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  • Slide 1
  • Republic of Mauritius Ministry of Civil Service and Administrative Reforms Spearheading Administrative Reforms in the Civil Service Administrative Reforms Division 27 October 2008
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  • Slide 3
  • Population 1.25 million Population growth (annual %) 0.63% Overall Population density 638 per km 2 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 Mauritius Administrative Reforms Division 27 October 2008
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  • 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 Government Administrative Reforms Division 27 October 2008
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  • 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 Ministers Administrative Reforms Division 27 October 2008
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  • 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 Cabinet & Supervising Officers
  • Slide 7
  • Administrative Reforms Division 27 October 2008 22 Ministries Core 50,000 Public 26 Occupational 58 Departments Civil Officers Classes Service 1500 grades Local Authorities: 5 Municipalities & 4 Districts Councils30 000 Officers 90 Parastatal Bodies (Statutory Bodies, Public Entreprises) TOTAL NUMBER OF PUBLIC OFFICERS: 80,000 Structure/Overall Workforce of the Public service
  • Slide 8
  • Administrative Reforms Division 27 October 2008 Vision 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.
  • Slide 9
  • Administrative Reforms Division 27 October 2008 Vision of the Ministry of Civil Service & Administrative Reforms To create a modern and efficient Public Service to achieve excellence in the delivery of public services and to ensure good governance
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  • 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 Civil Service & Administrative Reforms Administrative Reforms Division 27 October 2008
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  • Quality Management Initiatives Customer Care/ Putting People First Concept Modernisation of Services Capacity Building Administrative Reforms Division 27 October 2008 Administrative Reforms Initiatives
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  • Administrative Reforms Division 27 October 2008 Total Quality Management
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  • Performance Management System (PMS) in the Civil Service Administrative Reforms Division 27 October 2008
  • Slide 14
  • Background 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. Administrative Reforms Division 27 October 2008
  • Slide 15
  • 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 governments vision. - Mauritius is moving at a much higher pace today. Administrative Reforms Division 27 October 2008
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  • Background (contd) Wide consultations Training of over 400 officers 2006 - 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. Administrative Reforms Division 27 October 2008
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  • 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 Ministers Speech) Background (contd) Administrative Reforms Division 27 October 2008
  • Slide 18
  • Performance 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. Administrative Reforms Division 27 October 2008
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  • 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 Administrative Reforms Division 27 October 2008
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  • 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 PMS Administrative Reforms Division 27 October 2008
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  • 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 PMS Administrative Reforms Division 27 October 2008
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  • Why PMS? Globalisation Process/ Competitive world environment Technical developments People are looking for better services Accountability towards stakeholders Governments 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 Performance Management System Administrative Reforms Division 27 October 2008
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  • 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. Performance Management System
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  • Objectives of PMS Establishing system credibility Communicating the sincerity of purpose both for the individual and for the organisation Provide a sense of direction and assist in focusing efforts Create an empowering environment Create a process ownership Create a performance culture Encourage participation through dialogue Build competencies Performance Management System Administrative Reforms Division 27 October 2008
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  • 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