Case Report: The Application of Strategic Planning in the ...unpan1.un.org/intradoc/groups/public/documents/caricad/unpan014397… · STRATEGIC PLANNING IN PUBLIC SERVICES ... CASE

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CARIFORUM/EDF Project 8ACP/RCA 005

STRATEGIC PLANNING IN PUBLIC SERVICES

CASE REPORT

The application of Strategic Planning in the Office of the Chief Personnel Officer,

Trinidad and Tobago

A PROJECT OF CARFIORUM FUNDED UNDER THE 8TH EUROPEAN DEVELOPMENT FUND

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ACKNOWLEDGEMENT The CARIFORUM/EDF Project on Strategic Planning in Public Services is a three year project developed on behalf of the fifteen (15) independent countries in the Caribbean region1, known as the Forum of the Caribbean ACP States (CARIFORUM.) to support the enhancement and strengthening of institutional capacity within public service organisations for the application of strategic planning and management in order to enhance and improve the formulation, coordination and implementation of development policies and programmes The Project is funded by the 8th European Development Fund (FUND) for Regional Co-operation in the Caribbean and is managed by the European Commission Delegation in Barbados and the CARIFORUM Secretariat in Guyana. The Project is implemented by the Caribbean Centre for Development Administration (CARICAD). This Report was prepared by Mrs. Margaret Richardson of Trinidad and Tobago. The opinions expressed in the Report are those of the Consultant, and do not necessarily reflect the views of CARICAD, the European Commission Delegation, CARIFORUM, or any particular Government.

1 CARIFORUM Member States: Antigua and Barbuda, The Bahamas, Barbados, Belize, Dominica, Grenada, Guyana, Haiti, Jamaica, Saint Kitts and Nevis, Saint Lucia, Saint Vincent and the Grenadines, Suriname and Trinidad and Tobago.

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TABLE OF CONTENTS

Page Acknowledgement

Executive Summary i

Introduction Terms of Reference Format of study Governmental policy Background to policy

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Strategic Planning in the Personnel Department Funding Stakeholders Level of participation Implementation Approach to the strategic planning activity Time frame for the activity

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Strategic Plan of the Personnel Department Achieving results and evaluating progress Measurement of outcomes Benefits Unexpected outcomes Use and impact of strategic planning in the Personnel

Department Communicating the Plan Future of the project and its benefits Costs of strategic planning Lessons learnt Next steps

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Recommended criteria for a common approach to Strategic Planning in the Public Service of Trinidad and Tobago

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Conclusion

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Appendices 19

CASE REPORT

The application of Strategic Planning in the Personnel Department (Office of the Chief Personnel Officer),

Trinidad and Tobago Executive Summary

The Personnel Department (Office of the Chief Personnel Officer) Trinidad

and Tobago commenced a strategic planning exercise in 2001. The objective

of the exercise, which began in January 2001, was to produce a three-year

Strategic Plan that would identify and describe the set of programmes and

projects in which the Department would be engaged during the life of the

Plan.

The exercise was set within an environment of public sector and national

transformation. In addition to its traditional role of managing industrial

relations issues in the Public Service, the Personnel Department had been

entrusted with responsibility for directing change in the Public Service in the

area of human resource management and had set itself the task of

transforming its own structure and operations in order to provide the

leadership and support that line agencies required to bring about their own

transformation. This led to a re-examination of the Department’s primary role

and functions and the technologies it utilised to achieve its objectives. In

other words, the Personnel Department needed to take whatever action was

necessary to stay relevant.

The Personnel Department is a conservative organisation, committed to

efficiency in the performance of its functions. The completion of a Strategic

Plan was viewed as a first step in ensuring that, as a central Human Resource

Agency, the Department was poised to provide the services that line agencies

required. In embarking on the process of strategic planning, the Personnel

Department utilised in-house resources: personnel who had the advantage of

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knowing, first hand, the people and the culture of the organisation and could

easily garner the trust of internal stakeholders.

The small team of officers designed and implemented an initial strategic

planning workshop with participants drawn from the Department’s leadership

structure. In an iterative process, inter-divisional meetings were planned to

obtain contributions from every member of staff and the information thus

generated formed the basis for the documentation that drove the process.

The CARIFORUM-sponsored Regional Workshop on Strategic Planning took

place during the period when the first draft of the Plan was being prepared,

and key information gleaned from the activity was imported into the Personnel

Department’s model to enhance the Department’s capacity to produce an

output that would achieve the long-term objective.

It was not the first time that the Personnel Department had attempted to

produce a Strategic Plan, nor was the idea of total staff participation new.

What was novel was the iterative approach which, though a time-consuming

and often frustrating experience, produced a result that was ultimately

satisfying and which sought to adhere faithfully to the suggestions and

recommendations made by staff members at all levels of the organisation.

The process began with workshops in which top management and senior

supervisors of the Department provided the preliminary inputs to the Plan.

Subsequent meetings at the division level added and refined information

which became part of the final document.

The Personnel Department’s Strategic Plan was presented in a project format

that displayed, at a glance, a listing of:

primary and functional sub-objectives;

performance goals;

time frames for implementation;

action plans;

responsibility centres;

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required resources; and

intended impact/outcomes.

The format (see Appendix III) made it easy to identify delays in the

achievement of stated objectives as it provided a road map to implementation.

Following the launch of the Strategic Plan, every Division identified as a

responsibility centre was required to prepare an implementation plan for the

coming year, identifying the steps and strategies planned for achieving the

outcomes listed.

Ownership of the preparatory process, subsequent implementation and

follow-up activities are critical for success. Ownership was provided by the

Chief Personnel Officer. Also important is the provision of resources

dedicated to monitoring and reporting on the performance of programmes and

projects. The resources came in the form of two in-house teams: the

Strategic Plan Monitoring Team (SPMT) and the Process Improvement Team

(PIT), both comprising representatives from all Divisions of the Personnel

Department. Both teams meet monthly under the leadership of the Deputy

Chief Personnel Officer and formulate plans to bring effectiveness to the

Strategic Plan implementation process.

The benefits of strategic planning to the Personnel Department cannot be

overstated. At the operational level, programme planning has become more

focussed and consistent. At the financial level, justification for requesting

funding for programmes and projects is more credible so that the Ministry of

Finance provides funds more readily. At the personal and professional levels,

new skills have been learnt that can be applied to a range of other functions;

attitudes and approaches to strategic and long-term planning have changed to

create employees who are better equipped to manage their own activities and

support the growth and development of the organisation.

