Summary of Main Components of Strategic Planning in Public Services Project. 1.0 National and regional training programme in strategic planning

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1 BP01-06/v Appendix 1 Summary of Main Components of Strategic Planning in Public Services Project 1.0 National and regional training programme in strategic planning Objectives.1 to assess the status and effectiveness of strategic planning capabilities of each CARIFORUM Member State and, on the basis of such an assessment,.2 develop an appropriate national and regional training programme in strategic planning, including modalities for a cadre of planners to be formed in each participating country. Main activities.1 audit / diagnostic survey of the capabilities and status of implementation of strategic planning in the public services of each CARIFORUM Member State;.2 comprehensive training needs analysis on strategic planning;.3 determination of priority training needs and a phased approach for satisfactory fulfillment relative to strategic planning and change management during the life of the project and in support of national policies for public sector reform and development Main Results/ Output.1 ILO/International Training Centre Turin - one (1) week course on Strategic Planning.2 Three Caribbean in-country workshops for training of trainers on strategic planning methods utilising findings of management audits.3 Distance Education Course on strategic planning 2. Establishment of a Caribbean Strategic Planning Framework Objective.1 to provide enhanced real time access on strategic planning resources for national and regional planners..2 to improve capacity of CARICAD to monitor and disseminate state-of-the-art knowledge on strategic planning for effective utilisation by States in promoting public sector modernisation and new modes of governance Main Results/Outputs i

2 BP01-06/v Appendix 1.1 country-level assessments of available networking information technology and systems for bibliographic and full text transmission and hard-copy printing among participating countries.2 electronic mail capability functioning through a focal point in each participating public service and book-marked to CARICAD.3 three issues of a strategic planning newsletter jointly published with current CARICAD s newsletter.4 updated database with entries of CARIFORUM Strategic Planning Professionals and Agencies. Main activities.1 country missions to meet personnel involved in documentation and information services for public service ministries to assess current capacity and propose suitable equipment for networking.2 preparation for establishment and/or expansion of database on Strategic Planning Professionals.3 preparation of operational guidelines and desk manuals for use by personnel in the proposed network.4 establishment of detailed operating schedules, procedures, hardware and software facilities as required 3. Collaborative Activities with the Dominican Republic and Haiti Objective.1 to provide for the effective participation of the Dominican Republic and Haiti in the current project working with established focal points Main activities.1 familiarisation and programming missions to management training institutions in the Dominican Republic and Haiti.2 collaborate on management audits of key public sector agencies.3 negotiate and sign a Memorandum of Understanding to describe modalities for project and on-going collaboration with CARICAD and related institutions. 4. Regional and national programme coordination and management Main activities ii

3 BP01-06/v Appendix 1.1 to provide regional coordination through appropriate national focal points with adequate interaction for timely discharge of implementation procedures..2 establishment and convening of a Working Group on Public Sector Reform with representation from Member States, CARIFORUM Secretariat, European Commission, Caribbean Public Services Association (CPSA), Caribbean Development Bank, academic institutions and offer cooperating agencies..3 planning and convening of a high-level Consultation and Workshop on Strategic Planning and Public Sector Management in the new Millennium.4 missions to participating countries and suitably placed focal points conversant with and supportive of project activities. iii

