Change Management in the Public Sector: Experiences from a Developing Country – Niue

1. Change Management in thePublic Sector: Experiences from a Developing Country – Niue RIAP Training Program on Change Management for HRD Planning in the Public Sector for Managers from the People’s Republic of China Dr Shirley Randell AM

2. Niue’s Location in the Pacific

3. Map of Niue

4. Niue: the Rock of the Pacific • Small, isolated Pacific Island country • Neighbours are Tonga, 480km NW, Rarotonga, 930km W, Samoa 660km E • Self governing country in free association with New Zealand • 1740 people in Niue, 18,000 in NZ • 260 sq km, coastal road 64 km long

5. SituationAnalysis • Governance • Economy • Population • Social Issues • Gender

6. Figure 1 Composition of Gross Domestic Product, Niue, 2000

7. GDP

8. Figure 2 Niue Population, by Year and Sex

9. Leaving Niue for Study

10. Political Endorsement • Counterparts • Private Secretary to Prime Minister • Manager, HRD Unit • Premier and Cabinet • NTDC • Steering Committee included members of the Opposition

11. Cabinet Cabinet

12. Three Sectors • Public • Government Departments • Corporations • Private • Chamber of Commerce • Grassroots Associations • Civil Society • NGOs • Churches

13. Methodology • Literature Review • Consultations • Key consulting bodies • Key organisations • Individuals • Site Visits • Data Collection • Distribution of Drafts

14. Steering Committee

15. Human Resource Provision • History of Reviews • History of Training - Public Sector • Education, Health etc • Corporations • Private Sector • Niue Development Bank • Chamber of Commerce • Civil Society • Churches • NGOs

16. Funding Agencies • NZODA • AusAID • UNDP, UNESCO, UNICEF • WHO • SPC, SPREP, SOPAC • Pacific Power Associations • Governments

17. NZODA Programs • Vocational Training - $20,000 • Private Sector Training - $15,000 • In-Country Training - $30,000 • Study Awards - $460,000 • Capacity Building - $60,000

18. Membership of NHRDC • Secretary of Government (Chairperson) • Representative of Niue Public Service Commission • Director of Education • Representative of the Chamber of Commerce • Representative of the grassroots businesses • Representative of civil society • Representative of civil society • Representative of the donor community • General Manager, HRDO

19. Figure 6.4.5 Proposed Structure for the NHRDO Minister for Niue Human Resources Development NHRDC NHRD Office General Manager NHRDO Public Sector HRD Officer Civil Society HRD Officer Private Sector HRD Officer Administrative Officer NHRDO Financial Officer

20. Goal of HRD • It is recommended that the goal of human resource development in Niue should be to improve Niue’s living standards by building the capacity of Niuean residents committed to life and community on Niue with relevant work and life skills for the public, private and civil society sectors.

21. Objectives of HRD • Collect comprehensive HRD data • Identify and analyse education and training needs • Develop policies and appropriate education and training programs • Identify appropriate delivery systems • Enhance coordination, communication and cooperation Ensure evaluation, monitoring and accountability mechanisms • Ensure effective dissemination of information • Ensure fair distribution of resources

22. Priorities of HRD • Non-formal education programs • Work-based TVET • Attitudes • Distance education

23. Functions of HRD • Policymaking • Planning and Coordination • Administration • Information Gathering and Dissemination • Monitoring and Evaluation. • Enforcement of Agreements

24. HRD Planning Framework • Data Collection and Analysis • Policies and procedures • Training needs analysis • Delivery systems • HRD plan • Consultation and coordination • Monitoring and evaluation • Information dissemination • Funding allocations.

25. Recommendations • Infrastructure • Council • Office • Goal, Objectives, Priorities • HRD Planning Framework • Funding