Government of the Republic of Trinidad and Tobago Ministry of...

MPAC STRATEGIC PLAN OCT 2017 TO SEPT 2020 0

Government of the Republic of Trinidad and Tobago

Ministry of Public Administration and Communications

Strategic Plan

October 1 2017 to September 30 2020

Connect • Advance • Impact

September 2017

Approved By Cabinet

Date approved September 2017


Abbreviations

CSD Corporate Services Division

DPA Data Protection Act

F&A Finance and Accounts

FOIA Freedom of Information Act

HR Human Resource

HRM Human Resource Management

ICT Information and Communications Technology

IhRIS Integrated Human Resource Information System

IS Information Systems

GILAC Government ICT Leadership Advisory Council

GoRTT Government of the Republic of Trinidad and Tobago

MIS Management Information System

MoC Ministry of Communications

MPAC Ministry of Public Administration and Communications

MST Ministry of Science and Technology

NATT National Archives of Trinidad and Tobago

OSH Occupational Safety and Health

PMCD Public Management Consulting Division

PMIS Project Management Information System

PRESD Property and Real Estate Services Division

PSA Public Service Academy

PSTD Public Service Transformation Division

RIM Records and Information Management

SSD Strategic Services Division


Contents

Abbreviations ...................................................................................................................................... 1

Foreword .............................................................................................................................................. 3

Executive Summary ........................................................................................................................... 4

Methodology ........................................................................................................................................ 5

Mandate of the MPAC ........................................................................................................................ 8

Situational Analysis ........................................................................................................................... 9

Vision, Mission, Core Values.......................................................................................................... 10

Strategic Goals ................................................................................................................................. 11

Action Plans ...................................................................................................................................... 12

Appendix I – Gazette Notice No 35 of 2016 – MPAC mandate extract .................................... 29

Appendix II – Problem and Solution Trees .................................................................................. 30

Appendix III – SWOT and TOWS Analysis ................................................................................... 31


Foreword

It is my honour to present the Ministry’s three (3) year Strategic Plan for the period October 2017 to September 2020. This Plan provides the framework for a new era of public administration and communications that will position the Ministry as a regional leader in public service transformation and ICT development. In time to come we must be working more cohesively and efficiently in this region if we are all to thrive in the global economy. This Plan initiates a programme of collaboration for various areas of public policy. At MPAC, we have fully embraced the challenge of the economic circumstances and devised a way forward that optimises our human, financial and systems resources to create synergies through effective partnering and collaboration among all stakeholders – GoRTT Ministries, Departments and Authorities, public service clients, business sector, media, international and regional agencies. No entity can do it all. So, in parallel to the collaboration strategy, is our identification and focus on a set of correlated key transformation projects and initiatives internal to MPAC, within the public service and nationally. This strategic programme facilitates the leveraging of the results of one project onto other project(s) thus enabling premium returns. We look forward to sharing our progress with you - demonstrating revised/new public service legislation, regulations, re-engineered processes, enhanced human resource structures and capability, modern and high calibre ICT infrastructure, e-Government services, certified service standards and sustainable public service delivery that exceeds expectations, and, most of all, collaborating with you. With your support, I have no doubt that MPAC can be the regional leader for public service transformation and ICT development. Maxie Cuffie, M.P. Minister of Public Administration and Communications w.e.f. March 2016


Executive Summary

The national long-term strategic plan Vision 2030, has identified goals that include, inter alia, for the creation of “high quality, modern public services” and “a globally competitive economy”. The MPAC as the ministry with the responsibility for the public service and national ICT, has a key role in achieving these goals. While the National ICT Plan, fastforward II addresses the national ICT portfolio element, this 3-year strategic plan, in alignment with the national strategy, presents the detailed programme that is intended to deliver an efficient and effective public service that contributes to economic development and the well-being of citizens. After examining the internal and external environment in which the MPAC operates, the need for the MPAC to strengthen its internal operational architecture and transform itself into a cohesive service entity emerged. Additionally, the parallels were clear. The MPAC is a sub-system of the larger public service eco-system. The internal Ministry architecture mirrors public service architecture. Thus a leveraging strategy emerged – get it right at MPAC (model it) or utilise existing best practice solutions in the public service and apply it to the wider public service. The Ministry also considered the desired future state and factored into the strategic plan the economics and good governance elements required to enable a best in class public service. The Vision, Mission and Strategic goals are as follows and are underscored by the need for consistent leadership, partnership, communications and ICT:-

Goal 1. Enhanced

MPAC: people, processes and

systems

Goal 2.

