.� ���HRMAJ Conference 31�Wyndham Kingston Jamaica�Friday, 18^th November 2011 at 1.35 p.m.�

Theme: “Value Gained and to be Gained from Public Sector Transformation”

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Pat Sinclair McCalla

Chief Executive Officer

Public Sector Transformation Unit

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Presentation Outline

• The Contextual Framework
• Rationale for Transforming the Public Sector
• Objectives of Transforming the Public Sector
• Elements of Transformation
• Key Issues of Transformation
• Results of a transformed Public Sector

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The Public Sector

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“The contemporary problem is how to organize the public sector so that it can adapt to the changing needs of society, without losing coherence of strategy or continuity of governance values”.

(OECD,2005, 13)

Jamaica’s Public Sector

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• 16 Ministries including the Cabinet Office

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• 230 Entities (Statutory Bodies, Limited Liability Companies, Executive Agencies and other Public Bodies.

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• 120,100 Public Sector Workers, excluding the JDF complement

Why transform the Public Sector?

Jamaica has issues: Fiscal Indicators

1. Huge fiscal deficit for 2010/2011 is $74.2b – a decline of 38.5% compared with FY 2009/2010
2. A debt to GDP ratio of 130.7 per cent for 2010/2011
3. The interest payment of $128.4b which represents a decline of 32 per cent relative to FY 2009/2010(Due to impact of JDX)
4. The Public Sector cost accounts for the second-largest expenditure on the Budget next to debt servicing.
5. Public Sector wage bill of $128b = 10.7 per cent of GDP to be reduced to 9.0% by 2016.
6. Public Sector deficit of 7.4 per cent to GDP in 2010/2011

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Source: Planning Institute of Jamaica 2011

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Why transform the Public Sector?

• Overlapping and duplication of mandates and functions - shifts in mandate and core functions.
• Organizations that are no longer relevant.
• Antiquated systems and structures.
• Complex processes resulting in high transactional costs.
• Archaic Statutes.
• Lack or insufficient use of information and communication technology.
• Silo operations/lack of inter- and intra-Ministry collaboration.
• Limited and inefficient use of financial and material resources.

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Vision Statements

Vision 2030 Jamaica:

• “Jamaica, the place of choice to live, work, raise families and do business”

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Public Sector Transformation:

• “A transformed, cohesive Public Sector that is performance-based, efficient, cost effective and service oriented”

The VISION

National Outcome # 6: Effective Governance

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Effective Governance – requires the participation of government, private sector and citizens.

(Vision 2030 Jamaica National Development Plan)

Vision 2030 Jamaica and Public Sector Transformation

• National Strategy 6-5: Strengthen Public Institutions to deliver efficient and effective Public Goods and Services
• National Strategy 6-7: Strengthen Accountability and Transparency Mechanisms

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National Outcome # 8: An Enabling Business Environment

• National Strategy 8-1: Ensure a Facilitating Policy, Regulatory and Institutional Framework for Business Development.

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Vision 2030 National Development Plan

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Objectives of PS Transformation

• To create a comprehensive and integrated public service that treats with the “whole of Government.”
• To clarify and define mandates and core functions with clear objectives, delineated roles and responsibilities.
• To adopt a client/customer focused approach
• To create a results-based Public Sector.

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Objectives of PS Transformation

• To institute a governance modality that aligns responsibility with authority and accountability articulated in a Management Accountability Framework.
• To establish a mechanism for proper assessment of performance with the appropriate incentives and sanctions in place.
• To do the right things (effectiveness) in an efficient and transparent way.

