of the review are fed into future policy development. The nature and scope of the policy being developed will influence how much. importance is placed on each of the components of the process. 2. KEY COMPONENTS The following is an introductory explanation of the key components. Issues Iden tification Issue identification involves understanding the issue, problem or concern that is commanding a policy response. These issues form the policy agenda. The following need to be considered: 9 identify drivers for policy change; > review competing values, ideologies and beliefs; 9 identify stakeholders and assess role of interests and map out the networks; and 9 conduct a policy audit - i.e find out what other policies are in place that will affect the new policy being developed. Policy Analysis Policy analysis involves designing, determining and considering options and solutions and the consequences, implications or impacts of taking particular policy actions. Policy developers need to: 13 MESC Strategic Policy, Research and Developmental Projects Framework P scope the issues through research on information or literature on the policy issues; > develop processes for consultation; P appreciate the historical elements; P relate issue to government's goal; P consider departmental interests; > consider policy instruments; P identify options; and > consider and assess the consequences and the advantages and disadvantages of potential policy solutions or options. Discussion Paper A discussion paper is developed to help in the consultation process. The development of the paper involves researching, thinking, talking and writing. The key stakeholders can be consulted in the development of the paper. Consultation Consultation provides for participation in policy making. This is through identifying and liasing with individuals or groups with an interest in an issue.. Consultation needs to occur through out the policy development process. There can also be a formal consultation phase. The nature, timing and scope of consultation depend on the iss\\uelpolicy. Consultation takes time, money and planning. Different consultation methods can be used for different stakeholders. The key questions that need to be answered is; Who is affected by the issue and in what way? Policy Advice This stage of the process involves: > finalising the policy and > providing it to the decision makers The results of the consultation are used to finalise the option that is to be presented to the decision makers as the draft policy. Of course the decision makers may want to 14 MESC Strategic Policy, Research and Developmental Projects Framework -- change the draft policy before endorsing it, in which case the policy developer would normally be required to amend the draft and forward it again the decision maker. Decision Making Decision-makers need to be assisted to make decisions. They need a brief to accompany the draft policy. The brief should include: 9 background - purpose, how policy was developed, stakeholders, consultation etc summary of policy possible implementation planning arrangements including timing likely budget implications issues with comments recommendations Evaluation and Review This is monitoring the effectiveness and consequences of the policy to consider how it is operating and whether it is achieving the desired results. Evaluation of policy seeks to relate and assess the connections between actual policies and changes in the areas they are supposed to be influencing. 15 MESC Strategic Policy, Research and Developmental Projects Framework Attachment 1 to Appendix 3 RESEARCH DEVELOPMENT PROCESS 1. INTRODUCTION This paper which includes a flow-chart as attachment outlines a process for the conducting of research in the Ministry of Education, Sports and Culture (MESC). It is applicable to anyone within the Ministry who conducts research. 2. KEY COMPONENTS The following is an introductory explanation of the key components. Research Priority to Executive for Endorsement The priorities from the Annual Strategic Policy Research and Development Projects Seminar will be presented to the Core Executive for endorsement and should spell out who to implement and time-lines for the activities to be conducted. Research included in Annual Management Plans Once Core Executive has the endorsed research proposal, the division nominated by the' Core Executive to conduct the research will be required to include it in their annual management plan for the financial year. Research Brief Developed In this stage, the Division who is to conduct the research will develop a research brief for the Executive's approval. A proforma that can be used to complete the brief is attached. The Principal Education Officer - Research and Policy Analysis is available to advise and work with Divisions in completing the brief. In this brief, it should include the following information; 17 MESC Strategic Policy, Research and Developmental Projects Framework title of the research a description/summary of the project brief the relationship between the Ministry and the research what outcomes the projects desires to achieve indicate why the research project is required in the context of the Ministry priorities, corporate or strategic plans and government policy indicate methods to be used for conducting the research time frames monitoring process resources indicate how the project outcomes will be reviewed. Decide what form the evaluation will take, who will undertake it and who will be responsible for implementing the review recommendations. Executive Endorsement of Research Brief -- - - p p Core Executive will consider the brief, possibly suggest changes, then endorse the brief for work to start. \\ Research Conducted The issues will be clarified, information collected and analysed and the research conducted. The Principal Education Officer - Information Analysis may be required to provide data for the research and to assist with the analysis. Research Findings Presented to Executive A paper will be presented to Executive on the findings of the research. The paper should highlight issues and include recommendations to assist Executive in making decision as to what action should be taken on the findings. Depending on the timing and the nature of the research findings, the outcomes could be presented to the next annual strategic seminar. 