4 CARIFORUM/EDF PROJECT 8ACP RCA 005 Summary of Training Needs and Development Constraints compiled from the Diagnostic Review of Strategic Planning in Caribbean Public Services The following is a summary of each country. Some countries will be more specific in content. Specificity was based upon the accuracy and project efficiency of the consultants in each group. Furthermore, the officer in charge for PSR will be identified for each country. The Bahamas Limitations Minister of State for the Public Service in the Office of the Prime Minister. The absence of funding causes difficulties in the execution of the program as well as the absence of additional ideas, regional or international that may help to make the program more successful Needs 1. Devolution of authority relative to the local government for the family islands 2. Introduction of elected school boards in public schools 3. Establishment of a public hospitals Authority and an Airport Authority 4. Preparation of new labor legislation 5. Revision of the general orders 6. Design an introduction of a new performance appraisal system 7. The operationalization of a computerized human resource management information system and online connections to almost every government department. Jamaica Limitations.1 Trade unions need to be more involved as the typical start phase for the process of public service project and reform..2 Uncertainty about power of CEO s, this in turn brought about fear of victimization and loss of jobs, which goes in hand with the former constraint of the lack of unions to defend the interests of those who fear the above. 8. There needs to be a clear understanding of what objectives are deemed attainable under the lack of transparency in the current structure and those that are unattainable due to the former 9. Extremely diverse public service divisions can bring variety in objectives, prioritizing some more than others. 10. No regional approach towards strategic planning being implemented 11. Trade unions are not involved in the process of corporate planning, whereas the ministries and departments involved are very much on their way to establishing modern techniques for corporate planning such as introducing more up-to-date templates in creating plans for the budget year. iv

5 12. No public awareness campaign to aware the public servants and citizens at large of the programs in effect (JCSA leadership wanting to be involved and not having the opportunity to 13. No direct communication with the top leaders in the infrastructure leads to accountability problems in the main objectives for the PSR program 14. Insufficient funding of training programs Needs 1. General executive and management development for all levels of management on an ongoing basis (to include leadership skills, delegation, interpersonal skills, intra personal wellness and balance) 2. Strategic planning including for junior management 3. Information technology/information systems for users at the management level 4. Ongoing computer applications training for users and technical support staff 5. Implementation skills i.e. how to achieve target set 6. Time management 7. Better buy-in and more consistent follow-through were needed, especially from the top levels of management Antigua and Barbuda Ministry of Planning, Implementation & Public Service Affairs Initiatives 1. Permanent Secretaries Board/ mission statements for each ministry/planning guide book that welcomes future feedbacks from pertinent stakeholders 2. Input from the private sector, NGO s and civil society 3. Public sector coordinating unit designed to decentralize the existent bureaucracy 4. Ministry of planning has established sectoral committees to deal with project assessment and management 5. A steering committee including government, private sector, staff associations and trade unions has been established to better assist the consultants of PriceWaterhouseCoopers in their analytical project investigating the different mechanisms needed to implement PSR Limitations 1. Information of funding is not available 2. Heavy concentration of power in one unit of management Needs 1. Human resource information system (HRIS) 2. Job evaluation, job descriptions, performance indicators and competencies 3. Labour market information system needs to be established 4. Revision and review of the Legislative Framework. v

6 5. Programme Budgeting Reform and Financial Management will need to be introduced. 6. The Tax Administration and Collection process will need to be improved and streamlined. 7. ASYCUDA - a Customs Programme and Monitoring System will need to be installed. The Commonwealth of Dominica Reform Management Unit established in 1998 headed by a manager assisted by two staff officers Initiatives 1. Funding by the British Department for International Development (DFID) after an assessment seminar including major stakeholders such as union representatives, senior government officials, the political directorate, the public service union 2. Additional funding by CIDA/ECEMP, the Commonwealth Secretariat, CARICAD 3. A new performance appraisal system referred to as the Employee Assessment 4. Development Review (EADR) has been designed. The EADR is designed to replace the existing performance evaluation system, which is considered to be subjective and not very useful in providing information on which the development of employees can be based. There is satisfaction with the level of involvement in the new process and the general drive to ensure wide acceptance of the new system, although there may be need for more emphasis to be placed on the relevance of the new system to other reform initiatives currently being undertaken. 5. Value for Money Studies were conducted in the Ministries of Health and the Establishment Department to determine and implement the most appropriate systems, structures, procedures and processes to achieve objectives and improve service levels in both departments. A number of recommendations made have been implemented and others have been incorporated into the Corporate planning process annually. The Reform Management Unit continues to monitor and provide support in implementation as required. 6. The existing dysfunctional human resource information system will be replaced by a new payroll software package currently in use at the Accountant General=s office. It is expected that the system will allow for Ministries/Departments to access human resource information from the central system at the Establishment, Personnel and Training Department for decision-making. 7. Financial and Budgetary Reform: Attempts are ongoing under the auspices of the Canadian International Development Agency=s East Caribbean Economic Management Programme ECEMP to introduce programme budgeting into the ministries and departments of the public service. All Ministries are required to prepare annual corporate plans, which are subject to the approval of the Ministry of Finance and Planning. The objective of the introduction of programme budgeting is to streamline government spending and manage funds on a project basis as opposed to a line item basis as obtained in the past. 8. Legislative Reform: Legislation, regulations, processes and procedures governing Human Resource Management and other relevant areas are being examined with a view of recommending changes to allow for greater devolution of powers to top managers where appropriate, clear managerial accountability and development of clear, lines of authority, methods and procedures. vi

