The Inter-ministerial Convention of May 2, 1983 was committed to the balance (assets and liabilities) of the agricultural campaign 1982/83 and to the preparation of the following campaign. The policy aimed at creating conditions to restart the production, in an environment, which favors the effective participation and the responsibility set on the rural population at each step of the development process and in consequence, reduces the state intervention to a role of catalyzing the impulse. The reorientation of the agricultural policy fits into the profile of the Plan of Economic and Financial Compensation. Two Inter-ministerial Conventions of March 25 and April 16, 1984 have drawn up the orientations of the New Agricultural Policy and have specified its content.

Reform and redynamization of the cooperative movement: Making the cooperative development possible on the base of economic vital villages, capable to manage the interests of the producers and the rural communities. This allows having cooperative entities as partners, which are strongly based on the notion of a solidary community of work and life.

The cooperative institution is conceived as being the cast and crew of governmental action. The restructuring of rural co-ops is the most concrete manifestation of this reform, because it aims: (1) at establishing cooperative organisms, whose dimensions have to correspond with criteria of economic effectiveness and self-management; and (2) that the rural, restructured, multi-functional co-op system, should be the economic support of the rural community.

Readaptation of the framework mode and reorganization of the Societies for Rural Development: It means readapting the rural structure facing the new exigencies/requirements of the development of the rural action, which is expressed through a reorganization of the Regional Communities for the Rural Development (SRDR) and a redefinition of the mission which is assigned to each of them.

The new structural mode, being commanding, authoritarian and leaving only a few initiatives to the farmer, now has to be flexible and tolerant. This new type of structure is based on the principle to give the rural population a most appropriate structure for improving their techniques for a greater effectiveness in the use of their production means. The reorganization of the communities works through a decrease of their staff and a reduction of the charges of the state.

Supply of the rural community with production factors: The conclusion of this measure is to ensure a very reasonable supply of the rural community with production factors, through a system of adjusted credits and with the intervention of private operators and farmer organizations.

• Seeds: Redefinition of the seed policy. The goal is a total disengagement of the state and a greater responsibility to the participants and especially the oilmaker and the farmer.
• Agricultural equipment: The condition of the agricultural equipment is charged with a very disturbing regression in the last years due to the decrepitude of the equipment, as well as the decapitalization. The mechanization is an important factor for the productivity. The reequipment of the rural community should be proceeded with material to harness and the renewal of obsolete material through the inclination of the 'Caisse Nationale du Credit Agricole'.
• Fertilizer: Major orientations are: (1) readoption of formulas for economic and climatic conditions of the country; (2) usage of natural phosphates; (3) improvement of the usage of organic effluvium; and (4) reduction of the production cost.
• Struggle with plant defects and the protection of the stocks: Policies on depredator problems and breeding problems are: (1) reducing of losses due to predator; (2) monitoring of the predator population; (3) promoting methods of integral battles adapted to different ecological zones; (4) ensuring the treatment of seeds; and (5) promoting the protection and conservation of the stocks, etc. The new agricultural policy deals with breeding problems. The goals of the new agricultural policy concerning breeding are: (1) contributing the coverage of elementary demand; (2) improving the lifestyle of shepherds; and (3) securing the production and income for ranchers/stock-breeders.

At the close of the Inter-ministerial Council in Feb. 1986, under the presence of the Chief of Staff, Senegal has adopted a new approach to its industrial plan, more suited to the new conditions and prevailing as well in the national, as in the international context. At the moment, where measures of the adjustment programme for middle and long term are undertaken, in regard to restore the grand macro-economic equilibrium and to restore the productive basis and mechanism, it becomes necessary to put the industry in a condition, in order to ensure its change and to prepare thus a future, where only those highly efficient ones can survive.

3 major goals were set up for the New Industrial Policy:

• Improving the competitiveness of the enterprises as well on internal markets as on exports. Therefore it needs: (1) increase in productivity of the machinery industry; (2) ensure an adequate allocation of the resources, which has to be conform with the structure and benefits of Senegal, between the activities oriented towards the national market and those destined for exports; and (3) supporting the development of activities directed to exports.
• Modifying the structure of the industrial product in order to produce a more sophisticated and valuable product. This goal results from the fact that Senegal does not have energizing resources and a higher cost arising from transports.
• Pursuing the expansion of the industrial net especially at the countryside (73% of the industrial activity is located in the region of Dakar)

Another way is to work on the development and promotion of the potential of the countryside: little and medium type industry. These goals were in former times very tangible, because the state didn't want to engage in operational activities.

• Minimizing the social implications resulting from the adjustment process in the industrial sector
• Preserving the control of the adjustment process all the time.

