Remuneration in general are much lower compared to employees in remote locations in NZ Adjust the public service remuneration to be comparable to the NZ base wage at remote locations For the non-National on employment contract increase their remuneration by at least 40% (salary only), TPS will also need to provide appropriate accommodation 24 hour week, the FTE salaries will be pro rata What will be the implications for poor Service Delivery Weak implementation capacity Investing in technology especially ICT and telecommunication so that some services can be delivered remotely. Within Whole of Government for expansion of ICT functionality Tokelauans should take ownership of their own services – this should be reflected in the recruitment and retention strategy as well as succession planning. Partnership with NGOs and church to provide services Twinning arrangement with service providers especially in capacity building – economies of Identifying and seizing windows of opportunity Using existing systems and strengthening those systems so that they can deliver, even if not completely effective positions that will be outsourced, redundancy will need to be settled or contract allowed to expire trusted, reliable and influential development partners or investors who believe in servicing people first and time consuming 1.3 (ii), (iii), (iv), (vii), (viii), (ix), (x), (xi), (xii) standard, quality and timeliness of services of constant assessment, monitoring and evaluation Put in all the required best practice policies and frameworks and train the public servants. Clear logic Map for TPS to reflect how inputs relate to outcomes and Quality of Life impacts. mechanisms in for performance assessment because of competing commitment from Taupulega motivation Infrastructural Reform Innovative practices new ways of delivering services practices ditto Conduct and behaviour – ethics and professionalism Code of conduct – clear consequences for breach workshop and coaching of Weak performance management system and conduct of appraisal and monitoring Refreshed HR Manual More awareness, coaching and mentoring of Directors, Managers and Supervisors by qualified facilitators PSC needs to take lead in this activity resource person No set targets and achievements with clear timelines Have in a robust M&E framework to evaluate service delivery and provide feedback to the Taskforce and Council (Aligned with logic Map) Performance Management System aligns performance targets of ministry/department to those of its Directors to train a critical mass of senior Public Servants in new systems 1.3 (vii), (ii), (iv), (ix)
Section 6. Risks and Risk Management Key: L = Likelihood (5= Almost Certain, 4-Likely, 3=Possible, 2=Unlikely, 1=Rare) C = Consequence (5= Severe, 4=Major, 3=Moderate, 2=Minor, 1=Negligible) R = Risk Level (H=High, M=Medium, L=Low) Priority Ranking Risk Event Impact on Change Plan L C R Risk Treatment/Management Accountability Timing Leadership and Governance 1 No ownership of the Change Plan by Leaders, both Tokelau and New Zealand Status quo remains and the Change Plan will not be implemented 4 4 H Leaders need to take ownership of this Plan through continuous dialogue and agreement to change components of the Plan as they see fit Leaders of Tokelau and New Zealand February 2015 2 by some General Fono members to decide on the proposed merging of the General Fono and the Council Delay in the rationalisation of institution and governance to establish an Executive Government. Weakens the accountability and timely decision making affecting the responsiveness of the Public Service 5 4 H Highlighting the of improved governance and accountability requires further discussion and consultation between the Council and General Fono to be mediated by the Administrator or by someone who is independent and has a clear understanding of how democratic government works General Fono and Council members Early 2015 3 Unwillingness to let go of old practices and the need to understand that for culture to be sustainable it must accept changes-“culture is dynamic not static” The Change Plan will not achieve expected deliverables and outcomes such as quality of life, citizens and value for money under prevailing decision making regime 5 5 H More discussion and clarifications of certain aspects of modern governance and an appreciation the Change Plan is responding to the needs of the people of Tokelau Council and General Fono and New Zealand Early 2015
