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March, 2022
Volume 6, Issue 1
C
ARICAD is committed to the transformation of public sector entities for the people of the Caribbean.
What better example can we provide other than our own journey in transformation?
CARICAD responded to the COVID-19 crisis with alacrity, agility and creative thinking. We made the
redevelopment of our website a priority. That enabled us to move towards greater digital engagement. We
made our Horizon newsletter more comprehensive and informative. We were among the first to produce a
template for a COVID-19 Business Continuity Plan. We at CARICAD have transformed the way we do
business to meet all of the needs of our various stakeholders. This edition of the Horizon provides some
insight into some stories of transformation and highlights some of the challenges faced by the â€œnew
normalâ€. We hope that you enjoy this first newsletter for 2022.
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Devon Rowe, Executive Director of CARICAD
I
do not have the
vocabulary of an
Antiguan we all
know, and so my
words may be inadequate to express sincerest
appreciation for your contributions to the
successful journey (so far) of the CARICAD
Secretariat team through the perils of 2020 to
2022. It was a challenging journey; but, certainly
rewarding.
I believe everyone delivered above and in some
cases went way beyond expectations to ensure that
a viable path was found for CARICAD despite the
enormous challenges. All our jobs were delivered
with more and new technology. Meetings are now
being held remotely with success though we still
need to become experts with all the software
options available.
I do not believe that people fully grasped the extent
of our challenge and thus will be unable to fully
comprehend the extent of your service. You all took
the time to learn more, and your combined efforts
resulted in relevant services being delivered
competently.
We may not be aware in the short term of the true
impact of our service, but I know that everyoneâ€™s
diligence set the basis for a brighter future for
CARICAD than we could have imagined at the onset
of the COVID-19 crisis.
This year is expected to be no less challenging than
2020 and 2021. The COVID virus remains with us
and is no less demanding on our time, energy, and
safety precautions. I suspect that we will have to
devise new methods to live with COVID. Let us
continue with professionalism, enthusiasm and
dedication as a united force to provide an
exceptional, positive experience for those we serve.
Hopefully, our constituents have benefited
immensely from information shared, interventions
delivered and technical assignments completed.
I hope that, like me, you found addressing the
challenges a valuable experience. May you continue
to inspire excellence.
Thanks again for a job well done!
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by Franklyn Michael Supplementary Associate, CARICAD
C
ARICAD has developed a new paradigm for
Public Sector Transformation. We base it on
the following ideas:
1. There should be a Regional Model for
Transformation
2. Transformation should be developed and
implemented on a country-specific basis in
each CARICAD member state but under a
Regional framework
3. Transformation is not a destination but a
continuous journey of change, adaptation and
innovation
4. Transformation is cross-cutting and
multi-faceted. It is not about a single subject
or the work of a Transformation/Reform Unit
in isolation
5. Transformation and Public Financial
Management are inextricably
interwoven
CARICAD interprets Transformation in this
manner:
Public Sector Transformation is a continuous
process of leading and managing
change in the public service
for innovative adaptation.
The process is intended to
enable delivery of services
and results in a resilient
and sustainable manner.
Examination of that
description leads to the
conclusion that Transformation
cannot be static or
single-event-driven. CARICAD has
concluded that in the past,
Transformation was managed like an
event that had a start date and end-date. It was
promulgated as though there was a single goal, such
as better customer service or right-sizing.
Right-sizing usually meant reducing numbers on the
payroll. Reduction in numbers sometimes occurred
but that was usually in the core public service among
Ministries and Departments but not in state-owned
enterprises. That approach derived from imported
models of thought. The record shows that much of
what occurred as Transformation, did not accomplish
the stated goals.
CARICAD created the Charter for Caribbean Public
Services in 2015 with an associated Implementation
Guide. A schema for Transformation was
â€¢ Continues on next page
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â€¢ Continued from previous page
subsequently created in 2017.
The Charter identifies components of a professional
and effective public service. It also establishes a
general framework of guiding principles, policies and
management mechanisms, reflecting a common
commitment of the Public Services of the Caribbean
Region to an innovative approach to Transformation.
The Charter is not a one-size-fits-all prescription. It
is an attempt to provide an overarching framework
for Public Sector Transformation in the CARICOM
Region that is sufficiently holistic to apply to all
member states but is flexible enough to allow for the
various levels of size, development and focus in
relation to Public Sector Transformation.
Public Sector Transformation must become a
constant process of adaption and change, because
the role of the public sector in the Caribbean has
changed in the last 40 years and will continue to
change. Transformation must now be accepted as
integral to economic growth and macro-economic
stability and societal resilience. In our small
economies, the role of the public sector is pivotal to
national development and the well-being of citizens.
Transformation must have nimble and adaptable
strategies. It must also be perceived as a core
responsibility of all public sector Ministries,
Departments and entities, not merely of a Public
Sector Reform or Transformation Unit.
This change of approach is required to support and
sustain the ongoing thrust to a pattern of
development that is sustainable and resilient. The
realities of our development challenges suggest that
societies, policies, planning contexts, global realities
and technology constantly change. Public Sector
Transformation should be embraced as an ongoing,
While we cannot escape
certain realities,
Transformation must
become a tool of
development not an
instrument of
uncertainty and
suspicion
continuous process. Let us regard it as more of a
journey to reach new destinations than a single
voyage with a starting point and a final destination.
