Strategic Plan for the Ministry of Social Development and Family Services 2018-2023

1.1 The Planning Process ........................................................................................................ 20

1.2 Structure of the Plan ......................................................................................................... 21 2 WHO ARE WE? ...................................................................................................................... 24 2.1Functions and Services ...................................................................................................... 24

2.2 The MSDFS Business Canvas............................................................................................. 28 3 THE CONTEXT FOR CHANGE TO 2023 ................................................................................ 31 4 THE STRATEGIC FRAMEWORK TO 2023............................................................................... 36

4.1 People Centred Vision & Direction............................................................................ 36

4.1.1 OUR VISION, MISSION AND VALUES ...................................................................... 36

4.2 Our Strategy and Business Model to 2023 ................................................................ 37

4.2.1 THE BUSINESS MODEL ................................................................................................ 37

4.3 Strategic Goals & Objectives To 2023 ....................................................................... 38 GOAL 1: PROMOTE RESILIENCE FOR ALL .............................................................................. 42 GOAL 2: PROTECT, EMPOWER AND TRANSFORM FAMILIES ............................................... 45 GOAL 3: REDUCE AND PREVENT POVERTY, VULNERABILITY AND INEQUALITY ................. 47 GOAL 4: A MODERN, CLIENT-CENTRED, HIGH PERFORMANCE ORGANIZATION ............ 50

4.4 The Implementation Framework to 2023 .................................................................. 51

4.5 Key Success Factors for Plan Implementation ......................................................... 73

4.5.1 HUMAN RESOURCE CAPACITY AND CAPABILITY................................................. 74

4.5.2 RESOURCING IMPLEMENTATION – FUNDING ........................................................ 75

4.5.3 STRENGTHENING SUPPORTING OPERATING SYSTEMS .......................................... 75

4.5.4 INTERNAL AND EXTERNAL COMMUNICATIONS .................................................... 77 9 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023

4.5.5 STAKEHOLDER ENGAGEMENT & PARTICIPATION – A WHOLE OF SOCIETY APPROACH ........................................................................................................................... 78

4.5.6 THE POLICY & RESEARCH AGENDAS ..................................................................... 79

4.6 Managing Risks .................................................................................................................. 80

4.7 Managing Change........................................................................................................... 82 5 MONITORING & EVALUATION............................................................................................. 84 6 CONCLUDING STATEMENT .................................................................................................. 87 7 APPENDICES ......................................................................................................................... 88 Appendix 1: Key Stakeholders of MSDFS and Expectations .......................................... 89 Appendix 2: PESTLE Analysis for MSDFS (Summary) ........................................................ 92 Appendix 3: Glossary of Terms .......................................................................................... 94 Appendix 4: Legislative and Regulatory Framework................................................... 100 10 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 TABLE OF CONTENTS LIST FIGURES Figure 1: Five Themes of Vision 2030......................................................................................... 19 Figure 2: UN Sustainable Development Goals........................................................................ 19 Figure 3: The Strategic Planning Process ................................................................................. 21 Figure 4: Functions of the Ministry ............................................................................................. 25 Figure 5: MSDFS Organizational Chart ..................................................................................... 27 Figure 6: Social Sector Stakeholder Groups ............................................................................ 29 Figure 7: The MSDFS Business Canvas ...................................................................................... 30 Figure 8: Summary of the SWOT Analysis for MSDFS ............................................................... 34 Figure 9: MSDFS Strategy Map .................................................................................................. 41 Figure 10: A Change Management Approach to Implementing the Strategic Framework ................................................................................................................................... 83 LIST OF TABLES Table 1: The Strategic Framework to 2023 .............................................................................. 40 Table 2: The Implementation Framework to 2023 .................................................................. 53 11 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 E xecutive S ummary The Ministry of Social Development and Family Services (MSDFS) is responsible for the management of key social services to the people of Trinidad and Tobago. The Ministry provides leadership and direction for the social sector by focusing on inter alia policy making; planning; assessing of the population‘s needs; delivery of a range of social services; engagement of social sector partners and providers; and ensuring that services provided by partners are delivered in accordance with internationally accepted quality standards. By ensuring that the people of the nation have access to world class social services – to meet critical needs, empower and transform lives – the Ministry plays a unique and vital role in the social and economic development of the country. Moreover, in light of the economic challenges predicted to persist in the coming years, the Ministry’s mandate increases in urgency. Indeed, the Government‘s National Development Strategy – Vision 2030 – emphasises the critical importance of the social sector for achieving developed country status by 2030, particularly with respect to the first theme – ‘Putting People First: Nurturing of Greatest Asset’. Given its mandate, the Ministry’s leadership and staff are committed to an aggressive programme of action to accelerate the transformation agenda for the sector and for the Ministry itself, in the continuous effort to ensure the highest quality social services are available to the people of Trinidad and Tobago. To that end, the Ministry will focus on a number of high priority initiatives to strengthen the social safety net and build the 12 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 resilience of the population, thereby contributing to national human capital development, and the socioeconomic revolution envisaged in the Vision 2030 development strategy. With full recognition of its critical role, the Ministry’s leadership and staff embarked upon a consultative planning process in 2017 which engaged a range of staff stakeholders including staff, partners and clients, in distilling the strategic priorities and courses of action for the five-year plan period to 2023. From this process, the strategic direction emerged, articulated in vision and mission statements as follows: VISION A dynamic, service-driven organisation that delivers premium social services towards the achievement of sustainable human and social development MISSION Positively transforming the lives of the people of Trinidad and Tobago through the provision of quality social services To advance the vision and mission, the Ministry’s strategy is to crystallize its position as the lead agency for the social sector with regard to policy, research, monitoring and evaluation, and coordination of initiatives among partners, as well as a primary state agency for the provision of high-quality social services. In that regard, the Ministry will retain its ‘bifocal’ business model over the Plan’s five-year period taking action to enhance the social safety net as well as strengthen human capital development. However, in the existing economic circumstances, there will be an emphasis on social protection and resilience building. Therefore to 2023, the Ministry will undertake a programme of action with respect to the following strategic goals: 1. Promote Resilience for All 2. Protect, empower and transform families 3. Reduce and prevent poverty, vulnerability and inequality 13 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 4. Ensure a modern, client-centred, high performance organization The Strategy Map at Figure A and the Ministry’s Business Canvas at Figure B refer. Altogether, the Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 presents the aspirations of the staff of the Ministry and its partners for the provision of world class social services in Trinidad and Tobago, and the achievement of the National Development Strategy – Vision 2030. In that regard, the Strategic Plan presents the agenda of the management and staff of the Ministry for a new era of performance and service with the benefits accruing to the population as follows:  By 2023, the population understands and embraces resilience as necessary for personal, family and national development  By 2023, families have access to critical services to heal, empower and thrive; and re- establish this institution as a cornerstone of the society  By 2023, Trinidad and Tobago has significantly reduced poverty levels to less than 15% of the population, and is on track to surpass SDG targets  By 2023, the Ministry is a best-in-class organization, characterised by a culture of service excellence, innovation, effective resource management and resilience Therefore, the Plan is crafted for execution. To that end, it includes the framework for roll out to 2023 and identifies the critical success factors for effective implementation – to ensure readiness the Plan also incorporates early initiatives for managing change; and lays out a monitoring and evaluation framework to track implementation and enable good strategic management, allowing the Ministry to remain agile and adjust with shifts in the operating environment. The MSDFS Strategic Plan 2018 – 2023 is our renewed commitment of service to the people of Trinidad and Tobago. Helping, Empowering, Transforming Lives! 14 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 Figure A: MSDFS Strategy Map VISION 2030 THEME 1 VISION 2030 Theme II: Putting People First: Delivering Good Governance Nurturing Our Greatest Asset and Service Excellence G6: The family will be protected G2: Social services delivery will be G2: The public service will have and supported improved to better serve the needs modern, effective and efficient of vulnerable groups management systems MSDFS MISSION To positively transform the lives of the people of Trinidad and Tobago through the provision of quality social services GOAL 1 GOAL 2 GOAL 3 GOAL 4 Protect, empower and Reduce and prevent poverty, Ensure a modern, client- Promote Resilience for vulnerability and inequality transform families centred, high performance All organization  Facilitate greater capacity  Increase the level of  Continually improve  Improve organisational for resilience of the support provided to strategies for poverty performance by 50% population by 10% (against reduction through against agreed agreed human targeted families by stakeholder consultation management and development indicators) 30% efficiency indicators  Foster strong, beneficial  Increase the incidence  Increase inclusion of (over baseline) of collaboration among  Improve Client progressive values, vulnerable groups by social sector partners Perception of the MSDFS attitudes and behaviours 25% to restore family compliant with by 50% among the population cohesion and international standards (across all age functionality good governance for  Establish a culture of groups/developmental the social sector learning, innovation and categories) by 20% operating for results 15 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 Figure A: The MSDFS Business Canvas 16 1 INTRODUCTION Trinidad and Tobago has been facing over the last three years, one of the greatest economic downturns in the nation’s history. Economic growth between 2000 and 2007 averaged slightly over 8% per year, significantly above the regional average for the same period; however, GDP has slowed down since then, contracting during 2009-12, making small gains in 2013 and contracting again in 2014-17, primarily as a consequence of a drastic fall in oil and gas prices and declines in production. Accordingly, Government revenue from petroleum fell from over $20 billion in 2014 to less than $1 billion in 2016, a 90% decline. 1 Trinidad and Tobago is however, buffered by its foreign reserves and a sovereign wealth fund that equals about one-and-a-half times the national budget and by the Government’s commitment to maintaining adequate levels of expenditure on the social sector to ensure a satisfactory quality of life for the citizenry. GDP real growth in 2015, 2016, and 2017 was - 0.6%, -5.4% and -3.2%. Some growth is expected in 20182. Early estimates are indicative of a growth forecast of 2.0% in 2018 and 2.2% in 2019 rising to 2.5% in 2020. The Minister of Finance in May 2018 stated that the economy was ‘witnessing a welcome upturn3 Despite the positive outlook, the Government (GORTT) fully acknowledges the considerable threat to the vulnerable in the society, as well as those individuals and households that are at risk of becoming vulnerable in the present situation as we await the impact of the upturn. While such vulnerabilities are in some ways inherent among small states, the way forward to national prosperity and economic wellbeing lies in a reconceiving of the economic structures, diversification, and a strong commitment by citizens to a new way of thinking and behaving. Indeed, to ‘change their stars’ the people of Trinidad and Tobago must be resilient, innovative and productive as articulated in the National Development Strategy 2016 – 2030 (Vision 2030). 1 Minister of Finance Speech on Mid-term Review May 2018 2 CIA World Factbook 3 Minister of Finance Speech on Mid-term Review May 2018 17 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 “Imagine a Trinidad And Tobago where all citizens enjoy a high standard of living and have equal opportunity for self- actualisation; where corruption is minimal or non-existent and service standards are high; where people dispose of garbage in an environmentally responsible manner, simply because they see the value of nature and natural resources. Imagine further, a future Trinidad and Tobago where citizens possess positive values, attitudes and behaviours such as respect for life, productivity and patriotism” Vision 2030, p. 39 The Ministry of Social Development and Family Services (MSDFS) is a primary strategic partner with the Government to nurture the society envisaged above. The Ministry must play a critical lead role through supportive social policy; coordination of the social sector and the delivery of essential high-quality social services. Accordingly, the Strategic Plan 2018-2023 serves as a roadmap for the organization’s strategic direction over the next five years with implementation of its mandate in the context of a challenging operating environment. In that regard, the Plan addresses the need to inter alia: be driven by sound research, continually improve social services to the population; promote social innovation particularly to resolve persistent social challenges; and ensure the Ministry and its agencies have the capacity and capability to meet both current and emerging needs. Further, the Plan also outlines the groundwork for collaboration and partnership with the range of national and international stakeholders and the population itself, necessary to achieve the national social development agenda. The Plan is guided by Trinidad and Tobago’s National Development Strategy 2016-2030 (Vision 2030), which advocates for attaining developed country status by the year 2030. The Strategy proposes five overarching key result areas or themes in pursuit of the vision: I. Putting People First: Nurturing Our Greatest Asset II. Promoting Good Governance and Service Excellence III. Improving Productivity through Quality Infrastructure and Transportation IV. Building Globally Competitive Businesses; and V. Placing the Environment at the Centre of Socio-economic Development 18 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 As shown in Figure 1, two themes are particularly relevant to the Ministry’s mandate though it is clear that a healthy, well supported society is essential for economic prosperity, sustainability and peace (United Nations). Theme I especially, acknowledges the essential contribution of citizens to their own development. This theme stresses the importance of the provision of basic services to empower the nation’s “greatest asset”. Here MSDFS is clustered with the range of ‘basic needs’ ministries such as Education, Health and Housing, in keeping which international best practice with respect to the whole of government approach. Figure 1: Five Themes of Vision 2030 Our society will be grounded in the principles of social justice. Social services delivery will be improved to better serve the needs of vulnerable groups. The family would be protected and supported. THEME I Putting People First Our governance approach will be based on THEME V principles of participation and inclusion. Placing the THEME II Environment at The public service will have modern, effective Delivering Good the Center of and efficient management systems. Social and Governance and Service Excellence Vision Economic Public service delivery will be customer focused. Development 2030 THEME III THEME IV Improving Figure 2: UN Sustainable Development Goals Building Globally Productivity Competitive through Quality 1, 2, 8, 10 and 16 Business Infrastructure and Transportation The Plan is also responding to the country commitments with respect to the United Nations 19 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 Sustainable Development Goals (SDGs), specifically Goals 1,2, 8, 10 and 16; and to that end, the initiatives to be undertaken over the Plan’s five-year period to 2023 are expected to assist the country with achieving the set targets. The MSDFS Strategic Plan 2023 faithfully represents the aspiration of its clients and stakeholders for meaningful transformation of the Ministry and the social sector with benefits accruing to the population as follows:  By 2023, the population understands and embraces resilience as necessary for personal, family and national development  By 2023, families have access to critical services to heal, empower and thrive; and re-establish this institution as a cornerstone of the society  By 2023, Trinidad and Tobago has significantly reduced poverty levels to less than 15% of the population, and is on track to surpass SDG targets  By 2023, the Ministry is a best-in-class organization, characterised by a culture of service excellence, innovation, effective resource management and resilience

1.1 The Planning Process The Strategic Plan was developed using a data-led/ evidence-based, participatory approach. Primary and secondary data were derived from stakeholder engagements with both internal and external stakeholders (outlined below), as well as from strategic workshops and meetings held by a technical team of the Ministry with responsibility for developing the Plan. A key phase of the planning process was the assessment of the internal and external environment in which the Ministry operates. Accordingly, the Ministry of Social Development and Family Services utilised proven tools such as the SWOT and PESTLE to examine the organisation and inform its objectives and strategies. Subsequent to these analyses, two (2) Strategic Planning workshops were conducted with thirty members of senior level management staff and Heads of Department. At these workshops, senior staff examined the strengths, weaknesses, opportunities and threats of the organisation with a view to developing draft Vision, Mission, Motto, Functions, Goals, Objectives, Strategies 20 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 and Initiatives. Accompanying Performance Indicators and Planned Targets were also developed by the Ministry’s M&E Unit. The second phase of this participatory approach involved the completion of a Staff Perception Survey via the Ministry’s intranet and suggestion boxes. Further triangulation of the data was ascertained from the 26 Regional Staff Engagements sessions conducted at all the Ministry offices located throughout Trinidad and Tobago. Additionally, secondary data/findings garnered from both internal and external stakeholder engagements the MSDFS conducted over the past year were utilised from the following research initiatives including, internal reviews undertaken by technical staff of the MSDFS, as well as primary data collected during: The Premium Client Care Training, Public Information and Education Sessions (PIES), and Public Consultations held during the development of the National Social Mitigation Plan. Further internal review led to the finalization of the Plan. Figure 3 refers.

