The Administrative Cadre in Mauritius - Le

cadre administratif a Maurice

By: Bouzermaurice.com Company Ltd - Yellow Pages for Mauritius - Pages Jaunes ile
Maurice; Date Added.: Mar 2, 2011; Category: ROOT

Understanding the hierarchy in the Public Service in Mauritius

When scandals burst in the Government very often we hear terms AS, PAS, PS, SO, SCE and
Sec to Cab. These terms designate the officers forming part of the Administrative Cadre. In
this article, a definition of each term will be given so that some light is shed on their
respective roles.

The role of the Administrative Cadre in Mauritius.

According to the PRB Report 2008, the Administrative Cadre falls under the responsibility
of the Prime Minister’s Office. It provides support to the machinery of government in
designing, formulating and implementing government policies.’

The Administrative Cadre (or Admin Cadre for short) is that category of officers employed
by Government who in the end manage the public service and who ensure that the decisions
of the Government are effectively and efficiently implemented. This is a very simple way of
putting things but in a nutshell sums up its basic role which entails several implications and
responsibilities. The Admin Cadre has this very important role of ensuring that public funds
are properly and judiciously used in compliance with existing rules and regulations. The
complexity of the Admin Cadre’s job lies in its ability in implementing the vision of the
Ministers in office in compliance with existing rules and regulations.

The Hierarchy in the Administrative Cadre

AS stands for Assistant Secretary who starts at the lowest rung of the Admin Cadre ladder ie
at the lowest end of the Administrative Cadre. In Mauritius, as at 10 January 2011, there were
126 Assistant Secretaries with 11 of them being assigned Actingship as Principal Assistant
Secretary (PAS). The Assistant Secretary usually reports to his Principal Assistant Secretary
though there is no hard and fast rule. Depending on circumstances, the Assistant Secretary
may also report directly to the Permanent Secretary on specific files.

SADC/JICA project: 5th Joint Coordination Committee Meeting kicks off

14 May, 2019: The 5th Joint Coordination Committee (JCC) Meeting of the Southern
African Development Community (SADC) / Japan International Cooperation Agency
(JICA) Project on Forest Conservation and Sustainable Management of Forest Resources
in Southern Africa kicked off, this morning, at Tamassa Resort in Bel Ombre.
The Conservator of Forests from the Forestry Services of the Ministry of Agro-Industry
and Food Security, Mr Vishnu Tezoo, representatives of Forestry from 13 SADC Member
States, officials from SADC Secretariat as well as JICA officers were present.

In his opening remarks, the Conservator of Forests highlighted the importance of forests,
which help to build resilience and create the conditions that support food security, and
their environmental benefits. The 5th JCC Meeting, he pointed out, emphasises the
importance of forests conservation and protection of natural resources in addressing
forest degradation, deforestation, food security and natural disasters, among others.

Mr Tezoo stated that the Mauritian Government recognises the importance of forests and
their benefits in the sustainable development of the country owing to their
environmental, economic, social and ecological functions. Mauritius, he said, is putting in
place policies and strategies so as to increase the area covered by forests, such as, the
National Forest Policy of the Strategic Plan 2016-2020 for the Food Crop, Livestock and
Forestry sectors. The SADC/JICA project is beneficial to Mauritius in terms of training
programmes, capacity building, and learning experiences from other countries, and will
help decision makers to promote and develop a sustainable approach for forest
management and conservation, he added.

SADC/JICA project and 5th JCC Meeting

This project will support capacity building in forest information, forest fires, and
participatory forest management with the SADC. Such efforts will contribute in
enhancing capabilities of some 15 SADC nations and the SADC Secretariat so as to
promote sustainable forest resource management. The project’s expected outcomes are:
organising regional Forest Information Systems; supporting the integrated Forest Fire
Management; and supporting Participatory Forest Management.

During the 5th JCC Meeting, which is being held from 14 to 16 May 2019, participants
will, among others, review the record of the 4th JCC Meeting and matters arising; report
on the overall progress after the 4 th JCC; receive an update on the budget situation
2019/2020; and be presented with the annual work plan for 2019/2020 with regard to
Forest Information System, Forest Fire Management and Participatory Forest
Management.