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At the same time, however, there were flaws in the process that slowed

implementation. Assumptions were made that adequate staffing would be

available; this did not materialise, as plans to acquire additional

accommodation fell through. Another assumption was that all “leaders” in the

organisation were in agreement with the planned direction. This erroneous

assumption led to the Department’s devoting inadequate time and resources

building commitment to the implementation of critical activities.

The Department must now begin to review its direction in light of the fact that

the change in political administration has brought with it a new philosophy and

different time horizons. Preparations for the new Strategic Plan must begin

now.

The Personnel Department has learnt several lessons from this experience;

primary among them is the need to develop strategies and instruments to

measure each phase of the process, and to plan for resistance from core

groups. The Department has also learnt the value of dedicating resources

exclusively to the exercise from planning through documentation to follow-up

and evaluation.

CASE REPORT

The application of Strategic Planning in the Personnel Department (Office of the Chief Personnel Officer),

Trinidad and Tobago Introduction The traditional role of the Personnel Department is enshrined in legislation.2

The Department’s responsibilities as stated in the Civil Service Act are:

1. to maintain the classification of the Civil Service and to keep under

review the remuneration payable to civil servants;

2. to administer the general regulations respecting the Civil Service;

3. to provide for and establish procedures for consultation and

negotiation between the Personnel Department and an appropriate

association or associations in respect of:

i. the classification of offices;

ii. any grievances;

iii. remuneration; and

iv. the terms and conditions of employment.

For most of its existence, the Department maintained a structure that

supported the discharge of those responsibilities and a cadre of employees

skilled in the functions. The Department’s mandate was for the management

and administration of Industrial Relations, primarily engaging in negotiations

with recognised Associations/Unions representing Public Officers. In 1997,

Cabinet approved a new organisational structure for the Department,

designed to allow it to function as a Central Human Resource Management

Agency. The new role involved a transition from the responsibilities listed

above to those related to the formulation of human resource policy and the

provision of advisory, consultative and monitoring functions in respect of the

Human Resource Management Units being established in line agencies

throughout the Public Service. The responsibilities associated with this new

role are as follows: 2 For further information, see the Civil Service Act, Chapter 23:01 of the Laws of the Republic of Trinidad and Tobago.

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• To formulate policy in all areas of human resource management,

including those which had not been addressed previously, such as

Human Resource Planning, Succession Planning and Career

Planning.

• To establish/review the legal and regulatory framework for human

resource management in the Public Service.

• To provide advisory and consultative services in the sphere of

human resource management to line agencies.

• To monitor and audit the practice of human resource management

by the human resource management units established in line

agencies.

Carrying out the range of new functions required a shift in thinking at the

strategic level and the development of new technologies and competencies to

effect operational effectiveness.

Terms of Reference

In 2001, one of a series of regional training activities, sponsored by CARICAD

under its Strategic Planning in Public Services Project, was conducted in

Trinidad and Tobago to provide participants, drawn from the public service

agencies of seven territories, with the knowledge and basic tools needed for

the development of strategic plans in their Ministries/Departments.

The specific objectives of the training workshop were:

1. to review and examine major principles in the area of strategic

planning;

2. to provide hands-on experience with the various components of

strategic planning;

3. to explore the benefits and consequences of strategic planning

methods and systems applied to public sector institutions;

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4. to identify critical success factors which ought to be considered when

promoting the adoption of strategic planning methods in public sector

institutions/agencies;

5. to present relevant experiences on the impact of strategic planning

methods on organisation and individual performance of public sector

and/or private sector organisations.

At the time of the workshop, the Personnel Department had already embarked

on the exercise of developing a strategic plan for the agency. New

information and different areas of focus gleaned from the training were

incorporated into the activity and complemented the end product.

This case study outlines the Personnel Department’s strategic planning

process, taking into account the impact of the training provided by CARICAD,

and examining the successes and challenges of the exercise.

Format of the study

This case study will discuss the factors that led the Personnel Department to

embark on a course of strategic planning and the activities that culminated in

the production of a Strategic Plan encompassing a set of programmes for

whose accomplishment Divisions of the Department had responsibility.

Government’s policy

In 1996, Cabinet directed all public service agencies to conduct a strategic

review to give consideration to rationalisation, restructuring and

decentralisation. The review, which was to be self-administered, though

guided and supported by the consultancy arms of the Ministry of Public

Administration and Information, would remain under the management of the

individual Ministry and Department, which would take responsibility for its own

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outputs and outcomes.3 A successor Cabinet Minute in 1999 mandated the

use of the results of the strategic review to aid the practice of Strategic

Human Resource Management throughout the Public Service.4

Ministries and Departments had also been mandated, in 1998, to develop

strategic plans as a prerequisite to submitting requests to the Ministry of

Finance for the allocations of operating budgets for subsequent fiscal years.

The Ministry of Finance Call Circular of 1998 advised the Heads of Ministries,

Departments and other Government agencies that their budget proposals

must be linked to their 1999 plans, programmes and projects. The plans,

“whether described as Strategic Plans, Operational Plans or Action Plans”

had to “reflect serious and studied attention to the Medium Term Macro

Economic Planning Framework 1998-2000 and to the Public Sector

Investment Programme as Government’s priorities and strategic direction for

socio-economic development of the country”.5

Background to the policy

Prior to 1996, submissions for funding from the Ministry of Finance under the

annual recurrent budget were, for the most part, arbitrary, with most Ministries

and Departments repeating the previous year’s requests and adding a small

percentage increase to cater for inflation and the practice of the Budget

Division to reduce allocations. The continued use of line item budgeting

allowed for the submission of annual “shopping lists” that often bore little

resemblance to the reality of an agency’s strategic and/or operational

objectives for the fiscal year.

3 For more information, see Cabinet Minute No. 2147 dated August 22, 1996: “Strategic Review of the Public Service involving Considerations of Rationalization, Restructuring and Decentralization”. Cabinet Secretariat, Office of the Prime Minister, Trinidad and Tobago, 1996. 4 Cabinet Minute No. 1462 dated June 10, 1999: “Cost Effective Human Resource Management in Line Ministries/Departments in the Context of the Strategic Review of the Public Service”. Cabinet Secretariat, Office of the Prime Minister, Trinidad and Tobago, 1999. 5 Minister of Finance: Circular No. 5. “Draft Estimates of Revenue and Expenditure including the Income and Expenditure of Statutory Boards and similar Bodies and of the Tobago House of Assembly for the year 1999”. Ministry of Finance. Port of Spain, Trinidad and Tobago, May 20, 1998.

