Public Sector Development Programme

Within the past two decades the growth of the British Virgin Islands according to international development criteria has been phenomenal.  In terms of broad development indicators our gross domestic product per capita has expanded threefold, the volume and quality of social services has changed tremendously, domestic services has placed a considerable amount of stress on our natural resources use, the physical development has radically changed the landscape and the level of government services provided has expanded almost exponentially.  These changes have come about rapidly and simultaneously and our leadership has responded with a decision to ensure that the public service is in a position to meet the challenges of the globalisation and the next millennium.  The rationale for the Public Sector Development Programme (PSDP) is detailed for the benefit of our readers.

To develop public sector management to meet the challenges of the 21st century a new approach to the business of government was absolutely essential.  The idea was to develop a consultative process in which the community, the bureaucracy, the political leadership and the United Kingdom government could meaningfully participate in the deliberations.  The process of  managing the public service change must have been characterized by full political endorsement, strategic guidance from the Executive Management, change team from the civil service, the use of modern organisational development techniques and good counterpart support staff.  These were the basic components of the Public Service Transformation Framework.

With such a large project and a compact timeframe emphasis had to be placed on team work and deliverables.  The consultants, Ernst & Young out of Trinidad and Tobago, concentrated on assessing the current situation, designing an organization for the future and selecting the best implementation strategy.  These phases along with key activities and required reports made the Project Approach to ensure success implementation of the PSDP.

Like in any other project of this nature, the first cluster of activities included sensitization and diagnostic review to provide the situation analysis.  Following the situation analysis consultations and interactive sessions included strategic planning workshops, change team sessions, organizational structuring seminars and special sessions on human resources, information technology and financial management.  Project activities were concluded with prioritization of initiatives, development of project profiles and delivery of the final report.  From this process came some key findings in the areas of policy improvement, customers’ service, leadership and management, organizational structures, human resources, information technology, productivity, processes and procedures, financial management and facilities.  Further details on Key Findings, Recommendations and Implementation Steps are also provided for the benefit of our readers.

According to our consultants, the PSDP has two more years to complete implementation of the project charters recommended.  In addition it is expected transformation leadership, change management, and programme management should highlight the Transformation Management Approach over the next two years.