Page 1 August - September 2024 Volume 8, Issue 3 A team from the Welfare Department of the Ministry of People Empowerment and Elder Affairs (MPEA), in Barbados recently attended a workshop at CARICAD to gain technical assistance from CARICAD to improve its organisational readiness for its role in crisis and disaster response in Barbados. (See full story on Pages 10-15) Part I - The Case for Action Over Rhetoric By Rosemund Warrington, HR and ODE Specialist, CARICAD I n today's fast-paced and ever-changing world, the importance of leaders ‘doing' rather than ‘talking’ cannot be overstated. Leaders must walk the talk. Sure, effective communication and a clear vision are essential, but they are just the tip of the iceberg. At the end of the day, leaders must take decisive action and make informed decisions. They need to collaborate, coordinate and communicate because that’s what drives real progress and success. Without action, all that talk is just empty words. So, it’s high time we recognise leaders who are doers – those who are ready and willing to roll up their sleeves and get things done. Leaders act, bosses tend to talk. Continues on Pages 4-9
Page 2 T he Importance of Whole of Government Planning and Results-Based Management in Combating Challenges in the Caribbean The Caribbean region faces challenges, ranging from economic development, and Climate Change to social inequality and public health crises. Addressing these complex issues requires a coordinated and strategic approach that leverages the strengths of various government agencies and stakeholders from other sectors. Such an approach reduces waste, duplication and frustration. Resources are limited and must be utilized efficiently to address all pressing issues. Whole of government planning, when integrated with Results-Based Management (RBM), offers a robust framework for tackling these challenges. Additionally, Public Sector Transformation plays a crucial role in ensuring that these strategies are implemented effectively and sustainably. Public Sector Transformation is a continuous Whole of government planning involves the integration of efforts across multiple government departments and agencies to achieve objectives. The CARICAD approach seeks to ensure that the process is Citizen Centric and involves all stakeholders. Achieving success in whole of government planning requires collaboration amongst government entities and stakeholders whilst ensuring that resources and information are allocated and shared effectively. Results-Based Management is a strategic approach that emphasises achieving specific outcomes (RESULTS) and uses performance metrics to guide planning and execution. This method is particularly effective in ensuring accountability and efficiency in operations. RBM, if properly understood and taken seriously, can help to close implementation gaps as it sets clear targets, accountability and performance metrics. Combining whole of government planning with RBM creates a powerful framework for addressing the Caribbean’s challenges. This integrated approach process of leading and managing change in the public service for innovative adaptation; to enable delivery of services ensures that comprehensive strategies are developed collaboratively and executed with a focus on achieving measurable outcomes. Conceptually, it is logical that the integration of whole of government planning with RBM should offer a comprehensive and outcome-focused approach to addressing the complex challenges faced by Caribbean public sectors. Are current government operations adequate for the required integrated planning, communication, coordination and collaboration among agencies, and the monitoring and regular reporting on progress towards defined outcomes? If not, are they on the way? Is it an easy task? How do we fix the missing elements? Public sector transformation plays a critical role in this process by enhancing efficiency, effectiveness, transparency, accountability and responsiveness of government institutions towards a common Devon Rowe, Executive Director, CARICAD & results in a resilient & sustainable manner. cause. Leadership is the “not-so-secret sauce” for success. Leadership is required not only at the apex of the institution or government but at all levels in the public sector. Please see the Leadership by Action article in this issue of the newsletter. Together, these approaches with relevant capacity improvement and leadership provide a method for achieving sustainable development and improving the quality of life for citizens. There is an urgent need for us in the Caribbean to focus more on Results than on processes and methods. Let us commit ourselves to asking, what did I achieve, instead of what did I do. We should do that at the organisational level collectively as well, systematically and regularly.
