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Strategic Plan
2011-2015
and Structure)
Mohamed Fahmy Hassan Ahmed Hassan Didi Dr. Mohamed Latheef Khadeeja Adam Abdulla Jihad
Chairman Vice Chairman Commissioner Commissioner Commissioner
1
CSCStratPlanforPrint.indd 4 3/09/2011 11:24:21 a.m.
Our Shared Vision of 3-Qs
Q1 Quality People,
Q2 Quality Performance &
Q3 Quality Service
Mission Statement
We are Committed to Create a Conducive
Environment & Positive Work Culture for
Change, to Deliver Timely and High Value
Customer Services to our Clients, Citizens,
Businesses and International Community.
2
CSCStratPlanforPrint.indd 5 3/09/2011 11:24:21 a.m.
Vision
Quality Services
Provision of high customer value and
quality services that fulfill the aspirations
System Structure
The integration of an innovative Organisational and management
and efficient oganisational and structures that mutually support
management systems that been the realisation of a participative
driven by ICT system to create high management that facilitate an efficient
performance organisations to deliver and effective organisational planning,
timely, high customer value and quality decision-making and delivery of timely,
public services to the clients, people high customer value and quality public
and nation as a whole. services.
Skills Staff
A creation of skilled workforce through The strategic composition of young
the prevalence of a conducive and experienced staff that being
learning environment. This enables the supported and lead by highly qualified
nurturing of positive learning culture and dedicated professionals. This
that produces multi-skilled, competent, is created by the existence of an
highly ethical, self-motivated and high integrated system of assessment,
team spirit workforce throughout the recruitment and appointment of highly
Maldives Civil Service. potential professionals and qualified
staff to occupy various key positions in
the Maldives Civil Service.
4
CSCStratPlanforPrint.indd 7 3/09/2011 11:24:21 a.m.
Maldives Civil Service Ecology
Politics of the country. The national strategy is to
maximize both, the potential roles and
Government displays a strong political contributions of local and foreign investors
will to fulfill its 5 Key Pledges made to to support national development objectives.
the People of Maldives by year 2013. The
Government Strategic Action Plan has Social
emphasized the implementation of a cost-
effective administrative reform supported There is an urgent need for a more
by an effective decentralization process of integrated transportation system to enhance
Maldives Civil Service to atolls & islands social mobility and integration to facilitate
councils. This strategically promotes the national development country-wide.
strategic responsibilities and roles of The existing social problems related to
Atolls and Island Councils in the strategic illegal drugs trafficking and addictions
planning and implementation of their require both, an optimum law enforcement
own community-economic development by relevant authorities and a proper
programs throughout the country. development of right spiritual values to
teenagers and youths and heads of families.
Economics The administrative decentralization of civil
service to atolls & island councils is expected
A rising cost of living that is accompanied by to facilitate the decentralization of the
an increasing income levels in the business countrys socio-economic development
sector. There is a significant need for new programs to the administrative areas of
economic development infrastructures and atolls and islands councils.
foreign capital investment to support long-
term & sustainable economic development
5
CSCStratPlanforPrint.indd 8 3/09/2011 11:24:22 a.m.
Technology an immediate challenge to achieving an
optimum economic development of the
There is an urgent need to enhance the country now and in the immediate future.
connectivity of Maldives Civil Service to
deliver timely and high customer value Legal
and quality services to all its clients. This
include the overall development of eCivil An effective legislation framework and
Service system that incorporates both, supported by clear policy directives of the
the development of e-planning and Maldives Civil Service is required to develop,
e-monitoring and e-evaluation system and restore, and protect the existing rights and
e-delivery system to deliver timely civil interests of the Maldives Civil Service. This
service information & services throughout is required to ensure the overall well-being
the country. and the prevalence of the highest level of
professionalism and integrity in the Maldives
The civil service now requires the support Civil Service.
of a more cost-effective national ICT
development programs to immediately Security
enhance its total connectivity.
Establishment of safety and security
measures throughout the Maldives Civil
Ecology Service. It is crucial that the civil servants of
the country must be sufficiently protected
There is a rising pressure to maintain the against any form of dangers or threats in
desired balance of fulfilling immediate all situations or circumstances. This is to
needs of economic development and ensure that the members of the civil service
long-term safety of the countrys natural of the country could effectively carry out
environment and heritage. This poses their official duties and responsibilities in a
properly secured and safe environment at all
times.
6
CSCStratPlanforPrint.indd 9 3/09/2011 11:24:22 a.m.
5 Core Values
of Maldives Civil Service Core Values
Core Values of the Maldives Civil Integrity
Service is to Solemnly Unify the Entire
Members of the Maldives Civil Service
Disciplined
Towards Serving the Clients, People
Competent
and Nation with the Highest Level
of Professionalism, Dedication and Dedication
Integrity.