1.2 Structure of the Plan The Plan is structured around two main sections. Part 1 provides a context for the new strategic direction laid out in Part 2. In that regard, Part 1 consists of an overview of the Ministry including its services and structure. The organization’s business canvas, developed as a tool of the planning process, is presented here. Part 1 also includes a synopsis of the findings of the SWOT Analysis, highlighting the imperative for change and the impetus for the strategy to 2023. Figure 3: The Strategic Planning Process 21 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 Situational Drafting and Draft Strategic Analysis review Plan Additional desk Strategic review to derive Internal Review Planning public and Finalization Workshops perspectives Staff Staff Perception Engagement Survey Sessions (26 locations) In Part 2, the new strategic direction is laid out viz. the vision, mission, values, goals (key result areas) and objectives to 2023. The main component of this section is an implementation framework which proposes key actions to advance the Ministry’s goals. Issues to be considered for successful implementation, monitoring and evaluation and measuring results are discussed in the final section in Part 2. The Strategic Plan of the Ministry of Social Development and Family Services 2018 – 2023 is designed to put the Ministry on a path to reengineer its business processes, particularly those related to client service delivery, towards operational and organizational excellence. The prevailing economic conditions and attendant socioeconomic consequences also provided the Ministry with the opportunity to champion its role as the lead social sector Ministry charged with the responsibility of empowerment and social transformation. It is in this context, that over the next five years, the executive leadership and staff of the Ministry are expected to embrace and be guided by the directives of the Plan, to effectively and efficiently serve the needs of all citizens of Trinidad and Tobago, more so, the vulnerable. 22 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 PART ONE THE CONTEXT 23 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 2 WHO ARE WE?

2.1 Functions and Services In its current incarnation, the Ministry of Social Development and Family Services was established on 11th September 2015 to ensure the effective and efficient functioning of the social sector towards improving the standard of living of all our nation’s citizens, particularly those most at risk (individuals and families)4. In so doing, the Ministry is responsible for the development, co-ordination, monitoring and evaluation of social sector policies, programmes and initiatives that are sustainable, economically viable and relevant to its targeted populations, while ensuring and maintaining efficient delivery of its social services5. In this context, the programmes and services offered by the MSDFS are designed to:  help citizens cope with the socio-economic challenges of daily living in a holistic manner, to enable them to positively contribute to the development of society; and  assist the clientele to become empowered through rehabilitative and capacity- building programmes to enable them to play an active role in transforming their own lives, and by extension their families and communities;  Support and empower families; and  Prevent and reduce poverty and inequality Within the broad bands of client and stakeholder needs, the Ministry’s functions and services may be categorised as follows:  Planning, Policy, Research and Measurement  Social Services Delivery  Oversight of Statutory and Other Bodies in receipt of subventions from the Ministry  Coordination of the social sector  Support and Capacity building of the NGO sector 4 Presentation on the Strategic Plan Process by the Ministry’s Strategic Team, June 6 2018, slide 4 5 Op Cit, slide 4 24 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 Figure 4 refers. Figure 4: Functions of the Ministry PLANNNG, POLICY, RESEARCH & MEASUREMENT •Social Impact Assessment and Review, Social Planning, Development and Monitoring; Social Policy; Social Research; Social Services Measurement and Policies SOCIAL SERVICES DELIVERY •Ageing , Disability, Disbursement of Subventions and Grants, Integrated Social Services Delivery, Family Services, Poverty Alleviation, Street Dwelling OVERSIGHT •Oversight for Statutory Boards and other Bodies VIZ. Trinidad and Tobago Blind Welfare Association (TTBWA), Trinidad and Tobago Association for the Hearing Impaired (TTAHI), Trinidad and Tobago Association for Retarded Children (TTARC) and other organisations in receipt of subventions from the Ministry, Social Welfare Central and District Boards To deliver services as outlined above, the structure of the Ministry comprises the Office of the Honourable Minister; the Office of the Permanent Secretary (2); the Office of the Deputy Permanent Secretary (2); the Office of the Chief Technical Officer along with twenty-five Divisions/Units, accounting for over six hundred members of staff. See Figure 5. Over the years, the Ministry has been guided by strategic and other programme plans and strategies. In that regard, the organization has developed a solid research capability that undergirds its policy and planning. The Ministry has also built up a strong track record of performance. However, without a doubt, the work of the Ministry has evolved and, in many ways has increased in complexity, to keep apace of the ever changing social and human development landscape. The efforts to respond to persistent and emerging needs requires 25 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 recruitment of staff with a range of skills and competencies and over time the numbers of contract and short-term contract staff have grown considerably. 26 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 Figure 5: MSDFS Organizational Chart 27 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 The leadership of the Ministry is keenly aware of the value of its human resources to the organisation’s successful attainment of its goals and objectives and that the members of staff themselves may become ‘vulnerable’ in the current volatile labour market. As a consequence, the executive remains committed to ensuring due consideration for the welfare of the ‘internal clients’. In light of the above concerns and the desire to ensure that clients are well served, a major focus of the Ministry’s strategy to 2023 is building its human resource capacity, exploring innovative options to achieve operational excellence and transforming the Ministry’s public image. Legal and Regulatory Framework Additionally, the Ministry of Social Development and Family Services administers several public services pursuant to its statutory obligations. The Ministry observes a legal and regulatory framework in its operations through the delivery of social services (Appendix 4). The Ministry is also sensitive to the need to address burgeoning social issues and has developed a legislative agenda to treat with the vulnerable populations that come under the Ministry’s purview.

2.2 The MSDFS Business Canvas The Ministry’s Business Canvas 6 (Figure 7) captures the essential aspects of the organization’s management and operations. Critically, the canvas notes the bifocal business model of the organization where it seeks to address the social protection needs as well as the human capital development needs for the country. Moreover, the canvas indicates the parity of attention to both external and internal clients. The canvas also highlights the critical importance of collaboration and partnership to the work of the Ministry, which extends to clients themselves (co-creators), as well as 6 Business Model Canvas developed by Alexander Osterwalder is a strategic management template for developing new or documenting existing business models. It is a visual chart with elements describing a firm's or product's value proposition, infrastructure, customers, and finances. It assists firms in aligning their activities by illustrating potential trade- offs (Wikipedia, accessed August 2018) 28 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 partnering service delivery organizations in the public and private sectors and civil society (co-creators and key partners). Figure 6, Appendix I refers. The canvas lays out the desired attributes of the relationships with stakeholders. The ‘outcome streams’ identified on the canvas denote the anticipated results with faithful implementation of the Strategic Plan and the expected benefits to the Government and people of Trinidad and Tobago for the investment of resources. In that regard, the leadership and staff of the Ministry are keenly aware of the need to be resource sensitive, cost efficient and results-driven going forward. Figure 6: Social Sector Stakeholder Groups Social Sector Ministries Other State Public Agencies Civil Society Clients Social Sector Private Stakeholders Sector MSDFS Staff Academia International Community See Appendix 1 for a listing and interest analysis of the Ministry’s Stakeholders. 29 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 Figure 7: The MSDFS Business Canvas 30 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 3 THE CONTEXT FOR CHANGE TO 2023 "In the midst of every crisis lies great opportunity” Albert Einstein According to data from the 2005 Survey of Living Conditions, 16.7% of the population was living in poverty and inequality, measured by the Gini coefficient, which was 0.39. The data revealed that there was a tendency for poorer households to be headed by women; as much as 30.6 percent of the population sampled had not passed any exam above the primary level and Helping women and persons from the lower quintiles were heavily children... concentrated in elementary occupations among men and in low level services and sales among women. It was also highlighted that persons from lower quintiles were most likely not to have filled prescriptions because of a lack of funds; access to potable water, flush toilets, and garbage collection were areas of deficiency, and as much as 18.4 percent of the population still relied on pit latrines. Persons from the lower quintiles were less likely to be in a marital union than the non-poor; women from poor households were more likely to have four or more children than their better-off compatriots and the mean age at first birth tended to be lower for poorer women. To aid the population in need, the Government of the Republic of Trinidad and Tobago (GORTT) continues to make significant investment around social safety nets (SSN) and by extension, its social protection system. For the period 2012-2017, approximately TT$37- 31 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 billion was expended on nine (9) 7 key safety net initiatives to improve the lives and livelihoods of persons. Of this, sixty-five percent (65%) or TT$24-billion was expended on four (4) programmes8 under the purview of the MSDFS. Vision 2030 articulates the Government’s continued commitment to reducing vulnerability of citizens and creating a society in which social wellbeing and social justice are prevalent, which mirrors the aspirations of the SDGs (Goals 1, 2, 8, 10 and 16 specifically). However, the operating environment, aptly described using the VUCA 9 terminology (volatility, uncertainty, complexity and ambiguity) presents significant challenges for the way forward, including sustained access to resources. The summarized findings of the PESTLE (See Appendix 2) and SWOT analyses at Figure 8 highlight key factors – drivers for change – considered in planning, bearing in mind their likely impact on the Ministry over the Plan’s five-year period. EMERGENT IMPERATIVES FOR THE PLAN For the data provided by the situational analyses, key imperatives for the Plan’s five-year period were:  High level of client dependency, with persons remaining in short term intervention programmes – need to promote self-reliance, early ‘graduation’ from programmes  Limited evidence of return on investment on expenditure on social services, against rising cost of service provision and increasing demand – unsustainable costs; need for more effective targeting to enable reduction in poverty and vulnerability measures and increasing resilience  Limited application of research needed to adopt a proactive/preventative approach to stay ahead of evolving demand. 7 These safety net initiatives are: Community-based Environment Protection and Enhancement Programme (CEPEP), Disability Assistance Grant (DAG), Government Assistance for Tertiary Expensed (GATE), National Schools Dietary Services Limited, On the Job Training (OJT), Public Assistance Grant (PAG), Senior Citizens’ Pension (SCP), Target Conditional Cash Programme (TCCTP), and the Unemployment Relief Programme (URP). 8 The programmes falling under the purview of the MSDFS are: DAG, PAG SCP and the TCCTP (now known as Food Support). 9 http://www.whatisvuca.com/#vuca 32 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023  Lack of consistency in the delivery of services – Archaic systems and processes in some instances, with differing application by location and provider – need for automation to enhance service delivery and establishment of standard operating procedures for all programmes and services  Lack of a unique identifier/profile for clients (shared across social sector ministries) to monitor and support each client based on their unique needs, to avoid duplication and over dependence and support self-reliance, growth and resilience- need for an IT system connecting the various Ministries in the sector for data and information sharing  Inefficient governance arrangements for shared decision-making across stakeholders and establishing clear priorities- need for a mechanism for planning and priority- setting at the sector level  Constant and frequent policy and administrative shifts as administrations change – need for establishing priority policy decisions within a legislative framework  Persistent human resource management issues which negatively affect employee motivation and engagement – need to ensure a conducive, healthy working environment  Limited modernization, innovation and agility in the operations of the Ministry and its partners – need to accelerate modernization initiatives which are in progress  Poor customer service which adversely impacts the public’s image of the Ministry The data provided by analyses proves that in crisis there is tremendous opportunity. Over the Plan’s five-year period to 2023, the Ministry will take the necessary steps to creatively effectively and efficiently transform itself and the social sector to a new level of service for the benefits of the people of Trinidad and Tobago. 33 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 Figure 8: Summary of the SWOT Analysis for MSDFS SW  Decreasing access to resources due to economy  Low motivation and morale of staff  A cadre of knowledgeable, qualified,  Weak leadership across various levels of the Ministry dedicated, passionate and resilient staff  Poor work ethic of some staff  Service provision to the poor, vulnerable  Slow decision-making and disadvantaged  Lack of Monitoring and Evaluation systems (to capture data across 27 locations plus partners)  Lead role of the Ministry in the Social Sector  Poor or low implementation and inefficiencies in service  Specialized and decentralized Divisions and delivery Units  Inadequate management of resources  Strong networking, collaboration and  Inadequate accommodation and security (with partnerships with stakeholders proximity to Court)  Poor targeting mechanisms/Limited visibility of services  Availability of funding for transfers to Clients and programmes  Outreach  Inadequate, antiquated data management systems  Innovative approaches in responding to  Absence of a Central Beneficiary Database limited resources  Instances of poor Customer Service  Organizational and process review  Human resource issues such as staff shortages, poor recruitment practices, layoffs, limited training and underway development opportunities and limited succession planning, loss of institutional knowledge  Poor industrial relations practices  Limited connectivity amongst and between divisions, units and remote locations. OT  Limited capacity for managing change  Modern technology and connectivity  Socio-Economic challenges such as rising unemployment, crime and poverty  New Media  High level of dependency among the population  Integration of services  Abusive, unscrupulous and corrupt clients and  Cost effective ICT to support Service organizations seeking assistance Delivery  Continued erosion of the family  Potential to impact human development  Changing government policies based on the political  Ability to influence Government’s Social cycle Policy  Reduced financial resources  Partnerships with public and private entities  Constant and frequent administrative changes internationally, regionally and locally  Old ways of thinking in a VUCA World (non-progressive  Availability of a pool of qualified and skilled attitudes and values) human Resources from which to recruit  Unclear strategy for Local Government Reform  Innovation and creativity given less  Poor perception of Ministry’s brand by potential stakeholders and partners resources and finances  Cyber crime  Review programmes to improve efficiency  Lack of accessibility for persons with disabilities and implement conditionalities  Low collaboration with private sector  Litigation claims against the Ministry  Increased risk and incidence of natural and manmade disasters  Climate Change and Natural Disasters  Ageing Population  Loss of institutional knowledge  Staff Exposure to health risks and environmental 34 volatility. Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 PART TWO THE WAY FORWARD 35 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 4 THE STRATEGIC FRAMEWORK TO 2023

4.1 People Centred Vision & Direction This Strategic Plan is founded on a vision of the kind of citizen needed to assure the nation’s social and economic growth and development. This is the raison d’être and Ministry’s ‘guidepost’ through the challenging periods expected in the years ahead. Innovative. Resilient. Productive. This vision aligns well with the National Development Strategy (Vision 2030) which advocates “…a united, resilient, productive, innovative, and prosperous nation with a disciplined, caring, fun-loving society comprising healthy, happy and well-educated people and built on the enduring attributes of self-reliance, respect, tolerance, equity, inclusion and integrity…”

4.1.1 OUR VISION, MISSION AND VALUES Bearing in mind the desired outcome for citizens, the Vision, Mission and Values are as follows: VISION A dynamic, service-driven organisation that delivers premium social services towards the achievement of sustainable human and social development MISSION Motto Positively transforming the lives of the people of Trinidad and Tobago through the provision of quality social services 45 36 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 VALUES We value Respect, Equity, Integrity, Compassion, Responsiveness, Innovativeness, Commitment, and Inclusiveness. MOTTO Helping, Empowering, Transforming Lives

4.2 Our Strategy and Business Model to 2023 To 2023, MSDFS will seek to crystallize its position as the lead agency for the social sector with regard to policy, research, monitoring and evaluation, and coordination of initiatives among partners, as well as a primary state agency for the provision of high quality social services. Central to this positioning strategy, is advancing organizational transformation initiatives underway as well as efforts to build/strengthen effective partnerships with a range of local and international agencies and stakeholders. In this regard, the goal of the Ministry is to contribute tangibly to the social wellbeing and economic prosperity of the nation.

