INTRODUCTION

The Gambian Civil Service under the Office of the Secretary General and Head of Civil Service has undergone dynamic reforms as early as the Mid 1980’s in line with the Structural Adjustment Programme (SAP) and the Programme for Sustained Development (PSD).  In 1994 during the Revolution, public sector reform as a major ingredient for socio -economic development was already being orchestrated by the World Bank Secal (Sectoral Allocation Loan) initiative following a thorough institutional environmental assessment of key sectors of the economy.

In essence the 1994 Revolution coincided with the drive is promote and implement i.e SECAL, thereby transforming the realities of the Administrative Reform Programme into a new Reform and key sectors especially as they relate to financial economic management.  In line with the initiative, a framework of a Good Governance Programme was established leading eventually to the finalisation of a Governance Programme in 1999.  With all their challenges on reform and the adoption of a Governance Programme by the Military Government in 1994, constitutional reforms, the establishment of an Electoral Commission, the strengthening of the Judicial Commission, creation of an Ombudsman Office, the Governance Commission, the Public Service of The Gambia became a progressive institution adjusting to social change and incorporating the standard and core values for participatory and democratic government through Civil society.

The Revolutionary era also witnessed the initiative for Local Government Reform and Decentralization leading to a new system and structure for managing Area Councils and Offices of Provincial Commissioners.  It is therefore important to note that inspite of local political turbulence instigated by opposing forces both within and without the military regime of 1994 followed by the APRC Government of the Second Republic coped with the tremors of opposing forces by instituting major developmental programmes and a grassroots participatory process of democracy thereby gaining significant support for political hegemony.  The Civil Service and the wider Public Service adjusted to revolutionary trends and was able to streamline reforms for Governance thereby sustaining a viable Civil Service for the past decade.

ACHIEVEMENTS

The political will of the APRC regime coupled with commitment of donors to initiate development programmes led to major development interventions and the continuity of existing Programmes such as the strategic for Poverty Alleviation (SPA); the Economic Management Capacity Building Project (EMCBP), the World Bank Education Project; establishment of the University of The Gambia; the DFID Records Management Project; the EU and UNDP support for Decentralization and Local Government reforms, to name a few

(i) THE PERSONNEL MANAGEMENT OFFICE IN TRANSITION

The Personnel Management Office in 1994 adjusted to revolutionary demands and continues to pursue the objective and strategy in achieving a better organized, well trained and more productive Civil Service.  The PMO besides concentrating on routine matters of enforcing the General Orders, the Public Service Regulations and Departmental Circulars had made strides in adopting a human resources development strategy which focuses on administrative reforms, good governance and measures that would result in the realization of Vision 2020.  The new regime in 1994 realised the need to foster reforms and to establish an action oriented Civil Service.

Programmes and Policies are formulated by PMOs respective Division, namely: the Management Service Division, Personnel Management Division, Human Resource Development Division, Human Resource Information System and the National Records Service (see attachments for details).

GOTG/ MDI/ CAFRAD  Workshop on Performance Measurement and Enhancement in the African Public Sector, Banjul, 26th-30th May 2003

The Personnel Management Division (PMD) is the central coordinating Division for personnel management issues in the Civil Service.  It has the responsibility of handling all personal matters such as recruitment, selection, promotions, deployment of personnel and promoting professional ethics and good working relationship.  This is does by working closely with the Public Service Commission.

In the area of service delivery and productivity, policies and programmes are put in place to raise awareness of civil servants in raising standards and quality for effective and efficient service delivery.

As emphasized in vision 2020, The Gambia needs a productive workforce capable of meeting the challenges of the 21^st century.  To bring about this desire, serious efforts are being made to roll out the revised performance appraisal system throughout the Civil Service.  The revised system attempts to replace the confidential Annual Reports, which is no longer feasible in view of the considerable larger number of Officers and greater volume of work involved.  Such systematic reporting is also irrational and inaccurate.

