Statement by Deputy Governor Mrs. V. Inez Archibald "Update on the Public Service Reform Programme"

Wednesday, 10th December, 2008

Public Servants
Ladies and Gentlemen

~~Adz:Right~~This is Deputy Governor V. Inez Archibald; and for the next several minutes I will be updating you on Government's Public Service Reform Programme – its purpose, its progress, its process.  But before I do, permit me, if you will, what I believe are a few relevant preliminary comments.

I believe that the British Virgin Islands we enjoy today was built largely on the backs of those who provided Public Service yesterday. That means, for me, that we public servants of today are in debt to those of yesterday, and are under obligation to those of tomorrow. I also believe, therefore, that all public servants belong to a long and unbroken chain called WE.

That tradition of continuity of service suggests, in my view, that service to the public is not only an honour and a privilege, but also a responsibility.  That responsibility, it seems to me, has at its core values such as honesty, integrity, transparency, fairness — culminating in a jealously-guarded professionalism.  These are among my abiding beliefs, and because I also believe that these are among the values which characterize the Public Service, I felt I could take the Oath of Office to serve as Deputy Governor of these Virgin Islands, and did so on the 15th of September this year. 

I believe that the most junior public servant will tell you that the only reason the Public Service exists is because there is a public to serve — those people who travel from Anegada and Virgin Gorda and Jost Van Dyke, from the sparsely populated islands, and from across the length of Tortola — east to west; and from across the breadth of Tortola — north to south.

How best then do we as public servants serve the public? Simple.  As a professional, I believe that the public should be able to trust public servants to do what we have been charged to do - and to do so efficiently, not carelessly; willingly, not coercively; to do so respectfully, not disparagingly; and timely, not complacently, putting off for tomorrow what can, and should, be done today. 

I am not yet in a position report that I have met all Public Servants.  That will take time.  But I am in a position to you this: The vast majority of the public servants I have met are more than capable of offering the quality of service of which I speak, challenges notwithstanding.  And this is why I, as Deputy Governor, see a Public Service that will rise to the challenge of change, as we embrace this new Public Service Reform Programme.

Ladies and Gentlemen, public service reform in our Territory is not new.

You will recall that in 1999, Government introduced the Public Sector Development Programme (PSDP) designed to develop public servants, and to improve the public service for producing better results.  I am pleased to note that between 1999 ands 2005 — the life of the PSDP – the Public Service did achieve pockets of reform, but several of the PSDP initiatives were devolved to various ministries, bringing to an end the formalised functions of that programme.

Since that time, however, we recognize that the public's expectations have changed. You now require of public servants a higher level of customer service, and expect that we will deliver professional service every time you interact with us. In turn, public servants recognize the urgent need to develop and embrace a culture of responsiveness to your, the public’s, needs.

While this new public service reform effort is building on the successes of the PSDP, we are not trying to replicate the PSDP's scope, or its scale. Ladies and gentlemen, the focus of the new reform programme is on ACTION. 

Reform initiatives are moving forward in four broad areas: human resources management, strategic planning, financial management and service delivery. 

Human Resources Reform is the responsibility of the Human Resources Department. And this aspect of the reform includes the implementation of devolution, bringing into force the revised General Orders and Public Service Regulations, and other initiatives, such as performance pay, enhanced performance management, strategic succession planning, and creating a high-morale employment environment.

The Premier's office is taking the lead in strategic planning reform. This aspect of the reform aims to ensure that the budget process provides for delivery of services and goods in line with Government's strategic objectives.

Financial Management Reform is being led by the Ministry of Finance.  This aspect of the reform includes the introduction of output budgeting, for ensuring that government spending is in line with its priorities.

The service delivery aspect of the reform is being led by the Deputy Governor's Office. This aspect includes the re-launching of service charters, and the ensuring of measures to hold offices accountable to the standards set out in their respective service charters. A programme of reform and renewal within each Ministry, and customer service-improvement reviews are also included in service delivery reform.

Of the four areas of public service reform, we will, in the coming months, focus primarily on human resources management, strategic planning, and service delivery. Perhaps by the budget cycle of 2010, Financial Management Reform will be well along in being implemented, and phased as an integrated system of planning, budgeting and reporting.

In addition to these four identified lead agencies; that is to say, the Human Resources Department, the Premier's Office, the Ministry of Finance, and the Deputy Governor's Office, which are currently overseeing the key reform areas - three committees have also been established. These committees are to provide support to the reform programme, and to ensure the appropriate overarching framework to guide and monitor the reform process while under constant review, as well as to maintain the change momentum.

An Oversight Committee, chaired by His Excellency the Governor, plays a key leadership role in determining policy and direction, and ensuring the overall delivery of reform. Members of this committee are the Deputy Governor, the Cabinet Secretary, the Financial Secretary, the Permanent Secretaries, the Director of Human Resources and other top managers. This committee meets monthly to assess the progress of the reform process.

The Coordinating Committee, chaired by the Deputy Governor, is responsible for ensuring the overall effective coordination of the four reform areas, and for providing needed technical advice.  This committee also meets monthly and reports to the Oversight Committee.

