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CHALLENGE TO CHANGE
Vol. 10 No.3 Sept - December 2007
A Publication of
The Office of Public Sector Reform
E. Humphrey Walcott Building
Cr. Collymore Rock &
Culloden Road
Telephone 467-4400
Fax: 429-6089
E-mail: Feedback@reform.gov.bb
Website: www.reform.gov.bb
Contributors:
Ministry of Health
- Denise Carter-Taylor
Network Services Centre
National HIV/AIDS Commission
- Fabian Todd
- Marilyn Sealy
Customs & Excise Department
- Andrew Gittens
- The Performance Review &
Development System Unit
Barbados Fire Service
Marva Hinds
Government Information
Service
Photography:
Nation Publishing Company
Karl Smith
Government Information Service
Layout:
Jennifer Ward -Garnes
Cartoons:
Guy O’Neal
Please keep sending your letters and let us
know what you think about this publication.
Ideas or initiatives are always welcome to
improve the Public Sector Reform process.
Contents
The Challenge to Wellness 4 – 5 & 23
The Employee Assistance Programme
Seeking to address Stress
Management in the workplace 6 – 7
National HIVAIDS Commission
forgoing ahead with its mandate 8 – 9
Why ‘Behaviour Change
Communication’ 10 – 11
The Modernization of Customs,
Excise and Value Added Tax Areas 12 – 13
Leading Human Resource
Practitioner retires from the
Public Service 14 – 15
The Performance Review &
Development System:
All You Need to Know!! 16 - 17
Public Officers get Vital
Training in Process
Re-engineering 18
“Operation Reinvention:
Stepping Up and Stepping Out” 18-19
Finally a Procedures Manual
To assist the Registry Function 19
The Challenge of Establishing a
Wellness Group in the Public
Service 20 - 21
Another Government Agency
Making Convenience a Priority 22
“In charity there is
no excess……” 22
Appointments On Promotion 24
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The Challenge to Wellness
WHAT ARE CNCDs
Of the 190,000 Barbadians aged
20 years and older, 90,000 are
overweight, 38,000 suffer from
hypertension or high blood
pressure, 19,000 are diabetic, and
one person suffers a stroke every
day.
Dr. Hennis, Head of the Chronic Disease Research Centre
The chronic non-communicable diseases
are a group of medical conditions that include
heart disease, type 2 diabetes, hypertension, or
high blood pressure, obesity, stroke, and some
cancers such as of the breast, prostate and cervix.
These conditions share many features. They
develop over relatively long periods initially
without causing any symptoms after which
evidence of disease occurs with protracted periods
of ill health, impairment of quality of life, and
premature death. Chronic non-communicable
diseases may be controlled and their onset
delayed. They are partly genetic and lifestyle
related with the diseases occurring in middle or
older age after prolonged exposure to modifiable
lifestyle behaviours and environmental risk
factors. Lack of physical activity, high caloric
intake, increased consumption of foods high in
fat content, and tobacco smoking all contribute to
large numbers of the population being diagnosed
with the above disorders.
ALARMING DEATH RATES
In our region the burden of the chronic
non communicable diseases is no less startling,
thus for example the CNCDs account for more
than half of all deaths in our region, and of these
deaths 30 % are due to heart disease. Heart
disease is the leading cause of death in 31 of the
35 countries in Latin America and the Caribbean,
and it is estimated that heart disease will cause
3 times more death and disability than infectious
diseases over the next 20 years in this region.
Over the past 50 years here in Barbados,
there has been an epidemiological transition in
the pattern of disease, changing from infectious
and communicable disease to that of noncommunicable
diseases, which include the 5
leading causes of death in our country. The
CNCDs now kill more persons worldwide than
malaria, tuberculosis, HIV/AIDS and several
other infectious diseases combined. Indeed, the
WHO estimates that CNCDs account for 60% of
deaths globally and almost half (49.5%) of the
global burden of disease.
DEVELOPMENT COST
The CNCDs have the potential to affect every
individual, every family and every community
directly or indirectly and, by extension, can
impact significantly on the socio-economic
development of Barbados.
In terms of cost, it is estimated that more than
65% of the Queen Elizabeth Hospital’s budget
provides for CNCD care. In the 7 month period
April-October 2004 the Barbados Drug Service
paid out approximately 16 million dollars on
drugs used in the treatment of CNCDs. Indirect
costs for diabetes, i.e. loss of productivity,
sickness, benefits, and loss of earnings due to
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premature death have been calculated at more
than 138 million US dollars annully.
WHAT NEEDS TO BE DONE
Despite the many challenges, there is,
nevertheless, much that can be done to slow
and delay the epidemic of the CNCDs. This
requires two approaches, firstly, a reduction
in the modifiable risk factors for chronic noncommunicable
diseases thus leading to the
postponement of these diseases resulting
in healthier older people and, secondly,
establishment of cost effective programmes to
treat the chronic non-communicable diseases
when they do occur.
GOVERNMENT ACTION
The Ministry of Health has, over the past several
years, attempted to deal with the chronic noncommunicable
diseases by establishing treatment
programmes and addressing the modifiable risk
factors for the Chronic Non-Communicable
Diseases; and, in its Barbados Strategic Plan
for Health, 2002-2010 identified Tackling of
the Chronic Non-Communicable Diseases as a
national priority. In 2004, the Ministry of Health
published a defining document titled Strategy
for the Prevention and Control of CNCDs which
called for ,among other things, the establishment
of a CNCD Commission. In the following year
the Ministry of Health sponsored International
Consultation on a Strategy for the Prevention
and Control of Non-Communicable Diseases for
Barbados.
THE ROLE OF THE COMMISSION
In January, the Health Ministry established the
National Chronic Non-Communicable Diseases
Commission which consists of 18 members
whose expertise and disciplines are gathered
from a wide cross section of the community. The
National CNCD Commission’s mandate will be
to develop and promote well planned strategies
for the control of CNCDs with specific emphasis
on an inter-sectoral and multidisciplinary
approach. It will advise the Ministry of Health
on CNCD policies and legislation, e.g. in relation
to food availability, workplace issues, measures
to increase participation in physical activity and
tobacco control. The Commission will be the
focal point of activity drawing on the expertise and
disciplines from all aspects of society; forming
partnerships with the Ministry of Education,
Youth Affairs and Sports, the Ministry of
Agriculture, the Ministry of Finance, Corporate
Barbados, Non-governmental Organisations, the
Audio visual and print media and community
groups. It is anticipated that urgent areas to be
addressed will be risk reduction, evaluation and
planning, education and information systems.
“The Commission has the potential to
serve as a focal point, be an umbrella
body, a national resource, facilitator,
an advocacy body and an instrument
for positive change aimed at slowing
and delaying the onset of the epidemic
of the chronic non-communicable
diseases.”
Professor Trevor Hassell, Chairman of the National Chronic
Non-communicable Diseases Commission
A CNCD REGISTRY
In addition to the Commission, the Ministry of
Health in Barbados is the first in the Eastern
Caribbean to establish a CNCD Registry. By
documenting the incidence, natural history
and outcomes of cases of CNCDs the Ministry
will be more effective in planning policies and
programmes based on evidence. Within recent
time, there have been major concerns about the
lack of sufficient data and information to guide
financial, human resource and social policies.
Other initiatives that have been implemented
include the establishment of a Health Promotion
Unit and the creation of the post Senior Medical
health Officer with responsibility for the
CNCDs.
