REVISED STRATEGIC PLAN - mops.gov.gy · page statement by minister, home affairs (optional) foreword by permanent secretary, ministry of home affairs (optional) abbreviations and

REVISED

STRATEGIC

\

2012-2017

STRATEGIC PLAN MINISTRY OF HOME AFFAIRS

This page is OPTIONAL

STATEMENT FROM THE MINISTER OF HOME AFFAIRS

Hon. Clement Rohee, M.P.

MINISTRY OF HOME AFFAIRS: STRATEGIC PLAN 2012 – 2017. Final Revision: November, 2012. Page 4

TABLE OF CONTENTS

PAGE STATEMENT BY MINISTER, HOME AFFAIRS (OPTIONAL) FOREWORD BY PERMANENT SECRETARY, MINISTRY OF HOME AFFAIRS (OPTIONAL) ABBREVIATIONS AND ACRONYMS 5 EXECUTIVE SUMMARY 6

1 INTRODUCTION 8 1.1 PURPOSE OF THE STRATEGIC PLAN 8 1.2. APPROACH TO THE DEVELOPMENT OF MOHA’S STRATEGIC PLAN 8 1.3. BACKGROUND: (A) ROLES AND RESPONSIBILITIES 8 1.4. (B) CORE AND SUPPORT FUNCTIONS 9 1.5. STRATEGIC PLANNING IN MOHA 11 1.6. RESPONDING TO CHALLENGES 11 1.7. ENABLING LEGISLATION………AND STRATEGIES 12 1.8. TECHNOLOGICAL ADVANCES 13 2. MOHA: STRATEGIC CONSIDERATIONS 13

2.1. FUTURE PRIORITY AREAS IDENTIFIED BY MOHA 14 2.2. STRATEGIC ANALYSIS 17

2.2.1. SWOT 19 2.2.2. KEY ISSUES 21

3. STRATEGIC CHANGE 21 3.1. VISION 22 3.2. COMMUNITY VISION 22 3.3. VALUES 22 3.4. MOHA’S REVISED MISSION 24 3.5. STRATEGIC GOALS 24 3.6. KEY SUCCESS FACTORS 25 3.7. THE STRATEGIC FRAMEWORK: GOALS, STRATEGIES, OBJECTIVES, PERFORMANCE INDICATORS 26 4. IMPLEMENTATION 30

4.1. A FIVE YEAR ACTION PLAN 31 4.2. FINANCIAL IMPLICATIONS 38 4.3. IMPLEMENTATION ARRANGEMENTS 38 4.4 LEADERSHIP – THE HUB OF SUCCESSFUL CHANGE 40 4.5. COMMUNICATING THE CHANGE 41 4.6. STAKEHOLDER ANALYSIS 42 4.7. MANAGING CULTURE 43 4.8. A MONITORING AND EVALUATION FRAMEWORK 44 4.9. IMPLEMENTING THE STRATEGIC PLAN AT MOHA: START-UP MATRIX 46 5. ANNEXES 47

5.1. ANNEX 1 TERMS OF REFERENCE –DEVELOPMENT OF A STRATEGIC PLAN FOR MOHA 48 5.2. ANNEX 2: STRATEGIC PLANNING GROUP – MOHA 50 5.3. Annex 3: IMPLEMENTING THE STRATEGIC PLAN 2012 -2017: PROPOSED STRUCTURAL

ARRANGEMENTS 51

Annex 4: MOHA STRATEGIC PLAN 2012 -2017: BUDGET 52 Annex 4a: MOHA STRATEGIC PLAN 2012- 2017: SUMMARY ANNUAL BUDGET 53


ABREVIATIONS AND ACRONYMS

CANU CARICOM CARIPASS CONSLE

CUSTOMS ANTI NARCOTICS UNIT CARIBBEAN COMMUNITY CARICOM TRAVEL PASS COUNCIL FOR NATIONAL SECURITY & LAW ENFORCEMENT

CSP CITIZEN SECURITY PROGRAM (GUYANA) EDMS ELECTRONIC DATA MANAGEMENT SYSTEM HIV/AIDS HUMAN IMMUNODEFICIENCY VIRUS/ ACQUIRED IMMUNE

DEFICIENCY SYNDROME HR HUMAN RELATIONS IDB INTER-AMERICAN DEVELOPMENT BANK IT INFORMATION TECHNOLOGY INCSR INTERNATIONAL NARCOTICS CONTROL STRATEGY REPORT M & E MONITORING AND EVALUATION MOHA MINISTRY OF HOME AFFAIRS NRSC OAS/CICAD

NATIONAL ROAD SAFETY COUNCIL INTER-AMERICAN DRUG ABUSE CONTROL COMMISSION

OD ORGANIZATIONAL DEVELOPMENT OP OFFICE OF THE PRESIDENT PESTLE POLITICAL, ECONOMIC, SOCIO-CULTURAL, TECHNOLOGICAL,

LEGAL, ENVIRONMENTAL PSC PUBLIC SERVICE COMMISSION PSM SEPAC

PUBLIC SERVICE MINISTRY SECURITY POLICY ADVISORY COMMITTEE

SP STRATEGIC PLANNING SWOT STRENGTHS, WEAKNESSES, OPPORTUNITIES, THREATS USA UNITED STATES OF AMERICA UNODC UNASUR

UNITED NATIONS OFFICE ON DRUGS AND CRIME UNION OF SOUTH AMERICAN NATIONS


EXECUTIVE SUMMARY

The Ministry of Home Affairs is responsible for the formulation and evaluation of national policy aimed at ensuring that the state offers a safe and secure environment for all people, thereby engendering a spirit of confidence in every individual that life and property is not threatened by either internal or external forces. Over the last decade, the face of crime has transitioned into a borderless phenomenon giving birth to transnational criminal alliances that have enabled increased drug trafficking; smuggling of illegal persons, contraband and weaponry, sexual exploitation of women and children and to a lesser extent cyber crime and terrorism.

Guyana has undertaken a series of initiatives aimed at reducing the security risk from the national and individual perspective, ranging from legislative reforms to cross border alliances at the bilateral and regional level. The Ministry has however recognized, that the rapidly changing environment with its growing complexities, demands a strategic response that repositions the Ministry, strengthening its capacities even as it extends the scope of its interventions to embrace innovative as well as best practices from outside of its borders. A consultancy was commissioned under the IDB funded Citizen Security Programme to develop a Strategic Plan for the Ministry.

The consultancy guided the Ministry through a generic strategic planning process commencing with an environmental scan exercise. As a result, the Ministry was able to identify, at the internal level, strengths and weaknesses and, from the external environment, opportunities and threats with which the Ministry was confronted. Arising from this strategic analysis, the strategic planning group identified a number of key issues for redress. These included inadequacy of MOHA’s Infrastructure; insufficient staff development; incomplete organizational structure; inadequate number of technical staff and skills; weak work processes ; unattractive and inappropriate HR policies; an underdeveloped performance management culture; high incidents of traffic fatalities; insufficient border control ; increasing levels of youth Involvement in crime; crime prevention and management methodologies that were in need of strengthening and insufficient inter-organizational collaboration. During sessions to set the new direction of the Ministry over the next five years, the strategic planning group revisited its mission, articulated a vision statement and formalized a number of values to guide its quest for promoting a safer Guyana. Seven strategic goals were identified to be the pillars that would underpin the strategic plan for the period 2012 to 2017. The goals are (1) realign and modernize MOHA’s organization structure for greater responsiveness; (2) establish the MOHA as a center of Excellence in the Public Service; (3) enhance the physical infrastructure of MOHA; (4) deepen inter-organizational linkages for greater security sector cohesiveness and impact; (5) increase border surveillance and management for greater citizen security; (6) ensure greater citizen security through effective performance of subvention agencies and (7) reduce road fatalities through enhanced traffic management surveillance. A strategic frame work provided a menu of objectives, initiatives and performance indicators that enabled the development of a detailed five year implementation plan. Initiatives for improvement encompass a comprehensive range of institutional strengthening interventions that target the organization, the individual employee as well as the culture of the organization. A key reform that is planned is the comprehensive review of MOHA’s structure aimed at rationalization and restructuring existing departments / units as well as enabling a closer examination of new units that are already


proposed and are on the table for implementation. The reforms also include the enhancement of core security focused functions as well as strengthening of the oversight responsibility of the Ministry. An important principle that underlines these reforms is a concern for people management as well as the end-users of MOHA. Consequently, interventions are planned to introduce an organizational development programme aimed at strengthening work relationships, consolidating the values articulated as well as a customer-care programme that will engender better client relationships. The Plan also contains an implementation strategy that proposes dedicated resources to support the management of MOHA in the implementation of these reforms as well as providing guidelines for managing stakeholders, communicating the change; managing the culture and monitoring and evaluating the strategic plan in this phase of execution. Finally, the cost of this strategic plan over the five year period is in the sum of US$5,797,000. It is strongly recommended that MOHA seeks funding from adopting a mufti-faceted approach to the mobilization of resources; one that includes alliances with its development partners at bilateral and multilateral levels as well as partnerships with the private sector, so as to reduce the financial burden on the Consolidated Fund. The immediate task is to enlist buy-in from the internal base as well as key external stakeholder groups, making any adjustments that may be indicated from this garnering of perspectives from a wider audience and then presenting the Strategic Plan to Cabinet for approval. The pace of implementation and the successful outcome of this Strategic Plan is dependent on the degree of commitment, perseverance and enthusiasm from the collective leadership of MOHA and the response of the rank and file to these changes. This plan presents the blueprint for transformational change, change that will bring tangible benefits to the sector as well as the citizenry at large.


1. INTRODUCTION

1.1. Purpose of Strategic Plan

This strategic plan will identify MOHA’s vision for the security sector. In so doing, it will provide the strategic direction for the five subvention agencies that fall under the overall supervision of the Minister of Home Affairs and for whom the task of updating their individual strategic plans is imminent. In the case where an agency has recently completed its development plan, it affords the opportunity for a review to ensure that there is consistency in its strategic objectives with the strategic priorities identified in the overarching document. This document will also be valuable to other institutions / partners in the criminal justice sector, since it highlights cross cutting initiatives which can only obtain maximum results if there is collaboration coordination across organizational boundaries

In summary, this document is therefore intended to present a blueprint for the Ministry of Home Affairs as it pursues the strategic direction that it has set itself for the next five years. In determining the vision for the Ministry, a ten year horizon has been agreed upon given the challenges that have to be confronted and overcome, in an environment that can be regarded as turbulent, at least, and at worst, hostile. The plan represents the first phase - five years - of implementation in the pursuit of the articulated vision

1.2. Approach to the Development of the MOHA’s Strategic Plan This strategic plan emerges from a participative approach which saw consultants facilitating the review, discussions and visioning undertaken by a cross section of staff drawn from several functional areas as well as different levels in the Ministry’s hierarchy. 1.3. Background: (a) Roles and Responsibilities The Ministry of Home Affairs was established in 1961 with responsibility for Internal Security and Immigration. Several changes over the years have not taken away from the core function of this organization, which is encapsulated in its mission - “the formulation of policies with respect to public order and safety and to evaluate the implementation of such policies while assisting in the protection and maintenance of the social fabric of Guyana”. The core responsibilities and configuration of the service-oriented agencies in the security sector have remained intact. The Ministry therefore continues to be accountable to the people of Guyana for ensuring public order and safety with the ultimate aim of protecting the citizenry. The mandate of the Ministry is discharged primarily through its various departments as well as its semi-autonomous agencies, namely the Guyana Police Force, the Guyana Prison Service, the Guyana Fire Service, the General Registrar’s Office; the Police Complaints Authority and CANU. At the core of the relationship between the Ministry and its agencies is the issue of good governance. The oversight that must be exercised, seeks to ensure that articulated functions are discharged efficiently and effectively and more important, are consistent with legislative intent. In keeping with this mandate, programs and agency performance are assessed in order to detect and prevent poor administration, waste, abuse, arbitrary behavior, or illegal and unconstitutional conduct in order to protect citizens’ liberties and constitutional rights.


Parliamentary Oversight Committee on the Security Sector and the MOHA

The Ministry of Home Affairs, in the discharge of its oversight responsibilities over specific agencies identified under the Disciplined Forces, is accountable to the Parliamentary Oversight Committee for ensuring that the implementation of recommendations relating to the Guyana Police Force, the Guyana Prison Service and the Guyana Fire Service.

(b) Core and support functions The Ministry supports the Minister in the discharge of all legislative oversight responsibilities in accordance with the broad areas legislatively mandated. This support is spearheaded by the Permanent Secretary in the capacity of the administrative head of the Ministry. Key elements of governance are reflected in:

• The ministerial oversight exercised by the Minister through systematic programmatic and policy related reviews conducted in formal meetings and periodic retreats with the management team of the individual agencies.

• The maintenance of linkages at the International, Regional and Bilateral forums to enable awareness of best practices, and where conventions and agreements are in force, compliance by the agencies with these international norms, standards and practices, within the reality of available resources, both financial and human.

