Upload
osborne-underwood
View
242
Download
2
Embed Size (px)
Citation preview
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
Administrative Reforms Division 27 October 2008
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
Administrative Reforms Division 27 October 2008
• 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
Administrative Reforms Division 27 October 2008
Administrative Reforms Division 27 October 2008
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
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 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
Administrative Reforms Division 27 October 2008
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.
Administrative Reforms Division 27 October 2008
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
Administrative Reforms Division 27 October 2008
• Quality Management Initiatives
• Customer Care/ ‘Putting People First’ Concept
• Modernisation of Services
• Capacity Building
Administrative Reforms Division 27 October 2008
Administrative Reforms InitiativesAdministrative Reforms Initiatives
Administrative Reforms Division 27 October 2008
Total Quality ManagementTotal Quality Management
Performance Management System Performance Management System (PMS)(PMS)
in the Civil Servicein the Civil Service
Administrative Reforms Division 27 October 2008
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.
Administrative Reforms Division 27 October 2008
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.
Administrative Reforms Division 27 October 2008
Background (contd)Background (contd)
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.
Administrative Reforms Division 27 October 2008
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)
Background (contd)Background (contd)
Administrative Reforms Division 27 October 2008
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.
Administrative Reforms Division 27 October 2008
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
• 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
Administrative Reforms Division 27 October 2008
• 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
Administrative Reforms Division 27 October 2008
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
Performance Management SystemPerformance Management System
Administrative Reforms Division 27 October 2008
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 SystemPerformance Management System
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
Performance Management SystemPerformance Management System
Administrative Reforms Division 27 October 2008
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)
Performance Management SystemPerformance Management System
Administrative Reforms Division 27 October 2008
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
Performance Management SystemPerformance Management System
Administrative Reforms Division 27 October 2008
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
Administrative Reforms Division 27 October 2008
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.
Administrative Reforms Division 27 October 2008
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.
Key Features of PMS (contd)Key Features of PMS (contd)
Administrative Reforms Division 27 October 2008
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)
Administrative Reforms Division 27 October 2008
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
Administrative Reforms Division 27 October 2008
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)
Administrative Reforms Division 27 October 2008
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
Administrative Reforms Division 27 October 2008
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
Administrative Reforms Division 27 October 2008
Top management commitment
Involvement and participation of staff
Communication
Change of mindset
Training
Conditions for successConditions for success
Administrative Reforms Division 27 October 2008
THANK YOUTHANK YOU