SMART PARTNERSHIPS
To further strengthen the evidence base for
action on CNCDs, the Ministry of Health and
the Barbados Statistical Service (BSS) have
conducted a Behavioural Risk Factor Survey
which investigates lifestyle habits including
diet, physical activity, smoking and other
health seeking behaviours among a sample of
the population. Through this key alliance with
the BSS, it is anticipated that such data will be
collected on a continuous basis.
Continued on page 23
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The Employee Assistance Programme
seeking to address Stress Management
in the workplace
Modern Life with its de-emphasis
on community and its emphasis
on individual pursuits and
achievements has resulted in ever
spiralling levels of stress on its
unsuspecting subjects.
Stress has become the buzz word in the last two
decades or so with many physical and emotional
problems being linked to it. Medical practitioners
are becoming increasingly more attuned to
the psychological impact of environment or
people’s health and, in some cases, are ruling out
physical and physiological causation in favour
of exploring the impact of stress. The teaching
profession has been impacted significantly by the
force of modernity which has brought changes
in value system and ushered in an era of rights
over responsibility. This has resulted in many
teachers seeking assistance for the high levels
of stress either personally or referred by their
medical practitioner. Network Services Centre
in conjunction with the Office of Public Sector
Reform has been conducting Stress Management
workshops for Teachers as a preventative
response to this reality.
Network Services Centre Inc. located at Kingston Terrace,
Welches, St. Michael
These workshops are geared toward a
Behavioural Approach to managing stress and
therefore seek to 1. Help persons to understand
the stress dynamic and its impact on physical/
emotional health; 2. Build an awareness of how
our bodies indicate to us when we are under
stress; and 3. Equip the participants with the
relevant tools for dealing with stress.
In understanding the stress dynamics, it is
vitally crucial to recognise and underscore the
role that some jobs and personal issues play in
this stress dynamics. According to Dennis Jaffe
we spend approximately sixty percent of our
waking productive lives at work. This being a
truth, it means that work becomes a significant
factor in our stress level. Work is primarily
about “performance”, family life is about
“acceptance and care”. It is our retreat from
work. When work is stressful and family life
is stressful it creates a sandwiching effect
thus reinforcing and increasing our stress
level. Stress impacts our bodies in a similar
way to how fear impacts on us; increased
levels of blood pressure and heart rate;
increased perspiration; increased secretion
of acids in the stomach, thereby setting off
gastro-intestinal issues and a plethora of
other responses.
This, therefore, creates tremendous strain
on the heart and circulatory system thereby
creating a greater risk for heart disease in
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those that are stressed out. Frankly, stress has
the ability to kill.
The second phase of the seminar is to build on
awareness of how the body signals to us when
we are distressed. The seminar pays attention to
the physical symptoms such as stooped posture,
galvanic issues, as well as muscular and nerve
pains. The emotional warning signals or red
flags are also explored with a view to helping
individuals to identify their stress map or the
conflagration of symptoms that indicate when
they are under stress. We recommend that
participants become aware and in tune with
their bodies so that they can identify when their
stress level has moved from Eustress, which is
normative and healthy stress, to Distress, which
is Destructive stress. We also invite participants
to take a number of tests to identify their stress
levels.
Having understood what stress is and its impact
on the body, as well as our warning signals, we
then move full throttle into equipping persons
with tools to combat stress. Firstly, it is important
that persons change their paradigm from being
victim to being co-creators.
In my nearly 15 years as a
counsellor I have found that
persons who have a life’s plan
and definite goals are able to
handle the rigors of life better.
Persons are challenged in the session to make
a personal evaluation of their life by answering
three questions, “who am I”, “what makes me
happy”, “where do I want to go”. The participants
are challenged to make some definite decisions in
their lives to reduce and manage their stress.
There are some stressors which have become
normative in teaching. Therefore, developing
appropriate coping skills become necessary. The
seven R’s for coping with stress are emphasised:
1. Reframing – finding a purpose that
transcends the challenges of the job and give
meaning to what you do. As Confucius once
said “Once there is a “why” I can handle the
“what.”
2. Relaxation – creating stress breaks
through the day as well as a buffer zone
between school and other activities.
Breathing and visualisation techniques are
taught.
3. Rest – Adequate rest is of necessity to
managing one’s stress level.
4. Resolution – needing to resolve conflict
quickly so that one’s inner life is not
contaminated. Our mental disposition can
create internal stress.
5. Recreation – Exercise actually mitigates
against the effects of stress and can result in
a lowering of blood pressure and sugar level
in the blood stream. The natural endorphins
that are produced through exercise gives the
mind a sense of calm and tranquillity.
6. Relationship – creating at least one
relationship of transparency where you can
be honest and share your deepest concerns.
This can be cathartic as you express pent up
feelings.
7. Religion - cultivating faith in God
which creates a sense of security and
empowerment.
Our faith gives us meaning and purpose in life but
it often gives us the strength to handle difficult
Anderson Kellman
Psychologist -
Counsellor
Network Services
Centre Inc.
7

National HIV /AIDS Commission forging
ahead with its mandate
From left to right: Director, Alies Jordan, Fabian Todd, Marilyn Sealy, Ingrid Miller, Rhonda Greenidge,
Claudia Clarke, Deputy Director, Lynn Armstrong and Angela Gibbons.
Since its establishment in 2001, the Barbados
National HIV/AIDS Commission (NHAC) has
remained ever vigilant in executing its mandate of
creating and strengthening partnerships which, in
turn, foster an expanded response to HIV across all
sectors.
This vision of the Prime Minister, to move
the coordination of the National AIDS Programme
(NAP) from the Ministry of Health to the Prime
Minister’s Office and the establishment of the
NHAC in 2001, was a signal that AIDS was no
longer being seen as primarily a health issue but one
which affected national development.
No longer should the national response to
HIV be medical in orientation but social, economic,
cultural and legal. No longer was HIV to be regarded
as the sole purview of the Health Ministry but of
each and every Barbadian working towards the
sustainable development of our nation. Gone are the
days when the national strategic partners did their
own thing. The national multi-sectoral expanded
response was born.
These partnerships saw the training of HIV
coordinators and educators in all government
ministries and over time connecting and sensitising
government, the private sector and civil society
about the shared responsibility of mitigating the
impact of this epidemic on our population.
The NHAC was now the flagship of the
NAP and faced the daunting task of harmonising
the various micro-level responses. This difficulty
was further compounded by the diversity of
programming, agency territoriality, limited
knowledge and understanding of HIV and AIDS
and a dearth of funds with which to implement
programmes.
The successful harmonisation of partners
within the NAP was achieved in a very systematic
way: the formation of a coordinating body
representing government, private sector and civil
society including a member of the persons living
with HIV (PLHIV) community; development of a
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tiered approach to national involvement of partners;
sensitisation of in excess of 75% of government
employees about HIV and related issues; initially
working with eight (8) Ministries to develop and
strengthen their Ministry-level AIDS Programmes
and develop programme monitoring tools and an
monitoring and evaluation plan, with the gradual
extension of the programme to all Ministries; ongoing
training in programme planning, implementation,
monitoring and evaluation to build capacity to
enable strategic partners to engage in programming
activities; and monthly HIV Coordinators’ meetings
which create a forum for idea and information
sharing, programme planning and coordination,
problem resolution and general NAP feedback.
