Professional

Learning Community & Network

of DGs from the Line Ministries
of Jubaland

The Power of Alignment

Nairobi, May 2022

DG Learning Network of Jubaland 1

Mandate of the Professional Learning
Network of DGs from the Line Ministries of
Jubaland

We are a platform for

sharing experiences,
building our capacities
& developing institutions
to enhance service delivery
to stabilse Jubaland

DG Learning Network of Jubaland 2

 4 Critical Success Factors

We continuously build our capacity

We are a platform for sharing experiences, Our activities are well coordinated
building our capacities
& developing institutions
to enhance service delivery
to stabilise Jubaland We have strong relationships
with our stakeholders

We set the right priorities

based on our policy frameworks

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DG Learning Network of Jubaland
Purpose of the DG Learning Community & Network

• Aligning of mandates within the various ministries, thus improved service

delivery to the public

• Remaining competitive and highly attractive for our internal & external
customers & stakeholders in the future

• Building a strong culture based on an international, cross-functional & cross-

hierarchical team spirit

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The learning network addresses 3 dimensions

Dimension 2
Our learning
network Dimension 1
My individual
learning path

Dimension 3
Building
alignment
within my
organisation

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DG Learning Network of Jubaland 6
Who is with us this time?

JUBALAND PROFESSIONAL LEARNING NETWORK 7th SESSION 9th -13th May 2022
No. Name Former Ministry Current Ministry Title
1 Zeinab Rashid Egeh Ministry of Environment & Tourism Ministry of Transport DG
2 Abdi Mahad Ahmed Ministry of Planning Ministry of Justice DG
3 Adan Farah Garane Ministry of Interior Ministry of Planning DG
4 Ayanle Hussein Minsitry of Commerce and Industry Minsitry of Disaster Management DG
5 Mohamed Hussein Ministry of Women Ministry of Health DG
Ministry of Public Works and
6 Mohamed Sheikh Ali Housing Ministry of education DG
7 Idris Mohamud Minsitry of Health Minsitry of Women DG
8 Ikran Mukhtar Ismail N/A Ministry of Finance HR director
Human rights
9 Mahdaba Abdullahi N/A Ministry of Women director
10 Habon M. Abdille N/A Civil Service Commision Deputy Commisioner

11 Sirat Ali GIZ Program Coordinator

12 Wangari Monica GIZ Snr. Advisor

Note taker: Lydia Wamwea

DG Learning Network of Jubaland 7

The Team

DG Learning Network of Jubaland

Approach
In this seventh session to be facilitated in Nairobi Stepwise Organisational Alignment conducts this meeting in an
analog format together with GIZ-technical advisors of the project. This time we decided to have a five days training
(instead having four days training and one day for individual consulting sessions).

The aim of this 5-days-workshop is to continue

• to strengthen and promote cooperation between ministries based on the mandate stated by the members of the
network

• reviewing the last six sessions and continuing finalising the members respective ministries strategy trees, including
the stretch goals, and indicators.

• focusing on the implications on change management, and its application in personal and professional situations
including this professional learning network

Also this workshop of the DG Learning Community & Network is designed to learn from experience and proven
approaches and to provide a communication platform for all participants. Good results got achieved based on collective
generative thinking and listening to each other – and of course by enjoying working together.

DG Learning Network of Jubaland 9

The Setup

DG Learning Network of Jubaland

 Agenda
Start: 09:00 am/ End: 05:00 pm

STEP Guiding Questions/ Topics

Introduction • Welcome & brief overview

• News & weather
• Invitation to dialogue
• Your expectations
Review of the last 6 sessions

• What are our topics/ cases/ concerns for the

Adjusting our joint agenda for the next 5 days
• Matching topics with formats (e.g. collegial
Finalising the members respective ministries
strategy trees, including the stretch goals, and
indicators
next 5 days based on the 3 dimensions of the
forum in regard to personal and institution
alignments (i.e. become a champion of
leadership & change, our learning community &
network and building alignment within my
organisation and its stakeholders).
consultation, best practice tips, breakout teams,
buddy walk, joint discourse, input, case study
work etc.)

