kaduna state government - sparc nigeria kaduna state government establishment planning report bureau...

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Kaduna State Government

Establishment Planning Report

Bureau of Establishments, Management Services and Training

Office of the Head of Service

July 2012

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Table of Contents

1. INTRODUCTION ........................................................................................................................... 4

1.1 Background .............................................................................................................................. 4

Figure 1.4 Structure of the OHoS and the position of BEMST ................................................................... 4

Figure 1.2 Proposed Structure for BEMST ............................................................................................ 5

Table 1.1 Proposed Functions by Department from Stage 3 of OHOS Corporate Plan ............................ 5

1.2 Methodology ............................................................................................................................ 7

2. FUNCTIONS, TASKS AND OUTPUTS ANALYSIS ................................................................................... 8

Table 2.1 Revised Functional assignments for BEMST following the Establishment Planning Exercise .............. 8

3. PROPOSED ESTABLISHMENTS ...................................................................................................... 10

3.1 Staffing Levels ......................................................................................................................... 10

Table 3.1 Proposed BEMST Staffing, Numbers per Grade Level category.................................................. 10

3.2 Staff Costs .............................................................................................................................. 11

Table 3.2 Proposed Staff Cost .......................................................................................................... 11

3.3 Establishment Posts ................................................................................................................. 11

4. PREPARATION OF JOB DESCRIPTIONS ........................................................................................... 11

APPENDICES................................................................................................................................. 13

Appendix 1: List of BEMST Establishment Planning Team Members ....................................................... 13

Appendix 2: BEMST Functions, Tasks and Outputs .............................................................................. 14

Appendix 3 Working Tables of Departmental Functions and Staffing levels and Grades ............................ 31

Appendix 4: Proposed Establishment ................................................................................................ 34

APPENDIX 5: JOB DESCRIPTIONS ...................................................................................................... 37

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ACRONYMS AND ABBREVIATIONS

AG Accountant General

APER Annual Performance Evaluation Report

BEMST Bureau of Establishments, Management Services and Training

CSC Civil Service Commission

DAF Dept of Admin and Finance

DfID Department for International Development (UK)

EXCO Executive Council

FMoE Federal Ministry of Education

GRN Good Received Notes

HE His Excellency

HoS Head of Service

HRD Human Resource Development

HRM Human Resource Management

ICT Information Communication Technology

KSSDC Kaduna State Staff Development Centre

M&E Monitoring and Evaluation

MDAs Ministries, Departments and Agencies

MoF Ministry of Finance

MoW Ministry of works

MoW&T Ministry of Works & Transport

NBTE National Board for Technical Education

NCE National Council on Establishments

NUC National University Commission

PSO Public Service Office

SDC Staff Development Centre.

SIV State Issue Voucher

SPARC State Partnership for Accountability, Responsiveness and Capability

SRV Store Receipt Vouchers

SWOT Strengths, Weaknesses, Opportunities and Threats

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1. INTRODUCTION

1.1 Background

As part of the Corporate Planning process in the Office of the Head of Service (OHoS), the Bureau of

Establishment, Management Services and Training (BEMST) undertook a structural and functional

review in early 2011. Figure 1.1 shows BEMST’s relationship within the OHoS and the overall

distribution of key functions across the OHoS.

Figure 1.4 Structure of the OHoS and the position of BEMST

During the review, the organizational structure of BEMST was revised and key functions of all its

departments were identified for effective focus of the bureau for long-term success. The agreed

structure from the Corporate Planning exercise is shown in Figure 1.2 and the main functions

identified at that time are shown in Table 1.1.

Following the revisions to the structure and functional responsibilities arising from the review it was

apparent that a systematic process for defining the staff requirements for BEMST should be

undertaken in order to effectively position the bureau for the achievement of its mandates. An

establishment planning exercise therefore was commenced in December 2011.

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Figure 1.2 Proposed Structure for BEMST

Table 1.1 Proposed Functions by Department from Stage 3 of OHOS Corporate Plan

Department Section Function

Establishments

and Labour

Relations

Department

Establishments

Section

Establishment Issues and functions

Formulation and harmonisation of HRM policies across MDAs including

conditions of service and policy guidebooks.

Oversight of establishment issues in MDAs, including compiling the

nominal roll and authorised establishment.

Consultation with other MDAs (through Depts. of Admin) including the

CSC on Establishment matters.

Coordinating review and update of regulations and Statute Books.

Conducting job evaluation, grading and qualifications for

appointment.

Applying the provisions of the Scheme of Service in determining the

post and grade on which an officer can be placed vis a vis his/her

qualification. Determination of officers’ progression in the service in

line with the Scheme of Service.

Working with CSC over issues related to recruitment and posting.

Working with CSC over issues related to promotion and civil service

examination including the operation of the APER system.

Working with CSC over issues related to discipline.

Control and development of staff in the general Executive Cadre,

Typist and Confidential Secretaries.

Evaluation and assessment of educational qualifications for

recruitment and advancement including verification of certificates

obtained by officers.

Liaising with National Council on Establishments (NCE) on

establishment matters.

Labour Relations

Section

Labour Relations functions

Advising on formulation and execution of labour policies,

programmes and standards

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Liaison with National Advisory Council on labour matters and other

relevant organisations agencies and unions etc.

Promoting industrial safety, occupational health and welfare of

workers.

Salaries and allowances reviews

Negotiation and Consultation with Labour Unions to promote good

industrial relations. Providing secretariat for negotiations.

Encouragement of workers co-operatives.

Workforce

Planning &

Development

Department

Workforce Planning

& Statistics Section

Workforce planning and development functions

Maintaining and analysing statistics on the State workforce.

Preparation of planning and policy papers on the workforce including

succession planning, talent management, recruitment and

redundancy.

Running workshops, seminars with MDAs on workforce planning.

Support to MDAs on workforce planning in association with

Management services Dept.

Conducting training needs assessments.

Conducting manpower audits and ensuring accurate MDA staff lists.

Preparing a Workforce Development (Training) Policy.

Preparing a Workforce Development Roadmap.

Training Section Training functions

Developing and managing programmes for leadership training for

senior staff.

Ensuring employee development & in service training, for junior and

middle level staff.

Management, assessment and approval of Study leave.

Approval of professional training.

Evaluation of Training Providers and Courses.

Pre-qualification of Training Providers.

M & E of Training including training programmes and budgets of

MDAs.

Organisation

and

Management

Services

Department

Management

Services Section

Management Service Functions

Reviewing the mandates of MDAs and maintaining an up to date

register of mandates.

Promoting the resolution of mandate issues as and when necessary

mandates.

Conducting periodic functional, structural and process reviews of

MDAs.

Advising on MDA organisational design, staff establishment and

workforce planning.

Approval of structures, organisations and establishment plans.

Providing management services to MDAs through effective

interpretation of laws and regulations.

Organisation

Research Section

Conducting research into all aspects of organisational design and

corporate planning in public services and identifying best practice.

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Working with the MDA Performance Management Department in

PSO to conduct Capability Studies of MDAs.

Admin and

Finance

Admin and Supplies

Section

Internal Administration and Finance functions

Administration of routine staff issues including staff committees,

leave roster and processing of annual leave and producing staff list.

Staff Welfare for BEMST and SDC.

Recruitment, promotion and discipline of junior staff.

Procurement in liaison with MoF, including IT equipment.

Providing internet connectivity to the Bureau.

Maintenance of Buildings, equipment, furniture, transport etc. in

liaison with MoW

Office security, cleaning and sanitation.

Transport management.

Management of open and secret registries.

Providing secretarial services for management and other internal

meetings.

Participation in the appointment, promotion and discipline of officers

on GL 07 and above.

Making proposals for BEMST officers eligible for short term and long-

term training.

Preparation of record of leaving the service.

Making proposal for officers eligible for state merit awards.

Finance and

Accounts Section

Maintenance of Accounts & preparation of monthly returns.

Preparation of budget and defense for BEMST.

Determination and management of centralised training budgets.

Planning and managing capital projects in association with user

department.

Staff

Development

Centre

(proposed to

be known as

Kaduna State

Public Service

Staff Centre)

Oversight and management of Staff Development Programmes for

the Public Service

Running Workshops for different categories of staff, Seminars and

proficiency tests

Designing and Conducting Induction training in conjunction with

MDAs.

Providing ICT Training in support of e Governance.

Providing training consultancy services.

1.2 Methodology The Permanent Secretary (BEMST) appointed a team of 12 senior officers of the bureau (with him as

Chairman), which was mandated to conduct the Establishment Planning with technical input from

consultants provided by SPARC (See Appendix 1).

The work plan was developed to cover functions, tasks and outputs analysis, analysis of time inputs

and development of staffing levels. Appropriate formats and an Excel Spread sheet were also

prepared and technical sessions for developing the establishment plan were undertaken with the

guidance of SPARC consultants. In the course of the establishment planning, there was a

streamlining of functions in the departments. It was discovered that certain functions under

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Establishments and Labour Relations and Organisation and Management Services Departments fall

under the purview of either the OHoS or EXCO. Besides, functions that were missed on the list

developed for BEMST at the OHoS top-level functional review workshop were incorporated.

Following completion of the proposed establishment, the preparation of job descriptions was

undertaken. The job descriptions were based on a format also developed by SPARC consultants and

approved by the Permanent Secretary. The BEMST Establishment Planning team was given a brief

training on preparation of job description.

2. FUNCTIONS, TASKS AND OUTPUTS ANALYSIS

The BEMST functions developed during the functional analysis sub-stage 3 of the corporate planning

process were reviewed and discussed and through more detailed consideration various changes to

the functional lists for each department were agreed. These are shown in Table 2.1 below.

Table 2.1 Revised Functional assignments for BEMST following the Establishment Planning

Exercise

Department Function

Office of Permanent

Secretary

Spearheading BEMST's initiatives and ensuring the integrity of its mandates in line

with Government policies.

Liaising, negotiating, communicating and coordinating issues of the mandates and

services of the bureau with all stakeholders within and outside the State Public

Service.

Providing overall leadership of the Bureau to ensure that it achieves its mandates

and plans.

Ensuring effective management of the human, financial and material resources of

BEMST.

Admin & Finance

Department

Junior staff recruitment.

Staff leave and welfare.

Staff promotion advancement and conversion.

Staff discipline

Procurement including ICT Procurement.

Management of stores and supplies.

Planning and managing BEMST Office facilities.

Office security.

Transport management.

Management of open and secret registries.

Planning and managing BEMST office facilities

Organising BEMST’s short term and long-term training including staff induction and

ICT training.

Accounts & financial management, including preparation of BEMST’s budget and

engaging in BEMST’s budget defense.

Establishments and

Labour Relations

Department

Formulation and harmonisation of HRM policies across MDAs (including Advising on

formulation and execution of labour policies, programmes and standards and Liaison

with National Advisory Council on labour matters and other relevant organisations

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agencies and unions etc.).

Oversight of establishment issues in MDAs and producing the authorised

establishments.

Consultation with other MDAs (through Depts. of Admin) including the CSC on

Establishment matters.

Coordinating review and update of Statute Books.

Conducting job evaluation, grading and qualifications for appointment.

Working with CSC and other MDAs over issues related to recruitment, promotion,

discipline and the operation of the APER system.

Conditions of Service and review thereof (including Salaries and allowances review).

Control and development of staff in the general Executive Cadre, Typist and

Confidential Secretaries.

Workforce Planning

& Development

Department

Maintaining, analyzing and producing workforce statistics and reports.

Preparation of planning and policy papers on the workforce including succession

planning, talent management, recruitment and redundancy.

Offering technical support to MDAs on workforce planning in association with

Management services Dept.

Conducting periodic training needs assessments of the public service and developing

periodic workforce development plans based on the training needs identified.

Conducting manpower audits and ensuring accurate MDA staff lists.

Preparing a Workforce Development Roadmap and a Workforce Development

(Training) Policy.

Developing and managing programmes for leadership training for senior staff.

Facilitating workforce development & in service training for all staff; approving

professional training and facilitating study leave (assessing applications for study

leave.

Undertaking pre-qualification of Training Providers.

Undertaking M & E of Training including training programmes and budgets of MDAs.

Organisation and

Management

Services Department

Reviewing the mandates of MDAs and maintaining an up to date register of

mandates. (Promoting the resolution of mandate issues as and when necessary).

Conducting periodic functional, structural and process reviews of MDAs

Providing corporate planning technical support to MDAs.

Advising on MDA organisational design, staff establishment and workforce planning.

Designing standard administrative forms and procedures for Kaduna State public

service and advising MDAs on their use.

Conducting research into all aspects of organisational design and corporate planning

in public services and identifying best practice.

Working with the MDA Performance Management Department in PSO to conduct

Capability Studies of MDAs.

Staff Development

Centre (proposed to

be known as Kaduna

State Public Service

Staff Centre)

Undertaking the oversight and management of the Kaduna State Public Service Staff

Development Centre

Training and retraining junior and intermediate personnel for the Kaduna State civil

service.

Running Workshops and seminars for different categories of staff.

Conducting proficiency tests for typists/computer operators and confidential

secretaries

Designing and Conducting Induction training in conjunction with MDAs.

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Providing ICT Training in support of e Governance.

Providing training consultancy services.

Conducting civil service examinations.

For each function, key tasks were formulated and the key outputs identified (See Appendix 2). The

time inputs required, in terms of days per annum, for achieving the tasks and outputs were then

estimated and agreed by the team (See Appendix 3).

The time available for the various staff categories in terms of person days per year was established

as follows, after taking into consideration days for annual vacation, public holidays, sick leave, etc:

GL 01-13: 178 days per annum

GL 14 & above: 153 days per annum

Total number of days available per annum: GL 14 and above GL 01-13

Total Days: 365 365

Weekends 104 104

Vacation days: 30 30

Public Holidays: 20 20

Sick leave: 7 7

Training: 10 10

Admin and Co-ordination Meetings etc: 30 5

Routine/Admin Work: 11 11

NET 153 178

Based on the expected days available per annum and the time inputs required, staffing levels were

developed for each department in BEMST as shown in the proposed establishments below.