Workshop focuses on Capacity Building on Gender Mainstreaming in the

Civil Service
A four-day workshop on Capacity Building on Gender Mainstreaming in the Civil Service
opened yesterday at the seat of the National Empowerment Foundation in Port Louis in
presence of the Minister of Civil Service and Administrative Reforms, Mr Eddy Boissézon,
and other personalities.
The workshop which is an initiative of the Ministry of Civil Service and Administrative
Reforms in collaboration with the United Nations Development Programme (UNDP) and the
Civil Service College, Mauritius, has as focal point, social inclusiveness and democratic
governance.The objectives of the workshop are to impart practical gender mainstreaming
skills in terms of how to conduct gender analysis, implement Gender Responsive Budgeting,
conduct gender impact assessments and provide regional and international examples on
existing initiatives on how to engender the civil service.
During the workshop, participants will be provided technical skills on how to practically
engender policies and programmes as well as formulate gender sensitive indicators aligned to
the 2018-2019 Budget programmes. Participants will also be assisted in the formulation of an
action plan based on gaps identified within their programmes and equipping participants with
skills on how to engender the Performance Management System.
In his address, Minister Boissézon highlighted that gender equality is an issue of development
effectiveness, and not just a matter of political correctness or kindness to women. New
evidence, he underlined demonstrates that when women and men are relatively equal,
economies tend to grow faster, and the well-being of men, women and children is enhanced.
Government is committed to ensure that there is no discrimination or discrepancies based on
gender in the Civil Service by promoting the principles of gender equality through gender
mainstreaming at all levels, he said.
Furthermore, he pointed out that gender mainstreaming ensures that policy-making and
legislative work is of higher quality and has a greater relevance for society, as it makes
policies respond more effectively to the needs of all citizens. The workshop, Mr Boissézon
indicated will help to analyse the existing situation, with the purpose of identifying
inequalities, and developing policies to redress these inequalities. It will also provide the
appropriate tools for officers to lay down systematic approaches and get the technical
capacity to mainstream gender as part of the implementation of respective sectoral gender
policies of line ministries, he added.
The Minister recalled that statistics were collected following a gender audit made by the
Mauritius National Assembly, Parliamentary Gender Caucus, with the support of UNDP, in
April 2018 and that the overall average percentage of gender mainstreaming in the public
sector is 56%.According to the report, the main factors hampering gender mainstreaming
initiatives were the lack of technical capacity of officers to carry out gender mainstreaming,
the implementation of gender responsive budgeting as well as the formulation of gender
sensitive indicators.
Mr Boissézon listed out the recommendations, namely: enhance the capacity of Gender Focal
Points; carry out gender sensitive analysis, gender impact assessment, and formulate gender
sensitive indicators; and engender the Code of Ethics of the Civil Service and the
PerformanceManagement System (PMS), including gender budgeting within the whole
policy cycle. On this score, he pointed out that his Ministry is leaving no stone unturned to
apply the recommendations of the gender audit exercise.
Furthermore, the Minister highlighted that his Ministry is seeking to enhance the in-house
technical capacity of Gender Focal Points by making the members of the Gender Cell and
Officers of the Human Resources (HR) to carry out gender sensitive analysis, gender impact
assessment and formulate gender sensitive indicators, and also by extending the capacity
building programme to representatives of all HR of sectoral ministries.
Mauritius and Norway to reinforce collaboration and boost the Blue
economy
Mauritius and Norway will work towards further strengthening the bilateral relations
while reinforcing the existing ties and cooperation with regard to the Blue economy. A
Memorandum of Understanding is also expected to be signed between both countries for
regular consultations.

This was at the fore of discussions, yesterday, during a courtesy call by the Special Envoy
from the Ministry of Foreign Affairs in Norway, Ambassador Odd-Inge Kvalheim, on the
Prime Minister, Minister of Home Affairs, External Communications and National
Development Unit, and Minister of Finance and Economic Development, Mr Pravind Kumar
Jugnauth, at the New Treasury Building in Port Louis.
In a statement, the Ambassador expressed satisfaction regarding the meeting with Prime
Minister Jugnauth and added that both parties have renewed their interests in promoting and
tapping the oceans and its marine resources in a sustainable manner. He underlined that both
Norway and Mauritius have similar goals pertaining to the ocean which according to him,
plays a pivotal role for the economy.
Another factor, he stated, that is climate change, is affecting agriculture on land and this is
why, according to him, more and more countries are becoming dependent on the sea and
marine resources for livelihood. The preservation of the oceans, he further said, is primordial
for food production in the wake of the above challenges.
Ambassador Kvalheim also recalled that the ocean is a global ecosystem and necessitates the
efforts of several countries. On this score, he added that the Government of Norway will
establish a high-level panel on the oceans and will require both inputs and consultations from
the Republic of Mauritius.

