Saint Lucia Postal Service was recently announced as one of eight countries out of 192 member countries of the Universal Postal Union (UPU) – an intergovernmental organization and the main forum for the cooperation between governments, posts and other stakeholders of the worldwide sector – to receive an award for Express Mail Service (EMS) delivery for 2014.
Each year, countries are recognized by UPU for excellent performance, with 3 levels of performance awards: Gold, Silver and Bronze. To receive such an award member countries must meet the performance standards and prerequisites set by UPU, all aimed at providing customers worldwide with a high quality and competitive express mail service. The performance standards are independently monitored and compiled by Pricewaterhouse Coopers.
On 9 April 2015, Saint Lucia Postal Service was the proud recipient of the much sought after Gold award and is ranked number one out of 192 countries for its performance in the handling and delivery of EMS items for 2014.
Saint Lucia has been awarded in the past, the latest being a silver award for 2013 – the sole award for a Caribbean country that year. However this award is particularly meritorious and gratifying as it is the first ever Gold award received by Saint Lucia Postal Service. Even more remarkable is the fact that Saint Lucia is again the only Caribbean territory to receive an award in 2014 and is also ranked number one in the world for the aforementioned period.
Five other Gold awards were given to the following countries Hungary, Hong Kong China, Azerbaijan and Singapore, Silver to Moldova and Norway, and Bronze to Israel.
Achieving this milestone is commendable as the management and staff work assiduously to sustain the future of the postal service amidst rapid falling letter mail volumes. Efforts are geared at innovation, which include the recently launched online shopping service and the soon to be launched postcode development to assist in a more efficient mail delivery.
Management thanks the staff for their exceptional diligence and illustrious performance, and in addition, congratulates the team on the attainment of this august award.
PAST SITUATION
In previous years, all rectifications to be performed on civil status records were effected at the Adjudicator’s Office which was then located on the William Peter Boulevard. Court Orders (Adjudicator’s Rectifications). It was not uncommon for Adjudicators Rectifications to take a number of months to be completed, due to the complicated process and resources available at the time.
The introduction of the post of Manager, as well employment of contractual workers, improved the efficiency with which applications were processed. Applications for vital records took on average three (3) to four (4) weeks to be processed, with one week time frame for emergencies.
With the establishment of the new requirements by the Passport Office of the certified birth certificate (to replace the Birth and Baptismal Certificate previously utilized) in order to obtain new or renewed passports, an influx of customers to the Civil Status Registry was created. During that time, certificates took on average three months (or more) to be processed, especially before the position of Manager, Civil Status Registry was put in place. Once this influx settled, customers generally received their records within a three to four week period.
Prior to the employment of NICE and contractual workers under the Computer-Aided Birth Certificate project, the staff complement stood at nine (9) employees.
The total number of applications processed on average during that period was twenty to twenty four thousand (20,000 – 24,000) yearly.
CURRENT SITUATION
The Civil Status Registry now currently consists of a staff complement of twenty-eight (28), comprising the following:
- Public officers on Permanent Establishment – 13
- NICE/Contract workers – 16
The staff complement is broken down as follows:
| SECTION | NO. OF OFFICERS | SECTION | NO. OF OFFICERS |
| Manager | 1 | ||
| Customer Service Officers | 2 | Verifiers | 5 |
| Applications Booth | 3 | Executive Officer | 1 |
| Rectifications Booth | 3 | Senior Executive Officer | 1 |
| Scanners | 2 | Data Entry Clerks | 3 |
| Vault Attendant | 1 | Collections Clerk | 2 |
| Printers | 5 |
Applications Process
- Regular applications for records with clean data (not requiring rectification) are now processed within two (2) to three (3) days. Emergency applications are processed within half an hour of application. (Note: This is down from three to four weeks for regular applications and one week for emergencies). This also includes applications for re-registrations (once the relevant statutory declarations have been produced).
- Applications for Registrar’s Rectifications to vital records are now processed within twenty-four (24) hours for emergency applications. This process requires a longer processing time as Rectification packages are to be approved by the relevant authorized officer (Registrar/Deputy Registrar), entries corrected in relevant register, scanning and subsequent printing of rectified certificate. All of this is done, in general, within the space of one (1) day, compared to the processing time of several months, as was previously the case.
Where additional documentation is required by the Department based on the type of rectification (eg., affidavits to substantiate a customer’s name) processing time is determined by time taken by the customer to bring in the requisite documentation. Once all documentation is available to the Department, rectifications are processed within the day. Customers are facilitated as much as possible to ensure that rectifications were completed within an acceptable period of time. As a result, the back and forth of customers has been significantly lessened.
- Applications for Adjudicator’s Rectifications (Court Orders) are processed within a seven (7) day These are more complex and usually require an interview process and submission of statutory declarations/affidavits.
For the year 2014, total number of vital records processed stood at Forty thousand, two hundred and twenty-four, (40,224).
The current enhanced process for emergency applications is as follows:
- Customers is directed by Customer Service Clerks to Applications Booth, where a search for the record is conducted and citation entered on the application form
- Customers proceed to Cashier to pay for application, and then to Collections Section to collect certificate.
