Report of a Staff Policy and Planning Workshop

Port Vila

Contents

Overview.. 3

Holistic View of Planning under the Vanuatu Public Service Commission Framework. 4

Department Organisational Structure, Organisational Roles and Staff Job Descriptions to Perform these Roles. 5

The Policy Making and Implementation Process. 6

Policy Issues in Forestry in Vanuatu. 9

Human Resource Policy Issues in Forestry in Vanuatu. 11

Manuals/Forms to be Developed by Senior Forest Officers under New Regulations. 13

Evaluation. 17

Attachment 1: Staff who Participated in Workshop. 19

Attachment 2: Program for Workshop. 20

Attachment 3: Individual Work Plan Format 21

Overview

The purpose of the Vanuatu Department of Forestry Policy and Planning Workshop held in December 2000 was to give staff an understanding of the importance of a holistic approach to their work and the contribution of their individual roles. This took advantage of all staff from the regions being together in Port Vila for the legislation workshop. Staff who attended are listed in Attachment 1.

The Program for the Workshop is detailed in Attachment 2.

The workshop was opened by prayer. Mr Livo Mele, Director of Forests, Vanuatu, welcomed staff to the workshop and explained its purpose. Following four days work- shopping the new legislation he considered it important to take the opportunity of one extra day to help everyone take a holistic view of the Forestry sector.

The Director presented the overall framework for the Forestry sector within the corporate and business planning framework of ministries and departments as set out by the Public Service Commission (page 4). Particularly important is the role of each staff member in contributing to policy, legislation, procedures and implementation (page 5). He outlined the importance of Senior Forestry Officers preparing the appropriate manuals, regulations and forms to implement the new legislation. The Director and senior staff should be predominantly involved in policy making, Senior Forestry Officers in interpreting policy through manuals, procedures, regulations and forms, and other staff in implementing the policy and procedures, however, all staff could contribute to all facets of the work.

During the discussion with staff the following points were raised:

· There has been a big improvement in the operations of the Department and the goal should be to continue this improvement

· All staff should be involved in decision making and should take responsibility for their actions

· Teamwork should be a key focus for working in Forestry

· Leadership should come from every part of the organisation, including those ‘on the ground’

· Management and supervisors needed to improve their leadership skills

· Consideration should be given to the roles of expatriate staff and advisers.

Dr Shirley Randell gave a brief outline of her background and gave an overhead presentation on the Policy Process (page 6). Staff participated in four group and individual exercises. The outcomes from these tasks are outlined below.

· Policy issues and constraints in Forestry were canvassed (page 9)

· Human resource policy issues, information required and action to be taken were discussed (page 11)

· Roles and responsibilities of Senior Officers in preparing manuals and forms for the implementation of the legislation were outlined (page 13)

· Staff began to prepare a draft action plans for their positions, in alignment with the Business Plan (proforma is on Attachment 3).

Participants’ evaluations of the workshop are summarised on page 17.

Mr Mele closed the workshop by thanking staff for their attendance and assuring them that he would continue to follow up the human resource issues.

Holistic View of Planning under the Vanuatu Public Service Commission Framework

Policy

Identify priority areas for action, eg. sandalwood, sawmills, intellectual property rights, seeds, importation of plant materials, plantation

Legislation and Regulations

Give the above policies legal status, fines etc

Operational Procedures Manual and Forms

Clearly lay down in order or sequence what should be done first and in what form to implement the policy and legislation

Corporate Plans

Put down the objectives and strategies that will achieve the vision and mission of the organisation under this legislation and regulations and detail the key result areas for measuring this achievement

Business Plans

Turn these strategies into actions and activities in alignment with the budget detailing key result measures

Unit Action Plans

Plan the activities for each unit setting out timelines and individual responsibilities against budget (a good example is the one developed by Mapping)

Individual Work Plans

List activities, functions and key result areas in line with Unit Action Plans and job descriptions, detailing required tasks, timing and performance indicators against budget

Department Organisational Structure, Organisational Roles and Staff Job Descriptions to Perform these Roles

Director

Function is to come up with new ideas, make decisions, give directions and mentor staff. Also liase and advise Minister on policy directions

Deputy Director

Implement the policies that are formulated by PFO and report any success or failure of the policies. Suggest modification to the policies in either the broad policy area or procedural approaches in the manuals.