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The intention of the directive was to:

• develop a strategic planning culture in the Public Service;

• provide support for proposed changes to the financial management

system away from line item budgeting;

• initiate the practice, in Ministries and Departments, of costing all

activities to be undertaken over a defined period.

The operations of the Public Service of Trinidad and Tobago were still, at that

time, set against the backdrop of structural adjustment and the Government’s

need to comply with the conditionalities of the international financial

institutions which included reductions in the cost of managing the public

sector. The reality of debt servicing, a lower foreign exchange reserves and

other financial and social stringencies associated with structural adjustment

imposed upon the government and the management of the Public Service

responsibility for the establishment of mechanisms for efficiency and cost-

effectiveness in the sector.

Public Sector Reform activities were in train; discussions were being held with

key stakeholders to bring about changes in financial management,

administrative management and human resource management. It is to be

noted, however, that Human Resource Management, rather than Financial

Management, was the platform upon which the Public Sector Reform

movement was located.

Strategic Planning in the Personnel Department

Early approaches

Prior to the 1990s, strategic/corporate planning was not an activity in which

public service agencies routinely engaged, although it was understood to be

part of normal planning behaviour in the private sector. At that time, however,

the leadership of the Personnel Department began focussing on “new”

strategies for the management of the Department and the Public Service.

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In 1991, the Department took the bold step of formulating its first strategic

plan to guide the organisation’s direction for a period of three years. The

planning began with an off-site Retreat in which all staff members met in

groups and engaged in structured interactive activity to analyse the

organisation and develop a focus for its future operations. At the end of the

Retreat, a team was formed to generate a document describing the planned

modernisation of the structure and operations of the Personnel Department

and to identify strategies (internally and externally focussed) for bringing

about the changes that would be necessary. In 1990/91, the Personnel

Department embarked on its first strategic planning exercise. The activity

began with a structured staff retreat aimed at generating the views of

members of staff and culminated in the development of a Mission Statement6

and a set of activities to be carried out during the life of the Plan.

The strategies depended heavily on the inputs of other public service

agencies that held responsibility for functions upon which the Personnel

Department’s activities were contingent. It also sought to formally address

issues of succession planning and career development, and paid particular

attention to the review of legislation to give effect to new structural

arrangements.

The Public Service Reform activities of the 1990s led to considerations of the

core staff agencies of the Public Service, namely the Service Commissions

Department and the Personnel Department, being designated Central Human

Resource Management Agencies, responsible primarily for policy formulation.

The Personnel Department decided to embark on a restructuring of the

organisation and its functions.

6 Mission statement: The mission of the Personnel Department is to develop and administer policies designed to provide adequate and equitable reward and compensation systems for Public Service employees, to satisfy their well-being, and to enable them to achieve desired performance levels. Strategic Plan of the Personnel Department 1991-1993. Port of Spain, Trinidad and Tobago.

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In 1997, a series of workshops were conducted to pave the way for the

changes that were to be effected in the Personnel Department. These

workshops, internally co-ordinated, but facilitated by an external consultant,

were intended to assist, first the senior executives and, later, representatives

of staff groups in the organisation, in focussing their attention, not only on the

new set of functions to be performed in the restructured organisation, but also

on new approaches to performing traditional functions.7 The objective was to

“explore issues of transformation and to develop a vision and strategic

objectives for the Personnel Department”. Although there was, immediately,

little apparent outcome, the workshop, entitled “Charting the Way Forward”,

was instrumental in softening the attitudes of a large number of staff members

towards the changes that were imminent.8

Cabinet approved the plan for restructuring the Personnel Department in 1997

and the new structure became operational in 1998. A number of traditional

Personnel Department functions were devolved to line agencies, at about the

same time that the Public Service Commission began its approach to

delegating some of its own functions. In 1998, as well, Cabinet accepted the

report of a Committee appointed by the Minister of Public Administration and

Information to “facilitate the operationalising of Human Resource

Management Divisions in Ministries and Departments”9. The Personnel

Department and the Service Commissions Department were formally

designated Central Human Resource Management Agencies with

responsibility for creating the policies10 that would be implemented on the line,

and for monitoring and reviewing their implementation.

7 “Charting the Way Forward: a Workshop for Senior Executives and Staff of the restructured Personnel Department”. Personnel Department: Employee Development Division. Port of Spain, Trinidad and Tobago, 1997. 8 Ibid. At the end of the workshop, a small team of officers was mandated to compile all the information generated in the workshops and develop Vision and Mission statements and a set of Strategic Objectives for the Personnel Department. 9 See Cabinet Minute No. 600 of March 12, 1998. 10 The five Service Commissions (Public, Police, Teaching, Judicial and Legal and Statutory Authorities) have responsibility for staffing, discipline and termination of employment in respect of monthly-paid officers of the Public Service. The Personnel Department is responsible for the other human resource management functions.

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Funding

The activities leading to the development of a Strategic Plan in the Personnel

Department were internally funded, that is, monies expended on sensitisation

seminars and other training activities were taken from the recurrent budget of

the Department. The individuals who led the effort were public officers who

either had ties to, or were staff members of, the Personnel Department.

Stakeholders

The immediate stakeholders of the exercise were staff members of the

Department. However, the stakeholders of the Personnel Department are

several. Like all public service agencies, Parliament and the Cabinet are

major stakeholders, as are Permanent Secretaries and staff members of all

Ministries, Departments and Statutory Authorities. The Personnel Department

has little direct association with members of the general public but, because of

the responsibilities legally assigned to it, the several Associations and Unions

representing public officers, the Ministry of Labour and the Industrial Court,

and the constitutional and other Commissions/Committees for which the

Department provides secretariat services are also critical stakeholders.

Level of participation in the process

The most recent strategic planning process of the Personnel Department was

a collaborative effort that allowed for the input of every member of staff of the

Personnel Department. The exercise commenced with the holding of a

Strategic Planning Workshop which targeted the top leadership levels and

staff representatives selected by their peers. All members of staff were

informed of the purpose of the workshop prior to its commencement and

requested to give consideration to issues pertaining to the strategic direction

for the Department.

At the workshop, environmental and organisational analyses of the Personnel

Department were conducted, utilising the tools of a stakeholder analysis and a

SWOT analysis. Draft statements of Vision, Mission and Core Values (the

Strategic Model) were generated, as well as preliminary conceptions of

strategic objectives. Subsequently, within each Division, the findings of the

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workshop were disseminated and discussed, and suggested amendments put

forward. There followed an iterative process involving cycles of examination

and refinement of the Strategic Model by the target group of the workshop

(which then constituted the Strategic Planning Team), informed by

discussions held within Divisions. Out of that process was born the Strategic

Implementation Plan, designed to bring into reality the strategic model for the

Personnel Department.

