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

2. 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

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

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

5. 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

6. 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

7. 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

8. 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

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

10. 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

11. KEY PERFORMANCE INDICATORS

12. 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

13. 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

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

15. 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

16. 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

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

18. 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

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

20. 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

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

22. Quality Service Delivery
Internal Customers at par with External ones

23. 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

24. 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

25. 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

26. 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

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

28. 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

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

30. 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

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

32. 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

33. Thank You
Joyce Cassar PhD