We cannot escape the fact that with our small
populations, we face dis-economies of scale. We
cannot escape the fact that for many of our
countries, a large share of government expenditure
goes to meet the cost of wages, salaries and related
expenses. We also cannot escape the fact that in the
smallest of our economies, the public sector will
remain the biggest employer. Transformation must
become a tool of development, not an instrument of
uncertainty and suspicion.
The realities that we face in relation to budgetary
deficits, debt service requirements, low levels of
economic growth, elevated levels of unemployment
among youth, crime and chronic non-communicable
diseases and the enduring effect of the COVID-19
pandemic suggest that our perspectives on national
and regional development need to change. This
â€¢ Continues on next page
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â€¢ Continued from previous page
requires a more distinct articulation of the
relationship between Public Financial Management
(PFM) and Transformation. It further suggests that
the role of the Ministry of Finance in Public Sector
Transformation must be brought from the
background to the forefront.
CARICAD has developed a Schema for
Implementation of Public Sector Transformation as a
tool to clarify thinking on and management of
Transformation. The Schema, which is shown on the
page which follows, graphically illustrates the
institutional relationships, roles and responsibilities
and process flows that CARICAD regards as essential
for Transformation. It brings together the following:
â€¢ The importance of an undisputed single Vision
for development of the country
â€¢ The need to take the regional as well as the
national context into account
â€¢ The importance of a public sector based on
Values and Ethics
â€¢ The Six Pillars of the Charter for Caribbean
Public Services: Governance, Standards,
Capacity, Accountability, Openness and
Legislation will be pivotal for successful effort
â€¢ The critical need for high-level endorsement,
support and strategic leadership for
Transformation
â€¢ The road-map for Transformation should
include not only the establishment of a
Transformation Unit but the articulation of a
policy, the development of a Strategy and an
Action Plan
â€¢ The need for appropriate systems and
procedures for Transformation
â€¢ The need to keep a focus on outputs in the
form of products and services that are efficient
and effective
â€¢ Transformation initiatives should be included
in Strategic and Operational plans for
Ministries, Departments and entities
â€¢ The importance of constant monitoring and
the need for periodic evaluations
The recent experiences with hurricanes, earthquakes
and the COVID-19 pandemic remind us (inter alia)
that the public service must be nimble, creative,
adaptable and flexible. The looming effects of
Climate Change will intensify those requirements.
The CARICAD approach to transformation offers the
Region a home-grown model and methodology that
can easily be integrated into the everyday work of
public services.
CARICADâ€™s Schema for
Implementation of Public
Sector Transformation
graphically illustrates the
institutional relationships,
roles and responsibilities
and process flows that
CARICAD regards as
essential for
Transformation.
â€¢ See Schema on next page
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By Wendy C. Grenade, PhD
Senior Lecturer in Political Science
The University of the West Indies, Cave Hill Campus, Barbados
T
he contemporary moment is the most
defining period in modern history. The
interplay of the existential climate crisis,
the devasting effects of COVID-19 and its socioeconomic,
gender and psychological implications,
have and will continue to exacerbate development
challenges for countries in the Global South. When
taken together this cascade of crises has farreaching
implications for small developing postcolonial
economies, such as those in the Caribbean
Community (CARICOM) region. For the Caribbean,
crises are not new. However, in the contemporary
moment, the severity and intensity of risks and
threats have led to major disruption at all levels of
human endeavour. As the world grapples with
unprecedented challenges, a maze of uncertainty
continues to expose inherent vulnerabilities that
threaten the viability of Caribbean economies, the
sovereignty and security of states and the wellbeing
of the people within Caribbean societies. Yet,
despite the challenges, there are opportunities to
break entrenched norms as the region seeks to
build greater resilience in every sphere.
This article focuses on Strategic Resilience-Building
(SRB) within the Caribbean public sector. The article
is based on the premise that the public sector is one
of the main drivers for the transformation of the
Caribbean region. I contend that the public sector
does not exist to serve itself but it is critical to
societal transformation and nation-building. In fact,
it is much more than a bureaucratic hub for â€˜service
deliveryâ€™. As part of the executive branch of
government, the public sector is the brain power in
the formulation, implementation and monitoring of
public policy. It is that vital bloodstream that flows
between citizens and the state. The public sector is
that arm of government that stretches across and
within sectors to provide public goods to sustain
society (such as health care, security,
environmental conservation and education). In
some cases, through its tourism bureaus and
diplomatic missions, the public sector is the face of
the country to the world and has a fundamental role
in enhancing the image of the country overseas as it
interfaces with the diaspora, potential investors and
international actors. Without an effective public
sector, a country becomes ungovernable. Therefore,
the public sector is an indispensable organisation
that must be continuously renewed. My main
contention is, if the Caribbean is to mitigate against
its inherent vulnerabilities, SRB must be a critical
pillar of public sector transformation. The article
proceeds in this way. Following this introduction, the
article provides a brief overview of the discourse on
vulnerability and resilience. It then focuses on SRB
and outlines some of the core dimensions that are
imperatives for the 21st Century public sector.