Implementation

The Strategic Plan of the Personnel Department 2001-2004 was launched in

November 2001 in the presence of all members of staff and key stakeholders,

including representatives of the Ministry of Finance. The document was

presented in a project format with action plans detailing key objectives,

performance goals, time frames for completion, action steps, and areas of

primary responsibility, a listing of required resources and intended impacts

and outcomes. Thereafter, the Heads of Divisions of the Department began

the process of implementation as highlighted in the document, and teams

developed to monitor implementation began their work.

At the start of each year of the Plan, Divisions are required to prepare an

Action Plan detailing their activities in support of the programmes and projects

outlined and identifying potential challenges to implementation. Two in-house

teams monitor and report on the successes and failures/challenges

associated with the Action Plans. This will be discussed later in the case

study.

Approach to the strategic planning activity

Taking into account the purpose and anticipated direction of the organisation,

the Strategic Success Model11 of strategic planning was selected. This

approach highlighted environmental, organisational and opportunity scanning,

11 See Albrecht, Karl: “The Northbound Train: Finding the Purpose, Setting the Direction, Shaping the Destiny of your Organization”. The American Management Association (amacom). USA, 1994.

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the development of a Vision, a Mission and a set of Core Values, and an

approach to action planning that would support implementation.

The approach used by the Personnel Department was similar to the one

recommended in the training workshop. A deviation in the process was the

omission, in the Personnel Department’s model, of stakeholder assessments

by the stakeholders themselves. This oversight must be corrected in any

future Plan, since assumptions by insiders of the beliefs of stakeholders

external to the organisation may be fundamentally flawed and are likely to

result in planned strategic outcomes that are inaccurate.

Also absent from the Personnel Department’s planning process was the

identification of Critical Success Domains (CSDs). This omission may well be

a reason for some of the Plan’s failures.

Time frame

The strategic planning process, which resulted in the Strategic Plan

document, was completed within ten calendar months.

Strategic Plan of the Personnel Department Achieving results and evaluating progress

A detailed programme of activities contained a breakout of the key activities

that were to be undertaken to achieve the strategic objectives of the

organisation, over the three years of its life, with corresponding time frames,

responsibility centres, required resources and intended outcomes and impact.

The implementation of the plan was to be built upon a strong foundation of

intra-departmental communication, co-operation and cross-divisional

teamwork.

It was understood that the driving force for implementation had to be top

management (the Chief Personnel Officer, the Deputy Chief Personnel Officer

and Heads of Divisions) of the Personnel Department. They would “own” the

process and display the commitment needed to keep the process alive and

provide the impetus for change. However, in order to ensure close and

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continuous monitoring of the Department’s progress towards the performance

goals set out in the Implementation Plan, a Strategic Plan Monitoring Team

(SPMT) was established. The Team, headed by the Deputy Chief Personnel

Officer, included a representative from each Division. Its role was to set up

mechanisms for liaisons with the responsibility centres to ensure adherence to

agreed timeframes and for resolving any difficulties encountered during

implementation. The team meets monthly and reports on the progress of

implementation.

A second team is the Process Improvement Team (PIT) whose role is to

examine work processes employed throughout the Department and to make

recommendations for their improvement and/or redesign. The Process

Improvement team also reports to the Deputy Chief Personnel Officer.

The strategic objectives outlined in the Plan can only be realised through the

utilisation of a variety of resources, primary among them being human and

financial resources. As a result, the maintenance of optimal staffing levels is

essential, as is the development of improved competencies through in-house

training and education programmes. To this end, the Department’s Training

(HRD) Plan was created as a supporting document.

To ensure availability of financial resources, especially for costly initiatives,

programmes were undertaken on a project basis and funds secured under the

Public Sector Investment Programme (PSIP).

Measurement of outcomes

No criteria were developed to measure the outcome and impact of the

Personnel Department’s Strategic Plan during its lifespan. The Department

has achieved a number of successes but, at the same time, a several planned

initiatives have not materialised. The development and use of measurement

criteria would have given early warning of weaknesses in the Plan.

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Benefits

An obvious benefit of the strategic planning activities of the Personnel

Department has been improvements in funding both at the recurrent and the

project levels. A less overt benefit has been changes in the attitude of staff

members at all levels to the development of departmental initiatives. A

greater capacity for strategic thinking and action has been generated in staff

members at all levels, as has the recognition of how much can be achieved in

the Department. Interest has also grown in the conceptualisation and

documenting of projects,12 and greater attention is being paid to the

achievement of objectives and the realisation of outcomes.

Unexpected outcomes

An unexpected, though not negative outcome of the process has been an

increase in the generation of ideas for improvements in the Department and

implicit in that, the belief that those ideas will come to fruition. There has

been a greater demand for improved communication and, through the

Strategic Plan Monitoring Team (SPMT) and the Process Improvement Team

(PIT), a drive for the timely implementation of all initiatives.

Use and impact of Strategic Planning in the Personnel Department

Another outcome of strategic planning in the Department has been the

recognition of a need for further restructuring. Application of the Plan has

highlighted weaknesses in the Department’s structure and its ability to

achieve the objectives it has set itself. Weaknesses are also apparent in staff

size, levels of knowledge and skill, training and general competence. The

Department is currently engaged in the development of a restructuring plan as

part of the initial work of reviewing its strategic direction.

12 From 1999 to 2002 there has been focussed training on Project Documentation and Management, first at the level of the parent Ministry of Public Administration and Information and, later, the Personnel Department. The result has been the development of a cadre of officers at various levels of the Department who possess the capacity to design, document and manage social projects.

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Communicating the Plan

Maintaining communication of strategic initiatives in a Department is seldom

easy, given the cultural and other dynamics that impact. In bringing the plan

to fruition, there were occasions when insufficient information was shared,

either because the rapid pace of activity left room for little else, or because

persons in the know deliberately sought to restrict the flow. In some

instances, there was obvious distortion of information that created

unnecessary fear and resistance in some sectors of the organisation.

Future of the project and its benefits

Strategic Planning in the Personnel Department is here to stay. The recent

change in the political administration has led to a corresponding change in the

strategic direction of the Public Service and the country. The new structure of

the Department, when implemented, will be complemented by the successor

Strategic Plan that will come into being in the latter part of 2004 and will, of

necessity, hinge on Government’s Vision 2020, the achievement of developed

country status by the year 2020. The Department will continue to grow and to

identify new avenues for its own development and that of the wider Public

Service. The role of the Personnel Department as a driver of Public Service

change demands flexibility and strength of purpose.

