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Queen Victoria statue in front of Government House, Port Louis, Mauritius

Formulation of a civil service strategy for Mauritius

Mauritius has sought the technical assistance to formulate a Civil Service Reform Strategy to ensure that the Government can achieve its vision of “A professional Public Service committed to excellence”.

Country: Republic of Mauritius
Host: The Ministry of Civil Service and Administrative Reforms
Start date: 04 April 2016
End date: 31 March 2017
Policy area: Public Administration
Policy expert:  Omar Mowlana
Project manager: Joel Burman 


The Ministry of Civil Service and Administrative Reforms (MCSAR), Mauritius is responsible for spearheading administrative reforms within the civil service to bring about excellence in the delivery of high quality and customer-focused public services.

Over the past decade, significant progress has been achieved through the implementation of a series of reform initiatives. These have been centred on five main themes, including: performance management; human resource management and development; promotion of good governance and ethical behaviour; total quality management; and customer care and improved service delivery.

MCSAR introduced the Performance Management System (PMS) in the Civil Service in 2006 as a strategic reform initiative, the aim of which was to improve the overall management of public organisations, in particular human resource management to enhance delivery of public services. As of 2013 the PMS was fully implemented across the civil service in replacement of the former Annual Confidential Reporting System.

In Government Programme (2015-2019), it is noted that “Government is committed to building a responsible and responsive Civil Service. In this context, a series of cutting-edge measures will be implemented to bring about a transformational change in the Civil Service with focus on Human Capital Development, Streamlining of Processes and Optimisation of Information and Communication Technologies.”

In spite of the initiatives being taken forward, certain challenges remain and include:

  • The absence of a cohesive reform institutional framework;
  • The inherent rigidity of civil service structures and a bureaucracy not conducive to innovation;
  • The lack of an attractive reward scheme to motivate individuals to perform beyond the minimal scope of duties;
  • Limited collaborative policy making and sharing of information in support of achieving common goals and a more result driven and accountable civil service.

Given the limited national experience and capacity constraints in developing a modern civil service, the assistance of the Commonwealth Secretariat was sought to provide expert inputs and strategic guidance to ensure the Government could undertake civil service reform.


This project will provide technical assistance to formulate a Civil Service Reform Strategy (incorporating a Human Resource Strategy and a Capacity Building Strategy) with a view to enable the Government of Mauritius to undertake strategic Civil Service Reform.


This project will ensure that the Government of Mauritius can achieve its vision of “A professional Public Service committed to excellence”.

The project is expected to benefit the whole of the civil service represented by MCSAR, which has already constituted a local team comprising of senior officials from Government, to collaborate as counterparts and support to any CFTC expertise.

Further to this, an essential part of conducting the study and developing the strategy will be consultations with stakeholders including Heads of MDAs, representatives of the private sector, civil society and representatives of staff unions of the public sector.

These stakeholders are expected to benefit from the external and independent expertise of CFTC assistance in engaging, understanding and integrating their views into the wider reform process. Ultimately in the long-run, this project is intended to benefit the entire population of Mauritius though improved public sector governance and service delivery.


The expected outputs are:

  • Civil Service Reform Strategy, covering the three main pillars of: People (inclusive of HR and Capacity Building); Process and technology; and an Action Plan
  • Detailed feedback and analysis drawn from wider stakeholders on the draft Civil Services Reform Strategy.