This Technical Note illustrates how a government results-based program using LforR resources took shape in Sierra Leone in the context of a civil service reform project, modeling a process that could be used in other projects. A Problem-Driven Iterative Adaptation (PDIA) change framework steered the LforR process of adaptive implementation to improve the process of project implementation and support the state’s capacity for delivering public services. The model of client-led project design and implementation throughout this project provides a practical example of how key principles of the PDIA framework can be operationalized in development projects. This Note describes this process in Sierra Leone in detail and provides lessons for future use of this innovative approach.
In June 2012 the GoSL and World Bank signed an agreement to implement the Pay and Performance Project (PPP) for Sierra Leone. The value of the project is US $17 million to finance the achievement
of priority pay and performance reforms in the Civil Service which are needed to achieve the economic growth and poverty reduction goals of the country.
Project Objective -The objective of the PPP is to improve competitiveness and internal equity in pay setting, thereby enabling the Civil Service to attract and retain qualified professionals. The project is designed to support three key reform initiatives within the Government’s overrarching Public sector programme, namely:
The GoSL’s ‘‘Multi-Year Public Sector Pay Reform Strategy (2011-2015)’’ was approved by Cabinet in February 2011. It outlines a comprehensive approach to reforming public sector pay over the five (5) year period. The Strategy recognizes that remuneration should be commensurate with the responsibilities of the job, which necessitates the completion of a comprehensive Job Evaluation and grading exercise before enhanced pay is introduced in a new pay structure. A significant decompression of the pay structure is also needed in order to allow professionals and managers to be remunerated more competitively, while maintaining an affordable and sustainable public service wage bill in relation to GoSL‘s recurrent revenues.
The Pay Reform will unify pay in Public Service by rectifying pay distortions, e.g., Civil Servants, Contract Officers, Teachers and other Public Servants by;
Over the years the Sierra Leone Civil Service has suffered a progressive depletion of skilled manpower in the Managerial and Professional grades. This situation was exacerbated by the 11 year Civil War and has continued to this day. A key problem is the so-called “missing middle.” In 2008, there were only 995 Civil Servants in mid-level Professional and Technical grades (grades 6-10) compared with 5,858 in 1993/94 at the beginning of the civil war. The GoSL has responded to this situation by recruiting Technical and Professional staff to critical vacancies in the “missing middle” through a rehabilitated Public Service Commission (PSC). Appointments are based on merit following a transparent and competitive process in which all vacancies are advertised and selection is based on interview and examination methods. As a result the number of Civil Servants in grades 6-10 has increased from 995 in 2008 to 1,559 in 2011, representing 11.4% of total Civil Service employment. Priority skills gaps are now filled through open, competitive and merit-based recruitment and promotions processes to build the capability of the Civil Service.
In 2010, H.E the President decided to leverage government performance by demanding performance from Ministries rather than from individual Civil Servants. He now signs an Annual Performance Contract reflecting Policy Outcomes with each of his Ministers and, with the support of the Strategic Policy Unit, reviews their performance on a quarterly basis through Performance Tracking Tables. Because the performance of every Ministry is clearly dependent upon the performance of its managers, it was decided to cascade the contracting process to Permanent Secretaries (PS), Professional Heads and Directors. A pilot project was launched by the OCOS in mid-2011 for seven ministries (later extended due to MDAs split in the 2013 Cabinet reshuffle) and six Local Councils in which the performance of 67 senior officials were to be assessed. Under the PPP, the HRMO will introduce an open results-oriented Individual Performance Appraisal System (IPAS) for which policy principles have been established in the new Civil Service Regulations & Rules and which have their own Guidelines. The intention is to link individual and organizational performance by relating the agreed objectives and targets for individual civil servants to departmental objectives and policy outcomes
Objectives of this Presentation
Create awareness about the engagement.
Communicate the objectives, approach and expected benefits of the engagement.
Understand and clarify expectations.