La Fonction publique avance à grands pas ».

Transcription

R ep u b lic of Mau ritiu s
Update
A Public Sector Newsletter ...a professional public service committed to excellence
A publication of the Ministry of Civil Service and Administrative Reforms
Issue No.1
August 2012
Mauritius Ratifies African Charter
on Values and Principles of Public
Service and Administration
Interview:
Sutyadeo Moutia
Public Service
Excellence
Award 2011
« La Fonction
publique avance
à grands pas ».
Building a Culture of
Integrity in the Public
Service
4. Miss Bindiya Devi MUNRAKHAN 5. Mrs Dahmiantee BEEHARRY PANRAY 6. Mr Balmick FAWDAR
7. Miss Roukaiyah COOWAR 8. Hon. Sutyadeo MOUTIA 9. Mr Sateeaved SEEBALUCK 10. Mr Ravin DAJEE
From left to right: 1.Mrs Meenakshi Devi RAMDANY 2. Mrs Firdaus JEEAWOODY CHOYCHOO 3. Mrs Neelda DOMAH
Droopnath Ramphul State College
Public Service Excellence Award Grand Winner 2011
Ta b l e o f C o n t e n t s
2-3
4-6
Civil Service Reforms Strategy
Interview du ministre de le Fonction
Publique et des Réformes Administratives : “La fonction
publique avance à grands pas”
Quality Service delivery
Editorial
1.
2.
3.
4.
5.
Mrs I.M. Oree, Permanent Secretary
Mr A.K. Hoolass, Permanent Secretary
Mr G. Gukhool, Principal Assistant Secretary
Mr K. Samlall, Principal Assistant Secretary
Mrs P. Beeharry, Director, Human Resource
Management
6. Mr S.D. Jannoo, Human Resource Management
Officer
7. Mr N. Lobind, Assistant Secretary
8. Mrs O. Vinktaremdoo, Assistant Secretary
9. Mr S. Buton, Assistant Secretary
10.Mr S. Coolen, Head, Safety and Health Unit
11.Mr S. Seeburn, Adviser on Civil Service Matters
12.Mrs B. Boyjoo, Adviser on Information Matters
13.Mr D. Mooloo, Executive Officer
The Editorial Team would like to place on record the
valuable advice and support from
Mr Subash Gobine, Director of Communications,
Prime Minister’s Office and
Mr Pradeep Goburdhone, Ag Principal Information
Officer, Government Information Service, Prime
Minister’s Office.
The Editorial Team would also like to thank
Mr S. Green and his team of the Government
Printing Office for help and support extended in the
publication of this Magazine.
This Newsletter will be published on a terannual
basis. Articles appearing in this Newsletter reflect
the views of the authors and not necessarily those of
Ministry of Civil Service and Administrative Reforms.
6
7
8
9
10
10
11-12
13-15
16
17-23
42
Help desk
African Charter on the Values and Principles of Public Services
and Administration
Africa Public Service Day (APSD) and United Nations Public Service Day (UNPSD)
Enhancing Counter Services/ Customer Care
Promoting the delivery of Quality Customer Services
Gérer les risques de corruption dans la fonction publique
Questions à Sadhna Panchoo
ISO Certification Scheme
Promoting Harmonious Employment Relations Through Dialogue
Public Service Excellence Award
Regional and International Public Sector Awards
Building an Ethical Culture
24-25 Code of Ethics for Public Officers
41 Building a Culture of Integrity in the Public Service
Welfare
26-29 Public Officers’ Welfare Council
Human Resource Development
30
31
32-33
34-35
Office Care Attendants
Synergy in Prosecuting Offenders
Manning and Reinforcing the Administrative Cadre
La Civil Service Library
Human Resource and Health and Safety
36-38 Performance Management System in the Civil Service
39-40 The Occupational Safety and Health Unit
43 Promoting Trade Unions Rights Through the Reinforcement of Social Dialogue
People
44-47 Portrait: (i) Shailen Dursun
(ii) Yasdev Kistomohun
48-49Appointments
Civil Service Reforms Strategy
Civil Service
Civil Service
Reforms
Reforms
StrategyStrategy
Workshop on report of the
World Bank
The Ministry of
Civil Service and
Administrative Reforms
in collaboration with
the World Bank
organised a Workshop
on 4 and 5 April 2012
at Labourdonnais
Waterfront Hotel,
Caudan - Port Louis
with a view to set the
basis for a Civil Service
Reforms Strategy in
line with the Maurice
Ile Durable concept.
The workshop is a follow up
of a Draft Technical Overview
Note submitted, in August
last year, by the World Bank,
under the First Public Sector
Performance Development
Policy Loan to assist
Government to move ahead
with reforms by providing
support in social protection
and public sector efficiency,
including the productivity of
human resources in the civil
service and competitiveness.
The workshop was attended
by Supervising Officers of all
Ministries, stakeholders from
the Private Sector and Trade
Unions, NGO and Consumer
Protection Organisations.
In his keynote address at
the opening ceremony, the
Minister for Civil Service
and Administrative Reforms,
2
highlighted that there should
be a series of bold changes
in the public sector to match
the changing socio-economic
landscape together with
political, economic, social,
technological, environmental
and legal contributions.
“We need to move towards
a responsive civil service that
would support Government’s
vision of a modern and
economically strong nation while
sustaining our commitments.
There should be increased
levels of accountability, costefficiency and responsiveness
to meet the expectations of the
citizens which certainly require
a real cultural change” said the
Minister.
Mr Osman Mahomed,
Executive Chairman, Maurice
Ile durable Commission made
a presentation on “Maurice
Ile Durable” with a view to
ensuring that the discussions
are directed towards
Government’s Strategy. Mr
R.P Ramlugun, Permanent
Secretary, Ministry of Education
& Human Resources spoke on
” Education and the Human
Resource Strategy- The
Process” which is a home
grown strategy and accepted by
the World Bank.
After the plenary discussion
the participants broke out in
four groups each assigned
with a specific theme namely
Modernising Service Delivery,
Human Resources, Citizens
Engagement, and Capacity
Building & Skills Development.
In light of the discussions and
proposals made, the World
Bank will come up with a
revised Technical Overview
Note which will be the basis
to the development of a Civil
Service Reforms Strategy.
Pending the elaboration of a
comprehensive and integrated
Civil Service Strategy, the
Ministry of Civil Service
and Administrative Reforms
has identified the following
quickwins that can be driven
by streamlining and simplifying
certain processes:
l
l
l
l
simplifying procedures for
the prescription of schemes
of service;
use of ICT;
enhancement of the work
environment to improve staff
morale; and
Public Service Excellence
Award
3
Interview
Le ministre Sutyadeo
Moutia, explique
l’objectif d’Update,
parle de ses
réalisations et des
projets mis en œuvre
afin d’offrir un service
de qualité au public.
L’amélioration du
cadre de travail de
l’employé, la formation
et les réformes
enclenchées sont des
sujets qui lui tiennent
également à cœur.
Pour lui la fonction
publique est loin d’être
statique.
Quel but souhaitez-vous
à atteindre en publiant
Update, la nouvelle
newsletter du ministère de
la Fonction Publique et des
Reformes Administratives ?
Update vient combler un vide. Il
sera un outil de communication
important pour les fonctionnaires
et nos partenaires. Malgré le fait
qu’il existe un portail informant
les visiteurs des activités du
ministère, il s’avère que certains
fonctionnaires n’ont pas accès
à un ordinateur ou l’Internet
sur leur lieu de travail. C’est
pourquoi nous avons décidé
de lancer une newsletter. Cette
publication permettra ainsi
une présence récurrente et
régulière du ministère dans la
vie des fonctionnaires tout en les
informant des sujets importants.
Update vient également
équilibrer les choses par rapport
aux médias en présentant les
nombreuses réalisations de la
fonction publique. Bref, nous
voulons être un secteur qui
s’exprime sur son métier, son
environnement, sa politique et
ses engagements sociétaux.
4
Sutyadeo Moutia, ministre de
« La fonc
Vous avez pris vos fonctions
en aout 2011. Quelles sont
les réalisations dont vous
êtes le plus fier ?
Il y en a plusieurs. Ce qui m’a
frappé en arrivant ici c’est le
nombre de problèmes que
rencontraient les fonctionnaires
au niveau professionnel mais
surtout le temps que les
officiers prenaient – et cela pour
différentes raisons- à trouver une
solution. Nous avons essayé de
voir comment être a l’écoute des
fonctionnaires et nous avons crée
un Help Desk en mars de cette
année au ministère de la Fonction
Publique et des Réformes
Administratives. Cet espace est
dédié à tous les employés du
secteur public qui font face à des
soucis d’ordre professionnel.
Ils peuvent être rassurés que
ce service considère en toute
confidentialité les requêtes des
employés qui nécessitent des
clarifications ou une assistance
sur des questions spécifiques
relatives à leurs conditions de
service. La personne attachée à
ce service joue le rôle de conseil
auprès de ceux qui font appel à
elle. Cette dernière assure le
suivi des dossiers tout en me
faisant un rapport hebdomadaire.
A ce jour nous avons traité une
soixantaine de plaintes.
publique. Nous sommes arrivés
à un stade où la concrétisation du
projet ne sera qu’une question de
semaines. Nous sommes sur la
bonne voie.
Une des priorités
du gouvernement
est la formation des
fonctionnaires. Dites-nous
en plus.
Nous avons soutenu le
programme de formation des
fonctionnaires de tous les
niveaux. Avec le seul centre de
formation situé au Fooks House,
nous avons pu toucher 3000
fonctionnaires y compris ceux
de Rodrigues en une année.
Les cours offerts sont variés et
couvrent un large éventail de
sujets comme le Supervisory
Skills, le Human Resource, le
Project et Financial Management,
l’Interpersonal Communications
Skill et même le Tea making pour
les Office Care Attendants. Nous
avons également réalisé des
formations en partenariat avec
l’université de Technologie ainsi
que la branche mauricienne du
Middlesex University.
Ou en êtes- vous avec
le projet de Civil Service
College ?
De nombreuses études
ont démontré qu’un bon
environnement de travail
influe sur la productivité
des employés. Que fait le
ministère pour améliorer
le cadre de travail des
fonctionnaires ?
Je me suis investit
personnellement dans le projet
d’un collège pour la fonction
C’est un sujet qui me tient très
à cœur. Le gouvernement
à travers mon ministère a
Interview
Interview
la Fonction Publique et des Réformes Administratives :
tion publique avance à grands pas
amélioré le cadre de travail
dans plusieurs ministères. A
ce jour nous avons dépensé Rs
17,5 millions du budget de Rs
30 millions alloué à cet item.
177 projets ont été mis sur pied
incluant le contrôle des animaux
nuisibles, la mise sur place
de systèmes de ventilation, le
remplacement des installations
électriques et la fourniture de
First Aid kit, entre autres. Nous
procédons également à la mise
en œuvre, sur une base pilote,
d’un Occupational Safety and
Health Management System
dans certains ministères et
départements pour que la
fonction publique devienne
conforme aux normes de Safety
and Health. Au début de l’année
nous avons aussi rencontré les
représentants du Staff Welfare
Association pour nous enquérir
des souhaits des fonctionnaires
en ce qui concerne les loisirs.
Cela fait six mois que
certains fonctionnaires
travaillent le samedi. Quel
est votre constat ?
Le gouvernement est guidé
par le principe de “Putting
People First”. La philosophie
derrière cette idée est de
permettre au public d’entamer
certaines démarches, d’obtenir
des informations auprès des
35 Citizens Advice Bureau
ou encore d’effectuer des
paiements à certaines caisses
de l’Etat le samedi. Il est vrai
qu’au départ il y a eu certaines
réticences. Mais je peux vous
assurer, qu’après six mois
d’opération, l’expérience est
positive. Nous avons commencé
ce projet sur une base pilote et
nous allons bientôt effectuer une
évaluation.