In essence, the new system will monitor progress and performance of individual civil servants with a view to identifying training and development needs as well as enabling Departments to chart the path for improvement.  Currently this is being applied to the administrative cadre, at the levels of Cadet Officers and Deputy Permanent Secretary.

i) Appointments and Promotions

In recruitment and selection, the Public Service Commission (PSC) is guided by Schemes of Service in selecting the most suitable candidate for appointment.  The same applies for promotions.  These Schemes are reviewed continuously to reflect changes and development.  There are currently 46 Schemes of Service in place and 4 are presently being developed, namely the Information Communication and Technology (ICT) Cadre, Community Development Admin Cadre, Records Management Cadre and Gampost Cadre.

The figures below illustrate an increase in the number of appointments registered between the years 1993, 2001 and 2002.

There is a widening choice of qualified candidates and an increase in the number of academically qualified candidates at various levels.

The increase can be also attributed to the current expansion and developments in the areas of Education and Health.

The increased in promotions is also due to the expansion and re-organization of the Civil Service resulting in the creation of new departments and units.

There is also an increase in the number of Officers seconded to local and international organizations.  This is ascribable to the growing number of qualified and experienced officers coupled with the increasing demand from the Service.  In view of the obvious advantage in these arrangements both to the Officers concerned and also to the Service and the country, the opportunities for secondment are welcome.  However, there are rules governing secondments designed to ensure that there is no brain drain or nay unfairness to officers who remain in the Service e.g posts are not kept to seconded officers, nor are they considered for promotion while on secondment.Number of Secondments and Transfers 1993, 2001 and 2002

The statutory retirement age has been revised from (55) fifty-five years to (60) sixty years in a bid to strengthen and build up capacity.  The aim is to strengthen institutional memory and succession planning so as to respond to the negative impact of attrition and also sustain a  core of expertise in Central Government for addressing dynamic trends in both the public and private sectors.  This has been complimented by an aggressive policy to [provide training and skills for all cadres.

(ii)   RECORDS MANAGEMENT

Under DFID, a records management project under the National Records Services Department was put in place in the mid 1990’s building up the management and preservation of all available records.  To this end of area of forms was on

Hospital Records

Judicial Records

Financial Records

The implementation of a records system in the above stated areas was successful especially on the domain of training of Records Clerks and also in sensitisation of all stakeholders.  The Records Project was able to transform the existing records administration system into a rationalised system of promoting transparency and accountability through a records management system.  In this effort the promotion of evidence based governance was implemented as more Records Offices of Departments of State were restructured.

(See Annex 1 of this document representing the submission of the National Records Services).

(iii)    MANAGEMENT DEVELOPMENT INSTITUTE (MDI)

The MDI continues to be the main training institution of the Civil Service.  It was set up to address key measures of administrative reform relating to capacity building, training, research and development.  Though a subvented institution, MDI management was able after 1994, to develop a diversification policy on Training needs.  The institution moved from specialized only on Civil Service tailor-made programmes to a diversified training strategy, meeting some of the needs of the private sector.  This was demonstrate inclusion of AAT, ACCA, ICM, Information Technology and other management programmes.  It also developed capacity for running group-training programmes for the private sector and NGO’s.  Also, progress was made in the domain of research and consultancy with emphasis on youth career development, gender issues and development and poverty.

In view of MDI’s current initiative to diversify, the CBEMP is currently supporting an institutional renewal assessment programme to restructure and to build up a viable programmes that would bring about self sustenance and capacity building for meeting training needs of Public Sector Reform and governance.  This initiative will be jointly implemented by the PMO and the MDI and it is hoped that in the next year of two, MDFI will be a major Management Institute servicing not only the needs of the Gambia Public and Private Sectors but also having a regional network and significance in public administrative management.

Plans are also underway to develop infrastructure in MDI.  This will be geared towards attracting residential courses, conference and workshop facilities and at the same generating revenue for self-reliance and sustainability.  There is no doubt that the MDI has registered success in meeting to a large extent the needs of the Gambian public.  (See Annex II representing submission of the MDI on progress made since 1994).