Client-centric MPAC

Goal 3. Improved

public service architecture

Goal 4. Regional leader

Leadership Partnership Communications ICT

Vision: To be the regional leader in Public Service Transformation and use of ICT for

development that contributes to the well-being of citizens

Mission: Building a best in class public service by developing our ICT sector and utilising

innovative service improvement, human resource management, property management,

public administration and communications solutions


The critical success factor was the identification of correlated projects which the Ministry will

steadfastly pursue, monitor and adjust as necessary to ensure that we achieve results. The MPAC

recognises that staff are being called upon to produce more with less, and that the strategic

planning process was designed to maximise engagement and commitment to realise benefits for

all.

Methodology

The MPAC followed the typical methodology for the development of a Strategic Plan that involves five (5) stages as follows:-

It must be noted that in 2015 the former MPA, MST and MOC all engaged in separate strategic planning exercises. With the September 2015 ‘merger’ of the MPA and the MST, a strategic planning exercise was also undertaken. The MPAC sought to build from the previous 2015 exercise. In March 2016, with the further ‘merger’ of the MPA with MOC to create the MPAC, another exercise was undertaken. The Permanent Secretary mandated the involvement of, and communication with as many staff as possible across the Ministry.


The following table provides a summary of the activities undertaken.

Date Activity

April to June 2016 Review and evaluation of previous Strategic Plans

June 2016 Strategic Plan Delivery Team formed and a Work Plan developed

August 2016 Formation of Stakeholder Engagement Team, Research and Development Team, Game Changers Team

September 2016 Analysis, Staff Engagement and 1st Draft of Strategic Plan with One year Action Plan focused on HRM improvement in MPAC

October 2016 Identification of 5 Key Projects for FY 2017

October 2016 Analysis of and alignment to Vision 2030

February 22 2017 Leadership Retreat

June 2017 Development of Action Plans

July 2017 Revision of Plan

August 2017 Communication of Plan

The Logical Framework model, provided hereunder, is widely used in the public sector for

disaggregating programmes of work to ensure alignment and cohesion. It is also an important

monitoring tool.

Logical Framework Model

NARRATIVE SUMMARY

OBJECTIVELY VERIFIABLE INDICATORS

MEANS OF VERIFICATION

IMPORTANT ASSUMPTIONS

RESOURCE(S) RESPONSIBLE

Goal / Long-Term Objective Contribution to national objectives

Impact such as:

Increased customer satisfaction/ease of doing business

Increased productivity

Evidence of achievement such as:

Sector reports

Rankings and indices

Conditions necessary for achievement of goal such as continued political support and stable social environment

Division(s); Stakeholders, partners

Purpose / immediate Objective What will happen as a direct result of the project / what problems will be solved

Benefits such as:

faster processing

increased access

reduced waste


customer surveys

evaluation reports

Conditions necessary for achievement of objectives such as stable legal and economic environment and fairly stable technology environment

Division(s); Stakeholders, partners

Outputs / Projects Project descriptions

Quality, quantity, time specifics of

policy/legislation,

infrastructure

capability building

process re-engineering

ICT solutions


Audits

Performance reports

Document reviews

Conditions necessary for achievement of projects such as quality of goods/works/services, stakeholder buy-in

Division(s); Stakeholders, partners; suppliers

Activities Project plans/documents


Conditions necessary for conducting work

Project team; suppliers


NARRATIVE SUMMARY

OBJECTIVELY VERIFIABLE INDICATORS




Major components such as planning, design, procurement, implementation, training

Contracts

Training Reports

Document reviews such as project team resources; releases of funds

Inputs People/skills, funding, time required

$amount

No. of persons


Budget

Staffing

Conditions necessary for projects to be initiated such as availability of funds, personnel, approvals

Project lead

The Logical Framework mirrors the Results Chain (see below) which many person are familiar

with :-

The MPAC utilised the logical framework model to develop Action Plans for each of the four

Strategic Goals. At the Outputs level, Projects are identified. Additionally, performance tracking

at the Divisional/team and employee levels is integrated by the addition of a column for

Responsibility. The Activities and Inputs are not identified in the Plan, but this will occur for each

project at the project planning stage.