La fonction publique ne
jouit pas d’une bonne image
auprès du public. Elle est
perçue comme négative et
».
archaïque. Que fait votre
ministère pour assainir la
situation ?
Il est malheureux que souvent
la fonction publique souffre
d’une image négative en raison
de mauvaises pratiques d’une
poignée de fonctionnaires.
Je dois dire que la majorité
des fonctionnaires sont des
professionnels capables
qui font leur travail comme
il faut. Concrètement nous
avons notre Code d’éthique
pour les fonctionnaires qui
appelle à épouser les valeurs
fondamentales de la fonction
publique telle l’intégrité,
l’objectivité, l’impartialité et
l’honnêteté. De plus mon
ministère a ratifié l’African
Charter on Values and
Principles of Public Service and
Administration. Bientôt nous
ferons un rapport sur le progrès
de l’implémentation à l’Union
Africaine.
continued on page 6
5
Help Desk
Le public doit également savoir
que la fonction publique bouge
avec son temps, se modernise
et s’informatise. L’e-government
facilite la vie du public surtout en
ce qu’il s’agit des formulaires que
l’on peut remplir en ligne. Lorsque
le broadband internet access
sera une réalité, ces services
seront encore plus accessibles.
De plus nous avons initié des
actions pour mettre en place le
Human Resource Management
Information System (HRMIS).
C’est un outil technologique
novateur qui aidera à la gestion
des ressources humaines. Le
HRMIS offrira des informations
actualisées non seulement pour
aider la prise de décision mais
simplifiera aussi les fonctions
des ressources humaines entre
autres. Je vous assure que la
fonction publique, surtout au vu
de la qualité du personnel qui
est hautement qualifié, avance à
grands pas.
Bindu BOYJOO
Help Desk - Call 201 3485
Assistance to civil servants
A Help Desk has
been set up in March
2012 by the Ministry
of Civil Service
and Administrative
Reforms to listen to
problems faced by
public officers in their
workplace and which
are connected to their
conditions of service.
6
In line with the mission
statement of the Ministry, the
objectives of the Help Desk
are to provide a medium to
public officers to voice out their
problems in connection with
their conditions of service which
cannot otherwise be addressed
at the level of their respective
Ministries/Departments; to
make inquiries into the problems
brought by public officers to
the Help Desk; and to come up
with solutions/arrangements
so that workplace problems
do not spillover and become
breeding ground for frustration
with all its possible impact on
the productivity and life of public
officers.
Public officers may personally
call at the 7th Floor of the New
Government Centre or send their
e-mail to:
[email protected]
or telephone on number:
201-3485.
The Help Desk does not function
in isolation but through a
network of experienced public
officers whose advice is sought
to address the problems of those
requesting the service of the
Help Desk. The whole exercise
is carried out under strict
confidentiality.
African Charter
African Charter on the Values
and Principles of Public Service
and Administration
Mauritius second country to ratify the
Charter
The African Charter on the Values
and Principles of Public Service
and Administration is intended
mainly to:(i) be a useful instrument
for modernisation and
professionalisation of the
systems of public management;
and
(ii) contribute to a common
language related to the public
service in Africa that fully takes
into account the characteristics,
cultures, history and traditions
in each country.
Mauritius is the
second country
after Kenya to have
ratified the African
Charter on the Values
and Principles of
Public Service and
Administration.
The instruments of
Ratification were
deposited on 23
January 2012 by the
Ministry of Foreign
Affairs, Regional
Integration and
International Trade at
the Commission of the
African Union during
the 18th African
Union Summit held in
Addis Ababa.
The Charter was officially signed
by the Hon. Sutyadeo Moutia,
Minister of the Civil Service and
Administrative Reforms at the
opening ceremony of a Consultative
Meeting on the African Charter on
the Values and Principles of Public
Service and Administration held
from 15 to 16 September 2011 at
La Plantation, Balaclava.
The African Charter on the Values
and Principles of Public Service and
Administration was established at
the second Pan African Conference
of Ministers of Civil Service held
in Rabat (Morocco) from 13 to 15
December 1998. The Charter was
formally adopted at the third PAN
African Conference of Ministers of
Public Service held in Windhoek,
Namibia on 5 and 6 February
2001. After several reviews during
Experts Meeting, the draft Charter
was finalised at the Meeting held
in Algiers in December 2007. The
Charter was finally adopted at the
16th Ordinary Session of the African
Union Assembly in January 2011.
Objectives
The objectives of the Charter are,
inter-alia, to:(i) encourage citizens and
users to participate in the
process of providing public
service, particularly through
communication, consultation
and active contribution to the
formulation of administrative
procedures;
(ii) promote the moral values
inherent in the duties of public
service employees in order
to ensure transparency in the
provision of public services;
(iii)contribute to improving working
conditions of public service
employees and protecting their
rights;
(iv)encourage States Parties
to harmonise their policies
and procedures with a view
to fostering regional and
continental integration; and
(v) stimulate the exchange of
experiences and good practices
with a view to building a
community of knowledge
among States Parties.
7
APSD & UNPSD
Africa Public Service Day
(APSD) and United Nations
Public Service Day (UNPSD)
Hon. Sutyadeo Moutia: We need a public
service manned by officers who are
creative and talented
“In an era of
increasingly complex
challenges, from
climate change to
food insecurity and
the financial and
economic crisis
Mauritius needs
a public service
manned by officers
who are creative and
talented than ever
and ready to face yet
unknown challenges.”
This statement was made by
the Hon. Sutyadeo Moutia,
Minister of Civil Service and
Administrative Reforms in his
message to civil servants on the
occasion of the Africa Public
Service Day (APSD) and the
United Nations Public Service
Day (UNPSD) celebrated each
year on the 23rd June.
According to the Minister the
ability of a society to maintain
safety and essential public
services, protect human rights,
maintain an efficient framework
for market activities and to hold
free and fair elections draw on
8
the skills and sense of purpose
of public officers working as
a team. “Without an effective
public service, democracy
and prosperity are virtually
unattainable”, he said.
“In Mauritius”, added the
Minister, “Public officers at
all levels of the hierarchy are
doing a marvelous job, both
in the forefront as well as
discretely behind the curtains.
Through the work it does,
the Public Service provides
for infrastructure, housing,
education, health services,
law and order, poverty
alleviation and creates the right
environment for our people
to earn a good living, raise a
family and lead a fulfilling life”.
He concluded by
acknowledging the critical role
the public service plays in the
advancement of our democratic
processes and the socioeconomic development of our
country.
APSD and UNPSD
The Africa Public Service Day
(APSD) and the United Nations
Public Service Day (UNPSD)
are celebrated each year on the
23rd June. The APSD serves as
a platform for the public service
to showcase best practices
and innovations, recognize and
reward good initiatives in the
public sector and to promote
values such as professionalism,
accountability and integrity in
service delivery.
Different strategies have been
initiated and implemented in
Africa in order to enhance the
delivery of public services and
good governance. In the spirit
of African Unity, a number
of networks, summits and
conferences for African leaders
have been created, including
the Pan-African Conference
of Ministers responsible for
Public Service, Public Sector
Management and Civil Service
Administration. The Ministers
held their first Conference in
Tangiers, Algeria in 1994. They
declared that each year June 23
should be commemorated and
celebrated in African countries
as Africa Public Service Day
(APSD).
The theme for the 2012
APSD celebration is
“Capacity Development
for implementation of the
African Charter on Values and
Principles of Public Service and
Administration towards Capable
Development States”.
Enhancing Counter Services/Customer Care
Enhancing
Counter Services/
Customer Care
80 projects implemented
In line with the vision
of Government of
“Putting People
First”, the Ministry
of Civil Service
and Administrative
Reforms is actively
promoting a scheme
to enhance the
level of Counter/
Customer Services,
particularly at the
level of Ministries/
Departments that
deal directly and
extensively with
members of the
public.
Over the past 5 years,
80 projects have been
implemented across the civil
service for the modernization
of Counter/ Customer Services.
Some examples are the setting
up of an integrated Customer
Service Centre at the Fire
Services Department and
the setting up of an Online
Applications Counter and an
Electronic Search Room at
the Companies Division and
Registrar General Division.
To support the implementation
of this scheme, user friendly
guidelines on “Providing Quality
Counter/Customer Services”
have been published in June
2008 and widely distributed
to public officers serving
at counters in Ministries /
Departments. These guidelines
are also posted on the website
of the Ministry for easy access.
Ministries/Departments
have been invited to adopt a
customer centric approach and
implement simple measures to
enhance delivery of Counter/
Customer Services. These
measures relate, inter-alia, to:
• the provision of
uninterrupted service during
lunch time;
• the setting up of appropriate
waiting areas;
• affixing of clear directional
signs; and
• adopting the right attitude
when dealing with
customers.
Under this scheme, funds
are allocated to Ministries/
Departments for the upgrading/
modernization of their counter
services, for example through
the provision of electronic
ticketing machines, directional
signs, and comfortable waiting
chairs for members of the
public.
The Ministry also ensures
that improvements in the
physical setting of counters
are accompanied by firstly,
streamlining and reviewing
of procedures and processes,
including those of back office
so that members of the public
are provided with timely
and expedient service; and
secondly, attitudinal changes
on the part of counter officers,
which are supported by training
and sensitization programmes
in customer care.
9
Enhancing Counter Services/Customer Care
Promoting the
delivery of
quality customer
services
48 Customer/Citizens
Charters published
An improved waiting area
In line with the
objective of the
Ministry of Civil
Service and
Administrative
Reforms to promote
the delivery of
quality customer
services, to date
most Ministries and
major Departments
have published their
Customer/Citizens
Charters.
10
The public service operates
in an era where development
must be people-centered.
Satisfying citizens’ needs and
fulfilling their expectations
will enable the Mauritian Civil
Service to evolve positively in a
competitive environment. The
Customer/Citizens Charter is an
ideal tool to cut down on red
tapism as all parameters and
requirements needed by the
public to qualify for and benefit
from a particular service are
clearly spelt out, along with the
time frame within which the
service will be delivered.
Ministries/Departments have
been requested to publish their
respective Customer/Citizen’s
Charter so as to clearly define
their operating standards.
Gérer les risques
de corruption
dans la
fonction
CRM:
Une
publique
approche
proactive
Dans le cadre de la mise en
place d’un système de gestion
de risques dans les corps
publics, le Corruption Risk
Management (CRM) prévoit
une approche proactive pour
déterminer et analyser les
risques de corruption aussi
bien que pour développer la
méthodologie pour minimiser
et gérer ces risques. Cette
mesure est partie intégrante
de la bonne gouvernance et
aide à rendre le système
moins vulnérable à ces risques
de corruption.
Une approche, étape par étape, est
préconisée dans le cadre de la mise en place
du CRM :
• Identification des risques,
• Analyse, évaluation et classification des
risques en ordre prioritaire,
• Gérer, traiter et éliminer les risques, et
• Suivi et analyse critique.
L’application du CRM permet d’identifier
les faiblesses structurelles de l’organisation
qui sont vulnérables à la corruption, et
permet aussi au personnel de faire partie
de ce processus à travers une approche
systématique. Ce processus permet
d’identifier les risques et ses fréquences afin
d’apporter des mesures correctives pour
éliminer ou réduire ces risques.
Question a Sadhna Panchoo
Questions à...
Sadhna Panchoo, Assistant Manager Human
Resource, du ministère des Technologies de
l’Information et de la Communication :
« Le HRMIS va certainement contribuer
à l’autonomisation des fonctionnaires »
Où en est le projet du Human Resource Management
Information System (HRMIS)?
Il faut comprendre que ce système devrait faciliter la gestion et
la planification stratégique des ressources humaines ( strategic
human ressource planning
and management) mais aussi
simplifier les activités et
transactions liées à la
gestion des ressources
humaines (human
ressource functions).