3. PROPOSED ESTABLISHMENTS

3.1 Staffing Levels The staffing levels were calculated for each grade level for the various departments (see Appendices

2 and 3 for working details). Adjustments were then made for optimal and efficient staffing of the

BEMST. The summary of the proposed staffing levels of BEMST is contained in Table 3.1 below.

Table 3.1 Proposed BEMST Staffing, Numbers per Grade Level category

Department/Office GL 01-6 GL 8-13 GL 14-17 Consolidated Total

Office of the Permanent Secretary 1 1 1 1 4

Admin. And Finance 20 12 2 0 34

Establishments and Labour Relations 1 4 3 0 8

Organisation and Management Services 1 3 3 0 7

Workforce Planning and Development 1 4 3 0 8

Public Service Staff Development Centre 4 50 32 0 86

Total 28 74 44 1 147

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3.2 Staff Costs

The proposed staff cost, in terms of salaries and allowances, for the proposed establishment, were

derived based on the current salary structure. These were based on unit staff costs per month using

the highest grade of salary for selected salary grades. The unit monthly costs are shown below:

Grade 01-06: N17, 475.00

Grade 08-13: N50, 532.00

Grade 14-17: N109, 191.00

Consolidated: N366, 000.00

The total annual staff cost, in terms of salary and allowances, associated with the proposed

establishment, are N112, 788,864.00. The details are contained in Table 3.2.

Table 3.2 Proposed Staff Cost

Department/Office GL 01-6

(N)

GL 8-13

(N)

GL 14-17

(N)

Consolidated

(N)

Total

(N)

Office of the

Permanent Secretary

209,700 606,384 1,310,292 4,392,000 6,518,376

Admin. and Finance 4,194,000 7,276,608 2,620,584 0 14,091,192

Establishments and

Labour Relations

209,700 2,425,536 3,930,876 0 6,566,112

Organisation and

Management Services

209,700 1,819,152 3,930,876 0 5,959,728

Workforce Planning and

Development

209,700 2,425,536 3,930,876 0 6,566,112

Public Service Staff

Development Centre

838,800 30,319,200 41,929,344 0 73,087,344

Total 5,871,600 44,872,416 57,652,848 4,392,000 112,788,864

The proposed staff cost of N112, 788,864.00 for BEMST is far greater than the present staff cost of

the Bureau, which is N44, 484,000. This is primarily owing to the fact that the Bureau has not been

fully and adequately staffed for many years. It has been operating for a long while below its

establishment level.

3.3 Establishment Posts On the basis of the staffing levels, establishment posts were proposed for BEMST. Details of BEMST

establishment are contained in Appendix 4.

4. PREPARATION OF JOB DESCRIPTIONS

Following a practical training session on Job descriptions, the team next developed descriptions for

key posts based on a standardized template provided by SPARC consultants. On the basis of the

proposed staffing levels, job descriptions were developed for the following 22 key positions.

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Office of the Permanent Secretary

1. Permanent Secretary

2. Chief Confidential Secretary

Department of Admin & Finance

1. Director

2. Assistant Chief Executive Officer

3. Principal Assistant Stores Officer

4. Principal Executive Officer I (Accounts)

5. Principal Executive Officer II (Registry)

Department of Establishments and Labour Relations

1. Director

2. Chief Executive Officer

3. Assistant Chief Executive Officer

4. Principal Administrative Officer

Department of Workforce Planning and Development

1. Director


3. Principal Executive Officer I

4. Senior Confidential Secretary I

Department of Organisation and Management Services

1. Director


3. Chief Administrative Officer

4. Principal Executive Officer II

Kaduna State Public Service Staff Development Centre

1. Provost

2. Chief Lecturer

3. Principal Lecturer I

4. Principal Confidential Secretary

The job descriptions are contained in Appendix 5.

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APPENDICES

Appendix 1: List of BEMST Establishment Planning Team Members

S/N Name Designation

1. Adamu D. M. Kagarko Permanent Secretary

2. H. U. Zakari Director

3. Lawrence Shemang Chief Lecturer (Vice Principal, Academic)

4. Aliyu Abubar Deputy Chief Lecturer (Vice Principal, Administration)

5. Danlami Akawu Chief Executive Officer

6. Musa A. Mohammed Chief Executive Officer

7. Yusuf Felix Tanko Chief Confidential Secretary

8. Bulus Zachariah Assistant Chief Executive Officer (Accounts)

9. Micah Yahaya Chief Executive Officer

10. Douglas H. Malan Principal Administrative Officer

11. Garba Aliyu Senior Administrative Officer

12. Rose Rya Principal Assistant Stores Officer 1

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Appendix 2: BEMST Functions, Tasks and Outputs

A2.1 Department/Office: Office of the Permanent Secretary

Function 1: Spearheading BEMST's initiatives and ensuring the integrity of its mandates in line with

Government policies.

S/N Tasks Outputs/ Deliverables

a Identifying and proposing BEMST initiatives. BEMST's policy and programme proposals, Management briefs.

b Liaising with stakeholders to advocate and advance BEMST's initiatives and services for high quality public service delivery and providing strategic advice to HoS and Political leadership on critical Human Resource and State Government structural issues.

Workshops, forums, meetings, management/technical briefs, feedback from stakeholders, briefs on meetings with Head of Service and senior government officials.

c Facilitating stakeholders' acceptability of BEMST's mandates, services and activities in line with Government policies and enhancing its relevance in the Kaduna State public service.

Briefs to stakeholders, Briefs on meetings with stakeholders, Feedback from stakeholders, Action plans, Programme documents, M & E reports on performance of the bureau.

d Undertaking annual M & E of BEMST's performance of its mandates through the Organisation and Management Services department.

Briefing note to the Organisation and Management Services department, M & E tool on BEMST's performance as developed by the organisation and management services department, annual M & E report (Annual Progress Report) on BEMST's performance as produced by the Organisation and Management Services department

e Ensuring productive relationship with OHoS and all MDAs

Briefs on meetings with HoS and other stakeholders, Feedback from OHoS and MDAs

Function 2: Liaising, negotiating, communicating and coordinating issues of the mandates and

services of the bureau with all stakeholders within and outside the State Public Service.


A Organising meetings, forums and roundtables with stakeholders on the services, programmes and initiatives of BEMST.

Briefs on meetings/roundtables/forums, feedback from stakeholders, revised version of initiatives/programmes/policies based on input from stakeholders, management briefs to stakeholders on revised initiatives etc.

B Organising specific/special technical workshops for stakeholders to sensitize them on new BEMST's initiatives, policies, procedures, programmes, models, framework etc.

Briefs to stakeholders, presentation materials used for the sensitization, feedback from stakeholders, revised version of policies etc based on feedback from stakeholders, management/technical briefs/notes/guidelines to stakeholders

C Keeping stakeholders abreast of information relating to BEMST's mandates, services and systems.

Technical/ management briefs, feedback from stakeholders, guidelines

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Function 3: Providing overall leadership of the Bureau to ensure that it achieves its mandates and plans.


a Overseeing the development of annual work plans by heads of department.

Agreed annual work plans

b Holding regular management meetings Minutes of meetings; Action plans

c Conducting performance management sessions with officers of the bureau

Reports/guidance notes/memos

d Conducting periodic appraisal of the departments in the bureau

Guidance notes/memos, Appraisal report

Function 4: Ensuring effective management of the human, financial and material resources of BEMST.


a Ensuring effective Human Resource Management/Human Resource Development systems are in place and are functional.

Reports, letters, memos on HRM/HRD systems.

b Ensuring effective administrative systems are in place and are functional.

Reports, letters, memos on administrative systems

c Ensuring effective financial and accounting systems are in place and are functional.

Reports, letters, memos on financial and accounting systems

A2.2 Department/Office: Administration and Finance Department

Function 1: Junior staff recruitment.


a Preparing job specifications for recruitment Job specification

b Advertising job vacancies, collating applications and preparing a short list.

Advert copy, short list

c Conducting interviews and staff selection Minutes of interview board, assessment results,

d Issuing appointment letters and receiving acceptance letters.

Appointment letters, list of recruited staff

e Undertaking placement of staff and payroll processing

Personal files, Personal Sub-head Number (PSN), variation orders, bank acct no.

Functions 2: Staff Promotion, advancement and conversion.


a Determining vacancies. List of vacancies

b Listing of eligible staff and updating their qualifications.

List of staff with staff files, letters of permanent and pensionable, and confirmation of appointment

c Processing staff' applications for conversion and advancement and analysis of staff qualifications for advancement or conversion.

Letters to candidates, reports on the officer for conversion/advancement

d Organising promotion interviews including interview minutes.

Briefs on eligible staff, Minutes of interview meetings

e Notifying staff of results and issuing promotion letters and variation orders.

Result letters and variation orders

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Functions 3: Staff leave and welfare. S/N Tasks Outputs/ Deliverables

a Preparing yearly leave roster and distributing to departments.

Leave roster

b Receiving and processing applications from individual officers to proceed on leave.

Application letters

c Conveying approval to the officer. Approval letters

d Determining and providing welfare items and handling labour matters.

Welfare items, minutes of meetings with labour leaders

e Distributing welfare items accordingly and accounting for them.

List of beneficiaries, invoices/receipts

Functions: 4 Staff Discipline S/N Tasks Outputs/ Deliverables

a Receiving formal reports about misconduct of staff from their HOD.

Reports of misconduct.

b Issuing queries to the affected staff to submit their representation/responses.

Letters of query.

c Receiving responses from the staff. Letters of response.

d Analysis of responses and determination of the appropriate sanction.

Appropriate sanctions.

e Keeping records of disciplinary action and putting the staff under observation.

Records of disciplinary action.

Function 5: Organising BEMST's short term and long term training, including staff induction and

training including ICT training


a Preparing BEMST-related materials for staff induction of the bureau’s staff in association with the Public Service Staff Development Centre.

Induction materials.

b Organising induction training of the bureau staff in association with the Public Service Staff Development Centre.

Staff induction reports.

c Determining training needs of the bureau, including ICT training needs.

Training needs reports

d Preparing for and organising the bureau's staff training, including ICT training, in collaboration with the Public Service Staff Development Centre.

Training materials and facilities.

e Evaluating and following up of training conducted for the bureau's staff.

Evaluation reports.

Function 6: Management of Open and Secret Registries


a Opening and registering of files. File records.

b Securing of files and documents. Secured files and documents.

c Issuance and tracking of files and documents.

Movement registers.

d Archiving of files and documents. Archived files and documents, list of archived files.

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e Supervising the registries. Well maintained registries.

Function 7: Procurement including ICT Procurement


a Identifying and listing of items required for procurement.

List of items

b Undertaking market surveys and price listing.

Reports of survey, Quotations, Price invoices

c Undertaking costing and approval of items. Approval letters

d Undertaking purchase and stock taking of items.

Receipts, purchased items.

e Ascertaining/checks of purchased items. Good Received Note (GRN)

Function 8: Management of Stores and Supplies


a Identifying and listing of stores items. List of store items

b Undertaking market surveys and price listing.

Reports of survey, Invoices, price lists

c Undertaking costing of items and seeking approval for their purchase.

Approval letters

d Purchasing items, stock taking and getting the internal auditor to ascertain purchased items.

Purchased items, Store Receipt Vouchers (SRV)

e Issuing stores items. Store Issue Voucher (SIV) , Goods Received Note (GRN)

Function 9: Office Security


a Posting of security personnel to strategic locations.

Posting rosters

b Monitoring performance of the security personnel.

Monitoring reports

c Reporting on the security personnel to the Head of Service before payment of salary.

Monthly reports

d Undertaking provision of security lights in all offices and surroundings, and maintenance of generator.

Security lights

e Undertaking provision of security and safety items in the offices.

Fire extinguishers, sand bags etc

Function 10: Accounts and financial management, including preparation of BEMST's budget and engaging in BEMST's budget defense.


a Ensuring compliance with the provisions of financial regulations and requesting for salary adjustment of staff to AG (State).

Documented internal control, Reports of salary adjustments

b Receiving, lodging, withdrawing and disbursing funds.

Cheques, payment vouchers, payment schedules, pay slips, bank tellers, cash and accounting books

c Preparing annual budget estimates for the Bureau, engaging in budget defence and undertaking budget control.

Estimate proposals, vote book and budget, management briefs on budget performance

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d Keeping records of accounts, checking of pay roll print outs and raising observations to MoF.

Cash books, reports, departmental vote books, pay-record cards and schedules etc

e Preparation of monthly returns to MoF and liaison with the bank on financial transactions.

Monthly reports on revenue and expenditure, bank statements

Function 11: Transport management


a Assigning of vehicles to drivers and driving of vehicles.

Lists of assigned vehicles

b Monitoring of vehicles movement. Log books

c Identifying and listing of vehicles for fuelling and servicing.

Vehicle files

d Undertaking maintenance and servicing of vehicles.

Vehicle files, receipts

e Monitoring the performance of drivers. Drivers' files

Function 12: Planning and managing BEMST office facilities S/N Tasks Outputs/ Deliverables

a Utilities planning, identification and provision of office accommodation, furniture and other equipment and liaison with MoW&T for additional offices and other repairs/renovations.

List of furniture items and equipment, office accommodation and reports, Utilities

b Renovation of office structure and maintenance of offices.

Renovated structure, completed job orders

c Cleaning of offices. Cleaned offices

A2.3 Department/Office: Establishment and Labour Relations

Function 1: Formulation and harmonization of HRM policies across MDAs S/N Tasks Outputs/ Deliverables

a Identifying existing gaps in HRM policies and practices in the MDAs.