Timeliness
7
CSCStratPlanforPrint.indd 10 3/09/2011 11:24:23 a.m.
Strategic Objectives
Key Results Areas
The Strategic Objectives or Key Result Areas
(KRAs) to be fulfilled by the Maldives Civil Service
to realize the Maldives Civil Service Vision 2015:
Opportunities
Strategic Thinking
Leadership Shared Values for
Reforms
Knowledge
Atoll and Island Council
Skills Development
Competence
SWOT
Weaknesses
Threats
Effective Transportation
Economic Development Scattered Small Islands
Community Service Communication
Technology
8
CSCStratPlanforPrint.indd 11 3/09/2011 11:24:24 a.m.
Strategic Thrust
The Strategic Thrust for Maldives
Civil Service sets forth the Strategic
Framework and the formulation of the
5 year Strategic Plan (2011 2015).
Modernisation
&
Innovation
HRD
International &
Cooperation Training
6 Strategic Thrusts
Organisational
Development
Decentralisation &
Performance
Strategic
Planning
Research &
Development
9
CSCStratPlanforPrint.indd 12 3/09/2011 11:24:24 a.m.
Strategic Action Plan (2011 2015): a summary
9 2.2 Training policy & 5 Year training plan (i) Identify training needs for existing & future
for MCS civil servants at all levels of administration to
realize national development & MCS Vision
2015
(ii) Identify training needs for organizational
leadership
(iii) Identify professional development based
on job competency
10 2.3 On-the-Job training & mentoring / (i) Identify job competency & requirements
coaching program for existing staff & for on-the-job training, in organizations(ii)
new recruits in MDAs Identify jobs & personnel that require
on-the job-training & mentoring(iii) Job
competency knowledge / skills effectiveness
to develop on-the-job-training, coaching &
mentoring requirements required to increase
performance
11 2.4 Establishment & Operation of a (i) To conduct training needs analysis based
Centre for leadership, management & on national development plan
professional advancement program (ii) Total capacity development based on
for Maldives Civil Service Training leadership, knowledge, competency, skills &
Institute (CSTI) innovation
(ii) Career development for dedicated & high-
performance Civil Servants
18 3.5 Good governance & image building (i) Standardize code of conduct & core values
for all civil servants & organizations of Civil Service;
(ii) Continuous program development of
performance culture in the MCS
19 3.6 5 Year Strategic Planning for the CSC Identify the needs for the development of CSC
20 3.7 Strategic Human Resource (2013- Identify total human resource needs for the
2015) 3 Year planning for MCS MCS based on the required competency &
specialization of skills to achieve CS Vision
2015
23 4.3 Study of needs & effectiveness Fulfill the changing customers & countrys
of delivery system of MCS development needs by MDAs
Organizations
25 4.5 Analysis of total profiles: Levels Complete profiles of capabilities & potential
of competency, technical skills, of Maldives civil servants
experience, & higher education
achievements of MCS
26 4.6 Macro study on security at work Develop security & safety of civil servants at
place & work facility sufficiency work place & standard work facilities
27 4.7 Study on Civil Service performance & Establish a reward system based on the
reward package performance & productivity of civil servants
29 4.9 Provision of fair & comparative remu- Revise the current salary structure, benefits &
neration package for MCS. other allowances to reflect job value
Strategic Thinking,
Learning, High Performance
1. Shared Values Culture, Team Spirits, and
International Standards
Integration, Collaboration,
2. Strategy Standardization, &
Specialization
An Integration of Leadership,
Management, Professional,
5. Skills
Technical & Specialized Skills
(Internal & External)
15
CSCStratPlanforPrint.indd 18 3/09/2011 11:24:25 a.m.
Implementation Schedule
The Implementation schedule of the 5-year Strategic Action Plan Phase I
(2011-2015) as supported by its strategic work plan model is based 2011
upon three (3) phases of implementation process.
Budget approval
Mobilise Strategic
Resources
and Manpower
16
CSCStratPlanforPrint.indd 19 3/09/2011 11:24:25 a.m.
Implementation Model
3 Strategic Control & Managing Change Strategy: Proposed Strategic Control & Managing Change
to monitor and evaluate performance and Committee Members:
initiate strategic changes to improve existing Chairman of CSC;
strategies to meet the changing needs of the Commissioners of CSC
public. Key officials of Ministry of Finance
Permanent Secretaries; and
Public Relations officers
Organizational Managing
External Performance Change
Corrective
Environmental Analysis Strategies to
Actions
Analysis ((Actual - Target Fulfill Clients
KPi) Needs
Quality of Continuos
Citizens CSC
Service Improvement
Changing Performance
Improvement to fulfill Citizen
Needs Gap
for CSC Needs
Continuos
Business Quality Service
LA Performance Improvement
Changing Improvement
Gap to fulfill Business
Needs for LA
Needs
Continuos
MDAs Quality Service Improvement
International
Performance Improvement to fulfill
Changing Needs
Gap for MDAs International
Needs
18
CSCStratPlanforPrint.indd 21 3/09/2011 11:24:26 a.m.