PFO (Technical)

Transform ideas into policies. Best approach is to present as many policy options as possible for the Department to decide on what policy is the best policy to adopt.

SFO (Conservation)

With the assistance of the PFO, turn these ideas into policies and prepare the different policies into operational procedures in manuals and appropriate forms.

SFO (Utilization)

With the assistance of the PFO, turn these ideas into policies and prepare the different policies into operational procedures in manuals and appropriate forms.

SFO (Research)

With the assistance of the PFO, turn these ideas into policies and prepare the different policies into operational procedures in manuals and appropriate forms.

SFO

(Planning)

With the assistance of the PFO, and using the resource information and maps available, prepare an Forestry Sector Plan. If information about resources is not sufficient, get more information using inventory

SFO (Extension)

With the assistance of the PFO, turn these ideas into policies and prepare the different policies into operational procedures in manuals and appropriate forms.

The Policy Making and Implementation Process

The Policy Process

Dr Shirley Randell

SR International and Associates

•

The Policy Implementation Process

· Policy formulation

· Policy negotiation

· Decision-making

· Implementation

•

Why Make Policy?

· The objective of making policy is to influence the way that the nation is

· This must fit with the political, economic and social agenda of the Government.

· This involves:

- a problem or issue to be dealt with;

- a desired outcome;

- a selected action;

What is Policy

· Policy is making decisions and rules at all levels to

- achieve outcomes

- impose authority

- use expertise

- create order

Characteristics of Good Policy Making

· Timely

· Forward-looking

· Based on consultation with stakeholders

· Diagnoses problems accurately

· Analyses problems comprehensively

· Provides cost-effective solutions

· Clearly defined and coherent strategy

· Practical to implement

Characteristics of Good Policy Making

· Recognises policy linkages

· Recognises potential complications

· Recognises the broad policy and strategic goals of the government

· Recognises political realities

· Recognises likely opposition and support

· Sets out full range of options

· Sets out recommendations

Role of the Policy Adviser

· Set out a problem or issue so that it can be thought about in a systematic way

· Collect information about the problem or issue

· Analyse this information

· Suggest practical and cost effective options and ways to implement them

· Communicate advice to Government in a timely and effective way.

Role of Stakeholders

· Policy-making should be informed by the range of stakeholder interests and views

· Stakeholders must be consulted

· Their views must be considered and taken into account

· Some people expect to be consulted on policies affecting them and if they are not, they will not cooperate

Stakeholders of Government

· Private sector

· Political parties

· NGOs

· Suppliers

· Community organisations

· Interest groups

· Employees

· International community

· Community

· Trade unions

· Other levels of Government

· People receiving Government services

Policy Formulation

Structure the problem so that it can be thought about in a systematic way:

· Purpose

· Background

· Consideration of issues

· Consultation

· Options

· Financial/legal implications

· Recommendations

Policy Negotiation

· Policy-making is often a negotiation process:

· Recognise different Ministries have different perspectives

· Build support for the outcomes that you want to achieve

· Practice ongoing consultation

· Use win- win negotiation

Briefing Ministers

· Required by recent changes to the Public Service Act

· Important to brief ministers on major issues on a regular basis in a comprehensible form

· Recognise the political dimension

Communicating a policy

· Who needs to know about the policy?

· What do they need to know?

· What is the best way of communicating it?

· How is any opposition to the policy to be answered?

