The Office Of The Deputy Governor

CREATING A NEW CULTURE OF LEARNING

PROFESSIONALLY

BECOMING YOUR BEST

TIMES Civil Service 2

017

Mission The Public Service exists to serve the peo-

ple of the Turks and Caicos Islands. It does

this by providing efficient services to the

public on behalf of the Government and by

providing impartial and accurate advice to

Government for the formulation of policies.

The Public Service is responsive to Govern-

ment in implementing the Government’s pol-

icies and programmes, and will maintain the

highest ethical standards

Core Values

High quality service to clients

Professionalism

Accountability

Transparency

Ethical

Integrity

Honesty

Impartiality

Improving public ser-

vice excellence

one skill at a time.!!!

Vision

A well-structured, properly resourced and

professional service that is respected and

balances both traditional and modern prac-

tices, with a culture of impartiality and integ-

rity.

Message From

The Deputy Governor As we embark on a new financial year the Office of the Deputy Governor

will continue its drive to create "Excellence In Public Service" by improving

efficiency and by creating excellence in various fields across government.

As there are over 150 vacant/new positions to be filled in the year ahead,

Recruitment will be one of our major areas of focus.

On April 13th, 2017 we officially launched our 2017-2018 Recruitment

Drive and released our first batch of advertisements. This process will con-

tinue throughout the year with new advertisements being released in the

second week of every month via our website, social media page, local

newspapers and Radio Turks and Caicos. As it is our aim to attract the best

talent to TCIG we will continue to work to improve staff working condi-

tions, benefits and opportunities for upward mobility and for professional

development to continue to encourage persons to be a part of the Turks

and Caicos Islands Civil Service.

The Civil Service will launch a new vision in the second half of the year

called Vision 2020 which will set out our strategic plan and objectives over

the course of the next 3 years. The new Vision is centered around improv-

ing efficiency and will see new processes and procedures being launched

across government.

As we continue the efforts of EDF 10 to improve our interface with the business community, we will continue to streamline pro-

cesses across government and to launch our E-Services platforms.

New and improved customer service centers and standards will be rolled out in the agencies that have direct interfaces with the

general public including Border Control, Road Safety, Business Licencing and other areas. Additional manpower will be recruited

in all of these areas in the year ahead and improved customer service training will be provided as well. Recognizing the social

needs of the country we will work as well to strengthen and improve the service delivery of Social Services, Health and Education

departments. The 2017-2018 financial year has already proven to be quite busy, but we are up for the challenge and look forward

to most positive results in the year ahead.

I take this opportunity to both thank and congratulate all staff across government for their service in 2016-2017; most especially

my staff in the Office of the Deputy Governor, Human Resource Management Directorate, Contract Management Unit, Training

Unit and Cabinet Office and do wish all civil service a most productive and prosperous 2017-2018.

Regards,

Deputy Governor

Professional Development Fund “The Office of the Deputy Governor established the Professional Development

Fund (PDF) during financial year 2015/2016. The PDF was created to provide

Public Officers with financial assistance for continuous development programs

such as short courses/workshops, accredited programs, secondments, online

degree programs, professional certificate programs such as CPA and ACCS as

well as providing financial support for Civil Servants attending the Turks and

Caicos Islands Community College and grants to Civil Servants pursuing Bach-

elor or graduate degree programs.

The Deputy Governor’s Office is committed to affording all civil servants with

training and development opportunities via the annual training program within

the Training Department and/or the Professional Development Fund. Civil Serv-

ants interested in applying can request the PDF application from their respec-

tive Head of Department.”

