Transcript Management of Civil Service in Albania

Management of Civil Service
in Albania
Filloreta Kodra
Former Head of Department
of Public Administration
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Institutional structure
The CSL stipulates that
Department of Public Administration (DoPA)
is responsible for management and monitoring
the civil service at the state level;
Independent institutions (established by the
Constitution outside Government control)
manage their civil servants autonomously;
Civil Service Commission supervises the
legality of decisions concerning the civil service
and judges and exercises appeal role
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DoPA
DoPA was under the Prime Minister’s Office during 19992005, later included in the system of the Ministry of
Interior
The removal DoPA from the Center of Government
weakened DoPA’s monitoring and regulatory capacities
In 2006 had 18 staff
In the area of civil service management is responsible for
Developing civil service policies;
Issuing general instructions related to
Recruitment,
Performance appraisal,
Job description and Job evaluation,
Functional review and
Implementation of the salary structure (as defined by the law)
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Scope of DoPA work
 “DoPA” cannot undertake the reforms, it can only
initiate and guide their implementation, as well as carry
out certain essential central coordination functions.
 It should collaborate directly with
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institutions/ministries on core Government functions such as
budget, internal and external control and audit, as the main
coordinator
the MOJ on legislative drafting, administrative controls (
administrative tribunals, legal chancellor as Ombudsman),
the School of Public Administration (TIPA),
the services of the State Chancellery, Prime Minister’s Office
and
the MOF on salaries and wage management.
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Place of DoPA in Government
 It should work with and support the exiting reform units
in line ministries and should help set up reform units in
the other ministries with which DoPA will cooperate.
 Experience suggests that the DoPA should be attached
to the Centre of Government (Council of Ministers)
because Public Administration Reform (PAR):
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is essentially a political process,
cuts across all parts of government;
is closely interlinked with the process of stabilization and
association to the EU , and with cross cutting governance
reform process
 For achieving such objectives it needs a strong political
leadership and commitment
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Essential conditions for effective
implementation of reforms
 PAR implementation depends strongly on the access to
(comparative) information and the ability to influence
political decisions. That can only be provided for at the
centre of Government.
 The DoPA should be adequately staffed, given a budget
to undertake its activities (research, publication,
advisory missions in line ministries, dissemination
seminars, communication on PAR to the wider public,
etc.), and to fulfill reporting obligation.
 It should be institutionalized to provide for continuity
and be able to develop its own expertise.
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Civil Service Commission
CSC is an independent (quasi-judicial)
executive body to provide protection of
civil servants against infringement of their
rights
Reports to the Parliament annually
Main task: examine complaints of civil
servants regarding their statutory rights
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Management of Civil Servants in
Ministries and Agencies
Secretary General is responsible for the internal
administration of the ministry and management of civil
servants (more generally, personnel);
Human resource management units, reporting to Sec.
Gen. have been created to manage civil servants on a
daily basis;
Difficulty: HR managers may not be always listened to
by Secretary Generals
DoPA organized HR training, which effect was reduced
due to high turnover
More work is needed to strengthen the HR units’ role in
management of civil servants
For organizations subordinated to ministries HR
instructions are issued by ministers
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DoPA supervises
The implementation of the civil service
regulations by ministries;
Reviews and agrees the proposals of
ministries (agencies) regarding civil service
issues prior to their submission for
Government approval;
While DoPA carried out strict monitoring of
civil service rules and procedures,
independent institutions had weaker
controls and better organized HR
information
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Management Tools
Performance appraisals – annual
Implemented since 2002
Is a basis for decision on
Suitability of the civil servant after the probation;
Dismissal for poor performance (negative);
Promotion of lateral transfer (positive appraisal)
Performance-related pay scheme is
established (bonuses of 1 to 3 monthly
salaries)
Performance appraisal system was not
effectively implemented (appraisal was not
objective)
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