Layers of Policy Making in Vanuatu

· Council of Ministers

· State Law Office

· Development Committee of Officials

· Individual Minister

· Political Advisors

· Ministries

· Stakeholders

Policy Implementation

· Consult on implementation options

· Decide what actions are needed to implement policy

· Develop a plan

· Write a manual

· Arrange for resources that are needed for implementation

· Monitor and evaluate implementation

Old Chinese Proverb

If you want one year of prosperity,

grow grain

If you want 20 years of prosperity,

grow trees

If you want 100 years of prosperity,

grow people

Policy Issues in Forestry in Vanuatu

Policy Issues	Constraints
Human Resources	DoF administration No guidelines/procedures Availability of staff - no officer to replace vacant positions No identification of training needs -skills training - capacity building Lack of funds Government priorities
Plantation set-ups, reforestation and afforestation (extension)	Lack of finance (budget activity not enough to run awareness on importance of seed planting) Lack of land availability - land leases - land tenure system - land security - disputes Priorities (land use) Long term investment El Nino affects seed collecting seasons Difficult for landowners to develop themselves Lack of planning – gap in knowledge between land user/DoF/investor
Research – eg balance between natural forest and plantations	Lack of funds Lack of staff numbers - manpower Lack of knowledge in skills No clear guidelines – policy
Establishment of conservation and protected areas	Forest acquisition to be protected Land belongs to LO Land disputes Lack of clear guidelines Lack of training Insufficient awareness Lack of information Lack of money
Implementation of Vanuatu Code of Logging Practice	Lack of knowledge (co-operators) Train wrong people to carry training Conflict of interests/COS No funding (OSA) Training needs to millers Finance difficulties Changing the mindset of planters
Control of sandalwood	Budget Inventory Illegal trading Value adding Export

Mobile sawmills	Lack of monitoring - Lack of vehicles - Lack of manpower - Lack of knowledge of regulations Lack of cooperation between DoF and millers -No payment of fees
Resources – land and forests Land tenure	Disputes threaten and slow work going ahead Refer to Lands Department – Lands to survey and demarcate boundaries, identify LOs
Plant export	No current legislation in forestry No current policy
Minor forest products	Lack of knowledge Availability of markets
Timber downstream processing	Lack of capital Lack of technology Lack of market Lack of innovation
Free seedling policy	Not meeting NFP
Forest management at regional levels	Administrative roles currently Directions from RFO and Director
Geographical information system (FRIS) update	Lack of facility to update Needs an inventory project
Big logging companies	Lack of monitoring - Lack of vehicles - Lack of manpower - Lack of knowledge of regulations Lack of cooperation between DoF and millers -No payment of fees
Timber oil extraction	Lack of capital Lack of technology Lack of market Lack of innovation
Forest sector plan/inventory	Lack of inventory
Public awareness	Lack of procedures Lack of strategy
Royalties	Transparency
Control import and export of seeds (timber sup)
Agroforestry

Human Resource Policy Issues in Forestry in Vanuatu

Issues	Information Needed	Possible Solutions
Lack of Human Resources Management and Development Policy and Plan, which is a Government requirement in the PSC guidelines	Analysis of HR needs	Consult with Ministry HRO Recruit of specific DoF HRO Organise consultancy
Structure, job duties and design/ roles and responsibilities of staff/ workload	Summary of main listed duties of staff Suggestions for improving supervision/ management Proportion of staff with a duty statement/ job specification Distribution of position grades Number of vacant positions	Review and revise organisational establishments and physical and financial staff ceilings
Recruitment/promotion/transfer/ succession planning	Extent of personnel irregularities	Develop recruitment/promotion/transfer/succession planning policies Improve recruitment/ promotion performance, including demographic balance
Training program blong Government not effective, especially for Forestry	Education status of staff Summary of tertiary qualifications attained Number and content of short courses attended Skills analysis to identify training needs in relation to duties Relevant institutions and training programs Rating of possible training courses Highest priority training courses Rating of preferred training methods Scholarship availability Funding available Training materials and equipment inventory Length of work experience	Implement program of skills audits Review/revise job descriptions Identify skill gaps Develop formal program of staff education and training Review job descriptions Conduct inventory of relevant institutions and training programs Introduce staff scholarship program Provide adequate training materials and equipment
Leadership/vision/dedication/ direction/ supervision/ management/ feedback from headquarters	Staff ratings of supervision/management Number of responses to requests Time taken to respond	Develop executive professional development program Develop programs to improve supervision and management of staff
Staff consultation / communication	Number of meetings at all levels – whole staff -executive team – section teams Number of issues of Bush News Number of telephone calls Number of faxes	Schedule regular meetings Schedule regular contact Produce regular staff news
Staff evaluation/appraisal/ discipline	Extent of staff assessment Staff work plans Staff development plans	Develop improved mechanisms for staff consultation and performance assessment, including individual development programs for every employee
Equity – gender, language	Gender of staff Language of staff Birthplace of staff	Improve recruitment performance, including demographic balance
Staff morale/attitudes	Staff morale survey	Conduct annual survey to measure progress
Working conditions	Housing conditions Office inventory Salaries	Conduct review of salaries and working conditions
Expatriate input from donor agencies	Requirements for further in line / adviser support	Gradual withdrawal with recruitment for specific need
Occupation health and safety	Number of accidents Number of days lost Number of sick days	Develop occupational health and safety policy
Code of ethics	Review of similar codes	Develop code of ethics