structure – and impact of potential misfit for money will not be achieved is constant and future adjustments can be made during implementation Tokelau Executive Government 5 Resourcing levels will be insufficient to implement Change Plan Objectives and recommendations in the CMP will not be achieved on time and has implication for activities planned for subsequent years 4 4 H Need to secure agreement by all players and that budget allocation is prioritised according to needs Ulu, Ministers and MFAT Early 2015 for 2015/2016 FY Implementation 1 Activating alternative delivery modalities may well be more effective but costly Less financial resource to secure other competing priorities of the CMP Efficiency does not always equate with quality Alternative service modalities may take a long time to secure thereby delaying implementation of certain functions and impacting on CMP 5 4 H Thorough assessment of functions to be outsourced, do cost benefit analysis and tender widely to ensure more providers can bid Alternatively have a partnership arrangement where Tokelau has a share in the provision of service Tokelau Senior Public Servants, Ulu and Minister with assistance from MFAT Constant and on 2 Development of necessary Legislation to govern a 21st Century Public Service hinders implementation of the Change Plan Delays in drafting process so legislative framework to progress implementation is not in time Executive Government and Tokelau Political Leaders delaying sanctioning of No capacity available on island to draft legislation Lack of understanding regarding the necessity of 4 4 H Get a qualified Drafter to prepare legislation with guidance from Tony Angelo and Tokelau Senior Public Servants Make the Political Leaders and Senior Public Servants understand the crucial need to have prepared to legitimise the new structure and operations of the Public Service Central Agencies need to make TPS employees aware of any new legislation, Regulations and policies Tony Angelo and Tokelau Senior Public Servants Early 2015 and
depart and rotation of Ulu agendas and interpretation and ideas that a critical mass is and knowledgeable about the CMP 3 Shift in the Government of New Zealand aid policy and relationship with Tokelau Limited funding to support CMP activities Imposition of different direction on Tokelau CMP is shelved 3 3 M Tokelau to use its resources and assets to finance programme activities Tokelau Government On going 4 Absence of commitment to consult and communicate widely in the and within the TPS There will be very little support of the CMP and people speculate and play guessing game 3 3 M Steering Committee must ensure there is a communication strategy and that people who are qualified to do this are employed Steering Committee, Ministry of Planning constant
Accountability - the people of Tokelau through the Executive Government and Portfolio Ministers Accountable to the Delivery and Results Taskforce on the employment issues and challenges and compliance of the TPS Departments to HR policy Framework Clerk for Commissioner’s office full time ICT personnel depends on the ICT/Telecom arrangement, so this position could be part of the outsourcing $14,400 Rental/relocation/travel and market allowance 2.2 Ministry of Planning Responsible for the development, formulation & dissemination of national policies including growth policies, development of National/Sector plans and corresponding and monitoring of all national projects including report preparation to Council through Director Opportunity – All sectors to develop that are coordinated and monitored by this unit and ensure alignment with National Strategic objectives. This will require support and collaboration with finance dept in terms of budgets and cashflow projections etc. Plans/bids could also include workforce development planning. Will support and oversee the development of sector planning, recording and reporting activities. Develop appropriate templates, training etc. Responsible for foreign affairs and all matters pertaining to Tokelau’s interface with Regional, New Zealand and other potential donors Responsible for Statistics, BDM and Communication Provide Secretariat services to the Council Accountability - the people of Tokelau through the Ulu and Minister of Planning and Executive Services Accountable to the Delivery and Results Taskforce on planning and achievements of Line Departments, GDP and inflation, issues and challenges, growth and compliance, future opportunities Director of Economic Planning and Secretariat to Council 2 Assistant Directors – Statistician, Planning and Monitoring Analyst Secretariat to Executive Government Economic Planning for 2 other nukus 1 Communication Officer Executive Assistant to Director Supporting Officers – BDM Records $70,000 $93,312 (2 x $46,656) $46,656 $79,488 (2 x $39,744) $35,328 $27,520 $33,024 $12,480 Rental/relocation/travel and market allowance 2.3 Ministry of Finance Responsible for financial management and accounts and the development of fiscal policies including managing policies for procurement, tender process and Responsible for the development and monitoring of budget and revenue generating policies Director of Finance, Accounts and Procurement Financial Accountant Budget Manager Procurement/Asset Manager $70,000 $46,656 $46,656 $46,656