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 Agenda (2)
STEP
Update of the DGs who have
developed their ministry’s mandate,
critical success factors and strategic
goals
Translating Strategy to Action
What are the implications on change
management, and its application in
personal and professional situations
(as DG, within my ministry and within
our network)?
Planning our way forward
Concluding remarks
DG Learning Network of Jubaland
Guiding Questions/ Topics
• How do I make use of my Strategy-Tree in my own
ministry and with other stakeholders?
• Did your minister have endorsed the revised mandate
and goals?
• The team will learn and start how to translate strategy
to action in order to implement the defined strategy
for the network and the line ministries (How to define
a change management strategy, prepare and guide a
change management team? How to mobilise and
accelerate the change and growth process?
• Develop a concept for a validation workshop where
developed strategies and mandates will be presented
to key stakeholders in the last session.
• Attaining sustainability to continue to exist as a
learning community after this meeting.
12
Final Agenda (Monday to Friday)

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 More inspirations
Inspirations

Chris Igwe • Chris Igwe is a Global Thought Leader. His vast

The first 100 Days: Do's and Don'ts
https://www.youtube.com/results?search_
query=first+100+days+as+a+manager+do
es
Simon Sinek
Navigate and Embrace Change
https://www.youtube.com/watch?v=pUmT
Q-86-YI
experience of over 35 years working and living in
5 major European countries has enabled him to
successfully grow, develop and lead culturally
diverse teams whether in Civil Engineering or in
Retail
• Simon Oliver Sinek (born October 9, 1973) is a
British-American author and inspirational speaker.

John P. Kotter • John P. Kotter is Harvard Business School

Leading Change Professor and renowned change expert. In this
8-step Change Model: Animated Summary video you walk through his 8-Step Change model
https://www.youtube.com/watch?v=xMhfh as it is presented in his famous book “Leading
uB2SME Change”.

DG Learning Network of Jubaland 14

Impressions

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Impressions

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Impressions

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Impressions

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Alignment Check

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What are our topics/ cases?

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Force field analysis in practice

What it is A method for listing, discussing, and dealing with forces that make possible or obstruct a change you want to make.
The forces that help you achieve the change are called driving forces, and the forces that work against the change
are called restraining forces.

What to use for ⇒ Determining if a solution / change can get needed support
⇒ Identifying obstacles to execution
⇒ Suggesting actions for reducing the strength of the obstacles

How to use Step 1

Draw a force-field-chart (a large T ).
Step 2
Write the current situation at the top centre of the chart.
Step 3
Write the desired situation at the top right of the chart.
Step 4
Write the worst situation at the top left of the chart.
Step 5
Brainstorm for driving forces (pushing towards what you want) and enter them on the left side of the chart.
Step 6
Brainstorm for restraining forces (preventing you from getting what you want) and enter them on the right side of
the chart.
Step 7
Discuss the chart and determine which factors could be altered to increase the chances of success.
Step 8
Decide whether your solution is doable. If it is, make a list of action items to alter the forces. If it isn't, develop
another solution.

DG Learning Network of Jubaland

Force-Field-Analysis (Chart)
Topic / Area of Change:____________________
Worst Situation Current Situation Desired Situation

Driving Forces Restraining Forces

DG Learning Network of Jubaland

Actionplan
Topic / Project:

Action to be taken Date to be People Method Resources Special Needs

completed responsible Needed

DG Learning Network of Jubaland

Stakeholder Analysis (1)
Input by Wangari Monica (GIZ) & Sirat Ali (GIZ)
©: GIZ, Capacity Works

A stakeholder map is produced by identifying and

visualizing the relevant actors and their relationships. It
allows first conclusions and hypotheses to be formulated
concerning the respective influence of the various actors
on the issues at stake in the project, and concerning
relationships and mutual dependencies. The map sheds
light on alliances and problematic relationships.
Discussion of the stakeholder map can be used to help
formulate strategic options and actor-specific
hypotheses.

The stakeholder map usually also exposes information

gaps and participation deficits (blank spots). It shows up
the actors and relationships between actors we know too
little or nothing at all about, where we need to obtain
further information, and which actors we must involve in
the project. The stakeholder map also corrects
premature assumptions concerning individual actors and
the relationships between them. Seen in the context of
other actors, supposedly important actors become less
significant, and apparently insignificant actors take
centre stage.

DG Learning Network of Jubaland

Stakeholder Analysis (2)
Input by Wangari Monica (GIZ) & Sirat Ali (GIZ)
©: GIZ, Capacity Works

• The term “primary stakeholders” is usually applied to those actors

who are directly affected by the project, either as designated project
beneficiaries, or because they stand to gain – or lose – power and
privilege, or because they are negatively affected by the project in
some other way, for instance if they have to be resettled.

• “Secondary stakeholders” are actors whose involvement in the

project is only indirect or temporary, as is the case for instance with
intermediary service organizations.