4.2.1 THE BUSINESS MODEL The Ministry will retain its bifocal business model over the Plan’s five-year period taking action to enhance the social safety net as well as strengthen human capital development. In the existing economic circumstances, there will be an emphasis on social protection enabled through the implementation of the National Social Mitigation Plan (NSMP), however the drive will be to promote and enable greater self-reliance and resilience among clients, through empowerment initiatives such as the Social Transformation and Empowerment Programme Uplifting People (STEP-UP). 37 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 THE NATIONAL SOCIAL MITIGATION PLAN (NSMP) The NSMP 2017 – 2022 will be a primary programme of action over the Plan’s five-year period and therefore has been integrated with the Strategic Plan in terms of shared goals, objectives and lines of action. The NSMP has as its theme: “Building Resilience to Secure a Nation.” In this Plan, a primary focus is on building resilience of the citizenry to enable them to be better able to cope with the shocks and stressors specifically resulting from the economic downturn; but also, to build the capacity to cope with any future shocks and economic challenges.

4.3 Strategic Goals & Objectives To 2023 In keeping with the proposed strategic direction, the strategic priorities to 2023 are laid out in two categories:  The Core Strategic Priorities which address the key result areas related to improving the core business outcomes for the Ministry  The Enabling Strategic Priorities/Critical Success Factors related to establishing/strengthening the institutional capacity of the Ministry to achieve its core business outcomes The Core Priorities are: GOAL OBJECTIVE 1. Promote Resilience For  Facilitate greater capacity for resilience of the All population by 10% (against agreed human development indicators)  Increase the incidence (over baseline) of progressive values, attitudes and behaviours among the population (across all age groups/developmental categories) by 20% 2. Protect, empower and  Increase the level of support provided to families by 38 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 GOAL OBJECTIVE transform families 30%  Increase inclusion of vulnerable groups by 25% to restore family cohesion and functionality 3. Reduce and prevent  Continually improve strategies for poverty reduction poverty, vulnerability through stakeholder consultation and inequality  Foster strong, beneficial collaboration among social sector partners compliant with international standards for good governance for the social sector The Enabling Priorities are: 4. Ensure a modern,  Improve organisational performance by 50% against client-centred, high agreed management and efficiency indicators performance organization  Improve Client Perception of the MSDFS by 50%  Establish a culture of continuous learning, innovation and operating for results. Table 1 presents the strategic framework in summary and the Strategy Map follows at Figure 9. 39 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 Table 1: The Strategic Framework to 2023 Vision 2030 “…a united, resilient, productive, innovative, and prosperous nation with a disciplined, caring, fun-loving society comprising healthy, happy and well-educated people and built on the enduring attributes of self-reliance, respect, tolerance, equity, inclusion and integrity…” Vision A dynamic, client centred organization achieving sustainable human and social development Mission To enhance the quality of life of the general population, with emphasis on the vulnerable, through a network of integrated, accessible social services Core Values Respect, Equity, Integrity, Compassion, Responsiveness, Innovativeness, Commitment, Inclusiveness Services Social Protection Services, Resilience Services, Sector Planning, Policy & Research, Social Innovation, Monitoring & Evaluation of the Social Sector, Technical Advisory Services, Capacity building for the NGO Sector, Information, Communication & Reporting, Resource mobilization, Auditing and Compliance, Quality Assurance, Public Education, Strategic Human Resource Services Goals (Key Promote Resilience for All Protect, empower and Reduce and prevent Ensure a modern, client- Result transform families poverty, vulnerability and centred, high performance Areas) inequality organization Strategic  Facilitate greater capacity  Increase the level of  Continually improve  Improve organisational Objectives for resilience of the support provided to strategies for poverty performance by 50% by to 2023 population by 10% (against targeted families by 30% reduction through 2023 against agreed agreed human stakeholder consultation management and development indicators)  Increase inclusion of efficiency indicators vulnerable groups by  Foster strong, beneficial  Increase the incidence 25% to restore family collaboration among  Improve Client (over baseline) of cohesion and social sector partners Perception of the MSDFS progressive values, attitudes functionality compliant with by 50% and behaviours among the international standards population (across all age good governance for  Establish a culture of groups/developmental the social sector continuous learning, categories) by 20% innovation and operating for results 40 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 Figure 9: MSDFS Strategy Map VISION 2030 THEME 1 VISION 2030 Theme II: Putting People First: Delivering Good Governance Nurturing Our Greatest Asset and Service Excellence G6: The family will be protected G2: Social services delivery will be G2: The public service will have and supported improved to better serve the needs modern, effective and efficient of vulnerable groups management systems MSDFS MISSION To positively transform the lives of the people of Trinidad and Tobago through the provision of quality social services GOAL 1 GOAL 2 GOAL 3 GOAL 4 Promote Resilience for Protect, empower and Reduce and prevent poverty, Ensure a modern, client- transform families vulnerability and inequality centred, high performance All organization  Facilitate greater capacity  Increase the level of  Continually improve  Improve organisational for resilience of the support provided to strategies for poverty performance by 50% population by 10% (against targeted families by reduction through against agreed agreed human stakeholder consultation management and development indicators) 30% efficiency indicators  Increase the incidence  Foster strong, beneficial  Increase inclusion of collaboration among  Improve Client (over baseline) of progressive values, vulnerable groups by social sector partners Perception of the MSDFS attitudes and behaviours 25% to restore family compliant with by 50% among the population cohesion and international standards (across all age functionality good governance for  Establish a culture of groups/developmental the social sector learning, innovation and categories) by 20% operating for results 41 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 IMPACT STATEMENT: By 2023, the population GOAL 1: PROMOTE understands and embraces resilience as necessary for RESILIENCE FOR ALL personal, family and national development The word resilience comes from the Latin word “resilire”, which means “to rebound or reco il.” Hence, the concept refers to the capacity to recover, adjust, adapt, or cope with difficult or negative experiences, threats, tragedy, trauma or any form of adversity. As such, three critical dimensions characterise resilience, the absorptive, adaptive and transformative capacities. The absorptive capacity speaks to various coping strategies adopted to moderate or buffer the effects of shocks and stressors. Adaptive, on the other hand, refers to the capacity to learn and utilise experience and knowledge to adjust one’s responses to changes. Whereas transformative, considers how something new can be created, when what previously existed is no longer tenable. It should also be noted that the concept can be applied at different levels of aggregation: individuals, households, communities, organizations, and systems or states. Resilience is therefore a multi-disciplinary concept, with applicability in a myriad of context inclusive of sustainable development, human development, and more recently social protection and poverty reduction. As a consequence, this strategic goal Promoting Resilience for All can be considered a primary or unifying goal in the Ministry’s overall agenda, given its essential role in many of its strategic initiatives. One of the key documents impacting the strategic direction of the Ministry is the National Social Mitigation Plan (NSMP), which has as its theme: “Building Resilience to Secure a Nation.” In this Plan, focuses on building a resilient population to 42 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 cope with the current economic downturn and to build capacity to withstand future shocks and stressors. A critical approach to building a more resilient population involves treating with some of the identified challenges that have thwarted the development agenda of the country over the years. Those challenges that in particular, speak to areas of culture, values and attitudes that require transformation as part of the National Development Strategy (NDS) 2016 – 2030, Vision 2030. In particular, as a Ministry we are also aware of some of those non-progressive attitudes and values, as well as the “culture of dependency” that have, on the one hand, fostered a sense of entitlement, and an unwillingness to be self-sustaining and independent, on the other. The Ministry therefore has a core responsibility to engender the values, attitudes and behaviours (VABs) that will not only enable development, but more specifically place citizens on the footpath to self-reliance, stability and a sustainable quality of life. Goal 1 therefore has critical linkages with Goals 2 and 3, as we seek to strengthen and support families, as well as address the social problem of poverty, inequality and vulnerability on all fronts. Resilience is also a multidimensional construct, with cultural and contextual variations. It is also a function of an individual’s interaction with their environment. As such, the social and political setting and the quality of the individual’s environment is just as critical as individual-level factors. Therefore, measured consideration must also be paid to structural deficiencies, and how existing social policies and services support or inhibit resilience. This requires that the MSDFS work closely with its social partners to strengthen the social protection system, and more specifically to build a robust social safety net (i.e. critical synergies with Goal 3). Thereby facilitating a systems approach to resilience. Consequently, to ensure a cohesive and integrated approach to resilience, a national policy framework on resilience must be articulated. It will detail the main proponents of resilience within the social sector, the core roles and responsibilities, as well as the targeted groups and the various approaches to addressing identified risks and vulnerabilities across the life 43 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 course, i.e. the specific tools and activities for resilience-building. In this regard, the MSDFS will also develop a National Resilience Framework for the Social Sector. It should also be noted that implementation of the Ministry’s priority project, the National Social Mitigation Plan is also an integral part of improving the overall social protection system to facilitate increased resilience within the population. Consequently, the resilience framework will incorporate some of the critical elements of the plan. Lastly, the Ministry as an organisation also needs to be resilient, given the many social, economic, political and environmental challenges that it must confront now and in the future. For an organisation to survive and thrive, it must continuously reinvent and redefine itself. Thus, even as we look forward to Goal 4, the Ministry must also embrace the concept of resilience and invest in its employees towards building an efficient and adaptive organisation that can withstand and overcome any challenge. A culture of continuous learning, innovation and operating for results must be engendered in the organisation. Given the transformative, all-embracing potential of the concept of resilience, the Ministry must necessarily partner and collaborate with other key stakeholders, such as government offices and agencies, civil society, non-governmental organisations, media, and the private sector to achieve this goal of Resilience for All (RFA). It is therefore the role of the Ministry to champion this approach and coordinate these efforts across the sector. The strategic objectives with respect to this goal are as follows:  Facilitating greater capacity for resilience of the population by 10% (against agreed human development indicators);  Increasing the incidence (over baseline) of progressive values, attitudes and behaviours among the population (across all age groups/developmental categories) by 20%. 44 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 IMPACT STATEMENT: By 2023, families have access to critical services to heal, empower GOAL 2: PROTECT, and thrive; and re-establish this institution as a cornerstone of the society EMPOWER AND TRANSFORM FAMILIES Family structures exist in various forms in Trinidad and Tobago. These forms include the nuclear family, extended family, single-parent family, reconstituted family, single-headed and sibling families10. In spite of the form, the family is viewed as the nucleus of civilization and the basic social unit of society, therefore, it is critical for the family to be protected, empowered and transformed, which will ultimately redound to the country’s sustainable social and economic development. In recent years, the family has been faced with enormous challenges, both social and economic. As a result, the country’s social fabric has become fragile and the present environment is characterized by high rates of crime, gender-based violence, elder abuse, substance abuse, homelessness, domestic violence and violence against children, increased poverty, mental health challenges and other critical issues. Furthermore, competing social issues continue to place increasing demands on declining state resources, which drives families deeper into crisis. “The family can be defined as the primary institution within society consisting of two or more Family breakdown has psychosocial and socioeconomic individuals with a continuing implications on children’s wellbeing. The research genetic and/or legal relationship that provides for the social, economic, emotional, spiritual 10 Ministry of Social Development and Family Services and protective needs of its members” (adapted from the UN Definition of the Family) 45 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 confirms that for children who experience family breakdown and. family instability, it is not just an emotional tragedy for them but for families as well and this can also contribute to poverty and social exclusion. Moreover, family structure and upbringing influence the social character and personality of any given society. The family provides primary socialization where basic values and norms of cultures are learned. It is within the family, individual/s learn to love, to care, to be compassionate, to be ethical, to be honest, to be fair, to use reasoning and to have values which are essential for existing and contributing to the positive development of society. Consequently, it is important to ensure that the family is supported in order to build a society with individuals that are physically, spiritually, mentally and emotionally resilient. The Ministry, as part of its overall strategy, will utilize a multifaceted and multi- disciplinary approach involving greater cooperation and coordination among agencies that will protect, empower and transform the family in pursuit of the following strategic objectives:  Increase the level of support provided to families by 30%;  Increase inclusion of vulnerable groups11 by 25% to restore family cohesion and functionality. 11 Persons with disabilities, street dwellers, deportees, ex-prisoners, refugees, asylum seekers, human trafficking victims, migrants, substance abusers 46 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 IMPACT STATEMENT: By 2023, Trinidad and Tobago will have significantly reduced poverty levels to less than 10% of the population, reduce inequality and promote inclusion among vulnerable groups on track to surpass SDG targets. GOAL 3: REDUCE AND PREVENT POVERTY, VULNERABILITY AND INEQUALITY As a strategic partner in Government’s efforts towards reducing poverty, vulnerability and inequality in Trinidad and Tobago, MSDFS is committed to working with social sector agencies, individuals, families and communities towards achieving sustainable livelihoods12. With a mandate to improve the standard of living conditions and quality of life of the population, concerted efforts by this Ministry and other social sector partners have had differing impact throughout society. While improvements have been noted, segments of the population continue to live in substandard conditions, experience poor health, earn low incomes, find difficulty in acquiring decent jobs and seemingly inept to realize their potential. The Government of the Republic of Trinidad and Tobago (GORTT) continues to allocate significant investment towards its social safety nets (SSN) to assist the population’s needs. Safety nets are an integral component of governments’ poverty reduction thrust and in the Latin America and Caribbean (LAC) region. For example, average spending on SSN programmes as a % of GDP has increased from 0.3% of GDP in 2000 to more than 1.5% in 12 Sustainable Livelihoods is “increasing people’s capacity to provide for themselves and lift themselves out of poverty”- Swedish International Development Cooperation Agency (Sida) 47 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 201513. The GORTT has allocated 20%-24% of GDP on an annual basis to social sector Ministries over the last five years. This extensive social protection system, which comprises a wide-ranging social safety net, plays a critical role in protecting families and individuals from impact of economic shocks, natural disasters, and other crises. Initiatives range from cash, near-cash and in-kind transfers, public work programmes, subsidies and fee waivers. Several local and international reports have highlighted the need for improvements in the management of Government’s safety net programmes. This recommendation is due to duplication of social programmes within and across Ministries, weak targeting mechanisms, poorly designed initiatives, absence of a central beneficiary system and inadequate monitoring and evaluation processes. Accordingly, the Ministry will undertake several initiatives to improve efficiency and effectiveness of the social programmes. This will include a review of social programmes; implement and continuously assess its targeting mechanism(s); implement a single intake form; develop exit strategies for social programmes; adopt an integrated approach to service delivery and strengthen stakeholder collaboration. Government transfers an enormous amount of grants to citizens and organizations in pursuit of improving the quality of life of citizens of Trinidad and Tobago. However, Government intends to remedy inefficiency and ineffectiveness of these transfers since overlaps and duplications which exist between Ministries. Accordingly, a National Grants Policy would be finalized in collaboration with the Ministry of Planning and Development and other sector partners. Given this country’s economic challenges, including limited public resources, Government is required to strengthen its systems, procedures and institutions and exercise financial prudence while enhancing delivery of its social services. Accordingly, MSDFS has developed a Standard Means Test for selected safety net programmes under its purview to ensure that individuals and households, most in need, receive assistance. Other Social Sector Ministries intend to use the SMT as a benchmark for their own poverty-reduction programmes. 13 World Bank Report- Closing the Gap: The State of Social Safety Nets 2017, “Safety Nets where Needs are Greatest”. 48 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 The concept of Poverty is viewed in the new age as a social issue with multi-dimensions, which affect the lives of millions. Despite T&T’s traditional high-income status, sectors of the population continue to live below the poverty line. The current plethora of social services, products and programmes managed by various Ministries whilst fitting within broad Government policy, there is no detailed Poverty Reduction Plan that will allow for an assessment of results within set timeframes. As such, MSDFS is expected to finalise the development of a National Poverty Reduction Strategy in collaboration with UNDP, to allow for the rationalization, improved targeting and monitoring and evaluation of the country’s poverty reduction strategies. The Ministry’s pursuit of other suitable strategies for reducing poverty, inequality and vulnerabilities would include the development of conceptual and analytical frameworks such as the sustainable livelihood approach, the social risk management and the life-cycle approach. In this context, coupled with the impact of the economic downturn on our population, it is imperative that the Ministry continually improves its operations towards greater efficiency and improved delivery to its clients; alongside comparative efforts among its range of partners in the social sector. In that regard Goal 3, is informed by the United Nations’ Sustainable Development Goals (SDGs), specifically:  SDG 1- End poverty in all its forms everywhere;  SDG 8- Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all;  SDG 10- Reduce inequality within and among countries  SDG 16- Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels. This Goal also responds to the National Development Strategy 2016-2030 (VISION 2030), Theme I ‘Putting People First: Nurturing Our Greatest Asset’ and the National Performance Framework 2017-2020. 49 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 Over the Plan’s five-year period, the Ministry will focus on the following lines of actions in relation to the following strategic objectives:  Continually improve strategies for poverty reduction and promoting the reduction in inequality and vulnerability through stakeholder consultation;  Foster strong, beneficial collaboration among social sector partners compliant with international standards for good governance for the social sector. GOAL 4: A MODERN, IMPACT STATEMENT: By 2023, the Ministry will be a best-in-class CLIENT-CENTRED, organization, characterised by a culture of service excellence, innovation, effective resource management and resilience HIGH PERFORMANCE ORGANIZATION 50 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 Every organization carries with it, its own unique and distinct characteristics, which are improved through methods of managing and thus sustaining high performance. There are five dimensions of a high-performance organization which comprise leadership, design, people, change management and culture and engagement. Factors that influence high performance organizations consists of: visionary and participatory leadership; proactive and innovative behavior; constant contact with the clients; autonomy and ‘entrepreneurship’; hands-on management; agile, continually improving systems, processes and practices; and having the right people, with the right skills, in the right place, empowered, celebrated and motivated. This is the intent of the Ministry – to create a high-quality working environment for its workforce, recognizing that the staff are the first ‘client’ of the Ministry and must themselves realize the benefits of quality of life and resilience of the population they serve. Therefore, over the Plan’s five-year period the Ministry will focus its attention on three wider ranging, interoperable lines of action:  Improve organisational performance by 50% against agreed management and efficiency indicators;  Improve Client Perception of the MSDFS by 50%;  Establish a culture of continuous learning, innovation and operating for results.