Current HRM policies in the MDAs, List of identified Gaps and disparities in HRM policies

b Proposing and developing standard HRM policies for the public service.

Proposed standard HRM policy. Approval from the Exco. Circulars issued

c Consulting and sensitising the MDAs on the new HRM policies.

Workshops, Minutes of meetings, Presentation materials,

d Coordinating and monitoring compliance of MDAs to HRM policies including offering guidance and integrated support.

Monitoring reports, guidance notes, Workshops/trainings addressing common problems, Recommended sanctions for non compliance.

Function 2: Oversight of establishment issues in MDAs and producing the authorised establishment


a Communicating to, and educating, MDAs on establishment issues.

Circulars, Report of meetings, Workshops

b Training, re-training and posting of establishment staff to all MDAs.

Trained staff, List of posted staff

c Monitoring of compliance of the MDAs with the provisions of Statute books, circulars etc.

Reports of meetings, Circulars, Monitoring reports

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d Providing guidance and support to address key establishment issues.

Workshops, Circulars, Guidance notes

e Consultation with other MDAs and the CSC on establishment matters and producing authorised establishments for all MDAs. .

Minutes of meetings, reports, circulars, authorised establishments for all MDAs.

Function 3: Coordinating review and update of Statute Books S/N Tasks Outputs/ Deliverables

a Identification of gaps and liaison with MDAs on current Statute Books.

Proposals by BEMST on the gaps, Submissions from MDAs, Memos to HoS on the gaps.

b Constitution and meetings of review committee.

Lists of members; Minutes of meetings, Reports of recommendations

c Submission of recommendations of committee to Exco for approval.

Exco's approval of committee recommendations

d Production and dissemination of the revised Statute books.

Revised Statute books, Workshops, Circulars

Function 4: Conducting job evaluation, grading and qualifications for appointment


A Assessment of certificates obtained for proper placement and applying the provision of the scheme of service to determine appropriate grades and posts for staff placement.

Recommendations on certificate submitted by MDAs

B Liaising with NUC, NBTE and FMoE and other relevant Institutions to ascertain worth of certificates.

Report on relative worth of certificate

C Determination of officers' progression in the service based on their qualification.

Report on officers' progression (entry and terminal points), Circulars

D Advising on the creation of appropriate cadre where non-existent and cadre elongations to take care of the need of the service.

Report of job evaluations sent to HoS, Circulars based on Exco's approval

E Coordinating and harmonizing grading in both the civil service and parastatals.

Minutes of meetings, list of cadres and grades for each MDA, circulars on staff grading.

Function 5: Control and development of staff in the general Executive Cadre, Typist and Confidential

Secretaries.


A Identifying the staff requirement of the MDAs in respect of Executive cadre, Typists and confidential Secretaries.

Circulars, lists of staff needed and minutes of meeting.

B Advising on the recruitment of required staff and getting approval. Liaising with the CSC for recruitment.

Memo to Head of Service, HE approval. Reports of recruitment interviews from the CSC.

C Conducting Induction training and posting of the recruited staff.

Lists of staff given induction training, reports of induction training, circulars on staff and staff disposition list.

D Monitoring performance of the staff and disciplining them.

Minutes of meetings, Circulars, completed APER forms. Reports on disciplinary cases from MDAs, recommended disciplinary measures.

20

E Promoting the staff. Briefs on staff for promotion, results of promotion interviews, minutes of meetings of Personnel Management Board (PMB), Letters of promotion.

Function 6. Conditions of Service and review thereof (Salaries and allowances reviews)


A Collating existing circulars and documents on the conditions of service.

Minutes of meetings, existing circulars and documents on conditions of service.

B Analysing existing circulars and documents on the condition of the service and making recommendations.

Reports on bench-mark of conditions of service conducted, recommendations on conditions of service, Memo to HoS, approval of HE.

C Producing a handbook on staff conditions of service.

Handbook on staff conditions of service.

D Distributing and disseminating the handbook on staff conditions of service.

Dispatched register. Forums, workshops reports and minutes of meetings.

E Undertaking ongoing review of the handbook on conditions of service.

Minutes of meetings, revised handbook on staff conditions of service, HE approval.

Function 7: Working with CSC and other MDAs over issues related to recruitment, promotion and

discipline including operation of the APER system


A Providing policy guidance to CSC and other MDAs on recruitment, promotion and discipline including operation of the APER.

Circulars, minutes of meetings and comment on the minutes of meetings.

B Engaging in staff recruitment and selection process of all MDAs.

Circulars and recruitment lists, shortlisted candidates. Minutes of meetings. Recruitment reports.

C Placement of recruited staff on appropriate grades.

Lists of recruited staff and their placement.

D Reviewing and analysing staff disciplinary reports from the MDAs, and attending PMB meetings.

Comments on the disciplinary reports. Minutes of PMB meetings.

E Recommending on appropriate disciplinary measures.

Recommendations on disciplinary measures. Approval of Permanent Secretary.

A2.4 Department/Office: Organisation and Management Services

Function 1: Reviewing the mandates of MDAs and maintaining an up to date register of mandates (Promoting the resolution of mandate issues as and when necessary)


A Indentifying critical mandates issues and designing and administering questionnaire on mandate reviews (involving formation and inauguration of mandate review committee).

Questionnaire on mandate review, workshop presentation to MDAs, list of mandate review committee

B Collating and analysing mandates data. Completed questionnaire, Minutes meeting of mandate review committee

C Report writing, clarification of key issues with MDAs as relevant and submission of excerpt of report to MDAs; Submission of the draft report to the Head of Service.

Report excerpts, Draft reports, Minutes of meeting of mandate review committee, Presentations on the draft report to HoS

D Holding report validation workshop with stakeholders.

Validated report on the mandates review

21

E Getting approval of report by ExCo and publication/distribution (including routine ongoing mandate resolution issues, also maintaining the mandates register and publishing mandates to the service and the public).

Final report on mandates review, Mandates manual (produced by Ministry of information), periodic updates on mandates.

Function 2: Conducting periodic functional, structural and process reviews of MDAs S/N Tasks Outputs/ Deliverables

A Developing functional/process review tools/guidelines and presentation materials for training MDAs’ functional/process review task teams.

Functional and process review guidelines, process review toolkit/forms, Functional review forms, Presentation materials for training functional and process review task teams

B Organising training workshops for MDAs' functional/process review task teams and providing them guidance and technical support in data collection and data presentation.

Lists of functional and process review task teams, Completed functional and process review forms, analysed data on functional and process review data

C Producing reports on functional/process reviews, including relevant recommendations for streamlining/upgrading functions and processes and addressing critical issues relating to efficient performance of the functions and processes.

Draft reports on functional and process review

D Presenting the draft functional/process review reports to MDAs, organising briefing workshops/forum for presentation of final reports.

Final reports on functional and process review, Presentation materials

E Providing technical support to MDAs on upgrading/streamlining of functions and streamlining/mapping processes for optimal efficiency.

Management briefs and action plans on improving, upgrading or streamlining functions and processes.

Function 3: Advising on MDA organisational design, staff establishment and workforce planning


A Liaising with MDAs on their needs in organisation design, workforce planning and establishment planning.

Briefs on meetings with MDAs

B Identifying and analysing specific organisation design, establishment planning or workforce planning issues to be addressed.

Identified needs of MDAs in organisation design, workforce planning and establishment planning

C Offering technical support, guidance or advice to MDAs for resolving identified organisational design, workforce planning or establishment planning issues.

Guidelines and briefs on identified needs, Action plans on resolving identified needs, Feedback from MDAs

22

Function 4: Designing standard administrative forms and procedures for Kaduna State public service

and advising MDAs on their use.


A Taking inventory of existing administrative forms and procedures in Kaduna State public service and keeping copies of all the forms and documenting the extant procedures.

Copies of existing administrative forms and documented administrative procedures in use in the public service.

B Researching into appropriate standard administrative forms and procedures and identifying appropriate ones for the public service.

Standard administrative forms and procedures appropriate for Kaduna State public service

C Identifying gaps, lapses or inadequacies in existing administrative forms and procedures.

Briefs on meetings with MDAs on identified gaps, lapses inadequacies, etc in existing administrative forms and procedures; Synopsis of identified gaps, lapses or inadequacies etc.

D Holding forums with all MDAs on the need to standardize all the administrative forms and procedures, upgrade obsolete ones, or introduce new ones.

Presentation materials; Briefs on action plans and decisions on designing standard administrative forms and procedures.

E Developing/designing standard administrative forms and procedures, which are user-friendly, for the use of the Kaduna State public service, and guiding MDAs on their use.

Designed standard administrative forms and procedures, Forum presentations to MDAs on the forms/procedures, Circulars/guidelines to MDAs on using the forms/procedures, Feedback from MDAs

Function 5: Providing corporate planning technical support to MDAs S/N Tasks Outputs/ Deliverables

A Liaising with MDAs undertaking or needing corporate planning (including developing mission, vision and core values statements, SWOT factors, and strategic goals and plans).

Briefs on meetings with MDAs undertaking/needing corporate planning

B Developing corporate planning formats and guidelines for the use of MDAs.

Corporate planning formats and guidelines for the use of MDAs, Briefing notes/circulars to MDAs on the corporate planning formats/guidelines

C Facilitating corporate planning activities in specific MDAs according to their needs.

Presentation materials for workshops/forums with MDAs, Outputs on corporate planning facilitation, e.g. mission statement, vision statement, core values statement, SWOT (Strengths, Weakness, Opportunities and Threats) factors, and strategies; Feedback from MDAs; Status report on corporate planning in Kaduna State public service

Function 6 Conducting research into all aspects of organizational design and corporate planning in public services and identifying best practice.


A Liaising with MDAs on critical organisational issues confronting them and in the process identifying areas of applied research for organisational development (including organisational design and corporate

Briefs on meetings with MDAs on organizational design and corporate planning issues confronting them; Identified organizational design and corporate planning issues for research on best practices

23

planning) to advance good practice in Kaduna State Public service.

B Undertaking research through various media/sources on research areas identified.

Data collected

C Producing report and management briefs on research undertaken.

Reports and management briefs on best practices/research findings and recommendations.

D Holding forums/roundtables with MDAs and other stakeholders to disseminate research findings (including liaising with relevant agencies of government on institutionalizing best practices in organisational development).

Presentation materials used at the forums, Feedback from the MDAs and other stakeholders; Action plans agreed with relevant agencies of government

Function 7: Working with the MDA Performance Management Department in PSO to conduct Capability Studies of MDAs


A Liaising with the PSO on MDA performance management challenges.

Briefs on meetings held with the PSO

B Developing 'MDA Performance Management Capability' checklist/inventory in collaboration with the PSO.

MDA Performance Management Capability' checklists/inventory

C Administering the checklist/inventory on the MDAs through a self-assessment forum with the MDAs.

Completed 'MDA Performance Management Capability' checklists/inventory by the MDAs

D Analysing the completed 'MDA Performance Management Capability Checklist/Inventory' and producing a report on it.

Report of MDAs' assessment on the 'MDA Performance Management Capability' checklists/inventory

E Producing management briefs for use of the MDAs and PSO based on the report and holding a forum/roundtable on this with the MDAs.

Management briefs on Report of MDAs' assessment on the ‘MDA Performance Management Capability' checklist/inventory, Presentation materials at the roundtable/forum, Action plans emanating from the forum/roundtable, Feedback from MDAs.

A2.5 Department/Office: Workforce Planning and Development

Function 1: Maintaining, Analyzing and producing workforce statistics and reports. S/N Tasks Outputs/ Deliverables

A Liaising with MDAs to gather or review their workforce data periodically.

Workforce data, Briefs on meetings with MDAs

B Analysing workforce data and producing workforce routine and periodic reports (including central nominal roll of the public service).

Various workforce reports (e.g. nominal roll, turnover report, transfers and postings, and new recruitments)

C Holding briefing meetings/roundtables with MDAs and other stakeholders on the workforce situation in Kaduna State

Presentation materials used, Management briefs on workforce situation, Feedback and Action Plans

D Making recommendations and developing action plans on the challenges observed in workforce status/trend in Kaduna State public service.

Management Briefs, Action Plans on Addressing Workforce Challenges in Kaduna State public service

E Updating workforce data, including the central nominal roll on an ongoing basis.

Updated workforce records/data, Updated nominal roll

24

Function 2: Preparing planning and policy papers on Kaduna State public service workforce including

recruitment, succession planning, talent management and redundancy.


A Liaising with MDAs to gather or review their workforce data periodically.

Briefs on meetings with MDAs

B Identifying gaps, inadequacies or challenges in Kaduna State public service workforce in regard to achieving sustainable high performance of the workforce in the medium- to long- term.

Synopsis of gaps, inadequacies or challenges identified

C Proposing action plans, policies and programmes to address observed inadequacies or challenges.

Proposed action plans, policies and programmes

D Holding forums/workshops with MDAs and other stakeholders on proposed action plans, policies and programmes and policy papers regarding public service workforce, including recruitment, succession planning etc..

Revised action plans, policies and programmes based on outcome of the workshops/forums

E Preparing workforce planning and policy papers for approval of EXCO and disseminating them to MDAs and other stakeholders upon approval.

Approved action plans, policy papers and programmes; Management briefs to MDAs on the action plans etc; Feedback from MDAs

Function 3: Offering technical support to MDAs on workforce planning in association with

Organization and Management Services D


A Liaising with MDAs on issues of workforce planning and giving them technical guidelines on workforce planning.

Briefs on meetings with MDAs, Technical guidelines to MDAs

B Running workshops on workforce planning for MDAs and other stakeholders in collaboration with the Organization and Management Services department.

Management briefs on workshops run and action plans; Presentation materials used; Feedback from MDAs and other stakeholders

C Offering specific technical guidance on talent management and succession planning to MDAs and other stakeholders.

