ANNUAL MONITORING AND EVALUATION REPORT...

PUBLIC SERVICE COMMISSION

ANNUAL MONITORING AND EVALUATION REPORT 2014.

BY: DANIEL BANYA BRAIMA.

MONITORING AND EVALUATION OFFICER.

12/29/2014

1

TABLE OF CONTENT

TOPIC PAGE.

INTRODUCTION 2

ACCOMPLISHMENT 3

2014 INDICATOR TRACKING TABLE 4-7

COMPARATIVE ANALYSIS OF APPOINTMENTS AT PSC AND HRMO 8-10

ANALYSIS OF FUNDS RECEIVED AND SPENT 11

RISK FACTORS AND RECOMMENDED ACTIONS 12-13

EUROPEAN UNION PROJECT UPDATE 14

WORLD BANKS PAY AND PERFORMANCE PROJECT STATUS 14-15

KEY FINDINGS 16

CHALLENGES 17

COMMENTS AND RECOMMENDATIONS. 18-19

CONCLUSION 20

ANNEX 1. RECRUITMENT UPDATE 21-36

2

ANNEX2. UPDATE ON DLI 37

ANNEX 3 SUMMARY OF RECRUITMENTS FOR GRADES 6 AND ABOVE FROM 2012-2014. 40

ANNEX 4. SUMMARY OF PSC’S ACTIVITIES RELATING TO ITS CORE FUNCTIONS FOR 2014. 41

ANNEX 5. INDICATOR TRACKING TABLE FOR YEAR ONE OF E.U PROJECT. 42-45.

3

INTRODUCTION

This report gives an insight into what was required to be done according to the Commissions Strategic Plan, World

Bank Pay and Performance Project, and the Performance Tracking Table of the Performance Contracting

Agreement with the President. Its further portrays outcomes of other activities undertaken by the Commission

within the period under review (January-December, 2014).

A bird’s eye view is being given to funds received by the Commission from Government of Sierra Leone and other

donor partners such as the World Bank and the European Union but stops at analysing the income and expenditures

as at 30th

November, 2014.Details about finances can be found in documents in the finance department. A

reflection is made on some Successes as well as challenges encountered during the period, and lessons learnt;

whilst a few recommendations are proffered for the way forward.

4

ACCOMPLISHMENTS

Despite the challenges, the Commission was during the period under review able to make several

accomplishments. They include;

For the first time in the history of the Commission, strides are being made to establish regional offices in Bo,

Kenema and Makeni.

There has been a Smooth leadership transition from former chairman; Mr. Valentine Collier to Current

chairman, Dr. Max A Sesay.

Local training on various themes carried out for all senior staff in a bid to build their capacity .

A total of 544 positions were successfully filled between January to November, 2014 whilst the recruitment

process is ongoing for about 66 positions in different MDA’s.

First year of European Union’s Institutional support to the PSC project successfully implemented.

The Commission after a long time engaged stakeholders in regional towns of Bo, Kenema and Makeni in a

sensitization tour.

Six senior staff also benefited from World Bank leadership training in Kenya.

Notice boards have now been fixed at the front of the Commission to place job adverts and other notices for

the public.

The long awaited Toyota Land Cruiser donated to the Commission by World Bank has finally arrived to

abate the problem of mobility faced by the Commission for quite a long time.

5

INDICATOR TRACKING TABLE FOR THE YEAR 2014.

The indicator tracker below shows where we are and what are yet to be accomplished relative to the PSC Strategic

Plan, World Bank Pay and Performance project, and the Performance Tracking Table for the period January to

December, 2014.

INDICATOR START

DATE

EXPECTED

COMPLETION

DATE

ANNUAL

TARGET

ACTUAL(CURR

ENT STATUS)

JAN-AUG

% OF

ANNUAL

TARGET

ACTIONS

REQUIRED,

DEAD LINE AND

PERSONS

RESPONSIBLE.

AT least 90%

of(350)

priority

vacancies

filled

April

2014

DEC.2014 315 Vacancies

filled.

249 Vacancies

filled.

79% 66 (21%) more

Vacancies to be

filled by end of Dec

2014.

An approved

career

development

plan.

Jan

2013

Dec.2013 A clearly

articulated and

sustainable career

Development plan,

including

succession plan

developed and

approved.

Organogram has

been revisited and

scheme of service

drafted.

80% Scheme of service to

be finalized.

An easily 2012 2015. An effective ICT Website 75% ICT manager to

6

accessible

website and a

well-organized

internal

electronic data

base.

strategy is rolled

out by the PSC

which includes

effective internal

records

management and a

website that

provides vital

information and

services to the

general public.

completed.