18 MESC Strategic Policy, Research and Developmental Projects Framework .- The Core Executive or the CEO may decide that action is required on the research findings. They would then allocate activities to be performed to particular Divisions. it may be that the research finding show that a new policy should be developed, an existing policy should be reviewed or changed or a new development project be drawn up. Research Register Policy Planning & Research Division will maintain a register of research for the MESC. It will record the research projects carried out by the Ministry and summary information about each research including purpose, manager of the research, research findings, recommendations and who is responsible for implementation. This register will also record research approved by the Ministry but carried out by other organisations and departments. Updating of the Research Register is the responsibility of the Principal Education Officer - Research & Policy Analysis, PPRD. 19 MESC Strategic Policy, Research and Developmental Projects Framework Attachment 3 to Appendix 3 Samoa Ministry of Education, Sports and Culture WORK BRIEF PROFORMA This proforma is used before work has started on a particular task, such as the undertaking of particular piece of research or the development of a policy. The brief sets out clearly the purpose and background to the task and the specific steps that will be undertaken in conducting the work. It provides a mechanism for regular monitoring of the progress of the work. It is not necessary to use all the headings on the Proforma; some may not be relevant to the task Title Provide a title, which reflects the task's desired outcomes, possibly, a main title and a descriptive subtitle, for example Improving Communication links - Strategies for MESC managers. Task description Provide a succinct overview of: (a summary of the the nature of the task, for example review, policy task brief) development, research its scoDe. Outcomes State the task's desired outcomes in point form. Outcomes may be products such as publications, new policy guidelines, tender documents, delivery of professional development programs or other measurable changes. Context and issues lndicate why the task is required. (A summary of why Discuss the task in the context of Government and the task is needed, MESC policy, in particular the Strategy for the the background, Development of Samoa, the MESC Corporate Plan and views of the other priorities. stakeholders, identification of the Provide a brief background to the task. ldentify the major key players, and links issues the task will deal with or impact on, including: with other relevant the highly sensitive tasks). issues of particular public interest. Note: It is important to keep language neutral and avoid prejudging issues. ldentify other tasks or activities which will have an impact on the task. Terms of reference State the terms of reference, which the task is to address. Note: Not all tasks require terms of reference. Method lndicate activities proposed for the conduct of the task, (What will be done, the nature and extent of which should reflect the task how it will be done, scope, its terms of reference, desired outcomes and how the information products to be delivered. will be gathered and managed) MESC Strategic Policy, Research and Developmental Projects Framework This section can be combined with the Timeframe' section below, in which case the time required for each stage of the method would be indicated and the dates that deliverables are due. Activities could include questionnaires, focus groups, literature searches, research, office-wide consultation, - system-wide consultation, site visits etc. The task manager Name the task manager. External consultant State the consultancy specifications and list the services specification and and resources, which will be provided by a consultant. responsibilities For example: decide if the consultant is to: (Use this section only undertake the overall task, including all research and if an external preparation of correspondence to be forwarded under consultant is to be the signature of a MESC manager used to undertake all be dependent on the MESC providing extensive or part of the task) administrative sumort. The reference group If a reference group or steering committee is required, or steering propose the composition of the body and indicate the committee MESC Division or person who will nominate who is to be on the group. Time frames Propose commencement and completion dates. Prepare a schedule, which indicates time-lines for completion of task deliverables and outcomes, for example data collection, analysis, draft report, final report etc. Monitoring and lndicate how the task will be continuously monitored to successive ensure that quality products are developed and time-lines approval and budgets observed. Identify: milestones which will be the subject of approval and which will trigger initiation of further stages success indicators against each outcomes of the task Risk Assess the level of risk involved in not undertaking the task. For example: loss of market share; failure to implement new government policy; and failure to achieve required savings etc. Risk can be assessed as high, medium or low. Management must then decide if the level of risk is acceptable or if strategies are to be put in place to reduce the risk. Resources lndicate the resources (human and financial) required to (This section of the complete the task. For example, does the task require task brief is for travel expenses, personal expenses, venue hire and internal use only and catering, consultancy costs printing and design costs, or should not be staff salaries? Identify the funding source(s). provided to external consultants) MESC Strategic Policy, Research and Developmental Projects Framework Communication lndicate if the task's products and desired outcomes will strategy be regularly promoted through the course of the task, (How products and and by what method. lndicate when the products will be desired outcomes will available, who will prepare them, who will receive copies be publicised) of publications and how they will be delivered. lndicate if events such as a launch will be held to promote the