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GovNet

Financial Management Framework

Strategic Human Resource Management Framework

Shared Corporate Services

Rationalised/

Streamlined Public Sector Entities

Devolution of Authority

Public Sector Transformation

Transformation Elements

Key Issues re Transformation

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PEOPLE

TECHNOLOGY

Transformation of People

• Visible transformational leadership - [Engage and consult staff]
• Positive attitude resulting in a changed culture that embraces shared values and goals.
• Behaviour is aligned to organizational culture that is customer-focused, performance-based and results-oriented.
• Highly skilled and competent public officers appropriately placed and competitively remunerated.
• Highly motivated staff

Human Resource Management and the Public Sector

Corporate Management and Development

The Cabinet Office © 2011

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Right number

Right Skills Mix

Right Position

Right Time

Supply

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• GoJ Strategic Objectives
• Workforce Demographics

Demand

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• Labour Pool
• Lifestyle Shifts
• Economic and Regulatory Environment

Optimal Talent Pool/ Succession Model

HR Management and Development Levers

Talent

Management

Retention

Strategy

Performance

Management

Learning &

Development

Recruiting

Leadership

National Development

Goals and Strategy

Outcomes

Higher

Productivity

Higher

Citizen/Client

Satisfaction

Reduced

Costs

Effective

Stewardship

Executed

National

Strategy

Change

Management

Culture

Management

Transformation Values�Re-branding the Public Sector - A new philosophy that expresses the spirit of the Public Sector -

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• A Transformed Public Sector
• Integrity
• Honesty
• Trustworthiness

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• Discipline
• Good work ethic

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• Responsibility and
• Co-operation

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• Professionalism
• Transparency and Accountability

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Culture

Change

Technology-driven Public Sector

• Effective use of ICT to “wire-up” government -A harmonised/joined-up government that uses technology to enhance service delivery and reduce transactional costs.
• Positive impact on design and delivery of public services.
• Corollary to re-engineered business processes.

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Technology-driven Public Sector

• Enhanced data management – [collection, collation, analysis and evaluation] to improve decision making which is evidence based.
• Critical to back office processes and supporting collaborative working necessary in Shared Corporate Services.
• For empowerment of public officers delivering the service and citizens accessing the service.

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Results of a Transformed Public Sector - Values gained

• Employer of choice - A world-class public sector, with a reputation for excellence.
• Relevant and appropriate policy and legislative frameworks to execute roles and functions.
• Enabling work environment with the requisite tools and available resources to deliver the outputs
• Increased productivity.
• Focus on evidence-based decision-making to inform policies and programmes (Facts to inform decisions).

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Values to be gained

• A positive alignment between private sector priorities and public sector objectives.
• Public sector provides the enabling environment for private sector to be the “engine of growth”.
• Assurance of compatibility with investors and multinationals that will inspire confidence to invest in the country.
• Workable policies, legal and regulatory frameworks that promote fairness and equity and discourage rent-seeking behaviour and corruption.

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Values to be gained

Call to ACTION:

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• Partnership for Transformation – representation and meaningful collaboration to transform Jamaica.
• Conscious alignment of Private Sector’s goals and objectives to Vision 2030 - National Development Plan.

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Outcome of Public Sector Transformation

1. World-Class Public Servants

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2. Integrated and Modernized Public Sector Institutions and Infrastructure

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3. Efficient and Effective Policy Development and Implementation

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4. Culture of Accountability, Transparency and Service.

R. Lumsden. Strategic Policy Review. Planning Institute of Jamaica 2011

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The Public Sector

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“A strong and professionally functioning public sector holds a country together. It is the bridge between political representation of national aspirations and individual needs on the one hand, and the life experiences of all citizens on the other. It translates visions and needs into policy, policy into programmes and objectives, objectives into goals, goals into action, and action into results that should matter to people and meet the needs of the country.”

(Cabinet Office, Jamaica 2005)

Sources

• Government Reform, Public Service Values and the Roles of Public Sector Leadership in Serving Society by Professor Frances S. Berry, Director, Askew School of Public Administration and Policy, and Frank Sherwood Professor of Public Administration at Workshop number 5: “Leadership and the New Public Management”, May 31–June 2, 2007

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• Government at your Service: Paper 56. 2002 The Cabinet Office. Jamaica

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• Vision 2030: Jamaica National Development Plan. 2009. Planning Institute of Jamaica.

• Public Sector Master Rationalization Plan. 2010. Public Sector Transformation Unit. Office of the Cabinet.

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• Succession Planning and the Public Sector. Corporate Management and Development, Cabinet Office © 2011

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• R. Lumsden. Strategic Policy Framework. 2011. Planning Institute of Jamaica

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Thank You

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