Page 3 C ARICAD participated with the Management Institute for National Development (MIND) to target senior public sector members in Jamaica and the wider region as part of its annual Public Sector Leadership Development Conference. The objectives for the 2024 Public Sector Leadership Development Conference sought to foster a leadership mindset that prioritises service excellence, sharing cutting-edge tools and best practices for enhancing public service delivery, and providing a platform for leaders to expand their professional networks. The four-day event took take place from July 9th to 12th, 2024, under the theme, ‘Sustaining Public Sector Transformation through Leadership for Service Excellence’. The conference was held in hybrid format, with virtual workshops on July 9th and 12th and in-person sessions at the Jamaica Pegasus hotel in New Kingston on July 10th and 11th. Ms. Jacqui Sampson-Meiguel, retired public servant — the region’s 2024 awardee for the Management Institute for National Development’s Public Life Award for Leadership Excellence. The prestigious MIND Public Life Award for Leadership Excellence was presented at the conference. It recognises outstanding leadership that contributes to public sector transformation by one Jamaican and one regional public servant. The award is presented to public servants, who have demonstrated excellence in achieving results; reflect the priorities of the public service; and promote professionalism and visibility of the service while demonstrating other key competencies. The recipients were: • Everton Anderson, Chief Executive Officer of the National Health Fund (NHF) — Jamaica’s awardee for 2024. • Ms. Jacqui Sampson-Meiguel, retired public servant, former Clerk of the House, Parliament, in the Republic of Trinidad and Tobago from 1995 to 2023 — the region’s 2024 awardee. CARICAD, as the regional institution for improving Developmental Administration, was happy to contribute to this in-country activity in Jamaica, as co-sponsor and member of the Steering Committee planning the event. CARICAD also selected the regional awardee for consideration. Executive Director of CARICAD, Devon Rowe, received the MIND Public Life Award in 2017. Pages 16-17
Page 4 • Continued from Page 1 L eadership By Action involves leading by example and setting a positive tone for others to follow. John Kotter captures it well when he said, “Leadership is doing, not just talking." (What Leaders Really Do, 1999). This means leaders being actively engaged with employees, listening to their needs and concerns, and taking bold steps to address important issues. It also means being transparent and accountable in decisionmaking, demonstrating integrity and ethics in all actions, and fostering a culture of collaboration and teamwork. Yet, many individuals who are in positions of authority believe that the only important element in leadership is the position itself and talking a good talk. In his book Leadership Tips and Tools, McGannon reminds us that "Leadership is action, not a position" (Donald H. McGannon, Leadership Tips & Tools:2008). True leadership is demonstrated through what a person does — taking initiative, guiding others, and driving results — rather than simply holding a title or position of authority. One key reason leaders must prioritise action over rhetoric is that actions speak louder than words. While inspiring speeches and motivational quotes can certainly uplift and encourage followers, it is the concrete actions taken by leaders that truly demonstrate their commitment and dedication. Followers are much more likely to trust and respect a leader who leads by example and consistently delivers results rather than one who merely talks a good game. Evidence in organisations has shown that leaders who lead by example, and cultivate relationships with their employees, while focusing on results have successfully experienced a positive shift within their organisation toward high-performance. John Adair's popular model of Action-Centred Leadership highlights three core management responsibilities: • Continues on next page
Page 5 • Continued from previous page achieving the task, managing the team or group, and managing individuals. These three components are also crucial for effective leadership and the overall success of any organisation. However, while Adair's model focuses on the essential roles of a leader, our Leadership By Action model builds upon this foundation by emphasising the significance of leaders who actively engage in 'doing' rather than just ‘talking’. In practice, there are differences and nuances among Leadership, Management and Authority. There is an unfortunate tendency to assume that the granting of authority is an indication of leadership effectiveness. Authority usually comes with an appointment to a position. It cannot bestow leadership skills in the same manner in which it grants a title. Our expanded model not only upholds the importance of achieving tasks, managing teams, and guiding individuals, but it also delves deeper into the characteristics that distinguish truly effective leaders. These characteristics are illustrated in the graphic at right. A Principled Leader A Principled leader is someone who consistently adheres to a strong set of ethical