Republic of Mauritius

1. Republic of Mauritius Ministry of Civil Service and Administrative Reforms Spearheading Administrative Reforms in the Civil Service Administrative Reforms Division 27 October 2008

3. About Mauritius • 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 Administrative Reforms Division 27 October 2008

4. System of Government 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 Administrative Reforms Division 27 October 2008

5. Ministers • 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 Administrative Reforms Division 27 October 2008

6. Secretary of Cabinet& Supervising Officers • 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 Administrative Reforms Division 27 October 2008

7. Structure/Overall Workforce of the Public service • 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 Administrative Reforms Division 27 October 2008

8. 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. Administrative Reforms Division 27 October 2008

9. 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 Administrative Reforms Division 27 October 2008

10. Mission Statement of the Ministry of Civil Service & Administrative Reforms • 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 Administrative Reforms Division 27 October 2008

11. Administrative Reforms Initiatives • Quality Management Initiatives • Customer Care/ ‘Putting People First’ Concept • Modernisation of Services • Capacity Building Administrative Reforms Division 27 October 2008

12. Total Quality Management Administrative Reforms Division 27 October 2008

13. Performance Management System (PMS)in the Civil Service Administrative Reforms Division 27 October 2008

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

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 government’s vision. - Mauritius is moving at a much higher pace today. Administrative Reforms Division 27 October 2008

16. 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

17. Background (contd) 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) Administrative Reforms Division 27 October 2008

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

19. 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

20. Main Principles of PMS • 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 Administrative Reforms Division 27 October 2008

21. Main 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 Administrative Reforms Division 27 October 2008

22. Performance Management System • 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 Administrative Reforms Division 27 October 2008

23. Performance Management System • 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.

24. Performance Management System • 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 Administrative Reforms Division 27 October 2008

25. Performance Management System • 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) Administrative Reforms Division 27 October 2008

26. Performance Management System • 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 & objectives • Encouragement and support to perform well Administrative Reforms Division 27 October 2008

27. Government Programme Objectives, priorities & mandates PMS at section/unit level Section/ Unit Plans PMS at organisation level Vision Mission of the Min./ Dept Strategic Plan • Final Performance Review (Formal) • Organisation • Section • Individual • Moderation PMS CYCLE PMS at Individual level -Work Plan -Development Plan Moderation • Progress Review/ Mid-term review • (Formal) • Organisation – Top Management • Section – Head • Individual – Appraisee/ Appraiser • Moderation

28. Key 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

29. Key Features of PMS (contd) At organisational level 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. Measure organisational performance. Review achievement/non-achievement of objectives. Administrative Reforms Division 27 October 2008

30. Key Features of PMS (contd) • At section/unit level • 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. • Measure performance of section/unit. • Review achievement/non-achievement of objectives. Administrative Reforms Division 27 October 2008

31. Key Features of PMS (contd) • At individual level (Performance Appraisal) • Develop work plan based on section/unit plan. • Set out KRAs and Key Tasks for each KRA. • Develop Performance Standards for each Key Task. • Measure performance of individual. • Review achievement/non-achievement of KRAs/Key Tasks. Administrative Reforms Division 27 October 2008

32. 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

33. Implementation of PMS (contd) 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 Administrative Reforms Division 27 October 2008

34. High Level Steering Cttee on Public Sector Reforms. Chaired by Sec. to Cabinet & Head of CS Institutional Framework Top Gov’t level: Central Ministry level: Min/Dept level: PMS Agents: Unit/Section level: 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

35. Implementation of PMS To date some 77 projects across the Civil Service are being implemented. Almost all Ministries / Departments. Administrative Reforms Division 27 October 2008

36. Experience acquired • 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 Administrative Reforms Division 27 October 2008

37. Conditions for success • Top management commitment • Involvement and participation of staff • Communication • Change of mindset • Training Administrative Reforms Division 27 October 2008

38. THANK YOU