Decentralization%20

1
Decentralization Partnershipwith the Public
SectorReform Strategy in the Civil Service
Sector -Bahrain
2

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

3

• In 2005 ISO 90012000 was introduced with new
  quality standards.
• 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

• New committees formed.
• targets and objectives set
• mission statement and visions were introduced
  for each directorate and for CSB as a whole.

5

• 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.

6
MILESTONES

• 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

7
MILESTONES

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

8
VALUES

• Embracing rules and regulations
• Justice, fairness and equal opportunities.
• Belongings
• Professionalism
• Quality and Excellence

9
VALUES

• Transparency
• Integrity, honesty and impartiality
• Participation in Decision making
• Team work
• Initiative and creativity
• Motivation and protection.

10
VALUES

• Embracing rules and regulations
• Justice, fairness and equal opportunities.
• Belongings
• Professionalism
• Quality and Excellence

11
STRATEGY

• Minimize routine admin work through
  Decentralization and automation .
• Value added consultative services..
• Leading role
• HR culture based on twin concepts of competence
  and merit.
• Quality culture.

12
ACTION PLAN

• Enhance elements of change people and other
  resources
• Review work processes.
• Oracle introduced in place of Wang System leading
  to
• Link with government through work flow.
• Some services 100 decentralized, reference to
  approved standards and regulations...

13
ACTION PLAN

• New flow charts introducedshow relations between
  directorates and processes
• New CS law passed in July 2007

14
ACTION PLAN

• Challenges towards full decentralization of some
  services
• New re engineering policy to be adoptedreduction
  of processes and support better quality work

15
Conclusion and Outcome

• 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 and what to maintain under govt.
  control