Maldives Civil Service

Strategic Plan
2011-2015

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 This strategic plan was completed in compliance with Civil Service Act 5/2007
Civil Service Commission, Republic of Maldives

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 Contents p.01 Maldives Civil Service

p.02 Our Shared Vision of 3-Qs

p.03 Vision Statement

p.04 Mission Statement

p.05 Maldives Civil Service Ecology

p.07 Core Values of Maldives Civil Service

p.08 Strategic Objectives & SWOT Analysis

p.09 Strategic Thrust

p.10 Summary of Strategic Action Plan

p.15 Strategic Work Plan Matrix

p.16 Implementation (Schedule, Strategies

and Structure)

p.17 Implementation Model

p.18 Strategic Control

Acronyms p.19 5 Year Strategic Action Plan in Detail
CSC: Civil Service Commission
HRD: Human Resource Development
HRM: Human Resource Management
ISO: International Organisation of
Standardisation
LA: Local Authorities
MCS: Maldives Civil Service
MDA: Ministries, Departments, Agencies
SAP: Stratedic Action Plan
SHR: Strategic Human Resource
SOP: Standard Operating Procedure
SP: Strategic Plan
PS: Permanent Secretary

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 Members of the Maldives Civil Service Commission

Mohamed Fahmy Hassan Ahmed Hassan Didi Dr. Mohamed Latheef Khadeeja Adam Abdulla Jihad
Chairman Vice Chairman Commissioner Commissioner Commissioner

Maldives Civil Service

The Maldives Civil Service Commission (CSC) was formed by an
Act of Parliament in 2007. The Civil Service Commission consists of
five members appointed by the President; including the Chairman
Mohamed Fahmy Hassan, Vice Chairman Ahmed Hassan Didi and
three Commissioners Khadeeja Adam, Dr. Mohamed Latheef, and
Abdulla Jihad

The Civil Service Commission with its inception on 23 October 2007;

took over the challenging task of establishing a modern professional
Civil Service in the Maldives. Today the Maldives Civil Service is firmly
in place and is working as the most important driving force of the
government policy and democratic governance in the Maldives.

1
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 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
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 Vision
Quality Services
Provision of high customer value and
quality services that fulfill the aspirations

Statement and increasing needs of the citizens

and nation as well as the interests of
international relations, foreign investments
Our Shared Vision of 3-Qs
and community at large.

Quality Performance Quality People

Innovative & high-performance Skilled, Competent & Dedicated Civil
organisations and individuals who Servants of the Maldives Civil Service.
display professional and innovative work
culture and drive right, fast and effective
decision-making and strategic actions to
deliver timely, high customer value and
quality services to citizens, businesses
and international community.

