By Dr. Lois Parkes S 1 2 everal reviews and our lived experiences in the Caribbean has shown that the region has been plagued by the slow implementation of public sector transformation (PST). Notwithstanding, there are examples of bright spots of successful implementation of PST across the region from which we can learn how to close this implementation deficit. Having examined a range of these successful initiatives, some commonalities emerge that have contributed to successful implementation: The idea – It first starts with an idea, an urge, or vision to see something change. Leadership – Leadership is critical, not necessarily to be the birther of the idea, but to create the environment for the idea to be deliberated, explored, and ultimately championed through using authority, influence and resources to see the idea implemented. 3 Research – Research is vital to gaining understanding of possible solutions that exist elsewhere. The research undertaken should also include an analysis of the current performance gaps, as this then becomes the baseline for understanding what improvements are needed, and for measuring progress. This is not to say that transformation simply requires a simple adoption of solutions from elsewhere. One should be prepared to forge new paths, and embrace innovation as a path to transformation. 4 Engage stakeholders – This involves the discussions with other Ministries, Departments, sector groups, citizens and beneficiaries, to gain their insights, perspectives, and contributions in finding the best possible transformative policy solution. 5 Conceptual design – Taking the information gathered from the research and stakeholder analyses and engagement, it is important to synthesise, and possibly to apply concepts such as design thinking in order to conceptualise the new policy direction/initiative – in other words, crafting the transformation. This is best achieved through an inclusive approach, led by a select team given the time to collaborate, share and test ideas and options. 6 Approval – Once the transformation is conceptualised, it needs to then get the requisite approval, which is either the Cabinet or Parliament. Along with the approval, there should be a commitment to providing periodic, systematic updates on the progress of the transformation. This is a critical lynchpin in ensuring accountability for the progress of PST. 7 Project planning and implementation – This is where the work begins. A comprehensive project plan has to be implemented with the various actors, roles, responsibilities and accountabilities clearly defined. The appropriate governance and monitoring arrangements also have to be in place to track progress, and address any implementation challenges. 8 Dedicated team – While the transformation is being implemented, the normal operations still have to be continued. Many PST initiatives are derailed because staff simply are unable to manage to address transformation and operational matters simultaneously. Successful PST initiatives are characterised by the establishment of a dedicated team that is fully focused on the transformation, with the input of other key players/ stakeholders. Change management resources should ideally be part of this dedicated team, as research has shown internationally that inadequate attention to the people aspect of change leads to failure of change initiatives. 9 Strategic Communication – Communication is a critical tool in the stakeholder engagement process, as well as serves as a tool for behaviour change, that is usually critical to any transformation process. It is important to approach the communication process strategically, and to be aware of how communication has to be tailored according to the needs of the different audiences, and the stages in the implementation process. The sooner the communication starts, and the greater the consistency and transparency of messaging, the better the likelihood of building trust, engagement and support for the transformation initiative. 10 Invite ideas, embrace mistakes – The path to transformation will not be smooth. There will be bumps in the roads, and mistakes that will be made. In fact, it should be assumed that there are always lessons to be learned and new ideas on how to create even further improvements. Therefore, mistakes need to be embraced as lessons to be built on. Invite feedback especially in relation to challenges being experienced, and encourage ideas for improvement from all quarters. These should then be analysed, and where feasible adopted, with the due recognition given for the contributions given. Dr. Lois Parkes is the Leadership Development and Institutional We welcome your comments on the above. Email us at info@caricad.net for information on our technical services to support your Transformation initiatives. Strengthening Specialist at CARICAD. 15
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