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Table of Contents
(corresponding to the Terms of Reference of the Consultants’ Mission)
Page
Introduction
List of Acronymes
0. Fundamentals
-
i.
Organizational chart (detailed)
–
–
–
ii.
iii.
List of positions to be recruited…
Proposed process (general format)
Detailed recruitment planning
Budget needs
–
–
–
–
–
v.
Organisational Chart (as adopted by the Commissioners)
Key Functions of Directing Positions
Detailed Organizational Chart
Proposed Salary structure
Recruitment process
–
–
–
iv.
Quality criteria of Lake Chad Basin Commission (=LCBC)
Good Governance model
Comments
Recommendations
Salary Volume and severance payments
Comments to cost estimates
Data modelling for severance payments
Proposed new budget structure
Comments to budget structure
Milestone Planning for Implementation
2
3
4- 11
4
5
6
11
12-14
12
13
14
15-16
17-25
17
20
23
26-33
26
27
29
31
32
34
Annex 1: Complete List of new positions
Annex 2: Detailed Job Profiles
Annex 3: Recruitment costs
1
Final Report by mapConsult/www.map-consult.com/Feb-2009
Introduction
Motivation to the Consultants’ Mission:
Characteristics of the Consultants’ Mission:
The Lake Chad Basin Commission (=LCBC) finds itself
under increasing pressure from member states and
donor organizations, demanding LCBC to better fulfil
their mandate for a sustainable water resource
management in the Lake Chad Basin. The restructuring
of the organization has been made a precondition by
donor organizations prior to further financial
commitments. To become more effective and efficient in
its work with a focus on providing useful services to the
countries and prepare products that are scientifically
sound and rigorous, are some of the requirements. This
is aimed at improving the recognition and the acceptance
of LCBC among its member states as a centre of
expertise in issues particularly but not only related to
water. It is both distinct institutional weaknesses and
budget constraints that lead to the current situation.
There had been 2 parts:
1- December 2008: Listen to the views, the experience of
the LCBC directors and staff on site. In workshops with
Technical & Administration Management: Identify key
functions for each organisational unit. Define needs and
requirement for an efficient new LCBC organisation.
2 – January 2009: Discuss propositions on new positions,
salary structure & recruitment process. Complete job
profiles. Collect administrative & financial data. Check
CEMAC/CICOS/ECOWAS references.
In agreement with the Executive Secretary and the
directors, a pragmatic approach has been designed with
the priority on what is necessary to launch the recruitment
process and to free the way for a new and efficient LCBC.
Objectives the Consultants’ Mission:
Based on the institutional study (“La Roche report”) and the
organizational chart adopted by the Council of Ministers in
June 2008, the consultants had been asked to
- Propose detailed organizational chart and staffing profiles
2
- Make concrete recommendations to salaries and budget,
and the organisational performance of the LCBC
- Propose staff recruitment rules and process
Acknowledgements
Both Consultants, Annette Müller-Roth and Martina Pulver,
would like to thank the Executive Secretary, the Directors
and the whole LCBC staff for their cordial reception and their
keen cooperation.
Furthermore we would like to thank the members of other
LCBC projects for
their support.
List of acronymes
3
CEMAC
Economic and Monetary Union of Central Africa
(Communauté Economique et Monétaire de l’Afrique Centrale)
CICOS
Commission Internationale du bassin Congo-oubangui-Sangha
ECOWAS
Economic Community of West African States
GIS
Geographic Information System
LCBC
Lake Chad Bassin Commission
NFP
National Focal Point
SAP
Strategic Action Plan
0 Fundamentals
The Lake Chad Basin requires a LCBC* Organisation
which is more…

Inclusive
–
–

Competent
–
–
–

–
Manage skills and resources with ambition and in an economic as well as ecological manner.
Plan and control all political, project and operational action.
Flexible
–
–
4
Serve the mandate and render relevant and useful services
Performing
–

Through its high quality products that are scientifically and academically sound.
Have competences and means adequate for an international organisation.
Apply international financial and administrative rules and procedures.
Effective
–

Recognize and balance the interests of Member States as well as all other stakeholders at
international, national and community level.
Respect principles of good governance
Anticipate the Basin‟s developments and know how to respond to urgencies.
Cooperate in order to increase organisational flexibility.
* LCBC= Lake Chad Basin Commission
0 Fundamentals
To Gain International Recognition & Legitimacy, Good
Governance principles must be respected.
2025 Water Vision for Africa
2025 LCBC Vision
Political, social and
economic
environment
LCBC
Stakeholders:
Member States,
Population, Companies,
NGOs, Donors,…
Political Governance