Un comité de haut
niveau présidé
par le Senior
Chief Executive
du ministère de la
Fonction Publique
et des Réformes
Administratives M.
Sateeaved Seebaluck
a été institué. Ce
comité est
composé de
différents
partenaires et organismes tels
le ministère des Finances, des
Technologies de l’Information
et de la Communication, de
l’Accountant General et de la
Public Service Commission. Un
sous-comité a été mis sur place
pour considérer les aspects
techniques et opérationnels du
projet. Trois groupes de travail
ont été crées pour mener une
étude critique sur les aspects
opérationnels des ressources
humaines ainsi que les volets
techniques et financières.
Leurs recommandations seront
soumises en juillet de cette
année.
Quel est le but d’un HRMIS
au niveau de la fonction
publique ?
L’objectif est de créer une
base de données commune
pour la fonction publique et
de permettre aux différents
ministères et départements
d’utiliser cet outil pour leur
propre gestion et planification
des ressources humaines.
Le but est également d’éviter
la duplication entre chaque
département et ministères. Le
HRMIS simplifiera aussi les
activités et les transactions liées
à la gestion des ressources
11
Question a Sadhna Panchoo
“Every job is a self-portrait of the person who did it.
Autograph your work with excellence.”
humaines et créera une
synergie entre la section des
finances et le département des
ressources humaines de chaque
ministère.
Quel sera son impact sur les
« opérations » au niveau des
différents départements de
la fonction publique ?
Ce procédé permettra de
gagner du temps et de réduire
la durée de procédure. Cela
permettra également une
meilleure utilisation des
ressources humaines, ce qui
amènera plus de productivité et
d’efficience. Autre avantage:
la possibilité d’avoir accès à
des informations actualisées
grâce a des applications
self-service. Le fonctionnaire
sera amené à actualiser luimême ses données comme
un changement d’adresse,
une nouvelle qualification, un
mariage. L’employé pourra
aussi avoir accès à des
informations concernant ses
congés annuels, ses passage
benefits, entre autres. Ainsi,
il n’aura pas à s’absenter du
travail pour s’en enquérir.
Cela va alléger le travail du
département des ressources
humaines qui pourra alors
davantage se concentrer sur les
questions stratégiques. De plus
l’HRMIS facilitera le paiement
des salaires et des allocations
ainsi que le ‘budgeting process’
(en relation aux ressources
humaines) de la fonction
publique.
Dans une certaine mesure
cette application va aussi
contribuer à améliorer la
vie des fonctionnaires.
Qu’en-est-il exactement ?
Le HRMIS va certainement
contribuer à l’autonomisation
des fonctionnaires. Ces
derniers sont au service du
public et on oublie souvent
que les fonctionnaires sont
nos ‘internal customers’. Le
souhait du département des
ressources humaines c’est
d’offrir un service de qualité
aux employés de la fonction
publique. Je voudrai ajouter
que souvent quand un nouvel
officier est embauché, les
ressources humaines ne sont
pas forcément au courant de
ses compétences annexes. Il y a
par exemple, des fonctionnaires
qui possèdent un savoir-faire
au niveau du marketing, du
tourisme, de la technologie
informatique, des finances ou
encore de l’administration.
En ayant toutes ces données
en main, on saura où poster
ces employés d’après leurs
compétences ; c’est a dire
en ayant la bonne personne
à la bonne place. Ce sera un
plus pour l’organisation ainsi
que pour l’individu qui aura
l’opportunité d’utiliser ses
competences.
Bindu BOYJOO
“Quality is never an accident; it is always the result
of high intention, sincere effort, intelligent direction
and skillful execution; it represents the wise choice of
many alternatives.”
12
33 orginisations have obtained ISO 9001:2008
Since the
implementation of the
MS ISO 9001:2008
Quality Management
System in the Civil
Service, in the year
2000, with the
aim of developing
a customeroriented culture,
33 organisations
have obtained the
certification.
The application of ISO principles
in Ministries/Departments fits
into the government objective
to improve quality at all levels
in the Civil Service. The ISO
principles help revisit and reengineer existing practices by
streamlining the procedures,
continuously improving the
processes and guaranteeing
consistency and transparency
in all transactions taking place
within the organisations.
What is a Quality
Management System?
Any organisation interested
in providing quality products
and services must have a
Quality Management System
(QMS). A QMS defines and
establishes an organisation’s
quality policy and objectives
and allows the organisation to
document and implement the
procedures needed to attain
its predetermined goals. A
properly implemented QMS
ensures that procedures are
carried out consistently, that
problems can be identified
and resolved, and that the
organisation can continuously
review and improve its
procedures, products and
services. It is a mechanism for
maintaining and improving the
quality of products or services
so that they consistently meet
or exceed the customer’s
implied or stated needs and
fulfill their quality objectives.
The best known system that
provides a world class QMS
as well as quality standards is
known as the ISO 9000 series.
ISO 9000 series standards
The ISO 9000 series is one
of the best known families of
standards, in existence for two
decades. It is a set of individual
but related international
standards on quality
management. These standards
are generic, not specific to any
particular product and can be
used by manufacturing as well
as service industries. These
standards were developed
to effectively document the
quality system elements to
be implemented in order to
maintain an efficient quality
system in an organisation.
Globally, organisations in the
private and public sectors have
built and continue to build their
quality systems around these
13
Standards. Both large and small
organisations with international
businesses perceive the ISO
9000 series as a route to
open markets and improved
competitiveness.
Why adopt ISO 9001:2008
Standards?
ISO 9001:2008 is a core
member of the ISO 9000 family,
specifying key requirements of
an efficient and adaptable QMS.
Adopting the Standards in the
Public Service can result in the
following benefits:• change the mindset
of employees and
institutionalize a culture of
excellence;
• improve accountability
across the board;
• strengthen service provider/
customer confidence and
relationship;
been especially trained to form
part of the pool of Facilitators.
Moreover, every year around
40 Public Officers are provided
with training in ‘Preparing
for MS ISO 9001:2008
Assessment’ and ‘Internal
Auditing Techniques’ which is
carried out by the Mauritius
Standards Bureau. This training
is meant for sustaining this ISO
initiative.
ISO/QMS Projects
List of ongoing projects 2012
SN
1
2
3
4
5
6
Organisations
Home Affairs Division, Prime Minister’s Office
Data Protection Office, Prime Minister’s Office
Employment Division,
Ministry of Labour, Industrial Relations and
Employment
National Coast Guard (4 units)
Prisons Dept (2 units)
Competent Authority-Seafood
• save costs;
• provide a documented and
consistent QMS throughout
the organisation;
• ensure continued use of the
QMS;
• improve documentation
processes; and
• provide a firm foundation
and discipline for continual
improvement.
Pool of Facilitators for ISO
Projects
The services of Facilitators are
provided by the Ministry of
Civil Service and Administrative
Reforms to assist and guide
government organisations in
achieving ISO Certification.
Public Officers from different
Ministries/Departments have
14
Handing over of ISO 9001:2008 Certificate to the Fisheries Training and Extension Centre
List of ISO Certified
Organisations
SN
Organisation
1
Office of Public Sector Governance
2
Cabinet Secretariat
3
Passport & Immigration Office
4
Civil Service Family Protection Scheme Board
5
Employment Service
6
National Environmental Laboratory
7
Human Resource Development Division
8
Central Information Systems Division
9
National Library
10
Trust Fund for Specialized Medical Care - Cardiac Centre
11
Legal Metrology Services
12
Shipping Office
13
Administrative Reforms Division
14
Companies Division
15
Pay Research Bureau
16
Commerce Division
17
Bon Accueil Government School
18
Sodnac State Secondary School
19
Energy Services Division
20
Directorate Zone 3, Ministry of Education and Human Resources
21
Cooperatives Division
22
Elke Kux Pre Primary School, Early Childhood Care and Education Authority
23
Meteorological Services
24
Entomology Division
25
Willoughby Pre-Primary Government School
26
Rose Belle North Government School
27
Fisheries Training and Extension Centre (FiTEC)
28
Willoughby Primary Government School
29
National Blood Transfusion Service
30
Flight Clearance Office
31
Fire Prevention Section, Fire Services Department
32
Agricultural Information Division, Ministry of Agro-Industry and Food Security
33
Human Resource Management Division
15
Employment Relations and Uniforms Unit
Promoting
Harmonious
Employment
Relations Through
Regular Dialogue
Commission for Conciliation
and Mediation, Employment
Relations Tribunal); and
• formulate policies relating
to Employment Relations
pertaining to the Civil Service.
The Unit also processes
requests for the grant of uniform
allowance and protective
equipment for consideration
and approval by the Standing
Committee on Uniforms.
Taking into consideration the
increase in the Consumer Price
Index, the Unit is responsible
in assisting in the formulation
of policies for the review of the
quantum of uniform allowance,
approved by the Standing
Committee on Uniforms, on a
yearly basis.
Conciliation Service
24 cases received
Conciliation Meeting with Government Services Employees Association and Fire Services Department
The Employment
Relations and Uniforms
Unit is an integral part
of Human Resource
Division of the Ministry
of Civil Service and
catering for matters
relating to Employment
Relations in the Civil
Service. The mission
of the Unit is to
maintain and promote
good and harmonious
employment relations
within the civil
service through the
process of regular
dialogues, negotiations,
consultations and
conciliation.
16
To fulfill its mission, the Unit
is committed to attain the
following objectives:
• ensure that representations
from unions/individual
officers are dealt with in a
fair and timely manner;
• regular meetings are held
with the three recognised
Federations (i.e. Federation
of Civil Service and Other
Unions, State and other
Employees Federation
& Federation of Public
Sector and Other Unions)
and the three recognised
Unions (i.e. Government
General Services Union,
Government Office
Attendant Union & Union of
Public Personnel Officers);
• ensure that relevant and
precise information with
regard to court cases/ labour
disputes are submitted to
the concerned authorities
(i.e. State Law Office,
The Conciliation Service of the
Ministry of Civil Service and
Administrative Reforms has
received a total of 24 cases
since its coming into operation
in October 2009, out of which
14 have been settled and 6
reached a deadlock.
The Conciliation Service,
headed by Mr. D. Ramful,
Barrister-at-Law has been set
up with a view to conciliating
the parties to a dispute not yet
reported to the President of the
Commission for Conciliation
and Mediation. This process is
meant to ease the process for
settling disputes/apprehended
disputes in a spirit of dialogue
and mutual consent.
Unions as well as individual
officers of the Civil Service may
report disputes/apprehended
disputes to the Conciliation
Service.
The Employment Relations &
Uniforms Unit is located on the
5th floor of the Atom House,
Royal Road, Port-Louis.
Public Service
Excellence
Award 2011
Droopnath Ramphul State
College is the Grand Winner
Droopnath Ramphul
State College bagged
the Public Service
Excellence Award
(PSEA) 2011. Out
of the thirty-three
public service bodies
which participated
in the fifth edition of
the competition, the
Droopnath Ramphul
State College which is
situated at Calebasses
has excelled in all
criteria.
At the Awards ceremony held
on 6 July 2012 at Le Meridien,
Pointe aux Piments the
Minister of Civil Service and
Administrative Reforms, Hon.
Sutyadeo Moutia, handed over
a trophy and a cash prize of Rs
100 000 to the winning team.
In his address at the Awards
ceremony Minister Moutia stated
that the Public Service Excellence
Award is a motivational tool
which, while recognizing
excellence and innovation in
government organisations,
also acts as a catalyst of good
practices and efficiency in Public
Service delivery.
The theme retained for the
2011 edition of the Public
Service Excellence Award is
‘Achieving Excellence through
Modernisation’. The award
exercise, said the minister,
provides an opportunity to
Ministries and Departments
which have taken the challenge
to embark on eco-friendly
and novel initiatives and allow
independent scrutiny.
