Page 1 Volume 10, Issue 1 CARICAD’s HR&ODE Strategic Lead Rosemund Warrington shares her article on Executive Director CARICAD Devon Rowe gives a perspective on
Page 2 Diligence, Digital Stewardship, and the Future of Caribbean Public Service A s CARICAD marks 45 years of service to the region, we are reminded th public administration is, at its core, a human endeavour. The stories shared in this edition rooted in lived experience, institutional memory, and forwardlooking analysis – underscore a truth echoed across our Digital Explainer Series and reinforced by the United Nations Committee of Experts on Public Administration (UN CEPA): resilient public sectors are built on values, strengthened by people, and transformed through deliberate, ethical innovation. Devon Rowe Executive Director CARICAD Rosemund Warrington’s reflection on The Enduring Influence of Diligence brings us back to the fundamentals. Her journey, shaped by mentors who embodied discipline, integrity, leadership, and empathy, mirrors the ethos that UN CEPA identifies as essential for trustworthy institutions. Diligence, as she frames it, is not mere busyness or blind loyalty; it is the disciplined practice of fairness, consistency, and civic responsibility. It is the quiet, steady force that ensures public officers serve with purpose rather than perform for applause. This value-centred approach is increasingly important as governments navigate the complexities of digital transformation. Our Digital Explainer Series has repeatedly highlighted that technology alone does not transform institutions – people do. Play, creativity, and curiosity are not soft skills; they are strategic capacities that help public officers adapt, innovate, and collaborate across boundaries. When paired with diligence, they create the conditions for continuous learning and future readiness. In my article Central HR Institutions and AI, which focuses on the role of Ministries of Public Administration and the Services Commissions in the era of AI, I expand this conversation into the digital era. AI presents extraordinary opportunities for efficiency, accessibility, and data-driven decision-making. Yet, as UN CEPA cautions, digital tools must be deployed within governance frameworks that protect human dignity, equity, and accountability. The Caribbean public sector cannot afford to treat AI as a mere technical upgrade; it must be approached as a governance shift requiring ethical oversight, workforce transition planning, and citizencentred design. This is where the stewardship role of Ministries of Public Administration and Public Service Commissions becomes indispensable. Their mandate now extends beyond recruitment and administrative reform to include digital governance, competency-based workforce development, and the safeguarding of public trust. As I note, the challenge is not simply to integrate AI, but to do so without eroding morale, widening inequities, or displacing workers without support. Governments must balance fiscal responsibility with social responsibility – an equilibrium that UN CEPA identifies as central to sustainable public administration. Across the region, the call is clear: diligence must evolve into digital diligence. This means upholding timeless values while embracing new tools; strengthening institutions while empowering people; and ensuring that innovation enhances, rather than replaces, the humanity at the heart of public service. As we look ahead, CARICAD remains committed to supporting this transformation – anchored in integrity, inspired by creativity, and guided by the unwavering belief that public service, when done with diligence, remains one of the highest callings in our Caribbean community. Article edited by AI.
Page 3 By Rosemund Warrington HR&ODE Strategic Lead Rising into Responsibility I still remember my first day reporting for duty at the Government Headquarters. The building itself carried a quiet sense of importance, history, standing tall as the seat of national administration. For decades, its five floors had witnessed the shaping of policy, the drafting of laws, and the execution of decisions that touched the lives of every citizen. As I entered, the gentle ripples of the fishpond on the ground floor caught my eye - a small but moving reminder that life flows calmly even in a place charged with weighty decisions. My office was on the fifth floor. Climbing those steps felt like more than a physical hike. It was an initiation into public service, a rise into responsibility. I was young, eager, and filled with the kind of nervous energy that comes with stepping into something bigger than myself. Reaching my floor, I paused for a moment, proud to be given the chance to serve. There and then, I made a silent promise to myself: to be diligent, to uphold integrity, and to give my best to the people of my country. This reflection stemmed from the fact that, at that stage of my youth, I was profoundly inspired by the dedication of the public officers I knew personally. Their commitment taught me that public servants work for the community, not for private interests. Their respect for the public’s trust ensured that government services were delivered with fairness and efficiency. Over the course of two decades in public service, I came to see diligence as the compass that directed my every decision. This ethos shaped my approach in every role I held, starting as an administrative clerk and culminating in my service as a senior public official. In the public sector, diligence is often invoked as a desirable trait - one tied to reliability, hard work, and professionalism. Yet, its true meaning and application are often clouded by misinterpretation and sometimes aligned with political loyalty. This article highlights the lessons I learned in the public service and the deeper virtues of disciplined service and civic responsibility. Each principle of the acronym D.I.L.I.G.E.N.C.E. is aligned with behaviours and practices that strengthen resilient public administration. Guiding Principles are included to encourage public officers to think critically about how they apply these values in their work. • Continues on the next page