NHAC notable milestones
Much has been achieved by the Commission
since its inception. The most recent being the
2007 – Cricket World Cup HIV Prevention Mass
Media Campaign. The objectives of this intensive
programme was to remind persons participating in
cricketing events that they should behave responsibly
by using condoms every time they engaged in
sexual activities and to communicate the message
that anyone could be infected, and everyone should
seek to and could protect themselves.
It was clear from the results that the
campaign achieved most of the stated aims and
objectives. Among the notable achievements was
the fact that a significant number of the respondents
indicated that they made changes to their lifestyle
as a direct result of the messages emanating from
the campaign.
The Commission remains fully involved in
all aspects of HIV awareness in Barbados and has
been coordinating a HIV sensitisation programme
for public service, carrying out capacity building of
government, private sector and civil society partners
in: programme management; behaviour change
communication; and monitoring and evaluation.
There has also been the formation of active subcommittees
of the Commission in the following
areas: abstinence, youth, research, prevention and
faith-based. Sports persons and entertainers have
also been mobilized to form the Sports Champions
and Entertainment Champions, respectively.
To date, the Commission continues to execute
a vibrant HIV Coordinators and Focal Point
partnership forum as epitomised by the monthly
coordinators’ meetings; inter-agency collaborations
and involvement of government, private sector
and civil society. Through this partnership the
Commission has been able to develop a Monitoring
and Evaluation Framework and Behaviour Change
Communication Strategy with major input from all
stakeholders.
Universal Access: Engaging our Civil
Society Partners
Universal Access (UA) is certainly not a
new initiative, merely a new approach to ensuring all
persons in need have access to treatment. However,
this process of Anti-Retro Viral provision should
not occur in isolation, instead the push was for the
scaling up towards universal access to prevention,
treatment, care and support services. In Barbados,
this is especially important, given the country’s size
and extreme resource limitations.
Experience has taught the National HIV/
AIDS Programme that standard mobilisation efforts
will capture government and private sector partners.
Conversely, engaging civil society partners is
neither easy nor is it straightforward. Unanimous
agreement that our civil society partners must be
fully involved, started with inviting them to the
three-day Universal Access Consultation held from
January 31 – February 2, 2006 and ensuring they
were active participants in formulating targets for
attaining universal access by 2010.
Subsequent meetings to refine the targets
did not preclude civil society involvement. These
meetings have been interspersed with UA-related
capacity building activities.
Assured of the commitment of its
government and private sector partners, the National
HIV/AIDS Commission (NHAC) hosted a special
consultation on UA for its civil society partners on
July 16, 2007 at the Blue Horizon Hotel. What was
unique about the consultation was the movement
away from a mere sharing of ideas to orienting our
partners on the nuances of UA and encouraging
discussion and interventions to clarify any pressing
concerns or issues. The highlight of the consultation
was the review of the UA targets by our partners
and their willing commitment to work alongside
other partners to realise the goal of universal access
to prevention, treatment, care and support by 2010.
Fabian Todd
Public Relations Officer
National HIV/AIDS
Commission
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Why ‘Behaviour Change
Communication’
There is much evidence e to prove that the
National
AIDS Programme (NAP) has achieved high levels of
awareness of HIV/AIDS, its transmission, prevention
and treatment across all age groups. However,
the NAP has been less successful in inducing and
sustaining change in behaviours that would result in
the control of the epidemic.
This situation is frequently referred to as a KAP
(knowledge, Attitudes and Practices) gap, where
almost everyone has heard about HIV and the its
prevention methods but there has been no concomitant
change in their behaviour to adopt the methods
known. Furthermore, even if some individuals decide
to adopt one or more prevention behaviours, there
are those who are not continuously practicing these
behaviours.
One of the reasons for the high levels of knowledge
is the fact that very early in the local epidemic, the
NAP sought to use Information, Education and
Communication (IEC) to
develop communication
strategies to promote
positive behaviours.
However, this approach was
a very undirectional way
of conveying information
to, in most cases, passive
recipients. Furthermore,
there was, in many ways, no
supportive environment to
enable individuals to practice
safer sexual behaviours.
The bottom line is that, IEC
campaigns are often better at
imparting knowledge and information than they are
at inspiring behaviour change.
To this end, the National HIV/AIDS Commission
has sought to implement behaviour change
communication as a key component of the NAP.
Behaviour Change Communication is a process of
working with individuals, communities and societies
to develop communication strategies to promote
positive behaviours and provide a supportive
environment. BCC recognizes that presenting facts
alone does not ensure behaviour change. BCC
strategies are therefore designed to accommodate the
stage of behaviour adoption of an individual or group
and to cultivate skills integrally needed to enable and
sustain change.
BCC comprises targeted interventions within
vulnerable populations. HIV programmers first have
to assess the vulnerability and risk factors of the
population, as well as the motivators and barriers to
behaviour change. Appropriate messages then have
to be designed using the correct media and channels
to disseminate the relevant information.
In addition, a system for accessibility
of services and resources has to be
implemented.
Inspiring behaviour change is often
a slow process. It is usually a series
of different influences that reach
the individual. It could be a panel
discussion, an awareness concert,
brochure or a television advertisement.
It should also be noted that the road to
behaviour change is not straight and
clear. There can be detours, stops and
starts and even the loss of the ground
gained. The behaviour change continuum describes
the levels of change that people often go through
from becoming aware they have a problem to making
and sustaining positive change. The levels of change
include individuals being unaware, aware/concerned,
knowledgeable and skilled, motivated and ready to
change, trial change of behaviour and maintenance/
adoption of the new behaviour.
With the assistance of the World Bank, the
Commission is adopting a five-year behaviour change
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interventions directed to influence the individual while
ensuring an ‘environment’ that enables and supports
the individual to maintain the new behaviour.
communication (BCC) strategy, to achieve a shift
in behaviour adoption that is required if a change
in the progress of the epidemics is to be achieved.
Transmission of HIV in Barbados is primarily
through unprotected sexual contact. Therefore,
the BCC priorities of the Commission have been
classified on the basis of sexual activity. Three groups
of individuals have been identified: those who never
had sexual intercourse, those who have had sexual
intercourse but have chosen secondary abstinence
and those who currently are sexually involved.
The goals of the BCC efforts are two-fold: positively
affecting the current epidemics by seeking to reduce
HIV primary infection rates and, influencing future
disease trends by changing social norms about the
timing of first sexual intercourse and gender norms
associated with sexual partnering and condom use.
BCC interventions will be guided by the following
principles: theory-based, culturally sensitive, gender
sensitive and gender specific, training of all partners,
appropriate selection and use of communication
approaches, inclusion of strong monitoring and
evaluation component, basic research, participation
and involvement of vulnerable populations and the
application of an intervention planning approach. In
addition, all interventions will be multi-levelled i.e.
Thus far, the Commission has hired a BCC specialist,
whose responsibility it is to coordinate the rollout of
BCC in the NAP. The BCC strategy has been approved
and is now integrated into the National Strategic Plan
2007-2012 of the NAP. A BCC assessment was also
conducted among key strategic partners in the NAP,
the findings of which have guided the development
of a training module. The inaugural BCC training for
partners in the NAP was held November 19 – 23, 2007.
The second BCC workshop was held on November
19-26, 2007. It is anticipated that by the end of
the current financial year more than 50 individuals
from the public and private sector as well as nongovernmental
organizations who are involved in HIV
programming would have been trained in BCC.