Signature of six agreements: Mauritius and Kenya enhance cooperation in

several fields
The relations between Mauritius and Kenya date back when the respective countries
were struggling for independence. The excellent relations have been enhanced over the
years at bilateral level and consolidated by a series of high level meetings and visits
during the past years. We look forward to deepening relations in the forthcoming years
as we build on our political and economic ties for the benefit of the two nations.

The Prime Minister, Minister of Home Affairs, External Communications and National
Development Unit, and Minister of Finance and Economic Development, Mr Pravind Kumar
Jugnauth, made this press statement this morning after a working session with the President
of the Republic of Kenya, Mr Uhuru Muigai Kenyatta, in Port-Louis.
During the working session, six agreements that are the outcome of the deliberations of the
first Joint Commission for Cooperation between Mauritius and Kenya were signed, namely :
a Double Taxation Avoidance Agreement (DTAA); an Investment Promotion and Protection
Agreement (IPPA); a Memorandum of Understanding (MoU) on Cooperation for
Development of Special Economic Zones and Export Processing Zone in Kenya; a MoU in
the field of Tourism; a MoU in the field of Higher Education and Scientific Research; and a
MoU in the field of Arts and Culture.
In his statement to the press, Prime Minister Jugnauth underlined that the visit of President
Kenyatta is a testimony of the excellent relations that both countries share adding that they
are both locked in a mutually beneficial partnership. He expressed gratitude to the
Government of Kenya for its support in the country’s battle over the Chagos Archipelago
sovereignty. He indicated that during the tête-à-tête and working session he had with the
President, he had the opportunity to raise various issues of mutual interest and explore scope
for both parties to further enhance their bilateral economic relations.
Speaking about the agreements signed, Prime Minister Jugnauth pointed out that the DTAA
and the IPPA are core instruments for the promotion of greater economic cooperation and
protection of investments between the two countries. He added that the signature of the
agreements on Special Economic Zone will lead to the setting up of a conducive framework
towards developing centers that will enhance economic development and create employment
opportunities. He further indicated that both parties have agreed to pursue consultations as
regards the establishment of a MoU on Mutual Legal Assistance, an agreement on the
transfer of prisoners, and an Extradition Treaty.
Moreover, Mr Jugnauth underlined that Kenya’s position as an economic powerhouse in the
East Africa Region is one of the main trading partners of Mauritius, hence marking a new era
as Mauritius seeks to work out strategies to tap into the full trade potential and develop joint
agro-based industries. He highlighted that Mauritius will import more commodities from
Kenya and improve collaboration and trade in different types of sugar. As regards regional
issues, both countries are committed to combine their efforts to tackle internal security issues
on matters relating to terrorism, maritime security, illegal fishing, illicit trafficking and drug
trafficking, he stated.
For his part, the President of the Republic of Kenya, Mr Uhuru Kenyatta, said that this
important and historical state visit will help strengthen the brotherly bilateral ties between the
two countries that are essentially anchored in shared values and principles, similar aspirations
of sustained growth and shared prosperity. Both countries, he added, are well-placed for
championing development and through this enhanced collaboration, will have an opportunity
to work together and build strategic cooperation and derive fruitful outcomes.
President Kenyatta pointed out that during bilateral talks with Prime Minister Jugnauth, both
parties discussed avenues to explore the opportunity for expansion of bilateral cooperation
with the view of enhancing cordial relations between the two countries. Discussions focused
on expanding opportunities of trade and investment in key sectors including culture,
transport, agricultural, education and tourism. He also noted that Mauritius and Kenya are
endowed with marine resources and highlighted the need of ensuring the sustainable use of
these resources. He also emphasised the importance of enhancing partnership on maritime
transport by linking Port-Louis to Port Mombasa as a catalyst for growing business and trade.
According to the President, the six agreements signed between the two countries in critical
areas will deepen the partnership between both countries. Kenya, he said, is encouraging
more potential Mauritian investors to tap in business opportunities and in this regard, will
make provision for facilities and services. He observed that Kenya takes cognizance of
Mauritius’ strategic importance in the Indian Ocean to lead as chair of the Indian Ocean Rim
Association, and its stand as regards the fight against money laundering, maritime piracy and
drug trafficking. He expressed gratitude as regards the support of the Government of
Mauritius given to Kenya’s candidature for a non-permanent seat in the United Nations
Security Council 2021-2022, adding that Kenya’s desire to be a member of the Council
emanates from its aim to contribute to the maintenance of international peace and security.
Speaking about Mauritius’s ongoing battle for the Chagos Archipelago sovereignty, the
President reiterated Kenya’s unflinching support, as it firmly believes in the fierce protection
of sovereign and territorial integrity.