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Creating a Conducive
Environment & Positive
Work Culture in Maldives
Civil Service based on
Mission McKinsey 7s:
Statement
Shared Values
An integration of leadership and
managerial values that supports
the creation of a conducive work
environment and innovative work
culture. This is necessary to drive
innovative and high performances for
the delivery of timely, high customer
value and quality services of the
Maldives Civil Service.
System
The integration of an innovative
and efficient oganisational and
management systems that been
driven by ICT system to create high
performance organisations to deliver
timely, high customer value and quality
public services to the clients, people
and nation as a whole.
Skills
A creation of skilled workforce through
the prevalence of a conducive
learning environment. This enables the
nurturing of positive learning culture
that produces multi-skilled, competent,
highly ethical, self-motivated and high
team spirit workforce throughout the
Maldives Civil Service.
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Style
Leadership qualities and managerial
styles of management that promote
participative management that
creates the establishment of an
effective planning, decision-making
and strategic actions. This strategically
able to create an innovative and
high performance workforce and
organisations to deliver the timely,
high customer value and quality public
services at all times.
Strategy
Top management strategy of the
Maldives Civil Service that is driven
by the practices of leadership
by examples in MDAs and Local
Authorities. These are noble practices
based upon high spiritual and ethical
values and productive work culture
that enable strategic change in the
entire spectrum of the Maldives Civil
Service administration.
Structure
Organisational and management
structures that mutually support
the realisation of a participative
management that facilitate an efficient
and effective organisational planning,
decision-making and delivery of timely,
high customer value and quality public
services.
Staff
The strategic composition of young
and experienced staff that being
supported and lead by highly qualified
and dedicated professionals. This
is created by the existence of an
integrated system of assessment,
recruitment and appointment of highly
potential professionals and qualified
staff to occupy various key positions in
the Maldives Civil Service.
4
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 Maldives Civil Service Ecology
Politics
Government displays a strong political
will to fulfill its 5 Key Pledges made to
the People of Maldives by year 2013. The
Government Strategic Action Plan has
emphasized the implementation of a cost-
effective administrative reform supported
by an effective decentralization process of
Maldives Civil Service to atolls & islands
councils. This strategically promotes the
strategic responsibilities and roles of
Atolls and Island Councils in the strategic
planning and implementation of their
own community-economic development
programs throughout the country.
Economics
A rising cost of living that is accompanied by
an increasing income levels in the business
sector. There is a significant need for new
economic development infrastructures and
foreign capital investment to support long-
term & sustainable economic development
5
CSCStratPlanforPrint.indd 8
of the country. The national strategy is to
maximize both, the potential roles and
contributions of local and foreign investors
to support national development objectives.
Social
There is an urgent need for a more
integrated transportation system to enhance
social mobility and integration to facilitate
national development country-wide.
The existing social problems related to
illegal drugs trafficking and addictions
require both, an optimum law enforcement
by relevant authorities and a proper
development of right spiritual values to
teenagers and youths and heads of families.
The administrative decentralization of civil
service to atolls & island councils is expected
to facilitate the decentralization of the
countrys socio-economic development
programs to the administrative areas of
atolls and islands councils.
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 Technology
There is an urgent need to enhance the
connectivity of Maldives Civil Service to
deliver timely and high customer value
and quality services to all its clients. This
include the overall development of eCivil
Service system that incorporates both,
the development of e-planning and
e-monitoring and e-evaluation system and
e-delivery system to deliver timely civil
service information & services throughout
the country.
The civil service now requires the support
of a more cost-effective national ICT
development programs to immediately
enhance its total connectivity.
Ecology
There is a rising pressure to maintain the
desired balance of fulfilling immediate
needs of economic development and
long-term safety of the countrys natural
environment and heritage. This poses
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an immediate challenge to achieving an
optimum economic development of the
country now and in the immediate future.
Legal
An effective legislation framework and
supported by clear policy directives of the
Maldives Civil Service is required to develop,
restore, and protect the existing rights and
interests of the Maldives Civil Service. This
is required to ensure the overall well-being
and the prevalence of the highest level of
professionalism and integrity in the Maldives
Civil Service.
Security
Establishment of safety and security
measures throughout the Maldives Civil
Service. It is crucial that the civil servants of
the country must be sufficiently protected
against any form of dangers or threats in
all situations or circumstances. This is to
ensure that the members of the civil service
of the country could effectively carry out
their official duties and responsibilities in a
properly secured and safe environment at all
times.
6
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 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
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 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:

High Quality Customer Value

Services;

A Disciplined, Competent &

Dedicated Civil Servants; and

High Performance and Innovative

Civil Service Organizations.
SWOT Analysis
Strengths

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

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 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
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 Strategic Action Plan (2011 2015): a summary
Strategic Thrust 1 Modernisation and Innovation
KPI Target KPIs
No.
1 1.1 A comprehensive legislation
& policy(s) development for
modernization & innovation of
Maldives Civil Service (MCS)
2 1.2 eDelivery System for MCS
3 1.3 eLearning for Maldives
civil servants to enhance
knowledge & skills development
continuously
4 1.4 ePerformance Appraisals for
Maldives civil servants
5 1.5 Online complaints Management
System
6 1.6 Establish an independent &
transparent inquiry system
7 1.7 Upgrade CSC network
infrastructure
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Work Plan Model
Strategies, Programs & Activities
Establish work-committees to revise
existing Civil Service Act for the purpose of
innovating & modernising MCS
Establish & upgrade existing websites
& portals of CSC & all MDAs to upgrade
organisations eServices
Establish eLearning to create a
knowledgeable & learning Civil Service
(i) Job-competency-based on online
recruitment
(ii) eJob Performance Appraisal System for
Maldives Civil Service
Establish an eComplain Management
System at CSC, whereby individuals can
key in their issues regarding Civil Service,
online
(i)Minimise employees decisions being
reversed from permanent secretaries
to the commission, (ii) Minimise
commission decisions being reversed from
permanent secretaries to the court system,
(iii) Promoting the retention of newly
qualified employees
Upgrade CSC network, servers & hardware
components.
(i) Increase the storage capacity & build
central storage system
(ii) Upgrade old windows platforms
(iii) Create mirroring servers for Veyo &
Viuga
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 Strategic Thrust 2 HRD AND TRAINING

