CRD Welcome Package

CORPORATE RELATIONS DEPARTMENT

HOW WE SERVE MEETINGS AND EVENTS | OPERATIONAL SERVICES | PUBLIC EDUCATION AND COMMUNICATION | COMMUNITY OUTREACH AND CORPORATE IMAGE protecting and enhancing the Bank’s corporate image, maintaining the integrity of the Bank’s administration and improving the level of financial and economic literacy in the Eastern Caribbean Currency Union. OUR MISSION To assist the Bank with achieving its mission by

Eastern Caribbean Central Bank P O BOX 89, BASSETERRE, ST KITTS, WEST INDIES

8 November 2021

Dear Kozel

W

elcome to the Corporate Relations Department (CRD) team! We are delighted that you are joining us as Country Manager, Saint Vincent and The Grenadines. You are an important addition to our team and your role is critical in fulfilling the mission of our department and the Bank on a whole.

The enclosed information is designed to serve as an introduction to the CRD and to provide resources that will help you make a smooth transition into your new role.

The CRD team is here to support your transition so, please know that you can call on any of us to assist you.

We look forward to a long, productive and mutually rewarding time together.

Sincerely

Shermalon Kirby Acting Director Corporate Relations Department

Eastern Caribbean Central Bank - Organisational Structure: Corporate Relations Department

Director Management and Administration (Vacant – S. Kirby currently Acting)

Deputy Director Grade 10 (Beverley Edwards-Gumbs)

Public Education & Communication Unit

Communications Specialist Grade 10 (Unit Head) (Shermalon Kirby)

Community Outreach & Corporate Image Unit

Country Managers Grade 9 ECCB Agency Offices (7)

Senior Corporate Relations Officer Grade 9 (Unit Head) (Elizabeth Wayland)

(Shermalon Kirby)

Meetings & Events Unit

Corporate Relations Officer Grade 8 (Karina Phillips-Somersall)

Corporate Relations Officer Grade 8 (Nigel Browne)

Corporate Relations Officer Grade 8 (Unit Head) (Acklyn Blaize)

(

AP Grade 7 Agency Offices (5)

Senior Technical Assistant Grade 6 (Shana Daniel)

Corporate Relations Officer Grade 7 (Dawn Mills)

AP Grade 7 HQ (1)

Senior Technical Assistant Grade 6 (Marlon Bristol)

AP Grade 6 Agency Offices (2)

Senior Technical Assistant Grade 6 (Alston Crawford)

27 October 2021

EASTERN CARIBBEAN CENTRAL BANK

JOB DESCRIPTION AND STANDARDS

Oct-21

Employee Name:

9

Job Title:

Country Manager

Grade:

Department:

Corporate Relations

Units:

Classification:

Permanent

Title of Positions Directly Supervised:

Administrative Professional

Director, CRD

Title of Immediate Supervisor:

Position Summary:

Execute the Bank's Strategic Objectives and serve as the Bank’s liaison in the respective ECCB Member Countries; coordinate and manage the issue and redemption of currency, public education, community ourtreach programmes, economic surveillance, networking and stakeholder engagements; and the operations of the Agency Office.

KEY RESPONSIBILITIES AND DUTIES

WEIGHTING (%)

STANDARDS

Frequency Monthly Level of Effort (time in hours)

NO.

1

35

OPERATIONAL SERVICES

Manage office including provision of support functions to the Currency Management, Accounting and Human Resource Departments

Execute accounting operations in accordance with expected standards and policies as outlined in Accounting Standards set out by the Accounting Department for Agency Offices Operational guidelines.

Daily

50

1.1 Manage Accounting operations

Manage currency operations in accordance with expected standards and policies as outlined in Currency Standards for Agency Operations guidelines as stated by the Currency Management Department.

Weekly

35

1.2 Manage Currency operations

1. Maintain an updated pool of prospective persons who can readily provide assistance to the Agency Office in the capacity of Country Manager and Administrative Professional and submit the list to CRD twice per year - 30 January and 30 June. 2. Conduct thorough background checks as required in support of the Bank's recruitment process in accordance with established HR procedures and within the stipulated timeframe. stipulated timeline. 3. Conduct comprehensive training of assigned staff in all areas of duties required and within agreed timeframes. 4. Complete quarterly job performance in accordance with HRD the guidelines, by the 15th of the month following the end of the quarter.

Daily

1.3 Carry out human resource function for Agency Office and on behalf of HRD

15

Total

100

-

NO.

KEY RESPONSIBILITIES AND DUTIES

WEIGHTING (%)

STANDARDS

Frequency Monthly Level of Effort (time in hours

2 RESEARCH & ECONOMIC INTELLIGENCE GATHERING Provide assistance to the Research Department, Statistics Department, and the Bank in the area of intelligence gathering 2.1 Conduct assessments of country performance and economic and financial developments to support, through in-country intelligence gathering, Economists surveillance and country outreach missions, ensuring data is relevant, accurate and add value to the reports of Economists. Economists Country Surveillance and Country Outreach missions.

