Download - Republic of Mauritius Ministry of Civil Service and Administrative Reforms Spearheading Administrative Reforms in the Civil Service Administrative Reforms

Republic of Republic of MauritiusMauritius

Ministry of Civil Service and Administrative

Reforms

Spearheading Administrative Reforms in the Civil Service

Administrative Reforms Division 27 October 2008

Population – 1.25 million Population growth (annual %) – 0.63% Overall Population density – 638 per km2 Life expectancy – 72 years GDP – MUR 206 billion (USD 6.6 billion) GDP growth (annual %) – 5% Annual Income per Capita – MUR 165, 000 (USD 5,297) Adult Literacy Rate – 85%

Source: Central Statistical Office - 2006

About MauritiusAbout Mauritius


Mauritius is a parliamentary democracy that has a unicameral system of parliament, with a National Assembly of elected MPs, and is based on the Westminster model with a clear separation of powers between the:

Legislature – Power to make laws shall be exercisable by Bills passed by the National

Assembly and assented by the President

Judiciary – Structured judicial system consisting of Supreme Courts, Intermediate

Courts and District Courts

Executive - Administers the affairs of the nation and is exercised by the Cabinet headed by

the Prime Minister

System of GovernmentSystem of Government


• Prime Minister is appointed by the President based on the ability to command the majority in parliament

• Cabinet Ministers are appointed by the President on the advice of the Prime Minister

• Cabinet Solidarity and collective responsibility is a key principle of government

• Ministries are headed by Cabinet Ministers who are responsible for the business of their respective Ministries in Parliament

MinistersMinisters



A non-partisan and professional public service which serves the government of the day

The Secretary to Cabinet is also the Head of the Civil Service, and has overall responsibility for the proper functioning of the Civil Service

Supervising officers are responsible and also act as accounting officers of Ministries / Departments

Secretary of CabinetSecretary of Cabinet& Supervising Officers& Supervising Officers


• 22 Ministries Core 50,000 Public 26 Occupational• 58 Departments Civil Officers Classes

Service 1500 grades

• Local Authorities:• 5 Municipalities &• 4 Districts Councils 30 000 Officers

• 90 Parastatal Bodies• (Statutory Bodies, Public Entreprises)

• TOTAL NUMBER OF PUBLIC OFFICERS: 80,000

Structure/Overall Workforce of the Public service


Vision of the GovernmentVision of the Government

The overall vision of Government is to develop Mauritius into a Modern nation, enhance its competitiveness in the global market and improve the quality of life of the people.


Vision of the Ministry of Civil Service Vision of the Ministry of Civil Service & Administrative Reforms& Administrative Reforms

To create a modern and efficient

Public Service to achieve excellence in the delivery of public

services and to ensure good governance

To be a driver, catalyst and facilitator for the Development of effective and efficient human resources in the Civil Service

To spearhead administrative reforms so as to enable the delivery of quality and timely services to the public

To enhance skills of public officers through different forms of training

Mission Statement of the Ministry of Mission Statement of the Ministry of Civil Service & Administrative ReformsCivil Service & Administrative Reforms


• Quality Management Initiatives

• Customer Care/ ‘Putting People First’ Concept

• Modernisation of Services

• Capacity Building


Administrative Reforms InitiativesAdministrative Reforms Initiatives


Total Quality ManagementTotal Quality Management

Performance Management System Performance Management System (PMS)(PMS)

in the Civil Servicein the Civil Service


BackgroundBackground

The impetus for a new PMS emerged from the need to build a modern and efficient Civil Service in Mauritius.

1963 Annual Confidential Report introduced Obsolete; merely an administrative

formality.

2001 - High level Task Force set up by Government, came up with

recommendations for a Performance Management Framework.


Background (contd)Background (contd)

2005 - Government vision for a results-oriented public service – Action Plan 2005 - 2010

PMS strategic tool to develop performance culture among public officers to fulfill government’s vision.

- Mauritius is moving at a much higher pace today.



Wide consultationsTraining of over 400 officers2006 - Pilot implementation of Performance

Appraisal System among Personnel Cadre.

- Performance Management System in 3 Departments.

2007 -16 Mins/Depts identified for the implementation of PMS.


In 2007, the Honourable Prime Minister highlighted the importance of PMS:-

“Our vision of modern public sector management is geared towards performance and results. As part of the public sector reforms programme under way, the performance management system, which is a central component of this strategy, has been introduced in the public service since last year and I am told it will be fully operational by the end of 2008. These reform initiatives will definitely pave the way for the public sector to become the main source of competitive advantage in our economy. In the years to come, the public sector will be called upon to spearhead sustained economic and social development.”

(Extract of Prime Minister’s Speech)



Performance Management SystemPerformance Management System

What is PMS?

In broad terms, PMS is a management tool to manage and improve performance at all levels in the organisation.

It is a very important and integrated reform strategy whereby better results are obtained from the organisation, teams and individuals by understanding and managing performance within an agreed framework of planned goals, objectives, standards and competencies.


The process includes:-• Planning work and setting targets in line with

organisation objectives

• Continually monitoring performance

• Developing Capacity to perform

• Periodically rating performance

• Rewarding good performance and tackling poor performance


• It translates corporate goals into individual, team, departmental and divisional goals

• It helps to clarify corporate goals

• It is a continuous and evolutionary process, in which performance improves over time

• It relies on consensus and cooperation rather than control and coercion

• It encourages self-management of individual performance

• It should apply to all staff

Main Principles of PMSMain Principles of PMS


• It requires management style that is open and honest and encourages two way communications between supervisors and subordinates

• It requires continuous feedback

• Feedback loops enable the experience and knowledge gained on the job by individuals to modify corporate objectives.