5 Year Strategic Actio
3 1.3 eLearning for Maldives civil servants to Establish eLearning to create a Discussion with P
enhance knowledge & skills development knowledgeable & learning Civil Service relevant parties in p
continuously Maldives and Abroad A
4 1.4 ePerformance Appraisals for Maldives civil (i) Job-competency-based on online (i) Gather information S
servants recruitment - Get ideas to -
(ii) eJob Performance Appraisal System for incorporate in ePA
Maldives Civil Service - Design the system
(ii) Modify the existing
PA module in CS viuga
5 1.5 Online complaints Management System Establish an eComplain Management With the design of R
System at CSC, whereby individuals can the new website re
key in their issues regarding Civil Service, this feature would
online be tested out and
launched on a trial
basis
6 1.6 Establish an independent & transparent Establish an eComplain Management (i) Establish a (i
inquiry system System at CSC, whereby individuals can committee to assist to
key in their issues regarding Civil Service, MDAs with employee tr
online / management to
conflicts, investigate c
complains and provide e
recommendations as ri
such e
(i
w
Review & Review & Review & Review & CSC, PS,
Implementation Implementation Implementation Implementation ADC
Preparation of the Pilot Implementation of 5 Improving the Sustain and improve CSC
programs for Male and most essential programs capability and program quality
d Atolls for the civil servants development
n System development Pilot Project Officially launch ePA to Upgrade and further CSC
- Develop the system - Evaluation all MDAs development of the
- Get feedback system
- Incorporate / bring
ng changes
ga
Review, evaluate and Review, evaluate and Review, evaluate and Review, evaluate and CSC
re-design if necessary re-design if necessary re-design if necessary re-design if necessary
(i) awareness programs Review & Revise Review & Revise Review & Revise CSC,MDAs,
to PS (ii) Conduct COURTS,
e training programs TRIBUNAL
to the PSs on the
constitutional rights of
de employees and to the
s rights inferred from the
employment law
(iii) Autonomy from the
will of political regimes
7 1.7 Upgrade CSC network infrastructure Upgrade CSC network, servers & hardware (i
components. (i
(i) Increase the storage capacity & build (
central storage system m
(ii) Upgrade old windows platforms
(iii) Create mirroring servers for Veyo &
Viuga
10 2.3 On-the-Job training & mentoring / (i) Identify job competency & Identify Job Id
coaching program for existing staff & new requirements for on-the-job training, Competency and p
recruits in MDAs in organizations(ii) Identify jobs & requirements for on- o
personnel that require on-the job- the-job training for b
training & mentoring (iii) Job competency both organizations a
knowledge / skills effectiveness to and civil servants
develop on-the-job-training, coaching
& mentoring requirements required to
increase performance
(i) Build a SAN Review, evaluate & Review, evaluate & Review, evaluate & ICT
(ii) Upgrade Servers re-design if necessary re-design if necessary re-design if necessary
(iii) Implement server
mirroring
Conduct training Conduct a TNA Conduct training Conduct training CSTI & MDAs
programs based on the programs based on the programs based on the
identified needs identified needs identified needs
Identify jobs and Conduct training Conduct training Mentoring & Coaching CSC, MDAs
personnel that require programs for mentors programs for mentors starts in MDAs
- on-the-job training for and coaches and coaches
both the organisations
and civil servants
15 3.2 Standardization of roles, functions, & Standardization of roles, organizational Recruit consultant, R
structures for MDAs & adaptation of policies, strategic plans, structures, form committees, Im
models job scope & specifications, systems & provide trainings, and
procedures (SOP) start implementation
of the pilot project
al Conduct professional Conduct professional Conduct professional Conduct professional CSC, CSTI
development programs development programs development programs development programs
Publication of HRMD Pilot Round: Introducing Review and launch the Update and develop the CSC, MDAs
Survival Kit, Develop an eManagement eManagement System existing System
formats to send reports System to send reports
and complaints via CS Viuga
D
D PERFORMANCE
2012 2013 2014 2015 Key
Implementers
Development of in- Development of in- Development of in- Development of in- CSC
house facilities, and house facilities, and house facilities, and house facilities, and
conduct; conduct; conduct; conduct;
1. Talk Shows 1. Talk Shows 1. Talk Shows 1. Talk Shows
2. TV Programmes on CS 2. TV Programmes on CS 2. TV Programmes on CS 2. TV Programmes on CS
3. Celebrate CSC Day 3. Celebrate CSC Day 3. Celebrate CSC Day 3. Celebrate CSC Day