KPI Target KPIs Work Plan Model

No.
8 2.1 Competency-Based Assessment
Centre(s) for recruitment /
eRecruitment & strategic job
placements for senior posts in the
Civil Service
Strategies, Programs & Activities
(i) Develop job competency criteria to assess
potential candidates
(ii) Matching candidates performance
achievements with job competency criteria to
ensure strategic job placements

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
Centre for leadership, management &
professional advancement program
for Maldives Civil Service Training
Institute (CSTI)
(i) To conduct training needs analysis based
on national development plan
(ii) Total capacity development based on
leadership, knowledge, competency, skills &
innovation
(ii) Career development for dedicated & high-
performance Civil Servants

12 2.5 Career development & succession Succession & professional advancement

program - professional development plan for dedicated & high Performance civil
for professional advancement in Servants
Civil Service

13 2.6 eManagement & development of Establishment of eManagement system

HRMD committees

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 Strategic Thrust 3 ORGANISATIONAL DEVELOPMENT
AND PERFORMANCE
KPI Target KPIs Work Plan Model
No. Strategies, Programs & Activities
14 3.1 Total awareness program on roles & (i) Image building for CSC on objectives, roles
functions of CSC & functions

15 3.2 Standardization of roles, functions, & Standardization of roles, organizational

structures for MDAs & adaptation of policies, strategic plans, structures, job scope &
models specifications, systems & procedures (SOP)

16 3.3 Strategic control & managing (i) Development of strategic monitoring,

change: evaluation & rating system to evaluate & rate
Monitoring, evaluation & rating organizational performance;
organizational performance of all (ii) Development of managing change
MDAs capabilities

17 3.4 Strategic control & managing Assessing manpower requirement of MDAs to

change: achieve Civil Service Vision 2015
Assess the managing capabilities of
Civil Service

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

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 Strategic Thrust 4 STRATEGIC PLANNING, RESEARCH
AND DEVELOPMENT
KPI Target KPIs Work Plan Model
No. Strategies, Programs & Activities
21 4.1 Development of job competency at Establish the specific areas of competencies
all levels of Civil Service including, Permanent Secretaries, Heads of
Departments / Agencies of the MCS

22 4.2 Strategic assessment of leadership Specific identification & development

qualities of Permanent Secretaries & of leadership / managerial qualities
Head of Departments of Permanent Secretaries & Heads of
Departments / Agencies

23 4.3 Study of needs & effectiveness Fulfill the changing customers & countrys
of delivery system of MCS development needs by MDAs
Organizations

24 4.4 Analysis of international Appropriate adoption of international

benchmarking & standards in the CSC
adoption of best practices &
standards

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

28 4.8 Digitalise HR management manual Fully compile & digitalise HR management

(Revise according to the best prac- manual - Best Practices for building leader-
tices) ship, management & professional / technical
expertise

29 4.9 Provision of fair & comparative remu- Revise the current salary structure, benefits &
neration package for MCS. other allowances to reflect job value

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 Strategic Thrust 5 DECENTRALISATION

KPI Target KPIs Work Plan Model

No. Strategies, Programs & Activities
30 5.1 Online eHuman Resource (i) HR Committee to compile an update
Information System for MCS HR data base including CSC & the relevant
MDAs (ii) The HR data base of profiles of civil
servants qualifications & work experiences,
previous & existing positions held (Civil
Service records), international & local training
programs attended, etc

Strategic Thrust 6 INTERNATIONAL COOPERATION

KPI Target KPIs Work Plan Model

No. Strategies, Programs & Activities
31 6.1 International relations & (i) Secure right international expertise &
cooperation for MCS assistance for MDAs
(ii) Instill best practices acquired from
international programs
(iii) Provide clear guidelines to adopt
international standards & best practices

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 Strategic Work Plan Matrix

7-S Mckinsey Strategic Workplan Execution

Strategic Thinking,
Learning, High Performance
1. Shared Values Culture, Team Spirits, and
International Standards

Integration, Collaboration,
2. Strategy Standardization, &
Specialization

Mutually Supportive Management

3. Sructure Committees and Organizational
Structure

Integrated & Innovation

4. System (ICT) Driven

An Integration of Leadership,
Management, Professional,
5. Skills
Technical & Specialized Skills
(Internal & External)

6. Staff Fully Trained in all Fields

Dynamic & Participative Style of

7. Style
Management

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 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

Implementation Strategies Phase II

The implementation strategies are vital for the effective execution 2012 - 2013
of the 5-Year Strategic Plan (2011-2015) & Strategic Action Plans
Comprehensive
(2011-2015). Implementation

Importantly, the implementation strategy will be supported by an

execution plan which specifies clearly the following:

i) The order of priority of the agreed KPIs to be implemented;

and Phase III
2014 - 2015
ii) A proper performance measurement for those priority
KPIs that being implemented. This is in terms of the quality Continuous Strategic
Improvements
(grades) and quantity (volume) of output produced during
the implementation/execution period.