Costs of Strategic Planning

Strategic planning is a costly exercise. Many organisations hire an external

consultant to create the Plan; as professional as the resulting document

appears, however, this strategy often sacrifices staff goodwill, buy-in,

commitment. At the same time, there is seldom a sufficiency of organisational

resources to dedicate exclusively to the process. In the latter case, the result

is usually a less-than-perfect document put together by a group of employees

who have struggled to commit time and energy to the product while focussing

attention on their day-to-day work activities. In the long run, commitment to

implementation suffers and the Plan remains just a well-written document.

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Lessons learnt

The process was not an easy one. Challenges of one kind or another

assailed its completion:

1. It was difficult to find internal resources to dedicate to the project, given

the varied set of competencies required.

2. The Department had to ensure that the individuals selected enjoyed the

trust of employees at all levels.

3. The level and constancy of communication required was difficult to

achieve and, where information sharing was slow, rumours surfaced that

could have easily derailed the activity.

4. In the early stages, resistance to the exercise was strong. Some

employees had no desire to accept the changes that would be generated;

others’ lack of trust in the entire process (based on earlier experiences)

led to attempts to interrupt the flow of activity.

5. The work involved in making the plan a reality was added to regular work

routines and resulted in team members’ having to devote a lot of personal

time to meeting deadlines for completion.

6. Iteration of elements of the process opened the team to a measure of

verbal abuse when individuals’ ideas were not accepted or when attempts

to achieve consensus led to unpopular changes in language or proposed

activities.

To ensure that completing the successor plan is less enervating, it may be

necessary to select a team that can be dedicated to the exercise for the

duration of its preparation. This team would have to be given the resources to

proceed and must possess the authority to require a response from all

members of staff.

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It is necessary to build specific mechanisms for information into the process

from its inception and these mechanisms must be communicated to all staff.

Periodic information sessions must accompany the exercise and additional

funds applied to seminar-type activities. Electronic means of data gathering

would enhance information sharing.

Also necessary, throughout the process (but especially at the stakeholder

assessment phase) is the inclusion of the views of external stakeholders, so

that their input can be an integral part of plans and directions.

Next Steps

It is very easy and undeniably tempting to shut down once the document has

been completed and to take no further action on strategic planning until the

life of the current plan has all but expired and the time is nigh to focus on the

successor document. The pressures of daily work make it difficult to maintain

momentum and frequent ad hoc demands on everyone involved slow down

the implementation of projects and adherence to targets.

Although the strategic plan document includes methodologies and action

plans for implementation, the post-strategic planning phase requires a new

and different set of dedicated activities and resources, such as:

• a commitment to the achievement of stated objectives and the energy

to keep the process going;

• a focus on the future and an ability to recognise and analyse changes

in the environment that may point to a new direction;

• the ability and willingness to be sufficiently flexible to effect changes

and a level of objectivity that minimises adherence to personal opinions

and directions that may have lost their relevance.

Recommended criteria for common approach to strategic planning in the Public Service of Trinidad and Tobago It is difficult, and not always prudent, to apply common approaches to the

practice of strategic planning across agencies and embedded cultures,

although some existing rules of thumb ensure success.

16

1. One of the traditional weaknesses of the permanent Public Service of

Trinidad and Tobago has been a need by administrators to have action

legislated. As a result, initiative (and possible effectiveness) is often

sacrificed on the altar of efficiency, with senior managers refusing to move

unless and until written directives are given, either from the Cabinet or

one of the central agencies. A first step must be the development of a

culture that accepts the necessity to take calculated risks.

2. The conceptualisation and development of a Strategic Plan as a set of

programmes or projects moves the exercise away from pie-in-the-sky

visioning and creates a framework for implementation and measurement.

The statement of goals and purposes and the definition of specific

objectives, timeframes and targets provide visual clarity and aid in the

designation of responsibility centres and the early identification of

problems. The process of arriving at details of costing and assessing

assumptions and risks is an exercise that focuses the mind of the planner

on future activities and outcomes and mechanisms for controlling both.

3. A critical need in strategic planning is competence in planning and

forecasting. Competence cannot be developed during the exercise, nor

should an organisation attempt to engage in training immediately prior to

the commencement of the exercise. The organisation must, therefore,

develop a cadre of officers skilled in project development, documentation

and implementation who would form part of a team dedicated to the

exercise.

4. Mechanisms for continuous communication have to be developed early

and maintained throughout the process, as ignorance and/or uncertainty

by stakeholders will lead to resistance that can compromise the

effectiveness of the process and stall implementation.

5. Adequate time must be allocated to the process. If strategic planning is to

achieve a successful outcome, the organisation must be willing to devote

all the time necessary to ensure it. The iterative process requires

17

constant sharing of information, a willingness to allow stakeholders to

ruminate over all the elements that affect them, and openness to frequent

changes in information.

6. Strategic planning requires dedicated human, financial and material

resources from conceptualisation to implementation and evaluation. The

organisation must, therefore, be prepared to commit a team (or teams) to

the exercise and to provide all the resources they need for the task.

7. Mechanisms for implementation, review, evaluation and measurement of

the Plan, its processes and its outcomes must be written into the planning

process and the subsequent document.

8. No strategic planning exercise will be successful without the human

attributes that complement it, namely:

a. an open and flexible approach to change by strategic planners;

b. a willingness to halt the project and change direction if the

environment changes;

c. the possession of strong analytical skills;

d. the possession of strong communication skills, including writing

skills since lack of coherence, logic and analysis in a document

discourages reading.

Conclusion The focus of the Government of Trinidad and Tobago has changed; therefore,

the direction (and perhaps the activities) of the Personnel Department must

be amended. The successor Strategic Plan must take into account the

imperatives of Vision 2020, the Administration’s plan to achieve developed

country status by the year 2020. Other documents that fall out of a Strategic

Plan, viz. a Human Resource Plan and a Human Resource Development

Plan, must also take into account the changes in the environment.