Build Political Trust
Raise Political Legitimacy
Influence Stakeholders
Stipulate Harmonization
Balance global & local interests
Functional Governance
 Raise functional legitimacy (to act) and
enhance local commitment
 Define norms & technical standards
 Introduce quality and performance systems
 Supervise implementation
Operational Management
5
 Plan, Execute, and Control & Report
 Build Capacities & Manage Resources
0 Fundamentals – Comments
Ad Inclusivity and Political Governance
1.
2.
The LCBC vision 2025 calls on Regional and
National Authorities to take responsibility for
natural resources, biodiversity and the Basin‟s
ecosystem; the LCBC can help to understand
how to do that, but it lays in the hands of the
Member States and the Authorities to translate
LCBC‟s recommendations into action. A wellequipped and functioning National Focal Point
is one proof that a Member state takes on this
responsibility.
3.
Political Legitimacy is a key function of an
inclusive organisation. A 1st urgent milestone
would be the successful harmonization of
national policies on water and environment
before the 11th Ramsar Conference in 2011
(as recommended by Resolution N° 9 of the
54th Ordinary Session, in Abuja, March 2008).
4.
Inclusivity is a result of regular, formal or
informal exchange and networking with all
stakeholders in the Basin. These
communication lines have to be made
transparent to all actors (hence to be included
in the activity report once a year).
Political trust is an absolute precondition for an
international organisation like the LCBC.
Another sine qua non is regular funding to ensure
basic functioning of the LCBC.
Political trust and regular funding are the two sides
of the same coin.
So far, the latter has not been achieved yet: By the
end of 2007, less than 20% of the agreed
receivables had been paid!
Member
State
Receivables
by 31/12/2007
Paid by
31/12/2007
Balance
by 31/12/2007
%
paid
Cameroun
948.723.814
0
-948.723.814
0%
Niger
392.733.866
0
-392.733.866
0%
1.745.162.137
502.438.195
-1.242.723.942
29%
Tchad
849.898.840
312.000.000
-537.898.840
37%
RCA
274.061.123
0
-274.061.123
0%
4.210.579.780
814.438.195
-3.396.141.585
19%
Nigeria
TOTAL
The consultants pledge to urgently find a new
equitable and sustainable mechanism to
guarantee the continuous funding of LCBC.
6
(During the 54th Ordinary Session of the Council of
Ministers, the Commissioners had already called for a
study on other financing mechanisms of the LCBC, cf.
Resolution N°7 – the consultant ignores any
achievements in this matter so far).
Ad Competence, Effectiveness and Functional Governance
1.
Establishing a well-functioning website including an intranet to store and share knowledge and
experience will be an important milestone; the new LCBC management should be made accountable
for its completion by the end of the next exercise (2010).
2.
Competence without effectiveness is a “toothless” tiger. If the Political Governance is not materialised
through the introduction and monitoring of scientifically correct and internationally acceptable norms
and standards, the LCBC will be a helpless body, loosing its credibility.
3.
Today, LCBC is missing fundamental knowledge, skills and resources to act:
- Less than a quarter (23,9 %) of the 2008 expenditure was dedicated to development activities,
necessary to respond to functional governance issues.
- Only a fifth (22%) of available project funds had been used during this exercise.
LCBC budget
Approved budget
Expenditure by
31/12/2008
Balance by
31/12/2008
% execution
by 31/12/2008
Total recurrent budget
1.117.462.168
701.180.719
416.281.449
62,7%
Total development budget
1.003.468.063
220.510.225
782.957.838
22,0%
Total Budget
2.120.930.231
921.690.944
1.199.239.287
43,5%
% part recurrent
52,7%
76,1%
34,7%
% part development
47,3%
23,9%
65,3%
The budget data available to the consultants did not help to understand the nature of specific
activities nor their correct attribution (See also the findings the National Experts exposed to the 53rd Ordinary session, in
Maroua, 2006, as well as recurrent comments of the Financial Controller)
7
Ad Competence, Effectiveness and Functional Governance
4.
To donors, the LCBC has to prove its ability to secure and operationalise their investments: It‟s the
LCBC‟s responsibility to carry on capacities that have been built up by a project and continue to
develop and manage such resources. The donors are ready to share knowhow and to enable
people, LCBC needs to have the motivated and competent staff to carry on. As a result, LCBC
