Decentralization

1
Decentralization Partnershipwith the Private
SectorReform Strategy in the Civil Service
Sector -Bahrain
2
Background to Civil Service Bureau (CSB)

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

3
In 2005 ISO 90012000 was introduced

• CSB committed to providing its customers with
  highest level of quality services and
  satisfaction.
• Embracing the following 8 quality management
  principles
• Customer focus
• Leadership
• Involvement of people
• Process approach
• System approach to management
• Continual improvement
• Factual approach to decision making
• Mutual beneficial supplier relationship

4
Implementing Quality Management at CSB

• New committees formed, targets and objectives
  set.
• 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 thoughts introduced decentralization and
  experience witnessed in Singapore.

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
• Vision to be a pioneer, excelling in providing
  services and management consultancy to civil
  service.

6
CSB Values

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

7
CSB Strategies to 2010

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

8
CSB Action Plan

• 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
• Oracle introduced in place of Wang System
• Link with government ministries through work flow
  technology in Oracle system
• Some services 100 decentralized, reference to
  approved standards and regulations
• 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
• 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
• 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
• Power and water station at Hidd Hidd Power
  Company
• Public Transport Buses - CARS Bus Services
• Mina Salman Port Moller Maersk
• Outsourced transport and catering at Ministry of
  Health Avis Car Hire
• Cleaning/security contracts in ministries

12
Success Story Hidd Power Station

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

13
Plans for Privatisation in progress

• More Electricity and Water Production
• Bahrain Airport Company
• Building maintenance and Sewerage works
• New King Hamad General Hospital
• Post Offices
• CSB also looking at outsourcing some of its own
  services to ministries
• 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
• The Privatisation and Outsourcing Directorate
  established at Ministry of Finance to
• Study projects for handing over government
  services to the private sector
• Support government organisations to implement
  privatisation , including fast-track processes
• Appoint and monitor external consultants to
  assist with privatisation
• 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 re-deployment/ retraining of surplus
  manpower
• Co-ordinate Pension arrangements for employees
• Approve and renew Manpower contracts at
  ministries for cleaning, consultancy etc
• 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

16
CSB Privatisation Project 2007-08

• Working in co-operation with MOF on
• Revised version of CSB Regulations on Early
  Retirement,
• Manpower processes and procedures for
  implementation of privatisation exercises across
  ministries
• Enhanced processes for large scale redeployment
  programmes
• 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

17
Conclusion and Outcome

• Change is constant .. Bahrain developing very
  fast, just like all GCC countries
• Obstacles are always therereal 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

18

• Thank you for listening!
• Any questions?