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.
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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.
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(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.
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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.
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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.
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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.
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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.
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ANNEX 1 RECRUITMENT UPDATE
23
24
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
MSWGCA Senior Social Service Officer –
Gender Policy
8 2 67% 1 33% 3 19/3/14
MSWGCA Senior Social Service Officer –
Policy Planning
8 2 67% 1 33% 3 19/3/14
28
MSWGCA Senior Social Service Officer –
Trafficking in person
8 4 80% 1 20% 5 19/3/14
MSWGCA Senior Social Service Officer –
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
MSWGCA Senior Social Service Officer –
Disability Issues
8 3 80% 1 20% 4 19/3/14
MSWGCA Senior Social Service Officer –
Programme Officer Policy
Planning
8 5 100% 0 0% 5 19/3/14
MSWGCA Senior Social Service Officer –
Research and Statistics
8 1 50% 1 50% 2 19/3/14
MSWGCA Senior Social Service Officer –
Alternative Care
8 2 40% 3 60% 5 19/3/14
MSWGCA Senior Social Service Officer –
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®I
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
®ISTRAR 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
MFAIC Admin Officer 7 0 0 1 100 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
MFAIC Admin Officer 7 0 0 1 100 1 Completed
MFAIC Admin Officer 7 1 100 0 0 1 Completed
MFAIC Admin Officer 7 0 0 1 100 1 Completed
MFAIC Admin Officer 7 1 100 0 0 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
approved recruitment procedures.
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
approved recruitment procedures.
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.
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