Page 1 November-December, 2023 Volume 7, Issue 3 By Devon Rowe, CARICAD C - Pages 4-5 ARICAD, is an organisation that aims - Pages 6-7 to transform and modernise public sectors of Member States to better formulate and implement public policy towards the achievement of sound governance. CARICAD works toward improving the quality, efficiency and effectiveness of public services, enhancing public policy formulation and implementation, fostering good governance and accountability, and promoting innovation and digital transformation. CARICAD also collaborates with other regional and international partners to address the challenges and opportunities facing the Caribbean public sector. The institution provides several services such as conducting organisational capacity assessments, functional reviews of agencies and ministries of government, among others, as shown on Pages 4-5. - Pages 8-9 The Framework of the Charter for Caribbean Public Services (Pages 4-5) aims to align six critical pillars - Devon Rowe Governance, Accountability, Standards, Openness, Capacity, and Legislation. Each Core Principle has Strategic Priorities that identify the work efforts required for sustained effective public service delivery. These Strategic Priorities represent the mechanisms, procedures, processes, systems, and legislation that will be required for sustained effective public service delivery. The pillars in turn strive to reinforce the foundation through sustained citizen-centricity, ensuring that government services make things better for people. The vision is a responsive and resilient public service. The work of CARICAD places the Charter at the core of interventions. Created in 2015, the Charter is in line with and preceded the 11 principles of effective governance for sustainable development, developed by the Committee of Experts in Public Administration (CEPA) and endorsed by Economic and Social Council • Continues on next page
Page 2 CARICAD Planning Week T he CARICAD Team met for its biannual Planning Week from October 2nd to October 6th, 2023. The objectives of the planning week were to assess progress against the annual work programme, obtain updates against the work plan, prepare an achievable operational/work plan for the remainder of 2023/24 and chart a way forward for the organisation. The team identified strategies to enable the organisation to continue to meet the emerging needs of our member states. Since some team members currently work remotely, the session provided an opportunity for the team members to strengthen connections in a face-to-face environment. • Continued from Page 1 not-so-secret sauce of leadership for success. (ECOSOC) of the United Nations in July 2018. The principles aim to provide practical and expert guidance to interested countries on a broad range of governance challenges associated with the implementation of the 2030 Agenda for Sustainable Development. The Capacity Pillar of the Charter includes leadership as a component, among others. CARICAD has been supporting Leadership Development for over 10 years. The Programme began under the Caribbean Leadership Project (CLP) funded by the Canadian Government. CARICAD participated in the early thinking, design, and development of the project. The initial seven-year project ended in 2019, training 296 public sector leaders. Thereafter, the programme transitioned seamlessly to the current CARICAD Leadership Development Programme (CLDP) through the development and implementation of a sustainable business plan. Over the years, the programme has helped public sector leaders develop their skills and become more effective in their roles. It has positively impacted the work life of more than 1,000 public officers since 2019. The contribution of leadership development is also aimed at closing the much-spoken-about “implementation deficit” that exists within the region. Moreover, CARICAD’s core products and services, such as organisation design and development, require the CARICAD’s recent work on the Organisational Review and Reclassification of the Public Sector in Dominica (Pages 4-5) typifies the contribution and role of effective leadership at several levels. The Prime Minister provided high-level, strategic direction and visible sponsorship, while the Cabinet Secretary led effectively at the operational level. Several leaders contributed to the completion and success of the exercise, including the Unions, Permanent Secretaries, the Reform Coordinator, and other Senior officials. CARICAD embraces the transformational approach to leadership. The transformational leader influences followers to achieve consistent organisational results while maintaining a culture of teamwork and high performance at both individual and organisational levels. A continued focus on leadership in regional public service is therefore necessary if we are to achieve the results we desire. CARICAD has transformed itself into a flexible and adaptable organisation. In that regard, it has established a foundation of relevance for continuing to deliver effectively in the constantly evolving, technologically driven environment of the 21st Century. CARICAD will continue to adapt strategically, structurally, and operationally to deliver on its mandate which although established in 1975, is still relevant.
Page 3 ENGAGING T By Rosemund R. Warrington, HR and ODE Specialist his 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. iii. Lastly, the Derive phase is focused on assessments, planning tools, etc. to help gauge the level of implementation and evaluate systems to achieve goals. This phase includes tools such as CARICAD’s Public Sector Transformation Assessment Tool (PSTAT), Strategic Planning and RBM, to mention a few. CARICAD is well positioned and equipped to support the approach to, and mindset for sustainable public sector transformation. Our Toolbox includes interventions that can be conducted strategically or incrementally throughout the process of transformation. Our values-based tools can be adapted to fit a particular phase of transformation as well as the context. We would like to know how we might best support your area of interest and need in our Toolbox.
