Public Service Country Profile

English
ISSN: 
2310-2098 (online)
http://dx.doi.org/10.14217/23102098
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This series provides insight, in a country-by-country format, into the managerial and structural changes underway in the public service. The series was launched in 1995 when the principles of New Public Management were in the early stages of adoption, and was updated and revised in 2003 to reflect the changes that the various civil services had undergone in scope, organisation and approach since then. This series is an accessible and valuable source of reference for bureaucrats, diplomats, political and academic audiences seeking to benchmark best practice in public sector reform across Commonwealth member countries.

 
A Profile of the Public Service of Malta

A Profile of the Public Service of Malta

Current Good Practices and New Developments in Public Service Management You do not have access to this content

English
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    http://oecd.metastore.ingenta.com/content/9781848597709-en.pdf
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Author(s):
Commonwealth Secretariat
01 Jan 2002
Pages:
64
ISBN:
9781848597709 (PDF)
http://dx.doi.org/10.14217/9781848597709-en

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Public sector reform has moved on apace since the first of the Commonwealth Public Service Country Profile Series was launched in 1995 when the principles of New Public Management (NPM) were in an early stage of adoption. Since then, the various civil services described in the series have undergone radical change in scope, organisation and approach rendering a revision timely. Now up dated and completely revised, these reissued Country Profiles continue to be an accessible and valuable source of reference which attempt to both describe and analyse the often tumultuous and controversial public sector reforms which have taken place in contributing countries since 1995. Practising bureaucrats diplomats political and academic audiences will find these new books invaluable in benchmarking best practice in public sector reform across Commonwealth member countries.

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  • Foreword to the Country Profiles series

    Since the successful launch of the Commonwealth Profiles series in 1995, much has happened. When the Auckland CHOGM of 1995 mandated its ‘Towards a New Public Administration' Programme, many Commonwealth member countries, to a greater or lesser degree, were contemplating or already applying the principles of the New Public Management (NPM) in their civil services. Since that time, the literature on the NPM has been burgeoning, the architecture of civil service delivery has altered dramatically and the debate about the relative success or failure of the NPM continues.

  • Introduction to the second edition

    Administrative reform, it is said, is a journey rather than a destination. The Public Service of Malta is on just such a journey, and it has travelled a long way indeed. Public officers immersed in the pressing concerns of their day-to-day work, even those who remember the first tentative steps of the journey, may not immediately be aware of this.

  • Improving People Management

    Before January 1991, the salary and wage structure for approximately 30,000 Public Service employees consisted of over 100 pay scales covering no less than 500 grades. Given the multiplicity of grades and scales, pay differentials between adjacent grades were small or marginal and therefore offered insufficient inducement for career progression. Flat-rate cost of living increases applied over several years had also compressed vertical relativities between scales to such an extent that the Public Service faced difficulties in recruiting and retaining staff in middle and senior grades.

  • Strengthening Public Service Leadership

    In the early 1990s a new top management structure was put in place as part of the ongoing Public Service reform programme. It is a unified structure consisting of four basic levels (Permanent Secretary, Director General, Director and Assistant Director) with a number of distinctive features, notably the use of renewable contractual appointments and the setting of annual performance targets linked to a system of performance bonuses.

  • Delivering Better Services to the Public

    The Ombudsman featured on the electoral agenda of a local political party for the first time as far back as 1971. The institution was, however, established almost 25 years later as one of the several measures to strengthen democracy and modernise the Public Service.

  • Improving Efficiency in the Use of Resources

    One of the problems identified by the Public Service Reform Commission in its report of 1989 was the absence of forward planning in government departments. The findings of a subsequent study on budgeting procedures were consistent with this. Budgeting was carried out on a purely annual basis with little or no effort to take account of longer-term trends and developments in allocating funds.

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