“A people-first approach for a citizen-centric public service”

By Krishan Deeljore,

Organization Development (OD) Consultant and Chartered Member of the Chartered Institute of Personnel and Development (CIPD)

This article is not about Why a transformation in the public service is important, nor What needs to be done but How it can be done and most crucially Who will be responsible for driving such a transformation across the public service?

In the Government Programme 2025-2029 entitled “A Bridge to the Future” (page 39), the Government has ambitiously pledged to embark upon a transformation of the public sector and position the civil service as a “dynamic force for national development and long-term success”.

The Government intends to “restore trust in our public sector institutions at large” and “bring the Public Service to new heights of efficiency and effectiveness”. To achieve this, a few bold initiatives have been spelled out in the Programme, namely,

• Introduce an Accountability Framework for the public sector to hold individuals and teams accountable for their behaviours, decisions and actions
• Review the current Performance Management System, with mechanisms to monitor Public Sector Delivery and Capacity Building
• Adopt transparent and fair processes for recruitment and promotion in the public sector
• Provide necessary support and training to its staff

Many countries across the world are facing growing outcry for overhaul in the public service. The most vivid example which has been making headlines recently is the Department of Government Efficiency (DOGE) established on 20 January 2025 by the second Donald Trump administration in the United States. The DOGE is tasked with maximizing governmental efficiency and productivity by eliminating waste of public funds, reducing federal spending, streamlining government structures, and modernising federal technology and infrastructure.

Such disruptive means might not be relevant for Mauritius, but we definitely need a pivotal shift in our approach to drive transformation in the public sector.

Over the past 8 years, several attempts have been made by the previous Government.

• In October 2017, the previous regime approved a Public Sector Business Transformation Strategy (PSBTS)
• In 2018, the Central Informatics Bureau published a Digital Government Transformation Strategy 2018-2022 (DGTS)
• A year later, in May 2019, a Public Sector Business Transformation Bureau (PSBTB) was set up under the aegis of the Ministry of Public Service, Administrative and Institutional Reforms (MPSAIR) [now known as MPSAR].
• In 2022, the ex-MPSAIR and the National Productivity and Competitiveness Council (NPCC) published a Smart Process Manual in which it entrusted the PSBTB to be the custodian of the manual and reiterated its role in capacity building, facilitating and providing support to Ministries/Departments in all matters pertaining to smart process enablement.

What has PSBTB achieved in the last 5 years?

There is no publicly available evidence of progress made on the strategic objectives of the DGTS or the digital transformation pillar recommendations of the PSBTS. However, as customers of government services, the Mauritian citizens and residents have a clear opinion of the progress made. Public perception of the civil service is at an all-time low. We are nowhere near citizen-centric public services and government accountability. As rightly described in the Government Programme 2025-2029, the situation is characterised by “severe erosion of values, ethics and good governance principles and practices”.

Does the PSBTB have the adequate track record, capability, authority and expertise to drive this transformation? Based on the evidence or lack of, probably not. And if the current Government really wants meaningful and impactful change, we need to give ourselves the appropriate means to succeed and not repeat the same mistakes all over again.

Put People First. Leverage on technology to enable change. 

It is a fallacy to argue that technology is the magic wand to resolve all inefficiencies and shortcomings in the public sector. As a pioneering step, the Government should seek guidance from international Human Resource experts who have advised and helped governments to implement similar transformation in their public service. This would entail the following interventions:

1. Assess the current operating model and structure of the Public Sector Business Transformation Bureau (PSBTB) and Human Resource Management Division, which fall under the Ministry of Public Service and Administrative Reforms (MPSAR);
2. Review the current human resource management practices in the public sector across the whole employee lifecycle from hiring, training, promotion, performance management, and rewards;
3. Evaluate the civil service culture and in particular the mind-set and behaviours amongst senior government officials;
4. Benchmark and envision the desired culture and design an operating model for efficient Strategic Human Resource Management across the public service;
5. Determine a detailed manpower plan for the next 10 years including required skills and leadership competencies;
6. Design and implement transformation programs which will promote government performance and enhance the efficiency of its operations and results, as well as the development of future government cadres in Mauritius.

Alignment with the “Bridge to the Future” Vision

New legislation will be required to regulate the human resources management standards in the Mauritius public service.​ The aim should be to integrate human development initiatives with the strategic objectives of the Government Programme 2025-2029. For example, a Mauritius Government Human Capital Department (MGHC) under the Prime Minister’s Office can play a central role in consolidating the awareness and knowledge related to modern human resource management systems and applications, as well as adopting leading international practices.

The MGHC would be committed to adhering to the provisions established in the legislative framework, laws, and regulations governing human resources in Mauritius. It will continuously seek to enhance the development of government human capital by modernizing HR systems and practices across Mauritius Government entities, ensuring alignment with local legal frameworks and international best practices. Furthermore, MGHC will also provide strategic guidance and operational support to HR professionals in the effective implementation of relevant legislation, regulations, and policies.

“Open Government Culture”

The MGHC would be a key driver in establishing a culture of transparency and the adoption of an “Open Government Culture” that can effectively promote constructive dialogue channels between senior public officials and employees, foster community participation and inclusion to advance innovation and excellence, enhance employee engagement and ensure the well-being of public sector employees.

Top three countries that have been successful in transforming their public service and digitalising government services over the last decade:

1 – Country: Singapore                                                                                

Public Service Division under the Prime Minister’s Office.

Key characteristics:

One Trusted Public Service program to build future-ready government institutions and strengthen their workforce.

Public Service Leadership Programme (PSLP) helps build future leaders and succession for the top positions in the public service.

Impact on Customers:

AI-powered chatbots handle routine public inquiries anytime, anywhere 24/7.

2 – Country: United Arab Emirates Dubai Government HR Department (DGHR)

Key characteristics:

Ranked #1 in Middle East & North Africa for digital government transformation.

AI-driven training modules for civil servants ensure continuous digital and leadership skill development.

Impact on Customers:

$1.3 billion savings by going paperless.

3 – Country: Denmark

Key characteristics:

A citizen-centric approach for designing all government services, including communication between citizens and public services.

Public sector employees are rewarded based on skills and impact, not just tenure; AI-driven tools track productivity and service delivery.

Impact on Customers:

$300M+ in annual savings from digitized services.

For the sceptics, this may sound like science fiction and might never become reality in Mauritius. At the last general elections, the population of Mauritius democratically booted out the previous regime and expressed their demand for deep and fundamental change. Expecting real change without a bold and transformative approach would be close to insanity. We cannot continue doing the same thing over and over again and expect different results.