INTRODUCTION TO POLICY, OUTREACH,

GOVERNANCE AND OVERSIGHT

A GUIDE FOR POLITICAL ORGANIZATIONS

GIFT M. DLAMINI
Table of Contents

Section 1: ............................................................................................................................................. 0

POLICY............................................................................................................................................... 0

Section 2: ............................................................................................................................................. 7

OUTREACH ....................................................................................................................................... 7

Section 3: ........................................................................................................................................... 17

GOVERNANCE ............................................................................................................................... 17

Section 4: ........................................................................................................................................... 20

OVERSIGHT .................................................................................................................................... 20

PERSONAL PROFILE ..................................................................................................................... 24

EXPERIENCE................................................................................................................................... 24

POLITICAL EXPERIENCE ............................................................................................................. 26

Section 1:

POLICY

This section….

…assists participants in understanding what policy is and why it is necessary. It also provides information

relating to the political organizations’ existence/goal/ideology to their policies. It provides an opportunity for

political organizations to develop appropriate responses to key socio-economic and political issues that they

identify.

Definition of policy

Policy is a noun. It means a course or principle of action, set of ideas or a plan of what to do in

particular situations in order to solve a problem. It needs to be agreed to officially, adopted or

even just proposed. This can be done by a government, party, business, individual or a political

party. So, it is a set of principles that guide actions and behaviour to help solve, regulate, manage

or administer an identified problem or achieve a specific goal and outcome. Naturally, these

policies must be within the confines of the law or within a particular system. When designing

policy, what must be borne in mind are these factors:

What does it aim to achieve?

How it is possible to achieve it?

How much will it cost?

How easy or difficult it is to monitor and what steps will be taken to monitor
 What changes need to be brought about and how will it be known and measured, that the

required changes have occurred?

What must be done to stick to how things should be done (compliance)?

What will be done if the things that need to be done, are not done (sanction/punishment)?

A policy is a statement of intent that outlines the goals that a political organization hopes to

achieve and the methods and principles it will use to achieve them. Normatively a good policy is

one which is aimed at benefiting the political organization’s constituency, supporters and the

society at large. In the case of a governing party, it’s set of policies gain national character and

therefore should broadly be beneficial to society as a whole.

In simple terms, a policy can be defined as the linkage between an intention to do something

good for the society, the mechanism/procedures and channels used to achieve that intention and

the resulting outcome achieved.

Policy Issue: A problem or situation which an institution or organisation takes action to solve.

Electoral Institute for Sustainable Democracy in Africa (EISA)

Policy making process (research, problem definition, consultation etc)

The policy making process entails five stages namely, initiation/research, formulation,

implementation, evaluation and review. Below is a practical guide to be followed in the policy

making process.
Figure1: Policy Making Process

policy initiation
Identifying the issues that need to
be addressed

e.g violent crime

policy review
assessing the impact of the
policy to see whether it is policy formulation
dealing with the problems it is
elaborating, analysing and
designed to solve determining the pathway to
resolve the issue.
e.g take corrective measures to e.g zero tolerance punishment, and
strengthen the policy or rehabilitation

policy evaluation
assessing the effectiveness of the policy implementation
policy and implementation
designing the specific programme
strategies
or measure in respect of the
particular issues
e.g continous assessment of the e.g social crime prevention
policy during implemenntation programmes
Ideology and its influence on policy

A strict dictionary definition refers to ideology being a set of ideas and beliefs of a group or

party.
A more extensive definition of ideology is: Any comprehensive and mutually consistent set of ideas

by which a party or any other social grouping understands the world around them. An ideology

provides some explanation of how things have come to be as they are and an indication of where they

are heading. This is a set of ideas as ideology. Constitutes the goals, expectations and actions of a

party. It is a vision, the way of looking at things and it envisages the way a political organization
Ideology
thinks theisworld
important forbe.a political organization because it determines what the political
ought to
organization stands for. Policies are the practical application of the political party’s ideology.

The ideology of a political organization is probably the most important aspect of a political

organization’s identity because it is distinguishing factor that determines the difference between

the policies of one political organization to another. All parties will claim to develop policies that

are beneficial to its members and society at large, but what actually makes political organizations

develop different policies from one another is ideology.

The ideology of a political organization is the way in which it views the world and therefore will

shape every step of the policy process illustrated in the diagram in Figure 1.