“We have to continue to work
at creating an environment for
innovation and learning; to build
organisational capabilities and
individual competencies to tackle
new challenges”, he added.
The minister also enumerated
the on-going projects to
render the Civil service more
efficient namely, the shift to a
technology-enabled Human
Resource Management System
that would provide support
for effective human resource
planning and a judicious use
of human resources and the
forthcoming Civil Service
College that will sustain the
human resource development
needs of the whole public sector.
For his part, Mr Ravin Dajee,
Chairperson of the Panel of
Jury, while recognizing this
bold initiative of the Ministry
to introduce the award in
2005 and for sustaining it over
the years said that the Public
Service has for too long been
victim of a trust deficit and a
lack of exposure. According
to him the whole problem lies
with a lack of coverage and he
appealed to the media to help
restore the confidence in public
institutions by giving ample
and due coverage to the good
work and achievements made
in various departments of our
public sector.
There are a number of
dedicated civil servants, he
added, who are relentlessly
striving for excellence day in
and day out, despite all the
constraints and challenges, and
those unsung heroes deserve to
be celebrated and recognised.
Their example will serve as a
catalyst for others to emulate.
A cash prize of Rs 50 000
each and a trophy were
awarded to winners in the four
17
sub-categories: Lady Sushil
Ramgoolam Mediclinic for
being customer focused, the
Companies Division for its
effectiveness and efficiency, the
Mauritius Prisons Service for
leadership and team spirit and
the Planning and Reform Unit
of the Police Department for
innovation and improvement.
The Nuclear Medicine
Department, the National Coast
Guard, and the Energy Services
Division received special
mention awards with regard to
delivering timely, cost- effective
and quality service to the public.
The special jury prize went to the
Police Planning and Reform Unit.
The theme for the 2011 edition
was: Achieving Excellence
through Modernisation. This
concept is considered critical to
public service officers who view
modernisation as a challenge
to drive their teams to achieve
set objectives while generating
innovative practices to deliver
efficiently. The PSEA has now
become an annual feature
serving as a motivational tool
contributing towards improving
the level of public service
delivery by encouraging
organisations to adopt a
customer-focused approach, a
result-centered strategy which
operates within an overall total
quality management framework.
The introduction of the Public
Service Excellence Award
(PSEA) in 2005 was announced
by the Hon Dr. N. Ramgoolam
GCSK, FRCP .Launched in
2006, the Public Service
Excellence Award (PSEA)
aims to recognize excellence
and innovation and promote a
performance-oriented culture in
the Public Service.
Panel of Jury
The Panel of Jury for PSEA
2011 comprise Mr Ravin Dajee,
Managing Director of Barclays
PLC, Ms Amrita Maulloo,
former Senior Chief Executive,
Mrs Nirmala Boodhoo,
OSK, former Senior Chief
Executive, Mr Devapragassen
Armoogum, KPMG Advisory
Services Ltd, Mr Azad Jeetun,
Director, Mauritius Employers’
Federation, Mr Axel Pellegrin,
Secretary General, Insurers’
Association of Mauritius and
Mr T.Benydin, President,
Federation of Civil Service and
Other Unions.
The Award
The Public Service Excellence Award trophy and cash prize of Rs.100,000
is conferred to the organisation that has excelled in all of the following judging
criteria: Strategic Planning and Objectives, Leadership and Team Spirit,
Effectiveness and Efficiency, Customer Focus, and Innovation and Improvement
Four sub-category awards are also attributed to organisation which scores
highest in each of the criteria above namely: Leadership and Team Spirit,
Effectiveness and Efficiency, Customer Focus, Innovation and Improvement and
carry a cash prize of Rs 50,000 each.
The PSEA has been successfully run 4 times and has become a competition
to which Ministries and Departments look forward to participate. The different
themes of the PSEA were “Putting People First” in 2006, “In the pursuit of
Excellence: Enhancing Trust in the Public Service” in 2007, “Visionary
and Ethical Leadership: Key to Organisational Excellence” in 2008 and
“Sustainable Development through Organisational Excellence“ in 2009.
Note: Organisations participating in the Public Service Excellence Award are encouraged to go beyond the national context and compete in regional and international awards. (see page 42)
18
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19
Awards in the Sub categories
1. CUSTOMER FOCUS AWARD - Lady Sushil Ramgoolam Mediclinic
From left to right: 1. Mr D. Daby 2. Mr R. Jodheea 3. Mr R. Ramasawmy 4. Mrs S.Mautbur 5. Dr Ori 6. Mr S. Chuckun
7. Mr Z. Durbarree 8. Dr C. Domah 9. Hon. S. Moutia 10. Mr S. Seebaluck 11. Mr R. Maudhoo
2. LEADERSHIP AND TEAM SPIRIT AWARD - Mauritius Prisons Services
From left to right: 1. Mr S.Fine 2. Mr L.Babylone 3. Mr R.Dajee 4. Mr C.Runghen 5. Ms M.Latchman 6. Mr C.Guttoo
7. Ms S.Rajiah 8. Mr J.Bruneau 9. Hon. S. Moutia 10. Mr S. Seebaluck 11. Mr J.Sibdoyal
12. Mr M.Ramassur 13. Mr R.Lugun
3. EFFECTIVENESS AND EFFICIENCY AWARD - Companies Division
From left to right: 1. Mr. R. Boodnah 2. Mr. K. Gopaul 3. Mr. A. Beebeejaun 4. Mr. R. Dajee 5. Mr. M. Ramasawmy, 6. Mr. S. Seebaluck
20
7. Mrs. L. Lai Kan 8. Mrs. N. Auckbarally 9. Mrs. B. Sooltangos, 10. Mrs. S. Nunhuck 11. Hon. S. Moutia
12. Mrs. D. Chinien 13. Miss Z. Tin Loi 14. Mrs. S. Bookun 15. Mr. V. Veerasamy 16. Mr. H. Chaumun
4. INNOVATION AND IMPROVEMENT AWARD - Police Planning and Reforms Unit
From left to right: 1. CI Dayal 2. PS Jayeprokash 3. CI Frichot 4. Insp Mootooveeren 5. Mr R. Dajee 6. CI Dawonauth
7. Hon. S. Moutia 8. PS Teelhawod 9. Commissioner of Police D.I. Rampersad, gosk,pmsm 10. Insp Thecka
11. Mr S. Seebaluck 12. Insp Nandram 13. DCP Nobin 14. PC Mangar 15. DCP Bhojoo
Special Mentions & Special Jury Award
1.
SPECIAL MENTION in CUSTOMER FOCUS Nuclear Medicine Department, J. Nehru Hospital
From left to right: 1. Mr Raj Ahgun 2. Mr Lindsey Savurimuthu 3. Mr Ravin Dajee 4. MrPandeeaIsram 5. Mrs Gaitri Boolkah
6. Mr Harrydeo Sonea 7. Mrs Lucksha Bahadoor 8. Hon Sutyadeo Moutia 9. Dr S. Ramdoyal
10. DrS. Naojee Ambedkhar 11. Mr Vidiaprakash Sungkur 12. Mr Sateeaved Seebaluck
2.
SPECIAL MENTION in LEADERSHIP AND TEAM SPIRIT - National Coast Guard Headquarters and Operations Room and Maritime Air Squadron
From left to right: 1. Lt Cdr Himanshu Joshi 2. Mr IIM Ashraf, DASP 3. Dy Comdt M Khan 4. PS Mohesh 5. Insp Calleechurn
6. Mr Ravin Dajee 7. Insp Bhollah 8. PS Luchmah 9. PS Geesawor 10. Hon. S. Moutia 11. Insp Purlackee
12. Cdr Devashu Rastogi 13. PS Badri 14. Mr Bhoyjoo, DCP 15. Lt Cdr Mohit Gupta 16. Mr S. Seebaluck
17. Mr OK Guness, DASP 18. PS Chuckowry 19. Mr Veerah Sawmi, ASP 20. Cdr Sanjay Gopinath 21. PS Lutchmanen
22. Dy Comdt Kailash 23. Insp RS Mungra 24. Mr S Moodoo, DASP 25. Lt Cdr J Ghose
21
3.
SPECIAL MENTION in INNOVATION AND IMPROVEMENT Energy Services Division,
Ministry of Energy & Public Utilities
Mr B. G Gowreesunker along with Mr A. Herkanaidu of
Energy Services Division receiving Special Mention in
Innovation and Improvement Award from Mr R. Dajee
Special Jury Award -
Police Planning and Reforms Unit
Mr Dhun Iswar Rampersad, Commissioner of Police, receiving Special Jury Award
on behalf of Police Planning and Reforms Unit from Mr Ravin Dajee, Chairperson
of the Panel of Jury of the Public Service Excellence Award 2011
22
Code of Ethics For Public Officers
Code of Ethics for
Public Officers
The ‘Code of Ethics
for Public Officers’
Promoting an ethical culture
within the civil service
is a comprehensive
document that sets
down the parameters
for a transparent
and accountable
civil service where
high quality services
are delivered in
a responsible,
responsive and caring
manner. The main
aim of the Code is to
promote an ethical
culture within the civil
service.
The Civil Service as an
institution has a sacrosanct
character based on certain
core values like integrity,
selflessness, impartiality,
objectivity, accountability,
openness, honesty and justice.
It is the duty of every Public
Officer to see to it that these
values are protected, preserved
and upheld so as to enhance
public trust in the Civil Service.
In this context, a ‘Code of Ethics
for Public Officers’ was first
published in January 2000,
setting out the standards of
correct conduct expected of
public officers, the values and
behaviour to be adhered to and
24
exercised in all their professional
activities.
Review in 2006 and 2010
In view of the importance of
the Code of Ethics, and in order
to maintain a high standard
of conduct in the Public
Service, and as ethics is an
essential component of good
governance, the need to review
the document was greatly felt
after six years of existence. The
document was first reviewed in
2006 and in 2010 it was further
Code of Ethics For Public Officers
reviewed and the following new
elements included:
• the prohibition by law of
smoking and consuming
alcoholic drinks in the
workplace;
• adopting a green behaviour;
and
• good practices during a preelections period.
A self-imposed vigilance
In his preface to this revised
edition of the Code of Ethics for
Public Officers, the Secretary
to Cabinet and Head of the Civil
Service, Mr. S.C Seeballuck,
observes:
““Good governance in the
public service is not only
important for increased
effectiveness but it is also one
of the main determinants of
the country’s competitiveness
in the 21st century. There is a
need therefore for the public
service to maintain its efforts
to promote a clean, high
performing, more accountable
and transparent administration
at all levels. This can only be
achieved by subscribing to
a steadfast adherence to the
fundamental values of the public
service – the values of integrity,
objectivity, impartiality and
honesty that constitute its very
foundation”.
their officers on the Code
of Ethics. The Terms of
Reference of the Ethical
Standards Management
Committee are:
• To promote and
disseminate the values of
the Code of Ethics for Public
Officers on an on-going
basis;
• To monitor and evaluate
the internalization of ethical
behavior amongst public
officers;
• To consider cases relating to
unethical behavior and the
underlying reasons for such
cases;
• To provide assistance such
as coaching, counselling and
mentoring where necessary;
• To recommend appropriate
action as per existing rules
and regulations in cases
where there is a persistent
problem of unethical
behavior;
• To review the overall
progress in the
implementation of the Code
of Ethics at least twice a
year; and
• To examine current
concerns about standards
of conduct of public officers
and make recommendations
as to any changes which
might be required to ensure
the highest standards of
propriety in public life.
Ethics Online
Corner
An Ethics Online Corner
devised in collaboration with the
Independent Commission Against
Corruption (ICAC) is online since
15 February 2008 and is updated
regularly. The number of visitors has
steadily risen from around 150 initially
to an average of 1000 monthly.