Records

management staff

employed and

currently working

on setting up the

records.

follow up.

* PSC

operations

extended to

the regions

Jan

2014

Dec 2014 Regional office

located, staff

recruited and office

equipment

provided

Office spaces

secured in Bo,

Makeni and

Kenema,staff

recruited and

equipment

provided.

90% Staff ready to be

deployed save for

Ebola.

*Institutional

arrangement

with other

agencies

clearly

defined.

Jan

2014

Dec 2014 A clearly defined

institutional

arrangement with

other agencies.

Contract

awarded

Draft review

report

submitted

60% Functional review of

role and relationship

to be carried out by

PPDM&E before

December 2014.

*Statutory

instruments of

the PSC

improved and

JAN

2014

Dec 2014 Presidential

approval received

for revised

statutory

Draft copies of

documents

presented by

consultant.

70% Concept note to be

developed, Law

officers department

engaged and

7

Customer

satisfaction

enhanced

through career

advisory

service.

instrument and

Launched.

stakeholder’s

validation held latest

Dec.2014.

(Research and

Policy unit).

* Facilitate the

absorption

of LTA’S into

the

mainstream

civil service.

JAN

2014

DEC.201 All LTAs in

MoFED

brought into the

mainstream

Civil service. A

harmonized salary

structure

for MoFED staff

that

is consistent with

the provisions

under the ongoing

Pay Reform, and

without

loss of human

resource

capacity and

institutional

Memory.

Individual

documents

presented by

MoFED staff for

processing.

10% MOFED and other

MDA,s to present a

list of all LTA’s and

the Commission

works on the

mainstreaming

process.

*Review and

update

criteria and

JAN

2014

DEC 2014 A clearly defined

and standardized

procedure

Draft documents

presented by

consultant.

60% Guidelines on

performance

Appraisal

8

procedures for

promotion

within the

civil

service

including

shortening

the period of

confirmation/

validation of

appointment,

guidelines on

being

in an acting

appointment,

and provide

for succession

planning

within MDAs

for promotion

and confirmation

of appointment for

the civil service is

developed,

adopted by the

CSSC/PSRU, and

disseminated to all

MDA’S.

,Procedures

for Promotion

and Confirmation

is to be made

available before Dec

2013.

*Systems and

procedures in

Anti-

corruption

investigations

are

harmonized

and

synchronized

JAN

2014

DEC.2014 Collaborations

between PSC and

ACC on all cases

involving public

officials (under the

jurisdiction of the

PSC) including

information

sharing, code of

No action yet 0% EU funds were

received in

December 2014.

9

with those of

the PSC for

administrative

confidentiality,

protection of

evidence and

witness protection

COMPARATIVE ANALYSIS OF APPOINTMENTS AT PSC AND HRMO

APPOINTMENTS. PERIOD PSC HRMO %OF PSC’S

APPOINTMENTS

OVERALL APPOINTMENTS BY PSC AND

HRMO. JAN-MAR. 295 76 26% 371 APR-JUN. 0 161 161 JUL-SEP. 97 104 107% 201 OCT-DEC. 0 0 0 0

Source: DELEGATION DIRECTION REPORT (HRMO 31ST

JULY,2014) ,PSC M&E RECORDS 2014.

NOTE: Recruitment figures from HRMO for the period October to December,2014where yet to be

submitted by HRMO as at the finalization of this report.

ANALYSIS

For the period January to March 2014, PSC recruited 295 of grades 6 and above whilst HRMO

recruited 76(25% of PSC’s recruitment) for grades 1-5.For the second and third quarters, it could be

10

seen that whilst PSC did only 97appointments, HRMO did 265 for grades 1 to 5.For the period under

review, HRMO made over 100% of PSC’s appointments for grades 1 to 5.

OBSERVATIONS

From the figures, the rate of appointments by HRMO far outweighs that of the PSC as even the 295

appointments between January and March was due to appointments brought forward from 2013.

COMMENTS

Having a delegated authority, HRMO should be seen working with the recruitment procedures used

by the PSC; that does not seem to be the case at present. The trend of appointments at HRMO casts a

shadow of doubt on achieving the objective of the World Bank Pay and Performance Project in

‘reducing the bottom’ as at present, the middle level which the project aims to improve accounts

for only about 11% of the civil service(Source:HRMO M&E Officer). This situation in my regard is

warranted by the fact that since the delegation, PSC has failed over the years to develop the “Modus

Operandi’ and to closely monitor and evaluate the process to ensure HRMO’S compliance to it

recruitment procedures.

NEXT STEPS.

Having the current status in view, it is recommended that the following next steps are taken to

regularize the situation.