Manuals/Forms to be Developed by Senior Forest Officers under New Regulations

Senior Forests Officer (Utilisation)

· Design negations application forms (to acquire TRA)/regulations

- Procedures

- Schedules (eg timber permits, TRA, land lease etc, application form, approval form, investigation form, criteria for assessment by the board

· Prepare regulations to outline procedures for acquiring a license

- Improve/develop license forms/special license

- Manuals/procedures

- Penalties

- Bankers Guarantee Forms-

Senior Forests Officer (Extension)

· Develop manual with guidelines for payments in and payments out of the Forestry Fund

· Develop a project proposal form for applicants

· Develop application forms for the use of the Forestry Fund

- Nursery

- Agroforestry

- Smallscale

· Develop a rebate form

· Develop staff appraisal form for Extension staff

· Develop standard extension report writing form (quarterly)

Senior Forests Officer (Conservation)

· Before application

- Conduct environment awareness

- Develop Forestry Sector Plan

- Assess interests

· Research population pressure on forest areas and resources

· Develop DoF Plan on Environment Protection: Part 6

Senior Forests Officer (Planning)

· Create vision

- Undertake data collection

- Inventories – social - maps, interviews; forest – physical

- VANEIS/LUPO

- REDI

- Land Tribunal

- VCC

- Statistics

- Customs

- Council of chiefs

- Provincial partners

· Compile data

- selection

- written

· Determine resources allocation

–maps

- written material

Senior Forests Officer (Research)

· Conduct training for statistical analysis

- Computer programs

- Qualifications (vision)

· Conduct assessment of existing trials, eg Shark Bay

· Prepare and present research information

· Develop research unit into national institute (FRI)

· Establish network of tree plantings

· Promote valuable indigenous timber spp

· Promote agr-for-system for 2000

· Promote timber forest products

· Involve foreign organisation plus project

· Establish a seed centre for a national interest

Process for the Declaration of Conservation Area – three month process

Process for the Cancellation of Conservation Area – three month process

Evaluation

(n=17)

Three things enjoyed about this workshop

Spending time with whole department – all together, Sharing of ideas, experiences between officers of different sections/units of the Department, Meeting each other, Group participation and discussion, Discussion on work plans, Discussion on problems, Working with all field foresters (discussion especially), Personal views from other Forest Officers, Enjoy the participation with SFO to help them develop relevant documents, Support of staff experience, Teamwork (13)

Excellent presentations and constructive comments/criticisms by the facilitator, Presentation of session, Very good presentation, Clear and understandable, Refreshing, Shirley’s history, Dr Shirley Randell sharing her skills and knowledge (7)

Contributing to the future planning of the DoF based on the new Forestry legislation, Fill in individual plans, Develop individual plan, Work plan (3)

Exercise to develop responsibility, Roles and responsibilities, Responsibility to participate in policy making (3)

Trying to help the department look at the future and plan holistically, The broad perspective (3)

Getting to know more about how to reach your work target, People making connections with their own work (2)

Human resource policy implementation, Human resource development/management (2)

Setting priorities

Assessment of performance of staff

Learning organisation

How to create a good policy

Venue and food, Lunch

Three things learned

Importance of having a proper work plan, filling up individual work plans, Work plan, Work planning, How ni-Vanuatu approach planning process, Difficulties faced in planning process, Responsible action and work plan, Roles and responsibilities as personal, Understand roles for each responsible officer, Importance of Forest officers with their jobs/tasks, Have clear job description, Planned activities is breakdown of the business plan, Individual work plan, Develop individual plan, Importance of planning one’s work , Group discussions on Heads of Sections responsibilities, Unit group discussions on work plans (18)

Understand the holistic approach of the Department, Holistic approach to regulate legislation, Holistic approach, Corporate, business, personal plans, Addressing regulations and legislation, Need to draft manuals/procedures to implement the new Act, Ni-Vanuatu citizens need to take the initiative in preparing departmental operational documents, eg regulations, orders, project proposals, etc (7)

There is no limit to learning, Continue to learn, Importance of planning one’s future – continuous improvement ie education etc., Continuous improvement, Continuous improvement advice, Learning organisation, Setting clear vision of life and work, Have learned a lot (8)