principles and values, guiding their decisions and actions with integrity and fairness. They inspire and influence others by standing firm in their beliefs, making fair and just decisions, and earning trust through their integrity and honesty. This type of leader motivates others to follow not just because of their position, but because of the respect they command through their unwavering commitment to doing what is right. An example of a principled leader could include a Senior Executive who maintains his integrity by being able to walk away from bribes and pressure from corrupt individuals. Principled leadership is important because it creates a culture of trust, respect, and accountability within the organisation. This commitment to upholding ethical standards and promoting transparency in public service sets a strong example for other public officials. Becoming a principled leader is a journey that requires self-reflection, self-awareness, and a commitment to living by a set of values and principles. • Continues on next page
Page 6 • Continued from previous page A Purposeful Leader A second principle of Leadership By Action is Purposeful leadership which emphasises deliberate and strategic planning to achieve desired results. Purposeful leadership is deeply rooted in outcome-focused planning. Leaders who embody this approach are not only clear about the outcomes they seek but also skilled at mapping out the path to achieve them, all while keeping their focus on the ultimate prize. They engage their teams with a focus on these outcomes ensuring that every effort is intentional and aligned with the overarching vision. This type of planning involves identifying actionable steps, setting measurable targets, and allocating resources efficiently to ensure that every action taken is a step toward achieving the defined outcomes. An example of purposeful leadership can be seen in an Executive Director at an agency, who spearheads the development of a strategic plan by engaging a wide range of stakeholders through workshops and focus groups to gather diverse insights. After analysing feedback and identifying key priorities, the Executive Director works with his team to develop a detailed plan that outlines specific result areas, required resources and performance indicators. This systematic process not only optimises operations but also strengthens the team’s commitment to the organisational vision. A Proactive Leader Leaders who are dedicated, proactive, and take decisive action are more likely to create positive change and achieve their strategic objectives. Such actions have a direct impact on outcomes and results. Whether implementing new policies, making tough decisions, or leading by example, leaders who take action can inspire and mobilise others to follow suit. In contrast, leaders who only talk and fail to act risk losing credibility and effectiveness, as their words ring hollow in the face of inaction. Proactive Leaders anticipate potential problems and take steps to prevent them. For example, if a team member mentions struggling with a task, a Proactive Leader might offer additional support or resources before the issue becomes a bigger problem. This hands-on approach not only fosters a sense of trust and loyalty among followers but also sets a positive example for others to follow. A Passionate Leader It is crucial to recognise the importance of passion in leadership. Passionate leaders show a genuine enthusiasm for their work and inspire others to do the same. These leaders are deeply invested in their work. Passionate leaders not only love what they do, but also believe wholeheartedly in the goals of the organisation, persevering through challenges and setbacks. An example of passionate leadership is a Senior Executive who loves her job and exudes enthusiasm in several ways, whether conducting her daily tasks, discussing the organisation's mission, eagerly sharing her vision with the team, or simply sharing her excitement about a project. Passionate leaders actively work alongside their employees to bring that vision to life, motivating the team to excel. This passion stems from a sincere belief in the values and purpose of their work. A Positive Leader A Positive leader is someone who inspires and motivates others through their optimistic attitude, enthusiasm, and ability to create a positive work environment. Negative leadership is about the intentions of the person in charge, not necessarily the skills or the style used. People can be led to do bad things. Positive leaders are able to maintain a constructive outlook in challenging, high-stress situations, find solutions, and encourage their team to perform at their best. For instance, when faced with a setback, they maintain a cheerful disposition and focus on finding solutions rather than dwelling on the problem, encouraging team members to do the same. Positive leaders prioritise recognising and appreciating the hard work of their team members, • Continues on next page