Page 4 The Lessons I Learned In the 1980’s public service, I was surrounded by experienced mentors and senior officers who not only knew the work but carried themselves with dignity, responsibility, and pride. They embodied diligence in every sense of the word - not as a concept to be memorised, but as a daily practice that shaped how they served and how I learned. In those early years, I learned discipline through the example of officers who held firm to procedures even when shortcuts seemed easier. They taught me that consistency is not rigidity, but the backbone of fairness and accountability. It was not always the glamorous part of public service, but it was the most essential. Discipline is about maintaining ethical conduct, consistency, adherence to governance frameworks and importantly, knowing when to act, when to wait, and when to walk away, regardless of how you feel in the moment. Guiding Principle: Maintain discipline in public service by applying rules and policies consistently and fairly, even when under pressure or faced with challenging circumstances. Integrity, too, was not a distant value; it showed up in the way my mentors spoke truth in difficult rooms, upheld transparency in decisions, and reminded me that public trust is both fragile and sacred. Their example taught me that character and credibility are the real currency of service. Integrity involves acting with honesty, transparency, and fairness to strengthen public trust. Integrity requires doing the right thing even when no one is watching, staying true to your values, and honouring your word, even when it is inconvenient or difficult. Guiding Principle: Continuously demonstrate honesty and strong moral principles in all actions, while actively reflecting on situations to identify areas where integrity can be strengthened. Leadership, I came to see, was not about position but about influence and presence. The senior professionals I looked up to led by listening, by guiding others, and by modeling behaviour worth following. They practiced inclusive leadership, ensuring that every voice, whether junior or senior, could find a place at the table. Leadership requires the courage to make tough decisions, the humility to listen, the vision to inspire, and the consistency to lead by example, even when no one is applauding. Guiding Principle: Exhibit leadership in daily responsibilities by setting a positive example, guiding others toward shared goals, and taking initiative to inspire teamwork and accountability. I saw innovation not only in technology but in the creativity of colleagues who found ways to deliver more with less, especially in times of constraint. This resilience, rooted in resourcefulness, was its own form of excellence. Innovation entails embracing creativity and adaptive thinking to design solutions. It therefore requires curiosity to question the norm, courage to take risks, creativity to imagine new possibilities, and persistence to turn ideas into reality, even in the face of failure. Guiding Principle: Embrace creativity and continuous improvement by seeking out and applying new ideas, tools, and methods that enhance efficiency and add value to your work. Governance was not a word we repeated in policy documents alone; it was visible in the systems of accountability, in the careful record-keeping, and in the culture of responsibility that made institutions stronger than individuals. Good governance is about upholding systems of accountability, participation, and oversight. It means making decisions that are transparent, inclusive, and fair, serving the needs of all, not just the few. It hinges on putting principles before politics, and long-term progress before short-term gain. Guiding Principle: Promote transparency, accountability, and ethical decision-making by adhering to established policies, documenting actions accurately, sharing information openly, and taking • Continues on the next page
Page 5 responsibility for outcomes that support effective and responsible governance. What marked my journey most deeply, however, was empathy. In moments of crisis, I saw colleagues extend compassion to citizens who were hurting and to coworkers facing personal struggles. I saw empathy married to professionalism: the ability to enforce rules without stripping away humanity. The foundation of empathy is not just understanding someone’s pain — it is choosing to stand with them in it. This comes down to stepping into someone else’s world without trying to fix or judge it. Guiding Principle: Demonstrate understanding and compassion by considering the human impact of your decisions and actions, listening actively to others, and responding with respect and sensitivity to their needs and circumstances. Networking, capacity, and excellence became the rhythms of my work life. Networking meant collaboration across ministries, departments and agencies, building bridges where silos once stood. Capacity was the daily discipline of learning, whether in formal training or informal mentoring. One of my mentors often reminded me, “You have capacity” - a simple phrase that carried deep belief in my potential. At the time, I didn’t fully understand it, but those words stayed with me. Excellence meant