needs to be an attractive employer, paying a market oriented salary and fringe benefits.
5.
To all stakeholders, LCBC management and staff should be able to prove the usefulness of their
action & mission for the Basin‟s ecosystem and the relevance to the Vision and the Strategic
Action Plan („SAP‟).
6.
Intended Actions or Missions should be made available on the LCBC website: So other
stakeholders can take note and are thus able to support LCBC or to join forces.
7.
However the consultant would not go so far to recommend that everyone has to produce timeconsuming technical justification of each trip or mission. Everyone who comes back from a
mission or even a training, should share his/her key findings and observations within the LCBC
organization in a written form and stored electronically in a LCBC intranet (which is yet to be
created).
8
Ad Performance and Operational Management
1.
“What you do not measure, you cannot
manage” is an everlasting dictum in the
economic world.
2.
Having read the resolutions of the
Commissioners of the last couple of years,
the consultants vigorously call for a more
stringent performance management. There
are some rudiments of performance reviews
laid down in the regulations. But what is
missing are the clearly defined performance
objectives, measures, and minimum score
(ex 17 out of 20 points) to be promoted,
especially for management staff, and the
sanctions* for the non-performance in a given
time-frame.
It seemed to the consultants that virtually
everyone had got his or her yearly salary
increase for “ rendering continuous service”
(Art. 14, (b) i. of LCBC staff rules). This will
not be enough for the future.
3.
9
Hence the consultants recommend to
introduce clear performance measurement as
well as possible sanctions*, for example, no
shift to a higher salary grade, or – if
repeatedly low-performing, dismissal.
4.
Furthermore, the consultants recommend
to reduce the probationary period from
one year (cf. Art. (a) i. of LCBC staff rules)
to 3 months (taken example of CICOS
staff rules)
5.
Thus, a 2nd urgent milestone is to define
LCBC‟s mid-term priorities ( till 2012,
based on the SAP) not only to identify
imminent investment needs (already
requested by resolution N°2 of the Extraordinary Session in Abuja, June 2008),
but also to define operational & individual
performance targets.
6.
A 3rd urgent milestone is the elaboration
of the LCBC‟s administrative, accounting
and financial procedures, as already
requested by the Commissioners in
Abuja, March 2008 (resolution N°10), in
order to lay down the performance
management rules.
7.
The new Executive Secretary and the
new General Directors should be held
accountable for the achievement of
milestones 2 and 3 within their first 3
months of service – which will be equal to
the recommended probationary period.
* There are “disciplinary measures” in Art 26 though. They just need to be applied
Ad Flexibility
1.
It is the Basin Observatory‟s responsibility to identify new developments and urgencies in the
Basin and, supported by the Technical Departments and in coordination with the Executive
Secretary to issue “warnings” to the Commissioners.
2.
Here, organisational and hierarchical flexibility is the key:
The direction (=adopted LCBC Vision 2025 and Strategic Action Programme) is clear. Hence, the
LCBC Departmental Directors should not use too much of their energy to discuss about where to
steer the ship, but go on to manoeuvre it. For a good marine officer goes down to the engine room
to work with the engineers.
3.
Reasoning and action of all Directors should focus on long term strategic objectives (Vision and
SAP) as well as annual performance goals. Competence and bureaucratic barriers should not
hamper cooperation & teamwork. As a matter of fact, all Technical Departments as well as the
Basin‟s Observatory are heavily interlinked. None can perform properly without the input of the
others.
Hence the consultants recommend to formulate contribution and cooperation objectives for each
individual‟s performance requirements.
4.
This actually is what the Basin‟s Observatory Department should be measured for:
A) how useful is its reporting on the Basin‟s ecosystem? Is its reporting system inclusive, impartial
and scientifically sound?
B) Could it embrace upcoming threats or opportunities? Does it provide useful information to the
stakeholders as well as to the other LCBC Departments?
10
0 Fundamentals – Recommendations
Hence we fundamentally recommend* :
LCBC




