TNAG-0919-FCO40-1130-Inspection-of-Dependent-Territories-1980 — Page 19

24.

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to examine, report on and make recommendations where appropriate on the following matters:

a) The adequacy of the present?

educational system to produce persons suitable for employment in the administrative, professional and technical, executive, clerical and artisan grades of the public and private sectors;

b) The in-service training requirements.

(including correspondence courses)

c)

of the Prblic Service, both locally and overseas;

:

The staffing organization, role and financial requirements of the Train- ing Division;

d) The requirements and costs of

tertiary education and pre-service: training over the next 5 years with advice on priorities for proposals and for funding"."

:

Study of Administrative and Office Procedures

Apart from General Orders, Financial Orders and the occasional issue of circular instructions, administrative procedures are virtually non-existent at least in any formal form. The result is that there is no standardized procedures for the conduct of public business. What is required is a manual, or guide to administrative procedures for both the guidance and the training of the management cadres.

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25.

Office procedures are also non-existent with the result that each Ministry (in some cases each department within the same Ministry) have different ways of organizing. and running their offices. To train up and provide an efficient and flexible clerical service, it is essential to have standardized office procedures, set out in the form of an office procedures manual.

26.

Once the O & M Expert has completed his examination of the Public Service his attention will be directed to producing:

a) Guide to Administrative Procedures;

b)

Manual of Office Procedures.

These two documents plus General Orders and Financial Orders, should provide not only a much larger measure of standardization within the Service, but also form the basic training documents for managerial and clerical_cadres.

Works Management Study of Non-established Staff

27.

A considerable amount of money is spent each year on wages for non-established staff. There is reason to believe that there is much waste of manpower and money in the present system.

A critical review of management of non-established staff, manning levels, methods of work, etc., could lead to substantial savings. The co-operation of the Unions would be a prerequisite to such undertaking and prior consultation with the Works Management Adviser would be necessary to draw up precise terms of reference.

/Appraisal....