Inputs Activities Outputs Outcomes Goal


Mandate of the MPAC

The Gazette Notice No. 35 dated March 17, 2016, extract at Appendix I, sets out the responsibility

for the Minister, PAC and thus the mandate of the MPAC. Analysis of the mandate reveals three

(3) inter-related portfolio components as follows:-

Public Service Transformation National ICT Government Communications

Facilitates and leads the Public Service Reform agenda including Public Service policy and legislation and HRM modernisation policy and strategy coordination. There is also the provision of Institutional Strengthening services such as :-

o Redesigning organisational structures;

o Increasing competency through training and development;

o Business Process Reengineering;

o Service Improvement/certification;

o e-Government; o Property and facilities

management

Builds the national ICT sector by developing and coordinating national ICT policy and strategy including legislation. This includes:- o Oversight of ICT-related

agencies; o ICT stakeholders relations

Creates a more open government, through the development and coordination of Government Communications policy and strategy including Data Protection, Freedom of Information and Cinematograph legislation; and the provision of public information and communications services via the:

o Printery o National Archives o National Library o Information Division

ICT, being pervasive as it is, and becoming more integrated into everyday life, is a key tool for

Public Service Transformation and government communications. Thus, all projects in the

Strategic Plan incorporate an ICT component.

Good governance principles, listed as follows, are also important ideals factored into the Strategic

Plan as they are fundamental to a modern democratic society and public service. These are as

follows :-

Participation

Rule of law

Transparency

Responsiveness

Consensus oriented

Equity and inclusiveness

Effectiveness and efficiency

Accountability.

(Source: http://www.good-governance.org.uk/)

http://www.good-governance.org.uk/


Situational Analysis

Staff, Finance and Learning and Growth: The Internal Analysis involved engagement of staff,

the undertaking of Problem Tree Analysis, and the assessment of the MPAC’s Strengths and

Weaknesses. The Problem and Solution Trees are at Appendix II and the SWOT and TOWS at

Appendix III. Findings from the Internal Analysis centred on weaknesses in the MPAC’s human

resource management, communications and financial management functions. Staff were

dissatisfied with HR services such as processing of Acting, Increments, contracts, contract

gratuities and training and development opportunities. Staff were also affected by a lack of

communication on changes in the Ministry as well as in the Ministry’s work.

In consideration of recent Parliamentary enquiries, as well as the pending Procurement

legislation, the MPAC recognised the need to improve its Inventory/Asset Management, Internal

Audit and Procurement functions.

Findings from the analyses also indicated that the Ministry possesses the people/skills and

technology resources to undertake transformation. Therefore the need for the MPAC to focus

these capacities to transform itself and resolve impediments that affect staff, finance and learning

and growth were identified.

Client: The MPAC’s transformation also needs to focus on collaboration in order to achieve

synergies in our resource pool and with our partners. From a client perspective, the service

offering is unclear and/or duplicated and Divisions sometime work in silos. Confusion occurs when

multiple Divisions work with the same client but are unaware or do not seek to collaborate. The

MPAC also appears to have duplicate services e.g. PMCD, PSTD and Diamond Standard all work

with clients to re-engineer business processes. Therefore, the need to take a client-centric

approach emerged where MPAC clearly identifies its service offerings (separately and

collectively) and monitors assignments to achieve a ‘one-stop’ MPAC shop.

Core Business: The mandate of the MPAC in relation to the needs of the public service was

another area of analysis. The demand for MPAC services continues to increase while MPAC and

public service resources, largely responsive to the economic downturn, continue to be lean. The

MPAC is therefore faced with the challenge of prioritising public service initiatives.

The projects selected for focus are based on the Ministry’s core competencies/mandate (eg

Property Management Information System; FOI, DPA, RIM legislation and policy). All are areas

where it holds a competitive advantage. Projects selected were also based on where the Ministry

has successfully implemented projects at the Ministry-level (eg Inventory/Asset Management,

Virtual Vote Book). Additionally, projects selected are based on the existence of effective inter-

Ministerial cross-collaboration (eg IhRIS).

Lead: With the economic situation affecting the region and increasing globalisation, the need for

collaboration and support across CARICOM is more pressing than ever. The MPAC, after

assessing the landscape and realising that it has much to offer, as much it has to learn from each

other, thought it absolutely essential to take a lead in establishing platforms for sharing

experiences and supporting sharing of resources among the community as a means of propelling

transformation and development. The MPAC therefore, has identified a programme of targeted

initiatives in this regard.

Commented [NP1]: Include DPA in abbreviations? As well as PMCD, PSTD, IhRIS, CSD, SSD, NATT, etc.