• Ensuring the availability of adequate resources – human and financial -to all agencies for the achievement of goals and objectives.

• Ensuring value for money is pursued [despite the seemingly intangible nature of this notion] by developing benchmarks that are underpinned by values of ‘service’ and ‘efficiency’, and which can guide and support subsequent reviews.

• Ensuring that the discharge of functional responsibilities of the subvention agencies are undertaken with due regard to financial probity; efficacy, transparency and professional

Parliamentary Oversight Committee on the Security Sector

This Committee was established by Constitution Amendment Act # 5 of 2009. It has ‘responsibility for examining the

policies and administration of the entities in the security sector, namely, the Disciplined Forces of Guyana. To assist

in its work, the Committee is empowered to co-opt experts or enlist the aid of other persons of appropriate expertise,

whether or not such experts or persons are members of the National Assembly’. Included in their range of

responsibilities, is the oversight for the implementation of the recommendations in the Report of the Disciplined

Forces’ Commission (2004). This Commission was charged with the responsibility for the examination of any matter

relating to the Public Welfare, Public Safety, Public Order, Defence, or Security including the Structure and

Composition of the Disciplined Forces, with a view to making recommendations to promote their greater efficiency.


integrity and that the each agency is held accountable for its performance at the individual and collective levels.

• Ensuring that as far as is practicable; the responsiveness of agencies to citizens’ needs for public safety and security is timely and well executed.

• Ensuring that annual plans and programmes are consistent with the Government’s priorities for the Sector.

Oversight over the Ministry’s agencies is undertaken by the Minister and his Permanent Secretary through weekly meetings with individual Agency heads / senior management teams and annual agency retreats. However, the Minister believes that the approach should be more robust and institutionalized. The Ministry has therefore developed some structural proposals which will be presented further in this document but which can undoubtedly benefit from further review.

In addition to the oversight responsibilities of MOHA, influence is exerted over a myriad of security issues through its association with a number of local, regional and international committees and task forces. Included in this group of security oriented bodies are:

(i) At the Local level, (a) National Commission on Law and Order; (b) National Road Safety Council; (c) National Security Committee; (d) Higher Level Policy Committee for Crime and Social Observatory; (e) Community Policing (f) Task force on Narcotic Drugs and Illicit Weapons; (g) Task force on Fuel Smuggling and Contraband. (h) Task Force on Trafficking in Persons.

The Ministry also collaborates with other Government ministries and agencies such as, Office of the President, the DPP’s Chambers, Ministry of Health, Ministry of Local Government & Regional Development, Guyana Revenue Authority, Guyana Defence Force, Ministry of Foreign Affairs, Private Sector Commission, Ministry of Labour, Human Services & Social Security, Ministry of Legal Affairs and Ministry of Education.

(ii) Regionally, key entities are: CARICOM

• Implementation Agency for Crime and Security (IMPACS);

• Council for National Security & Law Enforcement (CONSLE)

• Security Policy Advisory Committee (SEPAC).

“Security cooperation requires a deeper sense of partnership in dealing with the multifaceted nature of contemporary security issues that transcends borders. Traditional partners such as United States, United Kingdom and Canada must continue to work alongside the Caribbean as partners in the region. What is required is a general framework for regional security collaboration.” - Brigadier General Edmund Dillon Institute for National Strategic Studies. Symposium: ‘Partners of Choice? A Western Hemisphere Security Conundrum’. November 30 - December 1, 2006


(iii) At the International level, MOHA is associated with: - • UNASUR (Union of South American Nations) • UNODC (United Nations Office on Drugs and Crime) • OAS/CICAD (regarding the Plan of Action for the Hemispheric Drug Strategy, etc.)

Through these forums, the Ministry is able to contribute to security related solutions at the local, regional and international level. 1.4. Strategic Planning in MOHA Several challenges from the wider environment have limited the ability of the Ministry to be able to access the varied and experienced skills that would have enabled a more pro-active stance, in terms of the development and implementation of a range of broader more preventative policies. Efforts at correcting this deficit have been hampered by the absence of sufficient strategic and operational planning capacity. This strategic plan is the first comprehensive plan that has been developed by the Ministry since the earlier attempts during the round of reforms that were directed at the public service, as a whole, in 2002. The outcome – the proposed Strategic Plan for the period 2012 – 2017- emerges from a participative approach which saw consultants facilitating the review, discussions and visioning undertaken by a cross section of staff drawn from several functional areas as well as different levels in the hierarchal structure. 1.5. Improvement Imperatives – 2002 Organizational Diagnostic Self Assessment During the Design of the Public Sector Modernization Program in 2002, the Organizational Diagnostic Report presented an assessment of the Ministry’s performance based on four dimensions of an organizational capacity assessment model. In the effectiveness dimension, it was highlighted that while there was a National Security Committee that met fortnightly, thereby providing a performance monitoring mechanism, there was an absence of a formal structure and system to monitor the operations of the Ministry’s agencies (including the Guyana Police Force). Other gaps identified were the lack of a functioning policy capacity combined with the absence of a formal program evaluation capacity. These constraints clearly limit the quality of organizational performance in the Ministry, inclusive of its oversight responsibility. 1.6. Responding to Challenges Since the 2002 report, the Ministry has made several remedial adjustments during the ensuing period (such as closer monitoring of agency operations, already highlighted earlier in this document). Essentially, adjustments revolve around legislative and structural issues. For example, under the GOG/IDB sponsored Citizen’s Security Programme (2006 – 2012), the policy capacity was enhanced with a new functioning Policy Research Unit but staff, who participated in the strategic planning process, believe that the performance management framework can still be further improved. At the operational level, the Ministry has established, with the approval of Cabinet, two Task Forces, comprising a number of security related agencies, to address the smuggling of narcotics and illicit


weapons1; as well as contraband and fuel. There has been a marked reduction in illegal fuel smuggling. In 2004, 573 sites were visited with 13% having significant dilution whereas in 2010, some 1,313 sites were visited and only 3% were found with significant dilution2. To address the issue of trafficking in persons the National Assembly passed the Trafficking in Persons Act 2005. An interagency Task Force was established by MOHA, as a result of a mandate from Cabinet, to monitor the trafficking in persons. This Ministerial Task Force has found that the issue of trafficking in persons is not a major problem in Guyana as is being reported. Citizen Security Programme – Key elements In 2006, the Government of Guyana secured a loan from the IDB to implement the ‘Citizen Security Programme’, a project that falls under the purview of the MOHA. The goal of this program is ‘to enhance citizen security and coexistence among Guyanese citizens by contributing to the reduction of crime, violence and security’. Under the Citizen Security Program, a number of the country’s security issues are being addressed, largely through the strengthening of institutions in the sector. According to the Loan Proposal, the goal of the program is to enhance citizen security and coexistence by contributing to the reduction in levels of crime, violence and insecurity in Guyana. The specific objectives are to: (a) identify, prevent and counteract risk factors and increase and promote protective factors in communities, families and individuals; (b) strengthen the capabilities of MOHA and GPF to implement crime preventive programmes at the national and local levels, and (c) strengthen social cohesion within communities and their preventive capacity. To accomplish this, the program has financed technical assistance (consultants), computer equipment, software and rehabilitation of infrastructure to: (i) strengthen the capacity of the Ministry of Home Affairs to lead a comprehensive, sustainable preventive effort, improving its overall its institutional performance and ability to develop, implement and evaluate evidence-based policies; (ii) support the reform and transformation of the Guyana Police Force into a modern professional institution that relies on data analysis to carry out preventive interventions; and (iii) development of evidence-based community-based preventive interventions with extensive community participation. The total loan is in the sum of US$22 million, US$19.8 of which is provided by the IDB. 1.7. Enabling legislation….and Strategies

Despite its several constraints, the MOHA has initiated a number of measures to combat the steadily emerging challenges from both the institutional level as well as from the wider environment. On the legislative front, the Ministry has contributed to a number of amendments directed at strengthening existing laws thereby enabling its agencies to be better positioned to execute their mandates. These amendments have been recently enacted by Parliament. Amendments include –

• Prevention of Crimes (Amendment) Act No. 8 of 2002 dealing with the monitoring of deportees; • Criminal Law (Offences) (Amendment) Act No. 7 of 2002 determining the mandatory sentence

for "a terrorist act";

1 2 Parliamentary Debate 2011: GEA (Amendment) Bill 2011


• Racial Hostility (Amendment) Act No. 9 of 2002 increasing the punishment for offences effected under the principal law;

• Firearms (Amendment) Act No. 17 of 2007 which allows for increases in penalties for persons found in possession of unlicensed firearms;

• Summary Jurisdiction (Offences) (Amendment) Act No. 19 of 2007 prescribing penalties for those who harbour criminals;

• Evidence (Amendment) Act No. 19 of 2008; • Criminal Law Procedure (Amendment) Act No. 17 of 2008; • Criminal Procedure (Plea Bargaining and Plea Agreement) Act No. 18 of 2008; • Mutual Assistance in Criminal Matters Act No. 38 of 2009; • Hijacking and Piracy Act No. 8 of 2008; • Protection of Children Act No. 17 of 2009; • Anti-money Laundering and Countering the Financing of Terrorism Act No. 13 of 2009 • Combating of Trafficking in Persons Act No. 2 of 2005; • Summary Jurisdiction (Procedure) (Amendment) Act No. 6 of 2012 dealing with traffic tickets • Interception of Communications Act No. 21 of 2008; • Evidence and Motor Vehicles and Road Traffic (Amendment) Act No. 10 of 2008 dealing with

driving under the influence of alcohol; • Motor Vehicles and Road Traffic (Amendment) Act No. 4 of 2002 providing for the use of

seatbelts; • Motor Vehicles and Road Traffic (Amendment) Act No. 12 of 2008 providing for, inter alia,

restrictions on use of hand-held mobile telephones while driving and use of all terrain vehicles (ATV);

• Motor Vehicles and Road Traffic (Amendment) Act No. 18 of 2011 providing for the appointment of traffic wardens;

• Motor Vehicles and Road Traffic (Amendment) Act No. 5 of 2012 providing for the renewal of motor vehicle licenses on the anniversary date of the registration of the motor vehicle.

At the national level, the Government of Guyana had implemented its National Drug Strategy Master Plan - 2005 - 2009. The Ministry of Home Affairs had spearheaded the preparation of that plan. A new National Drug Strategy Master Plan is currently being prepared. Meanwhile the old Master Plan is being used to guide Guyana's National Counter Narcotics Strategy.

The money laundering threat, with it criminal implications, has not escaped the attention of the Government which has responded by enacting the Anti-Money Laundering and Countering of Terrorism Act in 2009. The full benefits of these initiatives are slowly unfolding.

1.8. Technological advances MOHA is steadily pursuing a path of IT adaptation in its key processes through the Citizen Security Programme. A crime observatory (with capacity for spatial statistical analysis and geo-referenced mapping of crime and violence related injuries, on-going surveillance for external causes of injuries and death), has been developed and an Electronic Documentation Management System is in process. In addition, an integrated crime information system (ICIS) was recently established for the Guyana Police Force under the programme. While some of the modules are not yet operational, this innovation will


enable information sharing between the GPF and the MOHA, as well as other institutions in the criminal justice sector, namely the DPP’s Chambers, Magistrate and Supreme Courts, Guyana Prison Service. Other agencies that will be linked to the crime information system are Guyana Revenue Authority, Deeds Registry, General Registrar Office, Passport Office, License Revenue Office, Guyana Elections Commission, National Insurance Scheme, Ministry of Health and Neighbourhood Democratic Councils (NDCs). The existence of this ICIS will enable a more proactive response to the several security challenges through the timely reporting and analysis of crime data; the acquisition of vital intelligence for the security agencies; the tracking of dangerous criminals and persons of interest and secure online communication between the participating agencies. These technological advances have tremendous potential for transforming the criminal justice sector. There is still, however, a need for additional related equipment as well as training. Despite the positives, the organizational capacity, taken as a whole, is in need of further improvement if the Ministry is to be able to respond to the complexities in the environment and to fully realize its mission. 2. Ministry of Home Affairs: Strategic Considerations During the process of the CSP reforms, the Ministry, led by its Minister, has had the opportunity to review some of the imperatives for better coordination and oversight of its implementing agencies, given the strong indications of a future filled with complexity. In 2010, the MOHA identified a number of gaps in the scope and oversight responsibilities, especially as this relates to its subvention agencies. Its reaction was to develop a number of proposals to address these issues. 2.1. Future Priority Areas identified by MOHA MOHA believes that oversight in the future should take on board the following functional areas, if it is to be strategically ready to respond to the dynamics of a multifaceted security environment. The intention is to ensure that the strategic thrust of these areas is well conceptualized, organized, implemented and ultimately institutionalized, ensuring that the enabling policy and regulatory structure exists so that the desired security outcomes for the nation could be realized. The Ministry has identified eight Units, listing the envisaged related core functions. These concepts were agreed to by policy makers in MOHA. They are reproduced as was organized in a March 16, 2010 document, with the title - Institutional Modernization of the Ministry of Home Affairs. In this instance the aim is twofold – to enable a clear understanding of the specific areas of emphases in the Ministry’s modernization programme in the immediate future thereby providing further guidance regarding the nature related activities in the Strategic Plan. This information becomes very important since it can also inform an appropriate Terms of Reference that will be necessary as the Ministry moves to integrate these functions into a restructured organization structure.