7 9. Workshop in preparation of the National Integrated Development Plan including the participation of major stakeholders Limitations Needs The shifting of emphasis by changing political directorate General lack of manpower within the ministries to plan strategically Disjointed implementation of corporate planning and programme budgeting The need to update existing General Orders and Public Service Act Level of commitment of Permanent Secretaries to the change process Lack of accountability of senior managers Turfism Political interference No clear indication of resources necessary to obtain the desired outcomes No means of measuring whether the objectives are being met at the individual as well as departmental level No operating mechanism at the ministerial level Lack of development plan Separation and isolation of ministries (lack of communication between sectors No clear set of goals for the Reform Management Unit. If there are set goals, then they are not being communicated to each other to create an overall regional development plan. 1. Improve the human resource management function other 2. Improve the financial management function of the government. 3. Therefore, there has been a preoccupation with reforming the planning function at the Ministerial level purely from an accounting position and not necessarily from the need to create a results-oriented culture among employees nor to move the Ministry toward any preset widely accepted developmental goals identified for the entire Government of Dominica. 4. All permanent secretaries should be exposed to strategic planning. 5. Train persons in evaluation techniques since they are charged with the responsibility of monitoring and evaluating corporate plans. 6. Indicator development and measurement. 7. Focus on relevant linkages with other ministries in the corporate planning exercise spearheaded by the Ministry of Finance and Planning for a holistic integrated approach. Saint Lucia Office of Public Sector Reform (a) (b) (c) Process is ongoing but need for reform, deepening of already achieved tasks Broad national audience is aware of the process being undertaken for reform PSR commission with the following objectives: - Maximize the scarce resources of the State through the coordination and integration of ongoing actions and the sustaining of planning culture in the Public Service; vii

8 - Provide prompt, high quality and cost-effective service that the citizens value and in so doing significantly raise the prestige of the Public Service; - Develop a customer sensitive Public Service; - Improve transparency, accountability and governance in the business of the State; - Establishment of a National Sustainable development council and use of retreats and consultations to develop plans Funded by the Canadian International Development Agency (CIDA) Welcome to share their experience with other Caribbean countries Limitations and Needs To access and obtain the necessary human, technological and financial resources necessary to take the implementation process forward; To attract and retain the qualified and competent human resources necessary for the effective execution of PSR; To mount both intensive and extensive training programmes to develop the required competencies and skills of public sector personnel engaged in PSR; and To create and nurture a collaborative mind-set as well as provide the necessary incentives to motivate all public sector employees to accomplish the set goals of PSR. St. Kitts and Nevis Public Service Initiatives Action Plan was derived with these main objectives To establish and maintain appropriate management procedures and systems in order to ensure effective and efficient service to the public; To develop human resources in order to satisfy the needs of the Public Service; To enhance job satisfaction and stimulate professional growth and productivity; and To initiate administrative reform in the Public Service. Limitations There are civil servants who do not possess the formal qualifications of advancement but have many years of experience. To allow these persons an opportunity to advance, a standardized Civil Services Examination covering administrative areas should be developed. Improvements are needed in management development techniques in the Establishments Division. Job rotation is a primary focus, seen as complementary to this thrust. Absence of job descriptions, desk files, work plans, goals and objectives renders a new Performance Appraisal System an impossible task Attracting, motivating, and retaining qualified, competent staff. Not recognizing completely the areas where the resources are most helpful and/or necessary viii