Vision, Mission, Core Values

Vision

To be the regional leader in Public Service Transformation and use of ICT for

development that contributes to the well-being of citizens

Mission

Building a best in class public service by developing our ICT sector and utilising

innovative service improvement, human resource management, property management,

public administration and communications solutions

Core Values

Connecting - Creating shared purpose and Connecting with others

Collaborating - Working together and Being accountable

Making an Impact - Making it happen; Shaping the future

Connecting Collaborating Making an Impact

CREATING

SHARED

PURPOSE

CONNECTING WITH OTHERS

WORKING TOGETHER

BEING ACCOUNTABLE

MAKING IT HAPPEN

SHAPING THE FUTURE

Engagement and

motivation is the

name of the game.

We can do this by

communicating

our purpose in a

way that others

can understand.

We build

relationships by

considering

what is

important and

challenging to

others and how

we may assist.

We believe that

holistic change

for the

development of

our nation can

only happen if we

work together as

a team.

We can make a

better Trinidad and

Tobago with

dedicated

performance, and

improving our

credibility in the

eyes of those we

work with.

We deliver on

our promises.

We do so by

encouraging

and supporting

others. When it

comes to

getting things

done, we are

not afraid to

ask for help.

Every

achievement

is a brick in

the bridge of

tomorrow.


Strategic Goals

The MPAC’s Strategic Goals and associated Objectives are presented in the following table:-

Goals Objectives

1. Enhanced MPAC: people, processes and systems

1.1 To improve employee satisfaction and morale;

1.2 To improve organisational learning and growth;

1.3 To improve key operational processes and infrastructure;

2. Client-centric MPAC 2.1 To optimise MPAC organisational function and structure

2.2 To establish and operate effective inter and intra Ministry teams

2.3 To integrate ICT for improved MPAC service delivery

2.4 To enhance MPAC infrastructure

3. Improved public service architecture

3.1 To produce policy, legislation, regulations, guidelines and standards

3.2 To facilitate service improvement in key public services

3.3 To establish and operate whole-of-government solutions

4. Regional leader 4.1 To establish and operate knowledge centres and communities of practices

4.2 To facilitate and provide technical support to regional governments

The strategic programme is detailed in the following section.


Action Plans The action plans to implement the aforementioned goals are provided below:-

NARRATIVE SUMMARY OBJECTIVELY VERIFIABLE INDICATORS




Goal / Long-Term Objective

Assumptions for Achieving Goal

1. Enhanced MPAC people, processes and systems

Increased MPAC productivity Stakeholder survey Little or no changes to the MPAC portfolio

MPAC Executive

Purpose / Immediate Objective Assumptions for Achieving Purpose

1. To improve employee satisfaction and morale;

60% or higher employee satisfaction ratings; 75% compliance with service standards established for:

HR,

F&A,

Internal Communications

90% compliance with OSH policy 5% or less unoccupied office accommodation

Employee survey; Performance report

Stability in staff assignments; Little or no changes to project scopes;

MPAC HoDs

2. To improve organisational learning and growth;

Operational Skills bank with 100% records for MPAC positions and 95% records for employees; Approved Training Plan; 75% compliance with Training Plan

Performance report HR

3. To improve key operational processes and infrastructure;

Implemented reengineered processes:

HRM,

Financial Management and Inventory Control,

Communications,

Procurement and

Internal Audit;

Performance and audit reports

HR; F&A; CSD; Internal Audit; Communications; IT; PSTD; LSD

Commented [AS2]: As per comment below, LSD is key resource for this.






Operational ICT solutions:

HR IS with 100% employee static data populated, and functions to manage Acting, Terms and Conditions, Gratuities and contracts

Virtual Vote Book with data from fiscal 2018 to present

Internal Communications Platform with functionality to match service standards;

Inventory/Asset Management MIS with 95% of asset records and 100% of assets tagged;

Outputs / Projects Assumptions for Implementing Projects

1.1.1 Service Charters for HR, F&A and Internal Audit, Communications;

2018: 4 approved service charters 2019: Implementation of standards with a minimum of 80% compliance with standards for processing of Acting; Terms and Conditions, Gratuities; Contracts 2020: Revised service charters

Project reports High quality of work of project teams; Sustained buy-in of staff

Core:

HR F&A Internal Audit Internal Communications Support:

SSD PSTD

1.1.2 MPAC Reward and Recognition Policy and Programme

2018: Draft policy and guidelines 2019: Approved policy and guidelines and pilot initiated 2020: Reviewed and revised policy and guidelines