The Ethics Online Corner gives easy
access to public officers and the
public at large to reference materials
on ethics, integrity management,
corruption prevention and other best
practices as follows:
• The Constitution
• Section 14 of the Prevention of the
Corruption Act (POCA)
• Official Secrets Act
• Public Service Commission
Regulations
• Code of Ethics for Public Officers
• Best Practice guide on
Procurement
• Best Practice guide on Contract
Management
• Human Resource Management
Manual
Ethical Standards
Management Committee
It will help public officers to deal
with ethical dilemma using the PLUS
DECISION MAKING MODEL to ensure
ethical decision making. A simple
interaction test ‘How Ethical are you?’
is set to determine the importance of
ethics in the performance of the duties
of a public officer.
Responsible Officers are
encouraged, through the
setting up of their respective
Ethical Standards Management
Committees, to carry out
awareness campaigns among
The corner is regularly upgraded
in the light of developments and
suggestions received to enhance
integrity management and building of
a strong ethical culture in the public
service.
25
Public officers’
Welfare Council
Workshop on
Action Plan
2012
Football
Tournament 2012
POWC
Excursion to
on
Ile aux Cerfs
‘Bateau Pirate’
Excursion to
Petrin Nature
Park
Tours to Rodrigues
POWC
Public Officers’ Welfare
Council
The Public Officers’ Welfare Council which
operates under the aegis of the Ministry of
Civil Service and Administrative Reforms has
been set up mainly to promote the welfare
of public officers and their families, thus
providing for work-life balance.
Workshop on Action Plan
2012
The Public Officers’ Welfare
Council organised a Workshop
with representatives of Staff
Welfare Associations on 19
January 2012 with a view to:
• obtain feedback from
Presidents/Representatives
of Staff Welfare Associations
on activities organised
during the year 2011 and
seek their suggestions for
further improvement; and
• draw up an Action Plan for
year 2012.
60 representatives of Staff
Welfare Associations from
different Ministries/Departments
participated in the Workshop.
The POWC Action Plan has
been finalized and it has been
published on the POWC’s
website.
The main activities
scheduled for this year
are:-
Activities – April 2012
Excursion to Ile aux Cerfs
on ‘Bateau Pirate’
An excursion to Ile aux Cerfs
and Cascade Grande Rivière
Sud Est on ‘Bateau Pirate’ was
held on Sunday 08 April 2012.
193 public officers including
their families participated in this
activity.
Tours to Rodrigues
Football Tournaments 2012
2 Football Tournaments are
being organised as follows:
• the Civil Service Tournament
(for officers in the Civil
Service in general); and
• the Disciplined Forces
Tournament (for officers in
the Disciplined Forces)
28 teams are participating in
the Civil Service Tournament
and 14 in the Disciplined Forces
Tournament.
The Tournaments started on 01
March 2012 and matches are
being played on weekdays at
Gymkhana, Vacoas, as from
14.00 hrs.
2 Group Tours to Rodrigues for
public officers including their
families were organised as
follows:
• Group 1 (Pointe Venus
Hotel): Wednesday 11 –
Sunday 15 April 2012 (55
participants)
• Group 2 (Cotton Bay Hotel): Friday 13 – Tuesday 17 April
2012 (54 participants)
Stays at Calodyne Sur Mer
2 Stays at Calodyne Sur Mer
Hotel were organized as
follows:
• Thursday 12 – Sunday 15
April 2012; and
• Thursday 19 – Sunday 22
April 2012
147 Public Officers including
their families participated in the
stays at the hotel.
28
POWC
Civil Service Kermesse 2011
First impression counts
(OCA) are the window
of the Ministry/
Departments as they
are the first point of
contact for visitors.
It is always said that
“first impression
counts”. Whilst many
of them are often
called upon to make
and serve tea/ coffee
30
in Ministries and
Departments it is a
fact that only a few
of them have been
exposed to training in
these skills.
To that effect the MCSAR
has mounted a practiceoriented training course for
100 OCA’s attached to the
Office of Ministers and Heads
of Ministries/Departments,
including also those who
regularly make and serve
tea/coffee at meetings with
a view to equip them with
the necessary skills and
knowledge that would help to
professionalize their service.
The course in both theory
and practicals was dispensed
by Mr. Vikram Rambaruth.
Participants expressed their
satisfaction for having learnt the
correct way of doing something
they have so far been doing
through routine and instinct.
Synergy in Prosecuting Offenders
Synergy in Prosecuting
Offenders
Training course on Prosecution Matters
Thirty five officers
from different
Ministries and
Departments attended
a 5-day training
course on Prosecution
Matters at the Lecture
Room in Fooks House,
Bourbon Street, Port
Louis on 2nd April
2012. The objective
was to enhance and
sharpen the skills
of these officers on
prosecution matters.
The training course was
organised by the Ministry of
Reforms in collaboration with
Office of the Director of Public
Prosecutions (DPP).
The course aimed primarily at
helping participants to:
(i) proceed with the enquiry
stage, the pre-trial stage
by drafting information
correctly and charging the
accused in an efficient way;
(ii) produce the necessary
evidence to support
the charges against the
accused party and handle
such evidences with utmost
confidentiality;
role of an enquiring officer
in the cross examination of
witnesses; and
(iv) fulfill their role as
enquiring/enforcement
officers with greater
efficiency.
The successful prosecution
of an accused party involves
many actors among who are
the enquiring officers, the
prosecutor, the judge, the
witnesses and all those involved
in the back office work. The role
of each and everyone involved
in the process is as important.
This explains the “raison d’être”
of this training intervention.
(iii) record statements from
witnesses and assume the
31
Manning & Reinforcing the Administrative Cadre
Manning &
Reinforcing the
Administrative
Cadre
Induction courses for
newly appointed Assistant
Secretaries
The course aimed at
familiarizing the newly recruited
Assistant Secretaries (AS) with
the contextual framework in
which they were operating
since joining the administration
team. They were also expected
to acquire the necessary
skills and core competencies
required to face new
challenges and give an optimal
performance.
The Induction Course, designed,
mounted and organized by the
Administrative Reforms, also
32 young public
administrators,
who joined the
administrative cadre
in December 2011,
followed an intensive
5-day Induction
Course from 27
February to 02 March
2012 at Château Mon
Désir, Maritim Hotel,
Balaclava
included one day training on
Business Writing and Effective
Presentation Skills conducted
by Eleanor O’Carroll, Senior
Teacher at British Council.
This special component in the
orientation course was meant
to improve both the written
and oral communication skills
of the participants. This course
was task-oriented, involving
practical exercises and
lecturing.
The official launching of
the course was done by
32
Manning & Reinforcing the Administrative Cadre
Mr. Seebaluck, Senior Chief
Executive of the Ministry of
Reforms on Monday 27
February.
The resource persons are
specialists in their fields with
a good blend of experienced
practitioners, retired senior
public officer and private
sector people. Each of them
was given enough time to
give an overview of their
area of responsibility. The
participants were unanimous
in acknowledging the high
quality of the course content,
the delivery of the different
resource persons and the
relevance of the various topics
to the nature of their jobs.
the Machinery of Government,
the Official Secrets Act,
Procurement and Supply in
the Public Sector, and Public
Sector Reforms. The whole
day of Tuesday 28 February
was exclusively dedicated to
the British Council training
course. On the third day Mr.
Boodhoo, a senior officer
from ICAC elaborated on Good
Governance and Prevention
of Corruption. The new public
administrators also learnt
how to draft Cabinet Papers
and replies to PQ’s from Mr
Vithilingem, former Permanent
Secretary and now a practicing
Barrister. The day ended with
a presentation by Mr. Osman
Mohamed, Executive Chairman
of the on Maurice Ile Durable
Commission.
For the remaining two
days, the participants had
the opportunity to listen to
experienced practitioners
who elaborated on topics like
Total Quality Management,
Registry Procedures, Financial
Management , Challenges and
Responsibilities of AS’s, Legal
Drafting and Performance
Management in the civil
service.
The Closing Ceremony was
presided over by Hon. S.
Moutia, Minister of Civil Service
and Administrative Reforms on
Friday 02 March.
The first day was devoted to
acquainting the participants with
33
Civil Service Library
La Civil Service
Library : un outil
indispensable pour les
fonctionnaires
Vous avez besoin
de documents ou
d’ouvrages pour
avancer dans vos
travaux… ou tout
simplement d’une
ambiance studieuse
pour vous concentrer
sur vos révisions… La
Civil Service Library,
bibliothèque dédiée
aux fonctionnaires
et située au cœur
de Port Louis, est
l’endroit tout indiqué.
34
Il règne au Civil Service Library
une ambiance propice au
travail. Il est midi ce mercredi 6
juin et la bibliothèque s’emplit
peu à peu de fonctionnaires
venus emprunter des livres ou
effectuer quelques recherches.
Transféré du Government
Centre au 2eme étage d’Atom
House, la Civil Service Library
est devenu au fil des années
un passage obligé pour les
fonctionnaires avides de
connaissance. Se retrouver à
la bibliothèque est également
un plaisir pour bon nombre
d’adhérents qui aiment la
senteur des livres ou la lumière
des néons pour se concentrer.
La bibliothèque a été créée
dans le but de répondre
aux besoins des officiers de
la fonction publique, quel
que soit leur grade, tout
en apportant un soutien au
département des ressources
humaines du ministère de
la Fonction Publique et des
Reformes Administratives.
Elle a été certifiée ISO 90012008 en 2003. Nandini
Santokhee, Senior Library
and Documentation Officer,
épaulée par Devika Chaytoo,
Library and Documentation
Officer, veille à ce que les
adhérents obtiennent un service
de qualité. Dans le cadre de
la politique gouvernementale
de modernisation des services
publics, la Civil Service Library
a été informatisée il y a six
ans. Par exemple tous les
livres sont aujourd’hui dotés
du code barre. « Ce système a
été mis en place par le Central
Information System Division.
Vu le succès rencontré ici, il est
probable qu’il soit répliqué dans
d’autres ministères, » affirme
Nandini Santokee. De plus,
des ordinateurs munis d’outils
de recherche permettent aux
membres de trouver l’ouvrage
dont ils ont besoin et de le
localiser sur l’étagère.
Depuis l’ouverture de
Civil Service Library
la bibliothèque, l’offre a
considérablement évolué.
Chaque année ce sont environ
480 nouveaux titres qui
viennent enrichir la collection.
Au début juin, pas moins
de 5000 ouvrages étaient
disponibles pour le prêt ou la
consultation sur place. Si un
large éventail de livres traite
de la gestion des ressources
humaines, le leadership,
l’économie, la comptabilité,
le marketing ou encore les
relations publiques, on y trouve
également des ouvrages pour
le développement personnel,
des biographies, des bestsellers et des livres de recette
entre autres. Vingt-cinq titres
de magazines internationaux
et des publications spécialisées
telles que le Harvard Business
Review, sont également
proposés. La bibliothèque
possède également une copie
des lois du pays.
Le lieu renferme aussi quelques
trésors tels que des circulaires
datant des années 1900, des
rapports du Pay Research
Bureau dont celui connu
comme le rapport Chesworth
ou encore le Reform of Civil
Service de 1999 qui porte la
signature de Sir Dayendranath
Burrenchobay. Il est aussi
intéressant de noter que
la bibliothèque conserve
précieusement la liste des
employés de la fonction
publique. La dernière liste date
de 2005.
Bindu BOYJOO
En chiffres
Un peu plus de 5000, c’est le nombre d’ouvrages que l’on y
trouve
- 1912, c’est la date du plus ancien document que possède
la bibliothèque. Il s’agit d’une circulaire. La bibliothèque
est tenue de conserver une copie de toutes les circulaires
du ministère de la Fonction Publique et des Reformes
Administratives.