18

APPENDIX I

Vision Statement of the Personnel Department; To be the model provider of contemporary human resource management

and industrial relations solutions in the Public Sector

Mission Statement of the Personnel Department

To excel in the development of quality Human Resource Management policies

and in the application of Industrial Relations best practices

and people management solutions

for the well-being of the Public Service and the Nation

Statement of Core Values The practice of Equity

We are firmly committed to the practice of equity

in our dealings with all Stakeholders

The provision of quality service

We believe in working together to provide consistently high quality service

to all our clients

Caring for staff members

We care about the well-being and development of every member

of the Personnel Department

A pro-active and innovative approach

We strive to be pro-active and innovative in meeting the needs of our clients

and in finding creative ways of satisfying those needs

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APPENDIX II

List of Strategic Objectives

1. The development of a cohesive philosophy for Human Resource

Management in the Public Service

2. The revision of the legislative framework for Human Resource

Management in the Public Service to align with the approved philosophy

3. The development of policies, systems and mechanisms for improving

and/or modernising the practice of Human Resource management in the

Public Service

4. The implementation and monitoring of measures to enhance staff

development and the quality of work life in the Personnel Department

5. The development of systems to measure and manage organisational

performance in the Personnel Department

6. The development of a system for the improvement of organisational

communication within the Personnel department and between the

Personnel Department and its stakeholders

7. The development of systems for improving the efficiency of work

processes within the Personnel Department.

20

IMPLEMENTATION PLAN: PROGRAMME OF KEY ACTIVITIES FOR THE PERIOD SEPTEMBER 1, 2001 – AUGUST 31, 2004

OBJECTIVE 1: Develop a cohesive philosophy for Human Resource Management in the Public Service

Sub Objective

Performance Goals Time Frame Action Plan Primary Responsibility Resources Required

-

Approved philosophy for Human Resource Management in the Public Service developed

31/12/01 Develop draft philosophy for Human Resource Management

Conduct stakeholder consultations

Submit philosophy for Cabinet’s

approval

Director, Human Resource Policy, Planning and Research

Financial: $75,000.00 to host stakeholder consultations

Human: In-house

staff, Human Resource Policy, Planning and Research Division

21

OBJECTIVE 2: Review the legislative framework for Human Resource Management in the Public Service to ensure alignment with the approved

philosophy

-

New/revised legislation drafted and submitted for approval

30/09/02 Review existing legislation

Consult with Associations/Unions

Consult with Chief Parliamentary Counsel

Submit for Cabinet’s approval

Head, Legal Services Division, in collaboration with Director, Benefits Management Division

Human: In-house

staff, Legal Services Division, in collaboration with Benefits Management Division

22

OBJECTIVE 3: Modernise the Human Resource Management systems in the Public Service

Sub Objective

Performance Goals Time Frame Action Plan Primary Responsibility

Resources Required

(1) Establish a modern philosophy and strategy for Human Resource Planning in the Public Service

Approved policy, strategy and guidelines for Human Resource Planning developed

31/12/01 Draft policy

Consult with stakeholders

Seek Cabinet’s approval

Disseminate to stakeholders

Director, Human Resource Policy Planning and Research Division

Financial: $75,000.00 to

host stakeholder

consultations

Human: In-house staff,

Human Resource Policy

Planning and Research

Division, in consultation

with staff of other relevant

Divisions

(2) Establish a modern system for the management of compensation

Revised Classification Plan for the Judicial and Legal Service

30/06/02

Monitor Consultant to ensure performance standards are met

Review Consultant’s report

Submit Report for Cabinet’s approval

Director, Compensation Management Division

Financial: $600,000 to

pay consultants

Human: In-house staff, Compensation Management Division

Revised Classification and Compensation Plan for the Protective Services

31/03/02 Review completed job descriptions

Complete market surveys



Human: In-house staff,

Compensation

Management Division

23

Sub Objective



Revised Classification and Wage structure for daily-rated occupations

31/07/02 Review existing classification wage structure

Finalise report and submit for Cabinet’s approval

Director, Compensation Management Division, in collaboration with Director, Benefits Management Division

Human: In house staff resources

Revised Classification structure and Compensation Plan for the Civil Service and Statutory Authorities subject to the Statutory Authorities Act Chapter 24: 01

31/08/04 Conduct orientation and start up activities

Conduct Pilot Study

Conduct review of jobs in wider Civil Service and Statutory

Authorities


Finalise Plan and submit report for Cabinet’s approval


Financial: $6.8

million for

consultancy services;

$2.9 million to pay

officers on contract

Human: Consultants and Job Evaluation Project staff

Revised pay system for the Defence Force

31/03/02 Establish Committee

Conduct review

Prepare report

Submit recommendations to Cabinet


Director, Human Resource Policy Planning and Research Division

Human: In house

staff, Compensation

Management and

Human Resource

Policy Planning and

Research Divisions

24

Research Divisions

Sub Objective



Mechanisms established for on-going measurement of the cost of the total rewards package

30/06/02 Establish Compensation and Benefits Analysis Team

Develop Terms of Reference

Conduct Analysis

Prepare report on analysis of findings

Director, Human Resource Policy Planning and Research Division, in collaboration with Directors, Compensation Management and Benefits Management Divisions

Human: In house

staff, Human

Resource Policy,

Planning and

Research Division, in

collaboration with

Compensation and

Benefits

Management

Divisions, as

necessary

Electronic database of

compensation packages for benchmark jobs in the Public Service and for comparable external jobs created

30/06/02 Identify benchmark jobs

Develop database

Establish links with external organisations

Director, Compensation

Management, in

collaboration with Directors, Human

Resource Policy

Planning and Research

Human: In house staff, Compensation Management Division and staff of Human Resource Policy Planning and Research, and Benefits Management

25

and Benefits

Management Divisions

Divisions IT Specialist

Sub Objective


(3) Establish a modern system for the management of employee benefits in the Public Service

Service regulations revised and updated in conformity with changes in negotiated terms and conditions of service

31/12/03 Assess the scope of changes needed

Compile amendments

Consult with Chief Parliamentary Counsel

Head, Legal Services Division, in collaboration with Director, Benefits Management Division

Human: Staff of the Legal Services Division, in collaboration with Benefits Management Division

Holistic review of benefits package, policies and guidelines completed

30/06/02 (Teaching Service)

30/09/02 (Protective Services)

31/12/04 (Civil Service/Statutory Authorities)

Re-assess existing benefits packages, by services, in light of completed job evaluation and new compensation arrangements

Review existing policies and guidelines and develop new ones, as necessary

Director, Benefits Management Division

Human: In-house staff, Benefits Management Division

Benefits policies on-line 30/06/03 Compile an information package on current benefits

