Page 11 • Continued from previous page Importantly, SRB requires a holistic approach to resilience. The “wicked problems” of the 21st Century are cross-cutting. Consequently, the new environment requires the combination of whole of government and whole of society approaches. SRB must be viewed as a comprehensive, multi-sectoral process that transcends a culture of silos. Coordination of efforts and unity of purpose to achieve common goals are central to SRB. SRB must be buttressed by effective use of technologies. The new environment demands appropriate technologies to develop and maintain optimal capacity. Building resilience within Caribbean public sectors must be supported by innovation and creativity with appropriate technologies. It is imperative that SRB be supported by a political culture that promotes inclusiveness and participation in the context of fairness and impartiality. SRB within the public sector requires an environment that operates above the cut and thrust of partisan politics. Another key imperative for SRB is a focus on results-orientation, as a norm. An implementation paralysis is often cited as one of the impediments to transformation within the Caribbean in general and within the Caribbean public sector in particular. SRB requires a new ethos that promotes and entrenches a results-based culture. There must be accountability mechanisms to check progress, measure deliverables, celebrate successes and learn lessons. Conclusion Finally, SRB demands proactive structural and institutional transformation to: (1) mitigate, in as far as is possible; adverse effects of shocks; (2) adequately prepare for shocks; (3) effectively respond to; and (4) recover better from shocks. This requires the entrenchment of resilience as a public sector norm. It is a continuous process which seeks to achieve an optimal capacity to withstand adversity and exploit possibilities, despite inherent vulnerabilities and constant uncertainty. The public sector is not an end in itself but it is one of the most critical catalysts to achieve national and regional development and societal well-being. Therefore, as the world becomes more complex, SRB is a necessary imperative for the Caribbean public sector as the region seeks to reassess its development agenda going forward. References Barbera, C., Jones, M., Korac, S., Saliterer, I. and Steccolini, I. (2017), “Governmental financial resilience under austerity in Austria, England and Italy: how do local governments cope with financial shocks?”, Public Administration, Vol. 95 No. 3, pp. 670-697. Bracci, Enrico and Mouhcne Tallaki “Resilience capacities and management control systems in public sector organisations” Journal of Accounting and Organisational Change Vol. 17 No. 3, 2021 pp 332-351. Brigugilo, Lino (2014) “A Vulnerability and Resilience Framework for Small States” in Building the Resilience of Small States A Revised Framework edited by Denny Lewis-Bynoe (London: Commonwealth Secretariat) pp 10-76. Thomas, C. Y. “Small states and the vulnerability debate.” Guyana and the Wider World Stabroek News. 14 January 2004.
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