- 1634, c’est le nombre de membres que compte le Civil
Service Library au 6 juin 2012
- 20, c’est le nombre de places dont la bibliothèque dispose
Pratique
Pour s’abonner au Civil Service Library, obtenir un formulaire
d’inscription ou la liste de nouvelles acquisitions, il suffit de
se connecter sur le site du ministère de la Fonction Publique
et des Reformes Administratives : http://civilservicegov.mu
et d’aller sur l’onglet ‘services’ et ensuite ‘human ressource
development division’.
La bibliothèque est située au 2ème étage, Atom House, 16,
Rue Royale, Port Louis. Elle est ouverte du lundi au vendredi
de 8h45 à 16 heures incluant l’heure du déjeuner. Pour plus
d’informations appelez sur le 208-7583.
35
Performance Management System in the Civil Service
Performance Management
System in the Civil Service
A tool for good governance and improved
performance
Performance
Management
System (PMS) is a
management tool
for good governance
and improved
performance,
which provides the
opportunity to identify
the development
needs of individual
employees at
all levels in the
organisation. It is
an 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.
36
Annual Confidential Report
(ACR)
The ACR System which was
introduced as far back as 1963
is still being used to report
on the performance of public
officers. The core of the ACR is
the grading of an officer within
12 scales namely: knowledge
of work, output of work,
quality of work, figurework,
ability of expression, relations
with people, penetration,
common sense and judgement,
organisation of work,
management of subordinates,
constructive power and
responsibility.
This ACR System fails
to establish links with
organisational objectives. It is
not results-focused and does
not take into account what
employees have achieved.
Officers are not provided with
feedback on their performance:
no acknowledgement
on achievements or no
identification of training needs
to cater for performance gaps.
Above all the ACR is subjective
to the extent that the 12 grading
scales are not defined and
explained to enable consistent
interpretation by supervisors.
Why PMS?
The present climate of
economic turbulence,
competition and pressure for
increased productivity and
delivery of quality services
coupled with the inability of
many public sector agencies
to meet the growing needs
and demands of the citizens
have forced the public sector
to revamp its existing systems,
re-engineer its structures and
reset its strategies, methods
and ways to achieve its
objectives with a view to ensure
sustainable development. The
Pay Research Bureau, in its
2003 Report, recommended
that each organisation
should adopt and implement
a Performance Review
Scheme as an integral part of
Performance Management
on a continuous basis. The
Report also recommended that
Ministries and Departments
evaluate and review periodically
their performance in relation to
established targets and measure
performance. In 2008, the PRB
made further recommendations
to strengthen the processes for
monitoring both individual and
organisational performance and
established the links between
the PMS and the ProgramBased Budget.
Status of PMS
As at December 2011, around
47188 public officers have been
trained in PMS amounting to
more than 90% of the total
workforce in the civil service
and 94% have finalized their
workplans. In Rodrigues 2683
officers have been trained.
Evaluation of PMS
PMS Implementation
During the course of 2005,
appropriate Performance
Appraisal Forms and Guidelines
were drafted and consultative
meetings were held with
all stakeholders concerned.
Training and sensitization were
carried out and implementation
of the project on a pilot basis
started in February 2006 at the
Central Statistics Office followed
by the Meteorological Services
and Govt Valuation Division
soon afterwards.
As from 2007, the system was
extended to 16 Ministries/
Departments whose
Supervising Officers agreed to
implement the project and as
from 2008 the Ministry decided
to roll over the project to the
whole civil service.
Implementation of PMS within
an organisation takes place in
four main phases:
I. Training of all officers
II. Development of individual
workplans
III.Signing of performance
agreements
IV.Mid-term and final review of
performance
Provisions are made for
Moderating Committees and
Appeal Panels to sort out and
deal with potential divergence
and conflicts that may arise out
of the appraisal exercise.
Yearly Calendar for
Implementation
The Progress Review or
mid-term appraisal in June/
July is a crucial phase of the
process where Appraisers and
Appraisees meet and discuss on
performance for the first half of
the appraisal period. Appraisees
are provided with feedback –
achievements are recognized
and areas of concern are
highlighted. Corrective action
and follow-up on any point
agreed for the performance
review of the Appraisee
for end-of-year appraisal
in November/December is
mutually agreed upon.
Government programme 20122015 provides for continuous
modernisation of the Civil
Service to sustain the delivery
of high quality services.
With a view to enhancing
the applicability of the PMS
in the service, this Ministry,
in collaboration with the
United Nations Development
Programme (UNDP), has
availed of the services of two
consultants to conduct an
evaluation of the PMS model
developed and implemented so
far. The exercise was conducted
from December last year to
May this year with the following
terms of reference:
i. Take stock of the status of
PMS in the Civil Service
ii. Carry out a comprehensive
evaluation of the PMS model
put in place
iii. Assess the effectiveness
of PMS in Ministries/
Departments where it has
been implemented
iv. Advise on how to improve
the strategy to sustain the
system
v. Develop a framework for
the alignment of PMS to the
Program-based Budget
vi. Provide a detailed roadmap
for modernization of the
system
continued on page 32
37
vii.Make recommendations
along with an
implementation schedule
for PMS to integrate other
key issues such as career
development, promotion,
sanctions and rewards
A draft report has been
received and this Ministry has
submitted its comments thereon
to the UNDP. The final report is
expected soon.
Target Set
Government had decided
that the PMS should be
implemented fully across the
whole Civil Service. So far
the system has been running
concurrently with the Annual
Confidential Report System
to allow public officers to
familiarise themselves and
adapt to the new system.
However this transition phase
is also acting as an obstacle
delaying the full extension
of the PMS to all quarters of
the service. It has therefore
been decided that 2012 will
be the last year when the two
systems will run in parallel
and as from January 2013, the
PMS will prevail and only the
Performance Appraisal Form
will be used for reporting on
individual performance of public
officers. Supervising Officers
of Ministries/Departments
have already been informed
accordingly through a Circular
letter issued on 29 February
last and are expected to take all
the necessary steps to be fully
equipped and ready by that
deadline.
D. Jannoo
38
PMS in
the service
Important elements
for successful implementation
Mr Dawood Jannoo forms part of a
team of Human Resource Management
Officers at the Ministry of Civil Service
and Administrative Reforms (MCS&AR)
who have been closely associated with
the development and implementation of
the Performance Management System
(PMS) right from the start of the project
in 2006 to date.
In his capacity as PMS Coordinator, he has had
the opportunity to interact with stakeholders at
various levels through sensitisation and training
programmes, discussions in workgroups and
participation in committees to drive the project
across the civil service. Based on his wide field
experience, Mr Jannoo has identified some
important elements which may have a critical
impact on the successful implementation of
PMS in the service.
Commitment
The commitment of each player is important, but
top management commitment is vital to inspire
trust and confidence in the new system and to
motivate others down the ranks to follow by
example. Real commitment is a ‘sine qua non’
condition for the success of any reform initiative
and is not translated through words only. Top
management should strive to walk the talk.
Involvement and participation of staff
Members of staff should not have the
perception that targets, performance standards
and ratings are imposed on them in a
unilateral way. They should rather be given the
opportunities to get involved and participate
at various stages of PMS implementation to
ensure buy-in and ownership of the project.
Communication
The whole PMS lies heavily on effective
communication for its success. Public officers
at all levels should be prepared to acquire and
sharpen their communication skills and be
willing to devote more attention to this aspect of
their work. New channels should be developed
to facilitate smooth information flow and
knowledge sharing both laterally and vertically
in Ministries/Departments.
Training
Training is never a one-off exercise. Continuous
training in different aspects of Performance
Management is a necessity. Users of the
PMS themselves should identify their needs
and press for the relevant training to be
imparted. Innovative, informal training
methods have proved to be more effective in
creating a participatory and more interactive
environment than formal and traditional
methods of delivery. Doubts, apprehensions and
misconceptions in the minds of people can be
cleared through interactive sessions to give way
to a sound appreciation of the potential benefits
of PMS in terms of greater clarity of roles, clear
understanding of expectations and deliverables
and enhanced scope for self development.
Change in mindset
It is not expected that change in mindset will
happen overnight or simply after a few training
sessions. Attitudes, values and behavior
pattern take a long time to mould and need
long-term efforts and perseverance to change.
However, change will not occur by itself or by
the “invisible hand” unless we set ourselves
to task and start the process now. Resistance
to change and adverse reactions will not be
deterrents as long as our vision is clear, our
belief strong and our sense of purpose real.
Conclusion
Shaping a results-oriented public service is
an ongoing exercise which requires lots of
perseverance. Systems like the PMS and
the Program-Based Budget are essential
strategic tools, but will not deliver the expected
results without the support, participation and
confidence of people in those initiatives. The
MCS&AR is well aware of this fact and has
directed much effort and resources towards
individual sensitisation and capacity building.
Performance management in the civil
service is a reality today to reckon with.
The performance management movement
has gathered momentum and attained its
critical mass. Concrete results are visible in
many departments where management has
understood the importance of PMS as a tool
to further improve the delivery of services. On
a more general note, PMS has the potential to
significantly enhance the performance culture
proper to the public service and this can be
considered as a ‘work in progress’. With the
appropriate strategies being put in place by
the Ministry and the sustained commitment of
one and all, we can be optimistic about a bright
future for the public service in the years ahead.
d
y
r
Occupational Safety and Health Unit
The Occupational Safety
and Health Unit (OSHU)
“Know safety, no injury.
No safety, know injury”
The Occupational
Safety and Health
Unit (OSHU) assists
other Ministries/
Departments in
ensuring compliance
with the provisions
of the Occupational
Safety and Health
legislation in order
to promote a healthy
and motivated
workforce for Public
Officers in the Civil
Service.
During the year 2011 the Unit
carried 526 inspections, 222
investigations, 234 safety
and health committees and
121 sessions of sensitisations
programmes involving some
3000 participants in various
Ministries/Departments.
Enhancing work
environment
A programme of enhancement
of work environment in the
Civil Service for the safety
and health of Public Officers
is currently underway. This
programme includes the funding
of a number of recommended
projects and aims at rendering
workplaces more comfortable
and conducive to productivity.
Many workplaces have already
benefited from this programme
and funds are available for
more projects.
The project ranges from
disinfestation of rats, pigeons
and other pests to upgrading
of electrical installations,
from provisions of fire safety
arrangements to first aid
facilities and from upgrading of
office safety to provision of airconditioning units.
39
Occupational Safety and Health Unit
Training on Safety & Health
issues
Training is provided to
Public Officers on first aid,
ergonomics aspects for a
conducive environment, fire
safety and risk assessment.
Each year, some 3000
participants from different
Ministries/Departments are
sensitized, trained on safety &
health including 525 in-house
participants.
Safety & Health in the
Mauritius Police Force
142 workplaces out of
186, i.e. 76% have already
been inspected and
recommendations made for
improvement of the work
environment. As at now, 700
police staff members have been
trained on safety & health.
Safety & Health in the
MOH&QL
Risk assessment is an important
process of evaluating the risks
to safety & health arising from
hazards at work. Moreover,
risk assessment process
contributes towards the building
of a proactive safety & health
culture. 18 risk assessment
exercises have already carried
out in different departments
of the Ministry of Health and
Quality of Life.
Fire Drill Exercise in the
Ministry of Education &
Human Resources
Several State Secondary
Schools are in process of
formulating their Fire &
Emergency preparedness
plans. Fire Safety Sensitisation
sessions are being organized,
Fire Warden Teams are being
constituted and Fire Drill
exercises are being conducted.
Target for 2012
For the year 2012 the Unit is aiming to achieve the
following:
• carry out 1000 Safety and Health Audits;
• establishment of an Occupational Safety and
Health Management System in 5 Ministries /
Departments;
• conduct Risk Assessment in all Ministries /
Departments;
• provide training on Safety and Health topics for
Public Officers; and
• attend to Safety and Health Committees in all
Ministries / Departments.