9 Needs The conversion of the Establishments Division into a Human Resources Management Department The development of job descriptions The classification of posts; and The rewriting of General Orders Establishment of a Public Sector Reform Department Training Courses in Leadership and Customer Service Notwithstanding the major internal accomplishments, technical assistance is urgently required in the following areas germane to PSR: Budgeting and Statistics Physical Planning Economic Planning 8. Specialized training is also required in the following areas: Financial Forecasting Financial Programming Projections for GDP, Population Macroeconomic Management Project Cycle Management Negotiation and Procurement Economic Analysis and Policy Formulation Project Evaluation. St. Vincent and the Grenadines Ministry of Planning Initiatives Development of a new financial management system (overlooked by the Ministry of Planning) Limitations Project on reclassification of Public Servants Assessment of senior managers by utilizing a committee of senior Government personnel comprising another Permanent Secretary and the Chairperson of the Public Service committee (this will help in increasing implementation of future projects and accountability of such) Current review of the following is in process: Civil Service Orders, Foreign Service Orders, Public Service Commission Regulation and the Financial Regulations. Awareness of each department over future projects in other departments (Collaboration between the Administrative Reform Programme Unit and the Ministry of Finance). Introduction of Corporate Planning in many ministries, particularly the Ministry of Health. ix

10 Lack of human resources Lack of technical expertise Needs In the Ministry of Health, there is a need for an information database providing the basis for more focused planning. A change of attitude more than technical competence The need for public secretaries and other management entities to be evaluated and held accountable for the performance of their departments and by extension their staff. Core of strategic planners specifically responsible for the internal work in specific departments (It has been noted that although a core planner exists, the surplus responsibilities of the former superimpose his/her capabilities to successfully operate the planning process. Persons charged with the management of the public service to be trained in Strategic Planning. Barbados The Office of Public Sector Reform Initiatives Office of public sector reform responsible for: Developing strategic plans Conducting organizational reviews Establishing Customer Charters Establishing Internal Reform Committees (IRCs) Developing and implementing new management initiatives such as the Employee Assistance Programme (EAP) Communicating public sector reform initiatives (e.g. Year of Customer Service, Publication of Quarterly Newsletter) Specialized programs Customer Charter program Improve manner and timeliness in which business is conducted within these three departments (Immigration Department, the Licensing Authority and the Registration Department) Employee Assistance Programme (EAP) Provide Counseling and professional services (Network Services Centre Inc.) to government employees whose performance is adversely affected by personal problems Year of Customer Service Heighten the awareness of the public sector agencies to the delivery of quality service to the public. New Public Services Act (being drafted) Revised Performance Appraisal System (under review) Labour Legislation (under review) Smart Stream Accounting System (on-going- to be expanded) Establishment of IRCs Training x

11 Improvement of Work Environment Improvement of Customer Service Computerization of Systems Preparation / distribution of informative literature Organizational restructuring Limitations/ Challenges Slow rate of response to strategic planning from some ministries identified to undergo this process. (Performance Appraisal System will be conducted in the following; Home Affairs, Civil Service, Attorney General, Finance and Labour). Slow pace of implementation of initiatives introduced in the Office Poor response to submitting relevant information, arranging meetings, completing questionnaires, etc. The absence of coordination among those agencies introducing reforms and the Office of Public Sector Reform OPSR lacks the necessary authority and leverage to ensure that Ministries and Departments undertake activities in a timely fashion. Public Sectors Managers must seek to secure funding for meaningful reform initiatives Needs A strategic Approach to human resource planning, which would include a succession planning. Demand forecasting to improve performance management. Computerized human resource management information system and the general use of information technology to improve efficiency More job analyses to generate relevant job descriptions and training specification as well as the numbers and kinds of jobs Implement new policy initiatives such as human resource management policy, a training policy, etc. New systems and procedures to govern public service e.g. Public Service Act, Code of Conduct Improved service delivery the public service still takes too long to respond in relation to business activities. Better monitoring and evaluation of projects and programs Increased productivity Training in the following areas: 1. Strategic Planning 2. Organizational review 3. Customer Service Skills 4. Project Management 5. Use of select Computer programmes 6. Presentation Skills 7. Organizational /Operational Manuals 8. Inventory/Supplies Management 9. Programme Budgeting/Preparation of Estimates 10. Registry Procedures xi