Technical briefs on talent management, succession planning etc; Feedback from MDAs and other stakeholders

D Communicating briefing notes or updates to MDAs and other stakeholders in order to keep them abreast on best practice in workforce planning.

Feedback from the MDAs and other stakeholders on the briefing notes; Record of the briefing notes communicated

Function 4: Conducting manpower audits and ensuring accurate MDA staff lists


A Developing questionnaire on workforce audit.

Draft questionnaire on workforce audit

B Organising workshop/forum with MDAs on the workforce audit and administering the questionnaire.

Revised questionnaire on workforce audit; Briefing note/guideline to MDAs on completing the questionnaire; Copies of workforce audit questionnaire completed by the MDAs

C Analysing data and producing Workforce Audit reports.

Analysed data, Workforce audit reports (1-2 draft versions and one version of the final report); Approval

25

from the Permanent Secretary on the final version to be used for workshop with MDAs.

D Organising workshop/forum with MDAs on the findings of the manpower audit and agreeing action plans on addressing critical issues and ensuring accurate MDA staff lists/nominal roll.

Brief notes to MDAs on the workforce report; presentation materials used at the workshop; feedback from the MDAs; action plans on the workforce audit.

E Presenting final report of the Workforce Audit, including action plans, for EXCO's approval, communicating EXCO decisions to MDAs and following up on compliance.

Workforce audit report as approved by EXCO, including action plans etc.; Briefing notes to MDAs on the workforce audit report and EXCO-approved action plans.

Function 5: Preparing and managing a Workforce Development Roadmap and a Workforce Development Policy for the public service.


A Undertaking research into workforce skills gaps and workforce development challenges in the public service.

Briefing notes to MDAs on research; Workforce development questionnaire; Copies of workforce development questionnaire completed by the MDAs; Analysed data on workforce development

B Researching into best practice in workforce development and developing draft workforce development roadmap and workforce development policy for the public service to address skills gaps and meet the workforce challenges facing the public service.

Report on best practice in workforce development; Draft Workforce Development Roadmap; Draft Workforce Development Policy

C Organising workshop on the draft workforce development roadmap and workforce development policy and documenting feedback

Briefing notes to MDAs on the workshop; Presentation materials; Revised workforce development roadmap; Revised workforce development policy

D Producing workforce development roadmap and workforce development policy for EXCO approval, incorporating feedback from the workshop

EXCO-approved Workforce Development Roadmap; EXCO-approved Workforce Development Policy

E Disseminating and implementing the approved workforce development roadmap and workforce development policy in the public service.

Briefing notes to MDAs and other stakeholders on the workforce development roadmap and policy; Feedback from the MDAs and other stakeholders

Function 6: Conducting periodic training needs assessment of the public service and developing periodic workforce development plans based on the training needs identified.


A Developing questionnaires on HRD plans and training needs assessments.

HRD Plan formats and questionnaires on Training Needs Analysis

B Organising workshops/fora with MDAs on the training needs assessment, HRD plans and administering the questionnaires.

Feedback from the MDAs on the questionnaires and plans, Copies of training needs questionnaires and HRD plans completed by the MDAs

C Analyzing data, producing report on the overall training needs assessment, obtaining EXCO approval of the report and holding workshop with MDAs and other stakeholders on the report.

Reports (1-2 version of the draft and final) on the training needs assessment, EXCO-approved final report on the training needs assessment; Presentation materials used at the workshop; Feedback from the workshop and action plans agreed.

26

D Proposing workforce development plans based on the findings of the training needs assessment and other decisions reached during the workshop held with the MDAs and other stakeholders.

Proposed workforce development plans

E Obtaining EXCO approval of the workforce plans and implementing the plans in collaboration with the MDAs and the Public Service Staff Development Centre.

EXCO-approved workforce development plans; Briefs to MDAs on the workforce development plans; Implementation and monitoring reports/briefs on the workforce development plans; Specific feedback from MDAs and other stakeholders on the implementation of the workforce plans; Annual reports on the implementation of the workforce plans

Function 7: Developing and managing programmes for leadership training for senior and management staff


A Developing 'Kaduna State Public Service Leadership Framework/Model'.

Draft 'Kaduna State Public Service Leadership Framework/Model'

B Organising workshop on the proposed 'Kaduna State Public Service Leadership Framework/Model'.

Presentation materials used at the workshop; Feedback on the 'Kaduna State Public Service Leadership Framework/Model'; Revised 'Kaduna State Public Service Leadership Framework/Model'

C Getting EXCO approval on the Framework and sensitising MDAs and other stakeholders on the approved 'Kaduna State Public Service Leadership Framework/Model'.

EXCO-approved 'Kaduna State Public Service Leadership Framework/Model'; Presentation materials used for sensitisation of MDAs; Briefs to MDAs and other stakeholders on the 'Kaduna State Public Service Leadership Framework/Model'

D Developing leadership training modules based on the 'Kaduna State Public Service Leadership Framework/Model' and schedule leadership training plans accordingly covering senior and management staff.

Leadership training modules for senior staff; Leadership training modules for Management staff; Briefs to MDAs and other stakeholders on the modules; Feedback from MDAs and other stakeholders.

E Implementing the leadership training plans and monitoring and evaluating the leadership training given in collaboration with the MDAs.

Briefs to MDAs and other stakeholders on leadership training courses; Leadership training Budgets (proposed and approved); Presentation materials on the leadership training courses; Feedback from MDAs and other stakeholders; M & E reports; Annual report on the Leadership Training Courses

Function 8: Facilitating workforce development and in-service training for all staff; approving

professional training and facilitating study leave (including assessing applications for study leave)


A Developing annual workforce development budgets, plans and programmes in association with the Public Service Staff Development Centre.

Annual workforce development budgets, plans and programmes; Briefs on meetings with the Public Service Staff Development Centre; Briefing notes to MDAs on the workforce development plans and programmes.

B Implementing workforce development plans and programmes in association with the Public Service Staff Development Centre.

Annual workforce development schedule/calendar; Presentation materials used by trainers/facilitators; M & E reports on workforce development programmes in association with the Public Service Staff Development Centre; Feedback from MDAs; annual report on workforce development programmes undertaken.

C Liaising with MDAs on staff professional Briefs on meetings with MDAs on professional training;

27

training and study leave, and processing/ approving applications for professional training and study leave; where appropriate recommending overseas training for EXCO approval.

Applications received from MDAs in regard to professional training; Synopsis of approved professional training and list of staff recommended to EXCO for overseas training; M & E reports of professional training in association with the Public Service Staff Development Centre; Feedback from MDAs; annual report on Professional Training

Function 9: Undertaking M & E of training programmes of MDAs


A Developing a framework/mechanism and tools for M & E of training in association with the Organisation and Management Services Department.

Proposed M & E framework/model; Proposed M & E tools; Briefing notes to MDAs and other stakeholders on the proposed M & E framework and tools

B Organising sensitisation workshops for MDAs and other stakeholders on the M & E mechanism and tools.

Feedback from the workshops and from the MDAs; Revised M & E framework/model; Revised M & E tools

C Implementing the M & E mechanism and monitoring implementation of MDAs' training programmes on an ongoing basis.

Briefing notes to MDAs and other stakeholders on the M & E framework; M & E briefs/mini M & E reports based on monitoring activities.

D Producing annual M & E reports on training programmes of MDAs.

Annual M & E reports on training programmes of MDAs.

E Organising workshop for MDAs on the M & E reports and produces management/technical briefs on decisions reached at the workshop and other recommendations for future training programmes.

Presentation materials used at the workshop; Feedback from the MDAs; Management and technical briefs for achieving better results in future training programmes.

Function 10: Undertaking pre-qualification of training providers and the evaluation of training

courses


A Liaising with training providers and collecting their profiles and training brochures; developing the tool for assessing training providers in collaboration with the Public Service Staff Development Centre.

List of training providers and their profiles; copies of training brochures submitted by the training providers; proposed tool for assessing training providers.

B Liaising with MDAs and the Public Service Staff Development Centre for their inputs on the assessment of the profiles and training programmes of training providers and proposing a shortlist for further assessment by a committee whose membership is drawn from MDAs, the Public Service Staff Development Centre and the Workforce Planning and Development Department.

Briefing notes on the training-providers-assessment tool; Report of assessment done on the training providers by the Committee; Shortlist of training providers.

C Presenting the list of recommended pre-qualified training providers for Permanent Secretary's approval.

Shortlist of training providers as approved by the Perm Sec.

D Implementing the list of pre-qualified training providers in collaboration with the

Monitoring briefs on the training providers; excerpts of M & E report affecting training providers used.

28

MDAs and the Public Service Staff Development Centre.

E Updating the list of pre-qualified training providers annually based on M & E reports and further pre-qualification assessments in line with procedures a-c above.

Updated list of pre-qualified training providers.

A2.6 Department/Office: Kaduna State Staff Development Centre.

Function 1: Undertaking the oversight and management of the Kaduna State Public Service Staff

Development Centre


A Developing strategic and annual plans for the centre.

Strategic plans (draft and approved), Annual plans emanating from the strategic plan (draft and approved)

B Preparing the annual budget and ensuring prudent and effective management of the approved budget.

Draft and approved budgets, Management briefs on budget performance

C Liaising with training providers, training institutions and workforce development accrediting bodies.

Briefs on meetings with training providers; briefs to training institutions; record of correspondences with accrediting bodies, documents on profiles and programmes of training providers/institutions/accrediting bodies

D Facilitating the upgrading and enhancement of the status, profile and acceptability of the staff development centre, expanding its scope of operation and developing its capacity to achieve its targets and mission.

Proposals/ management briefs on upgrading; recommendations on new initiatives/systems/services etc, feedback received from relevant stakeholders/relevant bodies on proposals etc

E Managing the resources of the staff development centre and facilitating its infrastructural transformation.

Management briefs on infrastructural situation, proposals on infrastructural changes, Records of financial operations/ transactions of the centre, Annual report on the performance/achievements of the centre.

Function 2: Training and retraining junior and intermediate personnel for the Kaduna State civil service.


A Producing annual academic calendar. Briefs of meetings, minutes of Academic board, action plans, feedback from stakeholders, Academic calendar

B Organising training on basic courses which covers 6 months including: Accounting Assistant III; Personnel Assistant III; Supply Assistant III; Typist Grade I.

Academic calendar, call circulars, application forms, completed application forms, list of approved candidates for admission, short-lists of candidates, admission lists, admission letters, lecture materials, tests and assignments, examinations, candidate results, certificates

C Organising trainings on certificate courses which covers 9 months including: Certificate in Public Administration; Certificate in Public Accounting and Auditing; Certificate in Stores Administration; Confidential Secretary Grade II; Confidential Secretary Grade III (24 months); Certificate in Computer; Advanced Certificate in Tax Administration; Intermediate Certificate in


29

Tax Administration.

D Organising trainings on Diploma courses which covers 2 years including: Diploma in public Administration; Diploma in Public Accounting and Auditing; Diploma in Purchasing and Supply; Diploma in Computer Studies.


E Verifying students results in response to request by organizations.

Verification letter

Function 3: Running workshops and seminars for different categories of staff.


A Developing curricula for various courses to meet the needs of the public service, and developing training programmes and annual workforce development calendar.

Course Curricula, Brochure on the Kaduna State Public Service annual training programmes, Annual training calendars

B Developing schedule on various workshops and seminars to meet identified training needs or MDAs' requests.

MDA-specific training schedules; course content/profiles of special training programmes; synopsis on seminars/workshops planned to address specific needs

C Organising various training programmes, workshops, and seminars according to annual schedule/calendar

Briefing notes to MDAs, Presentation materials used in the seminars/workshops etc, Feedback from client-MDAs/stakeholders on courses/seminars/workshop organised.

D Monitoring and evaluating courses organised by the centre.

Briefing notes to client-organisation on M & E of courses, Course M & E tool/questionnaire, M & E report on courses run, Action plans based on the M & E report.

Function 4: Designing and conducting Induction training in conjunction with MDAs


A Liaising with MDAs to agree the scope and content of staff induction course and the role of the MDAs in running the induction course.

Briefing notes to MDAs, Briefs on meetings with MDAs, Proposed course content/programme/profile of the induction training

B Preparing presentation materials for the staff induction training.

Presentation materials on the induction training, Induction training tests for participants.

C Facilitating the induction course and assessing the trainees on their grasp of the course.

Briefing notes to MDAs, Induction training evaluation forms completed by the participants, Assessment report on participants at the induction training

D Following up on the trainees and getting feedback from MDAs.

Briefing notes to MDAs on trainees, feedback from MDAs

E Reviewing the induction training scope and curriculum in association with the MDAs.

Action plans/report on improvement areas

Function 5: Conducting proficiency tests for typists/computer operators and confidential secretaries


A Establishing proficiency tests' scope, indices and tools.

Proposed proficiency test and tools for various levels computer operators and confidential secretaries.

B Sensitising the MDAs and other stakeholders on the proficiency tests and tools.

Feedback from stakeholders; revised version of proficiency tests and tools

C Registering candidates for the proficiency Register of candidates

30

tests.

D Conducting the proficiency tests and communicating the results to the client-MDAs.

Proficiency test records, Briefing notes to client/user-MDAs on the test scores of their staff; Feedback from MDAs on improvement areas/recommendations on the tests/tools

E Reviewing the proficiency test and tools for reliability, validity, relevance and adequacy.

Revised proficiency tests/tools

Function 6: Providing ICT Training in support of e-Governance S/N Tasks Outputs/ Deliverables

A Liaising with the BPSR to identify and agree areas for ICT training in support of e-Governance.

Synopsis of identified areas, Action plans/Briefing notes on ICT training support to be offered

B Securing appropriate ICT training materials for e-Governance.