Page 4 By Rosemund R. Warrington, HR and ODE Specialist I magine if the public sector were like a super resilient rubber ball. No matter what you throw at it, it is resilient and bounces back, ready for more. That's what The Caribbean Centre for Development Administration (CARICAD) is aiming for in the public sector in its member states. In this article, we will dive into how CARICAD supported the Resilience Vision for the Public Sector of the Commonwealth of Dominica (PSCoD) within the framework of the Caribbean Charter for Public Services. Rosemund R. Warrington, CARICAD’s HR & ODE Specialist CARICAD recently concluded an Organisational Review and Reclassification (ORR) exercise in the PSCoD. This exercise responded to Dominica's National Resilience Development Strategy (NRDS) and its Public Sector Transformation (PST) Strategy (2021 – 2025), the latter led by CARICAD. The ORR comprised three significant components: Organisational Structure Review, Job Evaluation, and Job Reclassification. To achieve the objectives of the ORR, CARICAD adopted a holistic approach to assess the status of the Public Service against the National Vision for resilience in terms of capacity, structure, and compensation. In that regard, the ORR included a series of reviews and interventions designed to optimise organisational performance. The assignment provided essential insights regarding the human resource (HR) ‘infrastructure’ and the enabling environment required to facilitate good climate governance and resilient development for the Commonwealth of Dominica. The ORR was strategically aligned with the Charter for Caribbean Public Services. The Charter embodies the tenets of resilient organisations, which was the outcom the ORR. Generally, the Charter pillars and core princip promote good governance, service standards, accountability, better information processing, continuo capacity and competence enhancement, proactive analyses, and modernisation of legislation.
Page 5 me of iples ous More specifically, one of the six pillars of the Charter - Capacity, plays a crucial role in driving change and enhancing organisational effectiveness in public sector organisations. The diagram above provides a simplified way to express the relationship between the ORR and the Charter framework. In this context, the Charter created a robust framework that supports competency development, strengthening organisational structures, fostering a productive work environment, and enhancing workforce skills to meet the evolving demands of the PSCoD. Bearing in mind the transformative context, the ORR was not just about addressing present challenges in the public sector; it was also about anticipating future hurdles. CARICAD understands this context. CARICAD's interventions, therefore, were holistic, diverse, and aligned with the long-term Resilience Vision of Dominica. Our interventions, therefore, targeted and achieved the streamlining of structures, understanding the true essence of each role, and reclassifying them accordingly. By so doing, the PSCoD, through the ORR, has effectively positioned itself for future sustainable growth and success.
Page 6 The following article was reproduced with the permission of ODYSSEY CONSULTinc, 2019. To view the original article, visit: https://odysseyconsultinc.com/learning-media-portal/
Page 7
Page 8 CARICAD’s Programme Implementation Officer, Trudy Waterman (left), with RESEMBID’s Associate Programme Manager, Julia Morelli, during Trudy’s mission trip to Sint Maarten in October 2022. RESEMBID for sustainable human development By Trudy Waterman Programme Implementation Officer I n May 2022, CARICAD was awarded a Grant to provide capacity building support for the Overseas Countries and Territories (OCTs) to formulate, design and implement projects under the Resilience, Sustainable Energy and Marine Biodiversity Programme (RESEMBID). The Programme, which commenced on January 1st, 2019, is funded by the European Union under the Eleventh European Development Fund (11th EDF). RESEMBID supports the sustainable human development efforts of the 12 Caribbean Overseas Countries and Territories (OCTs), namely: Anguilla, Aruba, Bonaire, British Virgin Islands, Cayman Islands, Curaçao, Montserrat, Saba, Saint Barthélemy, Sint Eustatius, Sint Maarten and Turks and Caicos Islands. The Programme’s core objectives are: • To increase energy efficiency of infrastructure with high impact on energy consumption. • To improve protection and sustainable management of the OCTs marine biodiversity. • To increase the resilience of Caribbean OCTs to adapt to extreme and recurrent natural events. To date, CARICAD has supported four (4) of the territories in the conversion of seven concept notes into project documents. Several of these projects are currently under implementation