NAME POST MINISTRY/DEPARTMENT PROJECT TITLE

Abigail Delancy Vice Principal Ministry of Education Masters Degree in Educational Management

Alicia Malcolm Director Mental Health and Sub-stance Abuse Critical Incident Team Training

Althea Been Director Premier's Office MBA - Service Excellence

Ashley Smith Social Worker Social Development Depart-ment Associate Degree in Social Work

Caressa Swann Internal Auditor Internal Audit Analyzing and Improving Business Processes

Carmaine Ariza Systems Administrator Treasury Department Masters - Management Information Systems

Carolyn Dickenson Director - Gender Affairs Coordinator Ministry of Home Affairs

Secondment to Tortala, BVI (Ministry of Gender Affairs)

Catherine Ewing Compliance Officer Crown Land Unit Compliance Officer attachment to National Land Agency - Jamaica

Claire Malcolm Internal Auditor Internal Audit Financial Auditing for Internal Auditors

Curvalene Godet Deputy Director Crown Land Unit Real Estate Salesman Course

Darlene Clerveaux Executive Administrator Premier's Office MSc. In Management (HRM)

Delroy Wilson Senior Valuation Officer Lands Division Professional attachment to the Valuation and Estates Office in Cayman

Holly Forbes Training Officer Training Department Certified Train the Trainer

James Astwood Director Governor's Office

Procurement and Contract Management - Effec-tive tendering, award of contract and managing your provider

Larry Mills Director Immigration Department

Post Graduate Diploma in Law

Enforcement, Security and Intelligence

Latisha Williams Senior Public Prosecutor DPP Serious Fraud Office Secondment

Lavanda Selver-Greenway Executive Administrator DG's Office Masters in Management

Lurita Ewing Procurement Officer DG's Office

Procurement and Contract Management - Effective tendering, award of contract and managing your provider

Ministry of Education

Director, Deputy Director, Principals, Vice Principals, Education Officers Ministry of Education

Educational Leadership and Management Training and Certification

Ministry of Infrastructure/Training Department Contract Management (FDIC)

Nemeken Lightbourne Administrative Assistant Dental Department Certificate program to be Dental Assistant

Raymonda Grant Dental Assistant Dental Department Certificate program to be Dental Assistant

Sally-Jean Astwood Deputy Accountant General Treasury Department CPA Course

Sharone Roberts Administrative Assistant House of Assembly Teacher Education Primary Program at the TCICC

Sharone Roberts Administrative Assistant House of Assembly Teacher Education Primary Program at the TCICC

Shayvone Handfield-Gardiner Crown Counsel AG's Chambers LLM International Law

Superintendent of Prison HM Prison Ministry of Home Affairs Control and Restraint Training

Training Department Various Staff Training Department Developing Effective Public Policy

Vanda Harvey Teacher Ministry of Education MS in Early Childhood Studies

ADVANCED SKILLS FOR

Executive Assistants, Personal Assistants

And

Office Administrators

September 11th—15th Providenciales

September 18th—22nd Grand Turk

5 Day Seminar

ORIENTATION

Grand Turk : July 6th & 7th

Providenciales: July 20th & 21st

Performance Appraisal

Middle Caicos : July 11th

North Caicos : July 12th

Providenciales: July 14th

Grand Turk: September 5th

Protocol & Diplomatic Courtesy

Grand Turk : July 19 & August 16th

Providenciales: August 23rd

The Emotionally Intelligence

Leader

Grand Turk : August 15th

Providenciales: August 24th

Public Speaking

Grand Turk : August 17th

Providenciales: July 13 & August

25th

Performance Appraisal System

Performance means degrees of accomplishment of the tasks involved in a job. It depends upon ability and

efforts. Performance Evaluation or performance appraisal is the process of assessing the performance and pro-

gress of an employee or of a group of employees on a given job and his potential for future development. It con-

sists of all formal procedures used in working organizations to evaluate personalities, contributions and poten-

tials of employees.

It is the process of obtaining, analyzing and recording information about the relative worth of an employee. Per-

formance appraisal and merit rating are used synonymously. But strictly speaking, performance appraisal is a

wider term than merit–rating. In merit-rating, the focus is on judging the caliber of an employee so as to decide

salary increment. It is designed primarily to cover rank and file personnel. On the other hand, performance ap-

praisal focuses on the performance and future potential of the employee. Its aim is not simply to decide salary

Performance Management is an ongoing process of communication between a supervisor and an employee that

occurs throughout the year, in support of accomplishing the strategic objectives of the Turks and Caicos Govern-

ment.