y 4. CS job application 4. CS job application 4. CS job application 4. CS job application
procedures etc procedures etc procedures etc procedures etc
5. Charity event 5. Charity event 5. Charity event 5. Charity event
17 3.4 Strategic control & managing change: Assessing manpower requirement of (i) Plan & formulate the P
Assess the managing capabilities of Civil MDAs to achieve Civil Service Vision 2015 project -
Service (ii) Develop tools to a
assess the capability -
M
18 3.5 Good governance & image building for all (i) Standardize code of conduct & core (i) Review & Revision (i
civil servants & organizations values of Civil Service; of Rules & Regulations R
(ii) Continuous program development of (ii) Awareness (i
performance culture in the MCS programs to PS to
(iii) Awareness (i
programs to to
stakeholders
19 3.6 5 Year Strategic Planning for the CSC Identify the needs for the development of Recruit consultant, R
CSC provide consultation, Im
and start the
development of a 5YR
SAP
20 3.7 Strategic Human Resource (2013-2015) 3 Identify total human resource needs Initiate the Plan based In
Year planning for MCS for the MCS based on the required on Organizational O
competency & specialization of skills to Reviews
achieve CS Vision 2015
he Piloting and assessing; Capability review; Rating MDAs Second round of reviews CSC
- Pilot the capability - Delivery of strategic - Publicize the rating
assessments objectives
- Assess capability of - Leadership and
MDAs resources
- Assurance for future
delivery
n (i) Review & Revision of (i) Review & Revision of (i) Review & Revision of (i) Review & Revision of CSC, MDAs
ns Rules & Regulations Rules & Regulations Rules & Regulations Rules & Regulations
(ii) Awareness programs (ii) Awareness programs (ii) Awareness programs (ii) Awareness programs
to PS to PS to PS to PS
(iii) Awareness programs (iii) Awareness programs (iii) Awareness programs (iii) Awareness programs
to stakeholders to stakeholders to stakeholders to stakeholders
Review & Complete Review & Complete Review & Complete Review & Complete CSC, MDAs, PS
n, Implementation Implementation Implementation Implementation
YR
ed Initiate the Plan based on Continue the Review & Complete Review & Complete CSC, MDAs, PS
Organizational Reviews development & Implementation Implementation
Implementation of the
SHR Plan
22 4.2 Strategic assessment of leadership Specific identification & development Based on TNA B
qualities of Permanent Secretaries & Head of leadership / managerial qualities provide professional p
of Departments of Permanent Secretaries & Heads of development d
Departments / Agencies programs
23 4.3 Study of needs & effectiveness of delivery Fulfill the changing customers & countrys R
system of MCS Organizations development needs by MDAs d
re
im
24 4.4 Analysis of international benchmarking & Appropriate adoption of international Research for an P
adoption of best practices & standards standards in the CSC appropriate ISO R
standard, develop Im
SOPs, Implement ISO
25 4.5 Analysis of total profiles: Levels of Complete profiles of capabilities & Study and develop R
competency, technical skills, experience, & potential of Maldives civil servants Job Families, based Im
higher education achievements of MCS on Organizational
Reviews and Job
Evaluations
26 4.6 Macro study on security at work place & Develop security & safety of civil servants R
work facility sufficiency at work place & standard work facilities s
re
c
27 4.7 Study on Civil Service performance & Establish a reward system based on Review & Revise R
reward package the performance & productivity of civil based on changes in o
servants the Economy E
Based on TNA Based on TNA Based on TNA Based on TNA CSC, CSTI
provide professional provide professional provide professional provide professional
development programs development programs development programs development programs
Research on the MCS Review the Review the Review the CSC, MDAs
delivery system, & implementation process implementation process implementation process
recommend on it can be
improved
Review & Complete Review & Complete Review & Complete Review & Complete CSC, MDAs, PS
Implementation Implementation Implementation Implementation
Research on the MCS Review the Review the Review the CSC, MDAs
security measures & implementation process implementation process implementation process
recommend on how it
can be improve
Review & Revise based Review & Revise based Review & Revise based Review & Revise based CSC, MDAs
n on changes in the on changes in the on changes in the on changes in the
Economy Economy Economy Economy
29 4.9 Provision of fair & comparative Revise the current salary structure, Conduct research R
remuneration package for MCS. benefits & other allowances to reflect job on changes to s
value salaries and other M
benefits, as per the
changes in economy
and other relative
organizations.