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Civil Service Reform

INTRODUCTION

A capable and motivated civil service is essential for the government’s ability to provide services to the residents of Puerto Rico. A high-performing government requires employees who are well-trained and educated, fairly compensated, and effectively managed.

The administration of Governor Pedro R. Pierluisi and the Financial Oversight and Management Board for Puerto Rico have made deliberate, strategic investments in a comprehensive Civil Service Reform to improve governance and operational capacity across all agencies to strengthen and improve the way government works for the people. Civil Service Reform combines enhancement in compensation with employee evaluations, organizational design, and the recruitment of new government personnel.

THE CIVIL SERVICE REFORM
The Civil Service Reform, is a government initiative to transform human capital capabilities and resources in the Government of Puerto Rico. The Reform is designed with the following four strategic components: organizational design, compensation, recruitment, and evaluation and development of employees. These components are essential to achieving transformation in the management and of human resources in the Government of Puerto Rico.
THE CIVIL SERVICE REFORM PILOT
Given the administrative challenge of implementing a reform as comprehensive and complex as the CSR, it was recommended to start with a pilot. Starting with a pilot allows the government to develop a solution based on consensus and best practices before carrying out a broader implementation to all government agencies. The CSR Pilot began by targeting central accounting and financial functions carried out by the Department of the Treasury (Hacienda) and the Office of Management and Budget (OGP, by its Spanish acronym) due to the human capital challenges in public financial management and the importance of the timely publication of audited financial reports.

CIVIL SERVICE REFORM STRATEGIC COMPONENTS

Organizational Design
Objective: Develop an evaluation system to support skill development and create opportunities for professional advancement.
What does this mean? An effective structure that takes into account where employees are needed and can provide value based on their capabilities to reach agency objectives.
Employee Evaluation
Objective: Develop an evaluation system to support skill development and create opportunities for professional advancement.
What does this mean? An employee evaluation system that permits employees to identify and communicate effectively their skill needs and desired areas of development.
Compensation
Objective: Adjust salaries to guarantee the government is compensating government employees competitively and based on market data.
What does this mean? Reviewed and adjusted salaries to ensure that the government has compensation models based on market data that result in competitive, fair, and justifiable salaries.
Recruitment
Objective: Modernize, digitize and standardize the recruitment processes so that they are based on merit with the goal of hiring and attracting quality talent with the right skills and capabilities.
What does this mean? A recruitment process and system that is effective and just in recruiting quality skilled talent that can breach gaps, work overload, and meet the emerging needs of civilians.

CIVIL SERVICE REFORM PILOT MILESTONES ACHIEVED TO DATE
AND THEIR IMPACT IN NUMBERS

As of today, many pilot milestones have been achieved so far. Not only are pilot employees at Department of Hacienda and Office of Management and Budget (OGP) earning a market-based salary for the first time, but the agency will now have the necessary human capital infrastructure to tackle the difficult challenges ahead through modernized organizational structures, updated job classifications and targeted new positions for recruitment.
76%
Pilot employees have received a salary increase
107+
New jobs have been created within the pilot agencies.
0
Jobs eliminated and salaries decreased within the pilot agencies.
93
Reclassifications to align employees with the right functions they currently conduct.

TESTIMONIALS

“We have collaborated with the Financial Oversight and Management Board for Puerto Rico in developing the pilot project that began at the Puerto Rico Treasury Department and the Office of Management and Budget. Our objective is to keep the valuable personnel we have and, at the same time, attract new talent to public service in Puerto Rico.”

Lcda. Zahira A. Maldonado Molina

OATRH Director

“This is an ambitious Civil Service Reform, with the implementation of the pilot project being only the beginning, and it requires the commitment of every one of us in the government. I put my trust in my working team and the results we have gotten today anticipate a positive future for the agency.”

Francisco Parés Alicea

Hacienda Secretary

“We are confident that this reform will yield significant benefits for all components of the government, especially those workers who will receive economic compensation comparable to the private sector. We will also create new positions and bring more efficient services to citizens.”

Lcdo. Juan Carlos Blanco

OGP Director

“Today marks the first time in 25 years that salary scales and classifications have been revised and adjusted to reflect the capabilities and experience of Puerto Rico’s governmental employees. This is a historic moment for the Government of Puerto Rico, and we are proud to be a part of such success.”

David A. Skeel Jr

Chairman of the FOMB