(iv) TRAINING AND STAFF DEVELOPMENT

In an effort to promote an efficient and effective Civil Service, the PMO since the 1980’s had laid emphasis on training needs assessment, and building up on capacity gaps of various Government Institutions.  In as much as training funds are not always sufficient, the strategy has been on developing local tailor-made programmes at MDI, but at the same time sponsoring Degree and Diploma Programmes abroad.  Here, the CFTC has been a major partner in providing assistance for training especially on Governance issues.  In addition, Government was able to sponsor some students/Government officers in the domain of finance and Accounting (ACCA), Agriculture, Health, Human Resources, Public Administration, Management, disaster Management and Law.  These priorities were rationalized on the basis of clear-cut needs of institutions to compliment the aims and objectives of the Governance, PRSP and Vision 2020 Programmes.  The intention has always been the need to provide expertise that would enhance socio-economic development and sound economic management strategies.

Training and training related activities will continue to focus on the above stated areas and within the next two years the PMO will put in place a Programme on Productivity Improvement and a retention Strategy so as to address major constraints in the civil Service.  This will be facilitated by the new Retirement Age of 60, allowing for more manpower planning to address the high attrition but also to build up institutional capacity through succession planning and motivation and retention packages for  key sectors.  The success of this initiative will to a large extent depend on Governments continued support for salary revision, better allowances; a loan scheme and an attractive Pensions Scheme.

25th AAPAM Roundtable Conference on the Role of Poverty Reduction Strategies in the African Public Service: Challenges and Solutions. Kairaba Beach Hotel, Kololi,  19th-23rd April 2004

HUMAN RESOURCES PROFILE

The Personnel Management Office has the interest in Human Resource Development of its Civil Service.  The Gambia Government recognises that all employees have the potential to improve their performance and that proper human resources development activities (training) make an important contribution to the nature and quality of their output and to improve productivity.  The role of human capital has for a long time been acknowledged to be critical to the attainment of The Gambia’s development objectives.  The Gambia has therefore realised that the capacity to develop its Human Resource is the key to national development.

The Government through the Personnel Management Office (PMO) is therefore committed to making continuously, within its means, appropriate funds available for an agreed programme of planned training.  Human Development in the Civil Service is not done in isolation.  The Personnel Management Office manages the centralised training vote.  In addition to the centralised funds provided for training in the Estimates of the Recurrent Revenue and Expenditure, the Personnel Management Office exploits opportunities offered by multi-sectoral and bilateral donor agencies such as the Commonwealth Fund for Technical Co-operation in the areas of training and the provision of technical expertise to The Gambia; the Indian Government; the Malaysian Technical Co-operation Programme MTCP among others.

Since 1994 officials in the different sectors have benefited from long-term training as well as short-term.  These officers have been trained in countries such as the United Kingdom, Cyprus, Malta in the Mediterranean, Ghana, Tanzania, Nigeria, Uganda, Kenya in Africa, Malaysia, Japan, Singapore, India in the East and Far East to name a few.

The Personnel Management Office is aware that this is the Information Age and the importance of information technology has been given great value.  The PMO therefore realised that officers have to be exposed to use of the Internet to access information.

The importance of cost effectiveness in local (in-country) is also taken into consideration.  A number of in-country training programmes were organised and co-hosted by the Personnel Management Office.

Among these are:

-   The AAPAM Seminar on building Indigenous Capacities for sustainable management of the Environment from the 12^th – 16^th November 2001;

-   25^th AAPAM Roundtable Conference 19^th - 25^th April 2004; “The role of the Public Service in Poverty Reduction Strategies Challenges and Solution”;

-   Training programmes on “Information Retrieval and Internet based systems”

-   Two hundred and forty-three (243) students have been trained on different levels of the AAT and ACCA courses;

-   Diploma in Management course;

-   Gender in Management

-   Training courses for Records Personnel conducted at the MDI;

-   A number of Secretaries have also benefited from secretarial training programmes.

-   Records Management Institution training courses

-   Training courses for Records Management

-   Management Services training course

-   In country Training-Training of Trainers

-   Training needs Analysis/Assessment.

