Speeches
Department of Administration Outlines
Strategic Objectives for 2003 - 2006
BRADES: The Department of Administration has been outlining its strategic objectives for the period 2003-2006.
In a paper submitted during the recent CPP- Country Policy Plan talks here the Department of Administration notes that " a significant onus of responsibility for success of the Sustainable Development Plan rests squarely on the shoulders of the Montserrat Public Service."
"It must therefore be developed into an appropriately-resourced, modern and efficient organisation which is respected for its responsiveness, accountability, transparency, knowledge and skills, effective management and implementation of public policy, and dedication to achieving excellence in the delivery of public services with a learning and technology-based environment (corporate governance)," according to the document from the Department of Administration.
The main strategic objective of the Department of Administration for the period 2003-2006 will be to increase the efficiency of the public service to enable it to:
* fulfill its crucial and expected role in the achievement of GoM's strategic objectives;
* provide excellent services to its customers, and
* make effective use of available resources.
Key Issues
The four critical issues relative to the efficiency of the public service over the period 2003-2006 are:
1. Public Sector Capacity:
Recent SWOT ( Strengths, Weaknesses, Opportunities and Threats) analyses of the public service have revealed:
* a serious lack of support mechanisms for the strategic level;
* skill gaps which have reduced the capacity of the Government machinery to respond appropriately to developmental imperatives;
* a large number of civil service vacancies, which have continued to prove extremely difficult to fill;
* unacceptably high staff turn-over in some departments;
* recruitment processes which are often very lengthy and equally often do not attract suitably qualified candidates;
* continuing evidence of inability to compete in the regional market, because of less favourable terms and conditions of employment.
The loss of capacity has had negative effects such as delays in project implementation, creating strains in the budgeting process, and frustrating redevelopment objectives.
2. Human Resource Management and Development
The 1998 Blackshaw Report provided recommendations for allocation of resources in the public service, and for operation of key functions such as recruitment and selection, and varying the establishment. However, it was recognised that more needed to be done to provide a solid foundation for the performance of the public service. Specifically, the report urged that:
"When the RAR ( Resource Allocation Review) has been implemented, the GoM should begin to plan for the strategic development of the human resource management function, to enable it to contribute to the future performance of the reduced public service. The function must be developed....over the next few years, if the benefits of the RAR are not to be lost."
This recommendation has not yet been implemented, but must be addressed if the public service is to make the required strategic contribution to the success of the SDP national objectives.
3. e-Government -Information and Communication Technology
The introduction of ICT within the public sector has opened up significant opportunities for:
* the transformation of processes and procedures, modernising the business of government, to enable better service delivery, better procurement of goods and services, and more efficient operations;
* achieving a more "joined up" working between different parts of the public sector;
* providing newer and more efficient and convenient ways for individuals and organisations to communicate with government and to receive services.
Development of the ICT capability is also required:
* to support the achievement of a professional HR function within government,
* to enable Montserrat to take full advantage of opportunities for economic and social development in an information age, and
* to enhance the provision of information and services to Montserratians relocated overseas, to advance the success of initiatives to encourage their return.
4. Management of Government Accommodation:
The prefabricated buildings at GHQ have proved to be both an uncomfortable and impractical environment for both employees and customers. In addition, there are still too many government offices situated in privately-owned buildings, for which huge rental costs are borne by the public purse.
Rehabilitation of GHQ buildings as well as construction of adequate accommodation for those departments currently off-compound, need to be given urgent attention. Some of these departments are expected to be accommodated in the Little Bay area, and progress will depend in part on the pace of implementation of the Little Bay development project.
Strategies to improve public service efficiency and the delivery of services to customers will be seriously undermined if less attention is paid to the working conditions and physical environment under which such public service and performance are delivered.
Specific Objectives
1. Modernisation of the public service
2. Capacity-building at all levels of the public sector;
3. Optimum allocation and management of human resources;
4. Provision of timely and quality services to the public;
5. Creating dynamic and innovative leadership style in the public service;
6. Promotion of e-government;
7. Promotion of ethics and core values in the public service;
8. Efficient management of government buildings.
Key Activities
* conducting of a review of the Montserrat Civil Service to:
- identify human resource requirements,
- make recommendations for :
* improvement in organisation efficiency,
* achieving a modern human resource function within Government capable of addressing current challenges and supporting the objectives of the SDP.
- provide an action for implementing recommendations.
* development and implementation of an appropriate performance management framework;
* development and implementation of an appropriate policy for maintaining an agreed level of redundancies in the system through use of floating human assets.
* assessment of public sector training needs, and revision and implementation of all recommendations of the training strategy, to address skills gaps and increase capacity through both short-term and long-term training.
* devising and implementing innovative approaches to training, including online training, which are effective in improving job performance, and which will ensure optimum participation;
* constructing innovative strategies ( including rewards, and succession and career planning) to achieve:
- a reduction in turnover among qualified, experienced and skilled staff,
- to ensure a steady inflow of suitable new recruits with appropriate skills and potential, including encouraging the return of Montserratians relocated overseas.
- to attract and keep critical but scarce skills.
* devising and implementing a performance management strategy which sets and monitors performance standards, uses a range of tools to define required performance, equips staff to deliver to that standard, and addresses poor performance.
* development and implementation of innovative strategies to change organisational culture and undertake continuous review to promote customer-centred , excellence-driven, outcome-focused service delivery, within budgetary limitations.
* completion and piloting of the Human Resource Information System.
* extension of intranet capabilities to all Government Ministries and departments;
* development of an e-Government strategy and action plan including, but not limited to:
_ strategies to attract skilled ICT personnel, to enable further development in the ICT sector, in order to attract inward investment;
- development of websites and on-libe facilities to improve information and service delivery to all customers and improve access to regulatory and training materials for public officers;
-automation of standard office procedures and processes to enhance timeliness and quality of service delivery
* assessment and implementation of reasonable and affordable requirements for protection, maintenance, and upgrading of computer and network resources and systems;
* establishment of permanent government office buildings, through cost effective solutions, in keeping with GoM's development programme;
* effective maintenance of existing government properties;
* determination and implementation of affordable security measures required to protect government property and enhance security on the government headquarters compound.
* development of a disaster preparedness strategy for GHQ.
Conclusion
Achievement of a modern, efficient public service is a process that will extend beyond this current CPP. However, the key activities outlined above will, by the year 2006, lay important stepping stones towards achievement of government's strategic objectives by securing the following outcomes:
* improvement in the operations of the public service,
* improvement in communications within the public service and between government and the public,
* establishment and maintenance of performance standards, core values and transparency, promoting good governance, and
* protection of government assets vested in the Department of Administration. (February 16, 2004)
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