15

1) In collaboration with the Country Economist Submit Reports as requested. 2) Provide relevant data to support Assessments 3) Provide accurate Assessments which will add value to the Economist's reports through related specific intelligence gathering conducted in country or elsewhere as relevant 4)Provide source reference for all Assessments 1) Attend and participate in all country missions 2) Conduct follow up with clients as required 3) Submit reports at least two weeks following the end of the quarter 1) Constant follow up and Awareness of all pending policy matters; 2) Communicate with the relevant parties at Headquarters re new developments 3) Provide informed recommendations based on available data. 1) Submit timely, thorough, clear and concise Briefs; 2) Submission of Submit research papers in keeping with agreed upon topics, guidelines, and delivery dates 1) Conduct follow-up with stakeholders to ensure delivery of statistics 2) Provide timely and relevant advice to Headquarters, within agreed time- frame, on data available in-country to support effective decision making

30

Adhoc Adhoc

2.2 Participate in country missions as part of the ECCB's contingent.

20

2.3 Conduct follow-up engagements with key stakeholders on key policy matters.

15

Adhoc

2.4 Collaborate on research papers & preparation of policy briefs to support the Bank's strategic agenda

20

Adhoc

2.5 Liaise with in-country stakeholders on matters pertaining to the submission of statistical data to support the Bank's data dissemination efforts and effective decision making.

15

Adhoc

Total

100

Country Manager

Corporate Relations

Grade:

9

NO.

KEY RESPONSIBILITIES AND DUTIES

WEIGHTING %

STANDARDS

Frequency Monthly Level of Effort (time in hours)

30

3 PUBLIC EDUCATION, COMMUNICATION & COMMUNITY OUTREACH Assist the Department in the execution of its public education, communication and community outreach mandate

15

Annual

1) Provide timely and relevant feedback on course content and delivery methods by established timeframe 2) Ascertain availability of facilitators at least two months prior to scheduled commencement of any course 3) Advertise courses to the public at least one month before planned commencment of any course 4.Identification and booking of a safe, sanitised and spacious physical location to accomodate course Coordinate and lead on in-country planning and execution of FIM activities with stakeholders 1) Participate in all the planning and execution of FIM activties; 2) Prepare and Submit a comprehensive FIM Calendar of Events and list of partnering institutions for the given year by 30 September using Calendar Template; 3) Submit a comprehensive post-event report of the FIM programme by 30th November, using post-event report template.

3.1 Plan and execute courses as determined by the Department

25

Annual

3.2 Assist the Department in the planning and execution of Financial Information Month

60

Annual

Coordinate community outreach initiatives including: a) Creative Youth Competition b) Bank of the Year Awards c) Sir Arthur Lewis Memorial Book Award d) Mentorship Programme

1.Participate actively in initiatives as instructed by CRD and as agreed by both parties via written communication (email). 2.Coordinate and lead on in-country planning and execution of activities. 3.Source required information and best fit resource persons for public education and community outreach initiatives.

3.3

Country Manager

Corporate Relations

Grade:

9

WEIGHTING %

Level of Effort (time in hours)

NO.

KEY RESPONSIBILITIES AND DUTIES

STANDARDS

Frequency

4 NETWORKING & CORPORATE IMAGE

10

Enhance the corporate image of the Bank through networking with key stakeholders and the public

4.1

1) Arrange engagements in keeping with set standards and guidelines from the Department Adhoc

Assist with the in-country arrangements and required follow-up for meetings and ECCB delegates' participation in country outreach engagements

25

1) Exhibit a high level of professionalism in terms of deportment; 2) Demonstate ambassadorial skills in both written and oral communication 3) At all times, demonstrate requisite level of confidentiality and sensitivity according to bank's standards/guidelines

4.2 Act as the Bank's in-country representative for official functions and through specified community outreach engagements

25

Daily

1) Maintain relationships with existing partners through annual bank- organised events; 2) Engage a new partner in relation to the bank's strategic initiatives in the areas of Public Education and Community Outreach eg. FIM, School Mentorship Programme, Savings and Investment Courses Daily Perform the leading role in the bank's initiatives as directed by the department and CRD including engagements with the media and meeting with stakeholders as required

4.3 Enhance the Bank's local influence through effective networking and relationship building to support new strategic initiatives

25

4.4 Assume the lead role in the Bank's signature undertakings and other Public Education initiatives at the country level

25

Weekly

9

Country Manager

Corporate Relations

Grade:

WEIGHTING %

Level of Effort (time in hours)

NO.

KEY RESPONSIBILITIES AND DUTIES

STANDARDS

Frequency

10

5 ASSIST WITH MAINTAINING FINANCIAL SECTOR STABILITY Engage in activities that promote and support financial sector stability, one of the key pillars of the Bank 5.1 Provide information and other intelligence to aid the Bank Supervision Department and Financial Stability

1) Continuously monitor media (newspaper, online outlets, etc) for developments that would impact the licensed financial institutions and financial sectors in the country and provide accurate, timely and relevant information by end of business day. Daily 1) Undertake continuous research towards development of policies. 2) Contribute to the development of detailed strategies, action plans or policy briefs that highlight a clear description of the issue and adequate discussion on the options as required. 3) Submit recommendations within agreed timeframes. 4) Submit recommendations with 99% free of grammatical errors and 100% free of computational errors, and should reflect the overall quality standards of the Bank. Daily

30

Team in the execution of their duties pertaining to oversight and analysis of the financial system.