Implementation Structure December

The implementation structure is strategically designed to reinforce
the CSCs organizational structure for the effective implementation
2015
and execution of the 5-Year Strategic Plan & Strategic Action Plans
of the Maldives Civil Service.

This implementation structure of the CSC will be continuously

strengthened by securing professional advice from the relevant
experts and specialists from different fields of expertise.

16
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 Implementation Model

Implementation Strategy Implementation Structure

1 Financial Budget for the implementation of Proposed Budget Committee Members:

the Five Year Strategic Plan & Strategic Action Chairman;
Plans of the Maldives Civil Service to realize the Commissioners of CSC;
Maldives Civil Service Vision 2015 of 3Qs Permanent Secretaries, and
Key officials of Ministry of Finance

2 An Integrated Implementation strategy for the Proposed Implementation Committee Members:

SP-SAP-Work Plans - to meet the completion CSC Chairman and Commissioners
time schedule by 2015. Permanent Secretaries; and
Chairman and Chief Executives of Local
Authorities of Atolls Administration Centre

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

4 Public Communication/ Relations Strategy - to Proposed Public Communication Committee

inform and create awareness, and mobilize Members:
participation as well as gain support from CSC Commissioners;
members of civil service, key stakeholders, & Permanent Secretaries;
the public at large to achieve the CS Vision Public Relation officers; and
2015 of 3Qs Chief Executives of Atolls
17
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 Strategic Control
Strategic Control & Managing Change is an integrated process of monitoring,
evaluating external environmental change and formulating change strategies
to achieve Maldives Civil Service Vision 2015.

The expected environmental change will significantly influence the

implementation capabilities of the Maldives Civil Service as a whole. Hence,
the proposed Strategic Control & Managing Change process is to enable the
Maldives Civil Service to effectively assess, develop and execute effective change
strategies to achieve the MCS Vision 2015.

Strategic Change and Managing Change

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
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 5 Year Strategic Actio

STRATEGIC THRUST 1 MODERNISATION AND INNOVATION

KPI Target KPIs Work Plan Model 2011 2
No. Strategies, Programs & Activities

1 1.1 A comprehensive legislation & policy(s) Establish work-committees to revise Initial R

development for modernization &
innovation of Maldives Civil Service (MCS)
2 1.2 eDelivery System for MCS
existing Civil Service Act for the purpose Implementation I
of innovating & modernising MCS
Establish & upgrade existing websites
& portals of CSC & all MDAs to upgrade
organisations eServices

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

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Action Plan in Detail

2012 2013 2014 2015 Key

Implementers

Review & Review & Review & Review & CSC, PS,
Implementation Implementation Implementation Implementation ADC

Discussion with Drafting & Finalization Pilot testing & CSC

NCIT regarding the of guidelines on Implementation of the NCIT
Standardization of standardization standards to government MDAs
government portals portals

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
- Develop the system
ng
ga
Review, evaluate and
re-design if necessary
Pilot Project Officially launch ePA to Upgrade and further CSC
- Evaluation all MDAs development of the
- Get feedback system
- Incorporate / bring
changes
Review, evaluate and Review, evaluate and Review, evaluate and CSC
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

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 KPI Target KPIs Work Plan Model 2011 2
No. Strategies, Programs & Activities

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

STRATEGIC THRUST 2 HRD AND TRAININIG

KPI Target KPIs Work Plan Model 2011 2
No. Strategies, Programs & Activities
8 2.1 Competency-Based Assessment Centre(s) (i) Develop job competency criteria to (i) Research, Im
for recruitment / eRecruitment & strategic assess potential candidates Discussions among C
job placements for senior posts in the Civil (ii) Matching candidates performance stakeholders to gather
Service achievements with job competency information to develop
criteria to ensure strategic job placements a better Criteria
(ii) Drafting the
Selection and
Recruitment Criteria
9 2.2 Training policy & 5 Year training plan for (i) Identify training needs for existing Conduct TNA Identify C
MCS & future civil servants at all levels of training programs p
administration to realize national id
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 & 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