Ideology is also in a sense a vision, that is the manner in which a perfect society is envisioned. The

ideology of a political organization will determine the issues that the political organization will

identify for intervention and its ideology considerations will determine the tools it will use to

research, analyze and unpack the identified area of intervention. The political organization’s

ideology will mark the limits of the scope of the policy implementation and ultimately determine

its limits. Finally, ideology will inform the criteria on the method of assessing the success of a

policy.
Understand your own ideology

The salience of ideological considerations in the policy development cycle, makes it crucial that

a political party understands its own ideology and identity.

A political organization will need to be clear about its broad ideological framework and

then the detailed nuances of its world view and ultimate goals. This will allow a political

organization the ability to clearly develop policy so that the policy is not opposed to the broader

aims of the political organization but that rather, the policy is developed through a clear

understanding of the political organization’s ideology so that the policy contributes and promotes

to the organization’s broader aims.

Ultimately, if a political organization is very clear about its own ideology, it will have a

platform to develop productive policy and allow it to communicate its message easier to the

broader society.

Political organizations achieve clarity of ideological stances through platforms of

discussion and deliberation internally, so that members can share their ideas of what they think the

political organization stands for. This kind of process will allow the political organization to

collectively dismiss views considered as being at odds with the political entity’s ideology as well

as provide an opportunity for reflection to strengthen the members understanding of the

organization’s own ideology.

It is important to maintain the link between ideology and policy; the one cannot be separated from

the other. Ideology is what the party stands for, and policy is what the political organization wants

to achieve in line with what it stands for.

Research for policy

Research is defined as a systematic investigation or inquiry to obtain information or data.

Research can be categorized broadly into primary and secondary research.

Primary research: It refers to research that is original or research into an area that had none

before. This kind of research relies on methods like field work to produce new information on

what is being researched.

Secondary research: This tends to involve the gathering and analysis of data that was garnered

from previous research. Secondary research relies on techniques of interpreting and analyzing

rather than first-hand accounts of a given area of research.

Political organizations should make use of both forms of research in order to inform and shape

their policy formulations. First-hand ethnographic techniques provide insight into phenomena and

give a granular texture to the study. Secondary techniques allow the political organization to use

the research of others but importantly give scope for the political organization to use the research

of others but importantly give scope for organizations to reinterpret the findings of the previous

work.

What is policy research?

Policy research and analysis is a structured method of thinking about choice before deciding on a

certain course of action. The method may include the following steps:

Identify underlying values and aspirations

Understand the problem in its context

Decide what dimensions of the problem are most important

Identify course of action and their impact

Assess the likely outcomes of different courses of action

 Match the chosen course of action to underlying values and aspirations

Conducting research on particular issues that the political organization intends to address in its

policies is important. This research will provide an indication about the importance with which the

issue is regarded among the constituents and will also indicate whether something has been done

or of it needs to be changed or improved upon.

Deliverables:

Ideology Statement

Policy Statement

Think Tank/Research Team

Section 2:

OUTREACH
This section….

…provides an opportunity to discuss how a political organization establishes firm roots amongst members,

supporters and society at large. It also assists political organizations to communicate effectively with

members and supporters (promoting responsiveness and accountability) and to broaden a political

organization’s constituency base and outreach to all sectors of society.

Definition of Public Outreach

Public outreach refers to the strategies that the political organizations use to link up with members

and non-members alike. Without public outreach, a political organization will not attract voters

during the elections. More importantly political organizations need to maintain the links even

beyond the elections by ensuring regular interaction with the people. Every political organization

has a regular dealing with members of the community through its structures such as branches.

Political organization members are therefore usually permanent residents of the communities in

which their branches are located. They already have a solid connection with their community. This

connection is key because it means that their political organization’s outreach activity happens

within an environment where its members are already full members of their community. This

makes it much easier for the organization to find its place in the community.

Public outreach is a key component of a political organization’s fulfilling one of its fundamental

functions. Political organizations are formed in order to represent the interests of people who
sympathize with the ideology of the political organization. Outreach is the practical method of a

political organization communicating with its supporters and those it is meant to represent.

Public outreach for political organizations should entail two key components. Constituency

relations and political messaging. These are looked at below.

Constituency relations

What is constituency relations?