ICT training materials/ infrastructure/ software for e-Governance

C Providing specific ICT training support to MDAs for e-Governance in collaboration with the BPSR.

Presentation materials/ ICT training modules used, Feedback from stakeholders

D Monitoring and evaluating effectiveness of the ICT training support and effective changes in subsequent ICT training support based on the M & E findings.

Report on the M & E of ICT training support provided

Function 7: Providing training consultancy services S/N Tasks Outputs/ Deliverables

A Identifying and developing training consulting competencies of the Centre.

Profile of the Strength, Weaknesses, Opportunities and Threats (SWOT) associated with the centre in regard to training consulting, Identified competencies; materials/tools used for the competencies of the centre in training consulting; acquired resources, tools and systems for training consulting.

B Developing specific training consulting services based on the competencies of the centre.

Brochure on training consulting services offered by the centre including fees and associated matters

C Identifying potential clients for training consulting services offered by the centre and seeking their patronage.

List of potential clients; feedback from potential clients

D Providing the training consulting services according to clients' specification.

Presentation materials used, Feedback/ evaluation forms completed by clients; List of clients, Annual reports on earnings etc on training consulting (including profile on the performance of the various training consulting lines/services)

E Assessing the performance of the centre on its training consulting services with a view to improvement on the services and impact.

M & E report on training consulting services, Action plans

Function 8: Conducting civil service examinations


A Issuing call circulars on the Civil Service Examination.

Circulars

B Facilitating sale of Forms and registering Examination forms distributed to the Banks, completed

31

candidates for the examination. forms from candidates, list of registered candidates.

C Facilitating the setting of examination questions.

Minutes of meeting of Technical Committee and Examination Board, approved question paper.

D Conducting the examinations. Answer booklets, report of the Chief Examiner on the conduct of the exam.

E Grading performance at the examination and releasing results; releasing of results to individual candidates.

Approved examination results, circulars to MDAs announcing the results, statements of result of candidates.

Appendix 3 Working Tables of Departmental Functions and Staffing levels and Grades

A3.1 Office of the Permanent Secretary

Dept/Office: Permanent Secretary’s Office Person Years

No Functions

Posts

required GL 01-06

GL 07-

13 GL14-17

Consoli

-dated

1 Spearheading BEMST's initiatives and ensuring the

integrity of its mandates in line with Government

policies.

1.12 0.26 0.26 0.31 0.28

2 Liaising, negotiating, communicating and

coordinating issues of the mandates and services of

the bureau with all stakeholders within and outside

the State Public Service.

0.42 0.12 0.08 0.04 0.17

3 Providing overall leadership of the bureau to ensure

that it achieves its mandates and plans.

0.20 0.06 0.03 0.03 0.10

4 Ensuring effective management of the human,

financial and material resources of BEMST.

1.90 0.54 0.81 0.78 0.55

TOTAL STAFF 3.63 0.99 1.19 1.16 1.10

Proposed staffing level: 4.00 1.00 1.00 1.00 1.00

A3.2 Department of Admin and Finance

Dept: Administration & Finance Person Years

No FUNCTIONS

Posts

required GL01-06 GL 07-13 GL14-17

1 Junior staff recruitment 0.27 0.06 0.11 0.10

2 Staff Promotion, advancement and conversion 0.24 0.03 0.11 0.10

3 Staff leave and welfare 0.26 0.06 0.12 0.08

4 Staff discipline 0.18 0.04 0.06 0.08

5 Organising BEMST's short term and long term training,

including staff induction and training including ICT training

0.54 0.04 0.24 0.26

6 Management of open and secret registries 7.78 3.76 4.02 -

7 Procurement including ICT procurement 0.20 0.05 0.08 0.07

8 Management of stores and supplies 5.00 1.99 3.01 -

9 Office security 0.12 0.03 0.06 0.03

10 Accounts and financial management, including preparation of

BEMST's budget and engaging in BEMST's budget defence.

1.90 0.06 0.71 1.13

11 Transport management 11.57 8.01 3.57 -

32

12 Planning and managing BEMST office facilities 6.10 6.03 0.04 0.03

TOTAL DEPARTMENTAL STAFF 34.18 20.19 12.12 1.88

ROUNDED UP POST NUMBERS 34.00 20.00 12.00 2.00

A3.3 Department of Establishments and Labour relations

Dept : Establishments and Labour Relations Person Years

No

FUNCTIONS Posts

required

GL

01-06

GL 07-

13

GL14-

17

1 Formulation and harmonization of HRM policies across MDAs

(Advising on formulation and execution of labour policies,

programmes and standards; Liaison with National Advisory

Council on labour matters and other relevant organizations,

agencies and unions etc)

0.43 0.11 0.18 0.14

2 Oversight of establishment issues in MDAs (Applying the

provisions of the Scheme of Service in determining the post

and grade on which an officer can be placed vis a vis his/her

qualification; Determining of officers' progression in the service

in line with the Scheme of Service; Liaising with National

Council on Establishment (NCE) on establishment matters)

2.83 0.60 1.47 0.76

3 Coordinating review and update of Statute Books 0.52 0.07 0.20 0.25

4 Conducting job evaluation, grading and qualifications for

appointment (Evaluation and assessment of educational

qualifications for recruitment and advancement including

verification of certificates obtained by officers).

0.36 0.07 0.19 0.10

5 Control and development of staff in the general Executive

Cadre, Typist and Confidential Secretaries.

1.62 0.10 0.80 0.72

6 Conditions of Service and review thereof (Salaries and

allowances reviews)

0.74 0.19 0.25 0.29

7 Working with CSC and other MDAs over issues related to

recruitment, promotion and discipline including operation of

the APER system. (Liaison with CSC over Civil Service

Examination for confirmation of staff appointments).

1.35 0.19 0.65 0.52



A3.4 Department of Organisation and Management Services

Dept: Organisation and Management Services Person Years

No FUNCTIONS

Posts

required

GL 01-

06

GL 07-

13

GL14-

17

1 Reviewing the mandates of MDAs and maintaining an up to

date register of mandates (Promoting the resolution of

mandate issues as and when necessary)

0.95 0.09 0.28 0.58

2 Conducting periodic functional, structural and process reviews

of MDAs

0.77 0.03 0.40 0.34

33

3 Advising on and guiding MDA organizational design/structure,

establishment and workforce planning

0.44 0.06 0.19 0.20

4 Designing standard administrative forms and procedures for

Kaduna State public service and advising MDAs on their use.

1.17 0.13 0.65 0.39

5 Conducting research into all aspects of organizational design

and corporate planning in public services and identifying best

practice.

0.60 0.07 0.29 0.25

6 Working with the MDA Performance Management Department

in PSO to conduct Capability Studies of MDAs

0.72 0.04 0.39 0.28

7 Providing corporate planning technical support to MDAs. 1.90 0.14 1.01 0.76



A3.5 Department of Workforce Planning and Development

Dept Workforce Planning and Development Person Years

No FUNCTIONS

Posts

required

GL 01-

06

GL 07-

13

GL14-

17

1 Maintaining, analysing and producing workforce statistics and

reports.

2.54 0.46 1.21 0.86

2 Preparing planning and policy papers on Kaduna State public

service workforce including recruitment, succession planning,

talent management and redundancy.

0.78 0.11 0.40 0.26

3 Offering technical support to MDAs on workforce planning in

association with Organization and Management Services Dept.

0.85 0.12 0.40 0.33

4 Conducting manpower audits and ensuring accurate MDA staff

lists

0.42 0.10 0.13 0.18

5 Preparing a Workforce Development Roadmap and a Workforce

Development Policy for the public service

0.45 0.06 0.18 0.21

6 Conducting periodic training needs assessment of the public

service and developing periodic workforce development plans

based on the training needs identified.

0.42 0.08 0.16 0.18

7 Developing and managing programmes for leadership training

for senior and management staff

0.69 0.06 0.34 0.28

8 Facilitating workforce development and in-service training for

junior and middle level staff; approving professional training and

facilitating study leave (including assessing applications for study

leave)

0.62 0.06 0.37 0.20

9 Developing and managing programmes for leadership training

for senior and management staff

0.55 0.06 0.26 0.24

10 Undertaking pre-qualification of training providers and the

evaluation of training courses

0.28 0.03 0.11 0.14



34

A3.6 Kaduna State Public Service Staff Development Centre

Dept : Kaduna State Public Service Staff Development Centre Person Years

No FUNCTIONS

Posts

required GL 01-06 GL 07-13 GL14-17

1 Undertaking the oversight and management of the

Kaduna State Public Service Staff Development Centre

0.87 0.06 0.36 0.44

2 Training and retraining junior and intermediate

personnel for the Kaduna State civil service.

79.90 3.58 47.13 29.20

3 Running workshops and seminars for different

categories of staff

1.31 0.19 0.49 0.63

4 Designing and conducting Induction training in

conjunction with MDAs

0.96 0.10 0.51 0.35

5 Conducting proficiency tests for typists/computer

operators and confidential secretaries.

0.56 0.07 0.29 0.20

6 Providing ICT Training in support of e-Governance 0.38 0.05 0.17 0.16

7 Providing training consultancy services 0.88 0.10 0.45 0.33

8 Conducting civil service examinations. 1.15 0.10 0.67 0.38



Appendix 4: Proposed Establishment

A4.1 Proposed Staffing Levels and Staff Cost

Location GL 01-

06 GL 07-

13 GL 14-17

Consolidated

Total Staff Cost (N)

BEMST Permanent Secretary's Office 1 1 1 1 4 6,518,376.00

Admin & Finance 20 12 2 0 34 14,091,192.00

Establishments and Labour Relations 1 4 3 0 8 6,566,112.00

Organisation and Management Services 1 3 3 0 7 5,959,728.00

Workforce Planning and Development 1 4 3 0 8 6,566,112.00

Public Service Staff Development Centre 4 50 32 0 86 73,087,344.00

Total: 28 74 44 1 147 112,788,864.00

35

A4.2 Proposed Establishment Posts

1. Office/Department: Permanent Secretary’s Office

Job Title/Position Title Number

Permanent Secretary 1

Chief Confidential Secretary 1

Principal Confidential Secretary 1 1

Head Messenger 1

Total 4

2. Department: Admin. & Finance


Director, Admin. & Finance 1

Deputy Director (Finance) 1

Admin. Section:

Assistant Chief Executive Officer 1

Principal Admin Officer 1

Principal Executive Officer II (Registry) 1

Senior Executive Officer 1

Executive Officer 1

Chief Driver 3

Assistant Executive Officer (Registry) 3

Clerical Officer (Registry) 1

Driver 8

Messenger 1

Cleaner 4

Accounts Section:

Principal Executive Officer (Accounts) 1

Principal Assistant Stores Officer I 1

Senior Assistant Stores Officer 1

Executive Officer (Accounts) 1

Assistant Executive Officer 1

Assistant Stores Officer 2

Total 34

3. Department: Establishments and Labour Relations


Director 1

Deputy Director 1

Chief Executive Officer 1


Principal Admin. Officer 1

Principal Executive Officer I 1

Principal Executive Officer II 1


Total 8

4. Department: Organisation and Management Services


Director 1

Assistant Director 1

36


Chief Administrative Officer 1

Principal Executive Officer II 1

Confidential Secretary I 1

Head Messenger 1

Total 7

5. Department: Workforce Planning and Development


Director 1

Assistant Director 1



Principal Executive Officer I 1

Senior Confidential Secretary 1

Higher Executive Officer 1

Clerical Officer 1

Total 8

6. Public Service Staff Development Centre


Provost 1

Chief Lecturer 4

Deputy Chief Lecturer 6

Assistant Chief Lecturer 10

Chief Instructor 10


Principal Lecturer I 4

Asst. Chief Instructor 2

Asst. Chief Executive Officer 1

Principal Lecturer II 4

Principal Instructor I 1

Principal Confidential Secretary 1

Principal Assistant Stores Officer 2

Senior Lecturer 7

Principal Instructor II 1

Lecturer I 5

Senior Instructor 2

Senior Executive Officer 2

Senior Confidential Secretary 1

Lecturer II 9

Higher Instructor 2

Instructor 2

Executive Officer 4


Clerical Officer 1

Messenger 1

Total 86

37

APPENDIX 5: JOB DESCRIPTIONS A 5.1 Office of the Permanent Secretary

Job Description

Job Title/Position: Permanent Secretary

(BEMST)

Department: Permanent Secretary’s Office

Cadre: Administrative Cadre Grade Level: Consolidated

Name of Holder:

Responsible to:

Head of Service Staff Managed:

Director (Admin. and Finance),

Director (Workforce Planning and

Development), Director

(Establishments and Labour

Relations), Director (Organisation and

Management Services), Head (Public

Service Staff Development Centre),

Chief Confidential Secretary, Principal

Confidential Secretary I

Key Relationships: Head of Service, Permanent Secretaries, Heads of extra-ministerial departments, Heads

of similar/relevant State and Federal Government agencies

Job Purpose:

To spearhead the attainment of the mandates of the Bureau and manage its resources

effectively and efficiently.

Specific Duties and Responsibilities:

1 Spearheading BEMST's initiatives and ensuring the integrity of its mandates in line with Government

policies and providing strategic advice to HoS and political leadership on critical HR and State

Government structural issues.

2 Liaising, negotiating, communicating and coordinating issues of the mandates and services of the bureau

with all stakeholders within and outside the State Public Service

3 Providing overall leadership of the bureau to ensure that it achieves its mandates and plans.

4 Ensuring effective management of the human, financial and material resources of BEMST.

Key Results Areas/Key Performance Indicators:

1 BEMST’s strategic and operational plans produced and effectively communicated and implemented.

2 BEMST’s initiatives and services effectively communicated to all MDAs

3 MDAS compliance with guidelines and guidance emanating from BEMST enhanced.

4 Periodic planning and management meetings of heads of BEMST’s departments held and performance

targets and action plans set/reviewed

5 Mandates of all departments in the bureau effectively and efficiently delivered

6 Reports, letters, and memos on HRM/HRD systems, administrative systems, and financial and accounting

systems produced.