TRAINED PERSONNEL IN LOCAL AND FOREIGN INSTITUTIONS (not exhaustive)

UNIVERSITY OF THE GAMBIA

2002

1. Fatou Beyai Raji

2. Saikou K. Sanyang

3. Kebba N. S Ceesay

4. Lamin Bajo5. Ebrima N. Sonko

6. Lamin Tamba

2004 

1. Yorro Bah-DOSH-BSC

2. Modou Waggeh-DOSH-Medicine

3. Saihou Bah-DOSH-Medicine

4. Alasan Minteh-Comm. Devt. -BA

5. Kitabou Balajo-DOSH-BS

6. Yaya Colley-DOSH-BSC

7. Modou Jambang-DOSH-BSC

8. Anna Mbenga Cham (semister course)

9. Basiru Bojang-DOSH-BSC 

OVERSEAS TRAINING

2003/2004

No. Of students Sponsored       -           15

                                 Partial Spon.        -             2

                                 Full                      -           10

2002/2003

NO. Of Students Sponsored      -           14

                                 Partial                  -             2

                                 Full                      -           12

2001/2002

No. Of Students Sponsored       -           24

2000/2001

No. Of Students Sponsored       -           32

DIPLOMA IN MANAGEMENT STUDIES (MDI)

Started in Sept 2000/2001

No. Of people Sponsored         -           3

2001/2002

15 candidates sponsored

2002/2003

7 people were sponsored

2003/2004

9 people sponsored

LOCAL TRAINING ORGANIISED BY PMO AT MDI

1997

1. Computers Training Programme-5^th March-28^th May, 2000 and five (5) PMO staff were trained.

1998.

2. Computers Training Programme for permanent secretaries and their deputies, 21^st April –10^th June 1998 14 people (ps) Trained.

1998

3. In Country Trainning-Trainning of Trainers in Training needs Analysis/Assessment.- (30) Participants

DIPLOMA IN LAW 2000-2002

1. Samba Sowe­­­                      -           National Intelligence Agency

2. Wuyeh Tamba                     -           National Intelligence Agency

3. Momodou Manneh  -           Judicial Department

4. Ousman Camara                  -           Judicial Department

5. Alhagie Darboe                   -           Judicial Department

6. Omar Cham             -           Judicial Department

7. Lamin Tamba                      -           Department of Health

8. Pa Dodou Touray                -           Motor Vehicle System

9. Babanding Daffeh                -           Stores Management

10. Ibrahima Kijera                    -           Judicial Management

11. Musa Sinyan                       -           Judicial Department

2003-2004

1. Lamin Tamba                -          Technical Diploma in Construction
2. Pa Doudou Touray        -           Technical in Motor Vehicle System
3. Lamin Drammeh            -          Technical Certificate in Construction
4. Babanding Daffeh          -           Part 2 in Stores Management