1. A Crime Prevention and Community Policing Unit will be engaged in issues relating to (a) the enhancement and promotion of Community Policing and (b) the prevention of crime in general including gang and youth violence; domestic violence; other forms of violence; organized crime and drugs;


2. A Research, Documentation and Evaluation Unit is identified to be engaged in a variety of analytical and research work relating to the activities, role and function of the Ministry. It will include work involving the monitoring of the implementation of the Modernization Project (Change Team) as well as the conduct of strategic evaluations on behalf of the Ministry.

3. An Immigration Services Unit will be enhanced to oversee all policies laid down by the Ministry on Immigration matters; to make recommendation for legal changes aimed at strengthening Border Control and Management;

4. A Legal and Legislative Unit will evaluate the relevant laws and recommend measures to be implemented to strengthen and modify them. It will also recommend drafts for new or revised Laws as well as provide legal interpretation and advice to the Minister and other departments within the Ministry.

5. International and Regional Affairs Unit will act as a coordinator for all engagements that the Ministry will have from time to time with Regional and International Agencies in relation to Law Enforcement and related issues.

6. Project Formulation, Monitoring and Works Unit will provide leadership in the areas of the formulation of the planning of projects. It will also oversee the implementation of projects and deal with budgeting and other related matters at the Ministry.

7. Public Sector Security Unit will cater for the enhancement of the overall technological development of the Ministry. Incorporated into the system will be an Electronic Documentation System to serve the needs of the Ministry in the area of generation, storage and retrieval of data.

8. Offender Management Unit will treat with issues relating to the Guyana Prison Service. It will provide policy guidelines for the institution of programmes to enhance the rehabilitation and reintegration of offenders into the society. It will also be required to make recommendations to the Minister for the improvement of the Prison Service in addition to conducting evaluations of the programmes mounted by the Guyana Prison Service.

Other key areas to be addressed and developed during a restructuring of the Ministry include an Electronic Data Management System (EDMS), a system of Internal Controls (IC) and Public Relations Strategy. The Ministry has advanced this strategic intention by identifying several Change Teams from within its ranks, who were tasked with developing the concepts and structural arrangements for these units so that the desired integration into the organizational structure would be accomplished. The exact status of the efforts of these change teams was not determined since the development of this five-year


strategic plan, while confirming, from its analysis, that the Ministry’s organizational arrangements needed to be urgently restructured, was directed at the strategic gaps and the initiatives that were necessary to bring about the desired change and overall improvement over a five year period. While it can be argued that the staff themselves ‘know where the shoe pinches’, know what is required and can therefore restructure their Ministry, it is strongly recommended that an independent expert / team be sourced to support the staff in this important exercise. Apart from the organizational design expertise that would be ‘brought to the table’, the team will most likely be able to bring to the task, models of ‘best practice’ from similar jurisdictions, thereby enabling the Ministry wider choice and a model structure that would enable customization and ultimately, leading to an organization structure that is best suited to meet the demands of Guyana in the 21st century.

The Chart on the next page depicts the existing Organization Structure for MOHA, including the desired, recently identified functional units. TABLE: EXISTING ORGANIZATIONAL ARRANGEMENTS IN MOHA.


------ MinisteriaMin

LEGEND: Approved Existing Units New Units proposed by MOHA NOTE: The new Units are likely to subsume some of the existing Units.

MINISTER

PERMANENT SECRETARY

Committees

• Community Policing Body • National Commission on Law and

Order • National Road Safety Council • High Level Policy Committee for Crime

& Social Observatory • National Security Committee • Task Force on Narcotic Drugs and

Illicit Weapons • Task Force on the Fuel Smuggling and

Contraband • Cheddie Jagan International Airport

Security Committee • Ogle Airport Security Committee

Hon. Minister’s Secretariat

Guyana Police Force

Guyana Prison Service

General Registrar’s Office

Guyana Fire Service

Police Complaints Authority

Expenditure Planning & Management Unit

Information Technology Unit inclusive of EDMS.

Social Statistics & Policy Analysis Unit

Finance Department

Works Unit

Administration Department

Personnel Department

Support Services Technical Services

Parole Department

Security Department

Public Security Unit

Inspectorate Division

Immigration Support Services

Crime Prevention & Community Policing Unit

Research, Documentation & Evaluation Unit

Project Formulation, Monitoring & Works Unit

Legal & Legislative Unit

Immigration Services Unit

Public Sector Security Unit

Offenders’ Management Unit

International & Regional Affairs Unit.

Gaming Authority

Ministerial Task Force on Trafficking-in-Persons

Customs Anti-Narcotics Unit

Public Relations Unit


In addition to the structural proposals outlined above, the Ministry is also proposing that its internal oversight mechanism can benefit from the establishment of a comprehensive Management Information System (MIS) that comprises all the agencies under the Ministry’s purview. It is envisaged that the comprehensive MIS will generate a wide range of institutional and operational data for each agency, data that will be available to the new Units identified above. These units will analyze the respective data sets, generating vital reports, feeding this information to the Permanent Secretary and Minister as inputs into a more evidence –based approach to decision-making and policy formulation. It is also expected that these high-level policy officials will have online access to critical agency ‘profile’ information, and the oversight function will then be able to embrace, for example, staff establishment and inventory control. The Ministry has suggested that the Electronic Data Management Unit would seem to be the natural location for the integrated MIS system.

While the general mandate of each Unit has been conceptualized, there is still a need for these units to be fleshed out and integrated within the organizational structure of the MOHA. The effectiveness of such an exercise can only be achieved from a comprehensive review of the entire structure in order to avoid possible dysfunctions such as duplication and overlap with existing departments. Given the urgency that is associated with the implementation of these new functions, the strategic planning group has identified ‘restructuring of MOHA’s organizational structure’ as a priority which must be reflected as the most important initiative to be pursued at the onset of the implementation of this strategic plan. The strategic framework and the five year action plan accordingly reflect the importance of the recommended organizational review, affording the MOHA an opportunity to ensure that its proposals for the new units are given the attention they deserve and allowing for the incorporation of best practices from around the world, in similar functional institutions.

In summary, the thrust of the Ministry is to modernize, utilizing pertinent and relevant best practices, through closer and continuous surveillance of other similar organizations in the region and beyond. This will allow for functional partnerships and some level of internal self assessment from on-going benchmarking, since the aim should be directed at developing and maintaining a competitive edge. The proposed Research, Documentation and Evaluation Unit, from the articulated functions, is strategically poised to take a lead role in the implementation of this Strategic Plan.

2.2. Strategic Analysis

This activity was the basis for the Strategic Planning process which was undertaken by MOHA. It involved the support of a group of staff members who should be regarded as the critical mass of supporters, who can promote the desired change to the rest of the Ministry’s employees. The organizational assessment of MOHA enabled a collective understanding of the organization by those who participated in the process; providing answers to the question “Where we are now” at the particular time of the review. This allowed for the strategic analysis with the output being a SWOT matrix.


MOHA Strategic Planning Work Session 2.

2.2.1 SWOT Arising from the results from the Environment Scan / Situational analysis, the strategic planning group in MOHA participated in strategic analysis sessions. The conclusions of the SWOT analysis are presented below:

Internal Environment External Environment STRENGTHS

1. Staff at MOHA are: Committed to the organization and want to work towards its improvement Qualified for their respective positions Display good team spirit achieve targets and are capable of multi-tasking effectively

2. Deliberate efforts are being made to improve the IT infrastructure; ninety percent of staff has access to computers; innovations in the form of new information systems, have been put in place to provide greater access to information, enhancing analytical capacity within the ministry;

3. MOHA has established a website on which some information pertaining to its operation is available; e.g. immigration service related material.

4. MOHA recognizes the need to restructure its organization and has a clear vision of how this should be done.

OPPORTUNITIES

1. New Conventions/ cooperation agreements that GOG has signed with Regional and International Agencies/Bodies present scope for higher levels of inter-agency cooperation both at the local and international levels that can enhance existing related policies, practices and ultimately, outcomes.

2. The Global emphasis on Security that is embraced by donor agencies is amenable to countries like Guyana in terms of accessing greater levels of international funding for security related programmes such as the CSP project.

WEAKNESSES

Infrastructure/ Facilities Inadequate space; absence of customer and recreational facilities; insufficient equipment, printers, photocopiers;

1. Insufficient number of vehicles dedicated to service the organization’s daily transportation needs. 2. Absence of a Preventative Maintenance Programme for equipment; transport management

system. Training: 3. inadequate number of individuals with specialized training at higher levels; 4. Absence of a staff development strategy; training policy; 5. Inadequate utilization of available overseas training opportunities. Planning and resource allocation 6. absence of formal staff recognition mechanisms contributes to low degree of staff morale/

motivation; decision making process too centralized; micro management by senior officers; 7. absence of a strategic approach to management; 8. Imbalance regarding allocation of time and resources to support functions within the Ministry as

opposed to its core functions. Organization structure 9. blurred job responsibilities with several staff members unfamiliar with their job descriptions; 10. not reflective of all positions and units operating within/under the Ministry, nor new

requirements;

THREATS

1. Ineffective monitoring and supervision of parolees by Probation Officers because of large case loads may lead to an increase in recidivism with resource implications for both MOHA and GPS.

2. Continuing budgetary ‘cuts’ from MOF can stymie the Ministry’s efforts to meet targets over coming years.

3. Unemployment level at around 10% is quite significant and is thought to be the engine that drives the criminal enterprise in Guyana.

4. Influx of deportees; the forced remigration of large number of persons with criminal backgrounds and in some instances, no social connection to Guyana, is perceived as contributing to the high level of crime in Guyana.

5. The high incidents of Cyber-crime in developing countries present a potential threat for Guyana in the light of globalization and the increased interaction across national borders.

6. Though not a major consumer of illicit drugs, Guyana is viewed as one of the transshipment points for South American cocaine that is smuggled primarily to North America and Europe. However, Guyana is not considered to be a major player in this regard.

7. Illegal mining sites in remote border areas by Brazilians have been the scenes of brutal robberies and pose threats to the security of hinterland communities. Drug trafficking is associated with violent criminal activities, an emerging phenomenon in Guyana.


11. Structure is inadequate at the middle management; some positions may no longer be relevant as

a result of the introduction of automation processes e.g. IFMAS; 12. Blurred reporting relationships; disregard for the chain of command by senior officials,

contributing to conflict and tensions; Communication 13. Absence of intra divisional communication including information sharing (e.g. training/conference

reports by officers who benefit from such opportunities); 14. Absence of general staff and management feedback meetings; lack of awareness of

organizational policies thereby making staff susceptible to external influences which can be negatively focused;

Conditions of service and employee practices 15. Comparatively low levels of remuneration thus posing challenges to attract and retain qualified

staff; 16. Frequent deferral of contractually obligated leave; 17. No differential in pay among staff regardless of superior experience and length of service in the

absence of a pay incentive scheme (annual increments); limited scope for promotion despite years of experience;

18. Appraisal reports that recommend staff development are not acted upon; 19. ‘Time- off’ from work for educational pursuits not granted to staff. 20. Unpunctuality and absenteeism among staff .

8. The increased number of gun related crimes and brutal killings indicate that

there is active trading in illicit guns. 9. There is an upsurge in the number of incidents of piracy reported in the

media. This is becoming a security issue for concern. 10. Road Fatalities: of major concern is the relatively high rate of loss of life as a

result of road accidents. This represents an unnecessary waste of our most precious resource. Guyana with a road fatality rate of 19.9 per 100,000 inhabitants equals that of the far more developed Brazil and records 209 road fatalities per 100,000 vehicles.

11. The continuing incidents of smuggling of fuel and contraband suggests that there is the need for more security at our borders as it has implications for criminal activity and loss of revenue.

2.2.2. Key Issues

A number of important issues have emerged from the analysis highlighted above and are listed hereunder:

1. Inadequacy of Infrastructure: accommodation; equipment; transportation management/vehicles];

2. Insufficient staff development exposure; 3. Deficient organizational structure – core functions, agency oversight support; 4. Human capital – inadequate technical staff and skills; 5. Inadequate work processes - M&E, project management; communication; 6. Inconsistent / inappropriate HR policies; 7. Underdeveloped performance management culture; 8. High Incidence of traffic fatalities; 9. Border control and unlawful immigration/mining/smuggling of illicit weapons, drugs, fuel

and contraband goods; 10. High levels of youth involvement in crime; 11. Crime prevention; safety of the citizenry; piracy and other criminal activities; 12. Insufficient inter-organizational collaboration.

SECTION 3: STRATEGIC CHANGE

Charting the Strtegic Direction: MOHA Strategic Planning Group, January 2012.