11

PSC must immediately develop an effective monitoring mechanism for recruitments of grades 1-5

carried out by HRMO.

PSC should have regular meetings with HRMO to discuss issues relating to the trend of

recruitments.

PSC should be represented in HRMO’S recruitment processes.

PSC must ensure the HRMO follows the recruitment procedure handbook.

PSC takes part in the manpower hearing.

ANALYSIS OF FUNDS RECEIVED AND SPENT AS AT DECEMBER 2014.

YEAR SOURC

E OF

FUNDI

NG

AMOUNT

RECEIVED

AMOUNT SPENT. % SPENT BALANCE. %REMAINING

.

2014 GoSL

Le 611,900,000. Le 608,585,000 99.4% 3,315,000 0.6%

2014 WORLD

BANK

Le227, 000,000. Le 227,000,000 100% 0 0 %

12

2014

(As at

30/09/14.)

EU

EU398,601 EU273,585.10 69.1% EU

125,015.10

31.4%

SOURCE: Finance Department(PSC).

The figures mentioned above are in Millions of Leones for funds from GoSL and World Bank and Euro for funds

from the European Union .They represent totals of funding received from the Government of Sierra Leone

(GOSL), the Disbursement Linked Indicator (DLI) for Yr 2.Under the World Bank Pay and Performance Project

.EU398, 526 from the European Union in the month of December 2013 ,being the first disbursement for the 21

months institutional support to the Commission project.

It’s worth noting that Funds received from GoSL are annual allocations to the Commission to carry out its

mandate. Whilst funds received from the World Bank is for recruitment activities already carried out between

2013/14.

13

(RISK FACTORS)

Risk Factor

Priority High,

Medium, Low

Responsibility & Recommended Action

Outbreak of the EBOLA virus High . Measures should be taken to improvise in carrying

out the commissions activities

Distractions by the implementation of various

projects

LOW . Secretary- Management must ensure to that a

careful plan of activities in strategic plan,

performance tracking table, World Bank PPP,E.U

is done to avoid lagging behind on any

Recruitment process at HRMO unmonitored HIGH The Commission should immediately start

(quarterly )monitoring of HRMO’S recruitment

processes to ensure they are in line with the

procedures at PSC.

The current procedure for promotions in the civil

service Unclear and flawed.

MEDIU

M The commission must develop a standard procedure

for promotions in MDA’S with clear pre-requisites,

timelines and popularized.

Absence of staff conditions of service, human

resource manual, ICT policy for staff of the

MEDIU

M The Commission should ensure these policies are in

place to guide staff.

14

Commission.

Failure to meet World Banks PPP DLI’s target Low. Since the recruitment process cannot be carried out

for all candidates in the country,PSC can

concentrate on recruiting serving members who

have upgraded themselves to graduate level.

National Constitutional review HIGH PSC must actively get involved in the constitutional

review process to protect her constitutional

mandate.

Exams question papers are still been photocopied

outside the Commission(at A .JANET) HIGH Being the pivot around which the integrity of the

Commission revolves, it must be ensured that we

henceforth do all the printing of our exam questions

in-house to avoid leakages of questions.

PSC’s activities are hinged on those of others.

Low The time lag between requests by MDA’s to the end

point of staff been recruited for them by the

Commission shall seriously reduce if the MDA’s

henceforth sends their requests directly to the PSC;

copying HRMO.

The increase in other Commissions (dealing with

personnel management in the public sector e.g

Health Service Commission) set-up.

HIGH It’s never a bad idea to set up other Commissions

but there must be clarity in their roles and must be

consistent with the Recruitment at the PSC which

have the Constitutional mandate of recruitment and

staffing in the Public Sector.

Uncompetitive conditions of service for Civil

Servants High Enhancing Civil Servants emoluments to help PSC

attract highly skilled personnel into the service. And

for them to be retained.

Inadequate allocation and Late Disbursement of

funds High Pillar 7 of the governments Agenda for Prosperity

lays strong emphasis on governance and public

sector reform; which presupposes the PSC which is

15

one of the major conduits of reformation requires a

healthy financial life for an improve d performance.

Unpublished salary scales in job adverts might

not attract the right applicants. and further

increase attrition risk.

Mediu

m

Salary scales to be published for all jobs advertised.

E.U PROJECT UPDATE

With its overall objective being building the capacity of the Commission’s staff, the EU project has been over 50%

implemented .Local training has completed whilst four but one staff has already attended external trainings for

various courses.. See details in EU project tracker presented at Annex 4.

WORLD BANK’S PAY AND PERFORMANCE PROJECT STATUS

The Commission has so far been successful in implementing the three year World Bank Pay And Performance

Project which is now at its penultimate stage. It has been able to reach all targets set for the past phases of the

project. Hence has raised funds to the tune of $2million for the government of Sierra Leone during the periods

2012 to 2014.Below is an update on Yr.3’s DLI target.