Reinforcing Anti-Money Laundering and combating Financing of Terrorism

framework
Mauritius is reinforcing its Anti-Money Laundering/Combating the Financing of Terrorism
framework and to that effect a Bill was passed in the National Assembly yesterday.

The Anti-Money Laundering and Combatting the Financing of Terrorism

and Proliferation (Miscellaneous Provisions) Bill 2019 amends 18 existing
enactments with a view to meeting international standards of the
Financial Action Task Force (FATF) on anti-money laundering and
combatting the financing of terrorism and activities related to the
proliferation of weapons of mass destruction, as well as to provide for
matters related thereto.

The Minister of Financial Services and Good Governance, Mr Dharmendar

Sesungkur, gave these details, yesterday, at the National Assembly. He
expressed confidence that the proposed legislative package will go a long
way to ensure that the country’s financial sector remains robust and
internationally competitive. The legislations, he said, are pre-emptive and
will act as deterrent so that our jurisdiction does not find itself on the
back foot amidst a virally active money laundering and terrorist financing
landscape. In so doing, Mauritius is fostering a conducive environment
for the financial services sector to continue to prosper in a sustainable
and ethical manner while reinforcing its position as an active player in the
global financial market, he added.

Speaking about the United Nations (Financial Prohibitions, Arms Embargo

and Travel Ban) Sanctions Bill 2019, Minister Sesungkur emphasised that
the Bill’s introduction shows that Mauritius, fully aware of its international
obligations as a responsible global citizen, is taking bold measures to
implement the targeted financial sanctions under the relevant United
Nations Security Council resolutions and FATF standards. This Bill, he
remarked, will enable Mauritius to address the technical compliance
deficiencies under FATF Recommendations 6 and 7, concerning targeted
financial sanctions related to terrorism financing, and financial sanctions
related to proliferation, respectively
Government is determined to reducing unemployment rate
Government is determined to reducing unemployment rate in Mauritius and facilitate
access to gainful employment as well as empowering job seekers with requisite
competence and skills on the job market.

This statement was made by the Minister of Labour, Industrial Relations, Employment and
Training, Mr Soodesh Callichurn, yesterday at the opening of a two-day workshop held in
Port-Louis which aims at presenting new range of services for both jobseekers and
employers.
The Minister highlighted that it is essential to guide and orient jobseekers who are confronted
to the changing needs of the job market so as to make them employable over a longer period.
The workshop, he said, is in line with the restructuring of the Public Employment Service for
better support and accompaniment of job seekers.
Several training programs, he emphasised, are being conducted to equip the unemployed with
necessary knowledge and skills for increased job opportunities adding that employment
agencies play a major role in communicating information about the demand and supply of the
job market. To this end, these agencies are being redesigned for improved range of services
and support to facilitate access to employment, he pointed out.
Speaking about the National Employment Act 2017, he underlined that it provides for the
creation of a National Employment Department empowered to collect and analyse data on
any employment related matter in order to respond to the dynamic needs of the labour
market.
Minister Callichurn added that the labour market information on the demand and supply of
skills to local employers, job seekers and training institutions is crucial for manpower
planning and forecasting. The National Employment Department, he said, will complement
Government’s actions to further combat unemployment and cater to the needs of both
employers and job seekers.
He pointed out that the workshop will provide a platform for sharing information relevant to
the current situation of the job market and address challenges regarding employment
generation and skills development so as to respond to the labour market needs.
Some 50 participants including employers and job seekers are attending the workshop which
is being held by the Ministry in collaboration with the Agence Française de Développement
and Pôle emploi of France
Chagos Archipelago: Mauritius’s resounding success in the endorsement of
the Resolution by the United Nations
Mauritius has won the votes of 116 countries to have the Draft Resolution
A/73/L84/Rev1 pertaining to the Advisory Opinion of the International Court of Justice
(ICJ) on the legal consequences of the separation of the Chagos Archipelago adopted by
the United Nations General Assembly. Six countries, including the United Kingdom, have
voted against while 56 have abstained from the vote. The Chagos Archipelago was
excised by the UK from Mauritius without the consent of the Mauritian people.