• Actors who are able to use their skills, knowledge or position of

power to significantly influence a project are termed “key
stakeholders”. Key stakeholders are those actors without whose
support and participation the targeted results of a project normally
cannot be achieved, or who may even be able to veto the project, in
which case they are termed “veto players”. The stronger and more
influential an actor is, the more this actor will tend to see himself or
herself as the sole actor, or may seek to speak on behalf of or
exclude other actors. In the process of negotiating participation,
actors not only position themselves through their relationship to the
issues at stake, their institutional position or their resources, but also
reveal key aspects of themselves when they influence the
participation of other actors.

DG Learning Network of Jubaland

Stakeholder Analysis: Ministry of women

DG Learning Network of Jubaland

 Ministry of Women, Family Affairs & Human Rights
Stakeholders Mapping

Civil
society

SWSC
SEDHURO HDC
CIDA
Save WRRS
IOM the
UNFPA Children
Community SWSO
Elders
Regional CARE
Leaders Women
Special UNICEF UNDP
Groups GIZ
Needs UN JUCRI
Group Women

Police
Ministry of Women, Parliament
Universities Private Family Affairs & Human Rights
Women
Media
Hospitals JSS Judiciary
Business MOYs
Groups
TVET Children MOWFAHR-FGS MOE
Centres Centres Ministry
MOPIC Of MOT
Key actors
Finance
MOW-FMS
Media KGH
Primary actors MoH
MOPWH

Private Secondary actors Government

Sector

DG Learning Network of Jubaland

Stakeholder Analysis: Input by

DG Learning Network of Jubaland

Ministry of Planning & International Cooperation (MOPIC)
Stakeholders Mapping

Civil
society

IDP’s
Community Returnees
Leaders Host Communities
CBO’s
Militia
Implementing Groups
Organization
Civil Society

Donors
CSC
FGS Ministry
Of
Office of Interior
MOPIC
the
President Parliament
Jubbaland
Media Ministry
MOPIED
of
Security
Key actors Finance
Agencies
Regional
Investors Admin
District FMS
Prima\-actors
Admin
JUCRI
Private Sector

Secondary actors
Government
Private
Sector

DG Learning Network of Jubaland

Impressions: Stakeholder Analysis

DG Learning Network of Jubaland

Strategy Trees of Line Ministries
Ministry of Commerce & Industry Ministry of Health Ministry of Finance

Ministry of Public Works & Housing Ministry of Women, Family Affairs Ministry of Interior, Federalism
& Human Rights & Reconciliation
JSS

DG Learning Network of Jubaland

Strategy Tree finalised: “Ministry of Women,
Family Affairs & Human Rights”

DG Learning Network of Jubaland

Ministry of Women And Family Affairs

To empower women socially, economically

& politically
towards gender equality as well as protect &
uphold family values & human rights for all
people in Jubaland.

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 5 Critical Success Factors

Our policies & strategies are robust

We advocate for equal treatment

for women, children
& persons with disabilities

To empower women socially, economically We have community support

& politically to uphold family values
defined in the sharia
towards gender equality
as well as protect & uphold family values
We promote international
& human rights
conventions of human rights
for all people in Jubaland.
Our information management procedures
are trusted by all our stakeholders

We have the capacity

to deliver our mandate
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DG Learning Network of Jubaland
 CSF 1: Our Policies & strategies are robust

Stretch Goals Indicators/ Measures Targets Activities

The right Policies & Strategies are Number of Policies & Strategies xyz XYZ
established successfully established

Communities adhere to our Policies > 70%

Our Communities Support our

Policies & Strategies
Positive Feedback from our > 70%
Community is High

DG Learning Network of Jubaland

CSF 2: We advocate for equal treatment for Women, Children & PWDs

Stretch Goals Indicators/ Measures Targets Activities

Number and types of Programmes

xyz XYZ
addressing Vulnerable Groups
We have strong Advocacy for
vulnerable Groups
Amount of Funding allocated for
xyz
Vulnerable Groups

Number of cases successfully

xyz
adjudicated in the court
With our Case Management we
achieve our Mandate
Feedback from clients is positive xyz

DG Learning Network of Jubaland

CSF 3: We have Community Support to upload Family Values

Stretch Goals Indicators/ Measures Targets Activities

Number of Persons reached through

xyz
Various awareness mediums

Our Community is well oriented

on issues related to Family
Values

Learning from Community Leaders

xyz
Feedback

DG Learning Network of Jubaland

CSF 4: We promote international Conventions on Human Rights

Stretch Goals Indicators/ Measures Targets Activities

No of international & regional HR
Conventions ratified & adopted xyz XYZ
Our human rights laws are
locally
in-line with international standards
Positive Review from UPR xyz

Increased reporting on human rights xyz

violations
Our stakeholders support
Application of human Rights
our commitment in applying xyz
Standards by Stakeholders
human rights standards
Feedback from Stakeholders
xyz
(Positive)