DLI for Year 3(APRIL 2014-DECEMBER, 2014):

At least 90% (315) of 350 priority vacancies have been filled in accordance with the annual recruitment plans and

approved recruitment procedures.

16

STATUS: Ongoing-See analysis.

ANALYSIS OF RECRUITMENTS STATUS FOR2014.

PSC ‘s DLI for year 3 is at least 90(315) % of 350 critical vacancies .152 filled in year 2 were however brought

forward to year 3.Hence the Commission was left with 163 vacancies to fill for the remaining period in year 3.

By April 2014, the Commission had about 115 pending vacancies to fill; for most of which the recruitment

process started but could not be completed due to the EBOLA outbreak and its attendant impediments on the

Commissions activities.Cheifly amongst them is the challenge faced by our candidates in the regions to travel

to Freetown especially in government quarantined areas.Consequently,only six(6) out of the 115 vacancies

were filled by the Commission for the Commission as fortunately all the candidates were from Freetown for

the recruitment process.

The other vacancies filled therefore are for various MDA’S which had lower cadre staff that has upgraded

themselves to graduate level and therefore now qualified to fill in existing critical vacancies in their

respective MDA’s.

Total recruitment for year 3 as at date is therefore 249.The Commission has a target of at least 66 more

vacancies to fill before the end of the DLI year.

17

FINDINGS

1). Including salary scale and number of positions available in job adverts helps to a large extent reduce the

attrition risk and reduce the burden of dealing with a mass of unqualified candidates for a post.

2. Water usage by the office has been unchecked and there have often been shortages.

3). Energy consumption has tremendously increased as a result of increase in equipment and the existence of high

Energy consuming Air Conditions (The old models).

4). The total income received from the World Bank for accomplishing Yr. 2 DLI was reduced from Le 375.9

Million to Le227million.

5). Some activities that would have been carried out since 2012 are yet to start.

6). PSC’s website is yet to gain public attention.

7). Waiting room not conducive .It’s very hot during the dries and presently not well furnished.

8) Timeline stated for recruitment process in service charter are not met.

18

SOME CHALLENGES ENCOUNTERED

The Commission during the period under review encountered several challenges including but not limited to the

following;

Leadership transition caused some delays in activities.

Some activities (e.g. developing statutory instruments and an enabling public Service Law) are hinged on

others that are out of PSC’s control.

Taking on its strategic role presupposes increased funding of the Commission. Allocations come not only

inadequately but more often than not late.

Identifying external training institutions that offers courses for a three months period as spelt out in the EU

grant contract was almost impossible and it was realized it will be unreasonable for senior staff to be out of

office for that period of time.

The EBOLA outbreak in the country by May 25 derailed the core function (recruitment) of the Commission

for the remaining part of the year.

Other Commissions established has legal status that limits PSC’s role in their activities.

Office sanitation is often appalling as water shortages cause some problems with the use of the toilets.

19

COMMENTS AND RECOMMENDATIONS

1.It is recommended that the Commission to do a methodical and regular review on the implementation of the

activities outlined in the following documents;

President’s performance contract Tracking Table

Strategic Plan

World Banks Pay and Performance Project PAD

Anti-Corruption Commissions NACS.

European Union grant contract.

2) The Commission should regularly keep state house, MOFED, and other stakeholders informed about PSC’s

activities. This will serve as a justification for our requests for increased funding.

3) To be up to speed with what is expected of the Commission in terms of performance, it is strongly advised that

that e-mails do not replace regular meetings to be held both at departmental and inter-departmental levels.

20

4) To reduce the delays in receipt of vacant posts to be advertised, it’s recommended that PSC moves round the

MDA’s with the consent of HRMO, to identify critical vacancies or address that once at the manpower budget

hearing.

5) From several workshops attended i have realized that most civil servants; especially the newly recruited are not

aware of issues relating to discipline, promotions, transfers in the civil service. Being within the purview of the

Commission it is advisable for discussions on those issues be included in PSC’s sensitization drive.

6) Now that the Commission’s Website is has been completed, it’s advisable that candidates are given feedback on

whether they were successful or not after the interview stage.

7) Assuming funds are available; the Commission must ensure that the recruitment process goes in line with

timelines spelt out in the recruitment handbook and service charter .Completing the process before duration given

in the handbook can showcase our efficiency.

8) PSC must immediately take a move to monitor HRMO’s recruitment process for grades 1-5.At present it is

observed that no advertisement is done; neither are we receiving regular reports on the process.

