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Ministry of Finance and the Public Service Fiscal Policy Paper 2017 81 | P a g e

Appendix IV

Strategic Human Resource Management

Public Sector Reform

Establishment of the Strategic Human Resource Management Division (SHRMD)

The development, including staffing, of the SHRMD remains a work-in-progress. Staffing at the senior management level of the new structure continued during FY 2016/17, with recruitment for some positions currently underway.

Public Sector Efficiency Programme (PSEP)

During FY 2016/17 work commenced on the development of a Capacity Enhancement Strategy and Plan for the SHRMD and HRM Units across Ministries, Departments and Agencies (MDAs), in keeping with the MOU signed by the MoFPS, Office of the Cabinet and Management Institute for National Development. This development is also in line with the PSEP which is being financed through an Inter-American Development Bank (IDB) loan.

Implementation of the PSEP began with the engagement of HR professionals in the SHRMD and MDAs to determine priority HR competencies at different levels. A comprehensive Learning Needs Analysis was also conducted to inform the Capacity Enhancement Strategy and Plan, through workshops, one-on-one interviews, focus groups, and surveys.

As part of the strategy to enhance capacity, 20 officers of the SHRMD and the wider MoFPS were trained in Leadership Essentials during January 2017.

Human Capital Management Enterprise System (HCMES)

The phased implementation of the integrated HR and payroll system continues with implementation for the Office of the Services Commissions (OSC) and eGov Jamaica Limited scheduled for February 2017. The more than 100 administrators trained on the new system are expected to train other persons in their respective MDAs.

Data migration from the old to the new system has commenced in 3 of 14 MDAs that have been selected for the first phase of system implementation. User Acceptance Testing (UAT) was conducted for 8 MDAs to verify that the systems reflect the actual HR and payroll processes and requirements.

The public sector transformation team is conducting Change Management and Communication assessments in the 14 MDAs. As part of this exercise, change and communication work streams are being established to support implementation of the system for each MDA based on its needs.

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TERMS OF REFERENCE FUNCTIONAL PROFILE AND JOB DESCRIPTION DEVELOPMENT CONSULTANT

Transformation Programme MOFPS Page 3

 Develop a comprehensive three-year implementation plan for the MOFPS Transformation Programme with assigned responsibilities, cost, timelines and milestones;

 Conduct a business process reengineering exercise to eliminate red tape, merge duplicating functions and eliminate redundant and unnecessary ones;

 Definition of functional profiles and job descriptions for the new structure;

 Implementation of HR transition strategy and plan to move MOFPS staff from the old structure to the new one;

 Adoption of new MOFPS organisation structure (i.e., organisational chart, staffing levels, operating procedures);

 Prepare procedures manuals to support new/improved business processes;

 Conduct space audit to inform the reallocation of staff work space based upon new organisation structure;

 Establish ICT Governance Framework to enhance systems management; and

 Develop Performance Management and Accountability Framework, including the development of Service Level Agreements with clients.

Component 2 - MOFPS Competencies and Capacities This component provides a competency framework along with a robust capacity building programme to address skill and competency gaps. Activities include:

 Design and implement a competency framework for the Ministry;

 Carry out a comprehensive training needs assessment, followed by a training plan based on the needs assessment findings; and,

 Conduct training impact evaluations.

Component 3 - Change Management and Communication This component supports the transformation of the Ministrys organisational culture. It should also lead to an improved understanding of the needs and behaviour of employees transitioning within macro-level organisational change and to promote transformation programme activities across the MOFPS. This will be executed in collaboration with an external change management consulting firm. Main activities include:

 Design and implement a change management and communication plan to mitigate re-organisation related risks;

 Apply behavioural insights to external business processes;

 Apply behavioural insights to internal business processes as part of the Transformation Programme, focusing on improving staff engagement, productivity and change management;

 Enhance capacity of MOFPS staff to respond positively to change;

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TERMS OF REFERENCE BUSINESS ANALYSIS CONSULTANT

Transformation Programme MOFPS Page 3

 Develop a comprehensive three-year implementation plan for the MOFPS Transformation Programme with assigned responsibilities, cost, timelines and milestones;

 Conduct a business process reengineering exercise to eliminate red tape, merge duplicating functions and eliminate redundant and unnecessary ones;

 Definition of functional profiles and job descriptions for the new structure;

 Implementation of HR transition strategy and plan to move MOFPS staff from the old structure to the new one;

 Adoption of new MOFPS organisation structure (i.e., organisational chart, staffing levels, operating procedures);

 Prepare procedures manuals to support new/improved business processes;

 Conduct space audit to inform the reallocation of staff work space based upon new organisation structure;

 Establish ICT Governance Framework to enhance systems management; and

 Develop Performance Management and Accountability Framework, including the development of Service Level Agreements with clients.

