IMPLEMENTATION IN THE PUBLIC

1
IMPLEMENTATION IN THE PUBLIC
SERVICE

• Case Study of the Division of Aging, Ministry of
  Social Development, Trinidad and Tobago
  
• Carl L. Carillo

IPMA - HR 2008
2
PURPOSE OF STUDY

• To analyse the approach used in the
  successful implementation of work plans that led
  to the achievement of the Divisions objectives.

IPMA - HR 2008
3
METHODOLOGY(Qualitative)

• One-on-one interview with the Director of the
  Division of Aging
  
• Perusal of the Divisions internal reports
• Observation of newspaper advertisements,
  reports, television and radio interviews of the
  Director
  
• Informal contact with some of the impacted
  elderly.

IMPA - HR 2008
4
DIVISION OF AGINGBackground

• Unit of Ministry of Social Development
• MoSD acts as Social Sector Secretariat
• DoA focuses on all issues that affect elderly
• Agenda driven by UNs blueprint for developing
  countries United Nations Madrid International
  Plan of Action of Aging (UNMIPAA)
  
• Govt reports every 7 months to UN on progress

IPMA - HR 2008
5
STAFF AND STRUCTURE

• Director
• Office Operations Manager
• Research Officer
• Research Assistant
• Project Programme Officer
• Office Assistants
• Driver / Messenger
• Cleaner
• Informal, flattened structure (of 10) in spite of
  designations
  

IPMA - HR 2008
6
ACHIEVEMENTS

• National Policy on Aging and Action Plan approved
  by Cabinet and published
  
• Legislation on Homes for the Older Persons Bill
  passed and awaiting proclamation by President
  
• 5 Senior Activity Centres opened countrywide
• Older Persons Information Centre (OPIC)
  established
  

IMPA - HR 2008
7
ACHIEVEMENTS (Contd)

• Proposal for a Continuum of Health and Social
  Support Services for Older Persons approved by
  Cabinet
  
• Twelve (12) Public Open Fora on Aging issues and
  ideas held throughout Trinidad and Tobago
  
• 238 invitation addresses, interviews and lectures
  to various organizations
  
• Numerous cultural programmes that target elderly
  participation

IPMA - HR 2008
8
MOST NOTABLE ACHIEVEMENT

• Prime Ministers Innovating for Service
  Excellence Award
  
• Making a Difference to People Social
  Inclusion category for 2006.

IPMA - HR 2008
9
IPMA - HR 2008
10
SOME THOUGHTS ON IMPLEMENTATION

• Organizational performance often depends more on
  how skilled managers are at turning knowledge
  into action than on knowing the right thing to
  do.
• Pfeffer and Sutton (2002) The Knowing-Doing Gap

IPMA - HR 2008
11
THOUGHTS (contd)

• Public bureaucracies are excessively formal and
  overly reliant on written communication. Red
  tape is due both to the need for accountability
  and to well-engrained habit.
• Cohen and Eimicke (2002), The Effective Public
  Manager

IPMA - HR 2008
12
THOUGHTS (contd)

• Warren Benniss four leadership competencies
• Management of attention focus on commitment
• Management of meaning communicate vision
• Management of trust no hidden agendas
• Management of self knowing ones skills and
  using them effectively.

IPMA - HR 2008
13
ANALYSIS FRAMEWORK I
Myung Jae Moons(1999)
Red tape removal
Customer satisfaction
Product-based
Process-based
Managerial Entrepreneurship
Organizational Performance
Behaviour-based
Risk-taking
IPMA - HR 2008
14
ANALYSIS FRAMEWORK I(Contd)
Myung Jae Moons (1999) Organizational characteri
stics and Managerial Entrepreneurship
Mission,Ethic,Trust
Publicness, Legal
Culture
Environment
Managerial Entrepreneurship
Organizational Performance
Structure
Hierarchy, Formalization, Centralization
Specialization
IPMA - HR 2008
15
EQUATION OF HYPOTHESES

• ME f(Organizational structure, organizational
  culture, environment, size) with size as a
  control factor.

IPMA - HR 2008
16
ANALYSIS FRAMEWORK II
PROSCIs Best Practices in Change Management
(2007) Greatest contributor to project success,
consistently identified as Active and Visibl
e Sponsorship / Leadership
IPMA - HR 2008
17
ANALYSIS FRAMEWORK II(Contd)

• Roles Identified for Sponsor / Leader
• Participate actively and visibly throughout
• Build coalition of sponsorship with peers and
  managers
  
• Communicate effectively with employees

IPMA - HR 2008
18
ANALYSIS FRAMEWORK II(Contd)
Sponsor / Leader Activities Sharing vision Provi
ding clear expectations Communicating frequently
with all stakeholders Removing barriers Tracking
progress of team Involved in critical decision-m
aking Attend / lead status meetings Building sup
port from other managers
IPMA - HR 2008
19
HOW DONE?
Home grown Mission Statement To educate and
sensitize key stakeholders and general public on
aging issues and to enhance the quality of life
of older persons throughout Trinidad and Tobago
by providing an enabling environment for their
continued development.
IPMA - HR 2008
20
HOW DONE? (Contd)
Home grown Core Values Communication Integrity
Training and Development Courtesy Dedication Le
adership
Success
IPMA - HR 2008
21
GROUND RULES

• Each item must be walked through the system (no
  out-tray , in-tray route)
  
• Make personal contacts with process stakeholders
  using face-to-face interaction and phone calls
  
• Each person is accountable for his/her area of
  work including the tracing of every document

IPMA - HR 2008
22
GROUND RULES (Contd)

• When following up document flow, always ask for
  persons by name and not position
  
• Weekly meetings with planning committee on
  specific programmes. By third meeting, action
  plan must be designed with duties and
  responsibilities planning committee then shifts
  to working committee.

IPMA - HR 2008
23
GROUND RULES (Contd)

• Open discussions on employee concerns.
• Postmortem to be held immediately after each
  event and must include hits and misses that
  would guide corrective action.
  
• Continuous use of client assessment forms and
  customer surveys to obtain feedback.

IPMA - HR 2008
24
CONCLUSION

• The Division of Aging embodies many elements of
  success contained both in the literature and
  research findings integrity of relationships,
  processes and outcomes.
• Its structural and cultural characteristics are
  in keeping with Myung Jae Moons model of
  managerial entrepreneurship.
  
• Its Leadership, Project Management and Change
  Management practices reflect the findings of
  PROSCIs Best Practices in Change Management.
  
• There are lessons for both the public and private
  sector.
  

IPMA - HR 2008
25
END QUOTE
The key to effective (public sector)
management is an active, aggressive and
innovative effort to overcome constraints and
obstacles In a large measure, effective public
management is simply the product of a positive
can-do attitude. Steve Cohen and William Ei
micke (2002) The Effective Public
ManagerAchieving success in a changing
Government.The Public Manager, Vol.34, 2005
Jossey Bass
IPMA - HR 2008