Increased Public Confidence on our

xyz
Security Agencies

Our state organs enforce our Number of Joint Human Right

human right laws
(including justice, police ...)
Programs Implemented with gvt xyz
organs
Joint Support by Government Organs
xyz
to the Ministry Agenda
DG Learning Network of Jubaland
CSF 5: Our information management procedures are trusted by all
our stakeholders
Stretch Goals Indicators/ Measures Targets Activities

A secure robust data management

All our data is secure Systems established & functional
xyz

Reports are clear verifiable & timely xyz

Quality of our reports is

Feedback from stakeholders
Appreciated by our (satisfactory)
xyz
stakeholders

Stakeholders trust & make use of

xyz
our reports

DG Learning Network of Jubaland

CSF 6: We have the capacity to deliver our mandate

Stretch Goals Indicators/ Measures Targets Activities

Timely implementation of tasks xyz XYZ

Our staff delivers according to
its ToRs Satisfactory annual performance
xyz
appraisals

% of beneficiaries who report trust

on our capacity to deliver xyz
Our beneficiaries trust our
capacity to deliver
Increase in numbers of persons xyz
seeking services

Improved coordination/ co-operation

xyz
Our beneficiaries trust our from stakeholders
capacity to deliver
% of positive feedback received xyz

DG Learning Network of Jubaland

Collegial consultation as a format for
promoting one's own effectiveness

Context My role/ situation

Desired state Assignment

DG Learning Network of Jubaland

The first 100 Days as an DG: Do's and Don'ts

DG Learning Network of Jubaland

The first 100 Days as an DG: Do's and Don'ts

Ø Meetings & consultations with team members to get individual commitments.

Ø Discuss with Civil Service Commission on low capacity of some departmental directors.

Ø Develop a strategy for resource mobilization to cover office basic needs.

Ø Develop structured fund collection use and accounting.

Ø Staff capacity development in relevant skills.

Ø Proper utilization of non-monetary resources.

Ø Initiate regular meetings with ministers and deputy as well as with directors of the department.

Ø Take stock of staff assets of the ministry.

Ø Engage with the Civil Service Commission on how to recruit female departmental directors or promote female staff in the ministry.

Ø Mapping of Stakeholders of the Ministry.

Ø Regulate the relationship with MoEFGs.

Ø Build and maintain minister’s confidence through effective, open and transparent communication and consistency.

Ø Keep informing and engaging the deputy minister and state minister

Ø Leverage the minister’s commitment to accelerate change.

Ø Conduct a Capacity Needs Assessment for the staff to identify gaps. PY: - Independent Consultants.

Ø Develop staff capacity building plan & implement as a priority.

Ø Align capacities with the matching job positions (re-shuffle) based on the findings of the CAN.

Ø Develop Admin-Finance and Logistics SOPs: Participatory and strictly adhere to the SOPs.

Ø Address rumor’s on Management style immediately.

Ø Include more women in Key Positions and in the important activities/tasks and decision-making.
DG Learning Network of Jubaland
Providing positive and constructive feedback

There is more than one kind of feedback.

Positive feedback is intended to recognise good
work and suggest where good efforts should
continue. Constructive feedback is intended to
end or change certain ways of doing things. Most
people find it is easier to give and receive
positive feedback than to give or receive
constructive feedback.

DG Learning Network of Jubaland

Providing positive and constructive feedback

1. Base feedback on goals and standards.

2. Allow employees to assess their own performance.

3. Focus on behaviour, not personality.

4. Provide immediate, specific feedback.

5. Let employees know where they stand.

6. Provide reinforcement and recognition.

7. Discuss solutions and agree on an action plan.

DG Learning Network of Jubaland

Providing positive and constructive feedback

DG Learning Network of Jubaland

Way forward

Next session: 18 – 21 July

Content
• Validation of the DG´s network
• Strategy Tree Min. of Education
• Strategy Tree Min. of Planning
• Strategy Tree Min. of Transport
• Identifying & matching DG´s
current challenges with formats
• Planning of Stakeholder Meeting
in Kismayo
• Planning of the future of the
network

DG Learning Network of Jubaland 47

Concluding Remarks

• The team thoroughly enjoyed all the sessions and

learnt extensively about being a leader.
• The team learnt many lessons and will apply them in
their respective roles.
• Appreciation for the wonderful facilitation by Frank
• Appreciation to the entire DG members who made
time to come for the workshop.
• The team appreciated GIZ for sponsoring the
workshop
• The Learning network has become more than a family
• They were all looking forward to the next and final
Learning Network in July.

DG Learning Network of Jubaland 48

Thank You!

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