Continued from previous page The TLM illustrates that Transformation is not a linear process. There is constant interaction and movement of three variables namely the 3 Rs — Resilience, Responsiveness and Results, all of which drive and sustain organisational transformation. The loops reflect, for emphasis, the way in which the total public sector system is evolving to generate different responses. What is most significant about the Model is not only the interdependence and variety of each loop but that at the core and through each of those components runs a common thread of change dynamics: values, culture, purpose leadership and commitment to achieve successful performance. The fundamental point here is that in order to transform, the public sector must engage in new capabilities and adopt a new mindset to thrive in the future. The loops represent the crucial behavioural link between organisational forces and results. For the above reasons alone, public sector transformation can seem quite daunting as leaders and managers try to find ways of achieving fundamental changes in strategy, structure, operating models, people, and processes. In order to address the intricate nature of public sector transformation as illustrated by the TLM, CARICAD, owing to its mandate, continues to create tools and models to guide public sector organisations through every phase of the start-to-end transformation process. The following section therefore describes CARICAD’s response to the 3 Rs of transformation, in terms of support mechanisms and tools for more proactive delivery in member states. CARICAD’s Toolbox CARICAD was established in 1980 by an agreement among Caribbean Community (CARICOM) states. CARICAD provides technical assistance to support member governments to improve efficiency through initiatives to transform and modernise the public sector. One outcome of our regional remit is the extensive experience gained over the years in undertaking a variety of modernisation assignments in regional public services, parastatal and statutory organisations. CARICAD today has excellent tools and outstanding evidence-based practice and is in a good position to offer a number of its Value-added Tools to be used incrementally by Member States. It is a fact that the public sector is continuing to evolve at a rapid pace. It is however not always easy for public sector organisations to manage the complexity and enormity of the delivery processes while trying to survive in an ever-changing world that requires constant shifting of resources. In many cases, the result is that the transformation efforts fail owing to lack of a structured programme as well as buy-in from key stakeholders among other things. Sadly, such failures often encourage skepticism about transformation and perpetuate the falsehood that change is not possible. This demands an approach to transformation that is specifically geared towards ensuring delivery of results. In interactions with individuals across the Caribbean region, CARICAD has found several critical challenges that public sector entities face in undertaking transformation. One of the major challenges that public sector entities very often face is defining the “how”, that is, how to go about achieving concrete results through the right means. With its arsenal of values-based tools, CARICAD can provide ways in which public sector organisations can work through and overcome some or their delivery initiatives that they may find difficult to undertake. The following infographic builds on the 3 Rs - Resilience, Responsiveness and Results of the Charter Framework. It delineates CARICAD’s tools and models that can be applied, in a phased-focused manner, as a public sector entity goes through the process of diagnosing and reinventing itself. For example: i) at the Discover Phase, tools and interventions such as the web-based Enabling Environment Assessment, Climate Surveys, and Changing Mindset Assessment, among others, can be conducted by CARICAD. ii) The Define phase suggests a period of building and climbing onward and upward i.e. ensuring that the right strategies, systems and processes are in place to ensure business continuity. Tools such as the Reframing HRM model, HR Strategy Template, Business Process Reengineering, Organisation Design Models, Succession Planning Toolkit among others are all part of the Define phase. Lastly, iii) the Derive phase is focused on assessments, Continues on next page 14
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