Establish mechanisms for updating information base for inclusion on


Human: In-house staff, Benefits Management Division and IT Specialist

26

Department’s website

Sub Objective



Review policy for the management of devolved functions

30/06/02 Prepare report on devolved functions

Make recommendations



Approved policy and guidelines for Employee Assistance Programmes developed

28/02/02 Draft policy


Seek Cabinet’s approval

Director, Benefits Management Division in collaboration with Director, Human Resource Management Services Division


Staff of Legal Services Division

Employee Assistance

Programme Pilot Project implemented

30/06/02 Consult with identified agencies

Communicate policy and guidelines

Develop and circulate list of service providers

Monitor implementation

Director, Human Resource Management Services Division

Human: In-house staff, Human Resource Management Services Division

Consultants

27

Sub Objective



Employee Assistance Programmes implemented in wider public Service

31/12/03 Review policy and guidelines based on experience with Pilot Project

Consult with all Ministries and Departments

Communicate policy and guidelines

Advise/facilitate/monitor implementation



Consultants


Joint Employer-Union Health and Safety Committees established in the Public Service: a Central Committee and Departmental Committees

31/12/01 Finalise draft terms of reference

Issue instructions throughout the Public Service for the establishment of Departmental Health and Safety Committees

Determine membership of Central Committee and advise members accordingly



28

Sub Objective



Approved policy and guidelines on Employee Study Programmes prepared and circulated

31/12/02) Review existing policy on Employee Study Programmes

Prepare new draft policy and guidelines


Director, Benefits Management Division in collaboration with Director, Human Resource Management Services Division


Finalisation of the implementation of a Group Health Plan for daily-rated employees

31/12/01 Oversee and monitor compilation of database

Monitor the inputting of information on all employees on the system


Human: In-house staff, Benefits Management Division and Management Committee

Implementation of a Pension

Plan for daily-rated employees 31/12/01 Oversee and monitor the compilation

of database of pensionable employees

Complete procedures for the installation of the Plan

Conduct information-sharing sessions

Establish Pensions Secretariat



Management Committee

29

Sub Objective



Implementation of a Group Health Plan for monthly-paid employees

31/12/02 Revisit existing proposals

Consult with Risk Management Services (RMS)


Prepare cost estimates

Draft proposals for submission to Cabinet



Management Committee

(4) Establish systems to enhance labour and industrial relations in the Public Sector

Policy and guidelines on Joint Consultative Committees (JCCs) revisited

Mechanisms created for establishing/regenerating Joint Consultative Committees

31/12/01 Conduct survey to facilitate the assessment of the performance of JCCs

Review existing policy on the establishment and management of JCCs

Create new draft policy

Consult with relevant stakeholders

Director, Industrial and Labour Relations Division in collaboration with Director, Benefits Management Division

Human: Staff of

Industrial and

Labour Relations

Division

30

Sub Objective



A strategy for the 2002-2004 Public Service Negotiations developed

31/12/2001

Debrief the 1999-2001 negotiations

Develop criteria for the conduct of negotiations for the next triennium

Director, Industrial and Labour Relations, in collaboration with Directors, Compensation Management, Benefits Management, and Policy Planning and Research Divisions

Human: In-house staff of relevant Divisions

Framework established for communication between the Employer and Unions/ Associations and between Employer and public officers

31/12/02 Design a communications framework

Plan consultation sessions

Design and conduct stakeholder surveys

Director: Industrial and Labour Relations, in collaboration with Directors, Compensation Management, Benefits Management, and Policy Planning and Research Divisions

Human: In-house staff, Industrial and Labour Relations Division; surveys conducted by staff of Policy Planning and Research Division

31


Management Information Systems developed on traditional HR weak spots, for example:

- the number of man days lost to unplanned absences

- areas of high staff turnover

- areas of high expenditure

31/12/02 Identify relevant sources of data/information

Design and test data capture instruments

Conduct necessary information gathering exercises

Establish systems for data analysis and reporting

Human Resource Policy, Planning and Research Division in collaboration with Director, Human Resource Management Services Division

Human: In-house staff

of the Human

Resource Policy,

Planning and

Research Division and

other relevant staff of

the Personnel

Department

(4) Establish systems to enhance labour and industrial relations in the Public Sector (cont’d)

Documented policy, guidelines and procedures established for all agencies under the purview of the Ministerial Committee

31/03/02 Prepare policy, procedures, guidelines, etc.

Develop strategies for information dissemination

Market the Labour and Industrial Relations Division

Director, Labour and Industrial Relations Division in collaboration with Directors of other relevant Divisions

Human: In-house

staff of the Industrial

and Labour Relations

Division, in

collaboration with the

Communications

Specialist

Electronic database of Industrial Relations best-practices

31/12/02

Compile information package on Public Sector Industrial Relations issues

Develop a mechanism for updating information base on website

Director, Industrial and Labour Relations

Human: In-house staff of the Industrial and Labour Relations Division and IT Specialist

32

Sub Objective



Electronic database of comparative remuneration and settled negotiation packages created to facilitate the provision of guidelines

30/06/02 Gather information

Establish database

Director, Industrial and Labour Relations in collaboration with IT Specialist

Human: In-house staff, Industrial and Labour Relations and IT Specialist

Quarterly roundtable sessions on key Labour and Industrial Relations issues planned and conducted

January 2002 to July 2004

Sessions planned and executed

Seminar documents printed, and circulated as follow-up

Director, Industrial and Labour Relations Division in collaboration with Director, Benefits Management Division

Human: Expert presenters

In-house staff of relevant Divisions

Completed surveys to track the state of Industrial and Labour Relations in the Sector

January 2002 to December 2003

Develop and conduct surveys

Publish survey findings

Director, Industrial and Labour Relations

Human: In-house staff, Industrial and Labour Relations Division

33

Sub Objective


(5) Develop a system to manage employee performance in the Public Service

Implementation of a system for managing employee performance by Human Resource Management Units

31/12/01 Liaise with Human Resource Units in line agencies Monitor units



Annual report on the management of employee performance in the Public Service completed

1st report by 31/12/01

Collect and collate data on employee performance Prepare report



(6) Establish a modern system for career development and succession planning in the Public Service

Philosophy, policy and guidelines created for career development and succession planning in the Public Service and agreed by the Service Commissions and relevant Associations

Policy, guidelines and supporting legislation accepted by Parliament

Procedures for training and development and continuous assessment agreed by relevant stakeholders

31/07/02 Review existing philosophy, policy and legislation on career development and succession planning in the Public Service

Develop new draft philosophy, policy and guidelines on career development and succession planning