Vulnerability and Resilience:
A Brief overview
The debate on vulnerability and resilience is central
to the discourse on Small Island Developing States
(SIDS) (Thomas 2004; Briguglio 2014). For Thomas
(2004), vulnerability refers to â€œproneness of small
states to the adverse effects of changes in their
environment and insufficient resilience to overcome
these adverse effects on their own.â€ Vulnerability
twins the incidence and intensity of risks and threats
and the ability to withstand them. For Caribbean
SIDS, types of vulnerabilities include physical,
economic, social, political and institutional. While
vulnerability is generally inherent, polices can be
induced to build resilience. From an economic
â€¢ Continues on next page
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â€¢ Continued from previous page
perspective, resilience generally refers to
â€œthe extent to which an economy can withstand or
bounce back from the negative effects of external
shocksâ€ (Briguglio 2014, 14). A country can build
its economic resilience through macroeconomic
stability, market efficiency, good political
governance, social development and environmental
governance. What are the implications for
organisational resilience?
Organisational Resilience:
Brief Survey of the Literature
As the world becomes more complex, financial,
economic, social and environmental crises have
challenged the capacity of the public sector to
effectively fulfill its mandate. There is a body of
work that has emerged on organisational resilience,
which is â€œthe ability to effectively absorb [and]
develop specific responses to and engage in
transformative activities to capitalise on disruptive
surprises that potentially threaten organisational
survival (Lengnick-Hall et al, 2011). Bracci and
Tallaki (2021, p. 333) observe that, â€œScholars have
investigated resilience in relation to crisis and
disaster management (Boin and Lodge, 2016); the
transformational characteristics of resilient
organisations (Fitzgerald and Lupton, 2015); the
value-sets implemented to respond to austerity
fiscal shocks (Stark, 2014); and resilience as a
strategic level of change (Rochet et al, 2008).â€
Bracci and Tallaki (2021) have argued that in spite
of the attention resilience receives in relation to
public policy and public management, very few
studies have analysed the internal mechanics of
public sector organisations to see what is producing
their resilience. They considered management
control systems (MCSs) as the drivers of
organisational change and explored their role as
determinants of resilience in the public sector. Their
study found that MCSs support adaptive behaviour
and assist decision-making by providing knowledge
and ready-to-use answers to cope with external
shocks. Bracci and Tallaki (2021) also found that
â€œMCSs played an essential role in shaping
anticipatory and coping capacities. At the same
time, financial shocks fostered the investment in
MCSs, cyclically strengthening or developing new
anticipatory and coping capacitiesâ€ (p. 332).
There is a useful framework developed by Barbera
et al (2017 cited in Bracci and Tallaki 2021, p. 335)
which combines external or environmental
conditions and internal capabilities to foster
resilience:
ï‚¨ Anticipatory capacities relate to tools and
capabilities that enable organisations to
identify and manage vulnerabilities and
recognise potential shocks before they arise;
ï‚¨ Coping capacities become visible in times of
disruption through coping actions. They refer
to three capacities:
ï€ª Buffering capacities refer to the ability to
absorb shocks without changes to structure
or function and adapting capabilities refer
to the ability to absorb shocks without
changes to structure or function.
ï€ª Adapting capacities refer to the ability to
implement incremental changes to extant
structures and functions without changing
underlying principles, culture and values.
ï€ª Transforming capacities refer to the ability
to implement radical changes,
encompassing structures, functions, goals
and values necessary for financial
self-sufficiency.
â€¢ Continues on next page
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â€¢ Continued from previous page
Both photos
taken from the
Australian
Journal of
Emergency
Management
Volume 25,
Issue 2
â€¢ Continues on next page
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ÕPage 10
â€¢ Continued from previous page
at the intersection of the future and the present,
while mindful of the past.
Strategic Resilience Building
in the Public Sector
Drawing on the literature on vulnerability and
resilience from the discipline of economics (Thomas
2004 and Briguligio 2014) and the discourse on
resilience from the field of Management and
Organisational Behaviour (Barbera et al 2017 and
Bracci and Tallaki 2021), I define Strategic
Resilience Building (SRB) for the
public sector as the art and
science of anticipating shocks
in the external environment
and intentionally developing
internal capabilities to
withstand and bounce
forward better from
shocks. This is a
comprehensive
approach to public
sector transformation
that combines
strategic scanning of
the external
environment with
ongoing capacity-building
within to promote a
culture of nimbleness and
tactical adaptability in the
face of uncertainty.
Some of the key elements of
SRB include a paradigm shift in
mindsets that strategically locates the future in the
present. This futuristic focus (despite uncertainty)
involves trade-offs between current demands and
future imperatives. In this context resiliencebuilding
is both a means to and an outcome of
public sector transformation. Therefore, a starting
point for SRB must be shifts in mindsets to operate
SRB for the public
sector is the art and
SRB requires leadership at all levels. Leadership in
crisis has become the new normal for the private and
public sectors alike. The new environment requires
strategic leadership as a norm. This means, the
ability to see beyond the obvious with an instinct for
adaptability and nimbleness. Given the demands of
the new environment, leadership for enhanced public
sector transformation is an imperative for developing
countries as they seek to reset the button post
COVID-19. CARICAD is wellplaced,
as an institution of
CARICOM, to continue to build
public sector capacity for
greater resilience.
science of anticipating
shocks in the external
environment and
intentionally developing
internal capabilities to
withstand and bounce
forward better
from shocks
Strategic planning is
another core dimension of
SRB. There must be a
clear vision, with core
values and guiding
principles buttressed
by smart objectives.