12 11. Government Accounting 12. Human Resources Management 13. Statistical Analysis 14. Business Process Re-engineering 15. Managing Change Workshop Collaboration with the Dominican Republic and Haiti Dominican Republic Initiatives Presidential Commission for Public Sector Reform and Modernization of the State Proposals for decentralization and depoliticisation of public service functions Ley de Servicio Civil y Carrera Administrativa y su Reglamento de Aplicacion National Public Administration Institution (INAP) has primary responsibility for quality public sector training and capacity strengthening to propel reform activities. National office of Personnel and Administration (ONAP) serves as human resource management arm for the public sector and channels technical support to ministries and departments Limitations and Needs cannot be reviewed based upon the information provided Haiti Initiatives Common Country Assessment completed by the United Nations, comprehensive programme for socioeconomic reform National Presidential Commission on Administrative Reform (CNRA), completed a diagnostic review of Haitian Public Service, and since has submitted for approval and implementation several documents outlining the preferred reform and restructuring processes for Government Ministries and departments. Limitations/Constraints Recommendations are not being eagerly embraced Several departments have put forward varying policy directions on administrative reform, notwithstanding the clear mandate of CNRA. Lack of clarity in defining and implementing government policy Lack of empowered decision-making Public sector is not suitably trained, organized, or equipped to conduct its mandates. Absence of financial and human resource management The political climate has not promoted a sustained commitment to reform and development Donor agencies have tended to lose interest and zeal for mounting technical assistance when faced with continuing political and bureaucratic apathy. Needs Streamlining their administrative reform process Participating in national debates among key stakeholder groups on reform, by sharing practical experiences and successes in the region to drive reform activities xii

13 Providing training and development programmes for strategic thinking, planning and implementation at the political and senior administrative levels. Developing a special cadre of trainers in Haiti to sustain strategic planning and implementation of programmes National seminar on Public sector reform, which would provide concrete data on regional and international best practices, and allow for the ventilation of major concerns and obstacles to the Haitian reform process with a view to arriving at a synthesized implementation programme and strategy to achieve the administrative reform. Further Recommendations After having reviewed the diagnostic review, the following recommendations were provided: Methodology itself was very limited to only 2 days of work analysis. Hence, there could be no possible way that the Consultants could have completely encompassed the entirety of the work being done towards public sector reform in each country. In addition to that, there is an indication that the lack of time placed in each group presented a major challenge to the fulfillment of the desired goal. Surveys have not been initiated in Barbados, Belize, Grenada, Suriname, the Dominican Republic and Haiti is indicative that not all parts have been analyzed neither superficially nor in depth, creating certain gaps in the acknowledgment of the limitations and constraints to PSR in a regional sense. For example, in Group Three, only one of the countries was surveyed. This does not present a realistic approach to the need of comparison within the groups and the cross groups. Consultants cared to look more internally than externally, offering a one sided view of the whole picture (for example, noting briefly the lack of regional approaches in Jamaica, but making more concrete the problems with unions. As a result, it is carefully noted that, there is little or no cross-fertilization among strategic planners in individual administrations in propelling objectives forward. Thus, the project cannot be maximized if 1) not all countries were observed, and 2) since all variations are not accounted for, a comprehensive project cannot be established. It would be very helpful to identify the main sponsors, or forms of funding received by each country. It was noted that as well as varying in content and specificity, some reports also failed to signal the main forms of funding, whether there was any or no type of sponsorship. Identifying the funding received is helpful in recognizing what further steps need to be taken in order to acquire either more funding or more feedback from potential sponsors. Using trade unions as a regional approach would be very instrumental in making progress within the area of Public Sector Reform Representative entities of the citizens should be taken more into consideration, not only for their use as important policy contributors, but as a mechanism of public relations for the program xiii