40
Building a culture of integrity in the public service
Building a
culture of
integrity in
the public
service
23 Anti-Corruption
Committees set up
The Public Sector
Anti-corruption
Framework Manual
(PSACF), elaborated
by the ICAC under its
mandate is at present
in its implementation
stage with some
23 ministries/
departments/public
bodies having already
set up their respective
Anti-Corruption
Committees.
The PSACF aims at tying the
knot between people and
system so as to build a culture
of integrity through corruption
resistance in each and every
government department or
public bodies. This framework
lays the foundation for public
bodies to take ownership for
corruption prevention in their
own hands and in line with
government commitment to
provide the public sector with
an Anti-Corruption Framework
to help build trust and cofidence
in public institutions.
It proposes a well planned
strategy to empower public
bodies and public servants
to promote transparency,
accountability and integrity.
These are the main ingredients
that will bring in a sound
management system as an
antidote to corruption. Through
a policy of openness and
transparency together with
each public servant being
accountable for his/her action/
decision, the desired culture
of integrity will settle itself in
the workplace and also among
public servants.
The setting up of anti-corruption
committees within the different
public bodies as spelt out in the
PSACF is a clear indication of
management’s commitment
to bring down corruption by
identifying and managing them.
ICAC will act as a facilitator in
the course of implementation of
this manual.
The overall objective of the
PSACF is to enhance the
corporate image of each and
every public body where
all stakeholders as well as
members of the public are
provided with quality service.
By adopting a zero tolerance
policy members of the public
are being made aware that
opportunities for corruption no
longer exist.
41
continued from page 18
Regional and International Public
Sector Awards
Organisations participating in the Public Service Excellence Award are encouraged to go
beyond the national context and compete in the following regional and international awards.
African Association for
Public Administration and
Management (AAPAM) Award
The AAPAM Award, which is run
by the AAPAM in association with
the Governance and Institutional
Development Division (GIDD) of
the Commonwealth Secretariat,
recognizes organisational
achievements in the public sector.
The Award aims to promote
innovation in the public sector
by encouraging and recognizing
organisations and people for
creative and effective ways of
solving specific problems of
administration and management,
publicize innovations in the public
sector which are worthy of
emulation, facilitate the transfer
of innovations and best practices
to improve the quality of Public
Administration and Management in
Africa and enhance the image of the
public sector in Africa.
The best three entrants receive the
Gold, Silver and Bronze Awards
in order of merit. The Awards are
attributed to winners during the
AAPAM Roundtable Conference
held on a yearly basis.
The Administrative Reforms
Division of the Ministry of Civil
Service and Administrative
Reforms was the winner of
Silver AAPAM Award in 2007
for “Spearheading Administrative
Reforms through an Innovative
Package in the Civil Service in the
Republic of Mauritius”.
For the year 2010, the
Department of Civil Aviation won
the Bronze Award.
For the year 2011, the
Entomology Division, Ministry
of Agro- Industry and Food
Security won the Silver Award
and the Companies Division won
a Glass Trophy.
42
All Africa Public Sector
Innovation Awards (AAPSIA)
AAPSIA is the first Africa-wide
awards programme that celebrates
innovation in the public sector. It
aims to promote and encourage
innovative practices in the public
sector for improved service delivery,
promote regional and cross-sector
collaboration for promotion of good
governance, create a platform
for information sharing, lesson
learning and possible replication
of successful initiatives across the
African continent.
The awards are given in the
following three categories:I. Innovative Service delivery
Improvements;
II. Innovative Partnership between
Government, Private Sector and
Civil Service Organisations;
III. Innovations in the Systems and
Processes of Governance.
The Biodiversity Unit, the
Mauritius Forestry Service was
the Runner-up in the “Category
Innovations in the Systems and
Processes of Governance” in the
first edition of the AAPSIA in 2008.
The Mobile Clinic of the Ministry
of Health and Quality of Life
was the Winner of the AAPSIA
2010 in the category “Innovative
Service Delivery”.
Commonwealth Association
for Public Administration and
Management (CAPAM) Award
The CAPAM Award is organized for
CAPAM members every two years.
The Award celebrates the spirit
of innovation in the public service
by recognizing those who have
made significant contributions to
improving governance and delivery
of services in the public sector.
A gold medal is awarded to the
innovation that best encapsulates
and demonstrates excellence under
the overall awards theme. An award
is also given for each of the following
four categories:
• Innovations in Public Service
Management and Accountability;
• Innovations in Government
Services and Programmes;
• Innovations in Citizen
Engagement and Dialogue;
• Innovative Use of Technology in
the Public Service.
Submissions are judged on five
criteria, namely innovation,
appropriateness to context,
effectiveness, long term significance;
and transferable lessons learned.
United Nations Public Service
Awards (UNPSA)
The UNPSA is the most prestigious
international recognition of
excellence in the public service. It
rewards the creative achievements
and contributions of public service
institutions to the development
of countries around the world.
Through this annual competition, the
United Nations promotes the role,
professionalism, image and visibility
of the public service.
The award aims to discover innovations
in governance, reward excellence
in the public sector, motivate public
servants to further promote innovation,
enhance professionalism in the public
service, raise the image of public
service, enhance trust in government,
and collect and disseminate successful
practices for possible replication in the
public service;
The winners and finalists are
announced during the celebration of
the United Nations Public Service
Day, on the 23rd June each year.
For the year 2012, ICAC has been
proclaimed as first place winner in
the Africa Region in the category
of ‘Preventing and Combating
Corruption in the Public Service’
Trade Unions
Promoting Trade
Union Rights
through the
reinforcement of
Social Dialogue
Today the role of
Trade Unions has
become importantly
more challenging
particularly with
the continuous
trend of changes
and innovations in
the World of Work
and in society in
general. Not only,
trade unions should
maintain their crucial
and fundamental
role of defending the
inalienable rights
of workers but also
they have to take
stance and positions
on a wide range of
subjects and issues
affecting the citizens
as a whole.
At a time when we are speaking
about equality of opportunity,
it is essential that the Decent
Work Country Programme
be signed with government
and the social partners at
the earliest possible in order
to make employment safer
and more secure. Conditions
of work should also be in
consonance at all times with the
prescriptions of Occupational
Health and Safety Regulations
and Standards. Equally, the
fundamental principles and
rights at work should focus on a
strong social dimension based
on universal human rights and
the dignity of workers.
In the pursuit of progress to be
achieved in the socio-economic
fields, there should be a
change of mindset and attitude
on the part of government
and employers so that trade
unions should be considered
as an important social partner
rather than being considered as
opponents in the development
process. Social Dialogue
should be promoted to allow
participatory democracy to
function without impediments.
Collective Bargaining should be
carried in a climate of trust and
good faith. Both government
and employers organisations
should favour negotiations and
consultations with trade unions
in line with the sacrosanct
principles of Industrial
Democracy and Tripartism as
advocated by the International
Labour Organisation (ILO).
An enabling environment and
improved conditions of work
should be among the priority
issues. Women and Young
Workers should be given
relevant training facilities to
usher innovations geared
at achieving the goals and
objectives of development and
the construction of a better
society. In this context, the Civil
Service College, which will
become operational soon, will
no doubt play a preponderant
role in the field of training,
capacity building, competence
and the effectiveness to provide
excellent service to the nation.
In the wake of the forthcoming
publication of the PRB Report,
Public Officers have growing
expectations of hope for a
better future in the Public
Service and are looking forward
for measures that will enhance
their conditions of life with the
provisions of decent salaries,
benefits, green jobs and clean
technologies.
Toolsyraj Benydin
President, Federation of
Civil Service and Other Unions
43
Portrait
Portrait
Shailen Dursun :
« La chanson représente ma passion,
mes racines et ma vie… »
Il aime chanter depuis
qu’il a l’âge de parler.
Shailen Dursun,
Office Care Attendant
au ministère de la
Fonction Publique
et des Reformes
Administratives vit
sa passion comme
un don. Une passion
qu’il partage avec
enthousiasme
avec ses
collègues.
Quand on le croise pour la
première fois dans les couloirs
du ministère de la Fonction
Publique et des Réformes
Administratives, on n’imagine
pas que ce jeune homme de
38 ans est capable de vous
tenir en haleine en chantant du
Kishore Kumar ou du Kumar
Sanu. Pourtant c’est le cas et
quand l’Office Care Attendant
Shailen Dursun vous parle de
chansons Bollywood, c’est un
véritable feu d’artifice. Il en
connaît une large palette : les
classiques, les modernes,
les interprètes, leurs
timbres respectifs…
On se rend vite
compte que l’on a à
faire à un passionné
de la chanson. Son
talent d’imitateur
d’acteurs célèbres
et de personnalités
de la scène locale, s’est
également répandu comme
une trainée de poudre dans le
ministère. Amitabh Bacchan,
Prem Chopra, Amjhad Khan, ou
encore certains personnalités
politiques figurent parmi ses
« victimes » préférées. Si bien
qu’on ne peut concevoir une
fête ou un ‘get together’ au
bureau sans l’Office Care
Attendant au don particulier.
« Quand il y a une fête
au bureau, les collègues
m’appellent pour que je vienne
faire un petit ‘entertainment’ »,
dit-il de sa voix reconnaissable
entre toutes.
Son talent a fait le tour du
ministère grâce à son répertoire
Portrait
de chansons bollywoodiennes.
Benjamin d’une fratrie de
quatre enfants, Shailen Dursun
a su très tôt montrer son
aptitude pour ce genre musical
hérité de son défunt père Prem.
« Mon père était un grand
fan de l’acteur Raj Kapoor, si
bien qu’a la naissance de mon
frère aîné il le prénomma Raj
Kapoor ! La musique est une
affaire de famille. Mon frère
est un passionné du chanteur
indien Mukesh et quand je
me retrouvais à la maison
tout le monde se mettait à
chanter, » raconte-t-il. C’est
dans cette atmosphère que
Shailen a grandi. Et c’est
tout naturellement qu’il a
commencé à transmettre sa
passion aux enfants de 8 à 15
ans qui fréquentent le Satya
Sai Service Organisation dont
il est membre depuis 2001. Làbas, dans les centres du Satya
Sai Service Organisation de
Piton, Goodlands ou Plaine des
Papayes il s’adonne à un tout
autre registre, celui du chant
religieux. « Le chant religieux
est le genre que je préfère car
lorsque nous chantons tous
ensemble, nous créons une
atmosphère énergétique et
vibratoire comme un tableau
aux couleurs et aux formes
variables selon les sons émis…»
Cette passion, Shailen Dursun
la vit avec intensité depuis
sa prime jeunesse. Elle ne
l’a jamais quittée malgré
les moments difficiles. Au
contraire, chanter lui donne
une grande satisfaction
personnelle. La chanson lui a
appris à se débarrasser de sa
timidité, à avoir confiance en
soi et à retrouver un équilibre
dans ses émotions. « Chanter
c’est se dépasser soi-même »,
confie l’autodidacte qui, pour
s’améliorer, a commencé à
prendre des leçons de vocalise
avec un professeur de chant.
Publique et des Reformes
Administratives et ses activités
au sein de l’organisation
religieuse. Avec d’autres
membres, il prépare activement
à commémorer en juillet le
World Handicapped Day, un
événement important dans le
calendrier de l’organisation.
C’est d’ailleurs à cette occasion
que Shailen Dursun s’est produit
en public pour la deuxième fois
en 2001. « Un ami connaissant
mon goût pour le chant et les
imitations m’avait demandé
de venir animer l’événement.