Reduction and harmonization of the protection system for the local industry in order to:

• Create a very competitive environment
• Reduce corrupt/degenerated effects, such as fraud or retreat to the internal market, resulting from a very strong protection

• The systems of quantitative restrictions like quotas or previous authorization for imports were abolished.
• The tariff reform, started in August 1986 was concluded in July 1988.
• The economic system has been reorganized to fight fraud and dumping more effectively.

Investment regulations have been revised in the sense of offering a better allocation of resources, simplifying the approbation procedures and ensuring progressively the rule of common law, and supporting certain categories of operations corresponding to certain goals, such as (1) promotion of little and medium type enterprises; (2) evaluation of the local resources; (3) development of innovation technology; and (4) development of the regions/countryside.

The National Institution for Research and Industrial Promotion (SONEPI) exposed its functions in order to dissociate the activities attached to missions of public power and those of commercial benefits. This exposure allowed SONEPI to become an effective instrument in counseling and assisting in the preparation and restart for the growth of the sector.

The Senegal has restrained from: (1) putting most of its regional promotion activities in the hands of local initiatives; and (2) assuring the greatest autonomy to the bodies that are responsible for the regional promotion. It is intended that, wherever a potential of sufficient development exists, the enterprises of the industrial zone should be reconverted in regional enterprises.

The field of intervention should be the region and no longer the sole physical rule of the industrial zone. There mission would be: (1) introducing a whole range of complete services, which could be offered by small, rural, industrial enterprises; (2) serving as a support and coordination basis for programmes and actions, which are started by international organizations and NGOs; and (3) simplify the accomplishment of procedures previous to investments.

The recovery of the enterprises, which remained in the portfolio of the state, was pursued through the reinforcement of the contractual policy between the state and the enterprises involved. For this outcome, a detailed calendar for specification, signatures and following plans of recovery was set up. All contract plans contained measures to incite the performances by directing the enterprises to attain financial goals.

• Reform of the subsidy system for exports: August 1986 the subsidy system for exports has been revised. In the future all modified goods are eligible, except mining and groundnut goods, unprocessed/combed cotton and products which apply to the tax of regional cooperation (within the Economic Community of West-Africa) and exported products of the enterprises of the industrial zone of Dakar.
• Improvement of the drawback system: The drawback system allows the exporter to receive reimbursement for rights and taxes perceived on the resources/elements of a product. Since 1986, the titles of drawback are endorsable and usable for payments of other goods.
• Redynamization of the system to ensure and finance exports: The necessity to increase exports gave rise to the development of an integral system of assured credits and financing of the exports. A first component of this system, the understanding about credit insurance (ASACE), is operated since 1983, but range of action is still very limited. The financing of exports has never functioned without loans.
• Reinforcement of assistance functions and support of the exporters: The government has undertaken a study to redynamize the promotion actions for exports and to support exporters of the International Center of Commerce outside of Senegal.

The goal set by the government was the elimination of administrative constraints, which burdened the enterprises and affected the range of choices for action. The administration for the price approval has been abolished together with the previous authorities for imports. At the same time the regulation concerning the distribution system has been modified. The producer is allowed to choose freely the distribution circles for the product. For the traders, the conditions for attribution and the renewal of the import-export certification have been simplified.

A great flexibility is initiated on the labor market: The monopoly for job placement on the labor market has been abolished. In the future the enterprises can recruit directly or appeal to private placement bureaus. Optional extension of the work contract has been in effect. The employer renews the work contract only when the activities of the enterprise are increasing and personnel which is on temporary suspension should be replaced.

Parallel to the measures of facilitation of the institutional framework, the Government was preoccupied with the circumstances in which industrial activities develop. Finally general measures have been undertaken to reduce the strain of technical factors on the production and exploitation of the enterprises by improving the conditions for the functioning of the public enterprises which deliver these kind of factors.

The Senegalese authorities have defined a policy of making an efficient policy of proposals and set up of the first stage of the sectoral strategies: "Program of Adjustment medium and long term" (1985-1986). The New Industrial Policy is responding to the conviction of undergrown productivity of Senegalese machinery, which had a certain number of structural problems: (1) weak competitiveness with other enterprises; (2) weak integration of industrial tissue; (3) discrimination of the incitement system; and (4) weakness in the promotion policy of the local industry.