Constituency relations are the processes that denote the link and exchange that occurs from the

political organization, to those people who the political organization represents. The people the

political organization represents or in the case of other political systems, the people the elected

official represents are referred to as constituents, or the people who reside within the constituency.

The constituency refers to the group of people who inhabit the demarcated area who elect a

representative to a law-making body.

What does it entail?

Constituency relations involve communicating with constituents, learning about their concerns as

much as possible and where appropriate, helping to solve their problems. When functioning

properly, political organizations develop common ideas among a significant group in order to exert

pressure upon a political system. Thus, they help place citizen’s local concerns in a national context

and encourage active links between voters and those who represent them. By effectively and

consistently reaching out to the public through their elected officials, political organizations can

demonstrate their relevance and their ability to address citizen’s concerns. A credible record of

representing the constituency through effective work helps political organizations’ better play their

mediation and aggregation function and builds support for the party itself (NDI 2008).
Why constituency relations and who are the constituents?

Constituency relations help to create a link between citizens and their government by getting

involved in local problems, legislators can demonstrate the government’s ability to address real

issues in people’s lives and provide tangible benefits to communities they represent.

Constituency relations gives a more human face to the legislator, the legislature and political

organization. Direct contact between legislators and citizens can build public trust in the legislator

and the legislature.

Constituency relations helps mobilize citizen participation in public affairs.

Constituency relations activities provide an opportunity for the public to connect with their

government and untangle the bureaucratic maze they often face.

Constituency relations help to promote accountability to citizens and transparency in decision

making.

Who are the constituents?

1. All citizens
2. Voting population
Organizations within the constituency, including:
- religious organizations
- educational institutions
- professional organizations
- civil society organizations, in the form of NGOs or other social empowerment organizations
- sports organizations, such as soccer clubs

Satya Arinanto and Dr. Fatmawati. 2009. Handbook on Constituents Relations and Representation.

General Secretariat of the House of Representatives of the Republic of Indonesia and United Nations Development
Strategies for effective constituency relations

Effective constituency relations strategy requires the following steps:

1. Defining goals (embedded the political organization in society)

2. Establishing objectives to fit goals (keeping constituents informed, accounting to them, fostering

participation, building political support etc)

3. Determining priorities (in doing this one has to check how many constituencies will be reached,

how important is the activity to the community, how much work is involved and are resources

available and finally, to consider the negative ramifications of declining an invitation to an event)

4. Developing goal-oriented action plans

5. Evaluating the plan regularly

Communicating with the constituencies

There are a number of strategies which can be employed by political organizations in

communicating with the constituencies. The strategies may be on a one-to-one basis, one to many

or many to many. Each of these is dependent on the available resources and other factors like the

electoral system.

Figure 2: Constituency communication strategies

ways that representatives can

communicate with constituencies

one to many many to many

One-to-one
This entails communication with Here representatives visit
The one to one strategy entails constituencies as a group and jointly
constituents using mass
communicating between an deal with community issues of
communication technologies varying
individual, party or elected concern
from periodic reports, press releases,
representative and the constituents.
public meetings etc

Satya Arinanto and Dr. Fatmawati. 2009. Handbook on Constituents Relations and Representation. General Secretariat of the

House of Representatives of the Republic of Indonesia and United Nations Development

Political messaging: an important component of outreach to constituents

What is a political message?

A political message is a concise and persuasive statement about your goal that captures:

what you want to achieve?

why you want to achieve it?

how you want to achieve it?

what you want people to do to achieve it?

Because the underlying purpose of a message is to create action your message should also include

the specific action you would like to take.

A message should contain five elements:

1. Content/Ideas:

What ideas do you want to convey? What arguments will you use to persuade your audience?

2. Language:

What words will you choose to get your message across clearly and effectively? Are there words

you should or should not use?

3. Source/Messenger:

Who will the audience respond to and find credible for the message to be effectively delivered?

4. Format:

Which way(s) will you deliver your message for maximum impact? e.g., a meeting, direct

community engagement, door to door campaigns, letter, brochure, radio ad, or any other social

media platform
5. Time and Place

When is the best time to deliver the message? Is there a place to deliver your message that will

enhance its credibility or give it more political impact?