- Customers wait in Collections Section and collect certificate within twenty (20) minutes
All managers want their employees to be as productive as possible, a goal that – given the chronically high levels of employee disengagement across the workforce – would seem none too easy to attain. Yet despite certain challenges, there are some simple managerial steps that can position those in charge for productive success. Here are five no-cost methods that managers can use to boost their productivity.
Set carefully chosen employee job objectives that are ambitious but attainable –
Most managers spend a fraction of the time they should developing clear measurable employee objectives. They also do not spend enough time involving employees in the process. Well-conceived goals are crucial. Without goals it is impossible for employees to arrive at the right place, as they will be unclear as to where they should be heading.
Manage objectives –
Just because solid objectives are in place, there is no guarantee that they will be attained. Studies show that accountability, (holding employees to results that have earlier been agreed to) is not a common management strength. Establishing meaningful objectives is a sound first step, but it means little if these targets aren’t firmly managed too.
Keep employees in a productive frame of mind –
Expect excellence and diligence, but treat people decently and respectfully along the way. It’s amazing how a respectful attitude toward employees fosters energy and productivity, while disrespect breeds discontent and disengagement. Mind-set matters! Employees need to be in a positive mind-set to do their best. People need to be positively energized if they are expected to go above and beyond.
Provide Ample Recognition –
Whilst the desire for recognition is a critical issue within any establishment, it must be understood that recognition does not have to have a monetary value. What employees often want the most is meaningful personal recognition from their direct manager. Acknowledgement does not have to be fancy. It simply needs to be honest appreciation for a job well done. Recognition aids in keeping employees in the desired productive mind-set.
Listen and innovate –
One of the most productive things a manager can do with his or her employees is simply to listen. Ask employees for input. Employees are usually the individuals closest to the actual work, which means that they often have the best grassroots ideas on how to innovate and improve daily operations. The very act of being taken seriously and listened to by management has value. It helps employees feel engaged and a part of the team.
All of these approaches will aid in raising the levels of productivity within an organisation without costing a penny. Now isn’t that productive!
The topic of genetics continuously presents a fascinating conversation to us. It is one in which perhaps an end may never be determined. Facets of our everyday lives throw us into contact with a potpourri of characters and personalities in the people that we interact with. The work place being no exception.
While the many variances in personalities and orientation may foster breakthroughs in innovative and diverse approaches and ideas, this diversity of breeds and thoughts can undoubtedly present the possibility of a chaotic atmosphere if not contained.
In a contained and controlled setting, these clashes may foster passionate exchanges of ideas that lead to innovation, improved productivity and stronger teams. In these instances, participants avoid personality-focused comments. When however, workplace conflict becomes personality-driven, it becomes destructive. It polarizes the workplace, distracts from the work, wastes time and energy and forces talented employees to leave.
In identifying these differences and their effects on workplace productivity, the NCPC ponders the question, “Are we prone by nature through our engraved genetics to be more productive than others or can our “productivity gene” be nurtured and groomed towards becoming more effective, productive and efficient in the work environment?
The NCPC takes the all assuming stance that while nature plays a significant role in the workforce productivity, nurture has the upper hand!
We can agree that Effective Leadership may very well be the catalyst to creating more conducive atmospheres for teamwork and creation of new leaders.
Excellent leaders know that identifying and nurturing leadership qualities in the team helps to increase productivity and presents people who are ready to step up to the plate when organizational changes occur, making new leaders necessary. Within the workplace, a good practice is to identify a number of people to whom certain functions can be delegated, these may include leadership roles.
With this in mind, it is important that leaders seek to avoid the trap of the “Crown Prince Syndrome” where the focus is on the development of only one individual. The development of all team members is important to the success of the workplace and will provide the organisation with a talent pool while also ensuring a viable succession plan in the event of unplanned employee departure.
Here are four characteristics of essential leadership qualities worthy of nurturing for continuity of the work plan and increase in workplace productivity:
Good Interpersonal Skills:
Excellent interpersonal communication skills are essential for a leader of any size team. If you notice that an employee is able to communicate effectively on different levels and adjust the conversation to the needs of the person they are communicating to, you have a potential leader among your staff.
Good Time Management Skills:
Leaders must be able to manage their own time and meet deadlines, especially those that impact on other team members’ tasks. Give your staff tasks and see who manages their own time effectively to complete the tasks. These are good leaders in the making.
Ability to Take the Initiative
Leaders must be able to respond quickly to solve problems and to take the initiative to prevent problems proactively from occurring. Anyone who not only can work unsupervised and still produce excellent work, but who will take the initiative to come up with a solution or solve a problem is well worth nurturing.
Ability to Work with Others in the Team
Every leader has to work with a myriad of personalities in a team environment. If you have staff members who consistently produce their best work when collaborating with others, you could have potential leaders. Good teamwork is a key leadership skill.