Based on research, the Commission very shortly
will be undertaking the design and production of
BCC interventions. The goals of these interventions
are: delaying sexual debut, consistent condom use
among men, increase HIV testing, drug adherence
and healthy positive living among persons living with
HIV (PLHIV).
Marilyn Sealy,
Behaviour
Change Communication
Specialist, NHAC
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The Modernization of
Customs, Excise and
Value Added Tax Areas
Despite making significant i
nt progress during the
last decade d the Barbadian economy continues to
face challenges in an era of globalisation. Against
this background and, in accordance with the stated
intention of transforming the tax system, the
Government of Barbados, in collaboration with the
Inter- American Development Bank has embarked on
the Modernization of the Customs, Excise and Value
Added Tax (VAT) Areas Programme. The overall
objective of the programme is to assist the Government
in its efforts to improve the efficiency of its Customs
and Excise Department in order to improve revenue
collection; facilitate and expedite legitimate commerce
and travel; detect and interdict transnational crime, and
help improve Barbados’ competitiveness in the global
economy.
The Customs Modernization Project is part of the
Government of Barbados’ commitment to further
public sector reform aimed at improving efficiency and
economic performance. Since the last decade, the tax
system has been transformed by a series of initiatives.
The first steps were taken in 1992, with a simplification
of personal income tax.
Customs and Excise Department (CED) modernization
will facilitate adaptation to impending technological
and economic developments that will significantly
change the environment in which productive
investment and foreign trade take place. In addition,
by raising the level of efficiency in the administration
of Customs, Excise and VAT, it aims to mitigate the
revenue reduction effects of current and expected
changes, while also strengthening the CED’s law
enforcement capacity in areas such as illegal narcotics,
illegal firearms and ammunition, commercial fraud,
money laundering and terrorism.
The Programme consists of the following four (4)
components:
Strengthening of Customs
Operations
To enhance the CED’s ability to collect revenue,
enforce prohibitions and restrictions and other laws
to facilitate foreign trade operations while improving
controls; reduce administrative costs for users of
services provided by Customs; and, reduce the cost
of customs administration. The deliverables for this
component include: (i) implementation of a postclearance
audit system aimed at formalizing a risk
analysis methodology as a standard procedure; (ii)
training of IT human resources in Internet-related
technologies in order to adequately prepare staff
to deal with new technologies; (iii) drafting of
Customs legislation reform, aimed at updating current
legislation, taking into account recent advances in
technology and modern procedures; (iv) establishment
of an online authorization system for other agencies
in order to provide an automated interface so that
government agencies are able to authorize the
clearance of goods in real time (e.g., health and
agricultural related products); (v) implementation of
workflow and document management system aimed at
establishing a system that will help automate customs
procedures and provide support documents scanned
and available through automated means; (vi) provision
of IT infrastructure for the complete automation of the
CED; and (vii) achievement of ISO 9001 certification
in order to help the CED’s efforts to improve current
procedures and quality.
Modernising of the
Administration of the Value Added
Tax
To improve the efficiency of VAT by strengthening
the process of registration, certification, filing of
returns and payments, as well as the selection
of audit cases and control. In this regard,
the component will include the following
deliverables: (i) development of a strategic IT plan
aimed at facilitating the implementation of a new
information system to manage the VAT system
in Barbados; (ii) review of current legislation
and the drafting of an amendment to the VAT
legislation in order to allow for the incorporation
of technological elements into the VAT system;
(iii) development and implementation of a new
information system providing tracking case
assignment; selection of cases for auditing based
on cross-referencing and risk analysis; arrears
classification; systematic exchange of information
among Customs and Excise Department, Inland
Revenue Department and other agencies; (iv)
establishment of a risk analysis strategy for audit
selection, providing support for the selection of
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cases, based on cross-referencing third-party
information and risk analysis; and (v) execution
of arrears collection clearance, which will allow
for the handling and management of arrears
accounts. The handling of case assignment and
tracing will be based on criteria such as amount
and age of debt or taxpayer history.
Modernisation of Excise Taxes
To reform the Excise control system, in particular to
transform the system from the physical stationing of
officers in Excise facilities to a control system, relying
mainly on periodic audits and a computerised system.
This component includes the following deliverables:
(i) development of a strategic plan for excise and new
procedures and the definition of guidelines to improve
current processes, especially those related to audit
and control; (ii) review of legislation and drafting of
amendments in order to provide support for audit-based
controls; (iii) the development of an IT strategic plan
aimed at improving current procedures, including the
specifications of a new information system to manage
excise processes; and (iv) the implementation of new
information systems, following the IT strategic plan in
order to replace all current manual procedures.
Strengthening of the Administrative
Support Areas
To reinforce the support areas of CED in order
to provide a better service at a lower cost to technical
areas. This component includes the following
deliverables, (i) the development of personnel profiles
and procedures manuals; (ii) the establishment of a
training system and strengthening of policy, aimed
at improving efficiency and effectiveness; (iii)
implementation of permanent internal controls aimed
at strengthening the monitoring of compliance and
applicability of procedures and regulations; and (iv)
establishment of a permanent planning system in order
to increase productivity through better planning.
Specifically, the programme seeks (i) to facilitate
import and export trade and strengthen the Customs
Administration by harmonizing and simplifying
current procedures, improving the audit capacity
and the institutional abilities to prevent and fight
transnational crime and its negative consequences;
(ii) to improve compliance with the VAT and Excise
Tax obligation through the modernization of the
main administrative processes, especially those
corresponding to tax collection and audit; (iii) to
strengthen the Department’s institutional management
capacity through the improvement of administrative
processes and the implementation of mechanisms for
the integration and strengthening of support systems
(planning, internal control and human resources
management).
Apart from improving the collection of customs
revenue, the programme also seeks to reduce the
average clearance time for imports and exports; a
reduction in VAT arrears; a reduction in filing late
returns, electronic filing of VAT returns, a reduction in
the time to process VAT refunds, and a reduction in the
operational costs for the Excise Division.
The total cost of the programme is estimated at $11
million of which $8.8 million will be financed by
the Bank as a reimbursable loan. The Government
of Barbados will contribute $2.2 million. Given the
scope of the project, the technical execution which
commenced in January of this year is estimated to be
completed in 42 months.
In order to effectively manage the program a
structure consisting of a Steering Committee, Project
Coordinating Unit and four working teams at the
level of beneficiary units has been established. The
responsibility of the Steering Committee is to give
strategic and policy directives on the project. The
Committee comprises representatives from the
Customs and Excise Department, the Ministry of
Finance, the Audit Department, Data Processing
Department, Statistical Services, Accountant General’s
Office, Barbados Chamber of Commerce and the
Barbados Customs Brokers and Clerks Association.
The day to day activities are managed by a Project
Coordinating Unit headed by a Project Coordinator.
The Programme comprises activities that involve
the organisation of Work Teams whose function is to
undertake the execution of activities applicable to (i)
Customs; (ii) Excise; (iii) Value Added Tax; and (iv)
the Administration Division.
It is envisaged that the successful implementation
of this programme will help improve Barbados’
competitiveness as the country seeks to sustain
economic growth and development in a global
environment.
Andrew Gittens
Project Coordinator
Modernization of Customs, Excise and
Value Added Tax, Project Unit.
13

Leading Human
Resource Practitioner
retires from the Public
Service
‘The greater good for the greater many’ was but
one of the guiding principles that outgoing acting
Permanent Secretary, Sylvester Welch abided
by throughout his thirty eight (38) year public
service career. Welch or ‘Welchie’ as he was
popularly known, said that he believed that the
public service was one of the best places to work,
although he admitted that it had its challenges.