To improve the competitiveness of the national industry, the following measures have been undertaken:

• Revision of the economic protection system to: (1) modify the customs tariffs to harmonize an effective protection of the different branches; (2) revise the fiscal tariff in order to be an incitement for private investments; (3) revise the investment regulations and special practices in order to rationalize the given advantages; and (4) abolish quantitative restrictions.
• Liberation of the prices and circulation in the trading business
• Improvement of the administrative environment
• Improvement of the service and reduction of the cost of the carrier
• Action for promotion and support such as: (1) restarting the agricultural production, especially increasing the productivity; (2) defining a coherent policy concerning price, subsidy, commercialization and incentives; (3) reforming the ruling/powerful framework institutions to improve the efficiency of their interventions; and (4) defining a strategy of rural development, aiming modernization and diversification of the agricultural production.
• Improvement of the efficiency of investments: To assure growth, the public investments for the future are chosen with great care. Each project has to go through an evaluation process and a priority list according to the productivity of the projects. Concerning the projects of infrastructure, recovery and expansion were stressed.
• The government has undertaken a reform of its system, concerning programming, budgeting and public investments, which will in the future rely on a constant 3-year plan, allowing each year to insert verifications in the investment programme.

A lot of important enterprises operate in this sector, but the cost of them has become insupportable for the public finances. A new policy within this sector has been defined in July 1985:

• Reduction of the size of the para-public sector through the liquidation of enterprises or the disengagement of the state in order to give priority to its main role and mission.
• Improvement of the performance of the enterprises through a process of restructuring and decreasing relations with the state.
• Revision and reorientation of the modalities concerning the control/authority within the enterprises.

Within the first 3 years of the implementation of the disengagement program, the government evaluated the state portfolio: 7 companies of mixed economies and 2 public institutions in the industrial and commercial field were liquidated. 26 enterprises were chosen to be converted into private enterprises.

The reform in the para-public sector is pursued through: (1) the reduction of subsidies and other transfers from the state towards the public sector; (2) the reduction and reinforcement of the institutional framework; (3) the pursuit of the disengagement policy of the state; (4) the reinforcement of the contractual policy; and (5) the reduction of the means of control.

The government has chosen an integral approach of the financial relations between the state and the enterprises. This approach embodies subsidies, uncovered balances, debts and mutual credits or financial engagements developed in the contract.

Indirect subsidy: The 2 major types are: (1) subsidies of customs tariffs + fiscal ones; and (2) financial subsidies. The private enterprises, which have special conventions, signed with the state, essentially benefit by receiving fiscal and customs tariffs subsidies.

For those commercial enterprises to whose financial subsidies apply, the government has decided that in the future all external loans with the state guarantee should be reassigned with an interest rate of the current market. At last the authorities have decided that the state guarantees for local loans should be abolished.

Direct subsidy: The management of the enterprises involved is characterized through a great rigidness concerning the tariff policy, the business dealings and an elevated structure. All these factors reduced their rentability. In order to reduce direct subsidies, each enterprise had to be looked at, individually. To simplify the process of reduction and elimination of subsidies, the enterprises were put in two categories: (1) strategic or non-commercial enterprises; and (2) commercial enterprises.

The strategic or non-commercial enterprises are those that produce goods and collective services or those do not use up resources. A governmental committee studied the reduction of subsidies for each enterprise. For the commercial enterprises the subsidies for their functioning had been reduced to zero at the end of the administration 1991/92. Concerning the equipment subsidies, which some enterprises received, these will be transformed in the long run, or cut in appropriate payment, which should correspond with the same criteria or processes like all the investments of PTIP.

Strategy of the opening of public enterprises through the General Accountant Agent (A.C.C.): The opening concerns exclusively public institutions (industrial, commercial or administrative). After the plan, for the reduction of direct subsidies, was established, the enterprises appealed the A.C.C concerning their balances.

An analysis of the cost structure of the different enterprises shows the impossibility of reimbursing the loans that were already granted. In addition to that the Public Treasure Department did not arrange sufficient resources to face those kinds of operations. Therefore the authorities have decided to freeze the uncovered balances at the actual level and to consider the transformation in long term with the possibility of total reduction in July 1991. Individual accounts of every public institution were opened in order to review. Under the rule of the ACC, the public institutions were transformed into administrative services or national societies before June 30, 1990.

Adjustment of the debts between the state and the public enterprises: On the one hand, the policy is the realization of a system to reduce/discontinue the accumulation of the debts. On the other hand, the enterprises of the public sector itself established one of the major systems for the recovery policy, for the financial situation of the state and the enterprises of this sector. Actually, this system concludes the programme of reducing direct and indirect subsidies and the reform of the deficit system will be also abolished. A vigorous reduction of the global volume of the available resources for the financing of the enterprises in this sector results from the enacting of this entire policy. It also implies a fast adaptation of the enterprises to this new environment.

