This presentation by Janeyri Boyer, Chief Executive Advisor National Authority of Civil Service of Peru, was made at the Public Employment and Management Expert meeting on "Senior Civil Service: Performance, Accountability and Organisational Success" on 27 November 2015. For further information, please see http://www.oecd.org/gov/pem/.

1. Performance Management of Public
Managers in the New Civil Service in Peru:
Some Challenges
Janeyri Boyer Carrera
Chief Executive Advisor
National Authority of Civil Service
jboyer@servir.gob.pe
PEM expert meeting – November, 2015

2. Content
1. The context
2. The Public Managers Corps: A Lab
• Monitoring and Supporting
• Performance Assesment
3. Public Managers in the new regime
4. Some Challenges

3. 3
1. The context

4. Starting from the beginning: the context (1/3)
1984: D.Leg. 276
Law of public career
No managers in the
classification
1993: National Institute of
Public Administration ‐ INAP
HRM authority was extinct
2004: Public Employment
Framework Law (L.28175):
Managers appeared like a
group – category.
2008: KEY STEPS FOR REFORM
‐ D.Leg. 1023: SERVIR
‐ D.Leg. 1024: The Public Managers Corp
‐D.Leg. 1025: Training and performance
management for civil servants.
2013: Civil Service Reform
L. 30057
4 Groups: Funcionarios, Managers,
Career, Complementarios.
2014: Under
legal
regulation
was approved
IMPLEMENTATION

5. The Context: The Peruvian Civil Service Today (2/3)
• 40,000 new people join the civil service each
year (2000 – 2011).
• 320,000 dollars of increase in Public
spending on Human Resources (9% per year).
42%
22%
36%
Civil servants by level of government
(without special careers)
National
Regional (25)
Local (1,844)
Increase of people and public spending
40% of total public servants in
temporary contracts.

6. Create a civil service
aimed at citizens and
result‐oriented.
Professionalize the Civil
Service:
Retain qualified personnel
with meritocracy in the
entry, permanence and
progression.
Organize duties and rights
of civil servants:
harmonizing
responsibilities,
compensations, among
others.
Consolidate the public
staff management system
and its key players: Apply
modern tools and
techniques of
management in order to
strengthen HR offices.
Civil Service Reform – Goals 3/3
Meritocratic civil service is one of the
cornerstones of the Public Management
Modernization Process

7. 7
2. The Public Managers Corps ‐ PMC

8. Pool of qualified
public managers
recruited centralized
by merit
Available to be
asigned to
leadership or
managerial positions
Assignment by
demand to Agencies
of national, regional
or local level
Lead by SERVIR
Assigned for
renewable periods
of 3 years
Contracts within
special labor rules
and special payment
The Public Managers Corp: A Lab

9. Model of Public Managers Corps
(PMC)
Profiles and
centralized
recruitment
by merit
Monitoring
and support
Performance
assessment

10. Sectoristas Coaching Anual meeting
Periodic meetings
in groups of
public managers
Management
Training
Programm
Monitoring and support

11. Goals (7)
• Goals of:
• process,
• results,
• innovation and
• team development
• Approved by the superior
• Indicators and means of verification
Competences (7)
• Base line: Recruitment process
• Choose 2 competences each year
• No effects on the continuity of the
PM
• No bono
Average of
achievement
• 96% of
achievement
Performance assessment
How do we transit of Public Managers Corps (564) into the new regime?

12. 12
3. Public Managers in the new regime

13. Public Managers in Peru
LEVEL OF
GOVERNMENT
DIRECTIVOS
PÚBLICOS (PUBLIC
MANAGERS – PM)
DIRECCIÓN PÚBLICA
SUPERIOR ‐
(SENIOR CIVIL
SERVICE)
NATIONAL
2,947
760
REGIONAL
1,872 190
TOTAL 4,819 950
New Regime:
•Preserve 20 % for
political appointment,
80% of public managers is
hired for periods of 3
years. Renewal two times.
•Recruitment: each
agency (all public
managers)

14. 14
4. Some Challenges

15. Challenges
• Cultural change:
• Expands the PMC good practices to all managers, national, regional and local
segment.
• Convince political class about the importance of merit.
• Flexibility for management PM in a context of spoils system.
• Gradual implementation:
• Starting from those which are in transition into the new regime.
• SCS recruited by SERVIR
• Descentralization of recruitment for the rest of Public Managers

16. Challenges
• Consolidate and strenghten SCS (Dirección Pública Superior ‐
DPS): performance management, monitoring and support
similar to PMC
• Building performance indicators for SCS.

17. Thank You!
Janeyri Boyer Carrera
Chief Executive Advisor
National Authority of Civil Service
jboyer@servir.gob.pe
PEM expert meeting – November, 2015