5.2 Prescribe policy recommendations that are congruent with the resolution strategy for the ECCU financial system and the broader policy objectives of the Bank.

20

Other Job Factors

Country Manager

Corporate Relations Currently grade 9

Grade:

Bachelor's degree in Economics, Finance or a Business related discipline. Proposed - Master's Degree in relevant field should be required At least 10 years at a senior level in the public service, such as Ministry of Finance; or working experience at the senior level in a commercial bank. Ability to cope in fast paced environment Ability to work as a team and function independently Strong problem solving skills Strong administrative and organisational skills Strong analytical thinking skills Leadership qualities Effective written and oral communication skills Interpersonal, customer service and networking skills Good IT skills & very good working knowledge of standard software packages and other IT platforms eg zoom, skype

Academic Qualifications (State the minimum qualifications required to successfully perform the job. These are the qualifications that are necessary for a person to be considered for the position. Minimum Experience required (List what experience the person would need to do the job)

Skills and Competencies required (What is the complexity or standardisation of the tasks which are performed?)

Reputational Risks Financial Risk if there is a heist

Consequences of Errors - impact of actions carried out by this position (What are the probable results of inadvertent error or mistake in judgment, interpretation, or exercise of responsibility?)

Staff at all levels External partners at all levels (Monetary Council and Head of State to Man on the Street and students)

Relationships - level and nature of the internal and external contacts (What, if any, clients (internal and external) the staff contacts. Why are these contacts made and how frequently are they made?) Supervisory Controls The nature and extent of direct or indirect controls exercised by the supervisor, the employee’s responsibility and the review of completed work. Guidelines The nature of guidelines and the judgement needed to apply them, example, procedural manuals, established procedures, policies and traditional practices. Supervisory and Managerial Authority The level of delegated supervisory and managerial authorities, which are exercised on a recurring basis. Working Conditions (State if the job requires a person to work in special working conditions. Special working conditions cover a range of circumstances from regular evening and weekend work, shift work, working outdoors, working with challenging clients, and so forth) Physical Requirements (State if the job is physically demanding. A physically demanding job is one where the incumbent is required to stand for extended periods of time, lift heavy objects on a regular basis, do repetitive tasks with few breaks, and so forth)

Working extended hours, during national crises, and to engage in field work; Making presentations at schools across the country;

Good physical fitness

Summary of Key Responsibilities

Country Manager Corporate Relations

9

Grade:

WEIGHTING (%)

NO

KEY RESPONSIBILITY

OPERATIONAL SERVICES

35

1

RESEARCH & ECONOMIC INTELLIGENCE GATHERING

15

2

3 PUBLIC EDUCATION, COMMUNICATION & COMMUNITY OUTREACH

30

NETWORKING AND CORPORATE IMAGE

10

4

ASSIST IN MAINTAINING FINANCIAL SECTOR STABILITY

10

5

100

I have read the job description and understand the responsibilities for my position as a (insert position) in the (insert department. I agree to comply with the rules, regulations and standards of conduct relating to my position. As an employee, I will strive to uphold the mission and vision of the organisation. All employees are required to adhere to the values in all their interactions with customers and fellow employees.

Employee Signature__________________________________________Date________________

I have discussed the job description with the staff who confirmed that he/she fully understands his/her responsibilities as a (insert position) in the (insert department)

Director Signature___________________________________________Date________________

Performance review period: Quarterly

EASTERN CARIBBEAN CENTRAL BANK

CORPORATE RELATIONS DEPARTMENT

PROCEDURES MANUAL

UNDER REVISION 2019

TABLE OF CONTENTS

Page

MISSION STATEMENT ............................................................................................................. 1

MEASURABLE OBJECTIVES .................................................................................................. 1

SUB – DELIVERABLES ............................................................................................................. 4 MEETINGS AND EVENTS UNIT - EXECUTION OF MEETINGS, EVENTS AND

OPERATIONAL SERVICES................................................................................................... 4

PUBLIC EDUCATION AND COMMUNICATION UNIT - DELIVERY OF AN

EFFECTIVE PUBLIC EDUCATION AND COMMUNICATION PROGRAMME ............. 4

STRATEGIC PRIORITIES ........................................................................................................ 6 MEETINGS ADMINISTRATION........................................................................................... 6

PUBLIC EDUCATION ............................................................................................................ 8

INTERNAL COMMUNICATION........................................................................................... 9

EXTERNAL RELATIONS: ..................................................................................................... 9

CORPORATE IMAGE AND PROTOCOL............................................................................. 9

EXTERNAL RELATIONS: ................................................................................................... 10

