having best practice so that they have confidence in their legislation in place respective responsibilities and Re-located TPS reverting to accountabilities old ways and practices Performance management process to mitigate for TPS behaviours and conduct 3 Tokelau Public Servants Impact on CMP delivering 5 5 H Be bold and recruit the right people Commissioner, constant do not have the right its objectives and goals in a with the right attitude and Steering competencies and timely behaviour Committee, behaviour to meet Status quo remains The Commissioner needs to coach Taupulega, TPS expectations of the CMP staff and sideline employees who do employees not fit the transformed TPS structure Steering Committee to package and market the positives of the new changes in the Public Service and during Taupulega meetings 4 Inadequate resources - Cannot implement the CMP 4 5 Prioritise the Plan and change the Steering continuous H finance because of other competing sequencing of activities Committee, priorities Consider the utilisation of annual Director of revenue from the Tokelau Fund Finance, Ulu and to sponsor specific activities Ministers, MFAT – Apia property development, Scholarships Sustainability of Plan in the Future 1 Weak review, monitoring Weaknesses and challenges 4 5 H Build this in the CMP as a constant Steering Constant and evaluation of in the implementation are activity and that a full Review be Committee, Ulu and progress not reported nor addressed undertaken within the first year of and MFAT year instantly and impacts implementation negatively on the CMP 2 No continuity as people Impetus, knowledge and 4 4 H Ensure sufficient people are involved Leaders and On going both at MFAT and TPS commitment is lost and new in the CMP and that the Steering public servants people bring their own Committee conducts workshops so
having best practice legislation in place Re-located TPS reverting to old ways and practices so that they have confidence in their respective responsibilities and accountabilities Performance management process to mitigate for TPS behaviours and conduct 3 Tokelau Public Servants do not have the right competencies and behaviour to meet expectations of the CMP Impact on CMP delivering its objectives and goals in a timely Status quo remains 5 5 H Be bold and recruit the right people with the right attitude and behaviour The Commissioner needs to coach staff and sideline employees who do not fit the transformed TPS structure Steering Committee to package and market the positives of the new changes in the Public Service and during Taupulega meetings Commissioner, Steering Committee, Taupulega, TPS employees constant 4 Inadequate resources - finance Cannot implement the CMP because of other competing priorities 4 5 H Prioritise the Plan and change the sequencing of activities Consider the utilisation of annual revenue from the Tokelau Fund to sponsor specific activities – Apia property development, Scholarships Steering Committee, Director of Finance, Ulu and Ministers, MFAT continuous Sustainability of Plan in the Future 1 Weak review, monitoring and evaluation of progress Weaknesses and challenges in the implementation are not reported nor addressed instantly and impacts negatively on the CMP 4 5 H Build this in the CMP as a constant activity and that a full Review be undertaken within the first year of implementation Steering Committee, Ulu and MFAT Constant and year 2 No continuity as people both at MFAT and TPS Impetus, knowledge and commitment is lost and new people bring their own 4 4 H Ensure sufficient people are involved in the CMP and that the Steering Committee conducts workshops so Leaders and public servants On going