The Guiding Statements for the Ministry were formulated by the strategic planning group based on the strategic direction outlined by the Minister. The draft statements were then validated at the level of the Top Management group. The Vision spans a ten year horizon given the change that is required by the


Ministry. The following guiding principles represent a consensus among the participating staff as well as the policy makers: 3.1. Vision

The Ministry of Home Affairs is a highly competent and modern institution that is contributing to a secure, peaceful and prosperous Guyana through effective border management systems, the adoption of internationally accepted security best practices, that ensure that the safety, rights and dignity of all citizens are preserved, and the elimination of emerging security threats within its borders.

3.2 Community Vision As a result of the policies and programs of the MOHA and its agencies, citizens of Guyana feel a sense of confidence that self and property are protected; that they are living in a safe, orderly and peaceful environment and that justice is accessible and fairly dispensed throughout the land.

MOHA Strategic Planning Session: Small Group Discussions

3.3 Values

The Mission of the MOHA will be attained through the following values that will be embraced and enforced throughout the organization: Respect

We endeavor to treat each other, members of the associated agencies and our service end users with esteem irrespective of individual social standing, organizational status, or diversity.

Integrity and confidentiality


We operate without fear or favor, observing protocols and maintaining the trust that is reposed in us by safe guarding the information that we become privy to by virtue of the nature of our responsibilities.

Transparency, accountability As we seek to attain standards of excellence, we conduct our business in a transparent manner and hold every staff member accountable irrespective of status.

Proper work ethic and commitment We consistently apply ourselves to the execution of our mandate with attitudes that display concern for each other as well as every citizen, resident, foreigner, visitor or immigrant, regardless of individual differences, always exercising probity in our transactions and interactions.

Client centered approach We aspire to place the needs of our several constituencies at the core of every business decision, striving to achieve balance as we endeavor to satisfy the several demands in an equitable manner.

Efficiency, effectiveness We strive to consistently discharge our responsibilities with utmost competence thereby satisfying and even exceeding the expectations of the citizenry and visitors to Guyana.

Safety We provide a secure and safe operating environment for our staff as well as our clients / end users of our services.

Teamwork In the pursuit of our goals and objectives, we encourage a spirit of cooperation throughout our organization, a climate of experimentation and learning from mistakes made and corrected, and we avoid a blame and censure environment.

Group Presentation: MOHA’s Visioning Session – January 2012.

3.4 MOHA’s Revised Mission


To ensure the maintenance of public order and safety throughout Guyana by formulating appropriate security policies that are responsive to the changing environment; overseeing the effective implementation of these policies by related agencies and guaranteeing their execution as a result of appropriate resource allocations that include an emphasis on competent human capital as well as modern technology.

Small Group Work Session: Strategic Planning in MOHA

3.5 Strategic Goals The following Strategic Goals were determined based on the findings of the Environmental Scan and the Critical Issues that emerged from the SWOT Analysis: Realign and Modernize MOHA’s Organization Structure For Greater Responsiveness; Establish the Ministry of Home Affairs As ‘A Center Of Excellence In The Public Service’; Enhance the Physical Infrastructure of MOHA; Deepen Inter-Organizational Linkages for Greater Security Sector Cohesiveness and Impact; Increase Border Surveillance and Management for Greater Citizen Security; Ensure Citizen Security through Effective Performance of Subvention Agencies; Reduce Road Fatalities through Enhanced Traffic Management Surveillance.

These goals embody the key areas that must be addressed over the next five years. They present the pillars upon which the MOHA’s Strategic Plan will be built. The Plan reflects a five year horizon and is the first phase of the journey towards the articulated vision. This plan will be subjected to ongoing review in order to ensure its continued relevance within the context of environmental changes.


3.6 Key Success Factors KEY SUCCESS FACTOR KEY SUCCESS FACTOR OUTCOME

1. INTERNAL

COMMUNICATION

1. Each Department has a clearly defined mandate, protocols and work programme. 2. Monthly forum for exchanging of ideas and addressing concerns. 3. Publication of a quarterly newsletter with a key feature being the ‘Highlights of the Achievements’ of each department. 4. All new staff members are exposed to a structured orientation programme.

2. ORGANIZATION

STRUCTURE 1. An organizational structure that emphasizes core security responsibilities, unambiguous reporting relationships for all departments/ units/ positions with clearly defined roles and responsibilities reflected in documented job descriptions for each tier and is reflective of best practices.

3. MOHA

INFRASTRUCTURE

1. MOHA staff occupies adequate accommodation capable of comfortably housing 100% staff as well as adequate facilities for its clients. 2. All functional units have regular and ready access to transportation services and are able to execute the relevant duties in a timely manner thereby contributing to the effective execution of the Ministry’s core functions. 3. Sufficient numbers of computers of the correct technical specifications loaded with the appropriate software and sustained internet connectivity to conduct core functions. 4. MOHA is fully automated.

4. LEGISLATION AND HR

POLICIES 1. Updated legislation in force; 2. HR Strategy, designed within the framework of the wider Public Service

framework, for all aspects of the function approved and implemented. 3. Comprehensive Staff Development Plan approved and implemented 4. Performance Appraisal System in Place 5. Incentives Scheme in place

6. VIBRANT INTER-

AGENCY LINKAGES 1. Effective Functioning Multi-agency Forum (comprising institutions from the

sector) executing an on-going agreed agenda of strategic security issues. 2. Cross Border Strategy with regional and international partners in execution.

7. HIGH PERFORMING

SUBVENTION

AGENCIES,

COMMITTEES.

BOARDS

3. Positive media reports for all subvention agencies. 4. Citizen Survey reports with high satisfaction index. 5. Reduced levels in all crime categories. 6. Reduction in traffic accidents 7. Measurable outcomes from properly planned programmes.

8. HIGH PERFORMANCE

LEVELS 8. Performance Management System in place and annual performance targets are

achieved. 9. Customer service processes are entrenched throughout all reengineered

processes and this value for ‘end users’ is displayed by all employees.

The following Strategic Framework presents the broad parameters of the Strategic Plan. It reflects the strategic goals, the strategies chosen and the corresponding objectives or outcomes that collectively will result in the desired goal. In order to keep track of progress, performance indicators have been identified. The Framework is followed by the Action Plan which gives the details of planned activities for the next five years.

3.7 The Strategic Framework: Goals, Strategies, Objectives, Performance Indicators

GOALS STRATEGY OBJECTIVES (Outcomes) ACTIVITIES/Initiatives PERFORMANCE MEASURES

(1)Realign and Modernize MOHA’s Organization Structure for greater responsiveness.

Comprehensive re-engineering/ restructuring of the MOHA taking into account ‘best practices’ from around the world.

1a. To complete by 2014, at least 90% implementation of a restructured and modern organizational structure for the MOHA resulting in it being better positioned to realize its vision and legislative mandate.

(1) Comprehensive rationalization / restructuring of the MOHA (with implementation strategy) in keeping with its perceived new vision and mission in a dynamic environment and including the envisaged strengthening of its oversight responsibilities from the consideration of eight new units proposed by the ministry inclusive of precise staffing numbers and levels as well as related job descriptions for each level of position in each unit. (2) A short-term Modernization Specialist who will provide initial support, specifically, will train the Ministry’s Strategic Level Change Team as well as the heads of other teams in managing the implementation process of the Strategic Plan.

1. The degree to which Annual Budget allocations reflect changes in the authorized inventory of positions. 2. The Ratio of professional and specialist staff to support staff. 3. Number of staff in possession of revised job descriptions that encourage greater autonomy through enriched jobs. 4. Number of New Units in operation and new positions included in the Ministry’s Staff establishment. 5. 85% of clients surveyed are satisfied with the overall service provided by MOHA.

(2) Establish the Ministry of Home Affairs as a Center of Excellence in the Public Service.

(a) Leadership visibly leading / championing the reforms. (b) Provide incentives for employees who display desired behaviors. (c) Reshape MOHA’s culture and Image

2a. By the end of 2015, the changing culture of MOHA’s staff is displayed in at least 70% of staff members wherein their behaviors reflect key organizational values such as teamwork; efficiency, effectiveness, respect , client-centered approach etc.

(1)Develop and implement a HR Strategy for MOHA within the framework of the overall HR policies of a Unified Public Service. (2) Design and implement an Organization Development (OD) programme for the staff of MOHA to assist in changing the culture and improving performance. (3) Design and implement an Executive leadership program for middle and top management staff (should include culture and change management). (4) Design and implement an incentive scheme that will reward staff for exercising desired behaviors. (5) Develop and implement a PR Strategy aimed at enhancing the image of the Ministry and based on the incorporation of the impact of approved reforms.

1.No of Employees who are satisfied in an Employee Survey; 2.No of employees who rate MOHA’s culture positively; 3.Number of management staff who have participated in leadership training; 4.Number of employees who are benefiting from receipt of incentive /merit based pay supplements; 5. Degree of reduction of negative press ratings /articles over the baseline year (2012).

(d) Optimize performance in MOHA

2b. By the end of 2014, MOHA is reporting in its annual report, 85% program achievement within time and budget.

(1) Design and implement a comprehensive performance management system.

1. Percentage of targets that have been achieved versus planned on an annual basis.

(e) Strengthen internal operations and crosscutting processes.

2c. 70% of transactions, internally and externally focused, are executed in reduced timeframes by the end of 2013.

(1)Reengineer and implement reforms in core and support processes.

1.Percentage reduction in end-user complaints; 2. Transaction turnover time in end-to-end processes.

(f) Value and develop Human Capital

2d. By 2015, 75% of staff in MOHA are trained in 90% of required competencies and 85% remain in the Ministry post training.

1. Develop a Training Policy for MOHA. 2. Design and implement a comprehensive staff

development program for all levels of staff and across all functions in MOHA.

3. Develop and implement a Staff Recognition Scheme 4. Design and conduct an employee satisfaction survey in

MOHA.

1. % of staff recently trained and retained in relation to required core competencies. 2. % of trained staff in each department program. 3.% of Staff awarded formal merit-based recognition and 4. % of Staff satisfied with the impact of reforms.


GOALS STRATEGY OBJECTIVES (Outcomes) ACTIVITIES/Initiatives PERFORMANCE MEASURES (2) Establish the Ministry of Home Affairs as a Center of Excellence in the Public Service.

(g) Accentuate M&E practices in MOHA.

2e. In 100% Programmes in MOHA target achievement reflects an average of 70% by Year 2014 as a result of systematic reviews on a bi-monthly basis.

1. Design, communicate and implement a Monitoring and Evaluation Framework for MOHA.

1.Percentage target achievement at program level commencing 2013; 2 . No of projects in implementation stage that are on target, on time and are within budget.

(h) Enhance Information Security (IS) to support recent and future IT initiatives. (i) Automate paper-based systems and processes.

2f. 100% IT systems (i.e. crime information system etc.) safeguarded by 2014 from internal / external infiltration. 2g. 100% key systems / processes fully automated and functional by the end of 2013.

1. Review the state of IS in MOHA, provide appropriate recommendations and implement. 2.Design and implement an Electronic Data Management System (EDMS) in MOHA 3. Train all levels of staff in the use of the EDMS. 4. Review IS infrastructure and install additional connectivity in new accommodation as required.

1. Status of upgraded IS infrastructure. 2.Speed of access / retrieval of any category of information; 3. % reduction in transaction time. 4. No of staff trained in the EDMS. 5. No of staff with connections to MOHA’s network.

(j)Increase project formulation and monitoring capacity

2h. To increase the success rate of project implementation by 50% by 2015 as a result of greater emphasis on project management methodologies.

1. Review existing project management methodologies and Develop and implement enhanced processes as well as structural arrangements. Prepare manuals and train staff.

1. Number of new projects that are funded by donor agencies. 2. The degree to which projects are executed in a timely manner and within budget.

(3) Enhance the physical Infrastructure of MOHA

(a) Rehabilitate, Expand, modernize infrastructure linked to functionally and established futuristic needs.

3a. 100% staff of the authorized establishment is housed in a secure and environmentally friendly environment by 2015.

1. Conduct a needs assessment on accommodation and security requirements regarding the various departments existing and projected staff establishment and develop architectural plans. 2. Develop and implement a phased plan to construct / rehabilitate in response to the identified needs.

1. % of staff satisfied with accommodation from Yr. 2013. 2. Number of cramped offices/ work stations/ locations. 3. Number of functional offices not located in close proximity.

(b) ‘Retool” /modernize equipment

3b. To have the Ministry fully equipped by 2014 with 100% required office equipment, supplies and communication devices thereby supporting greater operational efficiency.

1. Conduct a needs assessment of furnishings, office and communication methods of MOHA based on current authorized strength and futuristic projections, and implement on a phased basis.

1. % of staff satisfied with equipment available for their operations. 2. % of departments satisfied with communication devises and other equipment. 3. % of MOHA’s required equipment including communication devices listed in Asset register / Inventories.

(c)Fleet management /Replacement Policy Development and implementation.