INFORMATION DISSEMINATION/MEDIA RELATIONS............................................... 10

EXTERNAL RELATIONS: ................................................................................................... 11

COMMUNITY OUTREACH................................................................................................. 11

GUIDELINES FOR THE MANAGEMENT OF MEETINGS AND EVENTS ................... 12 SCHEDULE OF MEETINGS AND EVENTS ...................................................................... 12

MEETINGS OF THE MONETARY COUNCIL AND BOARD OF DIRECTORS ............. 13

MEETINGS OF THE BOARD COMMITTEES ................................................................... 28

SUBCOMMITTEES OF THE ECCB BOARD OF DIRECTORS ........................................ 31

NETWORKING AND CONSULTATIVE MEETINGS ....................................................... 36

HEADS OF DEPARTMENTS/MANAGEMENT COMMITTEE MEETINGS ................... 45

GUIDELINES FOR CO-HOSTING....................................................................................... 46

EVENTS WITH EXTERNAL INSTITUTIONS ................................................................... 46

MEDIA RELATIONS ................................................................................................................ 47 MEDIA COVERAGE............................................................................................................. 47

NEWS RELEASES ................................................................................................................ 48

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1.0 Guidelines for Writing News Releases ................................................................. 48

2.0 Procedures for News Releases .............................................................................. 49

3.0 MEDIA Conference/ MEDIA Briefing Guidelines .............................................. 49

ECCB WEBSITE........................................................................................................................ 51 Updating the website............................................................................................................... 52

1.0 Adding NEWS Releases To the ‘News and Views’ Section Error! Bookmark not

defined.

Edit/Delete Press Releases ........................................................... Error! Bookmark not defined. 2.0 Adding Content To The What’s New Section Of The Home Page ............... Error!

Bookmark not defined.

Editing/deleting what’s new items .............................................. Error! Bookmark not defined. 3.0 Adding Speeches.................................................... Error! Bookmark not defined.

Editing/deleting speeches............................................................. Error! Bookmark not defined. 4.0 Adding Publications............................................... Error! Bookmark not defined.

Deleting Publications ................................................................... Error! Bookmark not defined. 5.0 Events..................................................................... Error! Bookmark not defined.

Adding Events .............................................................................. Error! Bookmark not defined.

Editing/deleting events................................................................. Error! Bookmark not defined. 6.0 Adding Vacancies .................................................. Error! Bookmark not defined.

Editing Vacancies......................................................................... Error! Bookmark not defined.

Deleting Vacancies ....................................................................... Error! Bookmark not defined.

PROTOCOL POLICY AND COORDINATION.................................................................... 53

charitable donations/sponsorship POLICY ............................................................................. 54

community outreach programmes ............................................................................................ 59 ECCB Creative Youth Competition......................................... Error! Bookmark not defined.

OECS/ECCB Under-23 Netball Championship ..................................................................... 60

Bank of the Year Awards......................................................... Error! Bookmark not defined.

Sir Arthur Lewis Memorial Lecture AND BOOK AWARD ................................................. 64

AGENCY OFFICE OPERATIONS.......................................................................................... 69 BANKING AND FINANCIAL SERVICES .......................................................................... 69

ACTING APPOINTMENTS .................................................................................................. 69

CRD 283529

Updated February 2018

ii

Corporate Relations Department

Procedures Manual

DISPOSAL OF PROPERTY.................................................................................................. 69

PROCUREMENT................................................................................................................... 69

HANDLING ABANDONED PROPERTY & CONTENTS OF SAFE DEPOSIT BOXES . 69

REPLENISHMENT OF OFFICE ACCOUNTS .................................................................... 69

SAVINGS AND INVESTMENT COURSE .......................................................................... 70

DATABASE MANUAL FOR MONETARY COUNCIL AND BOARD OF DIRECTORS DECISIONS................................................................................................................................. 71

SAMPLE MASTER CHECK LIST FOR MEETINGS/EVENTS......................................... 79

CHECKLIST FOR AUDITORIUM LAYOUT ....................................................................... 85

GUIDELINES FOR WRITING INVITATIONS .................................................................... 89

SCHEDULE OF ACTIVITIES FOR THE PREPARATION AND LAUNCH OF ECCB’S ANNUAL REPORT.................................................................................................................... 90

ECCB’s MEDIA RELATIONS POLICY................................................................................. 91

1. INTRODUCTION........................................................................................................... 91 1.1Purpose............................................................................................................................... 91

2. COLLABORATING WITH THE MEDIA .............................................................. 91

3.1 Information Disclosure ......................................................................................... 93

3.2 Restrictions ........................................................................................................... 93

3.3 Information Dissemination Process ...................................................................... 93

3.4 Communicating with the Media in a Private Capacity ......................................... 94

PROCEDURES FOR RECOMMENDATION FOR ACTING APPOINTMENT AND TEMPORARY EMPLOYMENT FOR THE AGENCY OFFICES ...................................... 95

AGENCY OFFICES................................................................................................................. 101

REQUESTS FOR DISPOSAL OF EQUIPMENT................................................................. 101

HANDLING ABANDONED PROPERTY AND CONTENTS OF SAFE DEPOSIT BOXES ..................................................................................................................................................... 107

CRD 283529

Updated February 2018

iii

MISSION STATEMENT

To assist the Eastern Caribbean Central Bank in achieving its mission by protecting and enhancing the Bank’s corporate image, maintaining the integrity of the Bank’s administration and improving the level of financial and economic literacy in the Eastern Caribbean Currency Union.