11
Separate Political Accountability (Executive Secretary)
From Operational & Management Responsibilities (General Directorates)
Enable Technical Directors to become Autonomous Managers within
their scope of activity and their defined performance objectives
Be network and ouput driven
– Stakeholder must see and feel LCBC action everywhere
Motivate management and staff by clear roles & responsibilities;
Engage them through impartial & sound performance monitoring;
Secure them by a market oriented salary
* In addition to what the Commissioners resolved during the Ordinary and Extra-ordinary Sessions,
in 2006 and 2008.
i Organisational Chart
LCBC New Organisation* needs be constructed upon the
Good Governance Principles
Executive Secretary
Legal Council
Regional Integration,
Cooperation & Security
Internal Auditor
Corporate Services &
Protocol
Basin Observatory
General Directorate of
Operations
Capacity Building,
Data & Monitoring
Department
12
*
Planning &
Project Evaluation
Department
Environment & Water
Resources
Department
General Directorate
Administration & Finance
Human
Ressources
Department
Finance &
Equipment
Department
Organisational chart as adopted by the Commissioners in June 2008
Key Functions of Directing Positions*
• Establish and maintain the stakeholders‟ trust and confidence in the LCBC‟s
capacity and usefulness.
Executive Secretary
• Harmonise the member states‟ legal action for the protection and the
sustainable use of the Basin‟s natural resources.
• Balance political, economical and social interests of the different stakeholders
with the sustainability goals of the Vision.
Operations
General Directorate
• Plan & Control implementation of Strategic Action Programme (SAP) for the Lake
Chad Basin. Facilitate the roll-out of National Action Plans (NAP).
• Identify, select and initiate research or impact studies, deemed to be SAP
relevant – to be done in consultation with the technical departments and the
Basin Observatory.
• Elaborate LCBC annual activity report – in cooperation with the General
Directorate of Administration & Finance, and with the contribution of all
departments and services of the CBLT.
• LCBC Budget and investment planning and monitoring; support the resource &
investment planning of the other departments.
• Review, implement rules and procedures of good administration of resources and
services; monitor their application.
• Elaborate LCBC annual activity report – in cooperation with the General
Directorate of Operations.
13
* See all job profiles in annexe
Legal Council
Internal Auditor
Executive Secretary
Particular
Secretary
Cooperation & Security
Corporate Services &
Communications
Bi-Trilingual
Translators
GIS and Remote
Sensing
Basin Observatory
Operations
General Directorate
Bilingual Assistant
Capacity Building,
Data & Monitoring
Department
Bilingual Assistant
Planning & Project
Evaluation
Department
Technical
Assistant
Environment & Water
Resources
Department
Human Resources
Department
Finance & Equipment
Department
Hydrology
Communication
Systems & Web
Administration
Socio-economic
Project
Management
Documentation
Center
Environmental
Project
Management
HR
Administration
Financial
Accounting
HR Development
Procurement
Hydrogeology
Environment &
Wetland Ecology
AgroPastoralism
Fisheries
14
ii Salary structure
Secure Top Talents with Market Oriented Salaries…
(CEMAC salaries as reference)
Catégorie du Personnel
Staff Categories
Catégories de l'Encadrement
Directors & Management Categories
Type de poste/Type of position
Ancien/Old
Code CBLT
Nouveau/New Salaire Mensuel de base
Code CBLT
proposé
Proposed Monthly Basic
Salary
[CFA]
Salaire Annuel de base
proposé
Proposed Basic Salary
per Year
[CFA]
Correspond.
Cat.CEMAC
- Sécrétaire Exécutif/Executive Secretary
SE
CE
1.500.000
18.000.000
CE
- Directeur Général/General Director
DG
C1
1.200.000
14.400.000
C1
DD
C2
1.000.000
12.000.000
C2
PV
C3
800.000
9.600.000
C3
PIV
C4
500.000
6.000.000
--
PIII
C5
300.000
3.600.000
C4
PII+P1
GS VIII-VII
C6
210.000
2.520.000
C5
- Personnel spécialisé / Skilled labour
- Ouvrier Maître/ Master in Craft
GS VI-GS IV
C7
150.000
1.800.000
C6
- Ouvrier junior/Junior Craftsman
- Personnel pour tâches spécifiques/staff for specific tasks
GS IV- GS III
C8
120.000
1.440.000
C7
GS II- GS I
C9
80.000
960.000
- Directeur du Département Technique/Technical Departmental Director,
- Directeur de l'Observatoire du Bassin/Basin Observatory Director
- Contrôleur de Gestion/Internal Auditor
- Conseiller Juridique / Legal Council
- Conseiller pour Intégration, Coopération et Sécurité
Senior Expert for Regional Integration, Cooperation and Security
- Direction Ressources Humaines / Dep. Human Resources
- Direction Finances & Matériel / Dep. Finance & Equipment
- Conseiller technique Supérieur/Senior Technical Expert
- Expert Technique expérimenté / Experienced Technical Expert
- Chef de Services Géneraux / Head of Corporate Services
- Expert technique Junior / Juniro Technical Expert
- Expert comptable ou administratif expérimenté/ Experienced Administrative or Accounting Expert
- Traducteur Bi-/trilingue (expérimenté)/ Bi-Trilingual Translator (Experienced)
- Sécrétaire bilingue très experimenté/Very experienced Bilingual Secretary-Assistant
- Expert technique junior/ Junior Technical Expert
- Personnel spécialisé expérimenté / Experienced skilled labour
Personnel auxiliaire/Auxiliary staff
--
15
ii Salary structure
Ensure continuity – but build in performance
checkpoints
Grille de Salaires de Base Annuelle de la CBLT
LCBC Annual Scale of Base Salaries
Ancien Code
CBLT
Former
LCBC Code
16
Nouveau
Code CBLT
New LCBC
Code
SE
CE
DG
C1
DD
C2
PV
C3
PIV
C4
PIII
PII+P1
GS VIII-VII
C5
GS VI-GS IV
C7
GS IV- GS III
C8
GS II- GS I
C9
C6
Echelon 1
Mensualité
Grade 1
Monthly
[CFA]
1.500.000
Echelon 2
Grade 2
[CFA]
1.575.000
 1.200.000 1.260.000
 1.000.000 1.050.000
 800.000 840.000
 500.000 525.000
 300.000 315.000
 210.000 220.500
 150.000 157.500
 120.000 126.000
 80.000 84.000
Echelon 3
Grade 3
[CFA]
Echelon 4
Grade 4
[CFA]
1.653.750
Echelon 5
Grade 5
[CFA]