Page 7 • Continued from previous page contributing to a supportive and uplifting work culture that encourages growth, collaboration and a sense of shared purpose. A Persistent Leader Persistence in leadership is characterised by the ability of leaders to stay focused and driven and the ability to bounce back from setbacks, learn from mistakes and adapt strategies as needed. A Persistent leader is resilient and does not give up in the face of adversity. An example of persistence in leadership is a Senior Executive who, in the face of a natural disaster, refuses to let setbacks derail their efforts to drive an essential organisational transformation agenda. Despite the challenging circumstances, this leader remains determined and adapts their strategies to overcome obstacles, ultimately achieving success and showcasing their ability to be resilient in the face of adversity. This resilience not only benefits the leader and their team but also sets an example for others within the organisation, demonstrating the power of persistence in the pursuit of long-term goals. A People-Oriented Leader It is also essential to recognise that leadership, by definition, is not solely about telling others what to do, but also about actively helping to overcome challenges while remaining positive. Leadership By Action is based on the premise that no one individual is able to do everything, but every individual can do something. Leaders who are willing to get their hands dirty and lead from the front not only earn the respect of their followers but also gain valuable insights and perspectives that can inform their decision-making. By actively engaging with the work and the people, leaders are better equipped to address issues, solve problems, and drive innovation. Too often leaders emphasise the ‘Big Stick’ authority and power, sometimes using the threat of strong consequences to achieve compliance and maintain control. A people-oriented leader works with others, builds trust, and encourages teamwork, using respect instead of threats to get things done. Additionally, a peopleoriented leader prioritises the well-being and growth of their team members. The simple truth is that people in organisations are interested not so much in what their leaders know but how much they care. For example, they might invest in professional development opportunities for staff, acknowledge and appreciate the efforts of every employee, treating everyone with fairness without showing favouritism, or implement flexible working arrangements to support a better work-life balance. Such leaders demonstrate empathy and understanding, fostering an inclusive and supportive work environment. • Continues on next page
Page 8 • Continued from previous page Conclusion The principles of "Leadership By Action" we have discussed in this article offer a practical approach to what effective leadership should look like. It’s all about taking purposeful action to drive success in any organisation. When leaders lead by doing, not just by talking, they are in a much better position to inspire, manage, and get results. By putting action first, they show their commitment, which in turn motivates others to do the same, leading to real, meaningful organisational outcomes. Leaders who lead by example, who get involved in the work, and who are not afraid to roll up their sleeves, are more likely to earn the trust and respect of their teams. This approach helps create a culture where productivity and success thrive. In this context described above, "Leadership By Action" is more than just a concept — it’s about truly walking the walk, which builds trust, confidence, and accountability among everyone involved. RECOMMENDATIONS: IMPROVING LEADERSHIP BY ACTION • Persons in leadership positions should take responsibility to regularly review leadership strategies and their impact on the achievement of tasks, team performance, and individual development should be regularly evaluated. Use these evaluations to make informed adjustments, fostering a mindset of continuous improvement within the leadership approach. Leaders must make a commitment to developing leadership that is actionable. • Member states should continue to invest in ongoing leadership training and development such as CARICAD’s programmes. This could include coaching, mentoring, and leadership workshops that focus on enhancing the practical skills needed for action-oriented leadership, such as decision-making, problem-solving, and conflict resolution. • Persons in leadership positions should encourage and promote a climate where both leaders and team members take responsibility for their actions and outcomes. This involves mindset change, setting clear expectations, regularly reviewing progress, and holding everyone accountable for their contributions to the task and the team. Mrs. Rosemund R. Warrington is the in-house specialist in Strategic Human Resource & Organisation Development & Effectiveness (HR/ODE) at CARICAD. Over the years, CARICAD has provided HR/ODE services both in Public and Private Sector organisations in the Caribbean region in the development of HR Strategies, HR Audits, Skills Assessments, Competency Frameworks, Workload Measurements, Recruitment & Selection Strategies, Workforce Planning, Competency-based Performance Management Systems, Job Evaluations, HRD Plans, Capacity Building, HR Policy Manuals, Job Analysis & Job Description Writing, Succession Planning, Training Systems Review and Re-Design, Organisational Design, Functional Reviews, Capacity Assessments and such.