Political organization messages are used to inform the public about what the political organization

stands for and to convince people to support the organization. A political organization uses

messages to demonstrate to people that it has a vision and a plan by developing persuasive

messages. A party organization that cannot effectively communicate its vision and plan to citizens

will not be successful. Simply put, a party message is a statement of why someone should become

a party organization member or support the party.

The messages you develop must answer the questions Why? Why care? Why act? A message must

explain what is valued, what is at risk and it must align you with others who share your values and

concerns. A message should be short, simple and repeated to be heard. To be effective, a message

must be clearly state the political party’s values and align itself with the concerns of citizens.

Effective Messages

Messages derive from strategies and goals so clearly define your goals and the audiences you

want to engage.

Messages are not spin. They have a firm foundation in the issues, and require ‘buy-in’ from

all levels of the campaign.

Your messages are a road map, but you must know where you want to go.

Begin messages where people are and then take them where you want them to go.
 Use your messages as the foundation of all campaigns or projects.

Your messages should not always be delivered by you. Credibility, persuasion, etc. may

require different voices and different spokespeople.

Message development and delivery

Deliver a consistent message to an audience through a variety of channels over an extended

period of time.

Messages will not be absorbed by audiences and influence their opinions overnight. Repetition is

vital. Consistency is also crucial so do not change your message until it has been absorbed by your

audience. Deliver the same message in different ways, using different words, so it does not become

boring.

Make sure that your message is being delivered by a source that the audience finds credible.

The messenger is often as important (or sometimes more important) than the message itself. For

example, if you are trying to reach the public through the press, use a newspaper that is widely

read and well respected. If you are targeting parents, try to reach them through parent organization

or other parents.

Create a message that the audience will understand.

Use the language of the target group. Avoid technical terms or jargon. Keep them clear, simple

and easy to understand. Use words or phrases that have positive images, rather than terms that may

have negative connotations.

Developing your message: 8 rules for success

Rule 1 Have one main message with a maximum of three underlying

themes to support it.
Rule 2 All messages should support the campaigns main goals

Rule 3 Messages are not sound bites; they are the ideas you are trying to
communicate to the public. Messages are reinforced by sound
bites, phrases, statistics and anecdotes.

Rule 4 Messages don’t change frequently. For messages to have impact

they have to be repeated over and over and over again.

Rule 5 Messages can (and should) be tailored for specific audiences,

while remaining constant.
Rule 6 Consistent messages should permeate all of your communication
effort, not just contact with the media.

Rule 7 Messages must be simple. They are ideas that can be explained in
a sentence or two – if it requires a paragraph or two, keep working
to refine and simplify it.

Rule 8 Messages take time to create. Don’t rush the process.

National Democratic Institute for International Affairs. No date. Political party development program: Party training manuals 1
and 2: Available at: hhtps://www.ndi.org/files/1930_polpart_manuals_010105.pdf

Elements of an effective political speech

The following points are helpful in the construction of persuasive political speech:

Establish a rapport with the audience by demonstrating a shared concern.

State the problem in terms of how it directly affects the audience.

Support your position with evidence expressed in terms people understand.

Show you understand how things directly affect the audience.

Offer a solution to the problem and show how it directly benefits the audience.
 Conclude by offering a vision for the future and showing how your solution would

contribute to the vision.

Describe the vision and encourage the audience to participate in the process.

Using social media

Is defined as websites or computer applications that enable its users to create and share information

or participate in social-networking.

The ability to effectively use social media has been widely cited as one of the key drivers of citizen

mobilization in the Arab Spring. Since then, other social movement, protest groups and formal

political parties, have used the tool of social media to communicate and send messages. This

strategy was most effectively employed by the electoral campaign of President Obama.

Political organizations ought to master techniques of using social media to interact with their

supporters, as a platform for dialogue and ways to send key messages in the pursuit of mobilization

and getting supporters to go out and vote.

Social media allows for the free flow of communication, quickly and efficiently with

minimal cost. Using social media as a tool, is a crucial component in the arsenal of a political

organization to communicate with its members, supporters, sympathizers. Social media establishes

a platform for debate, deliberation and dialogue and establishes a medium for the rapid

transmission of messages to a large audience.

Social media in its different varieties (Facebook, Twitter, Instagram & Interactive messaging

platforms such as SMS, mixit, and WhatsApp) is increasingly becoming an important medium of

communication for young people. This means that now, political organizations have new tools to
reach a cohort that traditionally have been viewed as apathetic towards political engagement.