Le public a bien rit de mes
mimétismes et a apprécié
mon tour de chant. Cela m’a
encouragé à continuer. Depuis
je n’ai jamais quitté la scène… »
confie-t-il. Et il n’est pas prêt de
la quitter, car pour lui chanter
est une fonction vitale : « Elle
représente ma passion, mes
racines et ma vie. »
Malgré son emploi du temps, il
parvient à concilier son travail
au ministère de la Fonction
Bindu BOYJOO
Ses 5 dates
3 mai 1974 :naissance à Labourdonnais
1992 :
il participe au concours Geet Gaate Chal organisé
par la MBC
1998 :
il donne pour la première fois un aperçu de son
talent aux célébrations du 30ème anniversaire de
l’Indépendance organisées par le ministère des
Arts et de la Culture.
2008 :
il est embauché comme Office Care Attendant au
bureau de l’Attorney General
2011 :
il se joint au ministère de la Fonction Publique et
des Reformes Administratives
45
Portrait
Yasdev Kistomohun
D’Office Care Attendant à
Assistant Secretary
La vie n’a pas été un
long fleuve tranquille
pour Yasdev
Kistomohun, aussi
connu comme Yash.
Néanmoins, grâce
à l’effort il a su se
frayer une place au
soleil. Retour sur le
parcours de l’Office
Care Attendant
devenu Assistant
Secretary.
Son parcours dans la
fonction publique est une
source d’inspiration. Yasdev
Kistomohun, récemment
promu en tant qu’Assistant
Secretary au ministère de
l’Education, doit tout à sa
persévérance et à son assiduité
au travail. Quand il se joint à la
fonction publique en 1990, il est
Office Care Attendant n’ayant
pour seul bagage son School
Certificate et la rage de s’en
sortir.
Né à Chemin Grenier, le
jeune Yash connaît avec ses
trois frères et sa sœur une
enfance difficile car les temps
sont durs pour ses parents
laboureurs. La fratrie dont
Yash est le benjamin, parvient
à compléter leurs études
secondaires jusqu’au School
Certificate. « Mais je n’ai pu
continuer jusqu’en HSC. Ce
n’est qu’en me joignant a la
fonction publique que j’ai pu
obtenir mes 2 A levels, » confie
Yash. En effet, le jeune homme
est alors Office Care Attendant
au ministère du Commerce et
du Transport Maritime. Après
avoir obtenu son A Level, il est
promu Postal Officer au Posts
& Telegraphs Department du
ministère de l’Energie. « Le
travail n’était pas dur, c’est le
trajet de Chemin Grenier au
bureau qui était fatigant car il
fallait être à son poste a huit
heures,» dit-il.
Deux ans plus tard, en 1994, il
est Clerical Officer au ministère
de la Santé. En 1998, il est
nommé Executive Officer et
est transféré au ministère des
Infrastructures publiques
où il entamera
son diplôme en
ressources
humaines. En
Portrait
2003, il est promu Human
Resoure Officer et est posté
au Local Government Service
Commission. Il poursuit ses
études et décroche son BSC
en ressources humaines. Par
la suite, il obtiendra de la
fonction publique une bourse
d’études pour son Master en
Human Resource Planning &
Development. Lorsqu’il rentre
au pays après ses études en
Inde en février 2011 il intègre
le ministère de la Fonction
Publique et des Ressources
Humaines. Il y restera jusqu’au
4 décembre 2011 avant de
se joindre au ministère de
l’Education après être nommé
Assistant Secretary.
Ce parcours résumé en
quelques lignes n’a pourtant pas
été de tous repos. Les difficultés
rencontrées sont innombrables.
Mais Yash préfère regarder le
bon coté des choses. Comme
cet encouragement reçu d’un
fonctionnaire alors qu’il est
Office Care Attendant. « Je
considère M. Rama comme
mon guru, celui qui m’a incité
à aller de l’avant. Le premier
jour où je l’ai rencontré, il m’a
dit que je devais apprendre.
Et quatre ans plus tard,
nos chemins se croisent de
nouveau. M. Rama est Human
Ressource Officer au ministère
de la Santé et me conseille,
moi qui suis Clerical Officer, de
continuer mes études, ce que
j’ai fait. »
fonction publique comme moi
ont progressé. J’ai des anciens
collègues qui sont aujourd’hui
au Procurement and Supply
Cadre ou encore Senior Human
Resource Officer. Rien ne
s’obtient sur un plateau, par
exemple avant d’être promu
AS, j’ai du repasser les examens
et l’entretien trois fois! » Celui
qui qualifie son nouveau job
d’enrichissant et de prenant,
peut être fier de son parcours.
Même s’il a du batailler dur, il
est heureux de ce qu’il a réalisé.
Bindu BOYJOO
“The price of success is hard work,
dedication to the job at hand, and the
determination that whether we win or
lose, we have applied the best of ourself
to the task at hand.”
“A winner is someone who sets his
goals, commit himself to those goals,
and then pursues his goals with all the
ability given him”
S’il y a une chose que ce
papa de trois garçons veut
transmettre a ses enfants
c’est bien le goût à l’effort.
« J’étais conscient qu’il fallait
entreprendre des études
pour avancer. Beaucoup de
ceux qui sont entrés dans la
47
Appointments
Senior Chief Executive
Five Senior Chief Executives have been appointed in a substantive capacity with
effect from 21 February, 2012.
Sateeavad Seebaluck
Born: 15 September 1951, Port Louis
Education: Royal College Port Louis; University of Delhi (India), University of Mauritius.
Professional Qualifications: B.A. (Hons) Economics (University of Delhi, India)
Diploma in Public Administration and Management (University of Mauritius)
Previous positions held: Economist, Ministry of Economic Planning & Development,
1976; Administrative Officer, Ministry of Finance, Ministry of Agriculture, Fisheries & Natural
Resources, Ministry of Housing, Lands & Environment, Ministry of Health, and Ministry of
Environment & Land Use during the period June 1976-October1990; Principal Assistant
Secretary Oct 1990-1999; Appointed Permanent Secretary in 1999; and Appointed as Senior
Chief Executive in march 2012.
Vijay Lutchmee Ramsamy (Mrs)
Born: 8 October 1950
Education/Training:Queen Elizabeth College - SC & HSC; University of Mauritius- Diploma in
Public Administration & Management; Training in Public Administration/Productivity/Leadership in
UK/Singapore/New Zealand respectively.
Joined Public Service in 1971 as Clerical Officer
• Appointed Administrative Officer in 1976 - Served in the following Ministries: Social Security,
Education, Civil Service Affairs, Foreign Affairs, Finance.
• Appointed Principal Assistant Secretary in 1986 - Served in Ministries of Works, Education,
Manpower Resources, Agriculture and, as Ag Permanent Secretary, in the Ministries of
Women’s Rights & Family Welfare, Foreign Affairs & Regional Cooperation and Rodrigues.
• Appointed Permanent Secretary in 2000 - Served in Ministries of Information Technology &
Telecommunications, Education, Prime Minister’s Office, Labour & Industrial Relations, AgroIndustry & Food Security and, as Supervising Officer in the Ministry of Public Infrastructure,
National Development Unit, Land Transport & Shipping
• Appointed Senior Chief Executive in February 2012 in the Ministry of Energy and Public Utilities
Premila Aubeelack (Mrs)
Post: Senior Chief Executive, Ministry of Education and Human Resources
Qualifications: BA Hons ( English), Diploma in Public Administration & Management
Experience: Appointed Administrative Officer in June 1976; Appointed Principal Assistant
Secretary in October 1990
Served in - Ministry of Agriculture & Natural Resources - Ministry of Trade and Shipping and
- Ministry of Education & Human Resource Development
Appointed Permanent Secretary in September 2000
Served in - Ministry of Arts & Culture - Ministry of Information Technology and
Telecommunications - Ministry for Women’s Rights, Child Development & Family Welfare Ministry of Housing & Lands - Ministry of Education & Human Resources
Appointments
Kan Oye Fong Weng-Poorun (Mrs)
Mrs KanOye Fong Weng-Poorun is presently the Senior Chief Executive of the Prime Minister’s
Office (Home Affairs).
Education: Bachelor of Arts (Hon) in Administration.
Experience: She has a long career in the public service and has acquired vast experience
in public administration and management in different Ministries such as Ministry of Works
(1979-1992), Ministry of Health (1992-1994), Ministry of Energy, Water Resources and Postal
Services (1994-1997), Ministry of Public Infrastructure and Public Safety (1997-2001), Ministry
of Agriculture, Fisheries and Natural Resources (2001-2003) and Ministry of Housing & Lands
(2003-2005). Posted to the Prime Minister’s Office (Home Affairs Division) in July 2005, she was
appointed Senior Chief Executive in March 2012.
She also serves as Director on the Board of several companies.
She was conferred “Chevalier dans l’Ordre national de la Légion d’Honneur” in July 2011 by the
President of the Republic of France.
Abdool Nooranee Oozeer
Born: 09 December, 1955, Port Louis,
Education: Royal College Port Louis, 1968-74; University of Delhi, India, 1977-80; University of
Mauritius, September 1985-April 1986; University of Technology Mauritius 2004-2005
Professional qualifications: 1977 - 1980 - B.Com (Hons), University of Delhi, India; 1985 1986 - Diploma in Public Administration and Management (D.P.A.M.) University of Mauritius;
2004 – 2005 - MBA Finance with specialization in Finance, University of Technology Mauritius
Previous positions held: Education Officer (Grade A), 1983-1985; Administrative OfficerAssistant Secretary, 1985-1994; Principal Assistant Secretary, 1995-2005.
Permanent Secretary, 1 March 2005 – 24 April 2012: Ministry of Civil Service & AR: 01 March
2005 to 11 July 2005;
• Ministry of Housing & Lands: 12 July 2005 to 30 April 2007; Ministry of Information
Technology & Telecommunications: 02 May 2007 to 10 December 2007; Ministry of Health
& Quality of Life: 10 December 2007 to 07 February 2009; Ministry of Housing & Lands: 09
February 2009 to 24 April 2012
Promoted as Senior Chief Executive on 25 April 2012 Ministry of Housing & Lands: 25 April 2012
to-date
Permanent Secretaries
1)
2)
3)
4)
5)
6)
Vishnou GONDEEA
Georges Henry JEANNE
Iona Melanie OREE (Mrs)
Mreedula Devi BEEHARRY (Mrs)
Abdool Cader MOOSUDDEE
Gowmuttee MAKOONDLALL
(Mrs)
7) Vidianand LUTCHMEEPARSAD
8) Chettandeo BHUGUN
9) Oomaduth JADOO
10) Nirmala GOBIN-BHEENICK (Mrs)
19 Permanent Secretaries have
been appointed in a substantive
capacity as from 25 April 2012.
11) Virendra Kumarsingh DABY
12) Kwee Fong Khee Fah
KONG WIN CHAN (Ms)
13) Fareed Azad Iman CHUTTAN
14) Ashis Kumar HOOLASS
15) Motichand SEEBAH
16) Mylavadee MUDALIAR (Mrs)
17) Ravi MEETTOOK
18) Devi Chand A. Rye
SEEWOORUTHUN (Mrs)
19)Tamanah APPADU
49
By using Cocoon Silk and Gloss 100% recycled
paper to print 4000 copies of this newsletter, the
environmental impact was reduced by:
689 kg of landfill
75 kg of CO2 of greenhouse gases
17,977 litres of water
1,693 kWh of energy
1,119 kg of wood
Source:
Carbon footprint data evaluated by FactorX in accordance with
the BilanCarbone methodology. Calculations are based on a
comparison between the recycled paper used versus a virgin
fibre paper according to the latest European BREF data (virgin
fibre paper) available. Results are obtained according to technical
information and subject to modification.
Ministry of Civil Service and Administrative Reforms
Level 7, New Government Centre, Port Louis, Republic of Mauritius
Tel: (230) 201 3259, Fax: (230) 211 9546
email address: [email protected]
Website: http//civilservice.gov.mu
Visit our Ethics Online Corner at http://ethicscorner.gov.mu
Designed and printed by the Government Printing Department

La Fonction publique avance à grands pas ».

Transcription

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