Program E1: Human Resource Management

Objectives

• To have a documented Staff Performance Management System that is used by all staff;

• Personal performance plans and work plans are clearly linked to the Strategic Plan;

• Staff and supervisors have skill and comfort in using the system- in developing plans and in giving and receiving feedback;

• To have a recruitment plan that will ensure the Ministry has the required skills and competencies in the future.

Measures

• Improved staff satisfaction with performance management system (as distinct from the current PSC evaluation system)

• Improved job satisfaction

• Decreased absenteeism

Background

• The Ministry of R & D recognizes that Capacity Building is about improving the skills and competence of its staff, and that it is also about utilizing the current skills more fully through improved work planning and motivation.     

• Performance Management is a process by which staff members are able to clarify work objectives and learning is promoted.  Skills are developed to contribute to the broader goals of the organization.  The aim is to create a work environment that enables and supports employees.

• Through explicit processes, negotiation and mutual agreement the organization’s goals are more effectively met and staff members are enabled and involved.  Individual staff members develop skills and knowledge in identified areas.  They are supported in planning for personal and career aspirations.

• In the near future, the Ministry needs to recruit and retain staff with professional-level skills in Agriculture, Business, Economics and Trade, HACCP or Food Technology and Resource Management. 

Strategies

Staff Performance Management System

• Performance management system that focuses on employee development and accountability.

• Development of management skills in coaching, motivating staff, and in managing underperformance

• Improving recognition and reward systems, including salaries, but also the supervisors’ attention to acknowledging and praising staff.

Strategic Recruitment

• Recruiting people with appropriate skills

• Recommending areas for study to scholarship board and linking scholarships with internships and jobs upon completion of studies

• Providing internships to undergraduate students

Professional Development

• Screening for training courses

• Strong commitment to ongoing professional development of staff through overseas attachments, long-term ex-patriate counterparts and through formal study.

Key Stakeholders and Partners

• All Ministry Staff and Management

• Scholarship Board

• CMI, High Schools, Ministry of Education

• All regional and international organizations that can assist with Capacity Building

Possible Issues/ Constraints

• Human Resource management requires consistent, positive messages from the leadership and ongoing visible commitment.

• Formalizing the salary structure depends on cooperation from PSC and is subject to government-wide policies, however, this is an important part of the motivation of employees.

Program E2: Planning, Measurement and Reporting

Objectives

• To develop and maintain a working strategic plan for the Ministry of R&D , that is accepted by staff and stakeholders

• To develop and maintain annual program plans and budgets that clearly correspond to the strategic plan

• To effectively report against the strategic and annual program plans to key stakeholders, including the requirements for Compact reporting

Measures

•  Strategic plan published and signed-off by all staff

•  Program/ operational plans developed for all activities in the current year

•  Increased focus and satisfaction of staff (qualitative by staff survey)

• Written program plans that are reviewed and updated annually

Background

• Essential to effective operation of any organization is the development of shared goals and objectives, and the development of plans or “roadmaps” to help achieve those objectives.  This document forms one output of the strategic planning process, and will be supported by more detailed project and program plans.

• It is necessary for the Ministry of R&D to have an ongoing focus on the planning process, monitoring or progress against plans, and the review of plans.

Strategies

• Develop organization-wide skills in strategic and project/ program planning

• Regular review of plans

• Have consistent management and Ministerial focus upon the achievement of the plan

• Develop skills in performance-based budgeting

Key Stakeholders and Partners

• US Department of Interior/ JEMFAC (Performance-Based Budget)

• EPPSO

• Ministry of Finance (Budget Office)

Possible Issues/ Constraints

• The effectiveness of this program underlies all of the Ministry’s work and will depend very much on continued focus and attention from the Secretary and the Minister, as well as ongoing support for staff development in planning skills.

• As the measures are collected over the first couple of years, they will need to be reviewed as some will be inappropriate or too difficult to measure.

• The success of this program will depend on a shift in measurement focus from financial results towards outcomes and outputs.

Program E3: Information Management

Objectives

• To have information managed and easy to access for all employees and others

Measures

• Staff satisfaction with information management (by survey)

Background

• Information management is a core organizational process; that is a basic function of an organization that allows it to achieve its objectives.  Information and the management of information is an essential part of organizational capacity, along with Human Resources, Planning and Management.  Information management will enable the Ministry and its customers to make informed, information-based decisions.

• The implementation of this strategy will involve establishing basic services such as a library and electronic and hard copy filing systems.

• Information management is the responsibility of all departments and employees.

Strategies

•  Hold reference material and research to meet future needs in decisions and policy development

• Electronic shared file system

• Upgrading of computer network

• Catalogued library of hard-copy resources from all sources.

Key Stakeholders and Partners

• Provider of IT services

Possible Issues/ Constraints

• There is limited access to IT professionals and training on-island;

• Funds may need to be reallocated to upgrade the network system;

• Lack of maintenance of the network.