products. Handover and The whole task needs to be envisaged when drawing up implementation the task brief. This includes thinking about how the strategy outcomes of the task will be managed. (How it will happen, Details of implementation may often be decided after the when it will happen task has been completed, however in some cases it can and who will do it) be woked out before the task has started. In those cases, state the MESC Division or organisation best able to implement the outcomes and check that they are represented on a steering committee, reference group etc. lndicate when change will become effective and whether there will be a staged introduction or a phasing- in period. lndicate if resources are required to assist implementation and, if so, the nature of those resources and how thev will be funded. Review lndicate how the task outcomes will be reviewed. Decide what form the evaluation will take. who will undertake it. Endorsed by: Date: 1 1 23 MESC Strategic Policy, Research and Developmental Projects Framework Appendix 4 DEVELOPMENT PROJECTS COORDINATION & MONITORING Framework 1. INTRODUCTION This paper describes the Ministry of Education, Sports and Culture's (MESC) system for Coordination and Monitoring of Development Projects. 2. DEFINITION AND SCOPE OF DEVELOPMENT PROJECTS Development Projects are those where the MESC receives some funding from external sources. MESC also contributes to these projects by providing counterpart staff, administrative support and office facilities. Such projects indicate a partnership between the MESC and a donor agency and in some cases other Ministries and organisations. There are two types of Development projects: Class 1 Projects are those funded by external organisations where the MESC is the main recipient. Current projects that are Class I include the Institutional Strengthening Programme (ISP), Education Sector Project (ESP), Primary Education Material Project II (PEMP II), Augmenting Institutions for General Attainment (AIGA) and Samoa Secondary Education Curriculum and Resource Project (SSECRP); and ' Class 2 Projects are those funded by external organizations where the MESC is involved as a partner recipient. In most of these development projects, the ministry plays a coordinating role on behalf of the government schools. Current projects that are Class 2 include Health Promoting Schools (HPS), Peace Corp Scholarships, Coastal Sustainable Improvement (CSI) and School Based Assessment (SBA). 3. OVERVIEW OF THE FRAMEWORK The MESC system for the coordination and monitoring of Development projects has eight key features: 1 The Projects Coordination Unit (PCU) within the Policy, Planning and Research Division (PPRD), MESC with responsibility for the coordination and monitoring of Development projects; 24 MESC Strategic Policy, Research and Developmental Projects Framework A Key Contact Person from each Development project; A Project Information Storage Bank maintained by PCU; Regular Liaison and Communication between the PCU and the key contact for each project; Analysis and Report Generation undertaken by PCU; Regular Reports to MESC Chief Executive Officer (CEO) and the MESC Core Executive, as appropriate and the Cabinet Development Committee (CDC); Project Identification Briefs MESC Core Executive; and An Annual Strategic Policy, Research and Development Projects Seminar. The flow chart attached as Appendix 1, indicates the relationship between these key features. Thus, it shows the overall flow and processing of information and the relationships between the functions and the parties involved. 4. KEY FEATURES OF THE DEVELOPMENT PROJECTS COORDINATION AND MONITORING FRAMEWORK Each of the key features of the Development Projects Coordination and Monitoring 4.1. ' Projects Coordination Unit (PCU) The PCU is part of PPRD. The PEO-Projects Coordination is responsible directly to the Assistant CEO of PPRD. The primary objectives of this unit are to coordinate and monitor development projects and coordinate priority setting for development projects for the MESC. Hence, it strives to promote maximum benefit for the Ministry in respect of its development program. The PCU ensures that effective and regular communication happens between the MESC and the development projects. The PCU is responsible for writing and submitting a Quarterly Development Progress Report reporting to the MESC Core Executive on progress of the overall development programme of the ministry. Hence, this strategic report highlights to the MESC Core Executive any issues relating to overlap and synergies between projects. 25 MESC Strategic Policy, Research and Developmental Projects Framework The PCU is responsible for generating the necessary reports from MESC to the CDC. This includes reporting back on issues or actions suggested by the CDC. The PCU, PPRD develops reports and as appropriate in consultation with the key contact persons of all Development projects, provides the draft reports to the MESC CEO for endorsement and forwarding to CDC. 4.2. Key Contact for each Development Project Each Development project is required to nominate a key contact person for the project. The role of the key contact person is to be the primary point of contact between the PCU and the project, to support the PCU in obtaining reports from the project and in analysing issues and linkages between projects. The key contact person would not necessarily be the Project Manager of a Development project although it could be. The key contact person should be the person on the project staff doing the coordination and monitoring of the project. There will be regular formal and informal meetings between the PCU and the key - - p e r s o r m o ~ c h Devetopment project. I he key contact person is responsible for providing reports as required to PCU in a timely manner. Th'e key contact person is responsible for ensuring that PCU is invited to all Projects Coordination Committee (PCC) Meetings and receives all documentation. The key contact person is responsible for providing the PCU with an up to date priority list of sub-projects and activities from its project at the beginning of every financial year. The PCU, as appropriate, will liaise with the key contact in generating reports and briefs to the MESC Core Executive and CDC, including follow up reports to issues raised by the MESC Core Executive and CDC. 4.3. Project Information Storage Bank This is a storage bank of all information about every Development project. The system will be vital in the monitoring of the progress of each Development project and MESC's overall development program. 