9) For especially senior staff, it is advisable that apart from soft copies been presented ,there should be a session

geared towards discussing the M&E report for all to actually be abreast with the level of our efficiency and

effectiveness. And consequently confer on the way forward.

21

CONCLUSION

Looking introspectively at our systems and processes paints a vivid picture of lessons learnt. There is therefore a

need for a balance in our activities and how these activities will fit well with other agreements and commitments.

Communications should be given serious thought; whilst we should continue to review existing processes in order

to identify more efficient ways for service delivery without trade offing quality.

22

ANNEX 1 RECRUITMENT UPDATE

25

MDA POSITION GRADE NO.RECRUITED

M F TOTAL

No. % No. %

DATE

MoFED Procurement Officers 7 4 40% 6 60% 10 3/3/14

MoFED Director of Procurement 11 1 100% 0 0% 1 31/3/14

MoFED TOTAL: 5 6 11 31/3/14

MAFFS Senior Extension officer 8 6 90% 1 10% 7 17/3/14

MAFFS Assistant Conservator of

Forest

7 13 86.6% 2 13% 15 17/3/14

MAFFS Civil Engineer 7 9 82% 2 18% 11 17/3/14

MAFFS Land Resources Officer 7 7 78% 2 22% 9 17/3/14

MAFFS Senior Agricultural Officer 8 10 77% 3 23% 13 17/3/14

MAFFS Laboratory Technician 7 3 100% 0 0% 3 17/3/14

MAFFS Animal Production Officer 7 3 100% 0 0% 3 17/3/14

MAFFS Assistant Director Extension 9 1 50% 1 50% 2 17/3/14

MAFFS Senior Statistician 8 2 100% 0 0% 2 17/3/14

26

MAFFS Mechanical Superintendent 6 1 100% 0 0% 1 17/3/14

MAFFS Senior Agricultural Engineer 8 3 100% 0 0% 3 17/3/14

MAFFS Senior Animal Production

Officer

8 4 100% 0 0% 4 17/3/14

MAFFS Senior Programmer 8 2 50% 2 50% 4 17/3/14

MAFFS Statistician 7 11 85 % 2 15% 13 17/3/14

MAFFS Senior Monitoring and

Evaluation Officer

8 11 85 % 2 15% 13 17/3/14

MAFFS Irrigation Engineer(IVS) 7 6 100% 0 0% 6 17/3/14

MAFFS Senior Planning and Budget

Officer

8 5 100% 0 0% 5 17/3/14

MAFFS Agricultural Officer 7 11 85 % 2 15% 13 17/3/14

MAFFS Agricultural Extension Officer 7 13 100% 0 0% 13 17/3/14

MAFFS Mechanical Engineer 7 4 67% 2 33% 6 17/3/14

MAFFS TOTAL: 125 21 146 17/3/14

NFF Station Officer 7 10 91% 1 9% 11 28/3/14

27

NFF TOTAL: 10 1 11 28/3/14

MOL Inspector of

Factories(occupational Health)

7 4 80 % 1 20% 5 31/3/14

MOL Labour Officer 7 14 93% 1 7% 15 31/3/14

MOL Inspector of

Factories(Industrial safety)

7 4 80% 1 20% 5 31/3/14

MOL TOTAL: 22 3 25 31/3/14

MFMR Fisheries Officer 7 6 60% 4 40% 10 31/3/14

MFMR TOTAL: 6 4 10 31/3/14

MSWGCA Assistant Director Gender 9 0 0 % 1 100 % 1 19/3/14

MSWGCA Senior Social Service Officer –

Advancement of Women

8 2 40% 3 60% 5 19/3/14


Gender Policy

8 2 67% 1 33% 3 19/3/14


Policy Planning

8 2 67% 1 33% 3 19/3/14

28


Trafficking in person

8 4 80% 1 20% 5 19/3/14


Disaster

8 5 100% 0% 5 19/3/14

MSWGCA Senior Social Service Office-

Child Protection.

8 4 80% 1 20% 5 19/3/14


Disability Issues

8 3 80% 1 20% 4 19/3/14


Programme Officer Policy

Planning

8 5 100% 0 0% 5 19/3/14


Research and Statistics

8 1 50% 1 50% 2 19/3/14


Alternative Care

8 2 40% 3 60% 5 19/3/14


Child Justice

8 3 60% 2 40% 5 19/3/14

MSWGCA Senior Social Service Officer – 8 2 40% 3 60% 5 19/3/14

29

Training and Advocacy

MSWGCA Social Service Officer 7 27 77% 8 23% 35 19/3/14

MSWGCA Assistant Director

North,East,West and South

9 2 50% 2 50% 4 19/3/14

MSWGCA TOTAL: 64 28 92 19/3/14.