1.736.438
 1.389.150
1.323.000
Echelon 6
Grade 6
[CFA]
Echelon 7
Grade 7
[CFA]
1.823.259
1.914.422
1.458.608
1.531.538
2.010.143
 1.608.115
Echelon 8
Grade 8
[CFA]
Echelon 9
Grade 9
[CFA]
Echelon 10
Grade 10
[CFA]
 2.216.183 2.326.992
1.861.594
1.688.521
1.772.947
2.110.651
Taux d'
Augmentation
annuelle
Annual
Increase rate
5,00%
5,00%
1.102.500
1.157.625
1.215.506
1.276.282
1.340.096
1.407.100
1.477.455
1.551.328
5,00%
882.000
926.100
972.405
1.021.025
1.072.077
1.125.680
1.181.964
1.241.063
5,00%
551.250
578.813
607.753
638.141
670.048
703.550
738.728
775.664
5,00%
330.750
347.288
364.652
382.884
402.029
422.130
443.237
465.398
5,00%
231.525
243.101
255.256
268.019
281.420
295.491
310.266
325.779
5,00%
165.375
173.644
182.326
191.442
201.014
211.065
221.618
232.699
5,00%
132.300
138.915
145.861
153.154
160.811
168.852
177.295
186.159
5,00%
88.200
92.610
97.241
102.103
107.208
112.568
118.196
124.106
5,00%
Checkpoints:
 All: Probation period of 3 months
 CE: nominated for a 4-years-term, maximum 2 consecutive terms (=8 years)
 C1: nominated for 3 years, can be renewed
 Other classes: Performance review at year‟s end by the superior
iii Recruitment process
List of Positions to be Recruited in the First Run:
N°
17
Libellé du poste
Name of function
Supervisé par/
attached to
Nouveau/Ne
w Code
CBLT
1
Directeur Général Admin.& Finances
General Directorate Admin. &
Finance
Secrétaire Exécutif
C1
2
Directeur Général des Opérations
General Directorate Operations
C1
3
Direction de l'Environnement et Ress.
En Eaux
Head of Environment & Water
Resources Department
C2
4
Direction de Planification, Suivi
Evaluation des Projets
Head of Department for
Planning and Project Evaluation
C2
5
Direction du Renforcement des
Capacités, de l‟information et de la
Surveillance
Head of Department for
Capacity Building, Information
and Data Monitoring
C2
6
Controlleur Financier
Internal Auditor
C2
7
Directeur de l'Observatoire du Bassin
Director of the Basin
Observatory
C2
8
Direction des Ressources Humaines
Head of Department for Human
Resources
C3
9
Directeur de Finances et du Matériel
Head of Department for Finance
and Equipment
C3
10
Conseiller Juridique
Legal Council
C3
11
Chef de Services Géneraux de
Communication et de Protocole
Head of Corporate Services &
Communication
C3
12
Intégration Régional, Coopération et
Sécurité
Cooperation and Security
C3
List of Positions to be Recruited in the Second Run
by SE, General Directors & Directors
18
13
Service SIG et Télédetection
GIS and Remote Sensing Service
C4
14
Hydrologue
Hydrologist
Direction de l'Environnement et Ress. En Eaux
C3
15
Expert Agro-Pastoraliste
Agro-Pastoralist
C4
16
Expert Pêches
Expert Fisheries
C4
17
Expert Systèmes de communication, Gestion
du site internet
Communication Systems & Web
administration expert
Direction du Renforcement des Capacités, de
l‟information et de la Surveillance
C4
18
Documentaliste
Documentalist
C4
19
Traducteur 1 trilingue ou bilingue
(expérimenté)
Trilingual or bilingual (experienced)
Translator 1
Chef de Services Géneraux de Communication et de
Protocole
C5
20
Traducteur 2 trilingue ou bilingue
(expérimenté)
Trilingual or bilingual (experienced)
Translator 2
Chef de Services Géneraux de Communication et de
Protocole
C5
21
Comptable Financier
Financial Accountant
C5
22
Comptable Matériel et Magasin
Procurement Accountant
C5
23
Secrétaire Bilingue DGAF
Bilingual Secretary GDAF
C5
24
Secrétaire Bilingue DGO
Bilingual Secretary GDO
C5
25
Hydrogéologue, jeune professionnel
Groundwater Expert, Junior level
C5
26
Ecologiste en Zones humides, jeune
professionnel
Wetland Ecologist Expert, Junior level
C5
27
Expert Projets Socio-économiques, jeune
professionnel
Expert for Socio-economical projects,
junior level
Direction de Planification, Suivi Evaluation des
Projets
C5
28
Expert Projets d'Environnement, jeune
professionnel
Expert for Environmental projects,
junior level
Direction de Planification, Suivi Evaluation des
Projets
C5
29
Administration du Personnel
HR Administration
C5
30
Développement des RH
HR Development
C5
31
Secrétaire Particulière/-lier du SE
SE Personal Assistant Secretary
C5
32
Assistant technique
Technical Assistant
C6
iv Recruitment process
Other staff recruitments to be checked later – based on
necessity and budget use
19
33
Magasinier
warehouse clerk
C7
34
Personnel pour tâches spécifiques 3
Staff for specific tasks 3
Chef de Services Géneraux de Communication et de Protocole
C8
35
C8
36
C8
37
Chauffeur 4
Chauffeur 4
C8
38
Chauffeur 5
Chauffeur 5
C8
39
Planton 1
Planton 1 (Ordinance)
C8
40
Planton 2
C8
41
Ouvrier /Horticulture
Craftsman/ Horticulture
C8
42
C8
43
Direction de Planification, Suivi Evaluation des Projets
C8
44
C8
45
Secrétaire
Secretary
C8
46
Réceptioniste
Receptionist
C9
47
Chauffeur 6
Chauffeur 6
C9
48
Chauffeur 7
Chauffeur 7
C9
49
Chauffeur 8
Chauffeur 8
C9
50
Chauffeur 9
Chauffeur 9
C9
51
Chauffeur 10
Chauffeur 10
C9
52
Planton 3
C9
53
Planton 4
C9
54
Ouvrier Junior / Jardinage
Junior Craftsman/ Gardening
C9
55
Ouvrier /Charpentier
Craftsman/ Carpenter
C9
56
Chauffeur 3
Chauffeur 3
C9
57
Chauffeur 1
Chauffeur 1
C9
58
Chauffeur 2
Chauffeur 2
C9
59
Cuisinier
Cook
C9
60
Garcon de Maison
Butler
C9
Proposed Recruitment Process for LCBC
General Format
Principles of the Recruitment Process:
• All vacancies will be advertised by LCBC
• National Focal Points (NFP´s) are in charge of local collection and
short listing