14 . Programs which include follow-up training should be implemented to give a sense of continuity and enhancement of already learned skills Trinidad and Tobago Limitations Urgent need to review Institutional arrangements and to develop Leadership and change management capacity; to focus on succession planning for future Permanent Secretaries through targeted HRD activities as well as a comprehensive hand over and mentoring period; and to develop Trade Union Leadership so that emphasis and priority will be given to critical national development needs rather than win/lose and one Training Human Resource Management Information Technology Public Policy, Planning and Research Project cycle management as the tool to convert Strategic Planning to action and implementation. xiv

15 Training of Trainers Workshop- Strategic Planning for improved Public Sector Management BP01-06/v Appendix 3 Target:The training programme is intended for public sector managers with more than five (5) years working experience in Caribbean Public Service institutions or organisations, including constitutional or statutory bodies, such as Public Service Commissions and/or a civil society agency, closely associated with Government for policy formulation and implementation. Objectives: The principal objective is to enhance knowledge, understanding and skills of public sector managers in accordance with modern principles and processes in strategic planning, and to that end to encourage and widen the application of strategic planning in relevant agencies. Expected Results: (1) Senior public service/sector managers trained in principles and practices for effective strategic planning and change management methodologies. (2) Regional capacity of a cadre of trainers with satisfactory knowledge and skills to provide training in strategic planning for institutional development of public sector and civil society organizations, including public service unions. (3) Enhanced understanding and acceptance of the benefits of strategic planning for institutional development in general, and for public sector reform specifically, by senior and middlemanagement personnel. Output: Customised training material available to administrations for further training of regional managers on strategic planning tools and procedures. Delivery: Group 1 - Venue*: Antigua and Barbuda, July (Requested)* Participants: Antigua and Barbuda, Dominica, St. Kitts and Nevis, St. Lucia, St. Vincent and the Grenadines. Group 2 - Venue: Jamaica, July Participants: Bahamas, Belize, Jamaica. Group 3 - Venue: Trinidad & Tobago, July Participants: Barbados, Grenada, Guyana, Suriname, Trinidad & Tobago Time Table of Activities Day 1: Strategic Scoping and Success Modelling Time Activity Primary Output(s) 8:30 9:00 AM Ice Breaker and Introductions Relaxed comfortable climate for the session 9:00 9:30 AM Overview of the Strategic Planning Model A shared understanding of the model being used 9:30 10:00 AM Are you Ready? Planning to Plan An awareness of the preparedness of the organization for strategic planning 9:30 11:00 AM PEST Trends Analysis and Impact on Internal and External Stakeholders A shared sense of the political, economic, social, and technological forces impacting stakeholders and subsequently the organization 11:00 11:15 AM BREAK 11:15 12:30 PM Organizational Performance Analysis A shared sense of critical performance issues for the organization 12:30 1:20 PM LUNCH 1:30 2:15 PM Organizational Design Analysis A shared sense of critical design issues for the organization 2:15 3:00 PM Organizational Strategy Analysis A shared sense of critical strategic issues for the organization 3:00 3:15 PM BREAK 3:15 4:00 PM Stakeholder Analysis: Establishing the Desired Assessment of stakeholder relationships and xv