Social media then, not only expands the accessibility of communicating to the existing supporters,

it has the potential to allow political organizations to spread their message to a whole new

audience.

Who are my political organization’s supporters?

How do I reach them?

To identify your target supporter, consider the following:

Who is your supporter? You need to develop a profile of your supporter.

What do they care about?

Where are they located? Geographical location. Think of where a likely place would be to

hand out material.

Here are two simple questions that will help you identify the issues that are the most important

to your supporters.

1. What are the top three issues the government should deal with?

2. What do you worry about every day?

Once you have asked these two simple questions, prioritize your list and connect what government

should deal with, with what people worry about. This will tell you WHO you are targeting and

WHAT issues are important to them.

Deliverables:

Public Relations Team/Communication Task Team

Social Media Strategy

Section 3:

GOVERNANCE

Overview of Section

This section will introduce the idea of Governance and notions of Oversight and Accountability. This section will allow

participation and operationalize the concept of oversight into its constituent parts and locate oversight within broader

governance cycles. Participants will be able to understand formal oversight as a tool for both democracy (constraints

on the use of power and authority, accountability, transparency and responsiveness) and delivery/development

(supervision, direction, monitoring and evaluation). Participants will also develop a greater awareness of

formal/traditional and informal/non-traditional modes of practice in conducting oversight as well as gain exposure to

the political and social dimensions of oversight and its relationship to accountability.

▪ Define oversight and trace its roots in modern governance, democracy and service delivery.

▪ Have a clear understanding of the relationship of oversight to accountability, responsiveness and transparency.

▪ Unpack the political dimensions of oversight.

Governance refers to how a country or society operates. It is concerned with the systems and

processes used to steer society and about how decisions are made.

The different elements of Governance

Governance is the process of decision making and what influences decision making.

How decisions are implemented.

Inclusiveness of different stakeholders in a society in the process of making decisions.

How authority is exercised.

 Relationship between those who govern and those who are governed.

Regulation, administration, execution, decision making, interaction, power, authority.

Management and administration of decisions.

When talking about Governance – one always hears the terms “good governance” and

“democratic governance”. What do these mean?

“Good governance” refers to economic institutions and public sector management, including

transparency, accountability, regulatory reform, public sector skills and leadership and how these

institutions and organizations are managing and distributing the resources under their control. Most

frequently, “good governance” is a term used in reference to local government affairs, but

THE MAIN CHARACTERISTICS OF GOOD GOVERNANCE?

Good governance is accountable – Accountability is a fundamental requirement of good governance. Government has an
obligation to report, explain and be answerable for consequences of decisions it has made on behalf of the community it represents.

Good governance is transparent – People should be able to follow and understand the decision-making process. This means
that they will be able to clearly see how and why a decision was made.

Good governance follows the rule of law – This means that decisions are consistent with relevant legislation.

Good governance is responsive – Government should always try to serve the needs of the entire society while balancing
competing interests in a timely, appropriate and responsive manner.

Good governance is equitable and inclusive – A society’s well being results from all of its members feeling their interests have
been considered in decision-making processes. This means that all groups, particularly the most vulnerable, should have
opportunities to participate in the process.

Good governance is effective and efficient – Government should implement decisions and follow processes that make the best
use of the available people, resources and time to ensure the best possible results for society.

Good governance is participatory – Anyone affected by or interested in a decision should have the opportunity to participate in
the process for making that decision. This can happen in several ways – but most fundamentally information must be provided,
people asked for their opinion, and be given the opportunity to make recommendations or, in some cases, be part of actual
decision-making process.
(Adapted from the Victoria Local Government Association in Australia in its good governance guide, available “Good Governance Guide”, available at:

http://www.goodgovernance.org.au/)
increasingly over the last decade or so it has been used by International Financial Institutions in

reference to governments in general. Below are the main elements of “good governance”:

In contrast, “democratic governance” – stress emphasis on human rights, aspects of political

governance, elections, multi-party democracy, accountability and combating corruption,

independent judiciaries, security sector reform and reforms on the control of the security forces,

Just and democratic governance is understood to rest on the pillars of participation, human rights, justice, democracy,
accountability and the rule of law. A human rights-based, people-centred approach to just and democratic governance
calls for the participation of citizens, and especially the ability of the poor, marginalized and excluded to ask questions,
claim rights, make decisions and hold institutions accountable.