26 MESC Strategic Policy, Research and Developmental Projects Framework The types of project information stored in this system for each project will include general information such as the description of project, cost estimate, the donor agency, the MESC1s Divisions involved and the key contact person details for each project. It will also contain all the reports provided by the project and the papers and reports generated by PCU about the project. There will be a report checklist for each Development project. The checklist will be used to monitor when reports are received from each project and when reports and papers are generated by PCU and forwarded to MESC Executive and CDC. A sample of the checklist is attached as Appendix 2. The Project Information Storage Bank will be used to generate reports to MESC Core Executive including the six monthly Projects progress reports. Hardcopies of all reports will also be kept by PCU in its filing system. 4.4. Regular Liaison and Communication between PCU and the Key Contact for each Project Df'l I I w u from each project. As well, there will a meeting held six monthly of all key contacts and the PCU. These meetings will be information sharing and will discuss links, overlaps, synergies and possible issues. The PCU will give information on timelines and details required for reports. This includes providing information about decisions for MESC1s Core Executive and CDC meetings as appropriate. The MESC Core Executive will receive progress and issues reports from PCU, PPRD. It will as appropriate, make decisions about actions arising from these reports. The PCU is also responsible for submitting a Quarterly Report on the overall progress of the ministry's development programme. Here, the PCU will strategically highlight links, overlaps, synergies and possible issues for further consideration by the Core 27 MESC Strategic Policy, Research and Developmental Projects Framework - Executive. The PCU is also required to submit to the Core Executive an updated Development Projects Register every six months. 4.7 Project ldentification Briefs (PIBs) Once the Core Executive approves a project, it then directs the PCU to develop and write the Project ldentification Brief (PIB) for it. It is the responsibility of the division(s) whose project has been approved to submit all the required information to the PCU for the writing of the PIB. The PCU submits the PIB to the CEO for signing before it is submitted electronically to the CDC Secretariat. 4.6 Analysis and Report Generation Function The PCU will generate progress reports for projects under Class 1 based on information received from each Development project. These reports will be forwarded to MESC CEO and as appropriate to CDC. The PCU will analyse information from projects and meetings. It will develop reports in respect of any overlaps, synergies, links between Development projects and any issues and submit them to the MESC Core Executive. The PCU will generate draft reports for forwarding by MESC CEO to CDC on - progress and issues raised by CDC. 4.7 Reports to MESC Executive and Cabinet Development Committee (CDC) \\ MESC Executive The reports that will be generated by PCU for the MESC Core Executive include quarterly Projects Progress Report and at least a six-monthly reports on any overlaps, links and issues arising out of the implementation of all projects. Cabinet Development Committee The reports that will be forwarded to the CDC include progress reports on individual Class 1 Development projects. These reports will be endorsed by the MESC CEO before they are submitted electronically to CDC. Hardcopy reports will also be submitted by PCU to CDC. 28 MESC Strategic Policy, Research and Developmental Projects Framework 4.8 MESC Executive and Chief Executive Officer The MESC Core Executive will receive progress and issues reports from PCU, PPRD and will, as appropriate, make decisions about actions arising from these reports. The MESC Core Executive will provide input to draft reports for CDC generated by PCU. The MESC CEO is responsible for endorsing all reports before they go to CDC. The MESC CEO is responsible for advising the PCU of any issues arising or tasks undertaken upon receiving reports of the CDC Meetings. This will enable PCU to generate responses to the issues, for consideration by the CEO prior to submission to CDC. 4.9 Annual Strategic Policy, Research and Development Projects Seminar The MESC will conduct an annual strategic policy, research and Development projects seminar. The primary purpose of this seminar is to develop priorities for strategic policy development and review, research and new Development projects. The seminar will provide a forum for big picture, high level strategic thinking by MESC's Core Executive. Strategy for Development of Samoa, Education Policies and Education Strategies, as well as other inputs to ensure high level thinking. Some of the documents and working papers that could be used include research findings, analytical papers, educational statistics, outcomes from policy reviews and recommendations and outcomes from Development projects. The seminar will be organised by the PPRD. The outcome of the seminar will include a report to MESC's Core Executive for endorsement that includes priorities for new projects to be developed into project proposals and Project Identification Briefs. 29 MESC Strategic Policy, Research and Developmental Projects Framework Attachment 2 to Appendix 4 Development Project Check List Year: Name of Project: Type of Project Main Contact Person: In-coming Due I Date I File Address ~ e ~ o r t s f k l e received Monthly 1 January 1 2 Februarv I I I 3 March 4 h r i l Quarterly 5 March 31 6 Tune 30 7 September 30 8 December 31 Six Monthly June 31 December 31 Mid Term Review 9 Project Completion R e ~ o r t Out-going Reports1 Sent to: Date sent: File Title Address 31 MESC Strategic Policy, Research and Developmental Projects Framework
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