The Draft Resolution was tabled, yesterday at the UN General Assembly, by the
Permanent Representative of Senegal on behalf of the States Members of the United
Nations that are members of the Group of African States. It calls for the termination of
the unlawful colonial administration as rapidly as possible, and for Member States, UN
agencies and international organisations to cooperate with the General Assembly in
bringing about the full decolonisation of Mauritius as well as refraining from acts that
would impede the performance of that obligation.

In his statement, yesterday, at the UN Headquarters, in New York, the Prime Minister,
Minister of Home Affairs, External Communications and National Development Unit,
Minister of Finance and Economic Development, Mr Pravind Kumar Jugnauth,
emphasised that the forcible eviction of the inhabitants of the Chagos Archipelago which
accompanied its unlawful excision from Mauritius remains a very dark episode of human
history akin to a crime against humanity. These Mauritian nationals who are now mostly
in their seventies and eighties have systematically been prevented from returning to
their birthplace, he stated.

The Advisory Opinion, the Prime Minister indicated, has given to these persons a
glimmer of hope and has tasked the General Assembly to address the question of their
resettlement and the protection of their human rights during the completion of the
decolonisation of Mauritius. He also spoke of Government’s commitment to implement a
programme of resettlement in a manner consistent with respect for their dignity and
human rights, unlike the UK Government’s proposal of monetary support to improve
their livelihoods outside their birthplace, which has been rejected by them.

For Mr Jugnauth, the Advisory Opinion is clear, unambiguous and decisive and leaves no
room for any doubt or other interpretation. In addition to these express conclusions, he
pointed out, the Court has made some pertinent findings which show the gravity and
extent of the wrongful act under international law that the colonial power has committed
in carrying out the excision of the Chagos Archipelago from Mauritius in 1965 and
maintaining the Chagos Archipelago as a colony ever since.

The Prime Minister also said that any country found to be engaged in an ongoing
wrongful act by the highest Court of the World would have hastened to make amends
and commit itself to terminate its unlawful conduct. In fact, during a high-level meeting
with the UK, Mauritius offered to work closely with the UK in order to present a joint
resolution which would be mutually beneficial, taking into account both the security
concerns of the UK and the conclusions of the ICJ’s Advisory Opinion.

For him, the offer was made in the spirit of great friendship between Mauritius and the
UK, and the high respect and regard that Mauritius has for the UK as a champion of
respect for the rule of law. In the circumstances, Mauritius is extremely disappointed
with the stance taken by the UK, the Prime Minister highlighted.

Moreover, the Prime Minister expressed gratitude to all the Member States that
participated in the various stages of the ICJ process, as well as countries from all regions
of the world and the African Union which contributed to the process that has allowed the
Court to hear and consider the views from all perspectives on the matter. The draft
resolution tabled by the African Group reflects the confidence which Africa and many
other States have in the principles and values of the United Nations, he added.

The ICJ has clearly established that the right of self-determination has been violated and
the decolonization of Mauritius has not been completed; that the colonial power must
end its unlawful administration of the Chagos Archipelago and that all Member States are
under an obligation to cooperate with the UN to complete the decolonization of Mauritius,
the Prime Minister stated.

The UN General Assembly had, in June 2017, adopted by an overwhelming majority the
Resolution 71/292 which pertained to request for an Advisory Opinion of the
International Court of Justice (ICJ) on the legal consequences of the separation of the
Chagos Archipelago from Mauritius in 1965.

The ICJ consequently gave a landmark Advisory Opinion in favour of Mauritius on 25

February 2019. This Opinion confirmed the longstanding position of Mauritius and Africa
that the decolonisation of Mauritius has not yet been completed and will not be
completed until Mauritius is able to exercise sovereignty over the Chagos Archipelago,
which the ICJ found – with no dissenting voice - to be an integral part of the territory of
Mauritius.
HOW DID THIS HAPPEN? THE SHIFT FROM CIVIL SERVICE REFORM TO PUBLIC SECTOR BUSINESS
TRANSFORMATION

n August 2015, less than a year after coming into power, the new Prime Minister set out Vision
2030. It is the government’s key policy document. He called for the private sector, the public sector
and the population at large to team up with his Cabinet to help achieve the Vision. Towards this
goal, he clearly stated that the public service must become more efficient, innovative and creative,
saying “I expect you to be active drivers in the nation building process. I want a new mind set
that focuses on national targets rather than on routine administrative jobs only”2. The Prime
Minister was setting the stage for public officers to become facilitators and enablers of national
development and the transformation to a modern and prosperous country.