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 2012 2013 2014 2015 Key
Implementers

(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

2012 2013 2014 2015 Key

Implementers
Implementing the Analyse the Selection Review the Selection and Implement the Reviewed CSC
Criteria and Recruitment Criteria Recruitment Criteria Criteria for Selection and
her to Review Recruitment
op

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

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 KPI Target KPIs Work Plan Model 2011 2
No. Strategies, Programs & Activities
11 2.4 Establishment & Operation of a Centre for (i) To conduct training needs analysis (i) Establishment of (i
leadership, management & professional based on national development plan CSTI T
advancement program for Maldives Civil (ii) Total capacity development based on (ii) Conduct annual A
Service Training Institute (CSTI) leadership, knowledge, competency, skills Training Needs C
& innovation Assessment (TNA (i
(ii) Career development for dedicated & within CS) p
high- performance Civil Servants (iii) Provide Trainings in
as per the needs
identified in the TNA
12 2.5 Career development & succession Succession & professional advancement Conduct professional C
program - professional development for plan for dedicated & high Performance development d
professional advancement in Civil Service civil Servants programs
13 2.6 eManagement & development of HRMD Establishment of eManagement system Formation of HRMD P
committees Committees and S
identifying the roles fo
and functions and a
incorporating HRMD
Chapter in CSC
Gavaidhu

STRATEGIC THRUST 3 ORGANISATIONAL DEVELOPMENT AND PERF

KPI Target KPIs Work Plan Model 2011 2
No. Strategies, Programs & Activities
14 3.1 Total awareness program on roles & (i) Image building for CSC on objectives, Development of in- D
functions of CSC roles & functions house facilities, and h
conduct; c
1. Talk Shows 1
2. TV Programmes 2
on CS 3
3. Celebrate CSC Day 4
4. CS job application p
procedures etc 5
5. Charity event

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

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 2012 2013 2014 2015 Key
Implementers
(i) Conduct annual (i) Conduct annual (i) Conduct annual (i) Conduct annual CSTI
Training Needs Training Needs Training Needs Training Needs
Assessment (TNA within Assessment (TNA within Assessment (TNA within Assessment (TNA within
CS) CS) CS) CS)
(ii) Provide Trainings as (ii) Provide Trainings as (ii) Provide Trainings as (ii) Provide Trainings as
per the needs identified per the needs identified per the needs identified per the needs identified
s in the TNA in the TNA in the TNA in the TNA

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

Review & Complete Sustain Sustain Sustain CSC, MDAs, PS

Implementation
d
n

CSCStratPlanforPrint.indd 27 3/09/2011 11:24:27 a.m.

 KPI Target KPIs Work Plan Model 2011 2
No. Strategies, Programs & Activities
16 3.3 Strategic control & managing change: (i) Development of strategic monitoring, (i) Discussion on E
Monitoring, evaluation & rating evaluation & rating system to evaluate & vision, mission, SAP, S
organizational performance of all MDAs rate organizational performance; procedure manual, s
(ii) Development of managing change strategic objectives, c
capabilities citizens charter
(ii) Formulate the
project

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

CSCStratPlanforPrint.indd 28 3/09/2011 11:24:27 a.m.

 2012 2013 2014 2015 Key
Implementers
Establish vision, mission, Monitoring and Implement and publicize (i) Monitor and evaluate CSC, MDAs
SAP, procedure manual, evaluating the star rating system of performance of MDAs
strategic objectives, implementation of (ii) Develop a
citizens charter vision, mission, SAP, performance culture
procedure manual,
strategic objectives,
citizens charter

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

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 STRATEGIC THRUST 4 STRATEGIC PLANNING, RESEARCH AND DEV
KPI Target KPIs Work Plan Model 2011 2
No. Strategies, Programs & Activities
21 4.1 Development of job competency at all Establish the specific areas of Develop job R
levels of Civil Service competencies including, Permanent competency based on p
Secretaries, Heads of Departments / current needs d
Agencies of the MCS fo

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

CSCStratPlanforPrint.indd 30 3/09/2011 11:24:27 a.m.

