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In your own words, what is your primary contribution to the Energy Unit right now?

Select all that apply, then name the one thing in a line.

In one line, the thing the unit most depends on you for

Which of these areas do you work on regularly?

Select all that apply, including where your role is informal or supporting.

How well does your current job description reflect what you actually do day to day?

What work do you do regularly that is not captured in any formal document, process, or recognition structure?

Coordination, informal mentoring, absorbing someone else's workload, representing the unit where you were not officially assigned. Specific examples are more useful than general descriptions.

Anything specific to add

When you attend events, workshops, or trainings, how is your participation typically decided?

Rate your current work situation across these dimensions.

Rate how much of each you experience, from 1 (very low) to 5 (very high). Higher is not automatically better: some of these you want more of, some less. Answer for the amount, not the judgment.

How often do you work beyond your official hours to keep up?

Evenings, weekends, or while on leave. Answer for a typical month.

Name one specific situation where the way we currently work creates a real problem.

Not a general frustration. A specific, recurring situation where something breaks down, gets lost, or falls below the standard it should meet.

The problem

What the solution would look like

When organisations like IDB, World Bank, MCC, or a Ministry of Energy from Chile, the UK, or Costa Rica engage with us, what do you think they expect to find?

It is completely valid to say "I don't know" or "I have never thought about this." That is useful information too.

What they expect to find (select all)

How well do we currently meet that expectation?

Staying, leaving, and what would change your mind.

There are no wrong answers here. This is anonymous and reported only for the unit as a whole.

A · How likely are you to still be in this unit twelve months from now?

B · How much does reaching your gratuity (ten years) or pension (fifteen years) drive your decision to stay?

We are not asking how long you have served, only how much this milestone weighs on the decision.

C · If you were to leave, the single biggest reason would be

D · The single most important thing that would make you stay and grow here

E · Beyond your top choice, which of these also matter (choose up to three)

0 of 3 selected

How much do you agree with each statement about working here today?

1 = strongly disagree · 5 = strongly agree. Answer for how things actually are, not how they should be.

In practice, what do you see as the difference between an Energy Officer and a Project Manager?

Select all statements that reflect how you see it in practice, then add anything in the open field. It is valid to say you have not thought about this.

Anything else to add

In practice, how do you understand the difference between each level within the Energy Unit?

Select what you believe to be true based on what you have observed and experienced, not what the regulations say. Add anything you want to clarify in the open field.

Energy Officer III compared to Energy Officer II

Energy Officer II compared to Energy Officer I

Energy Officer I compared to Director

Director compared to CEO

Anything else you observe about how these levels actually function

What do you understand by the difference between a Unit and a Department in the public service?

Select what you believe to be true based on what you have seen here or elsewhere. It is valid to say you do not know.

What would concretely change for you if this became a Department?

What processes exist today that actually work and should be preserved in the Department of Energy?

For each, mark whether to keep it as is, improve it, or drop it.

Beyond salary, what would make a qualified energy professional choose to stay and grow in the Department rather than leave?

Select all that would genuinely matter to someone with real options.

If you were designing the recruitment process for the Department, what would you test for beyond qualifications on paper?

Select the qualities a CV cannot show that this unit actually needs.

For each stakeholder, three judgments: how much they matter to our work, what the relationship is like from their side, and how much we value them.

Priority is how important they are to us. Feedback is the signal we get back from them. Appreciation is our own regard for the relationship. Rate only the stakeholders you have real contact with and leave the rest blank.

If the Energy Unit becomes a full Department, which internal units or divisions should it be built from?

Pick only the units you consider essential, the ones that genuinely earn a place rather than everything that sounds reasonable. 0 of 6 selected

Any unit missing from this list

What must the Department of Energy demonstrate in its first twelve months to be taken seriously by the sector?

Select the actions that would most build credibility with the sector.

What type of leadership does the Department need? Describe in terms of behaviours, not titles or academic background.

What should a leader here actually do, how should they communicate, how should they make decisions, what should they model for the team?

Which capabilities does the unit most need to build?

Choose the three that would most change what the Department can deliver.

0 of 3 selected

If you could introduce one standard practice from another Ministry of Energy anywhere in the world, what would it be and why?

Select the practices that would most help us. Add another if you have one in mind.

Another practice worth adopting

Think about a role in the unit that is not your own, whether above or below you. What is the hardest part of that role that people in other positions tend to underestimate?

Choose any role: the Director, a fellow officer, support staff, even the CEO. Describe what you believe they carry that is not obvious from the outside. Speak about the role, not a specific person.

Whose role is most underestimated?

In one line, what they carry that is not obvious

For each statement, indicate how much it reflects how you actually operate.

1 = rarely true of me · 5 = almost always true of me

This section is for your own reflection. It is not scored, and it is never used for personnel or promotion decisions.

Describe a moment when you led something without being asked, without the title or the formal mandate. What happened?

Have you led something without the title or mandate? Add a line if you can.

Briefly, what happened

Is there anything you have wanted to say about the unit, the work, or this transition that no one has asked you yet?

A frustration, a proposal, a question, something you think is being overlooked. No filter required.