The objective of Vision 2030 is to transform Mauritius into a high-income, sustainable, innovative
and inclusive economy with modern infrastructure, global connectivity and advanced skills and
technology. The Budgets of 2015 and 2016 work in harmony with Vision 2030. They also set out
expectations for continuous improvement in the public sector. The 2015 Budget laid the foundation
for Mauritius to propel itself towards the next phase of development that will be driven by
innovation and the 2016 Budget built on this by spelling out a number of measures to achieve major
public sector reform.

Civil service reform is not a new concept in Mauritius. The past ten to twelve years have seen various
activities related to civil service reform such as commitments to Occupational Safety and Health, a
Code of Ethics for Public Officers, MUDA Free Public Service, ISO Standards, Customer and
Citizens Charters, Public Service Excellence Awards, Human Resource Management
Information System, Electronic Attendance System, a Government Online Centre to support e-
Government initiatives and a new Performance Management System in place of the Annual
Confidential Report (a system from colonial days). Individually, each of these initiatives resulted in
change that strengthened the overall system. In the bigger picture, these activities are
administrative-based and process-driven and almost exclusively focused on the civil service itself
rather than the role of the civil service in social and economic growth and national development.

There is consensus across the public sector at the political and administrative levels, the private
sector, and academia that civil service reforms have not had a master plan. Reforms appear to be
piecemeal and implementation has been inconsistent. The reform framework has not been holistic
or crosscutting in its approach. The Ministry of Civil Serviceand Administrative Reforms by its very
name is seen to own reform and change across government rather than reform and change residing
within the purview of all public institutions. In some instances reform has been driven by academic
theory, which could not be applied in a real world setting or by examples from other jurisdictions
without much regard for whether they were fit-for-purpose for Mauritius. The initiatives have not
addressed the core of what needs to change, and have not set out a vision and path for positive
transformation. Reform and re-engineering have not seen the collective results expected. The
institutional framework in place does not support a modern, smart country. In other words, changes
have occurred but transformation has not.

In Mauritius, appellation (nomenclature) matters. In using the term appellation, it is important to

understand this is not about a superficial search for the right word; rather it is about how words
connect us to concepts, visions, experiences and feelings. It is about finding the truth for what has
meaning and value. This project undertook a precedent-setting approach to consultation and
listening in terms of the extent, thenumber of meetings, the range of positions and stakeholders
involved. Over 600 public officers from all cadres and grades – from drivers and cleaners to the
Secretary of Cabinet – were consulted about their vision and aspirations for the public service in 31
separate public sector engagement and issues identification workshops. Sixty-six stakeholder
meetings were held with public sector trade federations and associations, representatives of the
private sector, civil society, NGOs, academia and high commissions, embassies, delegations and
the United Nations Mission in Mauritius. At one level, these consultations provided key insights and
priorities for transformation. At a completely different level, the consultations highlighted
something much more important and deeply ingrained. There was an overwhelming agreement that
the civil service was not broken. Reform and renewal were stale ideas that had negative
connotations, as if the civil service had been doing something wrong for its entire existence; as if it
was broken and the technical expert was here to fix it. Likewise, improvement had a meaning or
vision that had both a negative and punitive connotation especially when linked to
performance. Innovation was a concept that had been overused and was not necessarily suited to
describe a public accountability environment that was neither risk-taking nor mistake-friendly. The
very language and concepts used to describe the project were resulting in cynicism and disbelief that
this time things would be different. Gradually, over time, the notion, idea and concept
of transformation began to take shape. Given the right framework the public sector could do things
in a wholesale different way. Transformation inspired a bigger, more positive vision.