CORE DELIVERABLES

Unit

Core Deliverable

Community Outreach and Corporate Image

 Delivery of an Community Outreach Programme  Assist with maintaining the Bank’s corporate image

Meetings and Events

Flawless Execution of Meetings, Events and Operational Services

Public Education and Communication

 Effective Communication – Internal and External  Delivery of an Effective Public Education Programme

MEASURABLE OBJECTIVES

1. MEETINGS: To maintain the integrity of the administration and communication systems for the Monetary Council, Board of Directors, Management and other meetings to enable the Bank to achieve its statutory, networking and consultative objectives.

2. EXTERNAL RELATIONS: To manage the Bank’s corporate relations in a manner that maximises the relationships and opportunities with partners and the wider public.

3. PUBLIC EDUCATION: To coordinate the ECCU’s Financial and Economic Public Education Programme in an effort to raise the public’s understanding of the ECCB and general economic and financial issues.

4. COMMUNITY OUTREACH: Develop, implement and manage programmes with measurable outcomes that will foster and expand partnerships and participation by selected individuals and groups within the ECCU.

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Procedures Manual

5. INTERNAL COMMUNICATION : To improve communication in a manner that ensures that staff is informed about the Bank’s objectives and the steps being taken to achieve them. 6. PERFORMANCE DEVELOPMENT : To provide avenues for all members of the CRD to enhance their knowledge, skills and personal development, with a view to improving the efficiency and effectiveness of the department.

Develop, implement and manage programmes with measurable expected outcomes that will foster and expand partnerships and participation by selected individuals and groups within the ECCU.

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STAFF COMPLEMENT

NO.

NAME OF OFFICER

DESIGNATION

Headquarters 1.

Shermalon Kirby

Communication Specialist/Acting Director

2. 3. 4. 5. 6. 7. 8. 9.

Beverley Edwards-Gumbs

Deputy Director

Elizabeth Wayland

Senior Corporate Relations Officer Corporate Relations Officer II Corporate Relations Officer II Corporate Relations Officer II Corporate Relations Officer I Senior Technical Assistant Senior Technical Assistant Senior Technical Assistant Senior Administrative Assistant

Acklyn Blaize

Karina Phillips-Somersall

Nigel Browne Dawn Mills Alston Crawford Shana Daniel Marlon Bristol Doldria Penny

10. 11.

Agency Offices 12.

Shirmaine Lynch-Harrigan

Country Manager, Agency Office, Anguilla Senior Administrative Assistant, Agency Office Anguilla Country Manager, Agency Office, Antigua and Barbuda Senior Administrative Assistant, Agency Office, Antigua and Barbuda Country Manager, Agency Office, Commonwealth of Dominica Senior Administrative Assistant, Agency Office, Commonwealth of Dominica Country Manager, Agency Office, Grenada Senior Administrative Assistant, Agency Office, Grenada Country Manager, Agency Office, Montserrat Administrative Officer I, Agency Office, Montserrat Country Manager, Agency Office, Saint Lucia Administrative Officer I, Agency Office, Saint Lucia Country Manager, Agency Office, St Vincent and the Grenadines Senior Administrative Assistant, Agency Office, St Vincent and the Grenadines

13.

Lenisha Richardson

14.

Albert Lockhart

15.

Mary-Jean Benjamin-Prime

16.

Sherma John

17.

Tracey Josephs

18. 19.

Linda Felix-Berkeley Valene Streete-Victor

20. 21. 22. 23. 24.

Angela Estwick

Lola Harris

Everton Sealy Alvinan Richard

Kozel Fraser

25.

Charlene Daniel

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SUB – DELIVERABLES

EXECUTION OF MEETINGS, EVENTS AND OPERATIONAL SERVICES

 Execute flawless administrative arrangements for the Bank’s statutory, consultative and

networking meetings in keeping with the Bank’s approved meeting calendar, procedures

and attendant to-do lists.

 Execute flawless arrangements for the Bank’s events and external requests for meetings

and events in keeping with the Bank’s approved guidelines and attendant to do lists.

 Deliver operational services, through the Agency Offices, on a daily basis to the Banking

and Monetary Operations Department (BMOD ) and Accounting Department (AD) and

conduct weekly currency transactions in collaboration with the Currency Management

Department (CMD).

EFFECTIVE COMMUNICATION – INTERNAL AND EXTERNAL

 Update website within two (2) working days of receipt of new information, and conduct a

weekly review of the website to ensure accuracy.