Welch’s career was built on tenacity,
commitment, loyalty and the simple principles
of “an honest day’s work for an honest day’s
pay.” Welch met each day’s challenge headon
ensuring that at the end of the day he made
recommendations “for the greater good for the
greater many” and which did not contravene any
public service rule or regulation nor disobey any
law of the land.
Welch stated that throughout his career he
has had the opportunity to meet wonderful people,
be part of new and innovative programmes
and represent government at various regional
and international functions. Welch indicated
that there were periods when he had to endure
difficult times, and make principled stands, “but
once these stands were based on equity and not
by who or what someone was, I was able to sleep
at night, knowing that my judgement could not
be faulted.”
The Rise to acting Permanent Secretary
At the tender age of 17 “Welchie” started
his public service career as a temporary
Clerical Officer assigned to the Queen Elizabeth
Hospital. He was later appointed and assigned
to the Water Works Department where he would
spend nineteen (19) years, as Clerical Officer,
Senior Clerk, Assistant Personnel Officer and
Personnel Officer. It was during these years that
Welch’s interest in Human Resource Management
(HRM) was sparked. This interest in HRM was
further intensified when he was assigned to the
post of Senior Personnel Officer at the Ministry
of Health; during this assignment Welch solidified
his Human Resource experience by successfully
completing a Masters degree in Human Resource
Management. His next assignment was with the
Personnel Administration Division (PAD) as a
Principal Personnel Officer. This assignment
was to prepare him for the Deputy Permanent
Secretary Post to which he would be appointed
by December 2004. As Welch approached his
last assignment, that of Permanent Secretary
(ag), Training Administration Division, he had
completed a full spectrum of leadership roles
in the management of Human Resource in the
public service.
Achievements
During Welch’s tenure at the Ministry of Health
he was part of the administrative team that laid
the ground work for the provision of open heart
surgery in Barbados, and as Senior Personnel
Officer he was primarily responsible for the
additional staffing required for the new cardiac
unit. Welch also spearheaded the coordination of
the Ministry’s Human Resources Strategic Plan
for the period 1995-2000. This plan brought about
a number of achievements in the health sector,
14

such as the reorganisation of the rehabilitation
therapy service. Welch was also instrumental in
providing for improved training for Dental and
Public Health Assistants through the Barbados
Community College. In addition, he facilitated a
deeper collaboration with PAHO in respect of the
training of health professionals.
While at the Personnel Administration Division,
Welch, was part of a revolutionary Public Sector
Reform exercise in Performance Management,
as part of a team that designed and developed
training manuals to ensure that public officers
would easily understand the new performance
appraisal system – The Performance Review and
Development System.
At the Ministry of Civil Service, Welch notes
that one of his major achievements was the
chairmanship of the Job Evaluation Committee
during the Public Service Job Evaluation Exercise.
He is proud that throughout the exercise he was
transparent, objective and beneficial to the public
service.
While at Training Administration Division only
for sixteen months, he was able to improve
internal communications greatly by establishing
intra-office mail, the introduction of a monthly
newsletter and the re-development of the
Division’s Website.
Contribution to the Social development
of the organisation
Throughout his entire career, Welch has held
many posts and has had the opportunity to
represent the public service at local, regional and
international meetings and workshops, and, as
a result,to many he has worn many hats: leader,
pioneer and mentor. However, one of Sylvester
Welch’s lasting legacies would be the sharing of
his knowledge and his experiences
Above: Retiree, Sylvester Welch receiving gift
from Lionel Jordan
with colleagues and his subordinates. Over the
years, he has always impressed upon colleagues,
especially those working in the area of personal
management, on how to deal with each matter,
reminding them that each file that crossed their
desk affects someone and that they should threat
it as if a life depended on the outcome.
This coaching, mentoring and sharing side of
Sylvester Welch was also exposed in his relations
with almost all of the sports and social clubs to
which he was associated. A founding member
of the Barbados Water Authority Club, he looks
forward to this day with glee in participating in
any activity in which the Club takes part. This
could also be said in clubs at the PAD and MCS
where he is also an active member, for Sylvester
believed that building harmonious working
relations through the establishment of sports and
social clubs helped to bring out the best among
colleagues and improved working relationships
100% more effectively than any mandated
grouping.
Sylvester Welch, the Public Service thanks
you for over thirty (30) years of dedicated service;
you leave a pair of very big boots to fill. May you
have a healthy, happy and long retirement.
15

The Performance Review&Development System:
All You Need to Know!!
Frequently asked questions
I hear that before the PRDS can be implemented
there are certain pre-requisites that must to be in
place What are they, and who is responsible for
putting them in place”
Yes, this is true, before the PRDS can be
implemented there are perequisites that must be
in place, these include current job descriptions,
procedures manual(s) an active strategic plan, and
a current organisational chart.
Your agency is responsible for the implementation
of these perequisites.
Did You Know
“That information about the PRDS is available on
line at www.reform.gov.bb”
Know your terms
PLANNING
How do you build a house, a career, or improve
your health without a plan
You may be partially successful if you are in
the right place at the right time, but the truth is,
that’s just leaving things to ‘lady luck.’ Planning
is vitally important for every aspect of our lives
and it is equally important in any organisation.
The Performance Review and Development
System (PRDS) model of assessment is dependent
on planning and communication at every stage.
This involves setting and clearly communicating
the performance goals and standards that are
expected of the employee, the development
of work plans, performance feedback and
providing the necessary resources and relevant
interventions.
Organisational planning usually exists in four
(4) levels : Strategic Plan (organisational level),
Operational Plan (short term plan i.e. six months
to one year), Unit Plan (section or unit level)
and Work Plan (individual level). Let’s examine
components of each of these plans.
THE STRATEGIC PLAN
Strategic Planning addresses such pragmatic
questions as:
• Where is the organisation now (assessment/
review)
• Where does the organisation wish to go
(objectives)
• How will the organisation get there
(strategy)
• Who will do what (implementation/
execution)
• How is the organisation doing (monitoring
and evaluation)
The Strategic Plan should include the following:
• A vision of where the organisation wishes
to be in the future;
• A comprehensive mission statement on
the major functions and operations of the
ministry/department;
• Outcome –related goals and objectives for
the major functions and operations;
• A description of how goals and objectives
are to be achieved, including the necessary
resources;
• Stated performance indicators;
• An integrated action plan with
implementation strategies; and
• An identification of key factors that could
significantly affect the achievement of the
stated goals and objectives.
16

Below is an illustration of the work planning
process as designed under the PRDS:
WORK PLANNING PROCESS
Min/Dept.
Unit/Section Unit/Section Unit/Section
Strategic Plan
3-5 yrs
Operational
Plan-1 yr
C o m m u n i c a t i o n
to be resolved or both. To accomplish a project
or solve a problem, the Unit Work Plan is broken
down as follows:
Unit Work
Plan
C o m m u n i c a t i o n
Individual
Work Plan
♦ The objectives to achieve the
projects or solve the problem/s;
♦ The resources which will be
needed;
♦ The key activities/tasks to be
performed in working to achieve the
stated objectives;
♦ The required standard and time
frame for the activities;
♦ Who is assigned responsibility for
the key activities;
♦ Means of verifying that an activity
has been completed; and
♦ Current status of each activity.
