Trends of Administrative Reforms in The Gambia Civil Service

Amie Njie (Mrs.)Director CSRPU

Personnel Management Office (PMO)

Historical background to reforms in The Gambia

• Structural Adjustment Programme 1980’s-• Push factors -was low competency within the civil

service due to: Over expansion of the wage bill Patronage hiring Corruption Exodus of professional and technical staff

Strategy (funded by WB/IMF donor driven)• Downsizing the civil service wage bill for efficiency and effectiveness

(mostly, Ancillary staff, and unqualified Teachers were affected).

Administrative Reform Programme1990’s (donor driven

• Focused on:– Privatisation – Commercialisation service providing public institutions ( NAWEC,

GPA, GIA, GPMB, GAMTEL, etc)– Decentralisation of services– Establishment of PMO

• Objectives– To improve efficiency and effectiveness of government institutions

Based on a study conducted in 2007 to analyse the capacityconstraints within the civil service. It was firmly integrated with thepolicy framework of PRSPII, MDG’s and Vision 2020• Challenges it seeks to address:

– High attrition of professional and managerial talents due to low and uncompetitive pay

– Falling salary levels in real terms – General culture of indiscipline within the civil service– Excessive reliance on overseas training instead of local training– Limited up to date policies and processes to that professional/technical

staff are appointed and promoted on the basis of merit– Limited capacity of PMO to lead the personnel management reforms

Civil Service Reform Strategy 2008-2011

Civil Service Reform Strategy 2008-2011-Cont….

• Objectives of CSRS 2008-2011 - To generally improve public service delivery by creating a civil service which is:– Lean, composed of the right staff, appropriately deployed– Well paid and motivated to perform– Capable of carrying out tasks assigned– Accountable to government and ordinary citizens

Strategies– Increase real pay of civil servants and competitive pay to recruit

and attract qualified professionals– Control of the civil service wage bill– Practical training driven by needs– Policy change-Promotion to be based on performance– Reform capability-building-enhancing PMO’s capacity to lead the

reform– Managing behaviour and performance

Civil Service Reform Strategy 2008-2011-Cont…..

• Reform components1. Personnel management policies, processes and capabilities2. Pay reform3. Performance management4. Policy management

Major Achievements of CSRS 2008-2011

• Component 1(Personnel management policies, processes and capabilities)

– Critical capacity gap assessment conducted for key government Ministries and relevant training designed to fill capacity gaps-

– more training conducted in country and are job specific

– Five year strategic plan developed for PMO

– Capacity of MDI enhanced to effectively run training programmes for the civil service

– Induction Manual developed for all civil servants

Major Achievements of CSRS 2008-2011-cont……

• Component 2 (Pay reform)

– Pay strategy developed and salary of civil servants increased by 20% across the board –(2008 10% increment, 2010, 10% increment)

– Special incentive allowance created for staff from grade 7-12 in cadres where attrition rate was high

– Long standing vacancies within Ministries abolished– Ghost workers eliminated through the conduct of staff Audit in 2010– Human Resource Information System (civil service personnel data

base) updated for accurate and timely data in order to enhance the planning, budgeting and control of civil servants.

Major Achievements of CSRS 2008-2011-cont……

• Component 3 (PfM)– 5 year Strategic plans developed for 10 key Ministries– Rule books -General Orders, PSC Regulations, Code of Conduct, reviewed

Component 4 (Policy Mgt)– Capacity gap assessment conducted for the Policy Analysis Unit (PAU)– Series of training programmes of policy formulation conducted for senior civil

servants– Database on government policies setup at the PAU

Civil Service reform Programme 2012-2015

Derived from the results of an analysis of the capacity constrains in the civil service as well as on the evaluation of CSRS 2008-2011. It was firmly integrated with the policy framework of PRSPII, MDG’s and Vision 2020Challenges it seeks to address:

•Low remuneration incentive linked to demotivation of civil servants

•Attrition though stemmed, still continues to afflict some cadres at technical and policy level affecting quality service delivery

•Security of tenure in senior positions continues to be a concern

•General culture of indiscipline and lack of commitment within certain quarters of the civil service

•Low pension

Civil Service reform Programme 2012-2015-Challenges cont……

• Huge investment of training has not yielded the desired result due to non linkage of training to job profiles

• Absence of performance management system in most Ministries

• Limited ability to manage the wage bill is seriously challenged

• Inadequate up to date policies and processes to guide the appointment and promotion of civil servants (technical, professional, managerial staff)

• Weak ability to monitor and conduct policies on pay and employment

• Inadequate procedures and systems for human resource management

Civil Service reform Programme 2012-2015

• Programme Goal - To have a competent , professional and result oriented civil service at all times that delivers quality service to the people in a cost effective and efficient manner:

Programme purposes:1. To build the capacities of Ministries and departments to deliver

on their mandates• Aligning institutional mandates, development goals, policies, structures and

staff• Developing and implementing a CS Wide Training Policy• Strengthening capacity of CSR facilitating institutions (PMO/CSRPU/PSC/MDI)

2. To provide an improved remuneration and pension levels to attract and retain staff

• Developing and implementing pay and pension policies• Job evaluation conducted/ job, grades and salaries aligned

Civil Service reform Programme 2012-2015Purposes cont……..

3. To inculcate and nurture a performance culture in the civil service

• Developing and implementing a Civil Service Performance Management Policy

4. To provide systems , tools and processes for improved service delivery

• Basic e-governance capacities provided in all Ministries• Key operational policies developed and in use• Introducing Service Provision Accountability

Major Achievements of CSRP 2012-2015

Purpose 1 (To build the capacities of Ministries) 1. Strategic plans linked to MDG’s and Vision 2020, developed for all

Ministries2. Training Policy developed and is being implemented3. CSRPU established at the PMO to coordinate reform activities of the

civil service4. Training programmes that are job specific, organised for staff of PMO

and PSC

Major Achievements of CSRP 2012-2015-cont…

Purpose 2 (To provide an improved remuneration and pension)1. Pension Policy developed and approved by Cabinet. Preparatory work

for its implementation is on. (Overhaul of the Pension Act 1950, civil servants contribution of 5% towards pension, pension calculation to include allowance etc)

2. Pay Policy has been developed and submitted to Cabinet for approval(policy includes change from a 12 grade structure to a 9, grade structure)

3. Proposal to increase salaries of civil servants by 102.5% has been approved by the Executive pending the availability of fiscal space to implement it.

4. Revival of the Civil Service Revolving Loan Scheme-Housing/Car/Personal loan given to eligible civil servants

Major Achievements of CSRP 2012-2015-cont…

Purpose 3 (To inculcate and nurture a performance culture in the civil service)• Not yet implemented due to limited funds, but forms a component in the new Civil

Service Reform Strategy 2016-2025

Purpose 4 (To provide systems , tools and processes for improved service delivery)

1. Websites developed for each Ministry-General Public could access vital documents/download forms from these websites

2. Government web portal established to facilitate communication between staff and within Ministries- government email address for each civil servant)

3. Personnel Procedures Manual developed 4. CP on the establishment of Citizen’s charter approved by Cabinet ( to be piloted in 4

institutions then roll out to all Ministries within a period of 5 years)

Challenges

• Inadequate resources to implement reform programmes

• Lack of commitment both on the side of the executive and senior civil servants to give administrative reform the attention its deserves

• Way forward– Civil Service Reform Strategy 2016-2025 developed in Dec 2015

but is yet to be approved by Cabinet

Thank you