The real meaning and importance of policy, Developed my understanding of importance of policy making, The policy implementation process, How to develop a good policy, Policy components (5)

Identifying policy and human resource issues, Human resource development/management (4)

Teamwork – I feel that I am part of a group, Support of staff (2)

Measuring performance can be useful, Importance of record keeping (work) to follow up with activities (2)

New areas where I fail

Purpose of the workshop

Presentation of activities

Confusion in the discussion, no clear targets to base our talks on

Three things to improve

Staff should improve their work plans or individual planning activities, Individual work plan practice, Improve work plans, Work programming, Ownership over plan – to counterpart (6)

Human resource development, Training, Capacity as individuals, Develop to improve staff performance (5)

Duration of short course, Duration of the workshop should be longer, More time for discussion, Timing – staff are exhausted after one week – need more time, Longer period, More time needed to contribute constructively to the very important new Forestry Act proposed (5)

Develop manual, Develop booklets, Reports, Procedures to draft policy, manuals, orders etc within the Department (4)

More discussion from audience, participants, More discussion time (groups), questions and comments, Too general discussion (3)

More team work among each section, Teamwork (coordination) (2)

More explanation on the aim and achievement of the workshop, Stick to agendas if any (2)

Better explanation of the roles/expected roles of Forest Officers

Research unit development

Get a better grasp of policy with operations, in particular how to realise wishes in policy with reality

More informal workshop

Chairperson – not the type

Ta!

Attachment 1: Staff who Participated in Workshop

Dick Tomker	RFO North
Harry Bule	Forest Officer
Ioan Viji	Research Officer
Jude Tabi	Forest Officer
Tarer Karae	Forest Officer
Simon Naupa	Forest Officer
Atchinson Smith	Forest Officer
Philip Naupa	Forest Officer
William Bani	RFO Central
Daniel Leyang	Forest Officer
Michael Tabi	Forest Officer
Roata KichiKichi	Forest Officer
Livo Mele	Director
Adam Gerrand	PFUO
Watson John	Acting Deputy Director
Hanington Tate	SFO
Sam Chanel	SFO
Joseph Tungon	Forest Officer
Mandes Kilman	Forest Officer
Phyllies Kamasteia	Forest Officer
Brownhill Tari	Forest Officer
Alick Berry	Forest Officer
Ben Sau	Forest Officer
Leimon Kalomor	Forest Officer
Philemon Ishmael	Forest Officer
Dudley Samson	Forest Officer
Philemon Ala	Forest Officer
Sebastien Buckingham	Youth Ambassador
Jonathan Love	Youth Ambassador
Dr Shirley Randell AM	Consultant

Attachment 2: Program for Workshop

8am Opening Prayer

8.05am Welcome and Explanation of the Purpose of the Workshop and the Anticipated Outcomes – Mr Livo Mele, Director of Forests, Vanuatu

8.15am - 9.15am Presentation of the Overall Framework of the Forestry Sector and the Organisational Structure (A Holistic Approach to the Forestry Sector) – Mr Livo Mele

9.15am – 9.45am Questions and Responses - staff

9.45am – 10am Coffee break

10am – 10.15 Introduction – Shirley Randell

10.15 – 11.00am Exercise 1: What is Policy Making? Who is Responsible? Case Study: Forests Policy – group work

11.00am-12.00am Exercise 2: Who Develops and Implements Procedures Based on Policy? Case Study: Human Resources Policy and Procedures – group work

12.am – 1.30pm Lunch

1.30pm – 2.45pm Exercise 3: Roles and Responsibilities of Section Heads Positions with New Legislation – group work

2.45pm – 3.00pm Coffee break

3.00pm – 4.00pm Exercise 4: What is my Job Description/Action Plan – group and individual work

4.pm – 4.15pm Evaluation – individual work

4.15pm – 4.30pm Summary – Mr Livo Mele

Attachment 3: Individual Work Plan Format

DEPARTMENT OF FORESTRY

A Learning Organisation

INDIVIDUAL WORK PLAN (based on Business Plan)

Name.......................................................

Work Plan for period …………………………………. To ……………………………….

Activity, Function, Key Result Area (KRA)	Budget	Task	Date Due	Performance Indicator
1.