within the wider RESEMBID projects portfolio. As Programme implementation intensifies and then transitions towards successful completion, CARICAD will focus its capacity building efforts for the OCTs by the provision of tailored workshops in evaluation and lessons learning. The Evaluation workshop will be designed to support Implementing Partners whose projects will be subject to a mandatory terminal evaluation. aims to provide support primarily to implementing partners with a mandatory terminal evaluation in managing these evaluations. The Lessons Learned workshop aims to build capacity in documenting the lessons of experience under RESEMBID so that they can be curated and compiled in a way that enables the OCTs to make use of them when designing or implementing future initiatives. By Dr. Lois Parkes, Leadership Development and Institutional Strengthening Specialist, CARICAD I n 2013, the first cohort of the Leadership Development Programme (LDP) under the Caribbean Leadership Project (CLP), funded by the Government of Canada, was launched. At the end of the CLP in 2019, 12 cohorts with a total of 296 leaders from across 12 Caribbean public services and regional institutions were trained. The success of the CLP was ultimately to be determined by the creation of a sustainable leadership development programme for the Caribbean. This has been achieved with the transfer of the LDP to CARICAD in August 2019, and the creation of the CARICAD Leadership Development Programme (CLDP). The year 2023 mar 10th anniversary of the LDP, and in Sept 2023, the 20th Cohort was launched. The CLDP has been an overwhelming su and represents a shining example of pro sustainability in the Caribbean. Since Au 2019, a total of 1,723 leaders have bee across member states, through our sche and customised LDPs. We partnered wit number of organisations to deliver custo leadership development programmes/w aligned to their learning needs and cont Among these partners are the Eastern C Central Bank, Caribbean Court of Justice Administration and Passport, Immigratio Citizenship Agency, Jamaica, Governme Montserrat and Central Bank of Barbado Additionally, the monthly/special webina provide on-going learning and networkin opportunities for our stakeholders. Thes been largely facilitated by our Alumni, s their application of their leadership train public sector transformation initiatives w lead. We acknowledge our many partne
Page 9 D e m In 2022, CARICAD completed delivery of a three-day workshop on Team Coaching and Mentoring for Results to members of Tax Administration Jamaica Senior Leadership Team in support of TAJ's vision to become a world class tax administration agency and to support its succession strategy. rks the ptember uccess, roject August en trained heduled ith a tomised workshops, ntext. Caribbean ce, Tax ion and ent of dos. nar series ing se have showcasing ning to the which they ers who continue to collaborate with us, in the successful design and delivery of our programmes. These include Caribbean Catastrophe Risk Insurance Facility Segregated Portfolio Company (CCRIF SPC), Caribbean Disaster and Emergency Management Agency (CDEMA), Inter-American Development Bank (IADB), and Caribbean Telecommunications Union (CTU). Of note is that the CLDP thrived even through the COVID-19 pandemic. Flexibility in the design, development and delivery of our offerings, allowed the CLDP to pivot its offerings to align with the emerging leadership needs around leading in crises, business continuity and leading change. Several factors account for the success of the CLDP. These include: • The use of hybrid delivery models to adapt to the needs of clients, and to lower delivery costs • The use of ICT and social media tools to promote the LDPs and to provide on-going micro-learning and other support to our participants. Our participants are our lifelong partners, with CARICAD offering an integrated mix of technical assistance and capacity building support to facilitate leaders as they engage in various transformation initiatives • Best in market costing for our globally competitive offerings from a qualitative standpoint. We ensure that our offerings are relevant to Caribbean and global contexts • Direct learning transfer to participants’ organisational contexts. Each of the programme are designed for participants to directly apply their learning to transformation initiatives in their work contexts. CLDP direct reporting on this aspect to the organisations assures accountability for learning transfer. Going forward, the CLDP to continue working with its stakeholders to ensure its programme offerings remain contextually relevant, and to further improve programme attraction through accreditation and support of on-going professional development to international standards.