 Prepare communiqué on Monetary Council meetings for dissemination to the public the

same day of the meeting and arrange media conference for the Monetary Council,

immediately following the meeting, in keeping with the bank’s approved guidelines.

 Prepare and disseminate timely news releases, newsletters, media advisories, and

bulletins to various target audiences in keeping with the Bank’s approved guidelines.

 Prepare and disseminate to staff, appropriate media products to inform staff of the Bank’s

work programme activities, policies and decisions.



Produce

DELIVERY OF AN EFFECTIVE PUBLIC EDUCATION PROGRAMME

Youths:

 Conduct ongoing mentorship sessions in keeping with the Bank’s approved guidelines,

for grades 4, 5 and 6 and quarterly presentations to the schools in collaboration with

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Procedures Manual

partners within ECCB Mentorship schools across the ECCU and administer surveys to

assess the delivery and impact of the sessions.

 Administer on an annual basis, a creative youth competition among schools within the

ECCU, targeting students ages 13-19, in keeping with the Bank’s guidelines which

stipulate for entry, a minimum of 25 submissions per country (that is at least 200 entries

per year).

Adults:

 Conduct, on an ongoing basis, in collaboration with partners across the ECCU, Savings

and Investment and Entrepreneurship Courses, Train the Trainers, and Media Workshops;

and deliver presentations to churches, community groups, business houses in keeping

with the Bank’s approved guidelines.



Public:

a) Conduct ongoing financial education programmes in collaboration with

partners across the ECCU.

b) Negotiate with ECCU media houses for an effective reach of the Governor’s

ECCU Economic Review and the Bank’s Annual Report to the ECCU public

in keeping with the Bank’s approved guidelines.

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STRATEGIC PRIORITIES

NO

STRATEGIC PRIORITIES

LEAD RESPONSIBILITY

1.

Management/Administration of Department

Mrs Ingrid O’Loughlin

2.

Meetings and Events Administration

Ms Acklyn Blaize Ms Dawn Mills Mr Alston Crawford

3.

Public Education

Mrs Shermalon Kirby-Gordon Ms Elizabeth Wayland Mr Nigel Browne Mrs Karina Phillips-Somersall Resident Representatives

4.

Internal Communication

Mrs Shermalon Kirby-Gordon Ms Elizabeth Wayland (backup)

5.

External Relations (a) Protocol

Ms Acklyn Blaize Mrs Karina Phillips-Somersall Resident Representatives

(b)

Corporate Image

Ms Elizabeth Wayland Mr Nigel Browne Resident Representatives

(b)

Survey Administration/Analysis

Mrs Shermalon Kirby Resident Representatives

(c)

Information Dissemination/Media Relations

Mrs Shermalon Kirby Ms Elizabeth Wayland Resident Representatives Ms Elizabeth Wayland Nigel Browne Resident Representatives

(d)

Community Outreach

(e)

Banking and Financial Services

Resident Representatives

MEETINGS AND EVENTS ADMINISTRATION

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Overall Objective: To maintain the integrity of the administration and communication systems in relation to the Monetary Council, Board of Directors, consultative, networking and Management meetings to achieve the Bank’s networking and consultative objectives.

KEY PERFORMANCE MEASUREMENT INDICATORS

1.

Clarity of correspondence to participants.

2. Communication of corporate and other relevant issues to members within the agreed time frames, laid out in CRD Manual of Work Programme Activities. 3. Finalisation of arrangements within timeframes stipulated for various meetings as laid out in CRD Manual of Work Programme Activities. 4. Uniformity in the standard of documentation submitted to meetings of the Monetary Council and Board of Directors. 5. A legally constituted quorum at all meetings of the Monetary Council and Board of Directors. 6. Accurate, clear decisions and follow-up action at the conclusion of a meeting. 7. Preparation and finalisation of the decisions of the Monetary Council and Board of Directors meetings, in collaboration with the Strategic Planning and Projects Department (SPPD), within the stipulated timeframe. Accurate recording of the proceedings. 8. Preparation and finalisation of the minutes of the Board of Directors meetings and the Monetary Council meeting, in collaboration with the Strategic Planning and Projects Department (SPPD), within the stipulated timeframe. Accurate recording of the proceedings. 9. Preparation and dispatch of minutes and to-do-list of Heads of Department/Management meeting within two days of meeting. 10. Follow through on decisions and follow-up actions in collaboration with the Policy Committee (PC) and relevant departments to ensure that action is taken within the specified timeframe. MEASUREMENT INSTRUMENTS A checklist identifying the expected and actual completion dates for each task to identify inefficiencies in the execution process.

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PUBLIC EDUCATION

Overall Objective: To provide the ECCU publics with a basic understanding of selected economic and financial matters to enable them to make informed choices that will contribute to an improved standard of living.