However, planning,
implementing,
monitoring and
evaluation must twin
adaptive and coping
capabilities, supported by a
culture of resilience. This
refers to an instinct to
withstand and rebound from
adversity. But this rebounding
must not necessarily go back to
â€œnormalâ€ if â€œnormalâ€ was not
steeped in resilience. SRB at its core must centre
strategic planning which seeks to build
transformative capacities as the public sector grows
forward.
â€¢ Continues on next page
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â€¢ Continued from previous page
Importantly, SRB requires a holistic approach to
resilience. The â€œwicked problemsâ€ of the 21st
Century are cross-cutting. Consequently, the new
environment requires the combination of whole of
government and whole of society approaches. SRB
must be viewed as a comprehensive, multi-sectoral
process that transcends a culture of silos.
Coordination of efforts and unity of purpose to
achieve common goals are central to SRB.
SRB must be buttressed by effective use of
technologies. The new environment demands
appropriate technologies to develop and maintain
optimal capacity. Building resilience within Caribbean
public sectors must be supported by innovation and
creativity with appropriate technologies.
It is imperative that SRB be supported by a political
culture that promotes inclusiveness and participation
in the context of fairness and impartiality. SRB
within the public sector requires an environment that
operates above the cut and thrust of partisan
politics.
Another key imperative for SRB is a focus on
results-orientation, as a norm. An implementation
paralysis is often cited as one of the impediments to
transformation within the Caribbean in general and
within the Caribbean public sector in particular. SRB
requires a new ethos that promotes and entrenches
a results-based culture. There must be accountability
mechanisms to check progress, measure
deliverables, celebrate successes and learn lessons.
Conclusion
Finally, SRB demands proactive structural and
institutional transformation to: (1) mitigate, in as
far as is possible; adverse effects of shocks; (2)
adequately prepare for shocks; (3) effectively
respond to; and (4) recover better from shocks. This
requires the entrenchment of resilience as a public
sector norm. It is a continuous process which seeks
to achieve an optimal capacity to withstand
adversity and exploit possibilities, despite inherent
vulnerabilities and constant uncertainty. The public
sector is not an end in itself but it is one of the most
critical catalysts to achieve national and regional
development and societal well-being. Therefore, as
the world becomes more complex, SRB is a
necessary imperative for the Caribbean public sector
as the region seeks to reassess its development
agenda going forward.
References
Barbera, C., Jones, M., Korac, S., Saliterer, I. and Steccolini, I. (2017), â€œGovernmental financial resilience under
austerity in Austria, England and Italy: how do local governments cope with financial shocks?â€, Public Administration,
Vol. 95 No. 3, pp. 670-697.
Bracci, Enrico and Mouhcne Tallaki â€œResilience capacities and management control systems in public sector
organisationsâ€ Journal of Accounting and Organisational Change Vol. 17 No. 3, 2021 pp 332-351.
Brigugilo, Lino (2014) â€œA Vulnerability and Resilience Framework for Small Statesâ€ in Building the Resilience of Small
States A Revised Framework edited by Denny Lewis-Bynoe (London: Commonwealth Secretariat) pp 10-76.
Thomas, C. Y. â€œSmall states and the vulnerability debate.â€ Guyana and the Wider World Stabroek News. 14 January
2004.
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by Rosemund R. Warrington
Specialist in Strategic Human Resource
and Organisation Development & Effectiveness, CARICAD
T
he COVID-19 Pandemic has demonstrated the
importance of business continuity in
organisations. From our observations, the
immediate response (in addition to safety and health
matters) to the pandemic by a number of
organisations focused on business continuity.
CARICAD, in response to this need, developed a
Business Continuity Plan (BCP) template at the start
of the pandemic in 2020, for customisation by
Member States. By adopting a Business Continuity
Plan in the heart of the pandemic, Member States
were able to deploy effective plans, putting in place
contingencies, identifying capabilities and
strengthening technological infrastructure. From a
Human Resources Management (HR) perspective, all
of these actions assisted with the management of the
sudden increase in remote work arrangements. For
instance, the use of technology including business
communication platforms such as Microsoft Teams
facilitated HR processes in recruitment, learning
management systems, and redeployment of
employees, among others. For most if not all
organisations, the COVID-19 pandemic has clearly
demonstrated that HR is an integral component of
business continuity. Public Sector Organisations
(PSOs) have been forced to re-focus and to re-direct
themselves towards becoming more flexible and
adaptable.
The pandemic required answers to important
questions:
â€¢ What does our talent bench look like?
â€¢ Do we have the capabilities for interim
replacements in the event of an unexpected
absence or multiple absences?
This article treats briefly with some key HR
considerations to ensure continuity in PSOs, as they
confront risks and opportunities in times of crises.
