|Wednesday, 28 April 2010 16:56|
Page 4 of 5
III - 2000-2010: The era of the modernisation of the administration
Decentralisation: a decisive progress in the management of the country’s civil servants
Adopted during the Cabinet Meeting of April 24, 2001, the reform on the decentralisation of the management of civil servant and their salaries aimed at introducing a new approach to the management of human resources within Cameroon’s civil service, which merged its three components; the administration of civil servants, the development of human resources and the approximate management of civil servants. Its implementation in the administrative behaviour of state services underlies two principles: the employer, which is the minister in charge, is also responsible for managing their career and those who pay their salary.
This reform was marked by a horizontal decentralization through the allocation and the granting of other competent ministerial departments from the Ministry of Public Service and Administrative Reforms on one hand, and the Ministry of Finance on the other hand.
On April 12, 2010, the document on the policy of Decentralisation by Ministers Emmanuel BONDE of the Public Service and ESSIMI MENYE of Finance was published.
The activities undertaken within the framework of this decentralisation were organised at three levels: a reorganisation of ministerial departments following the redistribution of competencies between ministries in civil servant management; a redefinition of the procedure of the treatment of files relating to the management of civil servants based on the approach of using information technology as is done by SIGIPES; taking into account the advancement in information technology and communication to modernise the approach to the work. Till date, decentralisation has achieved many results.
SIGIPES’ main server at MINFOPRA
The reform, which was operational at four levels (MINFOPRA, MINEDUC, MINFI, and MINSANTE) was operational up till 2003 and was expanded in 2008 to 21 other institutions. On April 12, 2010, one could count 30 institutions in which SIGIPES was effectively functioning. To better illustrate its efficiency, let us take the example of MINFOPRA where 4 800 career profiles were produced in 2001, while in 2010, the number increased to 36 000 profiles.
Several seminars have been organised, till date, with the aim of enabling principal participants to implement and use SIGIPES services through the different ministerial departments, in a bid to ensure the effective use of this tool.
Secretary Generals of Ministries and authorities in charge of human resources, as well as Heads of SIGIPES Units are regularly offered refresher courses related to the chain of the management of civil servants and their salaries in their different structures.
Secretary Generals of Ministries in Seminars for the appropriation of SIGIPES
Generally, three fundamental principles are involved in decentralisation, mainly improvement of the quality of services rendered to users, the responsibility of institutions in the management of civil servants as well as improvement in the efficiency and transparency of public administration.
In the wake of decentralization, measures were taken to increase achievements by the administration and to improve the relationship with users.
The drafting of the Administrative Procedure Manual
Faced with numerous grievances from citizens/users vis-à-vis the public service, especially at the level of the opacity and complexity of procedures, the drafting of Administrative Procedure Manuals of different ministerial departments, constitutes one of the prime activities of MINFOPRA during these years. These documents are accompanied by the drafting of a user’s guide of the said institutions. They give ample information on documents, in a general manner and rules and regulations relating to the functioning of the said institutions.
In addition to these manuals on procedures, it is possible to add to MINFOPRA, for all these past years, the elaboration of projects on the code of ethics in Cameroon’s administration. Moreover, there is the elaboration and the publication of a computerized and physical collection of legal texts and the setting up of a legal precedent as far as the Public Service is concerned. It concerns legal documents whose advent comes to fill a great gap and serves as a compass for law practitioners and the community of researchers.
Public Expenditure and Financial Accountability Norms in Public Administration (PINORAC)
It is a centre pillar in the search for excellence in administration as is reiterated by the Head of State. It represents the implementation of the principle to evaluate public agents according to their achievements.
This system came to replace that of the grading of public agents simply based on its punctuality, diligence and its respect for hierarchy. A methodological guide on the drafting of public expenditure norms has already been realized and sample evaluation forms have been drafted and are in the course of being validated.