4.4 The Implementation Framework to 2023 In light of the Ministry’s Business Canvas (p. 20), the Implementation Framework at Table 2 highlights the three ‘pillars’ of MSDFS’ value proposition – social protection, human capital development and employee development, against the four goals. Specific action to be taken in relation to each goal and the attendant strategic objectives are outlined, aligned way the ‘Key Activities’ of the Canvas. Co-creators and Key Partners are identified for each initiative, along with performance indicators which re aligned with the ‘Outcome Streams’ in the Canvas. The Implementation Framework follows at Table 2. 51 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 52 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 Table 2: The Implementation Framework to 2023 OBJECTIVES MAJOR INITIATIVES PERFORMANCE INDICATORS TIMEFRAME RESPONSIBILITY ENABLERS/BARRIERS GOAL 1: PROMOTE RESILIENCE FOR ALL 1. Facilitate a. Establish a national resilience  Completed resilience 2019  Office of the HM Consultation among greater framework for the Social framework  Office of the PS stakeholders is needed to capacity for Sector  Signed MOUs among  Committee define resilience for the resilience of the social sector partners responsible for population. In the short population by  Committee for NRFSS NRFSS term, the data from the 10% (against established14  Social sector NSMP can guide authors. agreed human  No. of persons enrolled in partners – public development resilience-building sector, private Coherence across social indicators) programmes/initiatives sector, civil sector initiatives is needed  % improvement against society, to ensure there is minimal resilience indicators international duplication of efforts community b. Advance implementation of  Service agreements Phase I 2020  Office of the PS There is a well-designed the NSMP among providers Phases II and III to  Corporate implementation framework  No. of persons accessing 2023 Communications for the MNSP. It will be services in keeping with & Education important to establish the the NSMP annually  All Delivery Units managerial arrangements  No. of persons exiting to enable successful social safety net  Social Sector implementation including programmes annually Partners (named decision-making and  % of programmes/ in the NSMP) consultation modalities; initiatives implemented MOUs and/or SLAs for towards facilitating a effective collaboration, greater capacity for monitoring and evaluation. resilience in the The implementation of the population NSMP will be an excellent (disaggregated by age opportunity to build group and momentum for social community/region) transformation in the short term to 2020 14 Building on current governance arrangements e.g. with the NSMP 53 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 OBJECTIVES MAJOR INITIATIVES PERFORMANCE INDICATORS TIMEFRAME RESPONSIBILITY ENABLERS/BARRIERS GOAL 1: PROMOTE RESILIENCE FOR ALL c. Promote the STEP-UP Model  Completed STEP-UP Model 2019  Office of the PS This is an important initiative  Model piloted in 5 selected  CCEU to guide client groups programmes 2019 – 2020  PPPDD towards self-reliance and  No. of social programmes  SID resilience. Therefor piloting embracing the STEP UP  M& E the model will be Model 2022  IT important.  Selected Delivery Units (for pilot) Moreover, a strong behaviour-change based education campaign (linked with the VABs Campaign) will be needed to undergird implementation 2. Increase the a. Develop a VABs Strategy  Completed VABs Strategy 2019  Office of the PS Though led by MSDFS, the incidence (over  % of programmes/  CCEU VABs Campaign is baseline) of b. Design and implement (in initiatives implemented  SID dependent on strong progressive collaboration with partners) towards the promotion of 2018 (programme  All Service interagency relationships. values, a National VABs Campaign positive VABs launch) delivery units attitudes and - Mainstream VABs in all  % of Population enrolled in The mechanisms for shared behaviours MSDFS service delivery VABs 2019 – 2023 governance, dialogue, among the programmes by 2023 Programmes/initiatives multiagency teamwork, population  % of progressive VABs vs and monitoring and (across all age non-progressive VABS evaluation must support this groups/develo reported in International initiative pmental Surveys E.g. Corruption categories) by index, GCI etc. 20%  Mainstreaming of the strategy in all service delivery programmes by 2023 54 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 OBJECTIVES MAJOR INITIATIVES PERFORMANCE INDICATORS TIMEFRAME RESPONSIBILITY ENABLERS/BARRIERS GOAL 2: PROTECT, EMPOWER AND TRANSFORM FAMILIES 1. Increase the a. Provide support Output Indicators: Year 1 (2019) is to  Office of the PS The national development level of support mechanisms for the establish a  Selected Delivery strategy emphasizes the  No. of counselling sessions provided to strengthening of the baseline Units critical role of the family conducted families by 30% family system viz.: National Family institution to the wellbeing  No of persons receiving - Information and 10% increase per Services of the society. In that counselling advocacy services annum Disability Affairs regard, to 2023, MSDFS will  No. of referrals made - Counselling and Unit adopt a bi-focal approach  No of families receiving referral services Division of Ageing treating with i) restorative financial support - Basic needs/financial Social Welfare interventions and well as ii)  No. of places of care assistance Division preventative interventions, available (by - Places of shelter/care National Social building capacity for community/municipal region) and infrastructural Development ‘universal’ access to family  No of policies and/or support Programme services. legislation generated - Policy and legislation PIU  No of public education and PPPDD Going forward interventions sensitisation campaigns b. Build awareness and CCEU must be supported by conducted access to services for GAPP quality research, including  No of programmes positive family RAPP regional and community developed development in NGO Unit needs assessments,  No. of parenting programmes collaboration with SDU recognizing that ‘family’ conducted (by partners e.g. New Horizons has varying expressions and community/municipal region) - Public education and Piparo needs in a multi-ethnic  No. of parents attending sensitisation Empowerment society parenting programmes (by - Restorative Centre community/municipal region) programmes These interventions are  No of crisis intervention cases - Parent education,  Partner Social closely linked and build on  No of training sessions participation and Sector Ministries interventions in Goal 1 (e.g. conducted (by support groups MOE VAB Campaign) and Goal community/municipal region) - Mental health, MoH 3 (e.g. poverty reduction  No of family resilience mediation and crisis MLSED and prevention) building initiatives conducted intervention MCDCA  No of partnerships and - Training in MSYA An important undertaking collaborations areas/issues related OPM – GCA will be to rationalize family Outcome Indicators: to the family services across social sector - Building family  Public awareness of support  Civil Society partners. A unique resilience – ability to services available identifier for households adapt and cope with  Access to support services can lead to improved stress and adversity available (reach indicators) service delivery by 55 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 OBJECTIVES MAJOR INITIATIVES PERFORMANCE INDICATORS TIMEFRAME RESPONSIBILITY ENABLERS/BARRIERS GOAL 2: PROTECT, EMPOWER AND TRANSFORM FAMILIES (linkages with goal 1) by region customizing the support  Use rate of support services services provided to each available household as well as ensure  Satisfaction with support that more families have services available access to services.  % of families who feel that services and supports have These interventions present helped them excellent opportunities for  % of families who report collaboration across satisfaction with the private, public and civil information and supports society institutions and the received citizenry. Impact Indicators:  % decrease in the disintegration of families by region  25% decrease in divorce rates  % decrease in child abuse/child maltreatment cases or reports  20% decrease in domestic violence cases/reports  Reduction in elder abuse cases/reports  Rate of eviction of families or family members  % decrease in the incidences of crimes happening within families  Reduction in the incidence of drug use among family members 2. Increase a. Develop/institute Output Indicators: Year 1 (2019) to As above In light of the vagaries of inclusion of programmes, in  No. of rehabilitation establish a the socioeconomic vulnerable collaboration with initiatives/services available baseline environment, ‘vulnerability’ 56 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 OBJECTIVES MAJOR INITIATIVES PERFORMANCE INDICATORS TIMEFRAME RESPONSIBILITY ENABLERS/BARRIERS GOAL 2: PROTECT, EMPOWER AND TRANSFORM FAMILIES groups15 by 25% partners, for the and conducted becomes a moving target to restore family rehabilitation and  No. of reintegration services 2020 – 3 selected for the Ministry and its cohesion and recovery of vulnerable available by category of pilot programmes partners. Successful functionality groups for integration/ vulnerable group realization of the goal will reintegration into families  Usage rate of services by 2023 full ten require a willingness target group implementation and capacity for innovation as outlined in Outcome Indicators: Goal 4.  % persons rehabilitated  % persons reintegrated Mechanisms for  Level of awareness of the coordination among needs of the vulnerable entities serving these target population groups will ensure effective  Labour market participation delivery of services and rate of vulnerable groups cost management. In that  School participation rate of regard, the data vulnerable groups (access management systems and to/participation in state communications support provided educational must enable such opportunities) coordination action.  Level of satisfaction of vulnerable groups with Increased awareness and services provided education of the public  Relapse rates (where around the concepts and applicable) importance of inclusion and vulnerability would be Impact Indicators: necessary – part of the VAB  Reduction in street dwellers; campaign. Level of homelessness among the vulnerable group  % change in reports of discrimination from EOC 15 Persons with special needs, street dwellers, deportees, ex-prisoners, refugees, asylum seekers, human trafficking victims, migrants, substance abusers 57 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 OBJECTIVES MAJOR INITIATIVES PERFORMANCE INDICATORS TIMEFRAME RESPONSIBILITY ENABLERS/BARRIERS GOAL 3: REDUCE AND PREVENT POVERTY, VULNERABILITY AND INEQUALITY 1. Continually a. Develop and implement  % of social programme for Strategy by 2020  Office of the PS Poverty prevention and improve a National Poverty which a means test is  Social Welfare reduction is at the heart of strategies for Reduction Strategy, applied Roll out of Division the mandate for MSDFS. poverty including the following:  Number of persons assessed Strategy from 2020  Social Notwithstanding reduction - Improved targeting by the Standard Means Test Investigations substantive investment in through mechanisms for social (SMT) Division poverty mitigation the stakeholder programmes  % reduction of the Gini  Family Services problem persists and has consultation - Improved coefficient by 0.34 by 2023 Division been exacerbated by the mechanisms to  10% reduction in the level of  Policy, economic downturn. The reduce vulnerability poverty Programme preparation of the NPRS is and inequality  10% reduction in the Planning and the opportunity to - Improved vulnerability gap Development establish the current mechanisms for  % of the vulnerable persons Division benchmark indicators16 for monitoring and matched to an appropriate  M & E Division poverty, assess those evaluating the social programme  Human Resource programmes that work effectiveness of the (disaggregated by Management and the amend/discard Ministry’s social programme, gender and  Audit Unit non-productive programmes age) programmes, and  No. and % of Social Welfare establish a basis for b. Strengthen and develop Offices fully staffed  Social Sector calculating return on initiatives, informed by the  Customer satisfaction rate Partners investment of key social Strategy, to enhance by service and office  Ministry of Labour programmes. In addition, opportunities and income location and Small the Strategy will establish a security, and facilitate  % of social programmes for Enterprise basis for increasing empowerment to reduce which M&E procedures are Development emphasis on poverty vulnerability of target implemented  SW prevention. groups  Percentage of social  SDU programmes audited  Piparo The initiatives here will be c. Improve individual and annually (disaggregated by Empowerment supported by research, household capacities programme) Centre effective partnerships, the and assets (against  % of persons who graduated  Adult Education improvement of agreed indicators) out of social programmes Unit management information within the established  SID systems and the push for a d. Facilitate entrepreneurial timeframe  Social sector unique identifier for training and small-scale  No. and % of persons partners improved case income generating rehabilitated management. 16 Poverty indicators for Trinidad and Tobago are dated 58 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 OBJECTIVES MAJOR INITIATIVES PERFORMANCE INDICATORS TIMEFRAME RESPONSIBILITY ENABLERS/BARRIERS GOAL 3: REDUCE AND PREVENT POVERTY, VULNERABILITY AND INEQUALITY opportunities in  No. and % of persons re- collaboration with integrated by programme Notably, parallel to the partners  No. of persons enrolled in the development of the NPRS, Adult Education Programme in the short term to 2020,  No. of persons enrolled into specific poverty mitigation the STEP-UP programme initiatives will be annually implemented through the  Average length of time NSMP (Phase I). spent in STEP-UP programme  Eliminate indigence 2. Foster strong, 1. Establish and maintain  Percentage of social sector  SID The objective addresses a beneficial stakeholder collaboration partners implementing the  PPPDD critical requirement for collaboration and partnerships Social Mitigation Plan efficient and effective among social - Conduct meetings of  Number of referrals made by delivery of services – the sector partners Social Sector Policy the MSDFS to other social capacity of delivery compliant with Committee and sector ministries partners. Therefore, these international Research Council  No. of meetings held of both initiatives are a priority in standards good - Establishment of a Committees the first phase of the roll governance for SSIP sub-unit in the SID  Sub-unit established out of strategic plan as a the social 2. Coordination of the  Publication of annual SSIP pre-requisite for sector Social Sector Committee document enhancing the quality and for the Vision 2030  No of meetings of expanding the range of - Build capacity for Committee held social services, for compliance among  Funding management example in rolling out the NGO institutions indicators17 as agreed NSMP 17 E.g. timeliness for funding allocation, ease of funding process, compliance with financial management regulations/processes/practices, financial reporting 59 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 OBJECTIVES MAJOR INITIATIVES PERFORMANCE INDICATORS TIMEFRAME RESPONSIBILITY ENABLERS/BARRIERS GOAL 3: REDUCE AND PREVENT POVERTY, VULNERABILITY AND INEQUALITY 3. Conduct periodic  Training Needs Assessment 2019  Non-Government assessments of NGOs to Report Unit build their capacity to  Capacity Building Plan and 2019 roll out  M&E Unit effectively reach target Schedule groups  No. of capacity building  Internal partners sessions held annually  No. of NGOs attending training  Online supports available for NGO partners (via website portal)  Usage rate of online support  No. of proposals developed using template  No and % of proposals approved  No and % of assessments conducted annually Training Evaluation Reports OBJECTIVES MAJOR INITIATIVES PERFORMANCE INDICATORS TIMEFRAME RESPONSIBILITY ENABLERS/BARRIERS GOAL 4: ENSURE A MODERN, CLIENT-CENTERED, HIGH PERFORMANCE ORGANIZATION 60 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 OBJECTIVES MAJOR INITIATIVES PERFORMANCE INDICATORS TIMEFRAME RESPONSIBILITY ENABLERS/BARRIERS 1. Improve a. Critically review and  Customer satisfaction rate 2018 - 2020  Office of the PS This objective focuses on organisational enhance service delivery by service and office  Office of the DPS the consistent delivery of performance systems and processes to location  Office of the CTO world-class social services. by 50% against continually improve client  % of processes re-  PPPDD agreed care at the point of engineered (indicator  SID In the first instance, the management interface, including: disaggregated by  M&E Ministry will address its and efficiency - Continuous review of department)  All Programme indigenous services and indicators social  SOPs in place and being Division and Units then collaborate with programmes/services implemented by Q3 2019  ICT partners for agreement on 2. Improve Client based on robust social  Outcome, impact quality standards. Perception of research to ensure indicators of social the MSDFS by they are effective, programmes (ROI) Key initiatives within this 50% efficient and remain  Programme review and objective include relevant evaluation reports upgrading of the Means - Review and improving (efficiency and Test, introduction of a of the Ministry’s Means effectiveness indicators) central registry and a Test  % of applications unique identifier; all - Continuous processed within the geared to ensure high improvement of stipulated timeframes quality as well as greater processing times for (efficiency indicators) relevance, reach and grants  Single intake form in place equity in the delivery - Development of a by Q2 2019 system. In that regard, the Central Beneficiary  Usage rate of single intake Ministry will seek to secure Registry (CBR) form the buy in of social sector  Develop and  No and % of MSDFS staff partners to adopt shared implement