The COVID-19 pandemic has also shown that public
officers, whether senior managers, mid-level officers,
individuals in critical positions including specialists,
as well as administrative and technical support staff
are not immune to the virus. CARPHA has reported a
total of 3,255,544 cases in the Caribbean as of March
7, 20221. The risk of further cases occurring in the
Caribbean, according to CARPHA, remains Very High.
PAHO also reported that in January 2022 COVID-19
infections were increasing in most countries in the
region because of the Omicron variant and that
Caribbean islands had the steepest increase in
infections since the pandemic began2. Public Sector
employees no doubt are included in this number.
From CARICADâ€™s knowledge of regional public
services, public sector programmes and projects
continue to be impacted by the absence of
COVID-19-affected employees at all levels, thus
creating disruptions in work continuity. ILO-OECD in
2020 reported loss of jobs and declined income,
globally resulting in supply shock3. It was also
reported that there were unprecedented fall-offs in
employment and total hours worked. In fact,
according to the ILO, there was a decline of 9.9% in
total hours worked in the Caribbean, at the peak of
the pandemic4. Such data shows that the impact of
COVID-19 on organisations and the workforce is
significant.
â€¢ Continues on next page
1 - CARPHA Situation Report #219
2 - Congressional Research Group â€“ In Focus, 2022 Latin America and the Caribbean: Impact of COVID-19
January 21, 2022
3 - ILO-OECD â€œThe Impact of the COVID-19 pandemic on jobs and incomes in G20 economiesâ€ 2020
4 - ILO:COVID-19 eliminates the equivalent of 1.5 million jobs in the Caribbean ,2020
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â€¢ Continued from previous page
COVID-19 has intensified the need for PSOs to
seriously consider well-tailored risk-management
programmes to plan for the unexpected absences or
loss of key persons during times of crises and
subsequent Recovery effort. The adoption of
succession planning and structured interim
replacement planning must now become critical HR
processes to ensure business continuity. The idea of
succession planning is certainly not new; however
attention to the process has increased due to the
COVID-19 pandemic. Its adoption will
therefore require a reinvigorated
approach to the development of
talent which includes re-skilling,
upskilling, and retooling of
public sector employees.
Succession Planning and
Talent development go
hand in hand and are two
critical HR processes. For
clarity, talent development
focuses on processes and
programmes that build
capabilities which in turn impact
an organisationâ€™s ability to drive
results. Succession Planning is the
process whereby an organisation ensures that
employees are recruited and developed to fill critical
roles. This process ensures that there will not be a
critical role vacant for which a replacement
employee is not prepared. It is now recognised that
critical roles are not only strategic in nature such as
senior managers, but also include those roles that
are critical to the success of essential workflows.
about preparing for the automatic replacement of
employees who leave or retire. The concept is
broader. Succession planning is about developing a
clear approach to the identification and development
of talent for all levels of staff, through which skills
development interventions can be prioritised and
delivered. PSOs would therefore need to develop
clear approaches to the identification and
development of high performing talent, identifying
future workforce and talent requirements, ensuring
effective retention, talent management, robust data,
and development strategies across staffing levels.
Succession
Succession
Planning requires
purposefulness
in terms of
deliberate action
by PSOs
deliberate action
by PSOs
Planning requires
purposefulness
in terms of
As the above suggests, Succession
Planning requires purposefulness
in terms of deliberate action
by PSOs. It is worth noting that
the majority of CARICAD
Member States that responded
to our surey do not have a
Succession Planning
programme in place
(CARICAD Survey-2018).
The reasons given for not
having such an important HR
process in place include financial
constraints, the lack of HR systems
to support succession planning, the
absence of meritocratic systems, and the
failure to recruit, train and retain the right
individuals who will lead in the future.
While Succession Planning may be commonly
understood as the identification of critical positions
and preparing to move people into higher-level jobs,
I hold the view that succession planning is not just
As PSOs re-evaluate their succession planning
efforts, several key factors should be borne in mind.
Succession Planning in the Public Sector must entail
active engagement by top executives, Public Service
Commissions and unions who are all required to
coalesce to build a holistic strategy and set the tone
for guiding the development of employees through
training, mentoring, coaching, shadowing, and
â€¢ Continues on next page
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â€¢ Continued from previous page
similar modalities. This concept of a talent growth
approach to succession planning is a key
consideration, whereby, not only are staff well
prepared and developed for the challenges of
strategic initiatives and the ever-changing world in
which work is conducted, but the systems,
structures, and cultural interactions within the
public sector must serve as active enablers.
Ensuring successful succession planning will require
a keen focus on individual plan development that
sets the foundation for learning experiences
whether through education, engagement or
exposure/attachments. Such actions will help
strengthen the talent bench. A talent growth
approach to succession planning also supports
structured replacement planning which has the
objective of minimising the threat of interim
unplanned loss of key job holders as has been
experienced during the pandemic.
Some may be of the view that Succession Planning
is a waste of time and there is a perception that
jobs are not being filled by persons with the right
competencies. There may even be a tendency in our
region to see key posts in the public service as
rewards for loyalty and not competence. There are
those who may even say: â€œWhy do succession
planning when no one is certain that he/she will be
appointed in identified key positions?â€ Whilst these
may be the realities in some of our organisations,
Succession Planning can be part of a wider talent
development plan that is aligned with recruitment,
retention, training and development and
performance management. I hold the view that an
approach that can be perceived as non-threatening
in terms of limiting cherry-picking or selectiveness
in relation to appointment, promotion, training etc.
and one that provides opportunities for employee
growth and development at all levels, in a fair and
equitable manner, would be better embraced in a
public sector setting.