KEY PERFORMANCE MEASUREMENT INDICATORS

1. Established target groups through identification and segmentation of the various publics. 2. A Public Education programme that enhances the public’s understanding and awareness of the Bank’s role in the following areas:  Issuance and management of the EC Currency  Regulation of the availability of money and credit  Regulation of the banking sector  Development and Promotion of a sound financial sector 3. A Public Education programme that advances the basic understanding of the concept of a single financial space and an integrated regulatory framework at all levels of the society. Such programmes include:  Financial Information Month (October) – planned and executed in collaboration with ECCU Financial Information Month Partners  Social Media Platforms (ECCB Connects) – YouTube videos and Facebook page  Savings and Investment and Entrepreneurship Courses 4. A Public Education programme, executed in collaboration with other financial partners, that enhances the public’s awareness and understanding of savings and investment issues.  Annual survey administered to specific public groupings to assess the effectiveness of the programmes.  An assessment of the quantum and nature of changes and adjustments requested by the review team throughout the different review and approval stages.  A checklist identifying the expected and completion dates for each task to indicate inefficiencies in the execution process. MEASUREMENT INSTRUMENTS

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INTERNAL COMMUNICATION

Overall Objective: To improve communication and staff relations within the Bank.

KEY PERFORMANCE MEASUREMENT INDICATORS

1. Clear guidelines for the responsibility of dissemination of information on specific matters. 2. Dissemination of relevant strategic information to staff within the stipulated timeframes. 3. An effective, user-friendly quarterly magazine that enhances the staff awareness of the Bank’s vision, mission and departmental functions and supporting activities.

MEASUREMENT INSTRUMENTS

 An annual survey administered to staff to assess the effectiveness of the communication tools used to inform and educate staff about the Bank’s vision, mission and supporting activities.

EXTERNAL RELATIONS: CORPORATE IMAGE AND PROTOCOL

Overall Objective: To actively promote the desired values and behaviours which define the Bank’s corporate identity.

KEY PERFORMANCE MEASUREMENT INDICATORS

1. Clear guidelines for documentation standards for the Bank. 2. Adherence to established protocol guidelines. 3. Corporate symbols which support the corporate image of the Bank. 4. Promotion of the Bank’s corporate values and associated behaviours during the financial year

MEASUREMENT INSTRUMENTS

 Feedback from internal and external clients to determine the department’s effectiveness in this area.

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EXTERNAL RELATIONS: INFORMATION DISSEMINATION/MEDIA RELATIONS

Overall Objective: To inform our stakeholders and publics about important economic and financial issues that affect their everyday lives and the future of their countries, in a timely manner.

KEY PERFORMANCE MEASUREMENT INDICATORS

1. Adherence to the Bank’s media policy throughout the information dissemination process. 2. Adherence to the documented process which outlines the steps that should be followed to ensure that the purpose of all corporate information is determined, key audiences are identified, key messages are agreed, and the effectiveness of each document is reviewed and evaluated. 3. News Releases written in accordance with the stipulated standards. 4. News Releases dispatched within 24 hours of the event. 5. Organisation of media briefings to meet the specific needs of the Bank 6. An effective internet presence that ensures that the Bank’s website is user friendly, current and informative.  An assessment of the quantum and nature of changes and adjustments requested by the review team throughout the different review and approval stages.  Annual survey to assess the impact and effectiveness of the Bank’s communication tools.  A checklist identifying the expected and actual completion dates for each task to indicate inefficiencies in the execution process. MEASUREMENT INSTRUMENTS

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EXTERNAL RELATIONS: COMMUNITY OUTREACH

Overall Objective: To execute the Bank’s community outreach programmes in a manner that maximises the relationships and opportunities with corporate clients and the wider public.

KEY PERFORMANCE MEASUREMENT INDICATORS

1.

Development of an External Relations Policy

2. Management and promotion of the Bank’s community outreach programmes in a manner that gives public exposure to the Bank and positively influences the way in which it is perceived by its corporate clients and the wider public. Such programmes include:  Sir Arthur Lewis Memorial Lecture  ECCB Creative Youth Competition  Bank of the Year Awards  OECS/ECCB Under-23 Netball Tournament  ECCU Primary Schools Mentorship Programme 3. Execution of the Bank’s community outreach programme in accordance with the agreed standards. MEASUREMENT INSTRUMENTS An impact assessment of the Bank’s community outreach programme. The assessment will analyse: (a) the level of media exposure given to the events throughout the ECCU and, (b) the level of participation.

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GUIDELINES FOR THE MANAGEMENT OF MEETINGS AND EVENTS

SCHEDULE OF MEETINGS AND EVENTS

In September, the following requests are issued:

1) Heads of Departments – submission of special meetings or workshops being considered

2) Agency Offices - to collate the public holidays for the next year

3) Governor’s Office – to collate regional and international meetings under consideration by

the Governor

4) Strategic Planning and Project Department – quarterly meetings with the OECS

5) Eastern Caribbean Regulatory Commission – quarterly Board Meetings of the

Commission

6) Support Services Management Department – special or quarterly meetings with the

Chiefs of Security of Central Banks or Commissioners of Police

A response is due two weeks after the request is issued via email.