The Communications Subcommittee, chaired by the Director of Communications, has been established to ensure that the current public sector reform activities are properly communicated throughout the public service, and the wider community, from Anegada to Jost Van Dyke.

Then, too, Change Management Teams have been established within each Ministry, and they are key agents in the reform process, having been established to:
• communicate the need for change;
• identify and lead the implementation of improvement opportunities within departments;
• brainstorm and recommend strategies and solutions; and
• assist in the formulation of action plans.

Permanent Secretaries are responsible for leading the reform efforts through the Change Teams and must report monthly to the Oversight Committee.

The Public Service Reform Programme, then, is designed to achieve improvement in the implementation of Government policies; to maximize efficiency in the use of public resources; to enhance public satisfaction when interacting with Government employees; and to ensure greater job satisfaction for all public servants. 

I would like to take this opportunity, as we approach the end of 2008, to remind both public servants and the public of some of the accomplishments in Public Service Reform during this year.

In January, His Excellency the Governor issued a circular to all public servants announcing the new programme of public service reform, emphasizing the four main areas of focus — service delivery; financial management; strategic planning; and human resource management. The Premier, the Honourable Ralph T O'Neal, OBE, also welcomed and endorsed the renewed focus on reform in the Public Service.

In what has been described as a milestone in the evolution of human resources management in the Public Service, the 1st of May saw the implementation of human resources devolution, which gave ministries and department heads more control over staffing decisions.

Under devolution, responsibility and authority for certain human resources functions have been transferred from the Governor and the Public Service Commission to authorised officers in each ministry and in several departments.

Service Charter Day was held in May at the Central Administration Complex. On that day, all ministries and many departments presented updated and/or new service charters. Charters are documents which set out the service standards of a given ministry or department, or unit. But Service Charters are also contracts which help public servants to ensure that their offices are adhering to standards in their delivery of service to their customers.

Since June of this year, all Permanent Secretaries, Deputy Permanent Secretaries, and several other senior officers have been enrolled in an intensive diploma programme in Strategic Management which will end in July, 2009.

In July, more than 100 departments and unit managers participated in workshops for half a day, organized by the Ministry of Finance.  These workshops addressed topics such as the key design concepts, the new budget process, output management and financial management arrangements at the ministry level.

Ministries have completed draft strategic plans which were presented to Honourable Ministers at a Ministerial Retreat on 10th October. Some Ministries and departments have already held what they call a Planning Day, for the purpose of identifying priority areas for their 2009 work plans.  Ministries are also diligently working on the development of change plans which focus on specific service improvement initiatives, and we hope to share more about these successes with you in 2009.

When His Excellency the Governor announced the new Public Service Reform in January this year, he noted that every public servant has a role to play in ensuring the reform effort yields results. "Permanent Secretaries," he said "are the key drivers for change at the Ministry level. But the drive for change cannot be left just to the senior cadres of the public service."

"Desirable change," the Governor continued, "will not take place unless each of [us] as civil servants contributes to the reform process, and by [our] collective action [we] make it happen."

Public Servants, I believe that we can make desirable change happen. And why do I believe that?  Two reasons: (1) Because I believe that you, Public Servants, believe that you can make it happen and; (2) because I believe in you.  I reiterate: the Public Servants I have met are more than capable of making it happen.

“Desirable change,” says His Excellency the Governor, “will not take place unless each of [us] as civil servants contributes to the Reform process….”  What, then, will I do to assist in bringing about this desirable change? 

In addition to serving conscientiously on the Oversight Committee, and conscientiously chairing the Coordinating Committee, I pledge, among other things, to encourage and applaud Public Servants on the one hand, and to hold them accountable on the other; to monitor the strategic framework for achieving the work plan goals; to visit Departments; meet regularly with Heads of Departments and Permanent Secretaries; to support the Governor, as constitutional head of the Public Service in his the reform process; to support the Government, as public servants seek to carry out Government's strategic plans; and to keep you, the public, as well as public servants, up to date on the reform process.

What can you, the public we serve, do to help us better serve you? Talk with us. That is perhaps more productive than if you talk at us.  So talk with us.  If you are so minded, commend us for our strengths, but always enlighten us about our weaknesses.  We acknowledge that the Public Service will always be a work in progress, so public servants will always need your, the public’s help, as we strive to perfect the ever imperfect.  Please rest assured that the continuous training will be a priority to ensure that we are better equipped to bring about that desirable change in the culture of the Public Service.

Let me say in closing that I consider myself privileged to serve as the Deputy Governor of the Virgin Islands at this time. There is no gainsaying — this country has given me much; so I owe this country much. I am therefore grateful and pleased to have the privilege and the honour to work with the incredible people who constitute the Public Service. I look forward to a mutual learning experience and to much progress in the ongoing development of the Public Service as we strive to serve you, the public, in the best traditions of the Public Service.

Let me also say, on behalf of the Public Service in general, the Deputy Governor's office in particular, and on behalf of my family, that I wish for you, the public, a joyful and safe Christmas and an enriching, and a fulfilling New Year.  And, as Deputy Governor, I extend greetings and good wishes to all public servants for the Christmas season, and look forward with you to an exciting and productive New Year.

God Bless you all.