discharge their mandates must be strength ened criteria and standards for the

discharge their mandates must be strength- ened; • criteria and standards for the assessment and the evaluation of the performance of the inde- pendent institutions must be developed; • the ability of the parliamentary committees and the Office of the President to oversee the inde- pendent institutions and analyse their reports must be strengthened; and • procedures to follow-up on the recommenda- tions contained in the reports of the indepen- dent institutions must be implemented. TRANSFORMATION OF PUBLIC SECTOR INSTITUTIONS Our public institutions must be more accountable and responsible for performance and service delivery; and we must simplify and modernise pro- cesses, structures and tools, while separating key institutional functions and consolidating others, to improve service delivery. Performance Management The Public Service must meet rising public expec- tations by delivering faster results and must provide public officers with the necessary modern tools and policies that improves service delivery and creates public value. Moreover, it must recognise produc- tivity and reward creative ideas and practices , while adhering to the prin- ciples of merit, competency, flexibility and fairness as it seeks to meet the diverse needs of its stakeholders. The transformation that is required is to a system that rewards desirable behaviours and penalises negative ones, including a policy that exits per- sistent underperformers. Also import- ant is the development of a formal succession planning model and a new job classification scheme for the public service. To improve the overall effectiveness of the State, a performance management framework that moni- tors and evaluates service delivery and implemen- tation across all sectors, that efficiently allocates financial and human resources and links them to strategic plans and institutional performance must be established. Such a framework would enable the measurement and assessment of outcomes against targets and provide early-warning of prob- lems and support corrective actions to address underperformance. As such, the performance management framework would consist of key per- formance indicators, targets, reports for measuring and assessing those indicators, as well as taking corrective actions and rewarding performance. The system would be supported by the availability of timely and high-quality data and the systematic training of officers to prepare them for work. In the short term, the Ministerial Performance Manage- ment System (MPMS) that was ended in 2010, after two years in operation, will be re-introduced. The MPMS will measure the performance of Ministries against their own Ministry plans. RATIONALISING AND MODERNISING STRUCTURES Modern processes and structures are crucial to improving public sector performance. In many instances, this requires the separation or con- solidation of functions and the reduction of over- lapping roles in public institutions. Moreover, it requires the radical redesign of public services to