Elaboration of a recruitment package (Directorate of Human Resources)
- Job profiles
- Advertisement (short profile for advertisement)
- Search strategies (using network, Internet job markets, media etc.)
- Minimum requirements for acceptance (age/nationality, education, languages,
Computer skills etc.)
- Scoring criteria
Distribution of the recruitment package to the National Focal Points of the Member
States.
LCBC starts advertising.
Compilation, pre-selection and short listing of candidates by PNF, LCBC and external
experts where appropriate.
20
Proposed Recruitment Process for LCBC
General Format (cont‘d)
short listing)

Invitation of shortlisted candidates for interviews
a) with participation of external experts, if needed (e.g. for technical positions)
b) set up an independent interview panel, where appropriate,
supervised by the ES (or GD)
(for Director´s positions or technical position)

Recommendation of 3 candidates per vacancy to the ES (or GD)

ES (or GD in consultation with ES) makes final decision
21
Recruitment Process of LCBC for the Upcoming
Reorganisation
short listing)
a. All vacancies are advertised by LCBC and collected by the NFP´s
(cf step 0-3, the recruitment package will be elaborated by a consultant)
b. Invitation of shortlisted candidates for Director positions
- Set up an independent interview panel, supervised by the ES.
- Panel members may include experts from gtz, or other organisations.
c. Decision-making process, cf. steps 5-6
d. Once General Directors and Directors are hired, proceed with staff
recruitment for the individual directorates, cf. steps 4-6
– experts from gtz or other organisations may be included in the hiring
process
22
Recruitment: Detailed Process Planning
Recruitment Process Planning
March
Who?
10
Checkpoint 0:
Council of Ministers adopt report
& new ES ist nominated
COM
X
Step 1a
Distribute recruitment packages to National
Focal Points [NFP]
LCBC
Step 1b
Notify media on advertising campaign
LCBC
Step 2
Run advertisements
11
12
April
13
14
15
16
Mai
17
18
19
20
21
Juni
22
23
24
25
LCBC
Checkpoint 1:
Application deadline =May 21st
X
Step 3a
Local collection of applications & sufficiency
check
NFPs
Step 3b
Local short listing of candidates at NFPs
NFPs
Step 3c
Hand in National short lists to LCBC
NFPs
23
26
Recruitment: Detailed Process Planning – cont’d 1
Juli
Who?
Checkpoint 2:
Shortlists from Member States are centralized at
LCBC site, by June 30
27
28
29
August
30
31
32
33
34
September
35
36
37
38
39
40
X
Step 4a
Invite Candidates for interviews at LCBC site
LCBC
Step 4b
Invite (external) experts, prepare logistics
LCBC
Step 4c
Run Interviews
LCBC
Step 5
Evaluate Interview outcome &
recommend 2-3 candidates per vacancy
LCBC
Step 6a
Decide on Final Candidates
ES
Step 6b
Notify Final Candidates
ES
Step 6c
Notify end of service to whom it may concern
ES
24
Recruitment: Detailed Process Planning – cont’d 2
September
Who?
Checkpoint 3:
Final Candidates have
accepted
Step 7
Prepare contracts &
handover
Checkpoint 4:
New Candidates are on
board
25
36
37
38
39
October
40
41
42
43
November
44
45
46
47
December
48
49
50
51
52
53
X
LCBC
X
Checkpoint 3, also marks the kick off for the 2nd recruitment round for positions
13-32; tentative completion, with all positions being filled and operational, is
July 1st, 2010
iv Budget needs
The new LCBC has its price:
Total salary (net annual) *
Severance Payments**
26
2008
2010
205.392.757 CFAF
277.200.000 CFAF
2009
2010
99.619.839 CFAF
141.431.451 CFAF
• Comparison of net annual salary volume, based on 2008
budget values; without N‟Gala School
** please, see comments and data sheets hereafter
iv Budget needs – Observations & Comments
Ad Cost estimates for budget periods 2009 and 2010*
1.
2.
3.
4.
5.
6.
27
At the editorial deadline of this report, the consultants did not have the updated and detailed budget data at hand
to produce a sound estimate of the LCBC operational costs. Some questions concerning accuracy and
consistency remained open.
(It would have been helpful to get access to computable (Excel format) financial and budget data to speed up
analysis or enable case modelling)
The new LCBC senior management should be on board by January 2010. That means the big salary increase
will not become effective until the 2010 exercise.
The approx. 72 Mio CFAF increase in net salary volume in 2010 is caused not only by the salary increase
(recommended on page 14), but also, and predominantly so, by the creation of new Senior positions, reporting
to the ES: The new salary volume totals 55 Mio CFAF in 2010.
Considering the timetable of the recruitment process (chapter iii, page 22-23), there will be only 12 new positions
to be filled, 3 positions should be freed by mid 2009, and 8 existing positions are to be freed by the end of 2009.
In the (unlikely) case, that none of those 3+8 position holders will be re-staffed to a new position within the