Document review

HR






1.1.3 Functional OSH Committee;

2018: Reconstituted committee; revised draft policy/guidelines including Emergency Response Plan as required by BCM; all committee members trained 2019: Approved revised policy and guidelines circulated to all employees; Approved ERP; successful evacuation drills, compliance with fire extinguishers, signage standards at all MPAC locations etc 2020: 90% compliance with OSH policy/guidelines and ERP requirements at all MPAC locations

Document review / OSH Committee reports

Sustaining OSH committee membership; Employees compliance with ERP requirements

HR, CSD, OSH Committee

1.1.4 Optimised MPAC accommodation

2018: Completion of relocations; handover of any unoccupied property 2019: Completion of Audit of MPAC accommodation and Outfitting Plan 2020: Completion of all critical outfitting in alignment with standards

MPAC will have Facilities Management staff

PMCD, NICT, PRESD, CSD

1.2.1 Job rotation and enrichment;

2018: 80% of planned assignments completed iro HR, F&A and CSD 2019: 80% of planned assignments completed iro HR, F&A, CSD, Printery 2020: 80% of planned assignments completed for targeted Divisions/positions

Review of Job Assignment and Task Registers

HR

1.2.2 Employee Skills Bank

2018: 100% of position skillsets captured 2019: 100% of employee skillsets captured 2020: skills bank maintained with 100% position and skillsets updated

Skills Bank Review

HR






1.2.3 Training Needs Analysis

2018: 100% of departmental training needs identified 2019: Training needs updated 2020: Training needs updated

Training Needs Analysis Report

HR

1.2.4 Training Plan developed and employees trained in key skills;

2018: 80% planned training completed 2019: 85% planned training completed 2020: 90% planned training completed 2018: 20% skills gap 2019: 15% skills gap 2020: 10% skills gap

Training Plan Audit of Training; Review of Evaluation Reports

HR

1.3.1 Re-engineered Processes- Internal

HRM,

Financial Management

Procurement

Asset Management & Inventory Control

Internal Audit processes

2018: 100% “As Is” and “To Be” Process Maps prepared 2019: Desk manuals completed; Registers operational 2020: Revised process maps, manuals

Process Maps BPR reports Performance Reports

Core:

HR F&A CSD; LSD Internal Audit Support: SSD PSTD

1.3.2 Operational

HR IS

Virtual Vote Book

Communications Platform

Inventory MIS

Procurement IS

Revised Internal Audit programme

2018: 100% IS specifications completed; procurement completed or development team identified Revised IA programme developed and approved 2019: 100% IS solutions implemented; Revised IA programme implemented 2020: Solutions operational

Performance Reports

Core: HR F&A CSD Internal Audit Support: IT PSTD








2 Client-centric MPAC Improved ease of doing business with MPAC

Client survey Little or no changes to the MPAC portfolio

Prime Minister

Purpose / Immediate Objective Assumptions for Achieving Purpose

1. To optimise MPAC organisational function and structure

% compliance of MPAC structure with Mandate

Cabinet Minute- Cabinet approved Revised Organisational Structure


2. To establish and operate effective inter and intra Ministry Team

No. of cross functional projects/teams % completion of targeted team/project milestones % client satisfaction with completed cross functional projects

Performance reports; Audit reports

3. To integrate ICT for improved MPAC service delivery

% completion of targeted ICT solutions

4. To enhance MPAC infrastructure

% completion of targeted upgrades


2.1.1 Revised Organisation Structure

2018: Organisation Chart reflects changes:-

Office of Information Commissioner established;

Decentralisation of Printery Sales Unit;

Cabinet Minute- Cabinet approved organisation structure

High quality of work of project teams; Sustained buy-in of staff

Permanent Secretary PMCD






2.1.2 Revised list of MPAC services reflective of a “one-stop-shop”

2018: MPAC list of services:-

includes options for single service and multiple services;

2019: is rated client-friendly

PS-approved listing of MPAC services Project Charters indicative of a “one stop shopping” approach

SSD CCD

2.1.3 Service Improvement Framework (to guide integrated approach to service improvement)

2018: 100% completion and communications of MPAC Service Improvement Framework

PS approved Service Improvement Framework

PSTD SSD CCD

2.1.4 MPAC Customer Relationship Management (CRM) system

2018: CRM developed and implemented 2019: 100% of MPAC client assignments reflected on CRM 80% compliance with established target of time taken to resolve/address/respond to client requests/ issues 2020: 90% compliance with established target of time taken to resolve/address/respond to client requests/ issues