TOTAL RECRUITMENT AS AT

MARCH, 2014.

TOTAL % BY SEX:

232

78%

63

22%

295

100 %

10/10/13

10/10/13

30

RECRUITMENTS STATUS BETWEEN APRIL TO DECEMBER,2014.

31

MDA POSITION GRADE NO.RECRUITED

M F TOTAL

No. % No. %

STATUS

PSC M&E officer 7 0 0 0 0 0 advertised

PSC Selection, appointment and

Promotions Officer

7 4 100 0 0 4 completed

PSC Performance Audit and

Discipline Officer

7 0 0 0 0 0 advertised

PSC Research and Development

officer

7 0 0 0 0 0 advertised

PSC ICT officer 7 0 0 0 0 0 interviewed

PSC Records Management Officer 7 1 100 0 0 1 completed

MoFED Internal Auditors 7 0 0 0 0 0 Exams

conducted

32

awaiting

interviews.

MoFED Audit Assist. 6 0 0 0 0 0 Exams

conducted

awaiting

interviews

MoFED Director Internal Audit 13 0 0 0 0 0 Awaiting

interviews.

MoFED Assit. Director 11 0 0 0 0 0 Awaiting

interviews

MoFED Principal Auditor 10 0 0 0 0 0 Awaiting

interviews

MoFED Senior Auditor 9 0 0 0 0 0 Awaiting

interviews.

MAFFS M&E OFFICER 7 0 0 0 0 0 Awaiting

interviews

MAFFS Planning and Budgeting 7 0 0 0 0 0 Awaiting

interviews

33

MAFFS Programmer 7 0 0 0 0 0 Awaiting

interviews

MAFFS Statistician 7 0 0 0 0 0 Awaiting

interviews

MAFFS Agricultural Officers 7 0 0 0 0 0 Awaiting

interviews

MWR Head of Research and Planning

Unit

10 0 0 0 0 0 Awaiting

interviews

MWR Head of Water Information

Management Unit

10 0 0 0 0 0 Awaiting

interviews

MWR Senior Hydro- Geologist 9 0 0 0 0 0 advertised

MWR Senior Civil Engineer 9 0 0 0 0 0 Awaiting

interviews

MWR Senior Executive Engineer 9 0 0 0 0 0 Awaiting

interviews

MWR Asst.Executive Engineer 7 0 0 0 0 0 Awaiting

interviews

MWR Water Mapping Assistant. 6 0 0 0 0 0 Awaiting

34

interviews.

OFF.OF

ADMIN&REGI

STRAR.

Admin Officer 7 1 100 0 0 1 completed

MH&S Admin Officer 7 1 100 0 0 1 completed

NRS Admin Officer 7 0 0 1 100 1 completed

MIN OF

YOUTH Admin Officer 7 0 0 1 100 1 completed

CIVIL

SERVICE

TRAINING

COLLEGE

Admin officer 7 1 100 0 0 1 Completed

PSRU Admin officer 7 1 100 0 0 1 Completed

MSW Admin officer 7 1 100 0 0 1 completed

HRMO Admin Officer 7 0 0 1 100 1 completed

MOD Admin Officer 7 0 1 100 1 completed

MLG Admin Officer 7 1 100 0 0 1 Completed

HSC Admin Officer 7 1 100 0 0 1 Completed

35

MOW Admin Officer 7 1 100 0 0 1 Completed

M .LANDS Admin Officer 7 0 0 1 100 1 completed

S.P.S.S Admin Officer 7 1 100 0 0 1 completed

RSLAF Admin Officer 7 1 100 0 0 1 completed

MIN.

