Use links below to explore each section of the Management Plan
President Tommy E. Remengesau, Jr. adopted the Management
Action Plan (MAP) in February 21, 2001 to serve as the strategic
roadmap for the reform of the Executive Branch of the Government
during his four-year term in office.
On the broadest level, the MAP is intended to serve as
a guide to the Executive Branch in its efforts to work closely
and positively with the Legislative Branch, the Judicial
Branch and all other independent governmental entities.
More specifically, the MAP establishes a cogent diagram
of the future governmental actions necessary to restructure
the governmental institutions of the Republic of Palau in
order to ensure a strong and vibrant social and economic
growth through the next generation.
In order to accomplish these goals, the MAP Sets forth
both short-term and long-term strategic recommendations
that were developed through the review and analysis of a
number of National Planning Documents and through a comprehensive
process of governmental management and employee interviews.
Recognizing the need to efficiently and effectively implement
these recommendations over the course of his term, the President
established various completion dates for project completion.
Completion dates were initially set at 100 days, six months,
one year, two years and three years.
The Inter-Agency Coordinating Group (IACG) was developed
by Presidential Directive to monitor the progress of these
projects. The IACG is composed of seven high-level Executive
Branch officials and managers.
The MAP is a 'living document' that will be revised frequently
to improve, on an ongoing basis, all governmental entities
that are mandated to provide for the health, safety and
welfare of the People of Palau. It is based upon a number
of 'Guiding Principles', and includes the following broad
goals:
· To incorporate traditional values into the decision
making process;
· To establish institutions and policies for Palau
that will guide it toward achieving economic sustainability;
· To assist in the development of the private sector;
· To minimize disruptions to the private sector;
· To shift resources, where possible, from the public
to the private sector and to minimize governmental intervention
in the private sector;
· To recognize the greater efficiency of the private
sector and defer to the private sector where it is capable
of providing services;
· To increase human resource training and development
through all sectors of the economy in order to attract and
retain Palauan workers with an eye toward expanding training
opportunities for the private sector;
· To continue to upgrade and develop Palau's infrastructure
to act as a catalyst for a strong private sector growth
and foreign direct investment;
· To integrate environmental planning in all developmental
planning efforts
· To diversify economic opportunities; and
· To create a stable, predictable and internationally
competitive macro economic environment for private domestic
and international investment
MANAGEMENT ACTION
PLAN ('MAP')
(Fiscal Years 2001
Through 2003)
TABLE OF CONTENTS
I. INTRODUCTION
1-1
A. Time Frames 1-1
B. Report Structure 1-2
C. Focus of Report 1-2
II. OVERVIEW
A. Management 2-1
B. Maintenance 2-2
III. GUIDING
PRINCIPLES
A. Goals and Objectives 3-1
B. Services 3-2
C. Accountability 3-2
D. Structure and Resources 3-2
E. People 3-2
F. Community 3-3
IV. GOVERNMENT
WIDE INITIATIVES
A. Orientation Program 4-1
B. Management Training Program 4-1
C. Performance Agreement 4-1
D. Government 'Right-Sizing' Program 4-1
E. Delegation of Disciplinary Authority 4-2
F. Business Advisory Board 4-2 G. National Planning Committee
4-3
H. Incorporate the Master Plan into the Planning Process
4-3
I. Develop State Revenue Options 4-3
J. One-Stop Shopping Center 4-3
K. Improve Image at Ports of Entry 4-4
L. Immediate Cost Containment Measures 4-4
V. MINISTRY OF HEALTH
A. Situation Analysis 5-1
B. Recommendations 5-1
VI. MINISTRY
OF EDUCATION
A. Situation Analysis 6-1
B. Recommendations 6-1
VII. MINISTRY
OF ADMINISTRATION
A. Situation Analysis 7-1
B. Recommendations 7-1
VIII. MINISTRY
OF RESOURCES AND DEVELOPMENT
A. Situation Analysis 8-1
B. Recommendations 8-1
IX. MINISTRY
OF JUSTICE
A. Situation Analysis 9-1
B. Recommendations 9-2
X. MINISTRY
OF COMMERCE AND TRADE
A. Situation Analysis 10-1
B. Recommendations 10-2
XI. MINISTRY
OF COMMUNITY AND CULTURAL AFFAIRS
A. Situation Analysis 11-1
B. Recommendations 11-1
XII. MINISTRY
OF STATE
A. Situation Analysis 12-1
B. Recommendations 12-1
XIII. FOREIGN
INVESTMENT BOARD
A. Situation Analysis 13-1
B. Recommendations 13-1
XIV. ENVIRONMENTAL
QUALITY PROTECTION BOARD
A. Situation Analysis 14-1
B. Recommendations 14-1
XV. PALAU
VISITORS AUTHORITY
A. Situation Analysis 15-1
B. Recommendations 15-1
XVI. PALAU
NATIONAL DEVELOPMENT BANK
A. Situation Analysis 16-1
B. Recommendations 16-1
XVII. PALAU
NATIONAL COMMUNICATIONS CORPORATION
A. Situation Analysis 17-1
B. Recommendations 17-1
XVIII.
PALAU PUBLIC UTILITIES CORPORATION
A. Situation Analysis 18-1
B. Recommendations 18-1
XIX. PALAU
COMMUNITY COLLEGE
A. Situation Analysis 19-1
B. Recommendations 19-1
XX. POST
OFFICE
A. Situation Analysis 20-1
B. Recommendations 20-1
XXI. PAROLE
BOARD
A. Recommendations 21-1
XXII. COUNCIL
OF CHIEFS
A. Recommendations 22-1