Performance report SSD IT Buzz Team

2.1.5 Communication and branding (including web presence) consistent with new integrated MPAC

2018: 100% of MPAC services reflected on web presences 100% completion of No. and type of internal and public communication on MPAC services and service delivery including NATT outreach and access 2019: same 2020: same

Communications Report CCD IT SSD






2.2.1 Cross-Functional Project Teams established

2018: 80% of functioning project teams iro total project teams (delivering outputs; meeting timelines; closing out projects) 2018: 80% of projects with approved Project Charters 2019: 90% each 2020: 95% each

Approved Portfolio Responsibility Matrix Project Performance Reports Project Charters developed and approved

SSD

2.2.2 Team-building sessions/ Team-oriented interventions

2018: 100% of targeted team building sessions held 80% Session satisfaction ratings (Employee feedback) 2019: same 2020: same

Employee Feedback HR Performance Reports

HR/SSD

2.2.3 Usage of MPAC Project Management Information System & e-project sites

2018: PMIS established 80% of projects utilise e-project sites 2019: 90% of projects utilise e-project sites 2020: 100% of projects utilise e-project sites

Project Site utilization Project Management Reports

SSD IT

2.3.1 ICT solutions

2018: PMIS operational 2019: Archives and Training MIS operational 2020: 100% functionality of solutions 2018: 80% user satisfaction 2019: 90% user satisfaction 2020: 95% user satisfaction

Performance reports

Core: PRESD NATT PSA Support:

IT Buzz Team LSD SSD

2.4.1 Infrastructure

2018: 100% targets met wrt NATT, Printery, Library upgrade/outfitting/restoration/construction projects 2019: same 2020: same

PSIP/IDF reports Core:

NATT Printery NALIS Information Division






Support:

PRESD CSD LSD

2.4.2 Digitisation; Conservation

2018: 75% target met wrt digitization iro Info Div, NATT 100% target met wrt Conservation iro NATT 2019: 85% and 100% 2020: 90% and 100% Digitization of Printery (official government) publications: 2018: 50% of laws and Hansard 2019: 75% 2020: 100% from start

Performance reports Core:

Information Div NATT Printery Support:

CSD LSD

2.4.3 MPAC ICT infrastructure

2018: 75% target met wrt Infrastructure upgrades including telephone system; Draft Disaster Recovery Plan (DRP) 2019: 85% target met wrt Infrastructure upgrades; Functional DRP 2020: 90% target met wrt Infrastructure upgrades; Functional DRP

PSIP reports; Performance reports

IT LSD

2.4.4 Acquisitions iro NATT

2018: 75% target met: Establish contact with archives in Spain, India, UK, Madeira, China, Netherlands, Sierra Leone, Venezuela and others for repatriation of copies of archives of national historical significance; Acquisition Vote Approved

2019: 85% target met: Purchase private collections of national significance 2020: 95% target met

Performance report NATT LSD








3 Improved public service architecture and infrastructure

Ease of doing business with public service

Citizen survey; GCI Report

Little or no changes to the Ministerial portfolios

Prime Minister

Purpose / immediate Objective Assumptions for Achieving Purpose

1. To produce policy, legislation, regulations, guidelines and standards

% completion of agenda Evaluation Stability in staff assignments; Little or no changes to project scopes;

Legal SSD PSTD

2. To facilitate service improvement in key public services

% compliance with service standards Customer Service Index Cooperation of Trade Unions

PSTD

3. To establish and operate whole-of-government solutions

% completion of projects Evaluation PSTD


3.1.1 Policy and Legislative Agenda

2018:

Telecommunications Act amendments;

Data Protection Act amendments and full proclamation,

E-Transactions Act amendments and full proclamation,

repeal of Cinematograph Act and proclamation of Motion Picture Exhibition Act,

Records and Information Management policy,

Document review; Cabinet approvals

High quality of work of project teams; Sustained buy-in of staff

LSD PSTD SSD NICT NATT PSA PRESD






Philosophy for the Public Service of Trinidad and Tobago,

National Policy on Service Delivery for the Trinidad and Tobago Public Service, and standards and legislation,

Government Communications Policy and Strategy including functional model and structure for Communications Units,

Revised GoRTT Office Outfitting Policy;

SOP for management of residential accommodation

Policy Framework for Fleet Management in the Trinidad and Tobago Public Service,

Miscellaneous HRM policies/guidelines

Training Policy 2019:

RIM/Archives legislation


Policy on owning vs leasing

Revised Policy on Allocation of Government Quarters

2020:


Facilities Maintenance Policy and Standards

Policy for the Sale of Government Quarters






3.2.1 Service Improvement- People

3.2.1.1 Leadership Development

3.2.1.2 Customer Service Training

3.2.1.3 Technical Training based on competency gaps

2018 - 2020

No. of persons trained Leadership Development 400, 600, 600 Customer Service 300, 1000, 1000

% increase in citizen satisfaction with public service delivery

PSA Training Reports Citizen Satisfaction Surveys Performance Reports Observation & Feedback

Training resources remain available and at appropriate standards

PSA PSTD PMCD

3.2.2 Service Improvement- Processes

3.2.2.1 Business Process Management (BPM)

2018 - 2020 KPI’s related to specific improvements at Ministry of Social Development, Passport offices

Degree of ease of transaction- (time saved, improvement in citizen satisfaction)

% increase in citizen satisfaction with public service delivery

BPM Reports Citizen Satisfaction Surveys

PSTD






3.2.3 Service Improvement-Place: Facilities Management

2018 – 2020

No. of outfitting projects completed

% compliant facilities or No. of non-compliant facilities (office shut-downs)

Performance reports; Site visits and observations

PRESD

3.2.4 Service Improvement- Technology

3.2.4.1 Management Information Systems (MIS)

3.2.4.2 Online transactions/ application development

3.2.4.3 Websites

2018 – 2020:

No. of apps developed

No. of new/upgraded websites

No. of e-Services

No. of CRM solutions: SWRHA, TITL, Consumer Affairs

No. of Ministries using Virtual Vote book

ICT reviews/audits Use of Buzz created CRM and web-site solutions; Virtual Vote book successfully reimplemented at MPAC

Buzz Team IT

3.3.1 Strengthened Public Service HRM (Whole of Government)

3.3.1.1 Restructuring public service HR departments

3.3.1.2 IhRIS Re-implementation

3.3.1.3 IhRIS Training module

3.3.1.4 Institutional Strengthening of the Personnel Department

2018 – 2020:

Increase in no. of HR departments with revised structure

Increase in use of IhRIS modules

Increase in PSA and HR staff trained and using IhRIS Training module

Increase in training via e-Learning: 15%, 25%, tbd%

% Progress of Institutional Strengthening project

Performance reports; IhRIS reports

Sharing/use of solutions developed in MPAC – skills bank; HRM service charter and re-engineered business processes; training plan;

Core:

PSTD PSA PMCD Support:

HR IT SSD






3.3.2 Public Service Asset Management System

2018:

Solution identified and procured or tweaked

2019:

50% use across public service 2020:

75% use across public service 2018 – 2020:

Development and implementation of a Medicine Inventory Management solution for SWRHA

Performance reports; Auditor General Report

MPAC solution will be leveraged

Core:

IT / Buzz F&A CSD

3.3.3 Integrated Communications on GORTT matters

3.3.3.1 Operationalisation of Government Communications Strategic Plan

3.3.3.2 Government Communications Platform/Intranet/ Online Community of Practice (Whole of Government)

3.3.3.3 Development of Government Communications Policies

2018 – 2020:

Development and use of gov news app

Increase in use of Platform

Development and use of a master calendar of events

Increase in consistency of brand and communications

Increase in development of Ministry Communications Plans

Development of Crisis Communications Policy and Media Relations Strategy

Increase in no. of persons trained in Communications function

% compliance with photography, audio visual services

Increase in appeal of communications

Performance reports; Citizen surveys

Government Communications Information Division






3.3.4 Operational Communities of Practice

2018 -2020:

Increase in established CoPs: Internal Audit, Policy, F&A, Facilities Management, Registry

Performance reports PSTD

3.3.5 Customer Satisfaction Research

2018 – 2020

Surveys conducted: online surveys, exit polls, focus groups, mystery shopping, user panels, citizens juries

Service delivery issues identified

Solutions identified to address issues

Survey Reports Policies addressing issues identified in Service Delivery Performance reports by Ministries