TRANSPORT Admin Officer 7 0 0 1 100 1 Completed

MOD Admin Officer 7 1 100 0 0 1 Completed

MOFED Admin Officer 7 0 0 1 100 1 Completed

LANDS Admin Officer 7 0 1 100 1 Completed

MFAIC Admin Officer 7 0 1 100 1 Completed

OFF.ADMIN

&REGISTRAR Admin officer 7 1 100 0 0 1 completed

MLG Admin Officer 7 0 0 1 100 1 completed

MAFFS Admin officer 7 1 100 0 0 1 completed

MFAIC Admin Officer 7 0 0 1 100 1 completed

MIA Admin officer 7 1 100 0 0 1 completed

36

MIA Admin Officer 7 0 0 1 100 1 completed

MFAIC Admin officer 7 1 100 0 0 1 completed


HRMO Admin Officer 7 1 100 0 0 1 completed

MOFED Admin officer 7 1 100 0 0 1 completed

CABSEC Admin Officer 7 1 100 0 0 1 Completed

MAFFS Admin Officer 7 1 100 0 0 1 Completed

MIN TRADE Admin Officer 7 0 0 1 100 1 Completed

MOFED Admin Officer 7 0 0 1 100 1 Completed

MOD Admin Officer 7 1 100 0 0 1 Completed

MFAIC Admin Officer 7 0 0 1 100 1 Completed





37

MIN OF

LABOUR Admin Officer 7 1 100 0 0 1 Completed

MIN

.TRANSPORT HR Officers

7 1 100 0 0 1 Completed

MEST HR Officer 7 1 100 0 0 1 Completed

MAFFS HR Officer 7 1 100 0 0 1 Completed

OFFICE OF

THE

PRESIDENT

ICT Officer 7 1 100 0 0 1 Completed

MAFFS Assistant Conservator 7 1 100 0 0 1 Completed

NRS District Registration officer 7 2 100 0 0 2 Completed

MSWGCA Social Development officer 7 2 100 0 0 2 Completed

MHS Assistant Accountant 6 2 100 0 0 2 Completed

MOFED Assistant Accountant 6 1 100 0 0 1 Completed

MEST Assistant Accountant 6 1 100 0 0 1 Completed

MEST Education Officer 7 1 33 2 67 3 Completed

OFF.ADMIN Estate Officer 7 1 100 0 0 1 completed

38

SUMMARY

NO.APPOINTED:97

NO.OF MALES: 72(74 % of total appointments for the period)

NO.OF FEMALES: 25(26% of total recruitment for the period)

& REGISTRAR

IMMI DEPT. Immigration officer 7 10 71 4 29 14 Completed

IMMI DEPT. Asst.Immigration officer 6 19 95 1 5 20 Completed.

TOTAL 72(74%) 25(26%) 97

39

SEX DISTRIBUTION OF RECRUITMENTS DONE DURING THE PERIOD APRIL TO SEPTEMBER, 2014.

PERIOD NO.OF MALES NO.OF =FEMALES TOTAL

APRIL-JUNE 6

0 6

JULY-SEPT 66

25 91

TOTAL: 72 25 97

NO.OF MALES 74%

NO.OF FEMALES 26%

SEX DISTRIBUTION OF RECRUITMENTS.

40

ANNEX 2 (UPDATE ON DLI)

DLI for year 0(APRIL-MAY,2012):

Seven core staff recruited and trained to manage recruitment and selections.

Open, competitive and merit based recruitment procedures designed by PSC in collaboration with HRMO and approved

by the CSSC.

STATUS: Accomplished

DLI for year 1(JUNE2012-FEB,2013):

At least 60% (210) of 350 priority vacancies have been filled in accordance with the annual recruitment plans and the

approved Recruitment Procedures

STATUS: Accomplished.

DLI for year 2(MARCH 2013-MARCH 2014:

At least 80% (280)of 350 priority vacancies have been filled in accordance with the annual recruitment plans and


STATUS: Accomplished by end march 2014.

LTA’s have been integrated in accordance with an approved mainstreaming policy and action plans.

STATUS: ongoing.

DLI for year 3(APRIL 2014-March 2015):

At least 90% (315) of 350 priority vacancies have been filled in accordance with the annual recruitment plans and


41

STATUS:

PSC ‘s DLI for year 3 is at least 90(315) % of 350 critical vacancies .152 filled in year 2 were however brought

forward to year 3.Hence the Commission was left with 163 vacancies to fill for the remaining period in year 3.

By April 2014, the Commission had about 115 pending vacancies to fill for most of which the recruitment process

started but could not be completed due to the EBOLA outbreak and its attendant impediments on the

Commissions activities.Cheifly amongst them is the challenge faced by our candidates in the regions to travel to

Freetown especially in government quarantined areas.Consequently,only six(6) out of the 115 vacancies were

filled by the Commission for the Commission as fortunately all the candidates were from Freetown for the

recruitment process.

The other vacancies filled therefore are for various MDA’S which had lower cadre staff that has upgraded

themselves to graduate level and therefore now qualified to fill in existing critical vacancies in their respective

MDA’s.

Total recruitment for year 3 as at date is therefore 249.The Commission has a target of at least 66 more vacancies

to fill before the end of the DLI year.

42

ANNEX 3.

SUMMARY OF RECRUITMENTS FOR GRADES 6 AND ABOVE FROM 2012-2014.

PERIOD

TOTAL

APRIL-MAY 2012

7

JUNE 2012-FEB 2013

210

MARCH 2013-MARCH 2014.

280

MARCH 2014-NOV 2014

249

TOTAL:

746

43

7

210

280

0

50

100

150

200

250

300

2012 2013 2014

NO.OF RECRUITMENTS.