Consult with key stakeholders

Develop training programmes to support new policy


Financial: Consultants


34

Sub Objective


(7) Establish a system of Human Resource Auditing in the Public Service

Bi-annual audit of Human Resource Management function completed in each Ministry/ Department Annual report on the status of Human Resource Management in the Public Service completed

To commence by 02/01/02 1st report due by 30/06/02

Develop systems for the conduct of human resource audits Train staff in the conduct of human resource audits Collect, collate and analyse data from human resource audits in Ministries and Departments Complete and submit report

Director, Human Resource Management Services

Human: In house staff, Human Resource Management Services Division

35

OBJECTIVE 4: Implement and monitor measures for staff training and development and for the enhancement of the quality of work life in the Personnel Department

Sub Objective


(1) Acquire new office accommodation Redesign office layout and procure aids to employee comfort and well-being

New office building acquired to accommodate all staff of the Department Re-designed, comfortable office layout 50% of office furniture, furnishings, fittings and equipment acquired/replaced lp Tangible facilities for improving employee comfort and well being

31/12/03 31/10/02

Conduct infrastructure needs analysis Request new office accommodation Purchase new furniture, fittings and equipment Improve workplace security Upgrade air-condition system, elevator and lighting system Acquire new accommodation/ redesign existing office space Provide facilities for mid-morning liquid refreshment to staff Upgrade potable water system/install filtered water coolers

Director, Corporate Services, in consultation with Director, Property and Real Estate Services

Financial: Appropriate

funding to meet rental

costs

Human: Support from

Landlords and suppliers Support from Ministry of Infrastructure Development (Property and Real Estate Services Division)

(2) Acquire staff to fill existing vacancies

All Divisions of the Personnel Department optimally staffed

30/06/02 Advertise vacancies Consult with Service Commissions Department Arrange for the conduct of interviews

Director, Corporate Services Division

Financial: Provision of

adequate funds in the

2001/2002 budget

Human: Support from the Service Commissions

36

Department Sub Objective


(3) Develop internal policy for staff education, training and development

Personnel Department’s Training Plan operationalised

30/06/02 Review Personnel Department’s philosophy for staff training and development Explore mechanisms for staff training and development

Director, Corporate Services

Financial:

Adequate funding Human:

In-house staff, Corporate Services Division

(4) Develop and implement policy and systems for employee recognition

A viable mechanism for employee recognition in place

30/06/02 Research mechanisms for employee recognition Seek corporate funding and support Pilot an employee recognition event

Director, Corporate Services

Financial:

Adequate funding Human: In-house

Staff, Corporate Services Division Corporate sponsors

37

OBJECTIVE 5: Establish systems to measure and manage organisational performance in the Personnel Department

Sub Objective


-

Organisation performance measures adopted Report on Department’s performance completed

30/09/02 1st report by 31/12/02

Conduct research into relevant systems Develop and implement performance measures Monitor Department’s performance Develop report

Strategic Plan Monitoring Team

Financial: $15,000.00 to procure materials Human: Strategic Plan Monitoring Team

OBJECTIVE 6:

Review/establish systems for the improvement of organisational communication within the Personnel Department

and between the Personnel Department and its stakeholders

Sub Objective


Resources Required

Improve communications with core business divisions of the Personnel Department, and with stakeholders

Corporate Communications Plan designed Personnel Department’s LAN installed and configured Personnel Department’s website in operation Personnel Department’s information available on-line

30/09/01 31/03/02 30/09/02 31/12/02

Develop and implement a Corporate Communications Plan Design and develop the Personnel Department’s website Conduct client satisfaction survey Monitor the implementation of the Freedom of Information Act 1999

Communications Specialist Information Technology Specialist in collaboration with the NISC

Financial

Adequate funding forthe purchase of computer hardware and software

Human: Trained

in-house staff

38

Qualified staff recruited Existing staff trained Databases commissioned

28/02/02 30/04/02 31/03/03

Acquire new staff Convert Department’s library into an Information/Documentation Centre Train staff in the use of the systems

Material

Computer equipmentand appropriate software

OBJECTIVE 7:

Develop and implement systems to improve the efficiency of work processes within the Personnel Department

Sub Objective


Resources Required

Intended Impact/Outcome

Redesign work processes in all core functional areas of the Personnel Department

Process Improvement Team established Process improvement schedule developed Selected work processes in the Personnel Department reviewed and redesigned, as scheduled Selected work processes implemented

30/09/01 31/03/02 30/09/02 31/12/02

Develop Terms of Reference Appoint team members Undertake preliminary review of work processes Prioritise processes for improvement Institute process redesign activities Validate new processes Conduct training in the use of new processes

Management Team Process Improvement Team

Financial

$10,000.00 to procure materials Human

In-house staff trained in process re-design and database design and management

Increased production efficiency in the Personnel Department Improvements in service delivery Cost effective methods for resource utilisation

39

APPENDIX IV STRATEGIC PLAN OF THE PERSONNEL DEPARTMENT

(OFFICE OF THE CHIEF PERSONNEL OFFICER)

STEPS IN THE PROCESS 1. Communicate, to internal stakeholders, the Department’s intention to

embark on strategic planning activity; provide information on purpose and expected outcomes

2. Conduct strategic planning workshops to:

a. discuss the proposed direction of the Personnel Department b. conduct an environmental scan of the organisation c. draft statements of Mission, Vision and Core Values d. engage in a preliminary conceptualisation of Strategic

Objectives 3. Research theoretical and other information 4. Conduct iterative meetings/discussions to:

a. disseminate the findings of individual workshops b. amend information/documentation c. examine and refine elements of the Strategic Model

5. Identify and designate the individuals within the Department who would

create the Strategic Plan document 6. Draft the preliminary Strategic Plan document 7. Present a draft document to internal stakeholders for repeated

examination and refinement 8. Conduct a Seminar and make a PowerPoint presentation, to internal

stakeholders, of the final elements of the Strategic Plan (purpose; statements of Mission, Vision, Core Values; strategic objectives, etc.)

9. Revise/refine information 10. Agree the composition of monitoring teams 11. Prepare the final Strategic Plan document 12. Launch Strategic Plan 13. Embark on post-Launch activities:

a. Confirm and share information on SPMT and PIT membership b. Produce Divisional/Unit operational plans c. Monitor, evaluate and report on implementation activities and

the achievement of targets d. Recommend adjustments to targets/timeframes

Documents

Case Report: The Application of Strategic Planning in the ...unpan1.un.org/intradoc/groups/public/documents/caricad/unpan014397… · STRATEGIC PLANNING IN PUBLIC SERVICES ... CASE