December 2011

Change Ahead

1

The government organization of

Sint Eustatius is getting ready for

some fundamental changes. As

indicated in the previous

Newsletter, new instruments are

in the process of being developed

in order to support the growth

and development of both the

organization and the employees.

This Newsletter focuses on what

has been done in the past months.

Although few things have changed

in the daily routine of most

2

government employees so far,

bigger changes are around the

corner.

The primary focus of the past few

months has been on updating the

current job descriptions. This

Newsletter elaborates on the

milestones and the new set-up of

the job descriptions.

Secondly, work has been done in

the area of the design of the

organizational structure and the

development of new HR policy

3

framework. The highlights of the

new structure will be presented in

this Newsletter.

The original planning has been

adapted in order to properly

address unexpected issues.

Especially the job descriptions

require extra attention since the

previous versions of the job

descriptions and rating have not

been formalized.

Inside this Newsletter 1 Job descriptions 2 Organizational structure 3 HR policy framework

Newsletter Government Organization of Statia

Newsletter for government Employees on the new plans for

organization structure, HR and adjusted job

descriptions

Edition II

Lorem Ipsum

Historic overview

From 1950 to1980 job descriptions

were highly personalized. Every

employee was provided with a job

description, which listed all activities for

which (s)he was responsible. This

resulted in job description, which was

very recognizable for the employee.

The organization had a voluminous

binder containing all job descriptions,

some of which were very much alike.

Maintenance was costly and time

consuming, since every change in tasks

and responsibilities had to be processed

in the job description.

As of 1980 job descriptions became

organic. The description focuses on the

tasks inferred from the objectives of

the organization and describes the

“chair” the employee is sitting on.

As a result, the number of job

descriptions needed was greatly

reduced. For example, one job

description for a Secretary replaced the

individual job descriptions for the

secretaries of the different directors

and department heads. For the

employee, the job description became

slightly less recognizable.

Since 2000 job descriptions became

generic. Generic job descriptions create

function families of similar positions

within the organization. Increasing

levels of complexity, responsibility,

knowledge and impact of contact are

identified by adding a letter for each

level, A being the most complicated, B

less complicated, etc.

1

The first draft of the job

descriptions was sent to the heads

of the government organizations

at the beginning of October. All

received a batch of files containing

generic job descriptions where

possible and specific job

descriptions where needed.

In October and November

individual sessions were held with

all of the heads of the government

organizations to discuss and adapt

the job descriptions to the specific

situation on Sint Eustatius and

within each department.

At the moment the fourth

version is being prepared, which

will be discussed during the

December visit. It is expected that

during this visit the job

descriptions are to be finalized.

2

A mayor hurdle to be taken is the

fact that the previous version of

the job descriptions has never

been formalized. As a result, the

focus was changed from creating

new job descriptions to providing

a job description for all positions.

Only after every position has a job

description and each employee

has received formal notification

and has agreed, can a new, more

generic function book, be

implemented.

A legal check will be performed to

see which procedure has to be

followed. Separately, the Union

will be informed on the progress

and the view of the government

on the new structure and working

of the civil service.

Job descriptions

Newsletter Government Organization of Statia

December 2011

3

1

The process to design a new

organizational structure is based on

a phased approach. After identifying

the main problems with the current

structure and way of working, eight

organizational principles were

identified. These principles shaped

the design of the new structure.

The principles acted as the

framework for a preliminary design

of a new structure. In a workshop

the heads of the government

organizations were asked to cluster

and distribute in a logical way the

tasks for which the island

government is responsible.

The Executive Council was

presented with two preliminary

designs. On October 26th, the

Executive Council chose for a

Principles

The following eight principles have been at the basis of the development of the new organizational structure.

It should fit size and character of Sint Eustatius

It should facilitate the development of people and society.

It should be clear and unambiguous

It should have a limited number of management layers.

It has the civilian at heart.

It is supported by a modern infrastructure.

It is geared towards effectiveness and efficiency.

It identifies and supports specific competencies.

2

clustering of tasks around focus

areas over an update of the

current structure.

The new structure will be

organized around the following

three clusters:

1. Public Affairs and Support

(Publiekszaken en

Ondersteuning)

2. Economy and Infrastructure

(Economie en Infrastructuur)

3. Society and Wellbeing

(Maatschappij en Welzijn)

A cluster combines the

responsibility of policy

development, execution and

inspection. Services are provided

via a centralized front office for all

clusters.

Organizational structure

Newsletter Government Organization of Statia December 2011

Newsletter Government Organization of Statia December 2011

With this Newsletter we hope to have informed you about the plans for organizational development for Statia. In case you have any additional questions or remarks, please don’t hesitate to contact us via kirstenvandenende@gmail.com

1

The main focus of the Personnel

Department in the last years has

been on the administrative

processes pertaining personnel

affairs. Many of the instruments

currently in use are copied of other

former Antillean entities and

therefore out-dated and not fit for

the situation on Sint Eustatius.

As a result, the department is

perceived unfavourably within the

government organisation. Part of

the current project therefore also

2

focuses on strengthening the

Personnel Department.

The HR policy framework

provides the direction and vision

in which direction and based on

what vision the new policies and

instruments will be developed.

The policy framework focuses on

streamlining the administrative

processes, reinforce discipline

within the organisation and

develop and implement new

instruments.

HR policy framework

Social Commitment

The Executive Council has stated that all civil servants are assured of a comparable job and the continuation of their current conditions of employment.

Also, The Council has committed itself to communicate on a regular basis about the plans, status and the progression of this project. Information will be distributed using the official hierarchy and regular channels of communication.

The implementation of the new structure will be supported by sufficient policies and ways and means to support employees in their development towards the new

standards and expectations.