never settling for “good enough,” but striving to add value in everything I touched. Networking is about building partnerships and inter-agency collaboration. Capacity is grounded in investing in people and systems for future readiness. And, excellence involves pursuing high standards in service delivery and performance. When networking, capacity, and excellence come together, they create not just achievement, but influence, anchored in relationships, driven by potential, and sustained by high standards. Guiding Principles: Build and maintain professional relationships that foster collaboration, knowledge sharing, and partnerships aimed at improving service delivery and organisational effectiveness. Commit to continuous learning and skill development to enhance your ability to perform effectively, adapt to change, and contribute meaningfully to organisational goals. Strive for the highest standards of quality and professionalism in all tasks by paying attention to detail, seeking feedback, and consistently delivering results that reflect pride in your work. Then and Now Looking back, I realise that diligence was never just about completing tasks or following rules. It was about a mindset and a culture that valued people, integrity, and service. It was about being shaped by others who believed deeply in the worth of public service and finding my own gratification in carrying that torch. It was about the steady and wholehearted commitment to doing what is right, with care, consistency, and purpose, even when the spotlight is off. Today, when I reflect on my years of service, I do so with gratitude. Gratitude for the mentors who guided me, the colleagues who stood alongside me, the leaders who inspired me, and the citizens whose trust reminded me of why the work mattered. Diligence, for me, became not only a principle but a way of life. A way of showing up fully, respectfully, and responsibly in service to the public. The Greatest Impact Within our regional landscape, the public sector calls for an equally intentional and focused approach. Diligence should be the force that sustains timely service delivery, data accuracy, policy integrity, and public confidence. Yet, too often, the word is diluted and confused with busyness, blind loyalty, or political alignment. A diligent officer is not defined by their allegiance to a minister, party, or political agenda. Public officers are stewards of the people and, as such, must perform their duties with integrity, act with purpose, and never lose sight of whom they serve. Through my own journey in public service, I have learned that the greatest impact does not come from authority, but from accountability to the people we serve, and to the values we uphold. This article is dedicated to my esteemed mentors — Juliet Lewis, Rhoda George, Cary Harris, and to the memories of Dr. Carissa Etienne, Charles Maynard, Eric Watty and Alfred Leevy — whose influences have been particularly profound.
Page 6 By Devon Rowe, Executive Director, CARICAD T Abstract This article explores the pivotal role of Ministries of Public Administration and Public Service Commissions in guiding ethical, inclusive, and citizen-centered AI integration within the public sector. It highlights both the transformative potential and challenges of AI, including workforce displacement, data privacy, and institutional readiness. Emphasising strategic leadership, collaboration, and capacity-building, it calls for a balanced approach that safeguards human dignity while advancing innovation and efficiency in governance. echnology, and more recently Artificial Intelligence (AI), has become a force in reshaping how societies govern, serve, and connect with their citizens. While its adoption in the public sector holds transformative potential, it also brings profound challenges related to ethics, equity, institutional readiness and likely reduction in the size of the public workforce. In the evolving landscape, Ministries of Public Administration (MPAs) – also referred to in some CARICAD member states as Ministries of Public Service and Public Service Commissions (PSCs) – are not simply just administrative bodies, instead, they are even more important in their stewardship of fair, responsive, and citizen-centered governance. Historically, MPAs have championed administrative reform and public sector capacity-building, while PSCs are tasked with promoting merit-based recruitment and ensuring ethical oversight in the public service. These foundational functions remain indispensable, but the stakes have increased. The rapid acceleration of AI demands that both institutions shift gears, to become even more forward looking, embrace a more involved mandate that guides responsible digital transformation while putting considerations for the stability of the public service and motivation of public officers also at the core of future public sector transformation. When used wisely, AI has the potential to make a real difference in how public services are delivered. It can take over repetitive tasks, freeing staff to focus on more complex, people-centred work; keep certain services available around the clock; support better decision-making with solid data; and even help us anticipate social and economic needs before they become urgent. Imagine a simple chatbot helping citizens get answers about licensing or benefits without waiting in long lines, or a planning tool that helps ensure limited resources go where they are needed most, whether it is school supplies in rural areas or relief aid after a hurricane. These kinds of innovations not only improve access and transparency but also signal a paradigm shift toward agile public institutions. However, despite these benefits, the integration of AI also raises significant concerns. Job displacement in routine to senior roles calls for thoughtful workforce redeployment, re-skilling and transition programmes particularly in small island resilient states. Machine and algorithmic “blind spot” biases may threaten fairness, especially in high-stakes areas like hiring or benefits distribution. Complete dependence on automation may “dumb-down” human judgment and civic trust. Data privacy and trust become critical issues as governments collect and analyse vast amounts of personal information. The question to be asked is: “Should AI remain a tool of empowerment and productivity enhancement or a mechanism for replacement?”. • Continues on the next page