16 Outcomes and outcome indicators. Prioritization of outcomes and outcome indicators 4:00 4:30 PM Establishment and prioritization of Critical Success Domains (CSDs) 4:30 5:00 PM Formulation of the macro success model for the organization: Vision, mission statement, values, beliefs, success domains, outcomes and performance indicators Day 2: Performance Analysis and Strategy Formulation BP 01-06/v Appendix 4 success visions for the organization. Also, an assessment of the inter-relationship between desired outcomes a search for synergy and/or conflicts. A list of critical areas for focussing the direction of the organization A shared vision for the future of the organization. 8:30 9:00 AM Performance Analysis/ Gap Identification Data analysis and the establishment of areas in need of performance improvement. 9:00 11:00 AM Establishment and prioritization of strategic Strategic directions, goals and objectives for directions. Setting strategic goals and each critical success domain objectives 11:00 11:15 AM BREAK 11:15 12:30 PM Identification and Evaluation of Previous, Current, and Future Strategies 12:30 1:20 PM LUNCH 1:30 2:00 PM SWOT Analysis for each critical success domain A shared understanding of the strengths and weaknesses of previous current, and future strategies A better understanding of relationship between the CSDs and th organization s capacity 2:00 2:45 Force-Field Analysis of the proposed strategies An understanding of the factors that would drive strategies and those that would hinder them. 2:45 3:00 PM BREAK 3:00 3:30 PM Force-Field Analysis of the proposed strategies An understanding of the factors that would drive strategies and those that would hinder them. 3:30 4:30 PM Selecting and prioritizing strategic programs A list of short term, medium term, and long term strategic program priorities :15 PM Managing Gender Issues in the Public Sector An introduction by CARICOM Secretariat of gender issues in the Region and their impact on the workplace. Day 3: Tactical Planning and Strategy Deployment Time Activity Primary Output(s) 8:30 10:30 AM Interplay of SWOT and Cross-Impact Analysis of SWOT with strategic priorities 9:30 11:00 AM Identification of enabling strategies ( Managerial, and Operational Goals and Objectives) 11:00 11:30 BREAK AM 11:30 12:3 0 AM Developing Implementation Plans for Program Initiatives using a logic model or project management framework 12:30 1:20 PM LUNCH 1:30 3:00 PM Developing annual performance plans for program initiatives 3:00 3:15 PM BREAK 3:15 4:00 PM Developing annual resource plans consistent with the performance plans 4:00 4:30 PM Linking the budgeting process to the Annual Performance Plan Accountability Issues 4:30 5:00 PM Putting it all together A deeper understanding of the importance of SWOT and its implications for organizational capacity development Enabling (means) strategies for programs and goals and objectives for these strategies. Implementation plans An annual performance plan An annual resource plan Understanding how to produce a performance driven budget xvi

17 BP 01-06/v Appendix 4 CARIFORUM/EDF Project - STRATEGIC PLANNING IN CARIBBEAN PUBLIC SERVICES Programme of Action for Sub-Committees of the Working Group on Public Sector Reform Background The Working Group on Public Sector Reform which met in Barbados on December 08, 2000, considered the initiatives being taken by Member Countries to optimise their capacity for the implementation of policy to achieve accountability and efficiency in the public sector. From the findings of the Preliminary Report: Diagnostic Review of Strategic Planning in CARIFORUM Member States and relevant interventions of participants, the Working Group reviewed information on the critical interplay of factors which impinge upon national programmes to achieve modernisation of the public sector, namely:.1 the need for specific programmes for the management and development of human resources for the public sector, particularly at middle and senior levels;.2 legislative and constitutional reform of existing public sector statutes and the requisite transformation of posts and institutions eg. Permanent Secretary, Public Service Commissions to achieve a public service characterised by greater accountability and performance-based management;.3 the need for updated financial and information management systems, including development of databases and regional networks among public services of CARIFORUM;.4 the challenges to making public sector reform work for the benefit of all sectors of society which will be affected by its impact. Sub-Committees The Working Group agreed that a plan of action should be pursued which, will address the challenges to Public Sector reform and the implementation of Strategic Planning in CARIFORUM Member States. The priorities will be addressed by three (3) discrete subgroups under the Chairmanship of Ministers 1 of CARIFORUM countries and reported on at the Second Session of the WGPSR tentatively scheduled for December The Sub-Committees are proposed as follows: 1. Human Resource Management and Institutional Development The Sub-Committee will examine the development of a programme of continuous learning and training for public sector managers in the region with a special focus on creating a learning curve for junior and middle-level managers, and re-tooling senior managers. Accompanying institutional systems and frameworks, especially in relation to IT and E- government will be included. The main output will be the ready availability of a comprehensive mechanism geared to implementing and maintaining a harmonised regional 1. Subject to the concurrence of respective Ministers xvii