There are costs in time and effort associated with
talent-based Succession Planning. However, having
the right staff, in the right place, and at the right
time, should represent a great return on investment
and improved organisational performance.
Succession Planning is a long-term investment that
continues to be worthwhile regardless of diminishing
budgets and prevailing cynicism.
In order to curtail risks associated with the loss of
valuable employees, organisations must engage in
succession planning. Effective implementation of
Succession Planning in public sector organisations in
our region is not an impossible feat. However, the
process must be focused and transparent in
ensuring that a pipeline of talent is available for
future leadership and interim replacements. It is
equally recognised that a fully integrated succession
system will require an effective enabling
environment including complementary HR strategies
and other systems.
As you consider your specific public service
environment you are invited to reflect on the
following questions:
â€¢ How might we re-calibrate our HR Strategies to
enable and adopt a talent-based approach to
Succession Planning?
â€¢ What barriers might there be to successful
implementation of Succession Planning in your
country and organisation?
â€¢ How can Succession Planning be done under
institutional fiscal constraints?
Please note that CARICAD is far advanced
with the development of a Succession Planning
Guide which is expected to be available
before the end of June 2022.
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T
he CTU has been promoting throughout the
region the principles of 21st Century
Government which, being citizen-centric and
seamless, clearly demonstrate the value, in
particular, of countries adopting an enabling national
digital identity system and its beneficial effects on
national development. This is especially true for
Caribbean countries, where the digitalisation of
services can advance economic recovery, increase
competitiveness and efficiency, and enhance
functional cooperation, entrepreneurialism,
innovation and citizensâ€™ welfare.
The notion of digital identity is gaining significant
traction in international fora and entities such as the
United Nations and the World Bank are now
promoting the use of digital identity systems,
globally. Several Caribbean countries have
commenced, or are currently in the process of
initiating projects to implement digital identity
systems, for example, the OECS Digital
Transformation Project which involves Dominica,
Grenada, Saint Lucia and Saint Vincent and the
Grenadines, and initiatives in other countries such
as Jamaica, Barbados and Trinidad and Tobago.
However significant strengthening of institutional
capacity, robust governance structures and system
integration will be required to support the
provisioning of planned national digital identity
systems and mutual recognition of digital identities
among Caribbean countries.
The fundamental step towards adopting an effective
national digital identity system, as outlined in the
CTUâ€™s Handbook for the Implementation of Digital
Identification Systems in the Caribbean, is the
development of a clear, implementable framework
that is relevant to the local and regional context.
This is of the utmost importance, as it provides the
structure around which the entire digital identity
system is planned, designed, implemented,
operated and improved. The Caribbean has suffered
in the past from approaches to the adoption of
technology that ultimately proved ineffective, having
neglected to pay sufficient attention to the analysis
of its local and regional context and the relevant
frameworks that would effectively guide its
implementation.
Assessment of the local context should include,
among other things, the supporting legal and
regulatory frameworks and the main demography to
be served. This would identify issues that may arise
from gaps in existing regulations and laws that can
potentially impact the adoption of a digital identity
system. Effective measures for amending applicable
regulations and laws to address any such gaps must
be instituted prior to officially pursuing and
implementing digital identities, given that a number
of jurisdictions have seen legal challenges to the
constitutionality of mandatory ID systems.
Appropriate legal controls for security, data
protection and privacy, as well as cyber security
must also be in place. Robust legal and trust
frameworks are important factors in providing
adequate levels of assurance for users and to
facilitate interoperability and harmonisation of
common cross-border systems.
Additionally, technical system design will need to
consider a number of factors, including the number
of citizens expected to use the digital identity
system, how often they might do so, and the total
number of services provided within the digital
identity system. Success will depend very much on
the correct assessment of these factors.
Equally important, are national multi-stakeholder
consultations and assessments to foster acceptance
and adoption of the new models by end-users as
well as various government and private-sector
institutions that would rely on the digital identity
systems. It is recommended that governments
â€¢ Continues on next page
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â€¢ Continued from previous page
consult with individual stakeholder groups to
understand their particular experiences and
challenges with the existing identity systems. This
would inform appropriate re-engineering of the
digitally-enabled systems and processes as well as
identify capacity-building needs of users and other
stakeholders to be addressed during implementation
in order to maximise adoption. A practical step
towards understanding the current identity system
landscape would be to take stock of the identity
ecosystem and its stakeholders.
Once a government has thoroughly assessed the
local context and decided on its role, it should take
measures to ensure that the digital identity system
will be sufficiently adopted. Several optional
measures have been recommended in CTUâ€™s
Handbook for the Implementation of Digital
Identification Systems in the Caribbean, each having
its specific peculiarities from both the citizens and
service provider perspectives. The important factor
for Caribbean governments, is to clearly and
precisely define the role they will play in all aspects
of adoption. Government must establish itself as the
lead and most involved stakeholder from the
inception, in order to successfully drive the national
digital identity programme.