3c. To have MOHA’s transportation requirements satisfied by 2016, thereby supporting the Ministry’s execution of its plans and programs.

1. Conduct an assessment of MOHA existing fleet vis-a-vis projected expansion needs and the indicative cost. 2. Design and implement a Fleet Management & Replacement Policy. 3. Implement a phased approach to have 100% acquisition of required vehicles by 2016.

1. Number of requests for transportation not satisfied per department. 2. Number of vehicles that are inoperable. 3. % of Vehicles over 8 years old at the end of 2014. 4. Number of new vehicles acquired after 2013.



(4) Deepen inter-organizational linkages for greater security sector cohesiveness and impact.

Increase formalized relations with institutions of the Criminal Justice System and other related agencies.

4a. To increase, by Y 2014, the number of solutions for cross cutting internal security challenges in the Justice sector by 40% through systematic, on-going collaboration.

1. Review existing structures, Committees, Task Forces, and processes as well as recent reform reports to identify initiatives aimed at strengthening these bodies to better support decisions and agreements from security and justice sector deliberations. 2. Develop a Strategy and Action Plan for greater collaboration/ resolution of cross cutting issues in the Security / Justice Sector.

1. Number of new collaborative MOUs signed/and in force after 2012. 2.The number of cross cutting issues resolved per year after 2012; 3. % of decisions made at various Task Forces / Commission that are implemented within agreed time frames.

5) Increased Border surveillance and management for greater citizen security.

(a) Insistently implement security/ border control & management collaborative Agreements/Conventions at the bilateral, regional and International levels.

5a. To contribute by Y 2016 to a 40% decrease in transnational border related criminal activity as a result of 60% increase in the level of implementation of cross border treaties /conventions /agreements.

1. Review existing collaborative agreements and develop a comprehensive Border Security Strategy for increasing the level of implementation of agreed strategies, initiatives, best practices.

Percentage increase in number of cross border criminal cases solved after 2012. Percentage reduction in cross border movement of (a) persons,(b) illegal weapons, (c) drugs and (d) funds.

(b) Align security related legislative framework with regional /international standards and within environmental realities.

5b. To ensure that by Year 2014, 80% or legislation are aligned to support the effective discharge of functions in MOHA.

1. Establish structural arrangements to ensure on-going review and interpretation of existing and new legislation, providing legal advice to support effective and timely discharge of MOHA’s mandate. 2. Review existing legislation to identify and correct where there may be seemingly contradictions, lack of clarity and other anomalies and harmonize with best practices in other jurisdictions.

1. Number of Acts that are amended/ modified after 2012. 2. Number of enabling new legislation that is enacted after 2012.

6) Ensure citizen security through effective performance of the subvention agencies.

(a) Enhanced Oversight structures and processes.

6a. By 2015, the performance of 100% of the subvention Agencies under MOHA have increased the achievement of planned targets by 60% over the Baseline(2012)

1 Define a framework for executive agencies within the framework of enhanced performance management (adopting/modifying ‘best practices’ and sensitize key staff in MOHA and Subvention agencies, supporting the submission of a Concept Paper to Cabinet for approval. 2. Design and implement Performance Contracts between the Minister, MOHA and the head of each agency to key stakeholders. 2. Conduct a survey to determine in every agency key skills that are required to implement this innovation and train key staff. 3. Train all MOHA officers that will be involved in providing support to the Minister regarding the re-emphasized oversight role and implementation of the new arrangements.

1. Approved Framework for enhanced Agency/ Minister relations, consistent with ‘best practices’ around the world. 2. No. of Performance Contracts signed between the Agencies and the Minister. 3. Number of staff trained in the requisite performance monitoring skills. 4. Percentage of increase in target achievement by every subvention agency.



6) Ensure citizen security through effective performance of the subvention agencies.

(b) Utilize citizens’ perceptions to measure security levels.

6b. To establish, biannually, the level of security and safety as perceived by a 10% of citizens drawn from 10 regions, over the baseline perceptions (2012).

Activity: 1. To design survey instrument & methodology, train M&E staff and support the baseline study relating to the level of security and safety as perceived by a sample of citizens drawn from the 10 regions.

The percentage of citizens across the Regions who feel Guyana is a safe place for business and residential purposes.

2. Conduct annual surveys to determine citizens’ perceptions of the safety of the country and generate related reports on an annual basis.

The percentage increase from, year to year, in the number of persons who feel Guyana is a safer place.

(c ) Instituting customer orientation in all agencies.

6c. By 2015, 100% of subvention agencies will have, at the core of their services, a focus on providing effective customer care.

Activity: 1. Develop a customer care program in MOHA with linkages to the five subvention agencies, inclusive of structural requirements.

Percentage of customers from agencies who believe that the service delivered by subvention agencies has improved.

2 . Train identified staff across Ministry and subvention agencies in relevant methodologies and implement.

Number of agency staff trained in customer care methodologies.

3. Implement customer care program within the MOHA and five agencies.

Number of agencies that have functioning customer care programs by 2015.

4. Establish formal mechanisms (help/ customer desk etc.) to obtain ongoing feedback from end-users of the various services.

Number of agencies that have functioning ‘help’ desks for their end users by 2015.

6d. By 2017, 60 % of the most violent communities in specific regions, are safer as a result of the implementation of strategies that speak to issues of community policing, domestic violence and crime prevention. (baseline 2012)

1. Design, through a collaborative process with stakeholders, and taking account of best practices, a Community Safety, Crime Detection & Prevention Strategy, ensuring stakeholder validation. 2. Design and deliver a training programme for identified groups including relevant staff from MOHA. Identify and procure basic security equipment necessary to support the implementation of the Strategy.

Reduction in gang and youth violence; domestic violence and drug arrest by 2016. % of community attending community safety programs over the life of the strategic plan’s implementation (2014 – 2017);

7. Reduce Road Fatalities Through Enhanced Traffic Management Surveillance

Using legislation as a deterrent to reduce accidents.

By 2015, the safety of road networks across key regions - 2, 3, 4, 5, 6, 10, is increased by 70% as a result of new and amended legislation and increased legal sanctions.

Activities: 1. Develop an Action Plan for the period 2013 -2015, from recommendations proffered by the National Road Safety Council (NRSC) and lobby for the enactment of indicated legislation, including stiffer penalties.

Number of traffic offenses that have increased penalties by Y 2015. % reduction in traffic accidents by 2016 over the baseline year 2012.

2. Identify specific preventative initiatives from the Action Plan and support the National Road Safety Council in their Implementation.

Number of new traffic reduction initiatives that are implemented by the end of 2016.

SECTION 4: IMPLEMENTATION

4.1. MOHA’s Five Year Action Plan 2012 -2017

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4.1. A Five Year Action Plan: RESULTS FRAMEWORK – 2012 TO 2017

KEY PARAMETERS

BENCHMARKS RESPONSIBILITY INDICATIVE COST (US$)

BASE YEAR (2012)

YEAR 1 (2013) YEAR 2 (2114) YEAR 3 (2015) YEAR 4 (2016) YEAR 5 (2017)

VISION: The Ministry of Home Affairs is a highly competent and modern institution that is contributing to a secure, peaceful and prosperous Guyana through effective border management systems, the adoption of internationally accepted security best practices, that ensure that the safety, rights and dignity of all citizens are preserved, and the elimination of emerging security threats within its borders.

40% of surveyed persons feel that MOHA is a competent agency and has contributed to a safer Guyana.

60% of surveyed persons feel that MOHA is a competent agency and has contributed to a safer Guyana.

MISSION To ensure the maintenance of public order and safety throughout Guyana by formulating appropriate security policies that are responsive to the changing environment; overseeing the effective implementation of these policies by related agencies and guaranteeing their execution as a result of appropriate resource allocations that include an emphasis on competent human capital as well as modern technology.

BASE TARGET SP Approved by Cabinet Sponsors for the Plan identified.

TARGET LEVEL Technical Assistance for the Implementation of the Strategic Plan mobilized and Agreements signed.

15% Increase in new security policies that

reflect modern security threats

MOHA is able to secure 80% of its Budgetary allocations in this year

(a) 50% or persons surveyed believe that 70% of security policies in force are effectively addressing current environmental threats.(b) Position in Global Peace Index improved over 2011’s Report by 15%

(a) 70% or persons surveyed believe that 80% of security policies in force are effectively addressing current environmental threats. (b) Position in Global Peace Index improved over 2011’s Report by 30%

GOAL 1: REALIGN AND MODERNIZE MOHA’S ORGANIZATION STRUCTURE FOR GREATER RESPONSIVENESS

OBJECTIVE 1a. To complete by 2015, at least 90% implementation of a restructured and modern organizational structure for the MOHA resulting in it being better positioned to realize its vision and legislative mandate. ACTIVITIES: 1. Conduct a comprehensive organizational review of the structure of MOHA and develop a new structure inclusive but not limited to the eight new units proposed by MOHA, clear position levels and numbers, related job descriptions; Implementation Strategy; resource requirements including overall Budgetary implications.

Cabinet approves new structure. 100% new positions authorized by PSM and included in Year 2013’s Budget.

55% of the new structure populated.

35,000

2. Seek from Cabinet and OP, approval of new structure, related recurrent budget, locations /layout, furniture and equipment.

Cabinet approval obtained.

Equipment & furnishings procured. Staff recruitment commenced.

400,000

3. Seek approval from PSM for creation / modification of identified positions in the structure.

100% new positions approved

4. Recruit and orient persons to fill positions 55% staff in post. 75% staff in post.

85% staff in post. 90% staff in post. 98% staff in post.

5. Recruit staff and establish Strategy Implementation Section (in the new Research, Documentation & Evaluation Unit) to support implementation of the Strategic plan .(2 staff)

100% Staff recruited & in place

Staff supporting implementation





300,000

6.Implement the new organization Structure Commenced. In progress In progress In progress Completed

KEY PARAMETERS

BENCHMARKS RESPONSIBILITY INDICATIVE COST (US$)

BASE YEAR (2012)


GOAL 2: Establish The Ministry of Home Affairs As A Center Of Excellence In The Public Service. Objective 2.1. By the end of 2015, the changing culture of MOHA’s staff is displayed in at least 70% of staff members wherein their behaviors reflect key organizational values such as teamwork; efficiency, effectiveness, respect , client-centered approach etc. Activity: 1. Develop and implement a HR Strategy for MOHA within the framework of the overall HR policies of a Unified Public Service.

HR Strategy

approved by OP, PSM; PSC

HR UNIT’s Staff Trained

Implementation Commenced.

Implementation on-going



10,000

2. Design and implement an Organization Development (OD) programme for the staff of MOHA to assist in changing the culture and improving performance.

Sign Contract with Expert

Implement program

(9 -12 months)

50,000

3. Design and implement an Executive leadership program for middle and top management staff (that includes culture and change management).

Baseline: MOHA Environmental Scan Report (2011)

100% managers trained. (25,000)

Employee Culture survey report

completed Employee Culture survey

report completed

30,000

4. Design and implement an incentive scheme that will reward staff for exercising desired behaviors.

Scheme approved.

Implementation commenced

20,000

5. Develop and implement a PR Strategy aimed at enhancing the image of the Ministry and based on the incorporation of the impact of approved reforms.

Design PR strategy (10,00)

PR staff trained. Implementation of

Strategy Supported (15,000)

Strategy implemented with initial support

Strategy Implemented

Implementation of Strategy reviewed. (5,000)

200,000

Objective 2.2. By the end of 2014, MOHA is reporting in its annual report, 85% program achievement within time and budget. Activity. 1. Design and implement a comprehensive performance management system.

System approved

Implementation In progress



25,000

Objective 2.3: 70% of transactions, internally and externally focused, are executed in reduced timeframes by the end of 2013. Activity: 1. Reengineer and implement reforms in core and support processes.(including possible required equipment)

Systems reforms completed. (20,000)

Implementation In progress.


Impact reviews completed.


50,000

Objective 2.4: By 2015, 75% of staff in MOHA are trained in 90% of required competencies and 85% remain in the Ministry post training. Activities: 1. Develop a Training Policy for MOHA.

Policy approved Implementation on-going




8,000

2. Design a comprehensive staff development program for all levels of staff and across all functions in MOHA

Program approved

10,000 3. Implement the program (including o/seas exposure)



Implementation In progress + evaluation.

500,000

KEY PARAMETERS

BENCHMARKS RESPONSI-BILITY

INDICATIVE COST (US$) BASE YEAR

(2012) YEAR 1 (2013) YEAR 2 (2114) YEAR 3 (2015) YEAR 4 (2016) YEAR 5 (2017)

4. Develop and implement a Staff Recognition Scheme. Scheme approved. 10,000

5. Design, conduct an employee satisfaction survey and prepare report for decision makers.

Employee Survey Baseline completed

Survey completed Survey completed Survey completed Survey completed 60,000

Objective 2.5: In 100% Programmes in MOHA, target achievement reflects an average of 70% by Year 2014 as a result of systematic reviews on a bi-monthly basis

Activity: 1. Design, communicate and implement a Monitoring and Evaluation Framework for MOHA

M&E Frame Work approved.