Page 7 Is it the joint responsibility of the PSC and MPA to address potential job losses arising from the integration of AI, even when such changes may lead to greater efficiency? Should they prioritise the potential financial benefits to the taxpaying public — such as a reduction in public sector wage costs — resulting from AI implementation? At the same time, is it also their role to safeguard the morale and motivation of the public sector workforce, ensuring that innovation does not come at the expense of people or productivity? Or should the PSC and MPA review the public value provided to citizens? We must also address the social costs of displacement of public sector workers. Governments do not have the luxury of ignoring any addition to the unemployment numbers as this could be an exercise of moving employees from the Public Service wage bill to the social services balance sheet. The PSC and MPA, in collaboration with agencies responsible for digital transformation, e-Government, and ICT, share a responsibility to assess the impact of AI on both government efficiency and the citizens it serves. To fulfil this role effectively, PSCs and MPAs must strengthen their capacity, and this involves building knowledge, skills, and practical understanding of how AI can be applied to enhance public service delivery. While improved technology may reduce public sector wage costs, potential job losses must also be addressed through competency-based recruiting, reskilling and support. Safeguarding workforce morale is essential to maintaining a committed and effective public service. Achieving the right balance between innovation, fiscal responsibility, and human dignity is key. To lead in this new reality, MPAs and PSCs must embrace strategic roles that go beyond their traditional operations whilst conducting their affairs within constitutional provisions. They must help to shape and champion inclusive national AI strategies that align innovation with societal priorities. CARICAD supports the building of digital capacity across the public service as essential — public officers must be trained in data literacy, tech governance, and, dare I say, human-AI collaboration. Recruitment policies must be updated to prioritise interdisciplinary skills to attract new talent committed to public values. Moreover, agile governance practices – like pilot projects and experimentation – should be encouraged where possible, and include feedback loops, ensuring AI systems reflect the lived experiences and needs of citizens, especially marginalised groups. Just as important, there must be a consistent commitment to monitor and evaluate AI’s impact over time. This evolution requires a leadership ethos grounded in integrity and vision. MPAs and PSCs must act as stewards of human dignity, not simply managers of systems. By embedding fairness, transparency, and public engagement into the heart of AI reforms, these institutions can preserve trust in government at a time when it matters most. It is not our belief that AI should replace empathy, or accountability – instead, it should amplify them. In conclusion, the digital age calls for institutions that are resilient, ethical, and future-ready. MPAs and PSCs must continue to rise to this moment, not by leaving change to chance, but by actively shaping the future with courage, deliberate action and purpose. Their leadership will determine whether AI becomes a tool for the public good or a technology for disconnection. The responsibility is immense but so is the opportunity to build a smarter, fairer, and more human-centred public sector.
Page 8 CAN YOU IDENTIFY THIS LOCATION? This photograph was taken by CARICAD’s resident photographer Franklyn Michael while on one of his many travels. We will reveal the location on our Instagram page caricadinfo on January 30th, 2026. THE TEAM The CARICAD Horizon is a regular publication of the Caribbean Centre for Development Administration (CARICAD). The Horizon has superseded the “Chronicle”. The Editor-in-Chief is CARICAD’s Executive Director, Devon Rowe. The Production Team comprises: Franklyn Michael, Rosemund Warrington, Dr. Lois Parkes, Trudy Waterman, Angela Eversley, Roje Sealy, Keishana Trotman and Petra Emmanuel. Special Montserrat Edition 2025 Special Hurricane Edition July 2025 March 2025 December 2024 August-September 2024 Special Hurricane Edition July 2024 March-April 2024 February 2023 March 2022 Previous editions can be viewed at: December 2021 October 2021 Special Hurricane Edition June 2021 March 2021 October 2020 July-August 2020 Special Hurricane Edition June 2020 Special COVID-19 Edition May 2020 March 2020 December 2019 October 2019 Board Meeting 2019 Special Edition April 2019 December 2018 August 2018 December 2017 July 2017 1st Floor Weymouth Corporate Centre, Roebuck Street, Bridgetown, Barbados Tel: 246-427-8535 Email: caricad@caricad.net Website: www.caricad.net
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