Responsibility through Decentralisation Strengthening Responsibility through Decentralisation MALTA Joyce Cassar PhD 15th May 2017

What inspired our Case? People & Standards towards a Cohesive Approach A move towards a model that Empowers and Motivates people A tool that increases Accountability, People Participation and Wellbeing 2

4 Pillars for a Service of Excellence Voice Design Delivery Accountability 3

Voice - Listening to Ideas, Expectations, Criticism and Support Design - Policies and Processes to meet the Needs and Expectations of the Customers (Internal & External) 4

Accountability - Trust and Reliability of Services Delivery - The Package Set Benchmarks for Efficient and Timely Delivery and Identify Processes that require Simplification/Re-engineering Accountability - Trust and Reliability of Services The People need to know that they are supported and are at the same time Accountable 5

Public Service Renewal Public Service Renewal: from Human Resources to People and Standards From Personnel to Strategic People Management From Public Administration HR Office to People & Standards Division Delegation towards more Line ownership Good Governance and Accountability initiatives

A Cohesive Approach People & Standards Division: Translates the Strategic Direction into Operational and Tactical Plans Strategy & Implementation Division: Develops a Government Macro Strategy in line with the Government's policy and the international conventions and directives the the country adheres to from time to time. through the Permanent Secretaries

Strategy & Implementation Division The Strategy & Implementation Division: Co-ordinates and Oversees the Implementation of the Government Strategy across all line Ministries and the international conventions and directives the the country adheres to from time to time. through the Permanent Secretaries

GOOD GOVERNANCE Prioritisation of public accountability and safeguarding of the audit impact

Reports by NAO followed up Action Plan for corrective Measures Implementation published in Annual Governance Report Quarterly commitment plans for implementation Budgetary Measures Simplification Measures

KEY PERFORMANCE INDICATORS

KPIs Introduction of KPIs across the Public Administration Commitment to benchmark and measure performance against National KPIs   KPIs have been supported by a second-level set of operational performance indicators to enable the Strategy & Implementation Division to measure performance

KPIs part of PA culture KPIs have been used to: A drive to transform PA culture to engage for effectiveness of the specific KPIs KPIs have been used to: steer and harmonise performance to a common goal improve performance as a country enhance our EU & International ranking in key areas

Accountability Initiatives Timely implementation of Budgetary Measures Identifying processes for simplification purposes Simplification of processes and procedures Implementation according to quarterly plans submitted

From Strategy to Operations The People & Standards Division translates the Strategic Direction into Operational and Tactical Plans hence ensuring that the targets set by the S & I Division are implemented

Undertakes all Operational Responsibility in terms of: Setting Structures Complement Standards and Processes With the aim of meeting Internal and External Requirements hence ensuring that the targets set by the S & I Division are implemented

A Novelty - People & Standards Model People & Standards: a cohesive approach Valuing People To achieve Standards of Excellence

Setting up the P&SD Standards and Conduct Quality and Audit Team People Resourcing & Compliance Directorate Research & Personnel Systems Directorate People Support & Wellbeing Directorate Industrial Relations Unit

Activating the Concept Introducing: 360º Performance Appraisal Sustainable Quality Service Benchmarked Service Delivery - Internal & External Developing People to Serve People

Strategic People Management New Performance Management Project Skills Matching and Staff Development Line Ministries as Strategic Partners Delegation sustained through monitoring ensuring Compliance Quality Audits and Benchmarking

Supporting People Employee Support Programme (ESP) - safeguarding the wellbeing of the People Hearing and addressing their concerns Harmonisation of Industrial Relations

Quality Service Delivery Internal Customers at par with External ones

People as Unique Resources Public Officers One-Stop-Shop Permanent Grievances Unit Directive 8 establishes response times for Employees Queries and request Response by default Directive 4 establishes response times Internal & External Customers

Quality Service Delivery Citizens expectations for a Service of Excellence Mystery Shopper Customer Service Quality Audits Compliance Audits & Corrective Measures Quality Service Charters Staff Training & Development

Service Delivery Standards A Service of Excellence is sought through Voice, Design, Delivery and Accountability Follow Up Action on Mystery Shopper and Quality Audit Reports to Identify, Redesign and Improve Service Delivery Corrective Measures are suggested to match standards of Public Service Stations

Responsibilisation The P&SD monitors Delegation and Promotes Responsibilisation: Customer Services Delivery Quality Audits Delegated Functions Compliance Audits Process and Function Assessment Benchmarking of Processes to meet Service Delivery Standards Recommendation of Business Process Evaluation and Re-engineering

Responsibility through Delegation 3 year HR and Financial plans Delegation of HR functions: - Recruitment, Discipline, and Conditions of Service

Responsibility through Delegation (2) Delegation is monitored through regular Departmental and Quality Audits Reports on Findings and Feedback Corrective measures implementation time barred Identification of inefficient Processes and Services are recommended for BPR Identification of Training Needs

Strengthening Responsibility The Values in which Decentralisation is rooted are: Responsibility Accountability Respect Collaboration

Business Process Analysis Processes Mapped, Analysed and Streamlined to further: Simplification Improvement A 5 year plan: Quality Project Teams across the PA Business Process Re-engineering

Expected Outcomes Business Processes Analysis and Re-engineering to: Increase Efficiency Improve Effectiveness Strengthen Responsibility

Delegation and Responsibilisation The Malta Case Balance between Delegation and Responsibilisation 4 Pillars for a Service of Excellence Good Governance & Accountability People & Standards Voice - Design - Service Delivery - Accountability

Thank You Joyce Cassar PhD joyce.cassar@gov.mt