15,000

2. Set-up M&E Unit and train Staff (resources for last quarter 2012 & statistical software etc).

Recruit & Train Staff. Establish Unit

Establish baseline for Performance Indicators.

Functioning M&E Unit Functioning M&E Unit

Functioning M&E Unit

Functioning M&E Unit

35,000

Objective 2.6: 100% IT systems (i.e. crime information system etc.) safeguarded by 2014 from internal / external infiltration. Activity: 1. Conduct a diagnostic study of IS in MOHA and provide appropriate recommendations.

IS Report accepted / approved.

15,000

2. Procure relevant equipment and implement Procurement completed Implementation completed

Effectiveness of MOHA’s IS reviewed

100,000 6,000

Objective 2.7: 100% key systems / processes fully automated and functional by the end of 2013. Activities: 1. Design an Electronic Data Management System( EDMS) in MOHA and implement

Design Completed

2 . Train all levels of staff in the use of the EDMS. Staff trained System implemented.

4. Review IT infrastructure and Install additional connectivity in new accommodation as required.

All additional hardware for new organizational structure procured

All connectivity installed.

150,000

Objective 2.8: To increase the success rate of project implementation by 50% by 2015 as a result of greater emphasis on project management methodologies. Activity: 1. Review existing project management methodologies; develop and implement enhanced processes as well as structural arrangements. Prepare Manuals. Train staff.

Report with new Unit approved (21,000)

Key staff (also from Agencies) recruited and trained

Project management Unit (1) in operation

Project management Unit in operation

Evaluate impact of Project management Unit/ agencies (4,000)

GOAL 3: Enhance the Physical Infrastructure of MOHA Objective 3.1. 100% staff of the authorized establishment is housed in a secure and environmentally friendly environment by 2015. Activities: 1. Conduct a needs assessment on accommodation and security requirements regarding the various departments existing and projected staff establishment and develop architectural plans.

. Assessment Completed after restructuring of MOHA.

Accommodation Report, including architectural plans approved by cabinet.

30,000

2. Develop and implement a phased plan to construct / rehabilitate in response to the identified needs.

Phase 1 completed (present expansion)

Phase 2 Accommodation completed

2,000, 000

Objective 3.2. To have the Ministry fully equipped by 2014 with 100% required office equipment, supplies and communication devices thereby supporting greater operational efficiency. Activities: 1.Conduct a needs assessment of furnishings, office and communication methods/ devices of MOHA based on current authorized strength and futuristic projections, and implement on a phased basis.

Initial Report approved.

Initial Procurement completed 2nd review report approved

Phase 2 Procurement completed

.All offices fully equipped with modern office furnishings.

300,000


KEY PARAMETERS

BENCHMARKS RESPONSIBILITY INDICATIVE COST (US$) BASE

YEAR (2012)


Objective 3.3: To have MOHA’s transportation requirements satisfied by 2016, thereby supporting the Ministry’s execution of its plans and programs.

Activities: 1. Conduct an assessment of MOHA’s existing fleet vis-a-vis projected expansion needs and the indicative cost.

Needs assessment Report approved.

3,000

2. Design a Fleet Management & Replacement Policy with implementation strategy. Train Staff.

Plan approved for implementation.

5,000

3. Implement a phased approach to have 100% acquisition of required vehicles by 2016.

Vehicle purchased Vehicle (s)

purchased Vehicle purchased 125,000

25,000

GOAL 4: Deepen Inter-Organizational Linkages For Greater Security Sector Cohesiveness And Impact. Objective 4.1: To Increase, By Y 2014, The Number Of Solutions For Cross Cutting Internal Security Challenges In The Justice Sector By 40% Through Systematic, On-Going Collaboration. Activity: 1 . Review existing structures, Committees, Task Forces, and processes as well as recent reform reports to identify initiatives aimed at strengthening these bodies to better support decisions and agreements from security and justice sector deliberations.

Report approved

15,000

2. Develop a Strategy and Action Plan for greater collaboration/ resolution of cross cutting issues in the Security / Justice Sector.

Action Plan approved

Implementation in progress. Staff participates in related Meetings

Staff participates in local/overseas Meetings / Forums

Staff participates in local/overseas Meetings/ Forums

50,000

GOAL 5: Increased Border Surveillance And Management For Greater Citizen Security. Objective 5.1: To Contribute By Y 2016 To A 40% Decrease In Transnational Border Related Criminal Activity As A Result Of 60% Increase In The Level Of Implementation Of Cross Border Treaties /Conventions /Agreements.


KEY PARAMETERS

BENCHMARKS RESPONSIBILITY INDICATIVE

COST

(US$)

BASE YEAR

(2012)

YEAR 1 (2013)

YEAR 2 (2014) YEAR 3 (2015) YEAR 4 (2016) YEAR 5 (2017)

Activity: 1. Review existing collaborative agreements and develop a comprehensive Border Security Strategy for increasing the level of implementation of agreed strategies, initiatives, best practices.

Consultations with S/holders completed. Strategy designed. (25,000)

Strategy approved. Implementation commenced. (10,000)

Implementation in progress. (50,000)

Implementation in progress (50,000)

Implementation in progress (50,000)

185,000

Objective 5.2: To ensure that by Year 2014, 80% or legislation are better aligned with those within the region and other wider jurisdictions. 1. Establish structural arrangements to ensure on-going review and interpretation of existing and new legislation, providing legal advice to support effective and timely discharge of MOHA’s mandate.

Unit established. Staff (1) in place. (180,000)

Legal reference material procured. (30,000)

210,000

2. Review existing legislation to identify and correct where there may be seemingly contradictions, lack of clarity and other anomalies, and to harmonize with those in other jurisdictions.

On-going On-going On-going On-going

GOAL 6: Safer citizens through greater effectiveness of the performances of the subvention agencies. Objective 6.1: By 2015, The Performance Of 100% Of The Subvention Agencies Under MOHA Have Increased The Achievement Of Planned Targets By 60% Over The Baseline(2012) Activities: 1. Define a framework for executive agencies within the framework of enhanced performance management (adopting/modifying ‘best practices’) and sensitize key staff in MOHA and Subvention agencies, supporting the submission of a Concept Paper to Cabinet for approval.

Concept paper designed and approved by Cabinet (40,000)

Sensitization of staff throughout MOHA and its Agencies (Logistical expenses-10,000). Commence Implementation.

Performance management in operation.

Performance management in operation.

Impact of Performance Management System in MOHA and Agencies evaluated. (8,000)

58,000

2. Conduct a survey to determine in every agency key skills that are required to implement this innovation; design and deliver appropriate training.

Training Course designed. (10,000)

Staff in MOHA, Key Agencies trained.

10,000

3 Design and implement Performance Contracts between the Minister, MOHA and the Head of each agency.

Performance Contract Protocol approved By cabinet

Performance Contracts with Agency heads in Place.

Impact Assessment of the Performance Management. System completed.

10,000


KEY PARAMETERS

BENCHMARKS RESPONSIBILITY INDICATIVE COST (US$) BASE YEAR

(2012) YEAR 1 (2013) YEAR 2 (2114) YEAR 3 (2015) YEAR 4 (2016) YEAR 5 (2017)

4. Train all MOHA officers that will be involved in providing support to the Minister regarding the re-emphasized oversight role and implementation of the new arrangements.

MOHA Staff with oversight responsibility trained.

Objective 6.2. To establish, biannually, the level of security and safety as perceived by a 10% of citizens drawn from 10 regions, over the baseline perceptions (2012).

Activity: 1. To design survey instrument & methodology, train M&E staff and support the baseline study relating to the level of security and safety as perceived by a sample of citizens drawn from the 10 regions.

Survey designed & Baseline survey completed (50,000)

50,000

2. Conduct annual surveys to determine citizens’ perceptions of the safety of the country and generate related reports on annual basis.

Safety & Security

survey completed (30,000)

Safety & Security survey completed (30,000)



120,000

Objective 6.3. By 2015, 100% of subvention agencies will have, at the core of their services, a focus on providing effective customer care Activity: 1. Develop a customer care program in MOHA with linkages to the five subvention agencies, inclusive of structural requirements.

Customer-care program designed (40,000)

Program approved by Cabinet. Client Baseline Survey.

60,000

2 . Train identified staff across Ministry and subvention agencies in relevant methodologies and implement.

MOHA & agency staff trained

10,000

3. Implement customer care program within the MOHA and five agencies.

Program implemented

Program in operation

Customer survey Report completed.

20,000

4. Establish formal mechanisms (help/ customer desk etc.) to obtain ongoing feedback from end-users of the various services.

Feedback mechanisms designed.

Feedback mechanisms approved.

Feedback mechanisms implemented.

Feedback mechanisms implemented

Feedback mechanisms evaluated. (5,000)

80,000

Objective 6.4. By 2017, 60 % of the most violent communities in specific regions, are safer as a result of the implementation of strategies that speak to issues of community policing, domestic violence and crime prevention. 1. Design, through a collaborative process with stakeholders, and taking account of best practices, a Community Safety, Crime Detection & Prevention Strategy, ensuring stakeholder validation

Community Safety, Crime Detection & Prevention Strategy approved by Cabinet.

30,000


KEY PARAMETERS

BENCHMARKS RESPONSIBILITY INDICATIVE

COST

(US$)

BASE YEAR (2012)


2. Design and deliver a training programme for identified groups including relevant staff from MOHA. Identify and procure basic security equipment necessary to support the implementation of the Strategy

Needs assessment concluded; training delivered.

Security equipment procured; implementation Commenced.

Strategy implementation in process.

Strategy implementation in process

Strategy implementation in process

100,000

GOAL 7: Reduced Road Fatalities Through Enhanced Traffic Management Surveillance.

Objective 7.1: By 2015, the safety of road networks across key regions - 2, 3, 4, 5, 6, 10, is increased by 70% as a result of new and amended legislation and increased legal sanctions. Activities: 1. Develop an Action Plan for the period 2013 -2015, from recommendations proffered by the National Road Safety Council (NRSC) and lobby for the enactment of indicated legislation, including stiffer penalties.

Consultations re completed.

(15,000)

Action Plan developed and approved by Cabinet. (7,000)

22,000

2. Identify specific preventative initiatives from the Action Plan and support the National Road Safety Council in their Implementation.

Implementation of Action Plan with MOHA support commenced.

Implementation of Action Plan with MOHA support



Evaluation of Action Plan Implementation completed. (6,000)

250,000

TOTAL US$5,797,000.

AT EXCHANGE RATE US$1 = G$204 G$1,182,588,000.

4.2 Financial Implications The indicative cost for the implementation of this plan is in the sum of US$5,797,000. This includes the emoluments for key new units that have been identified to support the implementation of the Strategy. The total costs for these Units are in the sum of US$335,000. The estimated costs for 2012 and 2013 are US$147,000 and US$1,015,000 respectively. Funding Sources The effective execution of this Strategic Plan hinges on the identified resources being available for execution on a timely basis. Any gap in funding for any period within the five year time frame will result in slippages that can cause the momentum of the implementation phase to be stymied or at worst, dissipated. MOHA should therefore identify and aggressively pursue, in the base year (2012) a resource mobilization strategy that should have at its core a multi-faceted approach to funding. Possible approaches should include requests for additional resources in the Capital budget from the Consolidated Fund; non-governmental funding from agreements with development partners such as the donor community as well as the private sector. 4.3. Implementation Arrangements At the strategic level, the implementation stage of this Strategic Plan will be directed and facilitated by a Steering Committee chaired by the Minister of Home Affairs. The management tier of the MOHA will collectively be responsible for the day-to-day execution of strategic interventions and initiatives and are expected to be fully committed to a plan that was shaped and validated by them. Ultimately, however, responsibility for the successful implementation of the Strategic Plans lies with the Permanent Secretary who is accountable to the Minister. The implementation of this strategic plan is envisaged to be achieved with external assistance. The capacity gaps that were highlighted during the strategic analysis presuppose that the building of capacity is absolutely essential if the Ministry is to attain its quest for excellence, making visible and distinct strides towards the vision that it has articulated for itself. The climate that the organization must nurture is one of guided experimentation and learning, creating an environment of empowerment whereby staff members are emboldened to make suggestions, attempt new ways of doing things without fear of being blamed or castigated if such actions result in mistakes. Rather, these mistakes should be taken as lessons learnt, even documented, so that similar future scenarios that emerge can benefit from the wisdom derived from failed methods or even policies. Pre-requisites and Responsibilities In addition, whenever an organization is faced with the need for improvements that indicate changes to routines, processes, even attitudes, there must be resources, both human and financial dedicated fully to the new demands that are there to stay. Accordingly, there must be at the strategic management level of the organization, a mechanism for oversight in addition to a small group of persons who will be responsible for managing the reform agenda. In the case of the latter, it is imperative that these persons be well equipped for the job at hand in terms of the specific skills required as well as the experience in similar settings. The strategic plan’s implementation hub should ideally be located directly to top


management so that the importance of the function is visible to organizational members and access to the ultimate administrative authority, critical for advancing the various initiatives, is immediate. The following organizational arrangements are recommended to support MOHA as it transitions into the execution stage of its new strategic plan. In keeping with the stated expectations of the Ministry, this responsibility is recommended reside in the proposed Project Formulation, Monitoring and Works Unit, as a sub section.

