Public Service Country Profile

2310-2098 (online)
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This series provides insight, in a country-by-country format, into the managerial and structural changes underway in the public service. The series was launched in 1995 when the principles of New Public Management were in the early stages of adoption, and was updated and revised in 2003 to reflect the changes that the various civil services had undergone in scope, organisation and approach since then. This series is an accessible and valuable source of reference for bureaucrats, diplomats, political and academic audiences seeking to benchmark best practice in public sector reform across Commonwealth member countries.


A Profile of the Public Service of Trinidad and Tobago

Current Good Practices and New Developments in Public Service Management You do not have access to this content

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Commonwealth Secretariat
01 Jan 1995
9781848595262 (PDF)

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Commonwealth member governments have been taking part in a unique mapping exercise, identifying the actual changes which have been made in some key areas of public service management. The Public Country Profile Series sets out the results of the mapping exercise, country by country, to provide an unprecedented insight into the real managerial and structural changes under way in the public service.

In providing some firm ground on which those public servants, both elected and appointed, who are faced with the challenge of public service reform can stand while assessing the options available, the Public Country Profile Series marks a milestone in the debate concerning the management of the public service.
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  • Foreword

    Since 1975, the Management and Training Services Division of the Commonwealth Secretariat, and its predecessor the Management Development Programme, have been providing extensive assistance to Commonwealth governments confronting the challenge of securing administrative and managerial improvements in the public sector. The Division's analyses of major trends and opportunities for public sector reform are complemented by its tailored consultancy and training packages designed in response to national and regional needs.

  • Introduction

    As we implement and institute mechanisms and measures which will ensure an efficient and effective public sector we are not alone. Similar programmes are under way in the private sector. Both arms are moving forward together for the development of our society.

  • Making the Most of Staff

    There is no legislation that deals specifically with non-discrimination in employment practices. However, the current legislation for the public service as embodied in the Public Service Commission's regulations attempts to ensure that appointments to the public service are made in an equitable manner through selection "on the basis of written competitive examinations and interviews".

  • Making Government More Efficient

    Ministries/departments have been encouraged to employ modern business management tools to improve the management of their operations. In 1993, all ministries and departments were asked to develop five-year strategic plans outlining vision, core purpose, strategic objectives, strategies for achieving those objectives and the physical, human and financial resources required to achieve these objectives. These agencies were further asked to prepare yearly action plans which would inform their annual budgetary estimates.

  • Improving the Quality of Services

    The Government believes that everyone is entitled to good public services. In the present economic climate taxpayers are also demanding value for money. With limited resources available to fund services, there must be greater awareness of and provision for what the customer requires.

  • Improving Partnerships with Organisations/Agencies Outside Government

    The philosophy underlying the Government's Investment Policy is that the State will be essentially a facilitator of economic activity. The Government's participation in the commercial sector will continue only in special and limited circumstances.

  • Making Management More Effective

    It is an accepted principle that ministries/departments are responsible for training and developing their own staff. However, the Central Training Unit and the Coordinating Consulting Team of the Office of the Prime Minister have designed training programmes for middle and senior managers across the public service.

  • Improving the Management of Finance

    Accountability is a key factor that influences the level of trust that citizens have in the government which serves them. It involves not only compliance with financial accounting procedures but a commitment to keep the public informed of its policies and performance. Public sector auditing systems should support this thrust.

  • Improving Policy Analysis and Co-ordination

    Cabinet has established four Standing Committees of Energy, Agriculture, Tourism and Industry, and Services to advise on sectoral policies and to oversee and coordinate the development of major projects on these sectors. These Committees are chaired by the Prime Minister and comprise a mix of ministers, senior public servants and private sector personnel with expertise and interest in these areas. The Standing Committee on Energy was the first to be established, consequently the Terms of Reference of the other three were patterned on this Committee.

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