Page 10 B eing part of the LDP has provided me with a family of resources, knowledge, and friendship. It has enabled me to perform and contribute tremendously, not just at my work as a Reformist but to the public service. I am a proud Possibilist and am glad I trusted the process. Emma Jackson, Director, Public Sector Reform, Government of St Vincent and the Grenadines (Cohort 6, C6 Possibilities) As we celebrate the 10th anniversar a few testimonials from some of our T he knowledge, skills, and perspectives that I have gained throughout the journey have truly had a profound impact on my leadership abilities and personal growth...the safe and engaging learning environment allowed us to explore new concepts, challenge our assumptions, and develop practical strategies for driving positive change within our organisations. Osbourne Chin, Senior Director, Tourism Policy & Monitoring, Ministry of Tourism, Jamaica (Cohort 19 - Transformative Thinkers) S ince completing the CLP training, my confidence as a leader has grown. Today, I have the courage to demonstrate poise that is more unshakeable than panic and the ability to see potential reached more than to see my staff appeased. Lyndonna Hillaire-Marshall, Permanent Secretary, Department of Public Adminstration, Grenada Public Service I have always admired and aspired to be a leader who remains calm and poised in the face of insurmountable challenges. A leader who is intentional in one's efforts to empower their team to be solutions focused. LDP was the start of my journey towards transforming into such a leader. I will continue to utilise the tools gained in my new role as Public Service Transformation Manager as I support transformational change throughout the Public Service. Mrs. Kashan Cupid Braithwaite, Public Service Transformation Manger, Office of the Deputy Governor, Government of the Virgin Islands (British) (Cohort 13 - Trendsetters)
Page 11 ry of our Leadership Development Programme, we invite you to view r participants through the years. T he LDP was one of the most transforming and rewarding events that occurred during my tenure in the Public Service of Saint Lucia. As a Permanent Secretary at the time, the principles learned reshaped my leadership style and caused greater effectiveness in steering staff members and the Ministry in a positive direction. The changes in my leadership enhanced an amiable yet strategically focused environment. I wish I was tooled with the skills in the unique manner within which they were delivered as this would have averted some errors which were made during my professional journey. Notwithstanding, the learned values and philosophies resonate and are utilised in my professional and personal sphere. I therefore recommend the LDP to every employee from middle management to the top. Dr. Allison Jean, CEO, National Utilities Regulatory Commission and Senator in the Upper House of Parliament, Saint Lucia T he CLDP has provided me with countless invaluable opportunities for personal growth and professional advancement. Through engaging workshops and enlightening mentorship, I have sharpened my leadership acumen and acquired a profound comprehension of effective management techniques. The unwavering support and guidance from my colleagues and mentors within this programme have been instrumental in my journey. Shelia Imbert, Deputy Permanent Secretary, Department of the Public Service & Gender Affairs, Government of Saint Lucia T he main lesson from the Leadership Development Programme that resonates with me is that I should not only focus on leading people but that I should equally pay attention to leading self and building wellness resilience. As a leader, I need to have both physical and mental health in order to give effective and efficient service, especially in the public sector. I have since then paid close attention to my circle of life by putting a wellness action plan together. I wish CARICAD well, as a premiere institution that continues to promote the holistic development of potential and seasoned leaders of the region. Dr. Uralise Delaire Deputy Permanent Secretary (Ag.) Ministry of Youth Development and Sports, Saint Lucia (Cohort 18)
Page 12 F rom February, 2024, CARICAD will be hosting a four-part webinar series under the theme, “Innovation, Digital Government and Changing Mindsets for Public Sector Transformation”. CARICAD will be collaborating with the United Nations Department of Economic and Social Affairs, Division for Public Institutions and Digital Government (UNDESA/DPIDG), as well as other regional and global partners, to bring together research findings, best practices and thought leadership on these all-important topics of innovation, digital government and changing mindsets for Public Sector Transformation. The webinar series will explore the relevance of adopting a changed mindset to support the implementation of digital government to improve the delivery of public services to citizens. By changing our mindset, we can leverage the potential of emerging technology and foster a culture of innovation and resilience and respond to the needs and expectations of our citizens. UNDESA/DPIDG, in conjunction with several partners, is far advanced in developing a project titled, “Developing Capacities for Innovation, Digital Government Transformation and Changing Mindsets in the Caribbean SIDS.” The project will strengthen the capacity of selected countries in the Caribbean SIDS to mobilise their institutions and public servants to enhance effectiveness and institutional coordination, public accountability, and engagement of key stakeholders in the implementation and review of the SDGs. The three-year project is expected to begin early in 2024. You can check our website or continue to watch this space for updates on this webinar series. 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 and Petra Emmanuel. PREVIOUS EDITIONS CAN BE VIEWED AT: Special Hurricane Edition July 2023 February 2023 Special Hurricane Edition July 2022 March 2022 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
1 Publizr