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Page 10 Participants on Day 1 of the workshop. T he Welfare Department of the Ministry of People Empowerment and Elder Affairs (MPEA), in Barbados, sought technical assistance from CARICAD to improve its organisational readiness for its role in crisis and disaster response in Barbados. The MPEA is one of the Government agencies assigned to provide Disaster Social Relief services as part of the national response and recovery mechanism. The current Disaster Response Plan of the Welfare Department speaks to provision of Disaster Social Relief (DSR) for which the MPEA has primary responsibility. As a consequence, the Welfare Department is responsible for ensuring that the necessary relief services are meted out to victims during the Emergency and Recovery Phases of a disaster. The MPEA is therefore being relied upon for a quick uninhibited response on such occasions. The training sessions took place at the CARICAD Secretariat on the afternoons of Tuesday, August 13th and Wednesday, August 14th. There were more than 30 participants in total, divided into two separate groups. The administrative context was set on both days. Brief remarks were made by staff of the Welfare Department. Day 1 Kim Bobb-Waithe, Chief Welfare Officer (Ag) Lorraine Willett, Deputy Chief Welfare Officer (Ag) Day 2 Sharon-Rose Gittens, Senior Welfare Officer (Ag) Lorraine Willett, Deputy Chief Welfare Officer (Ag) “Thank you” remarks were delivered on the behalf of participants at the end of each session. On Day 1, these was delivered by Vincent Lovell, Welfare Officer, and on Day 2, by Pauline Miller, Senior Welfare Officer. In setting the tone for the Leading and Managing in Crises workshops, the Executive Director of CARICAD Devon Rowe said in part:
Page 11 Participants on Day 2 of the workshop. “Leading in times of crisis requires resilience, decisiveness, and compassion. As we structure operations, it is vital to foster a culture of leadership at all levels. This means empowering the staff with the skills and knowledge to make informed decisions and act swiftly in the face of adversity. Important considerations for our team include maintaining open communication channels, prioritising mental health and well-being, and ensuring that our actions are always guided by empathy and a deep understanding of the needs of those we serve. Together, we can build a resilient and responsive social welfare system that stands as a pillar of support for the Barbados community and will of course share lessons of experience across the region.” CARICAD’s Disaster Management expert, Franklyn Michael addressed a number of key points, which included: • Describing and clarifying concepts relating to hazards, threats, crises, emergencies, disasters and Response • Introducing and discussing the CARICAD Framework for leading/managing/working in crises • Sharing information about effective Leadership, Management and Teamwork applicable to crises/ disasters • Providing opportunities for exchanging perspectives and clarifying interpretations for working in crises Mr. Michael paid particular attention to leading, managing and working in crises: • Before • During • After • Continues on next page
Page 12 • Continued from previous page On Day 1, the “thank you” was delivered by Vincent Lovell, Welfare Officer (right), seen here with CARICAD’s Supplementary Associate Franklyn Michael. He shared suggestions for effective work in crises, emergencies and disasters and explained the CARICAD Framework shown below. He also proposed an Action Framework for the Department to address future planning for crises which can be viewed on the page which follows. Mr. Michael also shared many practical tips borne of his more than 30 years of experience at various levels in the field of Disaster Management. We are pleased to highlight some of them here. • Continues on the next page
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Page 14 • Continued from previous page The Welfare Department regards this initial interaction with CARICAD as the beginning of what could become an extended period of capacity building engagement during an anticipated period of accelerated Organisational Development and Transformation. Staff were effusive in their expressions of delight and satisfaction and expressed those same sentiments in the Evaluations that they submitted at the end of each session. • Continues on the next page
Page 15 • Continued from previous page On Day 2, the “thank you” was delivered by Pauline Miller, Senior Welfare Officer (right), seen here with CARICAD’s Supplementary Associate Franklyn Michael.