Availability of resources PSTD








4 Regional Leader MPAC TT is recognized by CARICOM states as leader in public service transformation

CARICAD reports Little or no changes to the MPAC portfolio

Purpose / immediate Objective Assumptions for Achieving Purpose

1. To establish and operate knowledge centres and communities of practice

No. of knowledge centres and communities of practice

Web review; Usage reports


External Relations PSTD IT

2. To facilitate and provide technical support to regional governments

No. and types of technical assistance rendered

Technical Assistance Report

Cooperation of CARICOM member states


4.1.1 Extended TT HRM forum including HRM professional networks

2018 – 2020:

Increase in no. of countries accessing HRM forum;

At least one HRM professional network attached to forum;

At least one developed country is partner to forum

At least one paper/case study written on the TT HRM modernisation experience

Feedback from Commonwealth Secretariat, CARICAD

Quality networking and negotiating of MPAC staff; Continued buy-in of members

PSTD PSA IT






4.1.2 TT Communications Forum

2018 – 2020:

Increase/sustained attendance

Quality feedback from members on policy and standards

At least one session annually caters for feedback from media houses

At least one paper/case study written on the TT Communications Forum

Attendance registers; Review of draft policy and standards documents; Member survey

Quality agenda setting and forum management by MPAC staff; Continued buy-in of members

Gov Comms IT

4.1.3 TT ICT Managers Forum

2018:

IT platform established for CoP

Increase in use of platform/attendance

2019:

Increase in demos of solutions developed


High compliance with software audits

2020:


Increased compliance with software audits

Review of minutes; Member survey

Quality agenda setting and forum management by MPAC staff; Continued buy-in of members

NICT IT






4.1.4 Hosting of CARICAD Policy Centre

2018 – 2020 :

Increase in membership

Increase in publications/knowledge centre documents

At least one collaboration per annum on a policy for use throughout CARICOM

MPAC has highest participation

Usage reports Quality bandwidth; hosting is stable

PSTD IT

4.2.1 Demonstrations of intranet and other ICT solutions and presentations on TT experience

2018 – 2020:

Increase in no. of demos/presentations on TT experience

Requests for technical assistance

Document review Stakeholder feedback

Successful implementation of MPAC and public service solutions

PSTD IT CSD

4.2.2 Shared policies, guidelines and standards

2018 - 2020:

Increase in publications

Active usage / requests for document sharing

No. of adoptions of shared documents

Document review Stakeholder feedback

Approval of MPAC and GoRTT policies, guidelines and standards

PSTD IT NICT PRESD CSD HR

4.2.3 Provision of technical resources to member states

2018 – 2020:

Increase in technical cooperation rendered from TT for policy development or ICT solutions

Document review; Performance report

Most of the technical cooperation will be done remotely / via internet; MPAC will be able to accommodate workload; Financial assistance where necessary will be supplemented by CARICOM member state

PSTD NICT IT


Appendix I – Gazette Notice No 35 of 2016 – MPAC mandate

extract


Appendix II – Problem and Solution Trees

Problem Tree

Solution Tree


Appendix III – SWOT and TOWS Analysis

STRENGTH WEAKNESS OPPORTUNITY THREAT

Talented experienced

staff with working

knowledge of the

Public Service

Staff retention due to weak HR

Public Service wants change and improvement

Trade Union unrest

Experience working

with external

Ministries

Accommodation issues; NALIS building does not allow change

Weak economy is a catalyst for resourcefulness and efficiency

Constant changes in political administration

Well-developed ICT

environment

(InfoLounge)

Lack of policies and procedures

Creation of synergies Financial cut backs

Diverse portfolio Lack of effective Performance Appraisal System

Information availability for benchmarking etc.

Global recession

Duplication of activities/tasks

Revenue generation (Printery, PRESD)

Red Tape/Bureaucracy

Innovative and

futuristic in our

thinking

Lack of communicating service offerings

International organizations scholarships/work study programs

Poor public awareness

Good repository of

information

Lack of Institutional Memory

Corruption

Poor management of capital funds

Negative reputation

Lack of relevant delegation

Lack of client cooperation

Lack of BC due to contract turnover

Consultants competing for resources

Lack of accountability

Trade Union Intervention

Inconvenient training venue

Lack of consistent operational process

Too many internal vacancies

# of unfilled vacancies

Lack of Institutional Memory


STRENGTH WEAKNESS OPPORTUNITY THREAT

Poor management of capital funds

Poor HR practice

Poor management and leadership

Low staff morale

Lack of specialized training opportunities

Work life balance not promoted

Poor MPAC Brand

Little or no employee engagement

Poor customer service

Lack of continuity due to contract employment

Lack of direction and shared goals

Poor organizational structure

Limited promotional opportunities

Conflict

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