• It measures and assesses all performance against jointly agreed goals

• It is not primarily concerned with directly linking performance to financial reward

Main Principles of PMSMain Principles of PMS


Why PMS?

Globalisation Process/ Competitive world environment

Technical developmentsPeople are looking for better servicesAccountability towards stakeholdersGovernments have no alternative than to create a

public service which is dynamic, proactive, vibrant, forward looking, innovative, effective, performing and results-oriented based on fundamental principles of incorruptibility, meritocracy and impartiality



Why adopt PMS?

Helps focus on key areas of activities identified through strategic planning,

Establishes links between organisational development/ goals/ objectives delivery of quality services and development of employees at work,

Creates a common bond of ownership among all employees; and

Creates an environment where all individuals are developed and inspired to improve performance.


Objectives of PMS

Establishing system credibilityCommunicating the sincerity of purpose both for

the individual and for the organisationProvide a sense of direction and assist in focusing

effortsCreate an empowering environmentCreate a process ownershipCreate a performance cultureEncourage participation through dialogueBuild competencies



Outcomes/ Benefits of PMS

Organisation Align Corporate, individual and team objectives Helps focus on key areas of activities (KRAs) Creates a common bond of ownership among all

employees

For managers Support leadership, motivating and teambuilding

processes For providing non-financial rewards to staff (e.g

recognition, praise, opportunity for growth & development)



Outcomes/ Benefits of PMS

For individuals

Individual performance begins to be seen in the context of its contribution to the organisation objectives

Consequently, individual performance does not exist in isolation – the collective performance of all has to result in the organisations’ achievement

Greater clarity of roles & objectivesEncouragement and support to perform well



PMS at organisation level

Vision Mission of the Min./ Dept

Strategic Plan

PMS CYCLE

Final Performance Review (Formal)

• Organisation• Section• Individual

Moderation

Government ProgrammeObjectives, priorities &

mandates

PMS at section/unit level

Section/ Unit Plans

PMS at Individual level

-Work Plan-Development Plan

ModerationProgress Review/ Mid-term review(Formal)

• Organisation – Top Management• Section – Head• Individual – Appraisee/ Appraiser

Moderation

Key Features of PMSKey Features of PMS

PMS integrates all levels of the organisation starting from the Top Management where strategic planning starts down to the individuals who carry out the day-to-day tasks.

The 3 main levels are:

organisational level section/unit level individual level


Key Features of PMS (contd)Key Features of PMS (contd)

At organisational level

1. Develop strategic plan for a specific period. Set out objectives and Key Result Areas (KRAs)

for the Min/Dept. Develop Key Performance Indicators (KPIs) for

each KRA.

2. Measure organisational performance.

3. Review achievement/non-achievement of objectives.


At section/unit level

1. Develop section/unit plan for a specific period based on strategic plan. Set out objectives and KRAs for section/unit derived from strategic plan. Develop KPIs for each KRA.

2. Measure performance of section/unit.3. Review achievement/non-achievement of

objectives.



At individual level (Performance Appraisal)

1. Develop work plan based on section/unit plan. Set out KRAs and Key Tasks for each KRA. Develop Performance Standards for each Key Task.

2. Measure performance of individual.3. Review achievement/non-achievement of

KRAs/Key Tasks.



Key Features of PMS (contd)Key Features of PMS (contd) The Appraisal System

Why Appraise?• To know the strengths and weaknesses of our

officers• To spot talents as early as possible• To better deploy and develop our officers

What is Appraised?• Performance• Potential


A 5-phased Approach is used

Phase I - Project start-up - Sensitisation and Awareness - Analysis of organisation

Phase II - Project Write Up: Guidelines/Forms/Policy Manual

Phase III - Training

Phase IV - Pilot Testing

Phase V - Implementation

Implementation of PMS (contd)Implementation of PMS (contd)


Institutional Framework

Top Gov’t level:

Central Ministry level:

Min/Dept level:

PMS Agents:

Unit/Section level:

High Level Steering Cttee on Public Sector Reforms. Chaired by Sec. to Cabinet & Head of CS

Central Performance Management Monitoring Cttee.Chaired by Supervising Officer, M/CS&AR

PMS Steering Cttee & Monitoring Cttee.Chaired by Responsible Officer/ Head of Dept

PMS Coordinator-Provides technical advice and guidance.PMS Facilitator-Executes project

Implementation Work Team Operate at grassroots levels

To date some 77 projects across the Civil Service are being implemented.

Almost all Ministries / Departments.

Implementation of PMS Implementation of PMS


Shared understanding among officers about vision, mission, broad objectives and core values of their organisation

Greater clarity of officers’ roles and contribution towards unit/ organisation objectives

Enhanced communication process based on– Agreed mutual objectives/ targets– Continuous feedback

Better understanding of the concept of Programme Based Budgeting

Facilitates implementation of other Reforms

Experience acquired


Top management commitment

Involvement and participation of staff

Communication

Change of mindset

Training

Conditions for successConditions for success


THANK YOUTHANK YOU

Download - Republic of Mauritius Ministry of Civil Service and Administrative Reforms Spearheading Administrative Reforms in the Civil Service Administrative Reforms

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