Objectives
THE OPERATIONAL PLAN:
This short-term plan identifies the objectives or
targets the organisation must meet during the
planned period. It is usually six to twelve months
for example the Programme Budget document
which specifies projects and related resources for
the fiscal/financial year.
THE UNIT WORK PLAN
In the PRDS, the Strategic Plan provides the
framework for work planning at all levels. The
objectives outlined in the Operational Plan each
year, provide the basis for setting objectives for
the Unit Work Plan and the Individual Work
Plan. Together, these plans ensure that the
organisation achieves its objectives, its mission
and vision.
The Unit Work Plan operationalises the role that
the Unit/Section must play in order to ensure that
the goals and the objectives of the organisation
are met. The Unit Work Plan states the purpose of
the Unit, its role and its responsibilities. It also:
• Identifies where groups or individuals
within the Unit have common objectives;
• Identifies common performance measures;
and
• Guides the development of individual work
plans.
The Unit’s programme for the operational year is
defined as projects to be accomplished or problems
THE INDIVIDUAL WORK PLAN
Having prepared the Unit Work Plan,
the next crucial step in preparation for PRDS in
your Ministry or Department is the development
of individual work plans. Work planning at the
individual level provides the opportunity for
supervisors and employees to discuss the overall
objectives of the Ministry/Department for the
particular year and the individual’s contribution
in helping the organisation to achieve its main
objectives.
The Individual Work Plan is a document in which
there is an agreement between the supervisor and the
employee on what the employee is expected to do
during the coming year in line with the employee’s
job description. It is this plan that will be used to
appraise employees on a quarterly basis.
The Individual Work Plan is made up of the
following:
• Objectives that are Specific, Measurable,
Attainable, Realistic and Time bound;
• Performance Measures that indicate the
quality, time or cost of the tasks to be
undertaken; and
• Additional skills which employees need to
have in order to meet the agreed objectives.
In our next issue we will explore the development
of SMART objectives and performance measures in
greater detail.
17

Public Officers get Vital
Training in Process
Re-engineering
“Operation
Reinvention: Stepping
Up and Stepping Out”
A specially designed training workshop was
recently conducted by Global Business at the
Blue Horizon Hotel for middle and senior
personnel of the Ministry of the Civil Service
and the Office of Public Sector Reform.
Permanent Secretary, Ronald Fitt, indicated
that the process re-engineering training was
timely given the ever increasing demands
placed on government for a wide variety of
services. The Permanent Secretary stated
in his welcome address that, it is important
that public sector agencies are structured
and streamlined in such a way that they
attain the highest level of efficiency in the
operations. Mr. Fitt said that, given the role
that the Ministry of the Civil Service, and
the Office of Public Sector Reform play in
helping to provide the human resource and
organisation’s capacity in the public sector,
the training will ensure that they are fully
equipped to discharge their functions with
competence and skill. The facilitators for
the programme, Mr. Anthony Sobers and
Vancourt Rouse explored such issues as
the principles of Process Re-engineering,
creating a Process Audit Plan, Analyzing and
sharing audit results as well as examining
process re-engineering tools and techniques.
Service management process, re-engineering
and conducting staff audits were also covered
in this dynamic two-day workshop.
An old
adage states that –“an ounce of
prevention is worth a pound of cure”. Fires can
occur at anytime, anyplace, without warning
causing pain, destruction as well as loss of
life. Fires kill silently, it is one of the leading
causes of accidental injury and death amongst
children. Simply stated, fire prevention is a
serious business.
Statistics for the period January to November
12, 2007 indicate that 2436 calls were received
by the Barbados Fire Service for assistance.
Annual statistics recorded by the Barbados Fire
Service during the four year period 2003/2006
are as follows:
Year 2003 2004 2005 2006
Total 2717 1589 2327 2924
In an attempt to mitigate against the incidence
of fires and threat to life, the Barbados Fire
Service has established “The Fire Prevention
& Community Relations Unit,” located
at Worthing Fire Station, Worthing, Christ
Church. The Unit will play a pivotal role in
educating members of the public on aspects of
fire prevention and safety. More importantly, it
will ensure the establishment of a frame work
for continued collaboration between the Fire
Service and the public at large.
In addition, we will be introducing/implementing
our new strategy named – “Operation
Reinvention: Stepping Up and Stepping Out”.
One may ask the question – Why ‘reinvention’
Reinvent means to remake or make over.
Through this initiative the Fire Department will
identify existing practices, examine strengths,
weaknesses, opportunities and threats.
The primary objectives of this mission are as
follows:
• To reduce the loss of life and property due to
fire.
18

• Reduce fire insurance premiums for property
owners
• Reduce the economic loss
• Improve public relations
• Be pro-active in preventing fires
• Reduce fire department operating expenses
• Improve public safety
• Improve operational personnel knowledge
BENEFITS
Opportunity to promote new initiatives
1. Educate the public on the benefits
and needs for residential fire
sprinklers;
2. Stress the importance of preventing
fires;
3. Educate the public on the value of
fire codes and the importance of
strict enforcement;
4. Educate the public on the value
of building codes in reducing the
potential or severity of a fire;
5. Promote the value of home fire
safety inspections.
Since its inception, the Fire Prevention &
Community Relations Unit has developed
several relationships to assist in achieving its
goal and in carring out its mandate. A number
of projects/programmes have been implemented
in several governmental agencies in addition to
targeting small entrepreneurs who operate from
their homes.
The goal of the Fire Prevention Bureau is to
reduce loss of life and property. The basic design
for effective fire fighting includes practical fire
prevention efforts in conjunction with other fire
suppression activities. When a strong prevention
program is incorporated into the daily routines of
firefighters we will expect a reduction in tangible
fire loss.
While fire prevention and code enforcement
may be the primary responsibility of the fire
prevention organization in a department, it is
the responsibility of everyone in the department.
While fire prevention may not be as glamorous
as firefighting, it is more rewarding when you do
not have to look at someone who has lost their
property or even worse, the life of a loved one.
Finally A Procedures
Manual To Assist The
Registry Function
Within recent years there has been increasing
concern regarding the efficiency and effectiveness
of registries in Barbados’ Public Service. And, as
such, a decision was taken to conduct a study of
registries to determine best practices with a view
to developing standards service-wide.
The Office of Public Sector Reform began the
project by inviting a wide cross-section of Senior
Clerks and other registry personnel from various
government agencies to attend a “Standardisation
of Registry Systems and Procedures Workshop”.
At this workshop participants shared information
on the operations of their respective registries
and discussed their problems and concerns.
Further research conducted throughout the public
service identified a number of problems. These
included:
Classification systems that were neither logical
nor consistent;
The absence of procedural manuals;
Large volumes of temporary, duplicate and
inactive files;
No set of rules for naming files;
Large volumes of closed files in the registry; and
Difficulties tracking files.
The problems identified above were further
compounded by the frequent turnover of staff in
many registries.
Our next step involved extensive benchmarking
conducted among registries in our public service
agencies and a number of Commonwealth
Countries. This project has culminated in the
publication of two (2) manuals: ‘Developing a
File Plan/File Key and a ‘Registry Procedures
Manual’.
These publications will be distributed to all
Ministries and Departments within the coming
weeks. We hope that you will find them useful.
19

The Challenge of Establishing
a Wellness Group in the Public
Service
Way back in April last
year, I was
reading the
‘Barbados Business Catalyst’, a quarterly magazine
of the Barbados Investment & Development
Corporation (BIDC) issue Jan – March 2007, vol.