of trained in Premium Client systems. a single intake Care form  Evaluation on the An important this initiative - Implementation of implementation of the is the introduction of the ISEMS standard means test quality management - Implementation of an (effectiveness indicators) function which will support Integrated Approach  % of MSDFS Clients on the all service (and to the Delivery of CBR by management) units to Social Services for the service/programme) establish standards, SOPs, MSDFS  % of population accessing assess quality levels, and - Establishment of a services via the Social maintain (even surpass) Customer Relations Support and agreed standards. Management System Empowerment Unit - Establish a quality  Quality Assurance Unit assurance function established by Q3 2019 61 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 OBJECTIVES MAJOR INITIATIVES PERFORMANCE INDICATORS TIMEFRAME RESPONSIBILITY ENABLERS/BARRIERS - Institutionalisation of  Quality management customer service system developed/ Quality training (Premium assurance18 standards and Client Care) protocols developed by Q2 2020  Customer satisfaction rate  Response rate to critical issues/complaints  No. of client complaints received a. Strengthen the strategic  Strategic Management 2018 – 2019  Office of the PS In the highly dynamic management of the Unit in the Office of the PS  Strategic operating environment Ministry for by Q4 2019 Management Unit forecast over the Plan’s five-  M&E year period, a strong strategic forecasting/research,  M & E framework in place  IT management function analysis, visioning, by Q4 2019, M & E system becomes paramount. The planning, work by Q4 2019 proposed Unit will be programming/  Socio-Economic Indicator responsible for monitoring, implementation, Database by 2019 tracking and feeding critical monitoring, evaluation  Indicators developed for information on plan (outputs, outcomes and divisional/unit work plans implementation to the impacts) and agile  No and % of divisions/units Ministry’s leadership to affirm and celebrate success and, management submitting quarterly and where necessary, ‘break log annual work plan reports jams’. The Unit also will % of planned activities that maintain consistent scanning were achieved of the environment (in collaboration with SI), facilitate monthly and quarterly reporting and annual review and ‘rolling’ implementation of the Plan 18 A quality system is defined as the organizational structure, responsibilities, processes, procedures and resources for implementing quality management. Quality management includes those aspects of the overall management function that determine and implement the Company quality policy and quality objectives. Both quality control and quality assurance are parts of quality management. 62 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 OBJECTIVES MAJOR INITIATIVES PERFORMANCE INDICATORS TIMEFRAME RESPONSIBILITY ENABLERS/BARRIERS GOAL 4: ENSURE A MODERN, CLIENT-CENTERED, HIGH PERFORMANCE ORGANIZATION b. Critically review and  % of processes re-engineered 2018 – 2020  Office of the PS The review and upgrade of enhance HRM systems (indicator disaggregated by  Human human resource and processes: department) Resource management systems is - Recruitment and  SOPs in place and being Management requisite for the desired retention implemented across the  General levels of performance of the o Recruitment various MSDFS offices Administration Ministry, considering an Policy  No. of training sessions held  Managers and expanded mandate. Developed and on work management and Staff of all approved performance management Divisions and To aim is to resolve o Staffing needs  No. of new employees Units challenges such as analysis receiving orientation and inefficient management of (competency induction training  MPA contract staff, low based) for  Publication of an Orientation  PMCD employee morale, and staff critical Manual by Q3 2019 training and development. departments  % of vacancies filled o Development (contract and public service) Altogether strategic HRM will and within a set timeframe be emphasized to ensure enforcement of  HR helpdesk in place to there are ‘the right people an exit strategy address staff issues in the right place’ properly o Succession  Annual employee work plans tasked and managed for management developed in the last quarter high performance. - Performance of the previous fiscal year Management viz.  % of divisions/units that Several substantive changes o Development of comply with implementation 2019 are proposed in the ways of Employee work of quarterly and annual thinking and working. While plans inclusive performance appraisals is the Ministry has the of output and  % of staff receiving talented cadre of staff, performance outstanding ratings some proposed changes indicators  % of staff receiving poor would require a o Implementation ratings 2019 strengthening of capacity of quarterly and  No and % of staff requiring and capability for success. annual remedial interventions (as More generally, the rapidly Performance indicated in performance evolving social sector Appraisals appraisal) requires the Ministry o Strategies to  % of staff receiving remedial continually invest in measure interventions (as indicated in professional development. leadership performance appraisal) The training plan is needed effectiveness  Annual rolling training and to reinforce this ethic. The 63 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 OBJECTIVES MAJOR INITIATIVES PERFORMANCE INDICATORS TIMEFRAME RESPONSIBILITY ENABLERS/BARRIERS (such as MPMF) development plan in place training needs analysis is - Training and by Q4 2018 vital and should be the basis Development  No. of % of staff receiving for developing personal o Training and training learning plans of staff that development  No and % of leader/ culminate in the proposed strategies managers exposed to training plan. Implementing o 2 year rolling developmental initiatives the Plan will require some strategic training  Rewards and Recognition creativity to control costs, plan System launched by FY 2020 but there is the opportunity - Rewards and to leverage partnerships Recognition Initiative/System To support the change in ways of thinking and working a change management approach will undergird these initiatives, in particular champions for change at different levels of the Ministry, a robust Internal communication strategy and effective monitoring mechanisms for established work plans. 64 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 OBJECTIVES MAJOR INITIATIVES PERFORMANCE INDICATORS TIMEFRAME RESPONSIBILITY ENABLERS/BARRIERS GOAL 4: ENSURE A MODERN, CLIENT-CENTERED, HIGH PERFORMANCE ORGANIZATION c. Design and implement an  Approved employee Q1 2019  Office of the PS This is a high-priority initiative employee engagement engagement programme  HR for the Ministry, where strategy viz.  No. of staff interactions  All Heads of employee motivation is - Strengthen internal held annually Divisions, Units waning while the demand communication for  % employees with personal for quality social services is effective information development plans increasing. Long standing sharing, dialogue and  No. and % staff issues must be resolved. feedback participating in - Opportunities for engagement activities The engagement strategy professional and  Staff satisfaction proposed is designed to personal development  Joint Consultative build on the early ‘wins’. - Strengthen the Committee (JCC) Where possible, the actions knowledge sharing established by end of Q1 recommended are low platform 2019 cost/high impact. - Promote two organization-wide Among the most urgent will social/family events be strengthening internal annually communication and staff - Institute quarterly town personal development hall sessions to update plans on strategic implementation, achievements of goals and targets etc. - Introduce activities to foster creativity and innovation among staff 65 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 OBJECTIVES MAJOR INITIATIVES PERFORMANCE INDICATORS TIMEFRAME RESPONSIBILITY ENABLERS/BARRIERS GOAL 4: ENSURE A MODERN, CLIENT-CENTERED, HIGH PERFORMANCE ORGANIZATION d. Complete the restructuring  Completed restructuring Q2 2019  Office of the PS The Ministry has already exercise for the Ministry in strategy  Office of the begun as process of alignment with the business  Completed readiness DPS transformation which will be strategy. assessment by end of Q2  HR further informed by the new 2019  All Division and strategy, for example with  Approved organizational Unit Heads respect to the quality design assurance function.  Recruitment exercise  MPA  Annual FOIA submission  PMCD 2019 e. Critically review and  No. of processes re- 2018 – 2020  Office of the PS Improving the efficiency enhance management engineered (indicator  Office of the and effectiveness of its systems and processes disaggregated by service DPS business processes is a including to development line, department)  Accounts critical success factor for of SOPs viz.  SOPs in place and being Division achieving operational - Accounting implemented across the  General excellence in the delivery of - budgeting various MSDFS offices Administration social services. - procurement (in  Procurement Unit accordance new with established Adequate resources and legal/regulatory  Compliance rate with capability are needed to requirements) public sector finance and support this initiative. - General administrative administrative regulations Moreover, staff must well processes (inclusive of oriented to revised business the Registry and processes. Online SOPs will Library) support continuous training. The proposed quality assurance unit will be a lead support for this initiative. 66 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 OBJECTIVES MAJOR INITIATIVES PERFORMANCE INDICATORS TIMEFRAME RESPONSIBILITY ENABLERS/BARRIERS GOAL 4: ENSURE A MODERN, CLIENT-CENTERED, HIGH PERFORMANCE ORGANIZATION f. Critically review and  Facilities management plan 2018 – 2019  Office of the PS This is a critical area for staff, upgrade MSDFS’s facilities by Q1 2019 based on  Office of the as the feeling of safety is - Establish and maintain assessment of facilities DPS important for motivation OSH compliance  Procurement of security  Accounts and wellbeing. across 100% of Ministry firm to provide security Division offices services at MSDFS Offices  General While it may appear costly, - Ensure that all MSDFS  Compliance rate with OSH Administration the costs must be weighed locations are secured by location against the benefits related (well managed  % maintenance costs to to client satisfaction, staff security service total operating costs for motivation and improved contract) social services 2023 productivity - Develop and  Ministry’s OSH Committee implement a facilities established by end of Q1 management plan to 2019 bring all delivery offices up to best in class standards by 2023 g. Strengthen Internal  No. of processes re- 2019  Office of the PS A strong audit function not Auditing functions of the engineered  Office of the only ensures that the Ministry to ensure the  IA SOPs in place and being DPS Ministry’s and its agencies organization’s compliance implemented across the  Internal Audit are compliant with the with statutory requirements various MSDFS offices public sector financial as well as effectively  No of audit good practice regulations, but the data manage its statutory training sessions held provided can be used to agencies  No of Ministry Divisions, calculate the contribution Units, statutory and similar to key socioeconomic bodies under the purview indicators. This kind of of the MSDFS audited reporting is still relatively annually new, but is critical for  Compliance rate with advocacy for the required public sector financial investment, even as regulations financial resources remain  No. of queries related to scarce over the Plan’s five- the MSDFS in the annual year period Auditor General Report 67 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 68 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 OBJECTIVES MAJOR INITIATIVES PERFORMANCE INDICATORS TIMEFRAME RESPONSIBILITY ENABLERS/BARRIERS GOAL 4: ENSURE A MODERN, CLIENT-CENTERED, HIGH PERFORMANCE ORGANIZATION h. Modernize the Ministry’s  Data centre and storage  Office of the PS ICT is a game changer for ICT Infrastructure by 2020 area network established  Office of the the Ministry and its agencies viz.  % of the Ministry’s Library 2020 DPS to transform social services - Upgrade ICT Systems Services digitised 2019  IT delivery. The goal is to allow - Establish a Document  Document Management  General ICT to enable operational Management System System established Administration excellent through superior for the Ministry’s  Re-engineered system  All Heads of management information records to digitize, inclusive of data collection. Divisions/Units systems. store, index and  All data points converge retrieve electronic on the re-engineered  iGovTT Requirement Analysis to corporate documents system and is the central  International determine functionality and in compatibility with point of all data records. Partners gaps which exist is needed existing ISEM platform  Requirement Analysis 2019 (in collaboration with completed. iGovTT)  Change Management 2020 Real time information - Develop and roll out a training completed for all sharing which facilitate a Business Continuity data involved world class customer Plan  Document Management experience is a key desired - Establish a Customer Policy developed outcome of Vision 2030 Relations  Communication Theme II ‘Delivering Good Management System conducted to all staff or Governance and Service other Ministries where the Excellence’. data will be shared.  Quality management system developed  % quality assurance standards implemented  Employee satisfaction rate  Response rate to critical issues/complaints 69 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 OBJECTIVES MAJOR INITIATIVES PERFORMANCE INDICATORS TIMEFRAME RESPONSIBILITY ENABLERS/BARRIERS GOAL 4: ENSURE A MODERN, CLIENT-CENTERED, HIGH PERFORMANCE ORGANIZATION i. Review and upgrade MSDFS  Reach Strategy in  Office of the PS The Ministry has a strong Corporate Communications  Client and stakeholder place by Q4  Corporate corporate communications Strategy and systems for feedback rate 2018 Communications function but will be required internal and external  Media usage rates  General to do more with communications and  Client awareness and Administration implementation of the stakeholder management engagement  All service Strategic Plan. delivery divisions Communications will be the and units ‘lifeblood’ of the newly positioned Ministry and its agencies and the upgraded suite of services. The Corporate Communications function must be assessed to ensure adequate capacity. ICT upgrades mat be needed to facilitate operations at the levels required 3. Establish a a. Establish programme and  Committee in place by Q4 2018  Office of the PS Stakeholder collaboration is a culture of advisory committees to 2018  Office of the central pillar of the MSDFS continuous support implementation of  Minutes of Committee CTO Strategic Plan. Such learning, the NSMP Meetings  All Service partnerships are essential over innovation and  NSMP Quarterly Reports Delivery the Plan’s five-year period to operating for  % of NSMP performance Divisions/Units achieve the stated objectives. results targets met – quarterly  Corporate and annually Communications Further, key targets for Vision  ICT 2030 will require strong b. Develop and implement a  Usage rate of research 2019, annually  All social sector coordination, and therefore shared research agenda in reports partners the national strategy provides collaboration with partners  Revised research agenda a good basis for improved that promotes social agreed among partners, coordination for the social innovation and informs, in place by Q1 2019 sector with regard to the services delivery excellence  No. of research projects ‘cluster’ around Theme I and good governance annually ‘Putting People First’  No and % of research reports delivered annually 70 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 OBJECTIVES MAJOR INITIATIVES PERFORMANCE INDICATORS TIMEFRAME RESPONSIBILITY ENABLERS/BARRIERS GOAL 4: ENSURE A MODERN, CLIENT-CENTERED, HIGH PERFORMANCE ORGANIZATION c. Develop and implement a  Policy issues identified in 2018, annually  As above To achieve the intended shared social sector policy collaboration with outcomes of this objectives, agenda in collaboration partners by Q4 annually the Ministry will have to build with partners as a basis of  Policy issues included in capacity among all members coordination of the research agenda of staff for stakeholder management and annually coordination and operating practices.  Policy process SOPs in management. Persons must place by Q4 2018 feel empowered to address  Advocacy and stakeholder issues promptly. communication plan support policy agenda Internal processes required to  Rate of policy adoption – facilitate effective ministerial, Cabinet collaboration and  No. and % of policy coordination (e.g. outcomes achieved communication, M & E) will  Rate of compliance with also need to be assessed and policy strengthened as needed. 71 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 OBJECTIVES MAJOR INITIATIVES PERFORMANCE TIMEFRAME RESPONSIBILITY ENABLERS/BARRIERS INDICATORS GOAL 4: ENSURE A MODERN, CLIENT-CENTERED, HIGH PERFORMANCE ORGANIZATION d. Use shared ICT systems (e.g.  No. of ISEMS training 2019 ISEMS  As above ISEMS and the MIS for Social sessions for staff, social Sector Programmes sector partners 2021 MISSSP (proposed) to facilitate  Usage rate of ISEMS – effective coordination among internal, among partners partners  Multiagency Committee established for MISSSP  Proposal for MISSSP submitted by Q2 2019  MISSSP in place by 2021 e. Undertake a rationalization of  % of programmes and 2019  As above social services across partners services re-structured/ rationalised  No. of beneficiaries served  Client satisfaction rate  Programme efficiency and effectiveness ratings of revised programmes f. Reestablishment of M&E  Number of training 2019  As above Linked with implementation Facilitators session completed of the Ministry’s M & E  % implementation of system above the results-based framework within the Ministry 72 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023