Component 2 - MOFPS Competencies and Capacities This component provides a competency framework along with a robust capacity building programme to address skill and competency gaps. Activities include:

 Design and implement a competency framework for the Ministry;

 Carry out a comprehensive training needs assessment, followed by a training plan based on the needs assessment findings; and,

 Conduct training impact evaluations.

Component 3 - Change Management and Communication This component supports the transformation of the Ministrys organisational culture. It should also lead to an improved understanding of the needs and behaviour of employees transitioning within macro-level organisational change and to promote transformation programme activities across the MOFPS. This will be executed in collaboration with an external change management consulting firm. Main activities include:

 Design and implement a change management and communication plan to mitigate re-organisation related risks;

 Apply behavioural insights to external business processes;

 Apply behavioural insights to internal business processes as part of the Transformation Programme, focusing on improving staff engagement, productivity and change management;

 Enhance capacity of MOFPS staff to respond positively to change;

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With the pending changes to the COJ’s business processes it is mission critical that the use of

ICT be optimized to improve performance efficiency, service consistency and reliability, and

importantly, that this be sustained.

3.0. SERVICES REQUIRED:

The SPSTP, in collaboration with the COJ, is inviting proposals from qualified firms to offer

services for a functional/organization review and restructuring of the COJ, and a radical

redesign and modernization of all business processes, with the purpose of raising the business

efficiency and effectiveness at all levels across the Agency. The ultimate objective is to

improve the ease of doing business in Jamaica by creating an enabling environment for local

and international investors to fuel economic growth in keeping with the priority objective of

the GOJ. This would also contribute to Jamaica receiving a better ranking on the Ease of

Doing Business Index. 3

4.0. OBJECTIVES OF THE ASSIGNMENT

The objective is for the firm to manage the implementation of the restructuring of the COJ in

order to respond to the needs of the revised business processes resulting from the review.

This is to be achieved through three Components, namely:

1. A review of the relevant legislations related to Executive Agencies 4 to ensure the COJ

remains compliant, as well as the Companies and Registration of Business Names

Acts for which the COJ has administrative responsibility.

2. Implementation of a Business Process Reengineering (BPR) Review for

major/mission critical processes/services including (i) documentation of the

major/mission critical business processes highlighting any gaps that may exist; (ii)

reengineer the business processes (“to be” process), and (iii) determine underlying

ICT upgrades/needs and (iv) manage the ICT implementation.

3. Implement a Change Management and Communication Programme to support the

implementation of the BPR activities.

Specific goals of the Change Management & Communication initiatives are to:

o Developing the theory of change specific to the COJ, working from the desired state

for greater levels of efficiency, through improved business processes and optimized

use of technology and designing change initiatives that will enable the desired state to

be achieved;

o Undertaking culture change reviews and guiding the definition of future business

culture that is aligned to the transformed COJ business processes;

o Ensuring the active involvement of COJ staff in the change process;

3 A high ease of doing business ranking means the regulatory environment is more conducive to the starting and operation of a local firm. 4 The Executive Agencies Act has been under review which the firm will be required to be aware of in undertaking

the assignment.

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o Support communication initiatives so as to inform the internal and external

stakeholders and the general public of the pending and emerging changes in doing

business with the COJ.

The firm shall have tactical responsibility for ensuring that:

 The TCOJP objectives are achieved within the projected timeframe and cost.

 The project team has the competencies and capacity and is effectively organised and

led so as to ensure that work is executed cooperatively, and in a spirit that is

consultative and respectful in interacting with the different stakeholders and groups.

 Expectations and involvement of the project’s stakeholders are effectively managed,

ensuring that stakeholders are aware, engaged and satisfied with the project.

 Issues and risks which may impact the success of the project are managed and

resolved.

5.0. SCOPE OF WORKS:

Specifically, the firm will be required to provide:

5.1.Project Management Services:

i. Lead and direct the implementation, ensuring that the stated goals and objectives of

the project are achieved within prescribed timeframes and funding arrangements;

ii. Develop the Project Charter with timelines; participate in ongoing project planning

activities to include project schedule development, resource allocation, issue

prioritization, risk planning and management/mitigation, business process redesign

and manpower planning, change management and communication planning;

iii. Identify and resolve obstacles/barriers to success and risks associated with the project;

iv. Prepare workplan and approach to the assignment;

v. Provide status reports to the Steering Committee on the implementation of project

activities within the timeframe agreed.

5.2.Provide BPR services:

i. Conduct an assessment of the major/mission critical processes and document the

current (as-is) process maps;

ii. Establish and document the critical “As is” processes at the COJ with the assistance of

various process owners and other relevant stakeholders.

iii. Analyse the current (as-is) processes, on the basis of the COJ’s mandate and strategic

context and determine gaps in terms of suitability, best practice, efficiency and

effectiveness, and other relevant factors, so as to inform improvement opportunities;

iv. Establish a baseline by quantifying the total sum of organisational cost incurred on the

current (as-is) business processes, and a quantified projection on the benefit to be

realized in the new (to-be) business processes;

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