The following table contains a list of standing meetings that are held by the ECCB annually:

STANDARD MEETINGS OF ECCB

STATUTORY MEETINGS

CONSULTATIVE MEETINGS

NETWORKING MEETINGS

1. Joint Meeting with Accountants General, Directors of Audit and Budget Directors

1. Financial Secretaries Meeting

1. Monetary Council

2. Meeting with Banks and Non-Bank Financial Institutions 3. Joint Meeting with Attorneys General and Chief Parliamentary Counsels

2. Meeting with Directors of Social Security

2. Board of Directors

3. Joint Meeting with Comptrollers of Inland Revenue and Customs

a) Board Investment Committee

b) Board Audit and Risk Committee c) Board Budget and Human Resource Committee

4. Consultation with Development Banks

4. Meeting with Directors of Statistics

5. Meeting of the Regulatory Overisght Committee 5. Meeting of the Regional Debt Coordinating Committee

d) Board Pension Fund/Pension Fund Trustees

6. Meeting with Heads of Policy Units

The CRD, in collaboration with the Governor’s Office and the Strategic Planning and Projects Department, prepares the Schedule of Meetings for the calendar year (January to December) by the end of November of the previous year. This is to include the medium and location for all meetings.

Following the preparation of the Schedule of Meetings, the lead officer prepares the Due Date for Papers section of the Schedule.

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In January, the Schedule of Meetings is circulated to Management with copy to the ECCB Admin Prof email group and the Agency Offices. Adjustments are made accordingly.

1.0

SCHEDULING

1) The respective coordinating departments check the Bank’s calendar of meetings (ECCB Meetings - available in the public folder in Microsoft Outlook) to determine whether the calendar is clear for the proposed date and requests CRD to make tentative reservation for their meetings.

2) Coordinating departments liaise with the Governor’s Office to confirm the availability of the Governor for the proposed date if he is required to attend.

3) Coordinating department sends request to CRD via email, at least 4-6 weeks prior to the meeting, for confirmation and booking of the proposed date and for adding the meeting to the Bank’s calendar. The request should include confirmation of availability of Governor. 4) CRD grants clearance and updates the Bank’s calendar if the date is convenient. For videoconferences, the above steps apply and a videoconference request form should also be completed and emailed to the CRD no less than seven (7) days before the date of the meeting. 5) For teleconferences, the coordinating department reserves the equipment by booking it online in MS Outlook. There are two extensions available for teleconferences and two folders for bookings—one for each extension.

MEETINGS OF THE MONETARY COUNCIL AND BOARD OF DIRECTORS

1.0

Prior to the Meeting

1.1

Date and Time

1)

Consult with the Schedule of Meetings/Due Date for Papers

2)

Reconfirm that the dates and time in the calendar are correct

3) Specifically, for Board Subcommittee Meetings (Audit and Risk, Budget and Human Resource, Investment) - Consult with the Senior Director, CRD to ensure that they should be convened. i. Consult with the lead departments on the time required for each Subcommittee meeting, notify Senior Director CRD of the same. ii. Adjust schedule and timing for Board Subcommittee meetings as required.

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iii. Prepare schedule for Board Meetings for discussion with/approval by Governor.

1.2 Notification of Meeting

1) Dispatch save the date information by WhatsApp to Council and Board Members.

2) Prepare and dispatch email notification of the meeting to Council and Board Members six (6) weeks before the date of the meeting. i. Each Monetary Council Member is to submit the name of his respective Adviser to attend the meeting. ii. Where a Monetary Council Member is not able to attend, he may designate an Alternate, who shall be a Minister, to attend on his behalf. 3) For Monetary Council meetings and Handing Over Ceremonies outside of the ECCB Headquarters territory: i. Prepare and dispatch notice at least sixteen (16) weeks before the date of the meeting. ii. Provide the Resident Representative with memorandum and checklist (868407) detailing the administrative arrangements to be undertaken by the Agency Office. Correspondence to the Resident Representative should be submitted at least four to five months before the date of the meetings. 4) Follow up with Council (and Adviser), Board Members and Governor to confirm their attendance to ensure that there will be a quorum. Notify Senior Director CRD of confirmations 2 weeks before meeting date, to allow for any necessary actions by the Governor. 5) Specific for Monetary Council Meetings: Following receipt of the name of Council meeting attendee and Adviser, but prior to the convening of the Monetary Council Meeting, verify the legality of each government’s representative or Alternate Member: i. If a repeat meeting attendee has been confirmed - request of Legal Services Department (LSD) for CRD to review the Book of Oaths. A lapse of one (1) year from attendance at a Monetary Council Meeting, requires the oath to be retaken. ii. If a new meeting attendee has been confirmed - If the Adviser or Alternate Member has never taken the required Oaths, arrange for same (in-house at Headquarters or through the Agency Office in the Adviser’s or Alternate Member’s territory). The oath must be administered prior to attending the Monetary Council Meeting.

Note: There is no need to verify the legality of representatives attending the Board of Directors Meeting as there are no Alternate Board Members.

1.3

Agenda and Papers

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