7 Periodic monitoring of BEMST’s departmental performance done, documented and disseminated

effectively.

8 Annual reports on the performance of BEMST produced, disseminated and implemented.

38

Qualifications, Working Experience and Competences

Minimum Academic/ Professional

Qualifications Required:

First degree or equivalent

Minimum Working Experience

Required:

20 years

Essential Attributes/ Competences Knowledge of effective service delivery in the public service

Advanced organisational and management skills

Strategic thinking

Strong leadership and people management skills

Strong communication, presentation and negotiation skills

Strong decision-making and problem solving skills

Desirable Attributes/ Competences High level of integrity

High sense of responsibility

Strong knowledge management and knowledge sharing skill

Responsiveness to both internal and external clients

Strong mentoring skill

Good computer skill

Signature of Job Holder: Date:

Job Description

Job Title/Position: Chief Confidential

Secretary

Department: Office of the Permanent Secretary

Cadre: Confidential Secretary Grade Level: 14

Name of Holder:

Responsible to:

Permanent Secretary

(BEMST)

Staff Managed:

Head Messenger

Key Relationships: Directors/Senior staff of BEMST’s departments, Senior staff of the Public Service Staff

Development Centre, Senior staff of the office of Head of Service, Senior staff of Kaduna

State MDAs, Senior officials of similar/relevant State and Federal Government agencies

Job Purpose:

To offer administrative and secretarial support to the Permanent Secretary (BEMST) in

spearheading and ensuring the institutionalization of public service reforms for quality

service delivery in Kaduna State.


1 Offering administrative and secretarial support to the Permanent Secretary (BEMST) for spearheading

BEMST's initiatives and ensuring the integrity of its mandates in line with Government policies.

2 Offering administrative and secretarial support to the Permanent Secretary (BEMST) on liaising,

negotiating, communicating and coordinating issues of the mandates and services of the bureau with all

stakeholders within and outside the State Public Service

3 Offering administrative and secretarial support to the Permanent Secretary (BEMST) on providing overall

leadership of the bureau to ensure that it achieves its mandates and plans.

39

5 Offering administrative and secretarial support to the Permanent Secretary (BEMST) for ensuring

effective management of the human, financial and material resources of the bureau.


1 Administrative and secretarial support to the PS (BEMST) in regard to getting BEMST’s strategic and

operational plans produced and effectively communicated and implemented

2 Administrative and secretarial support to the PS (BEMST) in regard to getting BEMST’s initiatives and

services effectively communicated to all MDAs.

3 Administrative and secretarial support to the PS (BEMST) in regard to enhancing MDAS’ compliance

with guidelines and guidance emanating from BEMST.

4 Administrative and secretarial support to the PS (BEMST) in regard to holding periodic planning and

management meetings of heads of BEMST’s departments and reviewing/setting performance targets

and action plans.

5 Administrative and secretarial support to the PS (BEMST) in regard to getting BEMST’s performance

monitoring reports produced, documented and disseminated effectively.

6 Administrative and secretarial support to the PS (BEMST) in regard to getting reports, letters, and

memos on HRM/HRD systems, administrative systems, and financial and accounting systems produced

and disseminated.

7 Administrative and secretarial support to the PS (BEMST) in regard to getting periodic reports on the

performance of the BPSR produced, disseminated and auctioned.




HND or equivalent qualification


Required:

15 years

Essential Attributes/ Competences Organisational and interpersonal skills

Advanced computer skill

Good communication, presentation and report writing skills

Good analytical and problem solving skills

Trustworthiness and a high sense of responsibility

Desirable Attributes/ Competences Personal integrity

Speed writing skill



Strong knowledge management and knowledge sharing skill


40

A 5.2 Admin & Finance Department

Job Description

Job Title/Position: Director Department: Admin & Finance

Cadre: Administrative Officer Grade Level: 16

Name of Holder:

Responsible to:

Permanent Secretary

(BEMST)

Staff Managed:

Deputy Director (Finance), Principal

Executive Officer Accounts, Principal

Assistant Stores Officer I, Principal

Executive Officer II ( Registry), Senior

Executive Officer

Key Relationships: Directors of BEMST’s departments, Head of the Public Service Staff Development Centre,

Senior officials of Office of the Head of Service, MoF and MoEP

Job Purpose:

To provide effective management of human, financial and material resources of the

bureau for the accomplishment of its mandates.


1 Junior staff recruitment

2 Staff promotion, advancement and conversion

3 Administration of routine staff issues including staff leave roster, processing of annual leave, preparation

of staff lists and management of open and secret registries.

4 Management of staff welfare

5 Discipline of junior staff

6 General procurement and ICT procurement

7 Management of stores and supplies

8 Organisation of BEMST's short term and long term training, including staff induction and training

including ICT training.

9 Transport management

10 Provision of secretarial services for management and other internal meetings

11 Office security

12 Planning and management of BEMST’s office facilities

13 Accounts and financial management, including preparation of BEMST's budget and engaging in BEMST's

budget defense.

14 Preparation of financial reports and monthly returns

15 Effective management of the resources of the Administrative and Finance department to achieve its

mandates.


1 Open and secret registries effectively and efficiently maintained

2 Effective financial management system operated

3 Monthly, quarterly and annual financial reports produced

4 Quarterly and annual human resources management and administrative management reports produced

5 Reports and follow-up on action plans regarding BEMST’s meetings undertaken

6 BEMST’s staff training/capacity building plan and training budget based on identified training needs

effectively done

41

7 Documentation on BEMST’s trained staff, course materials and training evaluation effectively done.

8 Up to date BEMST’s staff records maintained.




Good university degree in the humanities/social sciences


Required:

20 years


Accounting-related professional qualifications

Computer skill

Excellent communication and analytical skill

Organisational skills

Ability to work under pressure and meet deadlines.

Excellent human relations

Desirable Attributes/ Competences Good understanding of labour relations


Effective team leadership skills

Integrity and self-discipline.


Job Title/Position: Assistant Chief Executive

Officer

Department: Admin & Finance

Cadre: Executive Officer

(General)

Grade Level: 13

Name of Holder:

Responsible to:

Director (Admin &

Finance)

Staff Managed:

Principal Executive Officer, Senior

Executive Officer, Executive Officer,

Assistant Executive Officer

Key Relationships: Director (Admin & Finance) and other categories of staff in the department, even rank

staff in the bureau

Job Purpose:

To assist in undertaking effective and efficient general administration duties.


1 Assisting in determining vacancies for promotion and advancement in BEMST and pool staff in MDAs.

2 Assisting in listing of eligible staff for promotion.

3 Assisting in conducting interviews and staff selection for recruitment.

4 Assisting in undertaking general administrative duties, including facilities, security and transport

management.


1 Minutes of selection interviews promptly produced.

2 Vacancies for promotion and advancement determined.

Job Description

42

4 Briefs on eligible staff for promotion completed.

3 Minutes of promotion meeting promptly produced.

4 Proper documentation of general administrative duties, e.g. on office facilities, security and transport

undertaken.




OND Business Administration or equivalent.


Required:

15 years


Knowledge of administrative procedures and public service rules

Organisational and analytical skills.

Communication and interpersonal skills.

Desirable Attributes/ Competences Team working skills

Integrity


Computer literacy


Job Title/Position: Principal Assistant Stores

Officer

Department: Admin. & Finance

Cadre: Assistant Stores Officer Grade Level: 12

Name of Holder:

Responsible to:

Director (Admin. &

Finance)

Staff Managed:

Senior Assistant Stores Officer,

Assistant Stores Officer II

Key Relationships: Permanent Secretary (BEMST), all Heads of Departments and other staff in the bureau.

Job Purpose:

To effectively and efficiently manage the procurement system and stores of the Bureau.


1 Identifying, listing and documenting stores items.

2 Undertaking marked survey and price listing.

3 Undertaking costing and obtaining approvals.

4 Issuing stores items according to standard stores procedure.

5 Assisting in purchasing items and stock taking.

6 Ensuring that the Internal Auditor ascertains purchased items.

7 Keeping and maintaining proper stores and procurement records and documents


1 Store items listed.

2 Market survey undertaken and price items report produced.

3 Stores files properly and securely kept

Job Description

43

4 Goods received notes (GRN), Transfer Issue Vouchers (TIV), Stores Requisition booklet and Stores issue

vouchers (SIV) kept.

5 Items purchased documented.

6 Stores ledger effectively kept.

7 Approved LPOs and Job Order documented.




OND (Purchasing and Supply) or Business Admin.


Required:

12 years


Good knowledge of stores management

Attention to details

Analytical and numerate skills

Good communication and interpersonal skills.

Desirable Attributes/ Competences Responsiveness to both internal and external clients

Computer literacy

Integrity


Job Description

Job Title/Position: Principal Executive Officer

I (Accounts)



(Accounts)

Grade Level: 12

Name of Holder:

Responsible to:

Director (Admin & Finance

Department)

Staff Managed:

Executive Officer Accounts

Key Relationships: Staff of BEMST’s Admin & Finance department, Directors/Senior staff of BEMST’s

departments, Senior staff of the Public Service Staff Development Centre, MoF and

MoEP

Job Purpose: To assist the Director in effective management of the financial resources of BEMST.


No Duties and Responsibilities

1 Assisting in ensuring compliance with the provisions of financial regulations and requesting for salary

adjustment of staff to Accountant-General (State)

2 Assisting in the preparation of annual estimates for the Bureau and in budget control.

3 Maintaining books/records of accounts, checking of pay roll print out and assisting in raising

observations to MoF.

4 Assisting in preparation of reports and rendering monthly returns to MoF, and in liaising with the bank

on financial transaction.

44


1 BEMST’s annual estimate produced on a timely basis

2 Standardized accounting system maintained

3 Accurate books/records of accounts maintained

4 Financial and accounting reports produced and documented effectively

5 Books of accounts made available to internal auditor monthly for review

6 Books of accounts made available to resident auditor quarterly for review

7 Monthly returns of expenditure to Ministry of Finance done on a timely basis

8 BEMST’s compliance with the provisions of financial regulations ensured.




OND in Accounting


Required:

12 years


Good computer literacy

Proven numerical and accounting skills

Ability to work under pressure

Good analytical skills

Good communication skills


Desirable Attributes/ Competences Integrity


Good team working skill


Job Description


II (Registry)



(General)

Grade Level: 10

Name of Holder:

Responsible to:

Director (Admin &Finance) Staff Managed:

Assistant Executive Officer and

Clerical Officer

Key Relationships: Staff of Admin & Finance, Senior Staff of BEMST.

Job Purpose: To effectively assist in managing a secured and efficient registry in the Bureau.


1 Opening and registering of files.

2 Securing of files and documents.

3 Supervising the registry.

4 Keeping the registry well secured

45

5 Maintaining proper registry records and tracking movement of files


1 Files registered.

2 Files and other documents secured.

3 Registry well maintained and functional.

4 Files movement properly documented and effectively tracked

5 Standard registry documentation promptly done




OND (Public Administration) or equivalent.


Required:

12 years


Knowledge of standard registry procedures

Ability to work under pressure.

Good communication and interpersonal skills.

Good computer knowledge.





Good team working skills

Knowledge of modern registry


46

A 5.3 Establishments & Labour Relations Department

Job Description

Job Title/Position: Director (Establishments &

Labour Relations)

Department: Establishment & Labour Relations


Name of Holder:

Responsible to:

Permanent Secretary

(BEMST)

Staff Managed:

Deputy Director, Chief Executive

Officer, Asst Chief Executive Officer

Key Relationships: PS (BEMST), all directors in BESMT, other directors and senior officials of Kaduna State

MDAs, National Council on Establishments.

Job Purpose:

To ensure harmonization of HRM policies, practices and standards in the public service.


1 Identifying existing gaps in HRM policies and practices in the MDAs

2 Communicating to, and educating, MDAs on establishment matters

3 Producing and disseminating statute books

4 Assessing academic/professional certificates of public servants for proper placement after conducting

job evaluation

5 Identifying staff requirements of MDAs in respect of cadres under the pool of establishments (i.e. staff

officers)

6 Collating circulars and documents on conditions of service

7 Providing policy guidelines to CSC and other MDAs on the operation of APER and disciplinary measures.


1 Current gaps/disparities in HRM policies, practices and standards identified, documented and

communicated.

2 Establishments circulars promptly released

3 Periodic review of statute publications proposed by BEMST done

4 Job evaluation and grading on relative worth of certificates promptly submitted to relevant MDAs

5 List of staff required released through circulars;

6 Reviewed conditions of service properly documented and promptly disseminated

7 Disciplinary measures promptly recommended to relevant MDAs.

Qualifications, Working Experience and Competences:



First degree in Social Sciences or Humanities


Required:

20 years


Sound knowledge of public service rules and regulations

Excellent communication and analytical skill

Organisational skills

Ability to work under pressure and meet deadlines.

47

Excellent human relations

Desirable Attributes/ Competences Talent management skill

Good understanding of labour relations


Effective team leadership skills

Integrity and self-discipline.


Job Description

Job Title/Position: Chief Executive Officer Department: Establishments & Labour Relations


(General)

Grade Level: 14

Name of Holder:

Responsible to:

Director Establishments &

Labour Relations

Staff Managed:

Principal Executive Officer I, Principal

Executive Officer II, Assistant

Executive Officer

Key Relationships: Permanent Secretary (BEMST), senior officers of other departments in BEMST, relevant

officers of National Council on Establishments

Job Purpose:

To assist in proposing and harmonizing HRM policies, practices and standards in the

public service.