Page 16 T he Government of M has created a new Immigration Department new department is expected to provide professional, efficient and robust Immigration services that bolster the border security of Montserrat. The Montserrat Immigration Department was previously a department of the Police Service. Over the last 10 years it operated as a pilot programme as part of th Integrated Border Secur Unit (IBSU), staffed with from Customs and Police O is now a department of the Premiers portfolio. Permanent Secretary in the Office of the Premier, (PS) Ms. Daphne Cassell, had stated earlier: In 2023, a policy decision was taken to have the Immigration Department separated from the police as an independent unit. The current staffing complement is eight, with six members who are former Police Officers and one from Customs. The current areas of focus include: processing of passengers at the borders, issuance of visa extensions to non-nationals, vetting of work permit applications, collecting of government revenue and conducting field work, in conjunction with the Labour Department to monitor compliance. PS Cassell sought the assistance of CARICAD to provide technical assistance to the new Immigration Department to create a Strategic Framework for the new department as a precursor initiative to assisting the department with Strategic and Operational Planning. Executive Director of CARICAD, Mr. Devon Rowe, acceded to the request and assigned CARICAD’s Supplementary Associate Franklyn Michael to the task. CARICAD’s Supplementary Associate Franklyn Michael. He facilitated the three agreed working sessions on August 20, 21 and 27. Mr. Michael collaborated with available staff of the Immigration Department and the ice of the Premier under the leadership Cassell and Chief on Officer (CIO) pson to complete the task. In addition to facilitating the creation of the framework, Mr. Michael was able to: 1. Discuss the key concepts and practices associated with Strategic Planning (SP) 2. Introduce, describe and discuss the CARICAD approach to Strategic Planning 3. Introduce the CARICOM Results Based Management (RBM) approach to long-term planning The informal working group was able to create a Strategic Framework comprising: Statements of Mandate, Vision, Mission and Values. They were also able to identify Key Result Areas (KRAs) and priority work areas for each KRA. The Framework was set in a Strategic Management context. Both PS Cassell and CIO Thompson expressed their • Continues on next page
Page 17 • Continued from previous page great satisfaction with the approach taken by CARICAD, the information shared, the nature of the facilitation, and the value of the outputs and the experience. They agreed that it is a foundation for the department to move forward with more detailed Strategic Planning in the future. The list of participants is shown below. PARTICIPANTS IN STRATEGIC FRAMEWORK WORKSHOP FOR THE MONTSERRAT IMMIGRATION DEPARTMENT Names Daphne Cassell Charles Thompson Viona Alexander Smith Denise Silcott Eunice Pond Ausdelle Johnson Lissette Menzies Jaranda Kirwan Tricia Allen Claudette Young Sophia Bruno Designation Permanent Secretary Chief Immigration Officer Director (GIU) Senior Assistant Secretary Immigration Officer Immigration Officer Immigration Officer Immigration Officer Immigration Officer Immigration Officer Immigration Officer Department Office of the Premier Immigration Department Radio Montserrat Office of the Premier Immigration Department Immigration Department Immigration Department Immigration Department Immigration Department Immigration Department Immigration Department
Page 18 C ARICAD’s Digital Explainer Series depicts models and frameworks that can be used by public sector organisations, in CARICAD member states, in their modernisation efforts. The public sector transformation digital explainers in this Series are designed to provide a visual representation of various models and frameworks, created internally by CARICAD, that can be used by public sector organisations as a conceptual framework to support modernisation and transformation efforts. The Explainers incorporate graphics, charts, matrices, and diagrams, which can help in visualising abstract concepts and processes, leading to a better understanding of transformation strategies. Each explainer focuses on a specific concept or approach including, but not limited to, transformation strategies such as: • Charter for Caribbean Public Services • Public Sector Transformation Roadmap • 21st Century Public Sector • 6 A’s of a High-resilience Public Sector • Strategic Imperatives for Transformation • Implementation Schema • Reframing HR • Succession Planning • Leadership and Management in Crisis • Competency Framework for Senior Managers • Enabling Environment Assessment • Triple Loop Model Some of CARICAD’s models may be perceived by some as complex, and therefore the Explainer Series serves as a mechanism to demystify them. By breaking down the complex ideas into easy-tounderstand visuals, or bite-size insights as we refer to them, these Explainers provide a powerful tool for public sector leaders and staff to grasp key concepts and strategies for transformation. Our Explainer Series is available on our website www.caricad.net THE TEAM PREVIOUS EDITIONS CAN BE VIEWED AT: 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 and Angela Eversley. Special Hurricane Edition July 2024 November-December 2023 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
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