1. Decentralization & Partnership with the Private Sector: Reform Strategy in the Civil Service Sector -Bahrain

2. CSB was established in 1975 CSB was established in 1975 Role : Administer all staffing and personnel affairs in the CS sector Role : Administer all staffing and personnel affairs in the CS sector 30 years central administration of services 30 years central administration of services Rules, regulations and standards Rules, regulations and standards Realized advantages of Centralization : Uniformity, control and Justice. Realized advantages of Centralization : Uniformity, control and Justice. However Centralization resulted in: Red tape, bureaucracy, less autonomy for Govt. org. However Centralization resulted in: Red tape, bureaucracy, less autonomy for Govt. org. Background to Civil Service Bureau (CSB)

3. CSB committed to providing its customers with highest level of quality services and satisfaction. CSB committed to providing its customers with highest level of quality services and satisfaction. Embracing the following 8 quality management principles: Embracing the following 8 quality management principles: Customer focus Customer focus Leadership Leadership Involvement of people Involvement of people Process approach Process approach System approach to management System approach to management Continual improvement Continual improvement Factual approach to decision making Factual approach to decision making Mutual beneficial supplier relationship Mutual beneficial supplier relationship In 2005 ISO 9001:2000 was introduced

4. New committees formed, targets and objectives set. New committees formed, targets and objectives set. Mission statement and visions were introduced for each directorate and for CSB as a whole. Mission statement and visions were introduced for each directorate and for CSB as a whole. New way of handling services, target dates for implementation; Non conformances reported and corrective actions/ preventive actions put into effect. New way of handling services, target dates for implementation; Non conformances reported and corrective actions/ preventive actions put into effect. New thoughts introduced; decentralization and experience witnessed in Singapore. New thoughts introduced; decentralization and experience witnessed in Singapore. Implementing Quality Management at CSB

5. Mission and Vision of CSB Mission : to develop the level of civil service, to raise the level of employees productivity, and to ensure justice and equity in the the treatment of employees Mission : to develop the level of civil service, to raise the level of employees productivity, and to ensure justice and equity in the the treatment of employees Vision : to be a pioneer, excelling in providing services and management consultancy to civil service. Vision : to be a pioneer, excelling in providing services and management consultancy to civil service.

6. CSB Values Embracing rules and regulations Embracing rules and regulations Justice, fairness and equal opportunities. Justice, fairness and equal opportunities. Belongingness: sense of unity Belongingness: sense of unity Professionalism Professionalism Quality and Excellence Quality and Excellence Transparency Transparency Integrity, honesty and impartiality Integrity, honesty and impartiality Participation in Decision making Participation in Decision making Team work Team work Initiative and creativity Initiative and creativity Motivation and protection Motivation and protection

7. CSB Strategies to 2010 Minimize routine admin work through decentralization and automation …. Minimize routine admin work through decentralization and automation …. Focus on value added consultative services Focus on value added consultative services Take leading role in promoting strategic management Take leading role in promoting strategic management Promote HR culture based on twin concepts of competence and merit …. Promote HR culture based on twin concepts of competence and merit …. Facilitate and support culture of Quality Facilitate and support culture of Quality

8. CSB Action Plan Enhance elements of change; people and other resources – new flow charts made for processes Enhance elements of change; people and other resources – new flow charts made for processes All administrative work is done by government organisations – more efficient processes All administrative work is done by government organisations – more efficient processes Oracle introduced in place of Wang System Oracle introduced in place of Wang System Link with government ministries through work flow technology in Oracle system Link with government ministries through work flow technology in Oracle system Some services 100% decentralized, reference to approved standards and regulations Some services 100% decentralized, reference to approved standards and regulations New CS law passed in July 2007 New CS law passed in July 2007

9. Future strategies for CSB In process of CSB-wide re-engineering project to build on progress so far and develop CSB strategic role In process of CSB-wide re-engineering project to build on progress so far and develop CSB strategic role Developing objectives in line with new national plan, to promote HR excellence across government, enhance skills and competencies of CS employees, and develop more efficient public service Developing objectives in line with new national plan, to promote HR excellence across government, enhance skills and competencies of CS employees, and develop more efficient public service

10. Partnership with Private Sector International Monetary Fund recommended this in 2004 for Bahrain: International Monetary Fund recommended this in 2004 for Bahrain: the main challenge...will be … creating employment opportunities for the growing Bahraini labor force....in particular, reducing the role and size of the public sector while encouraging private sector development. the main challenge...will be … creating employment opportunities for the growing Bahraini labor force....in particular, reducing the role and size of the public sector while encouraging private sector development.

