PHILOSOPHY FOR PUBLIC SECTOR REFORM Government's ...

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White Paper on Public Sector Reform2:4:3 Improvement Initiatives, 1986In 1986, the government created the Ministry of the Public Service with amandate to harmonize and coordinate the several personnel functions. Itspurpose was to achieve improved effectiveness in the human resourcemanagement function. The responsibility for this function was divided amongthree agencies - the Establishments Division dealing with matters relating tostaffing, classification and grading of posts, industrial relations, salaries andconditions of service; the Personnel Administration Division dealing withmatters relating to recruitment, promotion, discipline, and the Training Divisiondealing with training policy, training courses and placements for training.Each division had its own resources, which reinforced its independentoperations, and created problems of coherence, consistency and coordination inthe totality of human resource management. The inter-relationship necessary toharmonise and integrate the work of the three agencies did not develop as wasintended. These issues will be resolved in this reform effort, taking intoaccount, the recommendations of a United Nations Consultant who recentlyexamined and reported on the problem to the Ministry of the Civil Service.2:4:4 Improvements Through Training InitiativesPerformance improvement strategies have also been undertaken through theGovernment Training Division, now the Training Administration Division.This Division, over the years has sponsored courses designed for senior andmiddle-management, supervisory, clerical and ancillary staff throughout thepublic service, to enhance and update their skills and capabilities.
White Paper on Public Sector ReformThe impact of the training delivered has not been consistently evaluated. Butthe continuing experiences with under-performance in some sectors of thepublic service, underscore the need for the Government to make training asubstantial component of the reform proposals to be implemented.Training opportunities to boost performance improvement have also beenprovided by International and Regional Organisations for top and middlemanagement staff. Those providing such training included: theCommonwealth Fund for Technical Cooperation of the CommonwealthSecretariat, the United Nations Development Programme, the United StatesAgency for International Development, the British Council, the World Bank,the British High Commission, the Canadian International Development Agencyand the Caribbean Centre for Development Administration. The impact of thistraining is also difficult to gauge since experience suggests that on occasionsthe persons so trained have been placed into positions where the training hashardly been utilized.Performance improvement has also been addressed through in-house training.Senior Managers have introduced new management tools and techniques forexample - Total Quality Management, Action Learning, Project CycleManagement, into the organisation and have used other means ofcommunication such as memoranda and circulars with subordinates, to stressthe importance of continuous performance improvement, including selfdevelopmentstrategies for their own advancement and that of the organisation.Staff have likewise taken the initiative to further their own education and
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