Now it is time to Nurture! Identify the potential leaders in the team, encourage the individuals to take on some small leadership roles, mentor and support the person to grow their leadership skills, and provide training in specific areas of leadership. Identifying and nurturing potential leaders in your team takes some time and dedication, but in doing so the workplace is provided with skilled individuals who are ready to take on the challenges of leadership when needed!
Continuing their efforts to enhance productivity in Saint Lucia, the National Competitiveness and Productivity Council (NCPC) in collaboration with the Trade Union Federation (TUF) have organised a two day productivity workshop, the objective being to educate members of the TUF on the subject of productivity. The event, which is set to take place on the 25th and 26th February 2015 aims to work towards the formulation of policies that can be advocated by the trade union movement towards enhancing the productivity of its members. In doing so, the workshop intends to aid in sensitising members on the role that needs to be taken by trade unions in an effort to drive productivity.
The first day of the workshop will focus on exploring the concept of productivity. Activities will concentrate on defining the notion and clarifying misconceptions. The day’s undertakings will also draw reference to the findings of the first National Productivity Study ever conducted in Saint Lucia. The study which was commissioned by the NCPC last year, measured productivity levels in the economy from the year 2000 through to 2013. The second day of the workshop will relate directly to the Trade Union Movement and productivity. The latter part of the day will focus on prioritising ideas which were discussed earlier.
The National Competitiveness and Productivity Council’s Marketing Analyst/ Productivity Officer Geraldine Bicette-Joseph states, ‘The NCPC is elated that the Trade Union Federation has taken the initiative and made the decision to collaborate with us on this project. As a major stakeholder in Saint Lucia, they are leading by example in showing their willingness to work at and discuss productivity issues with their members. This in turn demonstrates that they recognise the importance of productivity development and the need to make continuous improvements within their workplaces.’
She continues, ‘The two day event will not only work towards the formulation of ideas which can be advocated by the TUF, but also on the development of personal productivity which is a must when starting the process of change.’
Speakers at the event will include Mrs Fiona Hinkson, Technical Co-ordinator at the National Competitiveness and Productivity Council’ Technical Secretariat, Mr John Pilgrim, Head of the Barbados National Productivity Council and Mr. Janai Leonce, Deputy Chief Economist at the Ministry of Finance. The workshop is scheduled to take place at the Pastoral Centre in Eastwinds, Gros Islet.
Few would dispute the benefits of a good education. The attainment of high academic achievement helps in furthering careers, aids in informed decision making and allows for the obtainment of better pay. Whilst education plays a significant role in personal development from a young age, extracurricular activities are also key.
Recent reports indicate that extracurricular activities, such as basketball, baseball, tennis, debating, chess clubs, student council, band practice, drama, choir and computer clubs aid in the rounding out of a students’ academic career. Besides being fun and a great way to socialize with peers, extracurricular activities can enhance a students’ time management and stress management skills, helping to improve their overall productivity.
Within the online article, “The Importance of Extracurricular Activities for Teens”, on the ‘I Have a Plan Iowa!’ website, school counsellor Kenny Smith states, “Studies show that students in extracurricular activities have higher academic scores. They learn to manage their time, relieve stress and learn to strive for excellence in more than one thing. Students who are involved in team sports learn to work in groups. Their written and oral communication skills also improve. These things cross over into real life.”
The development of social skills, improved academic performance, and the ability to build strong supportive relationships with adults (other than parents), can also result through extracurricular activities. However, what is learned through the experience depends largely on the age of the child. Benefits to younger children include social and academic skill development which can lead to improved conflict management and better school attendance. Pre-teens become more engaged at school and more attentive in class. They are also less likely to be involved in violent behaviour during school time. Benefits to adolescents are the most significant however. Older teens need guidance to grow into productive adulthood. They need to be deterred from anti-social behaviour and steered towards positive practices. With most extracurricular activities being held straight after school, teens remain engaged during hours usually associated with adolescent misconduct. Also, activities engaged in provide extra time for career exploration, skill development, service learning and internships, which are vital aids to those about to leave school.
Presently extracurricular activities also bear some importance within tertiary education establishments who look to the activities listed on college and university applications when determining whether an applicant would be a productive student.
As Marjorie Hansen Shaevitz states in her Huffington Post article ‘What College Admissions Offices Look for in Extracurricular Activities’,
“Admissions officers look first at test scores, the rigor of the courses you take, and your grades in those courses. After that, they are interested in a student’s extracurricular activities — in other words, how you spend your time outside of classes. Colleges care about the character of people they admit; therefore, what you do after school, during weekends and over summers tells them a lot about the kind of person you are.’
She goes on’ “Extracurricular activities are the major way students can demonstrate how unique they are, possibly more interesting, even “better” than other student applicants.”
There are certain skills that need to be developed over time which will aid in the shaping of a productive individual. Yet, it must be remembered that the development of an individual is measured not only in terms of intellectual capacity but also in character and social skills. Therefore, to allow for a well-rounded development of the youth, students should be encouraged and properly guided in all of their activities (curricular and extracurricular). Productive extracurricular activities that do not undermine academic performance should be encouraged and utilized as avenues to teach the qualities of ethical leadership, team work and so much more.