NO.OF RECRUITMENTS.

44

ANNEX 4.

SUMMARY OF PSC’S ACTIVITIES RELATING TO ITS CORE FUNCTIONS FOR FY 2014.

RECRUITMENTS

PROMOTIONS CONFIRMATION DISCIPLINE

392

19 71 0

45

RECRUITMENTS 81%

PROMOTIONS 4%

CONFIRMATION 15%

DISCIPLINE 0%

SUMMARY OF PSC'S ACTIVITIES RELATING TO ITS CORE FUNCTIONS FOR 2014.

46

ANNEX 5

INDICATOR TRACKING TABLE FOR YEAR ONE OF E.U PROJECT (Oct

2013-Sept 2014).

The indicator tracker below shows where we are and what is to be accomplished relative to the logical framework

and the indicative action plan in the E.U contract agreement.

INDICATOR START

DATE

EXPECTED

COMPLETI

ON DATE

ANNUAL TARGET ACTUAL(CURR

ENT STATUS)

JAN-AUG

% OF

ANNUAL

TARGET

ACTIONS

REQUIRED,

DEAD LINE AND

PERSONS

RESPONSIBLE.

Clear

separation of

functions

between

financial

management,

internal Audit

and

procurement.

Oct,201

3

DEC.2013 Review and update

establishment structure

of PSC to include

financial management,

internal audit and

procurement functions.

Revised

organizational

chart.

100% None.

Number of

positions filled

and

appropriate

trainings

followed.

Oct,201

3

Feb.2014 Recruit and train

specialists as civil

servants to man

established positions

Staff recruited and

in post.

Local Trainings

completed.

75% External training

arrangements on

course. 31st/9/14.

Secretary.

47

Installation of

10

computers,6

Laptops,3

printers,2

photocopiers

and 1 scanner

Oct

.2013

Sept.2014. Provide necessary

equipment and

Logistics.

10 Laptop

computers are

installed,6 desk

tops,3 printers, and

2 photo copiers

95% 1 Scanner yet to be

purchased. CT

manager.31st/9/14.

Number of

disciplinary

cases referred

to PSC and /or

which PSC

takes up.

July.201

4

Sept.2014 Review 1982

Legislation and

Regulations

Draft Legislation

presented by

consultant.

70% Secretary and R&D

to take action.

-number of

PSC staff

receiving

training

-improved

efficiency of

PSC staff.

Oct.201

3

Sept.2014. Provide appropriate

training and mentoring

for staff as

appropriate; build

analytical capability of

PSC.

Internal training

completed.

-External Training

arrangements on

course.

60% Secretary.

-publicly

available

revised PSC

legislation

includes anti-

corruption

provisions

Oct.201

3

Sept.2014. In consultation with

ACC, review public

service legislation to

mainstream Anti-

Corruption Issues in

Civil Service Reform.

Reviewed

Legislation

presented by

consultant.

50%

48

with clear

roles and

responsibilitie

s

-consultancy

reports

Procedural

rules and

guidlines in

place and in

use

-proper

knowledge of

those rules and

guidelines by

Civil servants.

July.

2014

Sept .2014. Prepare procedural

rules and regulations.

Draft rules and

regulations

presented by

Consultant.

50% Agt.Head,PM&E

Undertake

Education and

sensitization

of civil

servants on the

new

legislations.

July

2014.

Sept.2014 Number of disciplinary

measures taken by

PSC decreased due to

effective Education

and sensitization on

rules and regulations.

Rules and

regulations not yet

prepared.

0% Preparation of rules

and regulations to be

developed.

AGT.Head,R&D.

49

NOTE:

1. The projects time line started in October, 2013 and year 1 ends in September, 2014.

2. The first sets of trainings were to be completed in February as per projects indicative action plan.

3. Three staff were to have three months external trainings each during the first year of the project, but

efforts to identify three months courses proved futile. Hence the Commission resolved to amend the

training period to three weeks each. Three of the first set of four staff have attended training courses at

various locations ;whilst one awaits access to the country in which training is to be carried out.

4. Setting up a functional and easily accessible website is to be done in Yr.2 of the project (according to the

indicative action plan).Having up and running in Yr.1 lightens our burden in Yr.2.

5. Making PSC self-accounting is also expected to be completed in Yr.2; but has already been accomplished in

year 1.

6. All other activities under result 1 and 2 not included in this update are to be carried out in year 2.i.e

starting October, 2014 ending June, 2015 assuming timeline is not amended.

ANNUAL MONITORING AND EVALUATION REPORT...

Documents

Transcript of ANNUAL MONITORING AND EVALUATION REPORT...