3 #1. Entitled ‘Fit for the Challenge’, in which
Wellness and Occupational Safety & Health were the
main themes.
An article entitled ‘Working Well: getting Employees
in top shape’, indicated that an ever increasing number
of employers/firms are seeking to invest in Wellness
in the Workplace. Why
Essentially, because the workplace has become more
sedentary, the workforce is becoming fatter, sicker
and less productive, due to chronic conditions such as
heart disease, hypertension, and diabetes.
Employee wellness programmes have long been
advocated as a way to decrease healthcare cost,
reduce absenteeism, and increase productivity.
These programmes are designed to maintain or
improve employee health before problems arise,
and are essentially made up of three components i.e.
health screenings, health and wellness educational
programmes, and fitness programmes.
The Barbados Business Catalyst highlights the
Nation Publishing company’s attempt at developing
a wellness culture in the Barbadian context. While,
we in the public service do not have a formalised
structure that supports wellness programmes, there is
no reason why we cannot come together to promote
wellness. We can seek to support such an initiative
within structures that already exist such as Sports and
Social Clubs, through Work Improvement Teams or
even look at our Human Resource Departments in a
whole new light. Which ever course we choose, one of
the good things about the Public Service is that it has
an abundance of qualified health care professionals
within its ranks.
So, armed with the above article in mind, the executive
of the Ministry of the Civil Service Social Club set
up a Wellness Committee to examine what could be
undertaken at our workplace to improve productivity,
morale, lower stress levels and improve overall
wellbeing. The Committee at its inaugural meeting
sought to examine the following:
1. Establishment of a walking / hiking group.
2. Explore the possibility of a corporate membership
in an established Gym.
3. Establishment of a ‘weight watchers’ style
support group for persons who were overweight /
underweight.
4.Seek
to investigate public service options in respect
to medical insurance schemes.
5.Seek
to provide a forum for professionals in the
health
sector to advise and educate members of
staff on
critical health issues such as stress and time
management, lifestyle changes and other issues
which
speak to our mental, emotional and physical
wellbeing.
6. Seek to utilize and harness the staff’s own knowledge
in respect to healthy diets, healthy recipes and healthy
formulas that have worked for them and their families.
7. Seek to establish regular health screenings.
Step One in our Programme – Getting
Physical
One of the first tasks and perhaps the easiest was
to organise a walking group. We saw an open
window of opportunity during the school summer
vacation, when staff who were part time students
and those who were parents were able to take
advantage of a six week walking programme.
The programme was initially for six weeks, three
days a week. Three persons with plenty of gym
experience were selected from the staff to conduct
the warm-up and cool down sessions in the car park
at 4:45 p.m. on Mondays, Tuesdays and Thursdays.
Outcomes.
Initially, the walkers walked as one group just to
get everyone ‘physical’ however, as the walking
progressed on a weekly basis, three groups emerged.
Group 1. were the pace setters, these were persons that
were physically active (participated in some sporting
activity) or those who already made walking part of
their lifestyle. The majority of this group were in their
late 20s early 30’s. Group 2. were persons that were
reasonably fit and could maintain a fairly good pace.
This group was the largest and consisted of mostly
females of various ages. Group 3. walkers consisted of
persons that were physically inactive. Of this Group,
three persons had one or more of the CNCD or had a
physical impairment. The walking group consisted of
about 17 persons, but on average, during the six week
period, numbers varied between 12 and 9. After the
20

six week period, about 6 persons continued to walk
three days a week. Of the six walkers, it was ironic
that 4 are from group 1 (the pace setters) and the other
two are from group 3 of which one has a CNCD.
Almost from the very beginning, all the walkers
benefited from clarity of mind. Almost everyone stated
that they were better able to concentrate at work. Some
said they felt calmer, others less stressed and still
others said that the walking aided in a good nights rest.
While the Ministry of the Civil Service (MCS) and
the Office of Public Sector Reform (OPSR) are both
housed in the same building and headed by the same
Permanent Secretary one could not say that there was
a close relationship between the two, however, since
the establishment of the Social Club some barriers
have started to slip. Yet, one of the most significant
barrier breakers was the participation of staff from
both agencies in the walking programme. As the
walking progressed, it was uncanny how each group
had a combination of walkers from each organisation
even if the groups consisted of two persons. This
pairing of minds, abilities and skills have led to greater
camaraderie, and a deeper appreciation and respect
of what both organisations are seeking to achieve.
• Essentially, highlighting that what we eat
is really a choice, at no time did any of
the nutritionists say ‘don’t eat this or that.’
Outcomes
By the end of the six week period, group members
had a better understanding of how they could make
adjustments to their and their families’ diets and
lifestyle.
For those members of the group that were suffering
with a CNCD they were able to understand the role
diet plays in stabilizing there condition.
In the introductory session, all members of the Weight
Watchers / Healthy lifestyle group BMI and body fat
percentages were calculated. Most members sought
to set reasonable and realistic goals to improve their
condition in the long term.
Step three – General Health Education
Step two – Making Healthy Choices
The second step on our road to wellness was the
formation of a Weight Watchers / Healthy choices
/ healthy living group. With the kind assistance of
the National Nutrition Centre we were supported
in this project by a professional Community
Nutritionist, who introduced the group to:
• Nutrition and weight management
• Giving general information in respect to
food values
• Debunking myths and misconceptions in
‘fad diets’
• The role of fat in the diet – good fats and
bad fats
• The Importance of Physical Activity and
Health
• Portion size and understanding Food labels
• Carbohydrates and the Glycemic Index
• Understanding the metabolic rate as we age
The staff were given a list of health areas for
discussion and asked to rate them in order of
priority. With assistance from the nursing staff
of the Winston Scott Polyclinic the Barbados
Registered Nurses Association and the Network
Services Centre monthly lectures have been
organised on such topics as Stress Management,
Hypertension / Stroke and Heart Disease, the
causes and management of Diabetes, Prostate
Cancer, testicular and breast cancer, menopause,
and cervical cancer.
The first lecture in this health education series
was “Stress Management,” presented by trusted
psychologist and counsellor Anderson Kellman
from Network Services Inc. Staff found this
session to be timely and relevant and were
pleased with the practical tips on how to handle
stress in the workplace. (For more on stress in the
workplace see page 6)
As the new year opens with new expectations and
new challenges, one of the biggest challenges for
the Wellness Committee will be the sustainability
of its wellness programme.
21

Another Government
Agency Making
Convenience a Priority
In September, er,th
theCu
Customs andEx
Excise Department
ent
welcomed its first debit/credit card customers,
adding grater convenience to its clientele.
According to an official of the Department, this
form of payment is expected to facilitate revenue
collection by making the payment process easier.
The introduction of this form of payment should
lead to improved efficiency to an organisation
that has been in the forefront of the reform effort
in recent years. The credit/debit card option lends
itself to benefits such as (1) government funds
are placed immediacy into its accounts and (2)
it facilitates improved security in respect to the
storage and movement of cash.
Other government agencies that also offer this
“In charity there is no
excess..”
Sir Francis Bacon
service include Licensing Authority, the General
Post Office and the Treasury Department.