4.5 Key Success Factors for Plan Implementation To a great degree, successful strategy implementation is predicated on the extent to which the strategy and related initiatives are ‘uploaded’ or integrated into the day-to-day operations of an organization. This process facilitates the shift from strategic planning to operational planning. The Ministry’s new strategy direction will be accommodated and enabled through alignment with the Ministry’s management and operating systems, such as finance and accounting, human resource management, Empowering the differently abled... project and programme management; as well as alignment with the wider public service management system viz. the budget cycle, procurement cycle, policy and legislative process and personnel administration. Indeed, the parity of attention given to institutional strengthening of the Ministry with respect to Goal 4, signals our acknowledgment of the criticality of organizational readiness for successful implementation of the Strategic Framework and improved delivery of social services bearing in mind the findings of the PESTLE and SWOT Analyses (Appendix 2 and Figure 8 respectively) – the capacity within the Ministry is the determining factor for success. The recommendations which follow are to reiterate the need for and promote urgent action in key areas viz. human resource capacity and capability, finance (funding), support operating systems, internal and external communications, stakeholder engagement, policy and research, and monitoring and evaluation. 73 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023

4.5.1 HUMAN RESOURCE CAPACITY AND CAPABILITY Ensuring the human resource capacity and capability to support the Ministry’s strategy is a two-fold agenda. Firstly, persons must be available in adequate numbers with the skills and competencies required for successful implementation. Secondly, there is the need to strengthen the HR system. ENSURING THE SUPPLY OF HUMAN RESOURCES Action is to be taken to build HR capacity and capability within the Ministry in keeping with the strategic direction, as per Goal 4. This includes, in the context of the organizational restructuring, ensuring the adequate numbers of staff for the desired level of service delivery. A key initiative in this regard, will be resolving the challenge of contract renewal and filling vacant positions for critical divisions and units. In addition, training and development, employee engagement and talent management initiatives will be implemented to keep employees motivated and focused on results. Other key initiatives to build HR capacity and capability over the period include:  Conducting a rapid training needs assessment to inform to ensure the two strategic training plan is data-led and evidence-based.  Promoting/supporting professional development of staff in key areas such as policy management, monitoring and evaluation, strategic planning and management  Attracting technical expertise through cooperation with development partners  Leveraging the resource of officers that have been trained or have built experience in critical areas as coaches and mentors to other staff  Improving mechanisms for recognition and reward (to retain talented officers)  Developing the performance management framework for greater accountability, effective assessment and capacity building  Continuous Leadership Development STRENGTHENING THE HR SYSTEM Steps will also be taken to strengthen the HR System, with emphasis on recruitment (strategic HRM, work force planning etc.), employee engagement and retention, 74 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 performance management, human resources information systems, and HR customer care/customer service. Initiatives to strengthen HR will be directed not just to the HR staff but to all managers and supervisors given their role as it relates to employee engagement, talent management and performance management for their teams.

4.5.2 RESOURCING IMPLEMENTATION – FUNDING The Strategic Plan will be integrated with the Ministry’s budget for the new fiscal year 2019 and beyond. The presentation of the national budget in the weeks ahead is an opportunity to request specific allocations of funds. In preparation, the Strategy will be costed to inform the decision-making process and prioritization of actions to be taken. Further to costing the plan, the judicious use of funding resources is paramount, and in that regard ‘resource sensitivity’ is a guiding principle governing implementation. The importance of careful management of funding resources for effective implementation, highlights the critical role of the financial management function and departments within the Ministry, including procurement. Together with good management practice, the Ministry will leverage partnerships with stakeholders to mobilize additional funding, as well as technical, technological and other resources, for selected initiatives. This strategy will provide access to additional resources in the challenging economic conditions predicted to characterize the implementation period.

4.5.3 STRENGTHENING SUPPORTING OPERATING SYSTEMS Another important factor for successful implementation is the Ministry’s supporting administrative systems including IT/management information support systems, legal, procurement, project management and the like. Goal 4 seeks to address the integration of appropriate information and communication technology to achieve world class social services delivery. Steps to fortify and build these support systems will involve inter alia determining the required enabling policies, procedures and practices. 75 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 GOVERNANCE AND DECISION MAKING Over the Plan’s five-year period, the Ministry will seek to strengthen governance arrangements, within and with external stakeholders, to enable the new strategic direction. This will include, collaboration with stakeholders – agreeing on roles and responsibilities between the Ministry, its leadership, divisions, units, the statutory and agencies and social sector partners. Modes of decision making in this multi-stakeholder arrangement will also be clarified. IT/MANAGEMENT SUPPORT SYSTEMS The management information support (MIS) system and the information communications and technology (ICT) system will be important to facilitate coordination, communication, data sharing and other critical interactions among the various departments and stakeholders working together on the initiatives in the Plan (Goal 4). Therefore, steps will be taken early in the Plan’s five-year period to upgrade both hardware and software systems to support strategy implementation. The upgrades proposed will also be crucial to facilitate complex databases viz. ISEMS and the customer relations system as well as improve general data management, data protection and continuity and timely access by stakeholders. The upgraded systems must also support storage and cataloguing of documents, work planning and programming and monitoring and evaluating. PROJECT COORDINATION & MANAGEMENT The goal over the Plan’s five-year period is to further build capacity for project coordination and management. The Ministry has a solid track record in this regard but wishes to strengthen this ‘system’ to facilitate several departments and stakeholders working concurrently to achieve the shared deliverables and targets in the Plan. This will involve reviewing and upgrading as needed the processes for developing, resourcing, executing and evaluating our work programmes; as well as proposal writing, procurement and vendor contract management. 76 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 FINANCIAL MANAGEMENT AND PROCUREMENT The Ministry will continue to improve its financial management system and ensure that implementation of the Strategic Plan is in keeping with, and meets the requirements of, the policies and procedures for good public management governing the Public Service of Trinidad and Tobago. Therefore, steps will be taken to train Ministry staff and the statutory agencies in key aspects of the financial regulations, in particularly the new procurement system; and to produce support protocols, easily accessible SOP manuals and reporting templates for inter alia assessing proposals, budgeting, tracking use of funds across multiple implementing agents, and financing and reporting on strategy implementation.

4.5.4 INTERNAL AND EXTERNAL COMMUNICATIONS The Ministry has a good infrastructure in place for external communications. Agreed protocols are in place for media relations, and there are fora for interaction with stakeholders and interest groups. The website, Facebook page and other social media share good information for persons visiting these sites. The Business Canvas (p. 20) refers. However, the intent is to further strengthen external communication as part of improving the overall quality of customer service and facilitate a new level of interaction with beneficiaries, partners and other stakeholders. In this regard, the Ministry will develop a supporting marketing and communications strategy and plan for the Strategy. Moreover, early in the Plan’s five-year period the Ministry will focus attention on developing its internal communications, recognizing that communication is the ‘lifeblood’ of the organization. Indeed, the multi-stakeholder approach to implementation of the Plan requires a new kind of coordinated response which makes robust, effective internal communication essential for success. The Communication system must facilitate working in teams within and across departments, as well as with external stakeholders; timely sharing of information; good decision making; good work processes; and healthy relationships among officers. 77 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 Altogether, the Ministry’s communication system will facilitate: promotion/awareness of the strategic direction for the Ministry and the social sector; collaboration among work groups/partners; public education; advocacy; dialogue and decision making as issues arise; public engagement/consultation in the policy process; monitoring and reporting; and archiving, data management and clearing house activities. A main challenge over the planning period will be to ensure that sustained resources are available to fund the Communication programme and the development and maintenance of the Ministry’s communication infrastructure. All efforts will be made to ensure that communication initiatives undertaken are cost effective.

4.5.5 STAKEHOLDER ENGAGEMENT & PARTICIPATION – A WHOLE OF SOCIETY APPROACH Consistent stakeholder engagement and participation is paramount for implementation of the Strategy given that a multi-sectoral approach being used, consistent with good governance practice for social development. Therefore, in the Implementation Framework matrix, for each measure/action laid out, a stakeholder group is named (The stakeholder grouping per measure mentioned in the Framework is not exclusive). The multi-sectoral (multi-stakeholder) or ‘whole of society’ approach to implementation represents a significant shift of paradigm away from a more ‘siloed’ approach. Therefore, careful attention will be given by the Ministry’s leadership and officers to consistently practice stakeholder engagement to ensure buy-in and commitment to strategy implementation. Certainly, implementation will be dependent upon coordinated work programmes among key partners with several actions taking place simultaneously towards shared targets and timelines, which rationalizes the investment in good stakeholder management. In this context, the range of social sector stakeholders highlighted at Appendix 1 can make stakeholder management complex. In response, the Ministry has in place various mechanisms for engagement. Building on these, in the short term, the Ministry will 78 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 initiate a calendar of non-crisis meetings with all key stakeholder groups and establish protocols for stakeholder engagement.

