TERMS OF REFERENCE

Position:Change Manager

Location:St Helena

Inputs: 18months

Background

The island of St Helena is an internally self-governing Overseas Territory of the United Kingdom located in the South Atlantic approximately 4,000 miles from the UK. The Government comprises a Governor (who is appointed by the Crown) an Executive Council, which has the general control and direction of Government, and a Legislative Council. The Governor retains responsibility for internal security, external affairs, defence, the public service, finance and shipping.

The island’s population is around 4,000 andit has a typical small island economy with a high import dependency, a narrow economic base, a large public sector (around 900 staff), and significant outward labour migration. Over half of its recurrent public expenditure and 90 percent of capital expenditure are funded by British budgetary aid as the UK has an obligation to ensure that the reasonable needs of the population are met. Economic development is constrained by St Helena’s extreme isolation, its small and declining population, and a lack of significant natural resources.

The overall vision of the St Helena Government (SHG) is

“Strengthened community and family life through vibrant economic growth, with opportunities for all to participate, within a framework of effective government and law.”

To support this vision there are three National Goals:

  • A vibrant economy providing opportunities for all to participate
  • Strong community and family life
  • Efficient and effective government and law

In November 2011 HMG agreed to fund an airport. A construction contracthas been signed, and operations are scheduled to begin before the end of 2015. The major construction activity leading up to this will significantly enhance St Helena’s economic prospects and have a dramatic impact on the island community, bringing a period of accelerated social and economic change. Achievement of the Goals and StrategicObjectives will require sound economic management and transformation of the public sector to make it a professional, modern, and flexible organisation able to initiate and respond to change.

SHG is implementing a Public Service Modernisation Programme (PSMP) that will enable the Public Service to improve its delivery of the government’s developmental objectives, addressing existing gaps and weaknesses, and taking into consideration affordability and sustainability issues. PSMP has been supported by a DFID funded project that has provided a resident Modernisation Adviser/Team Leader who has been supporting modernisation initiatives and managing inputs from specialist advisers as required. This support project will finish in November 2012.

Performance Management

An updated performance management system has been introduced as part of the modernisation agenda. This follows the classic form, with National Goals being translated by directorates in their strategic plans, and cascaded to sections and managers. Individual employees have their performance evaluated as part of a system of annual appraisals.

The setting of objectives and targets, and the design of Key Performance Indicators has been a particular challenge for the Public Service.

Policy Management

SHG’s Policy Management processes and procedures have been updated. Some progress has been made by Public Service managers and Elected Members with a new evidenced-based approach, but further work is required to build capacity and confidence.

Public Financial Management

In parallel with general management reforms the government of St Helena has implemented a programme of financial management reforms. The previous cash management system has been replaced by accruals accounting, which is now in its second year of operations.

For the past two years the government has attempted to improve its budgeting processes by creating better alignment between strategic plans and resource allocation throughthe adoption of the Medium Term Expenditure Framework (MTEF) approach. Some success has been achieved, but a lack of experience has been a limiting factor.

Requirement

The Government of St Helena is therefore seeking the services of a consultant with broad public service management experience to take over the Modernisation Support role. Planning and financial management skills and experience in the application of the MTEF approachare essential so that support can be provided to the planning and budgeting cycles through FY 2012/13 and FY 2013/14.

Tasks

The Change Manager is required to:

  1. Develop a roadmap for the progressive development of a MTEF based approach to budgeting.
  1. Clarify the roles and responsibilities for budget preparation and execution
  1. Make recommendations on improving the format of the present Budget Estimates, to improve transparency, increase budget coverage and changes, as required, to the present budget system.
  1. Become familiar with the Policy Management, Strategic Planning, Performance Management and MTEF approaches adopted by SHG, advise on their fitness for purpose and make recommendations for adjustments to improve the processes if required;
  2. Evaluate the relevant training and education requirements of SHG directors, managers, and Elected Members, design appropriate materials and events and deliver training and workshops;
  3. Based on 4 and 5 above, produce guidance materials for the operation of the Planning/MTEF approach;
  4. In conjunction with the Finance Directorate and the Strategic Policy & Planning Unit, support the application of the Policy Management, Strategic Planning, Performance Management and MTEF processes by working with directorates and other business units of SHG to ensure the correct application of the processes, in particular to improve the quality and relevance of objectives, targets and performance indicators, and their connection with budgets, and the quality of performance reporting;
  5. Through the execution of tasks 1 – 7 during FY 2012/13, advise on the steps necessary to further embed the adoption of MTEF throughout SHG, including additional guidance, training and education materials and events;
  6. Provide support to SHG’s wider modernisation agenda, including (but not limited to):
  • Government Communications
  • Records Management
  • Information & Communications Technology
  • Structure of Government

Outputs and deliverables

The Change Manager will deliver the following:

  • Road map setting out the stages towards MTEF based planning, budgeting, sequencing and timing, and the roles and responsibilities of both Elected Members and the Corporate Management Team;
  • New MTEF calendar, strategic planning and budget guidelines and formats for budget preparation;
  • Based on the review of the existing Policy Management, Strategic Planning, Performance Management and MTEF approaches, awritten evaluation with recommendations;
  • MTEF manual and associated training materials;
  • Detailed advice and recommendations for guidance, training and education materials and workshops for FY 2012/13;
  • Conduct workshop events designed to build capacity among SHG Corporate Management Team and Elected Members;
  • Workshop evaluation reports describing their effectiveness and making recommendations for the future;
  • Using the experience gained during FY 2012/13, design and produce updated guidance materials for FY 2013/14 and beyond;
  • An evaluation of the implementation of the application of the planning/MTEF approach during FY 2013/14.

Reporting

The Change Manager will report to the Director of Strategic Policy & Planningin Corporate Services and work closely with the Chief Secretary, Deputy Chief Secretary, Director ofFinance, the DFID Representativeand the PSMP Team Leader, and will have primary responsibility for the deliverables.

Adviser profile

The Change Managermust have a minimum of five years involvement in Public Service Management Reform, and will have demonstrated experience in the following areas:

  • Strategic Planning
  • Performance Management
  • Medium Term Expenditure Framework approach
  • Policy Management
  • Budgeting
  • Training development and delivery

In addition, the Change Managermust have excellent communication/interpersonal skills, and recognise the importance of teamwork in the delivery of public service management.

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