It is also important for government to assess its own
capacity and experience in the field of digital identity
nationally and be willing to source specific expertise
that can be leveraged regionally. This would provide
significant insight into the national strategic goals for
digital identity, and the preferred implementation
approaches.
As regards infrastructure, Caribbean countries need
to ensure that a widely accessible, resilient highspeed
broadband Internet is in place to support an
online identity solution. This will also facilitate crossborder
electronic transactions as part of the digital
economy. Digital ID systems can be interoperable
without the need for harmonisation into a common
system through adopting minimum interoperability
standards, legal and trust frameworks. This would
provide for levels of assurance, set baseline rules and
build confidence and acceptance in respective
national digital identity systems.
The operational models selected for adoption directly
influences the stakeholders and actors involved in
the digital identity system. For this reason,
governments need to carefully evaluate their options
and pursue governance, architectural, technical and
adoption models that suit the country-specific
approaches or needs. Government may act in the
dual role of the regulator and identity provider or
simply be the regulator of a separate authorised
identity provider. Regardless of the governance
model adopted, checks and balances must be
maintained over the organisations involved.
Ultimately, a robust multi-layered institutional
governance structure will be eventually needed as
the digital identity environment matures.
The architectural model may follow different
â€¢ Continues on next page
Government should
assess its own capacity
and experience in the
field of digital identity
nationally and be willing
to source specific
expertise that can be
leveraged regionally
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â€¢ Continued from previous page
approaches, including a centralised system with a
single identity provider that collects and manages all
the information and data (recommended as the
logical starting point for most Caribbean countries),
a distributed system with multiple identity providers
(may serve as the next evolution of identity
providers in the Caribbean); or a system with
intermediaries between identity provider(s) and the
other elements that act with specific verification or
control functions (may serve as an advanced country
and regional model). The selected architectural
model will determine how the digital identity system
will be built and evolved and inform the options to be
considered for the digital identity technology
solution.
Finally, the economic aspects need to be considered.
For any national digital identity system to be
successful, realistic and sustainable goals need to be
established and pursued. Governments therefore
need to plan in advance how the system will be
sustained, for instance, internally by generated
revenues, or externally by government subsidies.
There is no one single model for a national digital
identity approach that is better than another and no
one-size-fits-all solution, as each country has its own
distinctive characteristics, needs and goals. The
CTUâ€™s Handbook provides a summary of the main
elements of sufficiently mature national digital
identity systems which represent an invaluable
source of information that can be referenced by
Caribbean Governments, to draw lessons-learned
about different approaches adopted globally, but
adapted for the Caribbean context.
References:
World Bank. 2019. ID4D Practitionerâ€™ Guide: Version 1.0
(October 2019). Washington, DC: World Bank. License:
Creative Commons Attribution 3.0 IGO (CC BY 3.0 IGO).
International Telecommunication Union, Digital Identity
Roadmap Guide. Creative Commons Attribution 3.0 IGO
(CC BY 3.0 IGO).
World Bank. 2018. Technology Landscape for Digital
Identification, Washington, DC. World Bank License:
Creative Commons Attribution 3.0 IGO (CC BY 3.0 IGO).
Caribbean Telecommunications Union. Towards 21st
Century Government: Issue 1.5 (January 2018).
The Caribbean Disaster
Emergency Management Agency
(CDEMA) and CARICAD have
renewed their joint commitment to
capacity building in the Caribbean
with the signing of a second
memorandum of understanding
(MOU) in December 2021.
Executive Director of CARICAD
Devon Rowe stated that, â€œThis
second agreement further
strengthens our collaboration and
comes at a time when the COVID19
pandemic and the global
response to it have reshaped the
thinking of many. The continuation
of this MOU offers the opportunity
to build on the gains of the past
and the forging of new solutions
for an environment that is
evolving in front of our very eyes.â€
CDEMA Executive Director,
Elizabeth Riley indicated that since
the first signing in 2016, the two
agencies have collaborated in
several capacities over the years,
including response to disaster
events and strategic planning and
noted that for the CDEMA
Coordinating Unit, the second
MOU constitutes a renewal,
extension and expansion of its
institutional commitment to this
partnership.
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T
he Caribbean Community (CARICOM)
Secretariat has developed and launched a
CARICOM Monitoring, Evaluation and
Reporting System (CARMES) which is a web portal
platform, for the three implementing partners â€“
Member States, Regional Institutions and the
CARICOM Secretariat â€“ to monitor and report on the
implementation of the Community Strategic Plan.
The Community Strategic Plan is built on
eight Integrated Strategic Pillars under which
interventions are undertaken towards achieving
Regional Public Goods and Outputs that lead to
realising the Outcomes of the Community. These
Pillars are:
â€¢ Building Economic Resilience
â€¢ Building Social Resilience
â€¢ Building Technological Resilience
â€¢ Building Environmental Resilience
â€¢ Strengthening the CARICOM
Identity and Spirit of Community
â€¢ Strengthening Community Governance
â€¢ Coordinated Foreign and External Economic
Affairs
â€¢ Research and Development and Innovation
To monitor progress being made towards achieving
these Pillars, CARMES comprises a Performance
Measurement Framework (PMF) which has been
developed for the Community Strategic Plan.