PERMANENT SECRETARY

STRATEGY IMPLEMENTATION SECTION Program Manager

STRATEGIC PLANNING STEERING COMMITTEE

CHAIR: MINISTER, MOHA

MEMBERS Permanent Secretary Coordinator, Change

Teams Programme Heads

Rep. Ministry of Finance

Rep. Public Service Ministry

Strategy Operations Analyst

STEERING COMMITTEE FUNCTIONS Approve the Strategic Plan – 2012 -

2017; Approve funding proposals; Approve changes in sequence of

improvement activities; Solving problems that can jeopardize

the smooth execution of the SP; Recommending to cabinet, MOF, OP,

PSM, solutions to issues with crosscutting policy implications.;

Lobby for funding for various initiatives in the SP;

Approve annual budgets ensuring that proposals are adequate enough to continue reforms that span several years.

Visibly sponsor and champion the reforms.

FUNCTIONS OF THE STRATEGY IMPLEMENTATION UNIT � Support the Permanent Secretary in initiating the various interventions / initiatives in the SP 2012-2017. � Continually track the progress of initiatives to ensure targets are being met and provide early alerts regarding emerging obstacles; � Supporting Departments in the preparation and implementation of Improvement plans that correspond to the activities in the SP,

coordinating efforts to ensure that there is employee participation as well as harmonization of efforts across the Ministry; � Prepare briefs, reports, respond to requests for information regarding the implementation of the SP; � Management the implementation of a Communication Strategy across the Ministry to maintain employees’ interest and

continued cooperation to the reforms; � Collaborate with other units regarding the management of the socio-emotional dimensions of the workforce; � Assist OD expert in interventions aimed at transforming the culture of MOHA. � Participate in the annual assessment of each year’s implementation of the Strategic Plan; advise top management on adjustments

to the plan that become apparent during implementation.

CHANGE AGENTS [ members of strategic planning group] ROLE: To champion and communicate the SP to other organizational members, supporting the SIU.

HEAD, RESEARCH, DOCUMENTATION

AND EVALUATION UNIT


The overall strategy will have to be complemented with departmental and individual improvement plans that speak to the ministry wide strategies and initiatives. These should be formulated by the various departments working collectively as soon as the wider strategy has been accepted. This is critical to support the move to a performance oriented culture. Specific initiatives will have lead coordinators from among the program heads preferably, or from the strategic planning group. The proposed Research, Documentation and Evaluation Unit will be the nerve center of the implementation of this Strategic Plan. As a temporary measure, it is recommended that a Strategy Implementation Section (SIS), comprising two persons, be established to focus on the implementation of the Strategic Plan. The section head, (suggested) a Technical Coordinator (main change officer), under supervision, will coordinate and monitor the activities in Year 1 – 2012. The implementation of the new Unit should be established as soon as possible in order to assist management in ensuring that the implementation process proceeds with alacrity. The Technical Coordinator should be allowed enough authority that will facilitate decision-making thereby advancing the implementation of the Strategic Plan within the context of agreed limits. The proposed staff should be graduates in disciplines such as public sector management / public administration, project management or related discipline. In addition, substantial experience in strategic management, change management; organizational analysis and project management is essential if the desired level of support to MOHA is to be realized.

4.4. Leadership – The Hub of Successful Change As the MOHA moves into the implementation stage of the Strategic Planning Cycle, a key concern / pre-requisite is for leadership that will enable the Ministry to have as great a chance as possible for a successful outcome. The complexities of the environment and the gaps at middle management level have been mentioned earlier in this document. Successful implementation must be pursued through the leadership of the Ministry at all levels. Recent research has underscored the importance of this element of organizational life. According to the University of Berkley, in a recent publication, “….effective change in organizations is illusive — most organizations fail to achieve the performance outcomes to which they aspired within an anticipated time frame, if ever. Research shows that effective change is less about the mechanics of the change — what new technology should be put in place, what procedures should be followed — and more about how committed leaders across all levels are to the change”3. The strategic plan speaks to this issue from the perspective of building an orientation regarding the role of leaders in shaping the desired culture, shifting to an orientation that is more performance focused.

3 Chatman, Jennifer et al. (Haas School of Business at UC Berkeley) “How leadership matters: The effects of leaders’ alignment on strategy implementation”. The Leadership Quarterly, Vol. 21, Issue 1 (2010)

“Leadership does not involve changing the mindset of the group, but the cultivation of an environment that brings out the best and inspires the individuals in that group to do what needs to be done”.

- Arthur F. Carmazzi


MOHA should aim to have as many managers involved in this training so that awareness will be achieved and roles, responsibilities and their linkage to performance, better understood. 4.4. Communicating the Change

An important aspect of the implementation of this Strategic Plan is the need for on-going communication so as to keep all employees informed regarding the intent, nature and progress of the Strategic Plan. An important question for employees, especially, the rank and file, is “What is in this for me?” The challenge for implementers is to allay the fears that are inherent in any change situation and for this to be done in an on-going and timely manner. The aim is to engender employee ‘buy-in’ and commitment to the impending changes in the intended transformation process of MOHA. The following guidelines are presented for MOHA’s adoption as the Ministry’s proceeds on its journey of renewal and realignment.

ELEMENT DESCRIPTION RESPONSIBILITY

Content (1) .Simplify the message. Top Management Supported by SIS

(2) The existing situation and the rationale for the change and the consequences of a ‘do nothing’ scenario for both organization and individual employee

Top Management Supported by SIS

(3) The desired future, what it means and the role of each employee if the mission and the vision are to be realized.


(4) An intermediate position (an organizational profile that would describe the state of the Ministry in the midst of the change, i.e. as it is poised between the past and the desired future. As this state is shared with employees, before and during the actual phase, the anxiety of this apparent ‘confused, out-of-control situation’ will be lessened.


(5) Share the initiatives that are planned, including their timing. Indicate the role that employees are expected to play and the consequences of such changes.


(6) Share updates and answer queries to alleviate fear. SIS supported by Top Management & Change Agents

Means (a) small group discussions; (b) newsletters; (c) e-mails; (d) staff meetings; (f) formal power point presentations; (g) panel discussions; (h) training and orientation sessions; (i) suggestion boxes and other employee feedback mechanisms.

SIS and Change Agents

Frequency At least quarterly. SIS, Change Agents and Top Management.

Effective communication will contribute significantly to reduce resistance to change by employees for whom the uncertainly caused by changes to their routines can become overwhelming. 4.6. STAKEHOLDER ANALYSIS


LEVEL OF INTEREST LOW HIGH

HIGH FRAMEWORK ADOPTED FROM “EXPLORING CORPORATE STRATEGY”. JOHNSON AND SCHOLES (1993)

A – POWER IS LOW AND INTEREST IS LOW: Low power and little interest. Active support of this group may have an influence on the attitude of the more powerful stakeholders.

1. Guyana Forestry Commission 2. Shipping Association of Guyana

B - POWER IS LOW BUT INTEREST IS HIGH Because of their high interest, not withstanding low power, can influence the more powerful stakeholders. They can be champions who can support the strategies. Keep them informed. 1) Ministry of Works 2) Ministry of Local Government 3) Ministry of Education 4) Ministry of Agriculture 5) National Community Policing Executive 6) Guyana Human Rights Association 7) The Private Sector Commission 8) National Road Safety Council 9) Guyana Association of Private Security Operators 10) The Guyana Manufacturers Association 11) Guyana Geology & Mines Commission 12) Guyana Gold & Diamond Miners Association 13) Cheddie Jagan International Airport 14) Ogle International Airport

C: POWER IS HIGH AND INTEREST IS LOW While powerful, these stakeholders’ interest is low, but interest can increase as a result of specific events. This can bring about a desire to influence policy, repositioning them to Quadrant D TASK: Consider the likely response of these groups on intended strategies and incorporate their expectations as much as is possible. Keep them satisfied.

1. Guyana Revenue Authority 2. Ministry of Legal Affairs 3. Director of Public Prosecution 4. Guyana Energy Agency

D. POWER IS HIGH AND INTEREST IS HIGH Most difficult group since they are in a powerful position to block or support new strategies and their interest in the MOHA is high. Their acceptance of planned strategies is vital. Solution: Test out new strategies / ideas with them before taking a final position.

1. Office of the President 2. Ministry of Finance/ Accountant General 3. Public Service Ministry 4. Public Service Commission 5. Auditor General 6. Parliamentary Oversight Committee 7. The Guyana Police Force 8. The Guyana Prison Service 9. The General Register Office 10. The Guyana Fire Service 11. Customs Anti Narcotic Unit 12. Guyana Defence Force 13. Ministry of Foreign Affairs 14. Ministry of Human Services & Social

Security 15. The Police Complaints Authority 16. Ministry of Legal Affairs 17. Director of Public Prosecution


The stakeholder analysis was undertaken during the course of the environmental scan. The classification of the agencies / groups reflects MOHA’s perceptions based on its knowledge and interactions with these groups. The utility of this framework lies in the insights it provides regarding the power of the various stakeholder groups and the degree of their interest in the operational policies of MOHA. Power is seen to be derived from stakeholders’ control of strategic resources (e.g. materials, labour, money); involvement in strategic implementation; possession of knowledge; and through internal linkages (e.g. informal influence). The combination of power and interest would position these groups to be either facilitators of the proposed reforms in the Ministry or blockers.

The matrix above provides MOHA with strategies for managing the relationships with these groups during the implementation of the Strategic Plan. Stakeholders in Quadrant A require the least effort, while those in Quadrant D are the key players and must buy into the plans of MOHA, since the acceptability of these initiatives by these groups is critical to their implementation. It is also important to understand that after this initial categorization, reviews should be undertaken periodically, since stakeholders can re-position, based on changes in the environment. Hence the need for maintenance activities that will discourage such repositioning, and these are largely found in providing ongoing information and devising means to keep those who should be, satisfied with what is being planned. It is clear, therefore, that before this Plan is regarded as the final version for implementation, it should be shared with stakeholders as indicated in the analysis undertaken and adjustments made as is indicated, arising from these discourses. 4.7. Managing Culture

Organizational culture can facilitate or inhibit change. The environmental scan that was undertaken during the strategic analysis stage of MOHA’s strategic planning process revealed that the majority of staff desired a reshaping of the existing culture to better reflect values of team work, consensus building, commitment and loyalty to organization. Employees’ expectations also included a culture in which a premium is placed on the development of the human resource, there is opportunity for employees to be creative, experimenting with new approaches and being encouraged to operate with a greater degree of autonomy.

Within the Strategic Plan, provision has been made for this critical yet seemingly intangible issue to be addressed, through the introduction of an Organization Development initiative that will encompass the entire organization. Notwithstanding this fact, a few essential facets of this phenomenon – culture – is worthy of inclusion in this section, o as to ensure that dedicated effort is exerted in order to position MOHA on a pathway for successful change. Two essentials are presented for deliberation and discussion as the Ministry takes on the challenge of reshaping its culture. These are employee resistance and a few mitigating strategies. 4.7.1. Resistance to changing values.


Resistance emerges from several factors and sources as depicted in the diagram4 below:

E M P L O Y E E R E S I S T A N C E

SOURCES OF RESISTANCE

There will always be resistance to change for the reasons outlined in the figure above as well as many others. The challenge is to diffuse the triggers for resistance, making the transition easier for employees and introducing new ways of working that will inculcate new values that are close to those highlighted in the desired culture. Among the strategies that management can utilize are, creating a critical mass of supporters for the Strategic Plan and the initiatives which will bring about change in the way things were previously executed. The nucleus of such a group already resides in the strategic planning group who participated in the strategic planning process. From the interactions between the consultants and the group, the latter are ready for changes which will allow them to feel more valued and help them to better contribute to organizational goals. Others strategies include cascading the vision, mission and articulated values throughout the ministry, creating an atmosphere of expectancy and urgency, planning on short term ‘wins’ and empowering that critical mass (0f employees) to assist in championing the vision. Small teams can be used to test new methods /processes, approaches so as to achieve a better fit within capabilities, since insights gained can allow for an incremental approach, even as capacity is built from training initiatives that have been identified.

4 Adapted from McGraw-Hill Companies

STRATEGIC PLAN 2012-2017

[CHANGES]

Fear of the Unknown Future


Much has been said about communicating the Plan, but this is worth reiterating at this point. Reshaping an organization’s culture is never an easy task, but with commitment and dedication from the leadership, all things are within reach of success. Responsibility for the maintenance activities regarding the desired culture change will reside in the Unit that has been proposed to support implementation. However, as has been indicated in earlier sections, the ultimate responsibility and the most important determinant for success is the demonstrated commitment of the leadership of MOHA.