LCBC, the severance payments to be put into the 2009 budget will amount to CFAF 112.330.713. (All data
analysis is based on budget values per 31/12/2008).
It remains unclear to the consultant, if the LCBC has been building financial provisions for the end-of-service
gratuity. Since this is laid down in the staff regulations (Art. 20), these are foreseeable events with foreseeable
costs, hence LCBC should have accumulated provisions for it. If provisions have been made, the extra cost of
dismissal amounts to the 3-months-notice payment, which is only CFAF 31.148.412. However, this is only due if
the 3-months delay is not respected: if a staff member is urged to step out immediately (without notice) these 3
months of salary have to be paid.
The remaining positions (N°13-32) for Technical experts with varying experience levels and management
responsibility, should be staffed latest by July 1st, 2010. Other job positions (No 33 and higher) should be
reviewed during 2010 at latest.
* Data sheets hereafter
iv Budget needs – data analysis
N°
Name of function
Nouve
au/Ne
w
Code
CBLT
Salaire Annuel
de base
proposé
Proposed
Basic Salary
per Year
[CFA]
Executive Secretary
C0CE
18.000.000
List* of new positions
with net annual salary
* See full table in annex 1
1
General Directorate Admin. & Finance
C1
14.400.000
2
General Directorate Operations
C1
14.400.000
3
Envrionment & Water Resources
Department
C2
12.000.000
4
Department for Planning and Project
Evaluation
C2
12.000.000
5
Department for Capacity Building,
Information and Data Monitoring
C2
12.000.000
6
Internal Auditor
C2
12.000.000
7
Director of the Basin Observatory
C2
12.000.000
8
Department for Human Resources
C3
9.600.000
9
Department for Finance and Equipment
C3
9.600.000
10
Legal Council
C3
9.600.000
11
Corporate Services & Communication
C3
9.600.000
12
Regional Integration, Cooperation and
Security
C3
9.600.000
…
…*
…
Total Plan
…*
277.200.000
28
Data modelling for Severance Payments in 2009
Other Positions
potentially
to be freed
29
Service ending
by
Severance Pay
for position holder
(code 204, based on Salary
values per 31/12/2008)
15% Grat.* p.a.
(Base=
S_Annuel per
31/12/08)
Nbr_Years
in service
Total
Gratuity
= [15%] x
[Nbr Years]
3-monthsnotice**
(3x S_brut
mensuel per
31/12/08)
SE
30.06.2009
20.656.878
1.800.000
9,08
16.349.994
4.306.884
Secr Part. SE
30.06.2009
5.419.443
542.086
6,17
3.342.864
2.076.579
Secr. Bilin. SE
30.06.2009
11.512.864
614.768
15,50
9.528.904
1.983.960
DAF***
31.12.2009
3 740 319
478 152
2,42
1 155 534
2.584.785
CF
31.12.2009
8.120.613
964.852
5,17
4.985.004
3.135.609
DRE'
31.12.2009
4.456.319
834.629
1,92
1.599.650
2.856.669
DPEP
31.12.2009
6.704.539
990.896
3,50
3.468.136
3.236.403
DOD
31.12.2009
4.969.974
860.674
2,42
2.082.831
2.887.143
AA
31.12.2009
8.212.183
728.030
7,75
5.642.233
2.569.950
CSF
31.12.2009
19.466.897
1.042.232
15,25
15.894.038
3.572.859
Secr. Part. SEA
31.12.2009
6.359.810
536.029
8,25
4.422.239
1.937.571
Budget 2009
99.619.839
68.471.427
31.148.412
* Gratuity provision according to Art. 20 of staff regulations
**due only if written notice did not respect the 3-month delay
*** figures need to checked again by CBLT!
Data modelling for Severance Payments in 2010
Other Positions
potentially
to be freed
Service ending
by
Severance Pay
for position holder
(code 204, based on Salary
values per 31/12/2008)
Nbr_Years
in service
Total Gratuity
= [15%] x [Nbr
Years]
3-monthsnotice**
(3x S_brut
mensuel per
31/12/08)
Engin. (BW)
30.06.2010
4.348.822
751.651
2,33
1.753.852
2.594.970
Environ. Expert
30.06.2010
7.968.984
709.254
7,50
5.319.405
2.649.579
Hydrologist
30.06.2010
3.962.479
780.572
1,42
1.105.810
2.856.669
Documentalist
30.06.2010
18.165.988
840.688
18,25
15.342.556
2.823.432
Traducteur
30.06.2010
16.881.821
780.572
18,83
14.700.773
2.181.048
Traducteur
30.06.2010
13.238.796
780.572
13,67
10.667.817
2.570.979
Technical
30.06.2010
16.861.112
643.842
22,58
14.540.099
2.321.013
AAA
30.06.2010
19.460.968
510.590
34,75
17.743.003
1.717.965
Ass. Cptble
30.06.2010
19.985.399
523.310
34,67
18.141.413
1.843.986
Cptble Mat.
30.06.2010
7.047.875
600.232
7,92
4.751.837
2.296.038
Engin. (GHS)
30.06.2010
7.146.594
599.020
8,25
4.941.915
2.204.679
Secrét. Bilingue
30.06.2010
6.362.613
556.623
8,00
4.452.984
1.909.629
113.461.464
27.969.987
Budget 2010
30
15% Grat.* p.a.
(Base=
S_Annuel per
31/12/08)
141.431.451
* Gratuity provision according to Art. 20 of staff regulations
**due only if written notice did not respect the 3-month delay
iv Budget needs
A credible and competent LCBC needs
a clear & consistent budget structure
 Budget
structure should make Political,
Functional and Operational needs
transparent:
–
Part I: Governing & Consultative Entities
–
Part II: LCBC Salaries & Operations
–
Part III: Project & Developments
31
iv Budget needs – Comments