Peoples Action for Just and Democratic Governance Using evidence to establish Accountability-Sourcebook-MS ActionAid-Denmark

improved service delivery, transparency of government accounts, decentralization and effective

local government, civil and political rights and government responsiveness.

As we can see, both concepts refer to a wide range of quite divergent issues. The definitions of

these terms, such as they may exist, are frequently unclear, quite wide and often imprecise.

Governance is a term which everyone has agreed to widely use, but for which there is little

We define “democratic governance” as a process through which decisions are made, executed, and administered in an
open, participatory and inclusive manner. This is done through effective and functional institutions with defined mandates
for political, economic and social development to enhance the freedom and development of people in society. This is
done through the protection of political and civil liberties for all, and should be underpinned by a set of rules that are
rational, equally applied, fair and just.
-Ebrahim Fakir, 2009

agreement of on meaning. Therefore, it is used subjectively to mean many different things.

Remember also, that the term “governance”, derives from the term “government”.

Even though we tentatively provide a guiding definition here, it is preferable to focus on the

narrower and specific dimensions of accountability and oversight.

Section 4:

OVERSIGHT

Oversight is the management of an organization or institution or set of institutions – and the

individuals, structures and organs that constitute them – by overseeing, supervising, and more

colloquially, checking on the performance or operation of a person or group within the institution.

Oversight is also a system for addressing questions of potential risk in implementation and

administration of projects through establishing guidelines and regulations, or other structures and

processes.

It involves reviewing and monitoring the activities and work of those responsible for implementing

and administrating the projects. Oversight is not a subtle thing; it is about extracting a commitment

from those who are responsible for doing certain things that they will be done in the context of the

laws, and policies that prescribe how they will would be done, and done in the public interest.

Those responsible for doing them, have the responsibility to report on what is being done and if

not, why not. Oversight is both a condition and a process, in which information needs to be made

available regarding structures, administration, processes, compliance and how these have been

implemented.

The concept of oversight is related to the idea of accountability. Accountability is the extent to

which decision-making is responsive to the needs of the constituency that is meant to be

serviced/public.

It is a transparent and consultative process and has systems in place to detect and punish wrong-

doing or work that is not being done. Accountability is also both a condition and a process. As

such agencies in authority/citizens can ask serious questions and assess the degree to which those
responsible for doing something/their professional staff and officials as well as elected

representatives, are held accountable for doing what it is they are supposed to do.

Oversight has more than one meaning. These are:

1. Oversight as direction-setting

2. Oversight as supervision

3. Oversight as a part of monitoring, identifying problems, devising appropriate solutions through

prescribed interventions or by way of laws, policies, regulations or funding. This will include

evaluating any interventions suggested, and the performance of those officials responsible for

implementing them. Apart from the formal performance monitoring and evaluation system, those

who oversee (i.e.: those conducting oversight) will also need a system to monitor and evaluate

their own performance.

In political governance, those who are elected, because they hold the mandate of the people in

Representative Institutions, act in the collective interests of the people/citizens and also the

interests of the party that they represent.

Because Government has both legislative and executive powers – there must at least be a

separation of powers, and a separation of functions, between legislative functions and executive

powers. As such the body of elected representatives must oversee the executive and agencies of

the executive (line departments). Legislative and executive powers are to be separated. Legislation

is to prescribe rules and the power of execution, and the executive is usually subordinate and

accountable to the legislature.

But elected representative must themselves be accountable to both citizens/the people – as well as

their party structures.

Because they exercise powers and functions, elected representatives in the formal governance

system, act on behalf of the people and on behalf of their party, they must therefore

oversee/supervise and hold to account the appointed officials of the Executive and its agencies, to

see they implement and execute the decisions, policies, and activities and administer and keep

proper records of them. Thus, oversight can be said to be comprising of two elements:

1. The power to direct (policy oversight, decision making, providing guidance).

2. The power of review (supervision/questions).

Conceived in this way, it becomes clear that oversight is a constitutional/statutory/legal power.