4.5.6 THE POLICY & RESEARCH AGENDAS Policy development and research are important, cross cutting actions in the Implementation Framework. They are highlighted here bearing in mind the formal processes which govern these initiatives. The Inter-Ministerial Social Policy Committee (IMSPC) and the Inter-Ministerial Research Council (IMSRC) will play a lead role in determining and promoting agenda over the Plan’s five-year period. The proposed committees for the NSMP and the NRFSS will play a similar role once constituted. Further, the Ministry will have clear work assignment and resources allocated to advance the approved policy and research agendas through its respective inter-ministerial bodies. The Research Council is expected to coordinate the National Social Research Agenda, institutionalise the conduct of the Surveys of Living Conditions (SLC) and encourage data sharing across Ministries. The IMSPC’s focus includes  Educating and informing public sector stakeholders of draft policy initiatives to address social challenges, in line with Government’s social objectives;  Promoting synergy among social sector policies and reduce duplication of effort by Ministries;  Monitoring the policy activities of all social sector Ministries and report periodically to Cabinet; and  Enhancing evidence-based policy development and decision making within the social sector.  Conducting ongoing activities in the social sector that still need to be implemented and monitored. These include:  Providing recommendations for improved synergy among existing social policies;  Maintaining the social policy database;  Providing recommendations for new policy areas informed by research. 79 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023

4.6 Managing Risks The Situational Analysis and SWOT Analysis identified potential enablers and barriers for successful implementation of the Strategic Plan. In addition, the Implementation Framework includes a summary of potential enablers and barriers for each major initiative proposed. In response, the Ministry generally will adopt the following contingency measures to manage the risks associated with implementation: a. Maintain a focus on research – Sound research is necessary for ensuring that actions taken during implementation are relevant and meet specific needs for learners and/or stakeholders. In this context, implementation is evidence/needs based and results-driven, avoiding non-essential or low priority actions competing for the limited resources available. b. Strengthening for operational excellence – Improving operational efficiency and effectiveness within Ministry (as outlined at Goal 4 above) will have tremendous benefits for managing risk in implementation. One example is strengthening the M & E function, which allow the Ministry to track implementation and where necessary, proactively make adjustments to take account of any emerging opportunities or challenges. c. Quickly establish the M & E function and System – M & E will be used for i) ongoing scanning of the operating environment, ii) checking the progress of implementation for areas of achievement as well as ‘log jams’, and iii) determining the results/effects/impacts (positive and negative) of implementation for target groups; and in that regard, as noted above, quickly identify potential risks and develop a course of action to resolve them. d. Maintain consistent, effective stakeholder engagement – The Ministry will seek to optimise the benefits of existing relationships as well as seek out new relationships to support successful implementation. Effective stakeholder engagement will ensure that multi-sectoral initiatives have a good chance of success, and that key stakeholders (staff of Ministry as well as external partners) remain motivated and committed. At the same time, it minimises risks associated with resistance to 80 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 change and conflict among stakeholders, which may stymie (even stall) implementation of key projects. e. Advocate for attention to ‘Impacting factors’ – The Ministry’s strategy for social development is vulnerable to trends in the other human development sectors such as labour, security (crime), health, housing and education. In that regard, the Ministry, as part of its communication strategy, will actively advocate for/give support to initiatives (e.g. by other ministries, statutory agencies, THA Divisions, private sector or NGOs) which are designed mitigate or eliminate negative human development trends. f. Carefully manage available resources – The Ministry is committed to careful management of resources available – people, money, technology and time – and avoiding risks associated with ‘wastage’. Therefore, the Ministry with continually review and amended as needed the set of criteria that supports decision making as it relates to prioritizing and use of resources. Some key markers for resource use include:  Advance the social development mandate – Is it important for delivering our services?  Positive impact on the quality of life of the target group, population – will it make a positive difference?  Assist in achieving agree goals and targets – will the target group, population benefit?  Provide a significant return on investment, in terms of expected results/outcomes – will use bring about desired results?  Eliminate barriers to progress in key areas – will use resolve a challenge or problem? g. Maintain strong, consistent communication – The Ministry’s upgrades communications strategy and protocols will enable the timely flow of information to i) clarify roles, responsibilities, needs, expectations and deliverables; ii) alert to changes or issues can affect successful implementation; iii) keep stakeholders engaged, motivated and committed and; iv) build trust and confidence in the efforts 81 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 to promote social development and resilience for Trinidad and Tobago. In this way, effective communication will be a powerful force for managing risks.

4.7 Managing Change Change is inevitable. Over the Plan’s five-year period to 2023, change in various forms will impact the Ministry and its stakeholders to greater or lesser degrees. A Change Management approach offers MSDFS a structured, systematic approach which helps leaders and managers effectively link strategy with desired change in systems, structure, culture and people. A number of proven change management frameworks may be used. Among them is Kotter’s Eight Steps to Managing Change. Figure 10 lays out Kotter’s framework along with recommendations for its application for managing implementation of Ministry’s Strategic Framework. 82 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 Figure 10: A Change Management Approach to Implementing the Strategic Framework Initiate communication, Identify the ‘champions’ e.g. Minister, Inter- particularly among key ministerial Committees, PS, HOD, partners stakeholders to share the Identify ‘change agents’ – persons, vision for the way forward stakeholders to build and keep momentum and promote the strategic Plan Step 1: Create a Ste[ 2: Create a Sense of Urgency Guiding Coalition Deepen communication on the Strategic Plan for Carefully design communications to wide awareness and Step 4: consistently reach varying target understanding of the Step 3: develop a groups - from staff to students to Communicate the vision, the steps to be Vision & Stratetgy parents to implementing partners – taken and the expected Channge with vital information to move outcomes implementation forward Ensure staff and stakeholders have the capacity to make the Prioritize action to be taken and desired contribution. Training, Step 5: Empower establishing the M & E for tracking Step 6: Create communication, well defined Stakeholders for progress from start up Short Term Wins governance arrangements are Action Agree on the indicators to measure important at this stage. progress Ensure adequate resources are Establish reporting protocols as part of available as well. communications Step 7: Consolidate Step 8: Anchor Gains & Advance Change in Culture Change Ensure the new strategy and actions are Monitor progress and adjust fully integrated into the day-to-day as needed as business of Ministry implementation continues Align the strategy with key systems, e.g. Keep communication align performance management with consistent and enabling goals and targets to be achieved 83 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 5 MONITORING & EVALUATION One of the great mistakes is to judge policies and programs by their intentions rather than their results” Milton Friedman Monitoring and Evaluation is fundamental for providing essential information and evidence regarding best practice and lessons learnt in implementing the Strategic Plan. M & E can determine whether the set goals and objectives in the Strategy are being achieved and verify the level of success of each of the components of the Implementation Framework. Monitoring will involve the ongoing collection of information as it relates to the implementation of activities in support of the goals and strategic objectives, and more specifically in the Implementation Framework to determine:  What the Plan is actually doing  Whether it is operating efficiently  Whether activities are being implemented as intended Periodic Evaluation will involve the collection of data to:  Make judgments about the overall effectiveness of the Strategy  Take action to improve effectiveness  Identify lessons learned to inform new planning The goals, objectives and expected outcomes or targets outlined in the Implementation Framework are the basis for the development of the M & E framework. Going forward steps will be taken to more fully define the performance indicators, selecting those that most effectively assess the extent to which the goals, objectives and targets set are met over the Plan’s five-year period, and in that regard, allowing decision makers to determine areas of strength and weakness and take timely action to fortify, expand or adjust the strategy as needed. The development of the indicators will be an early task for the M & E Division. 84 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 At present, the indicators are defined in terms of outputs, outcomes and impacts, adopting the Results Based Management model, which is the preferred model of the Ministry of Planning and Development for strategic planning. Other important next steps for developing the M & E system may include: 1. Strengthening the M & E Division and quickly build capacity to develop the M & E system 2. Developing supportive policies for effective M & E across the social sector 3. Building capability for M & E across the whole Ministry and its agencies through training 4. Reviewing and finalizing the targets and indicators in the Implementation Framework, bearing in mind that the M & E system itself will be developed/strengthened over this period 5. Further developing the work programme, based on the Implementation Framework, and share widely for use as a basis for action, M & E and reporting 6. Determining how and by whom, data for the system will be collected in a timely manner and with integrity. To this end, the Social Investigations Divisions in collaboration with the M & E Division will develop standardized processes and tools 7. Developing the ICT and other supports required for good data management 8. Beginning discussions with the implementing partners to agree on their inputs in the M & E system 9. Aligning budgeting and the development of the annual operational plan/work programme with the M & E system 10. Aligning the performance management system with the M & E system, so that all individuals, teams and departments could be assessed for their contribution to strategic outcomes 11. Instituting effective reporting that will meet a multiplicity of internal and external reporting needs. The Reporting framework will include: 85 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 INTERNAL REPORTING  Monthly status reports of the status of the Operational Plan/Work Programme (based on performance indicators)  Quarterly Reports on the status of the Operational Plan/Work Programme  Minutes of Strategy meetings  Project/Programme Status Reports (based on performance indicators) EXTERNAL REPORTING  ‘Real time’, weekly or monthly reporting to a range of stakeholders  Quarterly Status Reports for the Public, Partners, International Agencies  Annual administrative reports and reports on stewardship to submit to the Parliament 86 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 6 CONCLUDING STATEMENT The MSDFS Strategic Plan 2018 – 2023, as designed, outlines the implementation imperatives for social development and social sector development in Trinidad and Tobago in light of the needs of the population and the vagaries of the changing socioeconomic environment. The Plan also proposes strategic and change management modalities with the necessary monitoring, measurement, and evaluation frameworks. The critical action now is ‘buy in’ and onward movement. An important aspect of successful implementation for Ministry will be to build on the achievements to date and the inherent strengths of the organization. By identifying the causal factors and drawing on good practice, the Ministry will significantly advance various other Transforming Lives initiatives in the Strategy. The Ministry will also capitalise on the opportunities which exist in the external environment to propel its transformation agenda. The Ministry places the lead responsibility for driving implementation of the Strategy squarely on the shoulders of the executive. In so doing, the message will be clear that there is consensus at the highest level for the Ministry’s strategic direction for the next five years. This responsibility is vital for ensuring the Strategy does not ‘lie on a shelf’ but is integrated into the day to day operations of the organization; guides/gives context for actions taken and expenditure; undergirds a results-driven culture within the organization; and remains dynamic and relevant over time. 87 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 7 APPENDICES Appendix 1 Stakeholders of the Ministry and their Interests Appendix 2 Summary of PESTLE Analysis Appendix 3 Glossary of Terms Appendix 4: Legislative and Regulatory Framework 88 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023

Appendix 1: Key Stakeholders of MSDFS and Expectations Stakeholder The Ministry’s expectations The Stakeholders’ of the Stakeholders expectations of the Ministry Ministry of Finance Available funding for operations. Execution of budgeted projects; Effective utilizations of funds; Timely Reporting and budget submissions. Staff High level performances. Availability of resources for staff to perform jobs; Adequate compensation; high quality Human Resource services. Safe, comfortable and healthy working environment. Chief Personnel Approval of reasonable and Appropriate Job Descriptions and Officer (C.P.O) acceptable Terms and Conditions Specifications for Positions. for staff. Director of Personnel Timely approval for public service To provide relevant information on Administration posts on the Establishment. a timely basis. To take action to fill vacant posts. Ministry of Planning Effective collaboration. Timely submission of reports in and Development development and implementation of programmes in accordance with approved format. Accurate reporting. Projects to meet goals and objectives of Vision 2030. Ministry of Public Timely approval for staff structure, Proper rationale for new positions, Administration and units/departments and acquisition units/departments; Implementation Communication of properties; assistance with of recommendations for change; change management, training, effective utilization of trained staff. and projects/programmes and Timely information. communications plans at the national level. Clients Honesty in their application for Effective and efficient service assistance. Clients will utilize delivery that will improve their Programmes effectively to quality of life achieve self-sustainability. Confidentiality, respect and excellent customer service. 89 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 Stakeholder The Ministry’s expectations The Stakeholders’ of the Stakeholders expectations of the Ministry NGOs; FBOs; CBOs Timely submission of financial and Timely processing of requests for operational reports. subventions/grants and financial releases. Value for money. Capacity building. Effective and efficient delivery of services. Effective monitoring and evaluation of projects and operations. Ministry of Housing Timely provision of Effective collaboration and timely accommodation for clients in information. emergency situations. Ministry of the Timely drafting of Legislation. Provision of all relevant information Attorney General and for drafting of legislation. Legal Affairs Ministry of Education Facilitate training and Clients will utilize training for development for Clients. development and the Ministry will facilitate effective collaboration. Collaboration for the inculcating of VABs for attaining the development agenda. Effective collaboration on inter- Make collaborative and integrated ministerial committee that would interventions a strategy for drive follow through on activities effective development. and strengthen relations. Ministry of Health Collaborate with MSDFS to Effective collaboration. remove and treat physically and mentally ill homeless persons. Effective collaboration in the development and implementation of health-related initiatives. Tobago House of Collaboration with MSDFS in the Effective collaboration. Assembly delivery of social services (especially Social Welfare). Adequate representation and Membership and contribution on follow through on activities. Inter-ministerial committees. Ministry of Agriculture, Provide training for clients to Effective partnership and full Land Fisheries enable sustainable livelihood. clients’ participation in programmes. 90 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 Stakeholder The Ministry’s expectations The Stakeholders’ of the Stakeholders expectations of the Ministry Ministry of National Efficient coordination and Timely response to natural and Security communication of Disaster relief other disasters. and management policies (ODPM) Cadre of staff on call to respond quickly to call to action. Public Services Effective and responsible Safe and healthy work environment Association representation for staff. and appropriate compensation packages for employees. Media Responsible and accurate Provision of accurate information. reporting of matters impacting the Ministry. International Meaningful partnership to Meaningful partnership to achieve Agencies achieve Ministry’s strategic objectives. objectives. Ministry of Rural Collaborate with MSDFS for the There would be meaningful Development and delivery of social services and collaboration. Local Government disaster relief in communities. and Regional Corporations Ministry of Community Provision of services such as Greater collaborative and Development, Culture training, mediation and self-help integrated interventions as a and the Arts assistance to clients and/or their strategy for effective community communities. development. Greater collaboration in the provision of community services. Office of the Prime Greater youth involvement in Foster collaborative and integrated Minister – Gender & poverty reduction. interventions as a strategy for Child Divisions effective development. Public Transport Provision of safe and reliable Provision of funding for services Service Corporation services provided to MSDFS Clients and (PTSC) maintenance of buses. Improved care and maintenance of ELDAMO buses. Greater collaboration in the provision of services. 91

Appendix 2: PESTLE Analysis for MSDFS (Summary) ELEMENT ISSUES POLITICAL  Challenge of aligning the Ministry’s mandate with Vision 2030.  Restructuring of the Ministry.  Readiness of the institutional arrangements to satisfy the diverse demands of the society, and the consequent discontent that could result due to changes.  The uncertainties and unintended outcomes associated with Local Government reform.  Changes in taxes and transfers ECONOMIC The current economic challenges caused by low energy prices can lead to:  Limited availability of funds, which can negatively impact project/programme implementation and outcomes.  Increase in unemployment.  Increase in the level of poverty, which would put greater pressure on the state to provide socio-economic relief; increasing demand for social services.  Reduction in the size of the public service which can impact the capacity of the Ministry to deliver services. SOCIAL The country’s social fabric has become fragile due to the present environment that is characterized by:  High rates of crime, gender-based violence, elder abuse, an ageing population, substance abuse, homelessness, violence against children, human trafficking, increased poverty rate, general indiscipline and lawlessness, mental health challenges, among other critical social issues.  Competing social issues placing increasing demands on limited and declining resources.  Existence of more non-progressive values, attitudes and behaviours in the population such as poor work ethic and disregard for rule of law. 92 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 ELEMENT ISSUES TECHNOLOGICAL  Current workforce skills are not keeping up to date with technological development.  Continued use of legacy (archaic) systems despite availability of new technology in the delivery of social services.  In the face of increasing availability of technology, there are still many citizens, especially in rural communities, who are without access or are not technologically savvy, and may be disadvantaged (access and inclusion).  Lack of technologically sophisticated and robust methods of storing, securing and sharing client data.  Vulnerability to cyber-crime.  Impact of social media. ENVIRONMENTAL  Increases in intensity and continuity of environmental threats: flooding, storms, earthquakes and other natural disasters.  Address adequate and timely response actions in cases of natural and other disasters to bring relief, especially to vulnerable families and individuals.  Flooding as a result of indiscriminate dumping, littering, unplanned development, slash and burning and indiscriminate use of agricultural lands for housing.  Lack of sensitivity towards the environment.  Greater/ more consistent effort to create new laws and enforce existing environmental regulations/ legislation. LEGAL  Existence of archaic laws which impede the work of the social sector.  Insufficient legal coverage for the evolving nature of contract employment.  Obligations to align local legislation with the requirements of international conventions and agreements which Trinidad and Tobago has ratified.  Lengthy process of formulating and proclaiming legislation.  The implications of the Procurement Legislation, judicial review requests, actions in the Industrial Court, FOI requests, etc. 93 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023