1 Helping in consulting and sensitizing the MDAs on the new HRM policies

2 Participating in communicating to, and educating MDAs on establishments matters

3 Attending meetings of review committee on statutes books and proposed dissemination of the revised

books

4 Assisting in assessing certificates obtained for proper staff placement on employment

5 Assisting in advising on creation of cadre as appropriate where none-exist. This includes elongation of

existing ones.

6 Assisting in analyzing circulars and documents on the condition of service and in making

recommendations for any change as may be necessary.


1 Sensitization of MDAs on the new HRM policies successfully conducted

2 New establishment matters effectively communicated to MDAs

3 Revised statutes books distributed to MDAs

4 Certificates obtained by new employees effectively assessed

5 New cadres as required by the service effectively advised upon

6 Circulars and documents on conditions of service promptly analyzed




OND (Public/Business Administration)

48


Required:

I5 yrs


Advanced understanding of statutes books


Good supervision techniques

Desirable Attributes/ Competences Ability to relate well with all officers


Good computer literacy

Personal Integrity


Job Description

Job Title/Position: Assistant Chief Executive

Officer

Department: Establishments & Labour Relations


(General)

Grade Level: 13

Name of Holder:

Responsible to:

Director (Establishments &

Labour Relations)

Staff Managed:

Principal Executive Officer I & II

Key Relationships: Director (Establishments & Labour Relations), Officers of even rank in the Bureau.

Job Purpose:

Assisting in ensuring effective compliance with circulars to MDAs on Establishment

matters.


1 Assisting in coordinating and monitoring compliance of MDAs to HRM policies.

2 Assisting in identifying re-training needs and posting of Establishments staff to MDAs.

3 Liaising with NUC, NBTE and FMOE to determine the worth of specific qualifications.

4 Assisting in the conduct of induction training to newly employed/promoted officers in the MDAs.

5 Assisting in monitoring staff performance in MDAs and recommending appropriate disciplinary actions.


1 Compliance by MDAs to approved HRM policies effectively monitored.

2 Retraining needs and posting of Establishments staff effected.

3 Worth of specific qualifications determined.

4 Appropriate induction training to employed/promoted officers conducted.

5 Sound advise on staff disciplinary measures given to MDAs.






Required:

13 years

Essential Attributes/ Competences Knowledge of effective service delivery in the public

49

service

Clear understanding of statute books

Good communication and interpersonal skills

Good character Desirable Attributes/ Competences Personal integrity



Job Description

Job Title/Position: Principal Admin Officer Department: Establishments & Labour Relations

Cadre: Administrative Grade Level: 12

Name of Holder:

Responsible to:

Director (Establishments &

Labour Relations)

Staff Managed:

None

Key Relationships: Director (Establishments & Labour Relations), Head of departments in BEMST, and other

Directors in MDAs.

Job Purpose:

Proposing, coordinating and monitoring compliance with Establishment matters of the

HRM policies.

Specific Duties and Responsibilities: 1 Facilitating new HRM policies in the MDAs.

2 Preparing memoranda for sensitization of the MDAs on the new HRM policies.

3 Consulting with other MDAs on Establishment matters on which to offer necessary guidance.

4 Coordinating and harmonizing grading of certificates in both the civil service and parastatals.


1 New HRM Policies in the MDAs effectively facilitated

2 Memorandum to sensitize MDAs on new HRM Policies promptly produced

3 Establishment matters identified and addressed

4 Certificate grading harmonized




First degree in Social Sciences or Humanities.


Required:

9 years



Good knowledge of public service HRM policies

Analytical and problem solving skills


Desirable Attributes/ Competences Computer literacy



50

Job Description


I

Department: Establishments & Labour Relations

Cadre: Executive Officer (Gen) Grade Level: 12

Name of Holder:

Responsible to:

CEO (Establishments &

Labour Relations)

Staff Managed:

Principal Executive Officer II

Key Relationships: CEO (Establishments & Labour Relations), other officers in the bureau.

Job Purpose:

Providing technical support to address key Establishment issues in the MDAs.


1 Assisting in the determination of officers’ progression in the MDAs.

2 Assisting in collating existing establishment circulars and in making recommendations for reviews.

3 Attending staff recruitment and selection exercises in MDAs.

4 Participating in producing/reviewing handbook on staff conditions of service.


1 Officers’ progression determined.

2 Existing establishment circulars reviewed.

3 Reports of attendance at staff recruitment and selection exercises in MDAs promptly produced.

4 Handbook on staff condition of service produced/reviewed.






Required:

12 years




Desirable Attributes/ Competences Good team working skill


Computer literacy


A 5.4 Workforce Planning & Development Department

Job Description

Job Title/Position: Director (Workforce

Planning & Development)

Department: Workforce Planning & Development


Name of Holder:

51

Responsible to:

Permanent Secretary Staff Managed:

Asst. Director, Chief Executive

Officer, Asst Chief Executive Officer,

Principal Executive Officer I, Senior

Confidential Secretary

Key Relationships: Perm Secretary (BEMST), Directors and senior officers in BEMST, senior officials from

OHoS, senior officials from other MDAs

Job Purpose:

To facilitate effective and efficient workforce planning and development in order to

ensure sustainable high performance of Kaduna state public service workforce for high

quality service delivery.


1 Maintaining, analyzing and producing workforce statistics and reports

2 Preparing planning and policy papers on public service workforce including recruitment, succession

planning, talent management and redundancy

3 Offering technical support to MDAs on workforce planning in liaison with the Organization and

Management Services department

4 Conducting manpower audit and ensuring accurate staff lists

5 Preparing/coordinating a workforce development road map and a HRD policy for the public service

6 Conducting periodic training needs assessment (TNA) for the public service;

7 Developing and managing programmes on leadership development for senior and management staff

8 Facilitating workforce development and in-service training for all staff and approving their professional

training

9 Undertaking M&E of training programme of MDAs

10 Undertaking pre-qualification of training providers and the evaluation of courses.


1 Workforce statistics for the service produced

2 Policy papers on public service workforce (e.g. regarding recruitment, succession planning talent

management and redundancy) prepared

3 Technical support on MDAs workforce planning provided in liaison with Organisation and Management

Services department

4 Manpower Audits conducted and accurate MDAs staff list periodically produced;

5 Workforce development road map and HRD policy for the public service effectively prepared/managed

6 TNA conducted for the public service and periodic workforce development plans developed based on

identified training needs

7 Programmes for leadership development for senior and management staff developed and managed.

8 Workforce development and in-service training for all staff effectively facilitated and professional

training promptly approved for eligible staff.

9 M&E of MDAs training programmes effectively undertaken

10 Pre-qualification of training provider effectively undertaken and training courses effectively evaluated




First degree in social Sciences or Humanities.


Required:

20 yrs

Essential Attributes/ Competences Knowledge of effective service delivery in the public

52

service

Excellent communication and analytical

Organizational and management skills

Leadership and interpersonal skills

Decision making and problem solving skill Desirable Attributes/ Competences High Level of integrity


Talent management skill


Advanced computer skills

Member of a relevant professional body


Job Description

Job Title/Position: Chief Executive Officer Department: Workforce Planning & Development

Cadre: Executive Officer Grade Level: 14

Name of Holder:

Responsible to:

Director (Workforce


Staff Managed:

Principal Executive Officer I, Higher

Executive Officer, Clerical Officer

Key Relationships: PS, Directors, HODs, other staff.

Job Purpose: Assisting in facilitating effective and efficient workforce planning.


1 Assisting in maintaining, analyzing and producing workforce statistics and reports.

2 Assisting in preparing plans and policy papers on workforce planning including recruitment and succession

planning.

3 Assisting in offering technical support to MDAs on workforce planning.

4 Assisting in conducting manpower audits and ensuring accurate MDA staff lists

5 Assisting in preparing a workforce Development roadmap and a workforce development policy for the

service.

6 Assisting in conducting periodic training needs assessment (TNA) of the Public Service and developing

periodic workforce plans.

7 Assisting in developing and managing programmes for leadership training for senior and management staff.

8 Assisting in facilitating workforce development and in-service training for all staff.

9 Assisting in undertaking M&E of training programmes of MDAs.

10 Assisting in undertaking pre-qualification of training providers and evaluation of training courses.


1 Maintenance analysis and production of workforce statistics and reports undertaken.

2 Planning and policy papers on workforce planning including recruitment undertaken.

3 Technical supports to MDAs on workforce planning effectively offered.

4Man-power audits conducted and accurate MDA staff lists ensured.

5 Preparation and management of Workforce Development Roadmap and a Workforce Development policy

for the service done.

53

6 Periodic TNA of the public service and development of periodic workforce plans done.

7 Development and management of programmes for leadership training for senior and management staff

undertaken.

8 Workforce development and in-service training for all staff facilitated.

9 M&E of training programmes of MDAs undertaken.

10 Pre-qualification of training providers and evaluation of training courses promptly done.




OND in Public Administration or equivalent


Required:

15 years


Good knowledge of workforce planning and development

Good knowledge of Public Service Rules

Good knowledge of ‘Guide to Administrative Procedures.’


Desirable Attributes/ Competences Responsiveness to both internal and external clients

Fair computer skills

Fair knowledge of current Affairs


Job Description


I


Cadre: Executive Officer Grade Level: 12

Name of Holder:

Responsible to:

Director (Workforce


Staff Managed:

Executive Officer, Clerical Officer

Key Relationships: Staff of the Workforce Planning & Development department, senior staff of other

departments in the Bureau, and senior officials of MDAs

Job Purpose: To assist in workforce planning and development for the public service.


1 Assisting in liaising with MDAs to review their workforce data periodically

2 Assisting in producing periodic workforce reports and updating the public service central nominal roll

3 Assisting in holding briefing meetings and roundtables/forums with MDAs and other stakeholders on

workforce situation

4 Assisting in undertaking research into workforce skills gaps and workforce development challenges in the

public service

5 Assisting in researching into skill gaps in the public service and in recommending remedial actions

6 Assisting in conducting training needs assessment for the public service periodically

7 Assisting in proposing workforce development plans based on the training needs of the public service

Assisting in monitoring and evaluation of MDAs’ training programmes

54

8 Assisting in proffering workforce planning and policy papers


1 MDAs’ workforce data reviewed periodically

2 Workforce reports periodically produced and the public service central nominal roll updated

3 Briefing meetings and roundtables/forums with MDAs and other stakeholders on workforce situation

undertaken

4 Research into workforce skills gaps and workforce development challenges in the public service

undertaken

5 Research into skill gaps in the public service and in recommending remedial actions undertaken

6 Training needs assessment for the public service periodically conducted

7 Workforce development plans based on the training needs of the public service proposed

8 Monitoring and evaluation of MDAs’ training programmes effectively undertaken




OND in Business Administration or equivalent


Required:

12 yrs


Good interpersonal skills


Good communication and report writing skill

Attention to details Ability to work under pressure

Desirable Attributes/ Competences Trustworthiness and a high sense of responsibility

Team working skill



Job Description

Job Title/Position: Senior Confidential

Secretary I


Cadre: Confidential Secretary Grade Level: GL 10

Name of Holder:

Responsible to:

Director (Workforce


Staff Managed:

Clerical Officer

Key Relationships: Directors of departments in BEMST, others staff in BEMST, staff from other MDAs

Job Purpose:

Providing administrative & secretarial support towards facilitating effective and efficient

workforce planning and development in Kaduna state public service.


1 Providing administrative and secretarial support for maintaining, analyzing and producing workforce

55

statistics and reports.

2 Providing administrative and secretarial support for the preparation of planning & policy papers on

public service workforce.

3 Providing administrative and secretarial support for offering technical support to MDAs on workforce

planning.

4 Providing administrative and secretarial support for conducting manpower audit and ensuring accurate

MDAs staff lists

5 Providing administrative and secretarial support for preparing a workforce development roadmap and

HRD policy for the service

6 Providing administrative and secretarial support for conducting periodic TNA for the service,

7 Providing administrative and secretarial support for developing and managing programmes for

leadership training for senior and management staff

8 Providing administrative and secretarial support for facilitating workforce development and in-service

for all staff and for approving professional training.

9 Providing administrative and secretarial support for undertaking M&E of training programmes of MDAs

10 Providing administrative and secretarial support for undertaking prequalification of training providers

and the evaluation of training courses.


1 Administrative and secretarial support for analyses and production of workforce statistics effectively

provided

2 Administrative and secretarial support for preparing workforce planning and policy papers effectively

provided.

3 Administrative and secretarial support for offering technical support to MDAs on workforce planning

effectively provided.

4 Administrative and secretarial support for conducting accurate MDAs staff lists effectively provided

5 Administrative and secretarial support for preparing workforce development road map and HRD policy

for the public service effectively provided

6 Administrative and secretarial support for conducting periodic training needs assessment for the public

service effectively provided.

7 Administrative and secretarial support for developing and managing leadership development

programmes for senior and management staff effectively provided

8 Administrative and secretarial support for facilitating workforce development and in-service training for

all staff and for approval of professional training effectively provided

9 Administrative and secretarial support for undertaking M&E for MDAs training programmes effectively

provided.

10 Administrative and secretarial support for undertaking pre-qualification of training providers and the

evaluation of courses effectively provided.




OND in Secretarial Studies


Required:

12 yrs


Good computer skills

Speed writing skill

56

Good interpersonal relations



Desirable Attributes/ Competences Good knowledge of the English language


Signature of Job Holder: Date

A 5.5 Organisation & Management Services Department

Job Description

Job Title/Position: Director (Organisation &

Management Services)

Department: Organisation & Management Services


Name of Holder:

Responsible to:

Permanent Secretary

(BEMST)

Staff Managed:

Assistant Director, Chief Executive

Officer, Chief Administrative Officer

Key Relationships: Directors of BEMST departments, senior officials within BEMST, senior officials of OHoS,

senior officials of MDAs.