18 BP 01-06/v Appendix 4 system of performance-based public management. The mechanism should form an integral part of public officers careers and reinforce both competence and ethical values in the public service. First Meeting: 2 working days during September 03-07, 2001 in Antigua and Barbuda Membership: Honourable Gaston Browne, Minister of Planning, Implementation and Public Service Affairs, Antigua and Barbuda (Chairman); Mrs. Eusalyn Lewis, Chief Establishment Officer, Antigua and Barbuda, Mrs. Arlene Buckmire-Outram, Head, Department of Human Resources, Grenada, Ms. Judith Maloney, Principal Director, Management Development Division, Jamaica, Dr, Jose Oviedo, Director, Public Sector Management Programme, Pontificia Universidad Catolica Madre y Maestra, Santo Domingo. A Resource Officer to be named 2. Legislative Review The Sub-Committee will review the legislative and constitutional requirements for the institution of strategic planning and performance-based assessment for the regional public sector. The main output of this exercise will be the drafting of model legislation or the formulation of legislative guidelines for consideration by Member States. First Meeting: 2 working days during September 03-07, 2001 in Saint Lucia Membership: - Honourable Petrus Compton, Attorney General and Minister of the Public Service, Saint Lucia (Chairman); Mr. Wilbert King, Permanent Secretary, Ministry of the Public Service, St. Lucia; Mrs. Avril Gollop, Cabinet Secretary and Head of the Civil Service, Barbados; Mrs. Juliet Lewis, Chief Personnel Officer, Office of the Prime Minister, Dominica; Ms. Jacqueline Wilson, Permanent Secretary, Ministry of Legal Affairs, Trinidad and Tobago; A Resource Officer to be named. 3. Social Partnership This Sub-Committee will establish the modalities to achieve the fullest commitment and integration of reform policies with the trade unions, the private sector, and other relevant social partners, giving attention to the inclusion of public participation/ awareness initiatives, and relations with the media to achieve this goal. The main output of this exercise should be a comprehensive model (unions, media, public awareness, training elements defined) which can be used as a pilot in one or two countries. Membership: Honourable Jose Coye, Minister of Health and the Public Service, Belize (Chairman); Mrs Marian Mc Nab, Permanent Secretary, Ministry of the Public Service, Belize; Ms. Rena Glinton, Deputy Permanent Secretary, Ministry of the Public Service and Culture, the Bahamas; Dr. N.K. Gopaul, Permanent Secretary, Public Service Management, Guyana; Mr. Robert Morris, Barbados Workers Union; Representative, Caribbean Employers Confederation First Meeting: 2 working days during September 03-07, 2001 in Barbados xviii

19 BP 01-06/v Appendix 4 Logistics The Project will seek funding to facilitate the convening of at least two (2) full meetings of the Sub-Committees. Where possible, a professional resource official will be assigned to assist with the technical work of the Sub-Committees and the preparation of the Sub- Committee Reports. As far as is practicable, each Sub-Committee Group will conduct its business by correspondence. The Chairman may designate a Coordinator for the purpose of disseminating Sub-Committee documents and collating relevant feedback to advance the mandate of the Sub-Committees. The Project will assist with the preparation and dissemination of Sub-Committee Reports. xix