Appendix 3: Glossary of Terms Accountability- responsibility for the use of resources and the decisions made, as well as the obligation to demonstrate that work has been done in compliance with agreed-upon rules and standards and to report fairly and accurately on performance results vis-a-vis mandated roles and/or plans (UNAIDS n.d.). - ascertains if a programme has been implemented in compliance with agreed rules and standards. The bottom line is to verify the extent to which the achieved accomplishments are consistent with organizational goals, rules procedures and policies (Ministry of the People and Social Development Monitoring and Evaluation Division 2013). Baseline- the status of services and outcome-related measures such as knowledge, attitudes, norms, behaviours, and conditions before an intervention, against which progress can be assessed or comparisons made (UNAIDS n.d.). Beneficiaries- refer to specific groups, individuals or organizations that may directly or indirectly benefit from a project/programme (Ministry of the People and Social Development Monitoring and Evaluation Division 2013). Capability- capability represents the various combinations of functioning (beings and doings) that the person can achieve. Another definition of capabilities: "the substantive freedoms he or she enjoys leading the kind of life he or she has reason to value" (UNDP 2013). Capability(ies) Approach- philosophical foundations of human development translated in policies that promote human rights, disability, health, growth and democratic practice, and the position of disadvantaged groups (UNDP 2013). Capacity- the skills, knowledge and resources needed to perform a function. Capacity Development- the process by which individuals, groups, organisations, institutions and countries develop their abilities, individually and collectively, to perform functions, solve problems and achieve objectives (OECD 2007). Development- as a social-economic category, along with income and production growth, is the process of reorganization and reorientation of the whole economic and social systems, of qualitative changes in institutional, social and administrative structures, as well as in social conscience, traditions and stereotypes (UNDP 2013). Developmental support - Services to take people from dependency to leading productive and self-sustaining lives. Empowerment- The expansion of people(s) capacities and choices; the ability to exercise choice based on freedom from hunger, want and deprivation; and the opportunity to participate in, or endorse, decision-making that affects their lives. Evaluation- the rigorous, scientifically-based collection of information about program/intervention activities, characteristics, and outcomes that determine the merit or worth 94 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 of the program/intervention. Evaluation studies provide credible information for use in improving programs/interventions, identifying lessons learned, and informing decisions about future resource allocation (UNAIDS n.d.). Family- the UN General Assembly in its resolution 44/82 of 8 December 1989, proclaimed 1994 as the International Year of the Family (IYF) with its theme of "Family: resources and responsibilities in a changing world." No attempt was made by the United Nations to define or delineate the "ideal family" or to direct "family policy" to specific goals. The concept of the family may differ in some respects from State to State, and even from region to region within a State, and that it is therefore not possible to give the concept a standard definition (UNDP 2013). - The basic definition of a family utilised by the National Family Services Division of the MSDFS is a group of people who share a legal bond or a blood bond.  Legal Bonds: Families are legally bound through marriages, adoptions, and guardianships, including the rights, duties, and obligations of those legal contracts. Legal bonds can be changed, expanded, or dissolved to change the composition of a family.  Blood Bonds: Individuals who are directly related through a common ancestor are part of a family. This includes both close and distant relatives such as siblings, parents, grandparents, aunts, uncles, nieces, nephews, and cousins. Goal- a broad statement of a desired, usually longer-term, outcome of a program/intervention. Goals express general program/intervention intentions and help guide the development of a program/intervention. Each goal has a set of related, specific objectives that, if met, will collectively permit the achievement of the stated goal (UNAIDS n.d.). -denotes a higher objective than an intervention aspires to achieve in the medium and long- term. A goal is less specific than an objective (See Related Term: Objective). Also referred to as a programme’s desired outcome (Ministry of the People and Social Development Monitoring and Evaluation Division 2013). Household- The concept of household is based on the arrangements made by persons, individually or in groups, for providing themselves with food or other essentials for living. A household may be either: (a) a one-person household, that is to say, a person who makes provision for his or her own food or other essentials for living without combining with any other person to form part of a multi- person household or (b) a multi-person household, that is to say, a group of two or more persons living together who make common provision for food or other essentials for living. The persons in the group may pool their incomes and may, to a greater or lesser extent, have a common budget; they may be related or unrelated persons or constitute a combination of persons both related and unrelated. A household may be located in a housing unit or in a set of collective living quarters such as a boarding house, a hotel or a camp, or may comprise the administrative personnel in an institution. The household may also be homeless (OECD 2002) 95 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 Human Capital- is formed from investments in human capabilities of the individual aggregate, due to a certain reserve of his knowledge, health, skills and abilities to work, that could increase productivity and increase revenues (UNDP 2013). Human Development- is the expansion of people’s freedoms to live long, healthy and creative lives; to advance other goals they have reason to value; and to engage actively in shaping development equitably and sustainably on a shared planet. People are both the beneficiaries and drivers of human development, as individuals and in groups (UNDP 2013). - This involves expanding the richness of human life, rather than simply the richness of the economy in which human beings live. It is an approach that is focused on creating fair opportunities and choices for all people (SMP 2017). Initiative- a new plan or process to achieve something or solve a problem. Millennium Development Goals- A set of eight goals and associated targets to achieve poverty alleviation by 2015. Monitoring- routine tracking and reporting of priority information about a program / project, its inputs and intended outputs, outcomes and impacts (UNAIDS n.d.). Monitoring and Evaluation – Monitoring can be defined as continuous process of systematic data collection on pre-specified indicators. Evaluation process is an ongoing dynamic function which seeks to objectively and systematically assess the design, implementation, relevance and sustainability of a plan, project or programme (SMP 2017). Objective- a statement of a desired program/intervention result that meets the criteria of being Specific, Measurable, Achievable, Realistic, and Time-phased (SMART) (UNAIDS n.d.). - refers to short, medium and long- term changes desired for beneficiaries or their environment. Objectives tend to be more specific than goals and are required to be “SMART”: i.e. Specific, to ensure appropriate interpretations; Measurable, to allow monitoring and evaluating of progress being made; appropriate, to problems of the target beneficiaries or their environment; Realistic, achievable and relevant and Time bound, defined within a specific time frame (Ministry of the People and Social Development Monitoring and Evaluation Division 2013). Policy- A set of ideas of what to do in particular situations. These ideas are guided by key principles and have been agreed on officially by a government, institution or group people. Poverty- characteristic of the economic situation of the individual or social group in which they cannot meet the minimum requirements for a certain range necessary for life (UNDP 2013). - The condition or state in which a person or a household lacks the financial resources to meet basic needs such as food, proper shelter, water, utilities and health care (SMP 2017). Prevention- Services to mitigate against undesirable outcomes (for example: Poverty, homelessness). 96 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 Programme- It is a series of projects whose objectives together contribute to a common overall objective at the sector, country or even multi-country level. Project- A temporary endeavour undertaken to create a unique service or product. They tend to differ in size, scope cost and time. Quality of Life- Quality of life is the notion of human welfare (well-being) measured by social indicators rather than by “quantitative” measures of income and production (OECD 2005). - WHO defines ‘Quality of Life’ as an individual's perception of their position in life in the context of the culture and value systems in which they live and in relation to their goals, expectations, standards and concerns. It is a broad ranging concept affected in a complex way by the person's physical health, psychological state, personal beliefs, social relationships and their relationship to salient features of their environment (WHO 2017). Remedial Support - Services to assist people through difficult times (MSDFS Strategic Plan 2017, 16). Resilience- the ability of a system, community or society exposed to hazards to resist, absorb, accommodate to and recover from the effects of a hazard in a timely and efficient manner. More in depth resilience is the transformative process of strengthening the capacity of people, communities and countries to anticipate, manage, recover and transform from shocks. Results-Based Management- A strategy by which all actors, contributing directly or indirectly to achieving a set of results, ensure that their processes, products and services contribute to the achievement of desired results (outputs, outcomes and higher level goals or impact). Social Development- is equality of social opportunity (Sen 1995). - is the promotion of a sustainable society that is worthy of human dignity by empowering marginalized groups, women and men, to undertake their own development, to improve their social and economic position and to acquire their rightful place in society (Bilance 1997). - Social Development focuses on the need to “put people first” in development processes. Poverty is more than low income – it is also about vulnerability, exclusion, unaccountable institutions, powerlessness, and exposure to violence. Social Development promotes social inclusion of the poor and vulnerable by empowering people, building cohesive and resilient societies, and making institutions accessible and accountable to citizens. - Working with governments, communities, civil society, the private sector, and the marginalized, including persons with disabilities and Indigenous Peoples, Social Development translates the complex relationship between societies and states into operations. Empirical evidence and operational experience show that Social Development promotes economic growth and leads to better interventions and a higher quality of life (World Bank 2017). Social Inclusion- a process which ensures that those at risk of poverty and social exclusion gain the opportunities and resources necessary to participate fully in economic, social and cultural life and to enjoy a standard of living and well-being that is considered normal in the society in 97 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 which they live. It ensures that they have greater participation in decision making which affects their lives and access to their fundamental rights (UNDP 2013). Social Justice- is the view that everyone deserves equal economic, political and social rights and opportunities (National Association of Social Workers). - Social Justice is the virtue which guides us in creating those organized human interactions we institutions. In turn, social institution when justly organized provide us with access to what is good for the person, both individually and in our associations with others. Social justice also imposes on each of us a personal responsibility to work with others to design and continually perfect our institutions as tools for personal and social development (Center for Economic and Social Justice). Social Mitigation Plan- The process of identifying, analysing and managing the intended and unintended social consequences of both endogenous and exogenous shocks to an economic system. Its main objective is to bring about a more sustainable and equitable biophysical and human environment (SMP 2017). Social Policy- legislative, institutional, budgetary support to achieve objectives in the field of human welfare, to protect the interests of socially vulnerable layers of such socially important areas as health, education, employment, pensions, etc. (UNDP 2013). Social Protection- Set of public interventions aimed at supporting the vulnerable groups within society, as well as helping individuals, families, and communities manage risk. Social Protection includes safety nets (social assistance), social insurance, labour market policies, social funds and social services (World Bank 2013). Social Safety Nets (Social Assistance)- Non-contributory transfer programs targeted in some manner toward those vulnerable to poverty and shocks (World Bank 2013). Social Transformation- refers to the change of society's systemic characteristics. This incorporates the change of existing parameters of a societal system, including technological, economic, political and cultural restructuring (UNESCO 2017). 2 Stakeholders- Those who have interests in a particular decision, either as individuals or as representatives of a group. This includes people who can influence a decision as well as those affected by it. Decision makers are also stakeholders. - agencies, organizations. Groups or individuals who have a direct or indirect interest in the development intervention or its evaluation (Ministry of the People and Social Development Monitoring and Evaluation Division 2013). STEP UP- signifies a movement upwards. This concept is based on the principle that in order to transform the lives of families it is necessary to take them from a position where they may be experiencing a low standard of living to a much higher standard – to a better quality of life. Strategy- is the approach you take to achieve your goal. Sustainable Development Goals- Also the “Global Goals,” are a universal call to action to end poverty, protect the planet and ensure that all people enjoy peace and prosperity. These 17 Goals build on the successes of the Millennium Development Goals, while including new areas 98 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 such as climate change, economic inequality, innovation, sustainable consumption, peace and justice, among other priorities. The goals are interconnected; often the key to success on one will involve tackling issues more commonly associated with another (UNDP 2017). Target- stipulated achievements levels set by programme administrators or other responsible parties, for example, intake for 90% of the referrals within one month. These levels may be set on the basis of past experience, the performance of comparable programmes, or professional judgement (Ministry of the People and Social Development Monitoring and Evaluation Division 2013). Targets- are the quantifiable levels of the indicators that a country or organization wants to achieve at a given point in time (World Bank 2000). Target Population- The intended beneficiaries of program benefits (World Bank 2013). Targeting- The effort to focus resources among those most in need of them (vulnerable groups) (World Bank 2013). Targeting Mechanisms- is the broader term, to targeting method, used to refer to the larger elements of program design, including the very important question of the choice of intermediary agents and organizational design (Conning and Kevane 2000). Targeting Method- Approach taken to identify the target group and thus determine eligibility for programme benefits (World Bank 2013). Transformative capacities - A special type of adaptive capacity which enables persons and communities to adopt transformative actions to deal with changes (SMP 2017). Vision 2030- The Vision 2030 National Development Strategy (2016-2030) for Trinidad and Tobago, aims to provide a broad socio-economic development framework to the year 2030. It is intended to provide for an orderly long-term development process, inclusive of the United Nations (UN) Sustainable Development Goals (SDGs) (SMP 2017). Vulnerability- is the threat of deprivation in multiple dimensions that reduce core human capabilities below the threshold. Vulnerability is a human condition or process resulting from physical, social, economic and environmental factors, which determine the likelihood and scale of damage from the impact of a given hazard. Vulnerable Groups- for the Ministry of Social Development and Family Services vulnerable groups are those persons who face special difficulties in supporting themselves because of some particular aspect of their situation The MSDFS is responsible for those who are socially challenged with issues such as poverty, social inequality and social exclusion. Particular emphasis is placed on vulnerable and marginalized groups in society such as women, children, persons with disabilities, the elderly, the poor/indigent, the socially displaced, ex-prisoners, deportees and persons living with HIV/AIDS (World Bank 2013, MSDFS 2017). 99 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023

Appendix 4: Legislative and Regulatory Framework The following Acts provide the legislative and regulatory framework within which the Ministry administers its responsibilities in accordance with the Laws of the Republic of Trinidad and Tobago. • The Constitution of the Republic of Trinidad and Tobago Act Ch. 1:01 • Civil Service Act, Chap. 23:01 • Public Service Commission Regulations Ch. 1:01 • The Exchequer and Audit Act Ch. 69:01 • The Finance Regulations Ch. 69:01 • Freedom of Information Act Ch. 22:02 • Data Protection Act, No. 13 of 2011 • Central Tenders Board Act Ch. 71:91 • Public Procurement and Disposal of Public Property Act, No. 1 of 2015 • Senior Citizens’ Pension Act Ch. 32:02 • Public Assistance Act, Ch. 32:03 • Bruce Stephens Trust Act Ch. 9:32 • Trinidad and Tobago Blind Welfare Association (Incorporation) Ordinance • Trinidad and Tobago Association of Retarded Children (Incorporation) Ordinance • Trinidad and Tobago Association for the Hearing Impaired (Incorporation) Act, No. 53 of 2000 • Socially Displaced Persons Act, No. 59 of 2000 • Homes for Older Persons Act, No. 20 of 2007 • Occupational Safety and Health Act Ch. 88:08 • Industrial Relations Act Ch. 88:01 • Maternity Protection Act Ch. 45:57 • Trafficking in Persons Act Ch. 12:10 10 0 Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023 10 1