Job Purpose:

To facilitate and promote standard and best practices in administrative systems,

including Administration forms and procedures, in Kaduna sate public service for

harmony.


1 Reviewing the mandates of MDAs and maintaining an up to date register of mandates

2 Facilitating the resolution of mandates issue as and when necessary

3 Conducting periodic functional structural and process review of MDAs

4 Advising and guiding MDAs on organizational design/structure, and establishment and workforce

planning

5 Designing standard administrative forms and procedures for Kaduna state public service and advising

MDAs on their use.


1 Mandates review periodically done

2 Workshop presentation to all MDAs was conducted and list of mandates review committee constituted

3 Functional and process review periodically facilitated in all MDAs

5 Administrative forms, procedures, and processes effectively reviewed and standardized and aligned with

relevant best practice and widely implemented in the public service

6 Advisory support to MDAs on organizational design and corporate planning effectively undertaken

7 Organizational design and corporate planning issues for research and best practices identified and

addressed.

57




First degree in Social sciences or Humanities


Required:

20 yrs


Good knowledge of general management

Good knowledge of best administrative systems/practices for the public service

Excellent management skills

Strategic thinking ability

Strong leadership and people management

Strong analytical and problem solving skills

Strong communication and facilitation skills



Knowledge sharing and management skill


High achievement drive/high level of result-orientation

Signature of Job Holder: Date

Job Description

Job Title/Position: Chief Executive Officer Department: Organisation & Management Service


(General)

Grade Level: 14

Name of Holder:

Responsible to:

Director (Organisation &

Management Service)

Staff Managed:

Principal Executive Officer II, Senor

Executive Officer, Higher Executive

Officer, Executive Officer

Key Relationships: Staff of the Organisation & Management Service department, counterparts within the

Bureau and senior Officials of MDAs.

Job Purpose:

To assist Director (Organisation & Management Service) in facilitating and promoting

standard and best practices in administrative systems.


1 Assisting in reviewing mandates of MDAs and resolving conflicts/problems in mandates and in documenting

mandates of MDAs

2 Assisting the Director (Organisation & Management Service) in conducting periodic functional, structural

and process review of MDAs.

3 Assisting Director (Organisation & Management Service) in designing standard administrative forms and

procedure for Kaduna State public service.

4 Assisting Director (Organisation & Management Service) in facilitating organization design in MDAs

58


1 Briefs on meetings with MDAs promptly done

2 Copies of existing administrative forms kept

3 Standard administrative forms and procedures developed and effectively communicated.

4 Needs of MDAs in organization design identified.

5 Materials for workshops provided

6 Copies of mandates of MDAs kept




OND (Public Admin) or equivalent


Required:

15 years


Organisation and administrative management skills


Communication, presentation and interpersonal skills

Team working skills

Knowledge of public service rules and administrative procedures

Computer literacy





Job Description

Job Title/Position: Chief Administrative

Officer



Name of Holder:

Responsible to:

Director (Organisation &

Management Services)

Staff Managed:

Senior Admin Officer

Key Relationships: Staff of the Organisation & Management Services department, even rank officers in the

Bureau and senior Officials of MDAs.

Job Purpose:

To assist Director (Organisation & Management Services) in facilitating and promoting

standard and best practices in public service administrative systems.


1 Assisting the Chief Executive Officer in facilitating organization design in MDAs.

2 Assisting the Chief Executive Officer in facilitating corporate planning in public service and

3 Assisting the Chief Executive Officer in indentifying and communicating best practices in public service

administrative systems.

4 Assisting the Chief Executive Officer in updating/reviewing mandates and in identifying/resolving mandate

problems/conflicts as at when necessary.

59

5 Assisting the Chief Executive Officer in facilitating periodic functional, structural and process review of

MDAs.


1 Organizational design in MDAs facilitated

2 Corporate planning in the public service facilitated

3 Best practices in public service administrative systems identified and communicated

4 MDAs mandates updated/reviewed periodically and promoting resolutions of mandate issues updated.

5 Mandates problems/conflicts identified and resolved

6 Periodic functional, structural and process review of MDAs facilitated




First degree in Social Sciences or Humanities.


Required:

15 years


Organisation and general management skills


Communication, presentation and interpersonal skills

Team leadership skills

Computer literacy

Desirable Attributes/ Competences Knowledge of organization development

Integrity




Job Description


II


Cadre: Executive Grade Level: 10

Name of Holder:

Responsible to:

Chief Executive Officer Staff Managed:

None

Key Relationships: Director (Organisation & Management Services), staff of the Organisation &

Management Services department, even ranks staff in the Bureau and senior officials of

MDAs.

Job Purpose:

To assist Director (Organisation & Management Services) in facilitating standard and

best practices in the Administrative systems of Kaduna State public service.


1 Assisting the Chief Executive Officer in facilitating organization design in MDAs.

2 Assisting the Chief Executive Officer in facilitating corporate planning in public service and

3 Assisting the Chief Executive Officer in indentifying and communicating best practices in public service

administrative systems.

60

4 Assisting the Chief Executive Officer in updating/reviewing mandates and in identifying/resolving mandate

problems/conflicts as at when necessary.

5 Assisting the Chief Executive Officer in facilitating periodic functional, structural and process review of MDAs.


1 Organizational design in MDAs facilitated

2 Corporate planning in the public service facilitated

3 Best practices in public service administrative systems identified and communicated

4 MDAs mandates updated/reviewed periodically and promoting resolutions of mandate issues updated.

5 Mandates problems/conflicts identified and resolved

6 Periodic functional, structural and process review of MDAs facilitated




OND in Public Administration or equivalent


Required:

12 years


Knowledge of general management

Organisational and problem solving skills


Team working skills

Communication, presentation and Interpersonal skills

Computer literacy



Reliability


A 5.7 Kaduna State Public Service Staff Development Centre

Job Description

Job Title/Position: Provost Department: Public Service Staff Development

Centre

Cadre: Lecturer Grade Level: Consolidated

Name of Holder:

Responsible to:

Perm. Sec. BEMST. Staff Managed:

Director Admin., Director Academics,

Director Consultancy, Director

Finance and Supply, All Heads of

Academic Departments, Principal

Confidential secretary

Key Relationships: Perm Sec. BEMST, Director Admin., Director Academics, Director Consultancy, Director

Finance and Supply, All Heads of Academic Departments, Principal Confidential

secretary, Other Academic and Non Academic Staff, NBTE, MDAs, Federal

61

Establishments, Other Tertiary Institutions

Job Purpose:

To organise workforce development programmes and activities for Kaduna State public

service in line with the Kaduna State public service workforce development roadmap

and policy, and offer allied consulting services for manifest high performance of public

servants.


1 Undertaking the oversight and management of the Kaduna State Public Service Staff Development

Centre and the execution of all government policies and directives affecting the Centre

2 Overseeing the training and retraining junior and intermediate personnel for the Kaduna State civil

service.

3 Overseeing the running of workshops and seminars for different categories of staff

4 Overseeing the designing and running of induction training in conjunction with MDAs

5 Overseeing the conduct of proficiency tests for typists/computer operators and confidential

secretaries.

6 Facilitating the provision of ICT training in support of e-Governance

7 Coordinating the provision of training consultancy services

8 Overseeing the conduct of civil service examinations.

9 Initiating and ensuring proper conduct of workshops to meet training gaps in the service

10 Ensuring that qualified candidates are admitted, trained and certificated

11 Ensuring the development and proper implementation of curriculum

12 Ensuring that proper budgetary and Accounting systems are established

13 Ensuring the safety and proper maintenance of all government assets in his care

14 Ensuring accurate collection and accounting of all monies received and expended


1 Government policies and directives properly formulated and executed

2 Proper budgetary and Accounting systems established

3 Government assets properly kept and maintained

4 Timely accounting returns made

5 Revenue and expenditure records properly kept

6 Qualified candidates admitted, trained and certificated

7 Up to date curriculum developed and maintained

8 Visitor to the Centre properly received

9 Workshops efficiently conducted






Required:

20 years


Advanced organizational and management skills

Strong decision making and problem solving skills

Strong communication, presentation and interpersonal skills

Strong leadership skills

62

Desirable Attributes/ Competences Post graduate diploma in Education

Integrity


Computer Literacy

High sense of accountability and responsibility


Job Description

Job Title/Position: Chief Lecturer Department: Public Service Staff Development

Centre

Cadre: Lecturer Grade Level: 16

Name of Holder:

Responsible to:

Provost (Public Service

Staff Development

Centre)

Staff Managed:

Deputy Chief Lecturer (Head of

Administrative Studies Dept).Principal

Lecturer II

(Head of Accounting dept).Deputy

Chief Lecturer (Head of English and

General Studies Dept). Higher

Instructor (Head of Purchasing and

Supply Dept.) Assistant Chief

Instructor (Head of Secretarial Studies

Dept.) Chief Instructor (Head of

Computer Unit) .

Key Relationships: Senior Officials of the OHoS, Permanent Secretary (BEMST), Directors of BEMST’s

departments, Provost (KSSDC), Director Administration, All Heads of KSSDC Depts, The

Examination Officer, Ex-Students, Senior Officials of Kaduna State MDAs, National Board

for Technical Education (NBTE), Tertiary institutions in Nigeria, Regulatory bodies

Job Purpose:

To ensure strict adherence to curricula and realization of academic goals of the Centre.


1 Initiation and periodic review of curricula

2 Preparing academic calendar

3 Teaching relevant subjects in area of specialization

4 Vetting of all examination questions

5 Supervising all examination activities

6 Conducting of examinations and presenting examination results

7 Reviewing/moderating results

8 Recommending disciplinary actions against erring students

9 Recommending the introduction or cancellation of courses run by the centre.


1 Curricula properly planned and implemented

2 Hitch-free examination conducted

63

3 Standard examination questions produced

4 Feasible academic calendar produced

5 Objective and credible results released

6 Well-behaved students produced

7 Courses relevant to the demand and need of the public service offered

8 Staff and students’ compliance with examination ethics upheld.




First Degree or equivalent


Required:

20 years


Strong ability to organize and manage people

Decision-making and problem solving skills

Strong leadership skills

Strong communication and presentation skills



High level of computer literacy



Job Description

Job Title/Position: Principal Lecturer I Department: Public Service Staff Development

Centre

Cadre: Lecturer Grade Level: 13

Name of Holder:

Responsible to:

Deputy Chief Lecturer Staff Managed:

None

Key Relationships: The Provost, Chief Lecturer, Director Administration, Deputy Chief Lecturer, The

Examination Officer, Academic Staff, Non Academic Staff

Job Purpose:

To promptly and efficiently deliver lectures and assessments in line with curricula.


1 Participating in curriculum development and review

2 Preparing lecture notes and delivering lectures in relevant subjects

3 Setting examination questions, supervising (invigilating) examinations and marking examination question

papers

4 Preparation and presentation of workshop papers

5 Recommending disciplinary actions against erring students

64

6 Initiating and conducting research


1 Good curricula developed

2 Effective lectures delivered

3 Standard examination questions produced

4 Examinations properly conducted

5 Workshop papers properly prepared and presented

6 Well-behaved students produced

7 Well researched lecture notes prepared

8 Standard examination questions prepared and administered.






Required:

9 years



Problem solving skills

Interpersonal relationship

Strong communication skills

Team working skills Desirable Attributes/ Competences Computer literacy

High level of integrity

Responsiveness to both internal and external clients High sense of responsibility


Job Description

Job Title/Position: Principal Confidential

Secretary

Department: Public Service Staff Development

Centre

Cadre: Confidential Secretary Grade Level: 13

Name of Holder:

Responsible to:

Provost Staff Managed:

Assistant Executive Officer

Key Relationships: Provost, all Academic and Administrative staff, students, relevant bodies and

committees, staff of BEMST, and visiting members of the public.

Job Purpose:

To provide effective and efficient secretarial and administrative services to the Provost

in the realization of the Centre’s mandates.

65


1 Offering administrative and secretarial support to the Provost in the execution of all government

policies and directives affecting the Centre

2 Offering administrative and secretarial support to the Provost to ensure the establishment of proper

budgetary and Accounting systems

3

Offering administrative and secretarial support to the Provost to ensure monthly and other periodical

accounting returns

4 Supporting the provost in ensuring the safety and proper maintenance of all government assets.

5 Offering secretarial support to the Provost to ensure accurate records of all monies received and

expended

6 Providing administrative and secretarial support to the Provost to ensure the development and proper

implementation of curriculum

7 Providing administrative and secretarial support to the provost to ensure the admission, training and

certification of qualified candidates

8 Supporting the Provost to make proper arrangement for the reception of the Visitor to the Centre

9 Offering administrative and secretarial support to the Provost to initiate and ensure proper conduct

of workshops

10 Writing reports, minutes and correspondences


1 Administrative and secretarial support to the Provost on Government policies and directives affecting

the Centre properly formulated and executed

2 Administrative and secretarial support to the Provost on Proper budgetary and Accounting systems

established

3 Administrative and secretarial support to the Provost on Government assets properly effectively given

4 Administrative and secretarial support to the Provost on timely accounting returns made

5 Administrative and secretarial support to the Provost on to revenue and expenditure records properly

given

6 Administrative and secretarial support to the Provost on qualified candidates admission, training and

certification given

7 Administrative and secretarial support to the Provost in regard to up to date curriculum developed given

8 Support to the Provost on visit of the Visitor to the Centre properly received

9 Administrative and secretarial support to the Provost on efficient conduct of workshops effectively

given.

10 Assistance to the Provost in writing reports, minutes of meetings and correspondences given




OND in Secretarial Studies or equivalent


Required:

15 years


Good communication skills, presentation and report

writing skills.

Problem solving skills

Interpersonal skills

66

Speed writing skills

Computer skills

Desirable Attributes/ Competences Personal integrity



Knowledge management and sharing skills


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