Locations currently accepting payments by this
method include: Barbados Port Inc. Building,
University Drive, Shed Two Deep Water
Harbour, Princess Alice Highway; Value Added
Tax Division, Weymouth Corporate Centre,
Roebuck Street, Central Records Office and Entry
Processing Unit, Terminal Two, Grantley Adams
International Airport, Christ Church.
main fund raising event was a sponsored walk
held in October which raised over $650.00 for
the cause. In addition staff was able to donate
about $300.00 in toiletries ,and food items which
was collected from a specially designated box
placed in the lunchroom from late September
to December. Additionaly,the club was pleased
to present approximately $900.00 in toys/gifts
to children that are infected and affected by the
deadly HIV/AIDS disease.
While staffing willingly shared the spirit of the
season, they too had a great time at their annual
Xmas party held this year at “The Loose Cork
Wine Bar” (Bagatelle Great House), sharing
laughter,good food, good wine and good
company.
The same remains true today as in the 16 th
Century, for there can be no excess for those in
need in our society. To this end, the Ministry
of the Civil Service Social Club, focused most
of its energies in 2007 in giving relief to those
in need. The charitable cause chosen by the
club was once again the HIV/AIDS Food Bank.
Funds were raised through various means, but the
22

Continued from page 5.
The findings of this risk factor survey, together
with the output of the CNCD Registry will
help to provide a more complete picture of the
CNCD situation, its effects on the population
and the barriers which limit a positive response
to the many behavioural interventions that
have been implemented over the years. In the
medium to long term, these findings will guide
the work of the National CNCD Commission.
The Ministry of Health has also sought a
strategic partnership with the Chronic Disease
Research Centre (CDRC) of the University
of the West Indies to establish the registry.
This major undertaking was made feasible
through the commitment and willingness of
the UWI and the CDRC in particular. Over
the years, the CDRC has demonstrated that it
has the expertise and international recognition
to execute such programmes. One only
has to recall the Barbados Stroke Register
as one recent example of the Centre’s work
and demonstration of its capabilities. It is
anticipated that this collaboration between the
two agencies will ensure that the management
of CNCD in Barbados is carried out in
accordance with internationally established
standards and will be viewed as a best practice
model for small developing states.
In this age when governmental institutions
are called on to provide more and more
sophisticated services to the population, with
limited resources, outsourcing of specific tasks
to reputable and distinguished organisations
go a long way to provide such services that are
deemed necessary.
The outsourcing of services with sound service
level agreements will be an option for many
health sector projects and programmes in the
future. The Ministry of Health has already
entered into an agreement with The Heart
and Stroke Foundation of Barbados for the
provision of cardiac rehabilitation services to
persons requiring such, especially those who
would otherwise be unable to afford such
services.
FUNDING
The European Development Fund (EDF) has
provided much of the technical expertise and
resources to the above initiatives. Through the
programme, the Government of Barbados has
access to Bds$25 million in general budget
support for the Ministry of Health. The
package will allow the Ministry of Health to
adopt a vast array of strategies identified in the
Barbados Strategic Plan for Health 2002-2012,
which was reviewed recently at a National
Policy Review Forum. The EDF Programme
will also ensure the fulfilment of priority areas
established under the Caribbean Cooperation
for Health Initiative Phase III.
The Ministry of Health continues to work with
national, regional and international partners
to support the advancement of healthcare
delivery in Barbados.
WHAT CAN WE DO
2007 was designated as the National Year
of Promotion of Good Health and Wellness.
This concept is consistent with the Ministry of
Health’s vision of healthy people in a healthy
nation. The main purpose of this designation is
to focus national attention on healthy lifestyle
behaviours and to help individuals make small
but impactful changes to their daily eating and
physical activity routine, in order to improve
their overall health status. Soon to be published
will be a calendar of events, a public relations
and sensitization campaign. Government
Ministries and departments, private sector
entities, and non-governmental organizations
will be encouraged to
identify their own “local”
or in-house champions
who will rally co-workers
to become involved. The
Ministry is encouraging all
sectors of society, private,
public, faith-based and
other community groups,
to embrace this concept
and plan activities to
complement the events of
the year.
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Appointments On Promotion
Congratulations to the following offi cers who have been appointed on promotion
in the Public Service during the period 25th, October - 30th, December ,2007.
Officer
Promoted to the post of
Angela Goddard Chief Electoral Officer
Douglas Brathwaite Letter Press Operator
Cedric Murrell
Chief Air Traffic Control Officer
Barbara Seale
Clerical Officer
Shelley Osbourne “ “
Heather Holder “ “
Colyan Benn “ “
Morita Alleyne-
Greenidge “ “
Rosie Baptiste “ “
Wayne Peters “ “
Marva Holder-Watts “ “
Jennifer Blackman “ “
Esther Alleyne “ “
Eleanor Alleyne “ “
Israel Kirton
Senior Superintendent of Markets
Alexis Nurse
Co-ordinator, Domiciliary Care
Gertrude Welch
Senior Education Officer
Changing our Attitude to Empower
Ourselves
A new year
often heralds changes in our life, some
may be major, others may
be so subtle that
we
may not even notice. As Civil Servants in various
departments at different levels, we may be faced with
personal, departmental and social changes. Change
brings challenges. In order to overcome change
many of us will have to undergo deep introspection,
conquer fear, fortify our will-power, have courage
and above all, have faith.
Change from a human perspective can be defined
as transformation in appearance or character. We
must know that whether our minds rebel or try to
keep control of a situation, change is inevitable.
Understanding change is also a valuable factor we
must travel with. Change comes to all of us but from
different angles, we sometimes change our style of
dress, our hair styles, our job and so on. However,
the most important transforms we should seek to
alter is negative thinking.
As service excellence is a required expectation
from public officers, we must approach change
with maximum efficiency. In order for this to be a
reality we must try to eliminate fear from our minds
and as a motiational speaker defined fear as “False
Evidence Appearing Real” we have to conqueror the
myths associated with fear which are conjured up in
our mind. This will assist with us giving of our best
when change attempts to challenge our progress.
Officer
Promoted to the post of
Shelley-Ann Boyce
Library Assistant II
Denise Agard
Psychiatric Social
Worker I
Michael Sabazan
Administrative Officer I
Stephen Reid “ “
Anthony Nicholls “ “
Carolyn Estwick “ “
Sandra Watkins “ “
Garcia Thompson-Hendrickson “ “
Hazel Jordan “ “
Chauntel Watts-Challenor “ “
Adrienne Jones “ “
Rodney Payne “ “
Grantley Sealy “ “
Curtis Gilkes “ “
Judith Francis-Thompson “ “
Harriet Daisley
Administrative Officer I
Gozel Greenidge
Health Planning Officer I
Attitude titutu
plays a major role in change management
when
we develop positive attitudes the battle is
almost halfway won. Attitude is defined as a mental
or moral disposition. So, fellow public servant,s
make
sure your disposition complements your
organization. This will ensure that your agency or
department continues to reflect good work ethics and
service excellence towards the workforce and the
clients/customers whom we are employed to serve.
Listed below are some tools to assist with self
empowerment:
Listen and understand the process and progress which
change brings.
Face your fears.
Employ prayer and forgiveness.
If change has negatively impacted on you, seek
professional help.
Dedicate more time to your hobbies, if you have
none ,develop one.
Include positive thoughts to help counter most of
life’s difficulties.
Fellow Civil Servants ,change will confront us and
we must at all times ensure that we employ the correct
methods to deal with it for our innate
survival and the positive progress of
our departments.
Annette Maynard-Watson
Graduate Teacher
Christ Church Foundation
School
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