Social accountability matters equally. Civil society actors and communities also impact on

oversight in various ways – through research, lobbying, law suits, petitions, protests, marches and

so forth – but they do not exercise formal oversight. Communities expect and demand

accountability which they expect elected representatives will provide through their process of

conducting oversight.

Oversight functions can be internal (managerial oversight or external

legislative/policy/regulatory/by law) oversight. Oversight is related, but it is not the same, as

‘holding to account’ (checking on performance, the punishing of wrong doing), responsiveness

(the degree to which an agency acts on the basis of the needs of people), and transparency (the

degree to which information is available and decision making is explained and justified publicly).

Through its core oversight function, parliament holds the government to account on behalf of the

people, ensuring that government policy and action are both efficient and commensurate with the

needs of the public. Parliamentary oversight is also crucial in checking excesses on the part of the

government.
As the body that represents the people, parliament is called upon to see to it that the administration

of public policy reflects and meets the people’s needs. Parliament is also called upon to ensure that

the agreed policy is properly implemented and delivered to target citizens. This is the role of

parliamentary oversight.

Deliverables:

SWALIMO Handbook

SWALIMO National executive Monitoring Strategy

SWALIMO inaugural elective conference and congress

PERSONAL PROFILE

An innovative, seasoned management professional with strong projects acumen leveraging

over 2 decades of experience of creating projects success through diversified management
approaches. I am well versed in implementing profound transformation of projects and
organizational activities, processes, competencies and models to fully leverage the changes
and opportunities of a mix of project management approaches and their accelerating impact.
I have a keen interest and understanding of Project Management best practices, Projects
Intelligence, Reporting, and Data Warehousing. Proficient in ensuring optimum allocation
and utilization of project resources. Skilled in building cross-functional teams,
demonstrating exceptional communication skills, and making critical decisions during
challenges.

EXPERIENCE

Strategic Planning

• Developing, championing, and enforcing short-term and long- term

organizational strategy.
• Strategic planning of projects growth objectives including setting up
new policies and standards.
• Selecting and implementing suitable systems to streamline all internal
operations and help optimize their strategic benefits.
• Designing systems for ease of tracking project deliverables that are
sustainable and are a point of reference.
 Project Management

• Directing planning and project management of multiple strategic initiatives

including selection and implementation of systems innovations or
replacements, infrastructure improvements, risk management, data quality
and management controls.
• Project planning, budget planning, scope of work development, team-
building, and rapid project implementation.
• Managing all programs projects and working with Project Managers on goal
attainment.
Change Management

• Creating actionable deliverables for the five change management levers:

communications plan, donor roadmap, coaching plan, training plan,
resistance management plan.
• Applying a change management process and tools to create a strategy to
support the adoption of the required changes.
• Applying a structured methodology and leading change management
activities.
• Conducting impact analyses, assessing change readiness and identifying key
stakeholders.
• Defining and measuring success metrics and monitoring change progress.

Systems Development

• Developing beneficiary service platforms as well as internal personnel

management systems.
• Implementing rigorous development and testing processes to decrease
efficiency lapses.
• Designing and leading the development and implementation of projects
intelligence solutions.
• Improving project development process, upgrading systems and establishing
consistent implementation and data quality standard.
Performance Management

• Maintaining the organization’s effectiveness and efficiency by defining,

delivering, and supporting strategic plans for implementing projects.
• Directing project research by studying organization goals, strategies and
practices.
 • Preserving data by implementing disaster recovery and back- up procedures
and information security and control structures.
• Recommending best project management strategies, policies, and procedures
by evaluating organization outcomes, identifying problems, evaluating trends,
and anticipating requirements.
Human Resource Development

• Planning the implementation of new systems and providing training to

project officers and other staff within the organization.
• Leading full talent cycle programs across the company, to include recruitment,
learning and performance management initiatives.
• Designing, developing and delivering blended training solutions for both
groups and individuals.
• Devising and implementing efficient training and development strategy to
fast-track recruitment of new employees.

POLITICAL EXPERIENCE

▪ Mafutseni Branch Executive Committee Chair : Current

▪ SWADEPA Communication Task Team Member : Current

▪ UYSG Board Member : Current

▪ SWADEPA/SDP Partnership Program Manager : 2016-2018

▪ Think Tank/ Research Team Coordinator : 2014-2018

▪ Diabetes Eswatini Board Member : 2013-2017

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