Public officers themselves were starting to describe the public sector as a business where
shareholders were both the public officers and the citizenry. They were questioning how this
business could contribute to people-centric sustainable social and economic growth and the national
development goals, just as the Prime Minister had requested. Senior leaders were beginning to ask
how this business could improve the quality of life for citizens, improving prosperity, reducing
inequality and ultimately propelling Mauritius towards the high-income economy goal it has set for
itself. Bold thought leaders were asking how citizens could begin to participate as shareholders in
this company, including how they could become engaged in the design and delivery of
programmes. The foundation for moving towards a more strategic shift – that of public
sectorbusiness transformation – was starting to gel. The omission of the connecting word “and”
is significant. It is not public sector and business transformation. It is public sector business
transformation.

The whole business, the business model, the institutional framework, the inter-relationships and
institutional norms, the structure and organisation needed to be viewed as one entity, aligned to a
common purpose, vision, goals and behaviours. Public sector business transformation also reflects
the government’s need to continuously evolve, innovate and transform in order to respond to and
anticipate the needs of its citizens as well its local and global clients.
n Mauritius, one of the strengths of the public service is its continuity and ability to adapt when
needed. There are showcase examples here to this effect. Yet one of the interesting outcomes of
the consultations is that the public service does not see itself as one organisation or one institution
that must work together to achieve a common purpose, vision and goals. The risk is that this works
against achieving the objectives set out in Vision 2030. Ministries tend to see themselves as
individual entities rather than partners in the One Government position on policies, priorities,
performance, reform or transformation. This mindset and way of doing business does not create the
environment for the public service to be facilitators of economic growth and social development. In
addition there is limited planning and coordination across key functions and limited collaboration in
policy making and information sharing that makes it difficult to achieve a truly accountable and
results-driven public service. As in other jurisdictions, government is where the tough problems
come to be solved. Right now the public service organisation has rigid structures and is driven by
rules, hierarchy and processes that impede solving problems quickly or being innovative and
responsive to the needs of citizens or clients.

In light of all this, government began reviewing its programmes and services to keep pace globally
and to achieve its vision. It recognized the benefit and importance of further transformation and
innovation to accelerate economic growth. It understood that its civil service reform path needed to
change to a new model that would improve performance and contribute towards achieving a high-
income economy. And it recognized this meant transforming both its institutional framework and
the public service to become adaptive, responsive, high-performing and accountable facilitators for
its vision and agenda. The conclusion government arrived at is there is an inescapable need for
change. The Mauritius Public Service touches the life of every citizen from cradle to grave. Its reach
extends globally, internationally. Government has asked the question “what is the impact to
society and our vision of the country if nothingchanges”? This is the impetus behind public sector
business transformation and this is why the timing works right now.

WHAT’S NEXT?

Institutions, real or perceived, formal or informal, are built by people. Institutions can manifest
themselves as a set of norms or rules, an organisational structure or as people, power and influence.
And yet institutions are not some imaginary, nameless, faceless, out-of-reach edifice on a hill. If they
are built by people, they can be changed by people in a way that has meaning and value within the
local context.

The government has set out a vision for a high-income, sustainable and inclusive economy that
will improve the quality of life for citizens. To do this, transformation has to be at the national level
and cut across all public sector institutions. Boundaries, mandates and jurisdictions will need to
become integrated. Institutions and organisations will need to coordinate and collaborate when
dealing with issues and initiatives of national importance so that the very best decisions are made.
Ministries, departments and agencies will need to change the way they think and act, how they view
their roles, how they share information, how they innovate and bring continuous improvements,
how they manage risks, and how they pool together resources to reduce overlap and duplication
and better serve their clients. At a practical level, agencies will need to usea systematic way to plan,
allocate and prioritize workforce, financial, information technology and infrastructure resources.

The Public Sector Business Transformation Strategy is a new vision that sets out a whole-of-
government approach for transformation. It underpins all transformation initiatives across the public
service regardless of sector. It is a roadmap for fundamental changes that are aligned to government
objectives on continuous evolution and improvement through the highest and best use of
resources. It sets the stage for public officers to execute their role as facilitators and enablers of
national development. It creates a new model of the Mauritius Public Service that is
one entity, aligned to a common purpose, vision, goals, belonging and behaviours. It contributes to
developing capacity and knowledge across the public service, connecting and inspiring the brilliant
talent within its ranks. It has a relentless focus on implementation and monitoring outcomes and
results. These good business management practices should shift the system towards a modern,
adaptive and responsive public service that can quickly move to address emerging opportunities.
This cannot be accomplished in isolation. The Strategy has a global focus and explores partnerships
with private sector, civil society, research institutions, other jurisdictions and international
organisations to collaborate on the transformation journey.