11. Privatisation so far in Bahrain Municipal waste management/cleaning Municipal waste management/cleaning Power and water station at Hidd – Hidd Power Company Power and water station at Hidd – Hidd Power Company Public Transport Buses - CARS Bus Services Public Transport Buses - CARS Bus Services Mina Salman Port – Moller Maersk Mina Salman Port – Moller Maersk Outsourced transport and catering at Ministry of Health – Avis Car Hire Outsourced transport and catering at Ministry of Health – Avis Car Hire Cleaning/security contracts in ministries Cleaning/security contracts in ministries

12. Success Story: Hidd Power Station From July 2004 on Build-Own-Operate (BOO) basis From July 2004 on Build-Own-Operate (BOO) basis Plant sold by government for 738m dollars Plant sold by government for 738m dollars Designed to reduce pollution and noise Designed to reduce pollution and noise Only needs 100 employees compared to 200 when previously run by the government Only needs 100 employees compared to 200 when previously run by the government 99% reliability for gas turbines to back up other plants 99% reliability for gas turbines to back up other plants Employees very happy with pension packages offered Employees very happy with pension packages offered Speed of award process and finance recognised internationally Speed of award process and finance recognised internationally

13. Plans for Privatisation in progress More Electricity and Water Production More Electricity and Water Production Bahrain Airport Company Bahrain Airport Company Building maintenance and Sewerage works Building maintenance and Sewerage works New King Hamad General Hospital New King Hamad General Hospital Post Offices Post Offices CSB also looking at outsourcing some of its own services to ministries CSB also looking at outsourcing some of its own services to ministries Other areas across Health, Infrastructure, Social Care and Customer Services … Other areas across Health, Infrastructure, Social Care and Customer Services …

14. New Privatisation Initiatives New decree in early 2008 to establish High Committee for Privatisation and set legal framework to enhance process New decree in early 2008 to establish High Committee for Privatisation and set legal framework to enhance process The Privatisation and Outsourcing Directorate established at Ministry of Finance to: The Privatisation and Outsourcing Directorate established at Ministry of Finance to: Study projects for handing over government services to the private sector Study projects for handing over government services to the private sector Support government organisations to implement privatisation, including fast-track processes Support government organisations to implement privatisation, including fast-track processes Appoint and monitor external consultants to assist with privatisation Appoint and monitor external consultants to assist with privatisation Co-ordinate with government bodies to ensure efficiency and effectiveness of processes and successful communication Co-ordinate with government bodies to ensure efficiency and effectiveness of processes and successful communication

15. Role of CSB in Privatisation Conduct reviews of privatisation initiatives at ministries Conduct reviews of privatisation initiatives at ministries Conduct re-deployment/ retraining of surplus manpower Conduct re-deployment/ retraining of surplus manpower Co-ordinate Pension arrangements for employees Co-ordinate Pension arrangements for employees Approve and renew Manpower contracts at ministries for cleaning, consultancy etc Approve and renew Manpower contracts at ministries for cleaning, consultancy etc From MOF guidelines on contracting out services: From MOF guidelines on contracting out services: The success or failure of implementing the strategy, whether contracting out, market orientation, or privatization, will largely depend on the manpower policy adopted by the ministry concerned The success or failure of implementing the strategy, whether contracting out, market orientation, or privatization, will largely depend on the manpower policy adopted by the ministry concerned

16. CSB Privatisation Project 2007-08 Working in co-operation with MOF on: Working in co-operation with MOF on: Revised version of CSB Regulations on Early Retirement, Revised version of CSB Regulations on Early Retirement, Manpower processes and procedures for implementation of privatisation exercises across ministries Manpower processes and procedures for implementation of privatisation exercises across ministries Enhanced processes for large scale redeployment programmes Enhanced processes for large scale redeployment programmes Recommendations for protection of rights of Bahraini employees transferring from government to private sector Recommendations for protection of rights of Bahraini employees transferring from government to private sector Standardised organisations in ministries for the supervision of outsourced contracts, with appropriate job descriptions Standardised organisations in ministries for the supervision of outsourced contracts, with appropriate job descriptions

17. Conclusion and Outcome … Change is constant.. Bahrain developing very fast, just like all GCC countries Change is constant.. Bahrain developing very fast, just like all GCC countries Obstacles are always there … real challenge to keep updated of the demand and benefit from the experiences of others … Obstacles are always there … real challenge to keep updated of the demand and benefit from the experiences of others … Right decisions must always be made; what to decentralize or outsource; and what to maintain under govt. control … Right decisions must always be made; what to decentralize or outsource; and what to maintain under govt. control …

18. Thank you for listening! Any questions?