Referral hospital providing specialist services in audiology, gynaecology/obstetrician Dentist Nurse Manager Senior nurses Registered Nurses x 2x3 Midwife (including maternal and prenatal/postnatal care and support) Nurse Aide x 3 @$10,400 Public Health Officer Nutritionist Imaging technician Visiting Specialists $46,656 $35,000 $58,880 (2 x $29,440) $165,120 (6 x $27,520) $82,560 (3 x $27,520) $31,200 (3 x $10,400) $29,440 $29,440 $35,000 $180,000 2b.3 Law and Justice - Responsible for the preparation of all law, regulations and Policies especially of the Central Agencies. Assist the Law Commissioners as well as Police Officers in the conduct of their responsibilities Responsible for the enactment of legislation and, sanctioning of regulations and policies. Solicitor General contracted on part time basis from NZ or any other Pacific island country Judges contracted from overseas and engaged only when needed – quarterly basis Senior police officers – constables 3 Police officers ( 2 per village) 2 x 3 1 Legal Advisor Legal Drafter Administration Officer Receptionist/Clerk 3 Law Commissioners $65,000 $50,000 $88,320 (3 x $29,440) $126,000 (6 x $21,000) $55,000 $32,800 $24,000 $12,400 $45,300 (3 x $15,100) allowance 2b.4 Nuku and Social Development Responsible for all activities relating to the development of the community, economic activities, women, youth, children, sport and culture. Responsible for the management of environment, agriculture and inshore fisheries and other natural resources including disaster management. Accessibility, responsiveness, and clear expectations of this department is critical. Potential that this could create an expectation that this department will ‘do’ everything for the Nuku’s. This is a development, capacity building, information Director of Community and Social Development Administration Assistant Social / Culture Officer Environment Officer Disaster Management Officer $55,000 $24,000 $33,024 $33,024 $33,024
3.3 Energy/Watsan General Manager Energy/WatSan 2 Staff $55,000 $80,000 (2 x $40,000) 3.4 General Manager Bulk/Co-operatives Bulk Managers 3 Bulk Store Assistants 3 Co –Op Store Managers 3 Co-Op Assistants 3 $55,000 $60,000 (3 x $20,000) $36,000 (3 x $12,000) $60,000 (3 x $20,000) $36,000 (3 x $12,000) 3.5 Apia Assets Responsible for ensuring that Council decisions on the Tokelau assets in Apia are properly maintained and secured for the future of Tokelauans is no additional position required here as the Tokelau Office in Apia will be responsible for whatever decision the Council will make regarding the assets in Apia 3.6 Development Banks Under Finance 3.7 Public Utilities/Asset Management General Manager Technical Advisers 2 Support Staff $55,000 $90,000 (2 x $45,000) $15,000 3.8 Tourism Under TALO Delivery and Results Taskforce (DRT) The purpose of this Agency is to co-ordinate and discuss political challenges to delivery of services in confidence. For instance the in making fundamental decisions because of the indecisiveness of the Council and/or the Taupulega impact on the work of the Central Agencies, and the DRT should have the mandate to intervene to urge these entities to decide. Its primary responsibility is to determine and map out the key indicators of central agency improvements and of a very small set of service delivery indicators. In addition, it should provide oversight regarding the performance of Line Departments and the Board of Public Utilities. The Taskforce will be chaired by an MP with no portfolio and others included the Commissioner, Director of Finance, and the Chief Advisor/ Secretariat (Policy and Planning), Chairman of the Board and 3 representatives of the nukus, not in the Taupulega. Secretariat to the Delivery and Results Taskforce will be the Planning and Monitoring Unit under the Executive Services Chairman - MP Commissioner Director of Finance Director of Policy and Planning Director of Education Director of Health MFAT Rep Remuneration (assume 12 meeting per year) Chairman $150 sitting allowance per meeting $1,800 Ex officials $100 sitting allowance per meeting $7,200
Appendix 3. Tokelau Public Service Management Framework – Map Inputs Processes Outputs Immediate Outcomes 1-2 years Intermediate Outcomes 3-5 years Impact 5years - Resources Service Delivery Services: services need to identify measureable and quantifiable output units that reflect outcomes and ultimately Quality of Life impacts Specify Quality of Life outcomes as identified in the Strategic Objectives stated in the TNSP Financial NZ, Donors, Other revenue Direct OR Outsourced Planning Ministry Good Governance Governing Bodies Policy & Planning PSC Legislation and Policies and Procedures Monitoring and Evaluation, Ongoing feedback and engagement Ministry of Finance Infrastructure Adequate , reliable & efficient Staff & Volunteers Quality focus and Continuous Improvement Community & Social Development Dept Infrastructure Assets, Buildings, Equipment, IT HR Development and alignment Education Human Development Health, Education and social well being Intellectual Property Communications – Internal & External Health People of Tokelau Information and Knowledge Management Law & Justice Sustainability Economic, environmental, cultural and spiritual Risk Management Tokelau Apia office Balancing Traditional and modern Individual Public Assets and Utilities (And the Board) Taupulega Services