Secretarial courses (GTTI)   1994

Total:    -    16

Local Government and Lands                -           3

Ministry of Health                                   -        2

Radio Gambia                                       -         2

Accountant General Department -           2

President Office                                    -           1

Finance Department                              -           1

Agriculture Department              -           1

Income Tax Office                                -           1

Bakoteh Housing Estate                        -           2

Department of Land and Survey -           1

1995/1996

Total:    -      30

Community Development           -           2

Local Government                     -           3

Law Reform                               -           2

External Affairs              -           2

Central Statistics                        -           1

Royal Victoria Hospital   -           1

Ministry of Interior                      -           3

Land and Surveys                     -           1

National Council                        -           2

PMO                                         -           1

Supreme Court              -           2

Ministry of Justice                      -           2

Agriculture Department  -           1

Ministry of Works                       -           1

Auditor General             -           1

Geology Department                 -           1

Immigration                               -           1

Gambia Telecommunication       -           2

Income Tax                               -           1

OVERSEAS TRAINING

2001

1. Habib Touray

2. Momodou Senghore

3. Mariama Ndure-Njie

4. Landing K.Y Badjie

5. Alieu Jobe

6. Philip Coker

7. Sarane Hydara

8. Mariama S. Saho

9. Pateh Baldeh

10. Kalilu Dibba

11. Marie Ndow

12. Alasana Jabbi

13. ASP B. Dibba

14. Lamin Drammeh

15. Abu Camara

16. Fatou Sosseh

17. Bai Bittaye

18. Sheikh Tijan Hydara

19. Fatou Noho Konteh

20. Fatou Kebbeh Jobe

21. Mariama Sarr-saho

22. Alhagy Barry

23. Ousman Sowe

24. Landing Badjie

25. Frances I. Coker

26. Mbemba Danso

27. Fatou Drammeh Fatty

28. Jainaba Bah-Sambou

29. Sheriffo Jobarteh

30. Naffie Barry

31. Benedick Jammeh

32. Jerreh Barrow

2002

1. Modou Sarr

2. Fatou Sosseh

3. Noah Touray

4. Elizabeth Bahoum

5. Omar Taal

6. Fatou Kebbeh Jobe

7. Fatou Noho Conteh

8. Abu Camara

9. Kansuwaro Bah

10. Sheriffo Jobarteh

11. Marie Ndow

12. Mbemba Hydara

13. Edrissa Sissoho

14. Benedick Jammeh

15. Swiane Hydara

16. Modou Senghore

17. Frances I. Coker

18. Tijan Drammeh

19. Lamin Drammeh

20. Moses Jow

21. Lamin Ceesay

22. Jerreh Barrow

23. Foday Barry

24. Kabiro Jatta

25. Saidou Jammeh

26. Mariama Sarr Saho

2002/2003

1. Sarjo Bayang

2. Sohna Sowe

3. Dawda Fadera

4. Cecilia Mendy

5. Mustapha Yarboe

6. Oley Jarju

7. Musa Mbye

8. Kabiro Jatta

9. Jerreh Barrow

10. Elizabeth Bahoum

11. Saidou Jammeh      -           partial

12. Ebrima Sisawo

13. Yankuba Sonko

14. Dodou Sillah

AAT PROGRAMME (MDI)

1995 ACADEMIC YEAR

Grand Total                               -           30

Acct. Gen. Dept.                       -           18

National Aud. Office                   -           5

Central Revenue Department     -           5

PMO                                         -           1

Gambia National Army   -           1

1996

Grand Total                               -           31

Acct. Gen. Dept.                       -           14

CRD                                         -           4

NAO                                         -           10        

NIA                                           -           3

1997

Grand Total                               -           18

Acct. Gen. Dept.                       -           9

CRD                                         -           4

NAO                                         -           5

1998                

Grand Total                               -           14

Acct Gen. Dept.                        -           9

NAO                                         -           5

1999

Grand Total                               -           22

Acct. Gen. Dept.                       -           14

NAO                                         -           5

GNA                                         -           1

Dept. of Co-operative                -           1

Women’s’ Bureau                      -           1

2000

Grand Total                     -           41

Acct. Gen. Dept.                       -           29

NAO                                         -           9

Tourism                                    -           1

Youth & Sport   s                      -           1

IBAS                                         -           1

2001

Total                                         -           17

Acct. Gen. Dept.                       -           15

NAO                                         -           4

Dept of Co-operative                 -           1

2002

Total                         -           8

Acct. Gen. Dept.                     -           3

NAO                                      -           5

2003

Total                           -           9

Acct. Gen. Dept.                       -           7

NAO                                         -           2

2004

Total                            -           15

Acct. Gen. Dept.                       -           6

NAO                                         -           7

National Library             -           1

DOSE                                       -           1

GRAND TOTAL – 1994–2004   = 222 (AAT)

ACCA (MDI)

1996

Total                             -           1

(NAO)

2000

Total                             -           7

Acct. Gen. Dept.           -           6

NAO                             -           1

2001

Total                             -           1

(NARI)

ACCA/CIMA OVERSEAS (UK)

Total                             -           3

(NAO)

ICM PROGRAMME (MDI)

1991                             -           2

(Customs & Excise)

2000                             -           2

(Trade/PMO)

2001                             -           1

(Trade)

2004                             -           1

DIPLOMA IN GENDER & DEVELOPMENT

2001                             -           1

(Comm.. Dev.)

2003                             -           3

(Comm. Dev.)

NAMES OF CIVIL SERVANTS AND THEIR DESIGNATIONS

PERMANENT SECRETARIES

DEPUTY PERMANENT SECRETARIES

PRINCIPAL ASSISTANT SECRETARIES

DIRECTOR GENERALS

TRADE

EDUCATION

HEALTH

YOUTH & SPORTS

FISHERIES & NATURAL RESOURCES

COMMUNICATION, INFORMATION TECHNOLOGY

PRESIDENT’S OFFICE