Source document: https://docs-lawep.s3.us-east-2.amazonaws.com/1696586377470.pdf (Vanuatu)
OPSC presentation: Revised Public Service planning guidelines Designing ‘fit for purpose’ structures Functional analysis DoT case study D E PAR T M E N T O F T O U R I S M S TAF F M E E T I N G E M U A , J AN U ARY 2 0 2 1 Revised planning guidelines for ministries and departments ▪ ▪ PSC has issued revised guidance for Corporate Plans (now 4 years) and annual Business Plans Business Plans must show outputs and activities that directly link to outcome objectives in ministry Corporate Plans ▪ Outputs and activities must also be directly linked to the Budget Narratives for the budgets that have been allocated for personnel and operations ▪ Business Plans must include a ‘cashflow forecast’ showing how the budget will be spent each month, so carful planning for the year is very important Logical planning model Planning and Implementation logic model Department Business Plan Ministry Corporate Plan < INPUTS > INTERVENTION < VALUE /RESULTS > for change Planning The FUNDING to pay for the RESOURCES The RESOURCES required by departments to undertake the ACTIVITIES The ACTIVITIES to be undertaken by departments to deliver the OUTPUTS The SERVICES or PRODUCTS delivered by departments to produce the desired OUTCOMES The results the ministry wants its departments to produce, to achieve its IMPACT objectives The national level impacts the ministry wants its outcomes to contribute to Implementation < MONITORING > < EVALUATION > Business Plan Table From now on, annual review of structures ❖ Ministries and departments must
 review structures every year as part of the planning process asking the question, “Does the structure need to change to help us deliver what we have promised?” ❖ New policies, legislation or services will require structure changes ❖ DoT’s current staffing structure was approved in 2011, so now outdated ❖ Since then the VSTP has become the driver for what DoT does ❖ Time to review the structure to see if it is ‘fit for purpose’ New approach to the design of structures ❖ Structures must be DESIGNED to be ‘fit for purpose’ ❖ There are now ‘fit for purpose’ structure criteria ❖ First step is to be very clear what the purpose of the department is (it functions) ❖ When functions have been identified, these questions can be answered: ❖ What outputs must be delivered by us under this function?
❖ What kind of work is this?

❖ What kind of knowledge and skill is needed to do this work?

❖ Will the work be short term or will we be doing it for a long time?

❖ Who will we need to engage with and work with, to get this work done well?

❖ Who should do the work?


Staff, TAs, volunteers, interns, contractors Fit for purpose structure Summary of criteria Overall structure Positions Capacity Cost Aligned with functional model, logical, balanced, supporting decentralisation, teamwork, collaboration, digital communication and delivery channels, and career pathways Aligned with functional model, clearly described areas of responsibility and performance expectations, with knowledge and skill requirements.
Is not designed to accommodation specific people Is affordable within the available budget.

Is proportionate when compared to the remuneration budgets of other agencies.

Provides value for money considering the value of outputs and outcomes.

Reflects the sources, type and volume of demand, but does not accommodate ‘failure demand’.

Does not assume some work will be done by TAs, volunteers, or interns outside of the structure.
Is proportionate when compared to the establishments of other agencies Functional analysis process What is the department’s purpose?

Sort everything the department is responsible for into core function categories: ▪ Governance ▪ ▪ ▪ ▪ ▪ Policy development and implementation Regulation Service delivery Other eg commercial (Internal administration) Identify the functions and map them against budget programs/activities.
Consider stakeholders – expectations and demands Analyse the outputs the Department is planning to deliver Look for patterns Functional model SUSTAINABLE TOURISM POLICY IMPLEMENTATION Destination Development Private Sector Partnership SUSTAINABLE TOURISM POLICY MANAGEMENT TOURISM INDUSTRY REGULATION Development of agritourism, food, handicrafts and other Vanuatu-made products ADMINISTRATION Destination Development Key Stakeholders: Government, tourism industry, public Working closely with other agencies to move the country towards achieving the GSTC Destination Criteria: ▪ ▪ Support Provincial Governments with the implementation of Provincial Tourism Plans Sustainable Tourism Infrastructure program ▪ Responsible Visitor to Vanuatu program ▪ Destination risk reduction, crisis management and emergency response ▪ Cultural verification program ▪ Conservation guide program ▪ Community support program ▪ ▪ Ecotourism Development Fund Sustainable waste management plan Note: Could outsource some projects in this functional area Private Sector Partnership Key Stakeholders: Tourism business owners, tourism workers Working with the private sector to move the industry towards the GSTC Industry criteria for sustainable tourism: ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ Private sector engagement New niche products/packages to attract new markets Support for Provincial Governments with the implementation of Sustainable Tourism Plans Support for ni-Vanuatu emerging entrepreneurs Support for tourism businesses outside of the main centres Support for
 cultural, sports, adventure and tour businesses Tourism Industry Human Resource Development Strategy Tourism Industry Support Program including finance mechanisms Advice on achieving GSTC sustainable tourism standards Development of agritourism, food, handicrafts and other local- made products Key Stakeholders: Agriculture, food, handicraft, and other businesses DoI and DoA Working closely with businesses, Department of Industry and Department of Agriculture: ▪ Market research, feasibility studies ▪ Product
 development ▪ Opening up market opportunities ▪ Improving value and supply chains ▪ Developing financial mechanisms to support business development ▪ Education and training Note: Could outsource some projects in this functional area Sustainable tourism policy management Key stakeholders: Government, tourism industry ▪ ▪ Planning and reporting Research, data collection, analysis ▪ Monitoring and evaluation ▪ ▪ ▪ ▪ ▪ ▪ Risk management Advice and information to the Minister, Parliament and government agencies International and regional networking GSTC liaison and collaboration Events Communication with the public Tourism Industry Regulation Key stakeholders: Government, tourism businesses Applying and enforcing industry regulations - VTOMS ▪ Industry engagement ▪ Compliance auditing ▪ Compliance education ▪ ▪ Issuing Tourism Permits Investigating possible non-compliance and complaints ▪ Enforcement ▪ Collecting and analysing data ▪ Evaluating the impact of regulation ▪ Reporting Administration Key stakeholders: DoT managers Finance Contracts Administration IT support Cleaning Driving Moving from the functional model to a staffing structure for DoT Analysis of: ▪ Outputs in the Business Plan, in relation to the functional model ▪ Level of activity demand (workload) ▪ Knowledge and skills requirements ▪ Ways to manage the work and people ▪ Logistics ▪ Cost ▪ Value for money ▪ Current positions and staff ▪ Transition timetable DoT staffing structure proposal Will be
 ready by mid February Will be discussed with staff Will follow the procedure in Chapter 2 of the PSSM Will by put to PSC for approval Will be the subject of a DoT submission for supplementary budget Will be implemented in stages over the year, or longer Organisational redesign UNDERSTAND THE ORGANISATION FOCUS ON PURPOSE AND OBJECTIVES MOVE QUICKLY BUT CAREFULLY TO MAKE CHANGES