As the Community Strategic Plan is informed by
national priorities and aligned to the Sustainable
Development Goals, CARMES contains several
indicators which Member States are already
reporting on, including some Sustainable
Development Goals (SDG) indicators, hence
reducing duplication of efforts.
The operationalisation of CARMES is part of the
Implementation of Phase II of the CARICOM RBM
System which includes the development and
implementation of a RBM Policy by all implementing
partners, towards fostering a results-oriented
Community. This follows the mandates from the two
highest decision-making bodies of the
Community, namely, Conference of Heads of
Government of CARICOM and the Community
Council of Ministers, that Member States, Regional
Institutions, Organs and Bodies expedite the full
adoption of RBM. In this regard, CARMES provides a
facility whereby Implementing Partners can report
directly on progress made on the implementation of
the Community Strategic Plan, which will assist with
ensuring timely interventions where challenges
exist to avert implementation delays.
The implementation of an RBM Policy will engender
improvements in programme and project planning,
implementation, monitoring and reporting while
also supporting transparency and accountability in
all implementing partners. This result will go a long
way in ensuring evidenced-informed and
sustainable decision-making across the Community.
Prior to its full operationalisation, a successful pilot
was conducted with a sample of Member States and
Regional Institutions, and extensive training was
provided to all implementing partners. The ongoing
Phase II of the CARICOM RBM System deliberately
includes a significant capacity building component,
during which time implementing partners will
continue to receive further training in relation to
RBM and the use of CARMES which has the facility to
generate periodic progress reports, which will
inform the development of the Communityâ€™s annual
results-focused Annual Report.
As the Community finalises the Community Strategic
Plan 2020-2030, the adoption of RBM and
intensification of monitoring, evaluation and
reporting by all implementing partners have become
even more critical with the socio-economic and other
impacts of the COVID-19 pandemic on the region.
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A perspective provided by Jael Daniel
O
n August 4th, 2021, I started my internship at CARICAD, which was facilitated through the
Caribbean Catastrophe Risk Insurance Facility Segregated Portfolio Company (CCRIF SPC). Due
to the COVID-19 pandemic, it was a virtual internship, with my work being guided through
WhatsApp, emails, and Microsoft Teams meetings.
For a little over two months I worked on preparing a guide for geological hazards in the Caribbean
region. Those hazards include volcanic events, earthquakes, landslips and landslides.
The emphasis of the guide is on the significance of the hazards and the role of the public sector of
CARICAD Member States in planning and preparing for such hazards. Through my desk research and
interviews with professionals in the field of Disaster Risk Management, I gained knowledge of this topic
which I had only just started to learn about. The interviews especially, were a good on-the-job learning
opportunity and helped to build my self-confidence.
I was very excited to be involved in this project due to my academic background. I studied Sociology
and Psychology for my undergraduate degree at the University of the West Indies and I am currently
doing my Masters in Sustainable Development with the University of London. I was able to use my skills
in the Social Sciences and my evolving knowledge in Climate Change when developing the guide and I
enjoyed using those specific tools while also learning more about geological hazards and Disaster Risk
Management.
Despite the internship being conducted remotely, I always felt guided by Mr. Franklyn Michael, my
supervisor, who gave me the freedom to lead my own efforts but also provided resources and knowledge
to aid in my work being done well. While I would have appreciated an in-person job experience, I donâ€™t
necessarily feel robbed from not having it, as I was still able to learn and gain professional experience,
while also receiving insight and wisdom from the CARICAD team.
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9×Hºmailto:caricad@caricad.net××Ðˆ×‰EÚŠPage 20
March, 2022
Volume 6, Issue 1
O
n December 31st, 2021, we officially said farewell to our intellectual giant, Programme
Specialist Franklyn â€œFrankieâ€ Michael. We had presented Frankie with a printed copy of
his celebratory â€œsecretâ€ newsletter in the days prior to his retirement. We now share two
photos from that presentation, with our Administrative Officer Angela Eversley, handing over
the keepsake to Frankie. It was well received, with a most memorable expression of gratitude.
THE TEAM
The CARICAD Horizon is a regular publication of the
Caribbean Centre for Development Administration (CARICAD).
The Horizon has superseded the â€œChronicleâ€. The Editor-in-Chief
is CARICADâ€™s Executive Director, Devon Rowe. The Production
Team comprises: Franklyn Michael, Rosemund Warrington,
Dr. Lois Parkes, Trudy Waterman, Angela Eversley and Petra
Emmanuel.
Previous editions can be viewed at:
October 2021
Special Hurricane Edition June 2021
March 2021
October 2020
July-August 2020
Special Hurricane Edition June 2020
Special COVID-19 Edition May 2020
March 2020
December 2019
October 2019
Board Meeting 2019 Special Edition
April 2019
December 2018
August 2018
December 2017
July 2017
Tel: 246-427-8535 Fax: 246-436-1709 Email: caricad@caricad.net Website: www.caricad.net
1st Floor Weymouth Corporate Centre, Roebuck Street, Bridgetown, Barbados
The Caribbean Centre for Development Administration
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