Elements of the Appraisal System

· Mutual Respect

· Clear Objectives

· Training and Development

· Documentation

· Feedback and Participation

· Individual Differences

· Post Appraisal Interview

· Review and Appeal

Uses of performance appraisal system data/information

· Human resource planning

· Recruitment and selection

· Training and development

· Career planning and development

· Compensation programs

· Internal employee relations

Name Position Department

Latoya Williams Human Resource Officer Human Resource Department

Nichelle Durham - Simmons Assistant House Manager Social Development

Ethan Griesbach Deputy Director of Environment and Coastal Resources Environment and Coastal Resources

Sharon Pierre Community Mental Health Nurse Mental Health and Substance De-pendence

Daisylyn Chin Biostatistician National Epidemiology and Research Unit

Akerra Williams Customs Officer Customs Department

Shenika Boyce - Fulford Senior Finance Officer Accountant General's Department

Shirlene Smith Administrative Assistant Employment Services

Keisha St. Catherine Social Worker Social Development

Carlos Milanes Land Use Planner Planning Department

Ernartra Ewing Administrative Assistant Education Department

Habel Teogene Labourer Agriculture Department

Shicora Harvey Customer Service Clerk Customer Service Centre

Omar Holness Prison Officer Her Majesty's Prison

Collin DaSilva Prison Officer Her Majesty's Prison

Lindo Miller Prison Officer Her Majesty's Prison

Jerry Lowe Prison Officer Her Majesty's Prison

Nevann Missick - Madoo Clerk of Courts Judicial Administration

Lyndon Robinson Clerical Assistant Dental Department

Kiffany Capron Administrative Assistant Agriculture Department

Damen Bovie Announcer/Production Studio Engineer Radio Turks and Caicos

Cyprian Smith Director of Survey and Mapping Survey and Mapping Department

Mickia Mills Public Prosecutor -

Damian Wilson Media and Civil Society Liaison Officer

Patrice Simmons -Lowhar Inventory Control Officer Central Purchasing Unit

Doreen Quelch - Missick Change Manager Social Development

William Montique Prison Officer HM Prison

Olivia Smith Cerical Assistant Crown Land Unit

Taran Hall Custodian Sports Department

Mickal Roberts - Williams Administrative Assistant Department Of Public Prosecutions

Richard Stern Prison Officer HM Prison

Pierre Richardson Chief Executive Officer -

Dewandre Smith Conservation Officer DECR

Kevin McCartney Security Officer Juvenile Centre

Tjay Been Security Officer Juvenile Centre

Melvina Wilson Cashier Treasury

Mark Henry Prison Officer HM Prison

Waynette Hendfield Assistant Clerk of Courts Judicial Administration

Damian Wilson Media and Civil Society Liaison Officer Governors Office

How to have a difficult conversation when you don’t like

conflict

Joel Garfinkle, published on May 24, 2017;

Harvard Business Review

Avoiding or delaying a difficult conversation can hurt your relationships and create other negative outcomes. It may not feel natural at first, especially if you dread discord, but you can learn to dive into these tough talks by refram-ing your thoughts.

Begin from a place of curiosity and respect, and stop worrying about being liked. Conflict avoiders are often worried about their likability. While it’s natural to want to be liked, that’s not always the most important thing. Lean into the conversation with an open attitude and a genuine desire to learn. Start from a place of curiosity and respect — for both yourself and the other person. Genuine re-spect and vulnerability typically produce more of the same: mutual respect and shared vulnerability. Even when the subject matter is difficult, conversations can remain mutually supportive. Respect the other person’s point of view, and expect them to respect yours.