4.8. A Monitoring and Evaluation Framework Another contributing factor to the successful implementation of this Strategic Plan is the continuous monitoring and evaluation of planned activities. Effectiveness of the system depends on clear, measurable performance indicators, that reflect the stated objectives; data collection systems that enable the garnering of information that allows for the measurement of the performance indicators; an analytical framework and reporting formats that enable the presentation of results in a manner that can support evidence-based decision-making. The Strategy Implementation Unit (SIS) has responsibility for tracking the progress of the implementation of planned activities in any year is such a manner that the Senior Management team as well as the Steering Committee for the Implementation of the Strategic Plan will be alerted early in the event that there are emerging obstacles. It is recommended that monthly reports be prepared and sent to the key decision makers. One possible reporting format is presented below as a guide: Initiative Activities

Planned for Reporting Period

Actual Achievements

Reason for Variance

Enabling action Required

By When By whom

In addition to monthly reporting, the Unit is required to ensure that baseline data exists for all indicators listed in the Results Matrix and that data collection continues periodically to enable the tracking of targets set. The Unit is required to conduct evaluation of initiatives in place to determine early impact. This is important to allow for adjustments in order to better achieve the final performance indicators of this Plan. The outputs of this Unit will feed into the activities of the M&E unit that has been proposed for

The Case For Monitoring And Evaluation

To keep track of the status of

planned activities/ programs; To determine if adjustments

should be made to existing plans / work schedules;

To enable the identification of gaps in performance and corresponding corrective action;

To compare with ‘best practices and standards;

To identify lessons learnt and to factor these into future plans and programmes.

Improves the allocation of resources;

Promotes accountability.


MOHA by its decision-makers, since their focus will be on the wider operational annual targets within programmes. 4.9. Implementing the Strategic Plan at MOHA: START-UP MATRIX

Activity Responsibility Timeline Comments Install the Change Agents (the same Strategic Planning group participated in the process)

SP Steering Committee

Before the SP is formally launched.

They should represent a cross section of the MOHA and be committed to supporting the vision and its implications.

Develop a Code of behavior for all Project Team Members and have them sign off on it.


Within one month of the commencement of the Implementation

This should be a participative effort. [Behavior that is inconsistent with the change that is supposed to be advocated will undermine change processes].

Commence a programme of team building for all of the persons who will be associated in leading/ championing the change (SP).


Within one month of the ‘roll-out’ of the SP.

This should be done preferably before the Launch of the Strategic Plan.

Identify a Budget for Change Management Activities.(staff awareness sessions in Section 4.5)

SIU Before the SP is formally launched.

Include in Budget 2013, but try to source funds in 2012.

Assign members of the Change Agents Team to champion various initiatives of the Strategic Plan.


Three months after the SP commences implementation

Should take into account area of expertise of each member.

Develop an incentives scheme to reward / recognize desired behavior.



Include in Budget for 2013.

Develop feedback mechanism for staff, external stakeholders to periodically monitor the perceptions.

SIU Three months after the SP commences implementation

Surveys and suggestion boxes.

Identify pockets of resistance and determine the scope and impact of such opposition.

Change Agents and SIU


Identify and implement steps to reduce resistance.

Break up cliques / redeploy relevant staff where resistance is strongest to other functional areas. [Resort to this strategy when efforts to diffuse fail and opposition is covert but influential].


Six months after the SP commences implementation

If this fails, and resistance persists, transfer out of the institution.


5.2. ANNEXES


ANNEX 1: TERMS OF REFERENCE

MINISTRY OF HOME AFFAIRS

CITIZEN SECURITY PROGRAMME

DEVELOPMENT OF A STRATEGIC PLAN FOR THE MINISTRY OF HOME AFFAIRS

TERMS OF REFERENCE

BACKGROUND In February 2009, the Government of Guyana signed a contract with an International Consulting Firm for the Institutional Modernization of the Ministry of Home Affairs (MOHA). Under this contract the Consultants were charged with the task of developing a Strategic Plan and the development and implementation of an Electronic Data Management System (EDMS) among others. This consultancy contract was terminated by Mutual Agreement after the Consultant had produced and submitted an Inception Report and an Interim Report. It is the wish of the Government of Guyana to complete the development of the Strategic Plan and the development and implementation of the EDMA.

CONSULTANCY OBJECTIVE The objective of this Consultancy is to complete the development of a Strategic Plan for the MOHA in line with the work already done and reported in the Inception and Interim Reports submitted by the previous Consultant. ACTIVITY To achieve the objective the Consultant will have to undertake the following activities: 1. Review the Inception Report and the Interim Report submitted by the previous Consultant, and any other document which the Consultant may deem necessary. 2. Convene meetings with the relevant stake holders to determine the modus operandi for working with the MOHA, bearing in mind that the MOHA is a functioning institution which provides services to the public on a daily basis, within normal working hours.

EXPECTED RESULTS It is expected that at the end of this Consultancy the MOHA would be in possession of a working document containing a year to year implementation plan with approximate costs. DELIVERABLES

1. A Draft Strategic Plan

2. A Final Report containing a five (5) year Strategic Plan for the MOHA, with approximates for its implementation on a year to year basis.


COORDINATION The Consultant will report to the Coordinator of the Citizen Security Programme and the Permanent Secretary of the Ministry of Home Affairs.

CHARACTERISTICS OF THE CONSULTANCY 1. Place of Work : the MOHA, Georgetown, Guyana 2. Type of Consultancy : Local Individual 3. Time Frame : Ninety (90) days over a six (6) month period 4. Qualification : A Master’s degree in Public Administration and similar experience in the Caribbean.


ANNEX 2: STRATEGIC PLANNING GROUP

NAME OF OFFICERS DESIGNATION Angela Johnson Permanent Secretary

Floyd Mc Donald Task Force Coordinator , Drugs and Weapons

Clement Henry Head Policy & Research Debbie Lewis Human Resource Manager Mark Amin Head Information System Shireen Andrews Principal Assistant Secretary (G) Pamlyn Browne Principal Assistant Secretary (F) Kaveeta Bacchus Assistant Accountant Kavita Bhowani Research Officer Tabitha Barnwell Research Officer Fiona Emery Statistical Officer Sharon Elgin Assistant Accountant Candace Elias Treaty Officer Meresia Greene Research Officer Winston George Assistant within Task Force Yojna Hernandez Personal Assistant to the Hon. Minister Jermaine Hermanstyne Temp. Accounts Clerk Romanus James Statistical Officer Gavin Kellman System Support Officer Indrawattie Manohar Assistant Secretary (G) Troy Nieuenkerk Assistant Accountant Dawn Parris Accountant


ANNEX 3: IMPLEMENTING THE STRATEGIC PLAN 2012 -2017: PROPOSED STRUCTURAL ARRANGEMENTS

STRATEGIC PLANNING STEERING COMMITTEE (MOHA)

CHAIR: MINISTER, MOHA

MEMBERS Permanent Secretary Coordinator, Change

Teams Programme Heads

OPTIONAL

Rep. Ministry of

Finance Rep. Public Service

Ministry

PERMANENT SECRETARY

HEAD, RESEARCH, DOCUMENTATION

AND EVALUATION UNIT

STRATEGY IMPLEMENTATION SECTION Program Manager (1)

Strategy Operations Analyst (1)

MONITORING & EVALUATION SECTION M&E Coordinator (1)

M&E Officer (1)

RESEARCH & DOCUMENTATION SECTION Research & Documentation

Coordinator Research Officers (2)

Research Assistant (2) Librarian (1)

ANNEX 4: MOHA STRATEGIC PLAN 2012 -2017: BUDGET

STRATEGIC GOALS SUB-CATEGORY COST(US$)

TOTAL (US$)

GOAL 1: REALIGN AND MODERNIZE (Restructure) MOHA’S ORGANIZATION STRUCTURE FOR GREATER RESPONSIVENESS Consultancy (Firm): Restructure Ministry 35 Equipment & Furniture 400 Staff Emoluments for Strategic Plan Implementation Unit (2) 300 735,000 GOAL 2: ESTABLISH THE MINISTRY OF HOME AFFAIRS AS A CENTER OF EXCELLENCE IN THE PUBLIC SERVICE. HR INITIATIVES: Develop HR Strategy for MOHA 10,000 Develop and Implement Organization Development Programme 50,000 Develop and Implement Staff Incentive Scheme 20,000 Develop and Implement Executive Leadership program 30,000 Develop & Implement PR Strategy & Media Campaign 200,000 Re-engineer core processes 50,000 PERFORMANCE MANAGEMENT: Design Performance management System 25,000 Training Policy and Staff Development , Staff Recognition Program 28,000 Implementation of Staff development Program 500,000 Employment Satisfaction Surveys 60,000 MONITORING & EVALUATION: Develop M&E System 15,000 Establish M&E Section in Research, Documentation & Evaluation Unit 35,000 INFORMATION SECURITY: Diagnostic Study 15,000 Security Equipment 106,000 Additional IT Equipment 150,000 PROJECT MANAGEMENT: Review existing project management methodologies 25,000 1,319,000 GOAL 3: ENHANCE PHYSICAL INFRASTRUCTURE AT MOHA Infrastructure Needs Assessment 30,000 Additional Infrastructure rehabilitation 2,000,000 Additional office equipment, supplies and communication devices 300,000 Transportation Needs Assessment 3,000 Design Fleet management & replacement Policy 5,000 Purchase of required vehicles (over life of SP) 125,000 2,463,000 GOAL 4: DEEPEN INTER-ORGANIZATIONAL LINKAGES FOR GREATER SECURITY SECTOR COHESIVENESS AND IMPACT. Review and strengthen Committees, Task Forces etc. 15,000 Internal Strategy and Action Plan 50,000 65,000

GOAL 5: INCREASED BORDER SURVEILLANCE AND MANAGEMENT FOR GREATER CITIZEN SECURITY. Border Security Strategy & Action Plan 185,000 Harmonization of Legislation 210,000 395,000

GOAL 6: SAFER CITIZENS THROUGH GREATER EFFECTIVENESS OF THE PERFORMANCES OF THE SUBVENTION AGENCIES Accountability & Performance Framework for MOHA’s Subvention Agencies;

68,000

Performance Management Contracts for Agencies’ Heads 10,000 Training for Agencies’ personnel 50,000 Citizens’ Security and Safety Surveys: Design and Train 120,000 Implement Surveys; disseminate reports 170,000 Design and implement Customer-care Program in MOHA and 5 Agencies 130,000 548,000

GOAL 7: REDUCED ROAD FATALITIES THROUGH ENHANCED TRAFFIC MANAGEMENT SURVEILLANCE. Support to the National Road Safety Council – Special Initiatives 2 272,000 272.000

TOTAL US$5,797,000 G$1,182,588,000

ANNEX 4a: MOHA STRATEGIC PLAN 2012 -2017: SUMMARY ANNUAL BUDGET

STRATEGIC GOALS

YEAR

TOTAL 2012 2013 2014 2015 2016 2017

GOAL 1: REALIGN AND MODERNIZE (Restructure) MOHA’S ORGANIZATION STRUCTURE FOR GREATER RESPONSIVENESS

US$85,000 US$210,000 US$160,000 US$110,000 US$110,000 US$60,000 US$735,000

GOAL 2: ESTABLISH THE MINISTRY OF HOME AFFAIRS AS A CENTER OF EXCELLENCE IN THE PUBLIC SERVICE.

47.000 256,000 345,000 299,500 197,000 174,500 1,319,000

GOAL 3: ENHANCE PHYSICAL INFRASTRUCTURE AT MOHA

- 88,000 1,550,000 750,000 75,000 - 2,463,000

GOAL 4: DEEPEN INTER-ORGANIZATIONAL LINKAGES FOR GREATER SECURITY SECTOR COHESIVENESS AND IMPACT.

- 20,000 15,000 15,000 15,000 65,000

GOAL 5: INCREASED BORDER SURVEILLANCE AND MANAGEMENT FOR GREATER CITIZEN SECURITY.

205,000 40,000 50,000 50,000 50,000 395,000

GOAL 6: SAFER CITIZENS THROUGH GREATER EFFECTIVENESS OF THE PERFORMANCE OF THE SUBVENTION AGENCIES

199,000 123,000 89,000 88,000 49,000 548,000

GOAL 7: REDUCED ROAD FATALITIES THROUGH ENHANCED TRAFFIC MANAGEMENT SURVEILLANCE.

15,000 57,000 50,000 50,000 50,000 50,000 272,000

TOTAL US$147,000 US$1,015,000 US$2,288,000 US$1,363,500 US$585,000 US$398,500 US$5,797,000 G$29,988,000 G$207,060,000 G$466,752,000 G$278,154,000 G$119,340,000 G$81,294,000 G$1,182,588,000

Documents

REVISED STRATEGIC PLAN - mops.gov.gy · page statement by minister, home affairs (optional) foreword by permanent secretary, ministry of home affairs (optional) abbreviations and