D DEVELOPMENT
2012 2013 2014 2015 Key
Implementers
Recruit consultant, Continue development Continue development Review & Complete CSC, MDAs, PS
on provide consultation and of job competency of job competency Implementation
develop job competency
for job families

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

Provide Trainings, Review & Improvements Sustain CSC, ISO Org

Review & Complete Implementation & Complete
Implementation Implementation
O

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

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 KPI Target KPIs Work Plan Model 2011 2
No. Strategies, Programs & Activities
28 4.8 Digitalise HR management manual (Revise Fully compile & digitalise HR management Research on Work P
according to the best practices) manual - Best Practices for building Practices of CS o
leadership, management & professional / Offices s
technical expertise th
o

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.

STRATEGIC THRUST 5 DECENTRALISATION

KPI Target KPIs Work Plan Model 2011 2
No. Strategies, Programs & Activities
30 5.1 Online eHuman Resource Information (i) HR Committee to compile an update (i) Testing / (i
System for MCS HR data base including CSC & the relevant Implementation of im
MDAs (ii) The HR data base of profiles the Decentralised (i
of civil servants qualifications & work software on all D
experiences, previous & existing positions corresponding MDAs to
held (Civil Service records), international & (ii) Train MDAs d
local training programs attended, etc on using the new o
deployed software S
with the help of CSTI (i
& Personnel s
d
w
P
(i
g
fu
V
m

CSCStratPlanforPrint.indd 32 3/09/2011 11:24:27 a.m.

 2012 2013 2014 2015 Key
Implementers
Provide recommendation Development & Development & Sustain CSC
on how to improve their implementation of implementation of
standards, ie, whether the HR Management the HR Management
the CS Offices need ISO Manuals, where required Manuals, where required
or not, etc

Revise changes to Sustain Sustain Sustain CSC

salaries and benefits of
MCS.

2012 2013 2014 2015 Key

Implementers
(i) Revise & review the Continue expansion and Continue expansion and Sustain Macromode
implemented software training training CSC
(ii) Expand the UNDP
Decentralised software CSTI
s to Atolls & Islands, MDAs
depending on the
outcome of Dhiraagu
Submarine Cable Project
I (ii) Train Atoll and Islands
staff on using the new
deployed software
with the help of CSTI &
Personnel
(iii) Requirements
gathering for expanded
functionality of CS
Viuga; incorporate time
management & payroll.

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 STRATEGIC THRUST 6 INTERNATIONAL COOPERATION

KPI Target KPIs Work Plan Model 2011 2

No. Strategies, Programs & Activities
31 6.1 International relations & cooperation for (i) Secure right International Expertise & (i) Arrange bilateral (
MCS Assistance for MDAs Study visits S
(ii) Instill Best Practices acquired from (ii) Knowledge (
International Programs Sharing and a
(iii) Provide clear guidelines to adopt participating in r
international standards & best practices relevant international e
events (
(iii) Improve n
international a
networking with aid (
agencies f
(iv) Get placements a
for trainings and a
attachments for (
CSC staff and Civil
Servants
(v) Facilitate MOUs

CSCStratPlanforPrint.indd 34 3/09/2011 11:24:27 a.m.

 2012
(i) Arrange bilateral
Study visits
(ii) Knowledge Sharing
and participating in
relevant international
al events
(iii) Improve international
networking with aid
agencies
d (iv) Get placements
for trainings and
attachments for CSC staff
and Civil Servants
(v) Facilitate MOUs
CSCStratPlanforPrint.indd 35
2013
(i) Arrange bilateral
Study visits
(ii) Knowledge Sharing
and participating in
relevant international
events
(iii) Improve international
networking with aid
agencies
(iv) Get placements
for trainings and
attachments for CSC staff
and Civil Servants
(v) Facilitate MOUs
(vi) Hold SAARC annual
Civil / Public Service
heads conference
2014
(i) Arrange bilateral
Study visits
(ii) Knowledge Sharing
and participating in
relevant international
events
(iii) Improve international
networking with aid
agencies
(iv) Get placements
for trainings and
attachments for CSC staff
and Civil Servants
(v) Facilitate MOUs
2015 Key
Implementers
(i) Arrange bilateral CSC,
Study visits International
(ii) Knowledge Sharing Public Service
and participating in providers
relevant international
events
(iii) Improve international
networking with aid
agencies
(iv) Get placements
for trainings and
attachments for CSC staff
and Civil Servants
(v) Facilitate MOUs
3/09/2011 11:24:27 a.m.
 Civil Service Commission
12th Floor, Velaana Building,
Ameeru Ahmed Magu
Male Maldives
Tel: 960 3303647
Fax: 960 3303648
Website: www.csc.gov.mv

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