Focus on what you’re hearing, not what you’re saying. People who shy away from conflict often spend a huge amount of time mentally rewording their thoughts. Alt-hough it might feel like useful preparation, ruminating over what to say can hijack your mind for the entire work-day and sometimes even late into the night. And tough conversations rarely go as planned anyway. So take the pressure off yourself. You don’t actually need to talk that much during a difficult conversation. Instead, focus on listening, reflecting, and observing. For example, if a team member has missed another deadline, approach them by asking neutral, supportive questions: “I see the project is behind schedule. Tell me about the challenges you’re facing.” Then listen. Pause. Be interested and pro-active. Gather as much detail as possible. Ask follow-up questions without blame.

Your genuine attention and neutrality encourage people to elaborate. For every statement the other person makes, mirror back what they’ve said, to validate that you understand them correctly.

Be direct. Address uncomfortable situations head-on by getting right to the point. Have a frank, respectful discus-sion where both parties speak frankly about the details of an issue. Talking with people honestly and with respect creates mutually rewarding relationships, even when con-versations are difficult.

There are situations, however, where cultural or person-ality differences should be considered. If your culture is conflict avoidant or doesn’t value directness, you can still engage in challenging conversations. In these cases, shift your approach from overly direct to a respectful, af-firming back-and-forth conversation. For instance, if the person you are talking with seems to not be picking up on what you are saying, ask them to repeat their under-standing of what you’ve shared. As they reflect back what they’ve heard, you can adjust your message to make sure the conflict is moving toward resolution. This com-munication style is open and less threatening.

Don’t put it off. How often is your response to conflict something like, “I don’t want to talk about it” or “It’s not that big a deal” or “It’s not worth arguing about”? If you’re always promising yourself that you’ll “bring it up next time it happens,” well, now’s the time. Instead of putting off a conversation for some ideal future time, when it can be more easily dealt with, tackle it right away. Get your cards on the table so you can resolve the issue and move on.

It might seem risky to come right out and say something, but often that’s just what is needed. Give yourself or your counterpart a little bit of time to cool down, if necessary, and plan the general outline of what you want to convey and the outcome you desire. But then have the conversa-tion, and make a plan to move on. After all the mental gymnastics of endlessly practicing conversations in your head, actually engaging in a two-way conversation can be inspiring, respectful, and productive.

Expect a positive outcome. You’ll struggle to follow this advice if you continue to go into a conflict telling yourself, “This is going to be a disaster.” Instead, tell yourself, “This will result in an improved relationship.”

Focus on the long-term gains that the conversation will create for the relationship. When your attention is fo-cused on positive outcomes and benefits, it will shift your thinking process and inner dialogue to a more construc-tive place. As a result, you will grow more comfortable approaching the coworker who constantly criticizes and complains, or the subordinate who keeps underperform-ing.

Don’t ignore the tough situations you are aware of today. When the opportunity presents itself to provide unsolicit-ed negative feedback to a difficult colleague or give a less-than-positive performance evaluation, summon the courage to address the conflict head-on.

True leadership isn't a matter of having a certain job or title. In fact,

being chosen for a position is only the first of the five levels every

effective leader achieves. To become more than "the boss" people

follow only because they are required to, you have to master the

ability to invest in people and inspire them. To grow further in your

role, you must achieve results and build a team that produces. You

need to help people to develop their skills to become leaders in

their own right. And if you have the skill and dedication, you can

reach the pinnacle of leadership - where experience will allow you

to extend your influence beyond your immediate reach and time

for the benefit of others.

The 5 Levels of Leadership are:

1. Position - People follow because they have to.

2. Permission - People follow because they want to.

3. Production - People follow because of what you have done for

the organization.

4. People Development - People follow because of what you have

done for them personally.

5. Pinnacle - People follow because of who you are and what you

represent.

Through humor, in-depth insight, and examples, internationally

recognized leadership expert John C. Maxwell describes each of

these stages of leadership. He shows you how to master each level and

rise up to the next to become a more influential, respected, and successful

leader..

John Maxwell 5 levels of Leadership

To be continued