The Implementation Plan spans forty-eight months and is centred on four main goals: (i) A strong
governance and institutional framework with the right institutional, legal and policy-enabling
frameworks so that functions and accountabilities are redefined, institutions reflect the Nation they
serve, and performance and outcomes are improved; (ii) A knowledgeable, open and digital
government where government is technology enabled, open and innovative and there is cross-
boundary sharing of information and knowledge to improve results; (iii) Business transformation
where the services and business solutions anticipate and respond to evolving client needs; and (iv) A
forward-looking, adaptive, responsive, capable and competent public service that can embrace its
role as facilitators of economic growth and social development.

The Cabinet of Ministers has approved the Strategy. Implementation is being guided and overseen
by a Ministerial Committee chaired by the former Prime Minister. In Mauritius it is significant and of
national importance that this individual, now known as the Minister Mentor, was given this
responsibility given his stature and status in the country. It is a testament to the high priority the
government places on this project. This Committee’s major task is to address those sensitive and
tricky issues that could be barriers to change and transformation and to drive home the message
that implementation is locally-owned. The resulting actions will be supported by counterpart teams,
working groups and cross-functional committees that have a three-year mandate to keep the
momentum and ensure sustainability of this important work. Starting in mid-2017, senior public
officials will have actions from the implementation plan included as performance indicators in their
executive performance management plans to enable tracking onperformance and transformation of
public institutions across the continuum.

An important factor in public sector business transformation is increased efficiency and ensuring the
best use of public funds. However, transformation cannot be seen only as a financially-driven
initiative. This is a lesson that government has learned from past experience. A singular lens on
financial improvements does not generate the urgency and commitment to redefining the public
sector and its business. Rather than attributing this responsibility to the Ministry of Finance and
Economic Development, government has created an integrated partnership model for
implementation headed by a Secretariat under the aegis of the Prime Minister. This new Secretariat
will be responsible for overseeing and driving results for the government’s overall aims, objectives
and agenda.

Over the course of this project there were two explicit instructions: the Strategy should not increase
the size of the public service and implementation should not be a long-term financial burden. These
instructions were easy to follow due to the foundational work of Vision 2030 and the previous two
budgets. The institutional and organisational alignment necessary for successful implementation and
longer-term impacts are well in line with the most recent budget’s position on public sector reforms.
Implementation of proposals within the Strategy will not entail major funding on the part of
government. Existing resources and current budgetary provisions are being utilised. In fact, there is
agreement at the Ministerial Committee that savings from efficiency improvements will be
reinvested in transformation initiatives for the next several years.

Over the longer term, institutional framework changes will result in government performance,
productivity and efficiency improvements. There will be a focus on creating the enabling
environment and institutional incentives for transformation on the one hand, balanced with robust
governance on the other. New public sector management and accountability frameworks that allow
for working across boundaries and portfolios will be developed. Non-structural ways of achieving
improved focus and coordination for doing things differently and doing different things will be
pursued. Simplified structures and redefined roles and responsibilities will connect public sector
agencies. Capacity and capability development plans that align strategic human resource
management and talent development to government’s long-term business goals will be developed.

There is acknowledgement at both the political and public official level that the path to
transformation requires patience, conviction and adequate resourcing to see it through. It will need
a steady, sustained and thoughtful approach. Implementation must be realistic, practical and tactical
or it will not occur. And here lies the balancing act. Transformation requires a continuously evolving
and adapting interaction between Ministers and senior public officials, developing synergies and
alignment in executing the government’s mandate. The government’s dilemma is the need for a
long-term strategy but unless it delivers short-term visible wins, it appears as if there are no results
on which to report. The governance and institutional framework changes as well as the mindset
shifts will require a longer timeframe to allow for full implementation and assessment. For
transformation to be successful political expediency will not make good public policy.

Mauritius has a history of changing and shifting political alliances. It is how things work here. As a
small nation state there is a constant challenge to rise above culture, community, influence,
status quo, power divides and entitlement. This transformation strategy has to survive either or both
situations. Transformation has to be translated into good business management practices that will
survive political change and upheaval. There needs to be a set of rules that remain in place
regardless of whether people change. Public sector business transformation needs to inspire a new
ethos where public institutions operate in an environment of integrity, transparency and principles
so that dynamic innovative people can deliver quality public services.