Public Financial Management for PRSP - Deutsches Institut für ...

Stefan Leiderer et al.
interviewed had received training, but felt insufficiently prepared to actually
produce and submit ABB budgets on time. The quality of capacity development
measures is furthermore compromised by the fact that many capacitybuilding
measures are primarily aimed at training individuals instead of
building sustainable capacity of public institutions. In addition, training content
is sometimes poorly adapted to practical working situations most civil
servants face.
The same applies to elected councillors, who frequently have low levels of
academic attainments and cannot provide policy direction. Training programmes
for elected assembly members on PFM issues are thus often inadequate
(GFA 2005, 33).
The described shortcomings in professional training and capacity development
for key PFM processes and tools complicate the implementation of
reforms, new policies, and innovative PFM tools.
Long and unpredictable recruitment process
Not only is the recruitment process of senior staff both in central and local
government institutions in Malawi not strictly based on merit criteria, but it is
also often long and unpredictable. Although there are plans to decentralise
some of the recruitment procedures, 27 the recruitment system is still very
centralised and bureaucratic. Central government entities hire key executive
staff for local government. Different service commissions are in charge of
recruiting candidates for vacancies. Lower level staff are employed directly at
the local entities, for example, district secretariats.
Many interview partners, especially at district level, claim that they do not
know when key positions are going to be filled. The mechanisms and progress
of ongoing recruitment processes do not seem to be well communicated
and transparent to local staff and assembly members. The lack of communication
combined with the limited supply of qualified candidates for key administrative
functions on the labour market, leads to uncertainty regarding
human resource planning. It also makes the distribution of tasks and respon-
27 It remains to be seen whether this still holds true in view of recent institutional changes, in
particular with regard to the role of district commissioners having been made controlling
officers.
94 German Development Institute