Ad Part I: Governing & Consultative Entities
–
–


Council of Commissioners, Inter-Ministerial Committee,

Consultative and Technical Committees
These are foreseeable events, which are clearly regulated, therefore cost estimates should be mapped out in the
budget planning
Ad Part II: LCBC Salaries & Operations
–
32
Basically these are the costs of inclusivity at a political level. It‟s about the logistics and allowances induced by
official meetings like the following:
Here are all the expenditure necessary to keep the organization running and to ensure basic
services :

Salaries, Fringe benefits and other allowances

Training & Development of staff

Travel & subsistence expenses (if not associated with part I or in part III)

Provisions for severance (gratuity) payments, medical costs, …, and foreseeable security measures

Maintenance for infrastructure and equipment

Materials and consumables

Insurances, Depreciation costs, and other financial costs
–
Regarding bullet points 1-3 (salaries, training, travel) as well as for materials & consumables, it is
advisable to further separate costs by Department in order to facilitate the Department‟s resources
planning and management
–
The consultants like to emphasize that the Commissioners already called for preparing a sound
budget plan and revise all administrative, accounting and financial rules & procedures during their
session in Abuja, in March 2008 (resolution N° 10).
The consultants recommend that the new General Director of Finance & Administration completes
this requirement during the first 6 months of his or her service, and is be held accountable for its
adherence.
iv Budget needs – Comments

33
Ad Part III: Projects & Developments
–
Here are expenses for projects and development activities
–
It would make sense to present these activities distinguished by Programme &
Project - as opposed to departments.
–
This budget part is intended to facilitate programme/project planning and controlling.
There are technical projects, but there might be other - organisational, administrative
or purely communicational ones, too.
–
Producing the biannual* report might be seen as a recurring LCBC project (even
though it is a “product”) and might be accounted for in this budget part. In such case
one has to make sure that costs are not redundant to what is already counted in Part
II.
–
N‟Gala School: Since it has not been a scope of their mission, the consultants did not
consider it in this report at all.
* To be clarified: “bi-annual “= twice a year or
“biennial“ = every 2 years??
v Implementation
Milestone Planning for Implementation of the New
LCBC Organisation
Milestones
Who is
accountable?
By
when?

Harmonization of national policies on Water and
Environment
ES/Member States
01/03/2011

New mechanism for LCBC financing in place
ES/Member States
31/12/2009
(1)
All Senior Management positions are staffed (C1-C3)
ES
31/12/2009
(2)
LCBC business & investment plan for 2010-2012 ready
ES/ General Directors
31/03/2010
(3)
LCBC administrative, accounting and financial procedures
in place
GD Admin & Finance
31/03/2010
(4)
LCBC web site & intranet pilot are running
Dep. Capacity Building,
Data & Monitoring
31/05/2010
(5)
All technical positions are staffed (C4-C6)
General Directors /
ES
01/07/2010
(6)
All remaining job positions are staffed (C7-C9)
General Directors
31/12/2010
34
Lake Chad Basin Commission
Reorganization Project
Propositions and Actions to
implement the Institutional Study
“La Roche”
May 05. 2009
English Version

Click and view - La Commission du Bassin du Lac Tchad

Transcription

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