Adjustment of the accumulated debts of the enterprises in the para-public sector: The enterprises in the para-public sector operated very diversely. Only SENELEC (electricity), SONEES (water) and SONATEL (telephone) were providing unrestricted services, in a way so they had financial relations with most enterprises in that sector. The overdue payments of the enterprises of that sector attained an important level and affected the transparency of the financial structure within the sector. This is the reason why the government conducted a study of the 24 most important enterprises of the sector for which the financial balances are peculiar.

On the basis of this census, the following actions were undertaken: (1) adjustment of the debts, which could be compensated between the institutions through a mutual remittance with the authorization of the Conseil D'Administration; (2) for the public institutions, which do not profit from appropriate resources and whose debts are mostly debts with the state, a compensation of the debts between state and Enterprises will be undertaken; (3) for the accumulated debts of other enterprises of the sector, which aren't very high, a bill-book of adjustment is elaborated and applied.

The initiation of these action plans has doubtlessly cleansed the financial relation between the state and the sector to the benefit of the state itself. It becomes more and more necessary, facing this competitive action, to enact measures, destined to impeach in the future the accumulation of overdue contingencies between the state and the sector to the benefit of the sector.

Introduction of a system to improve the adjustment of the debts between the state and the para-public sector and the enterprises within the sector: The envisioned measures to improve the information system are to run automatically the identification of data, concerning the working mode and also to establish indicators for performance. At this background, a series of short-term measures have been stopped, other effective measures have been completed. A consecutive group for financial relations with the para-public sector has been established at the level of the Ministry of Economy and Finance. This group represents the core of the para-public sector, the General Treasurer, the Directory of the Budget, the Directory of the Debts and Investments, the General Directory of Taxes and Property, the General Directory of Custom Tariffs, the Directory of Statistics, the COF, the Directory of the state portfolio and the ACC. The group, which meets every month to work out the financial transactions between the state and the enterprises, will be enlarged every 3 month by the Delegation for the Reform of the Para-Public Sector and the loan managers of the different ministries. The reunions allowed to work out all financial transactions in that period between the state and the para-public sector and to take appropriate dispositions, with detailed regard to competent authorities. The enterprises being in debt with the state should apply, according to the vigorous regulation, the system of the automatic precounting of their entire available resources to the bank and the Treasury.

Refer to Domains of activity: Economic Reform including privatization

Refer to Domains of activity: Economic Reform including privatization

Disengagement of the state: The policy of disengagement was pursued on a very efficient foundation relying on gained experience. A new strategy which established a program for the privatization of the public enterprises was developed. This strategy requests the necessity of a total disengagement of the state.

The stages for the execution of this transformation process were: (1) preparation of the treasurers report; and (2) fulfillment of all the necessary judicial procedures and public sale offers.

In addition to that the government had decided on the one hand to associate the private sector with the conception of the transformation program by inviting the National Body of Employers to appoint 2 representatives to the Advising Council of the Para-Public Sector and on the other hand to appeal every time it is necessary at private, experienced structures in this field to help enact this policy.

Policy of regionalization: The very profound progress of this decentralization policy is a fundamental and constant attribute of the democratic system, taken on by Senegal since its accession of international sovereignty. It needs to be pointed out, that at the end of 1972, under the rule of Prime Minister Abdou Diouf, the first major territorial and local reform in the Public Administration has been initiated. Therefore the law 72-02 of February 1, 1972, regarding the territorial and local organization of the Public Administration, subdivides the country in 7 regions, 30 division and 90 subdivisions/districts.

At the same occasion, the Governor of the Region, which was until then a simple Inspector of Territorial Affairs, is regarded on behalf of the decree 72-636 of May 29, 1972 with the attributions of Chief of the Administrative Circumscription and of the Village Chiefs, trusted with the economic and social development of the region. Preceding this, in 1976 through the law 76-61 of June 26, 1976, the region of "Louga" was created."Kolda" and "Fatick" followed in 1984.

In the plan for decentralization, a similar process was intended. Finally, after the promotion of the principles of urban agglomerations, which imposed territorial communities on the countryside and the harmonization of their statutes through an unique measure, a code for the communal administration, under the law 72-25 of April 19, 1972 directed to the rural communities, modified. Introducing the decentralization to the countryside, through the creation of 317 rural communities supplied with corporate rights, financial autonomy and directed by an agent deliberatively constituted through election.

In 1990, as a response to the rural and municipal elections, the process for the application of the second level of the reform had been accelerated: 11 communities have been created. The management of the rural communities and the chief towns of the regions had been transferred in respect to the presidents of the rural council and the mayors. The responsibility acquired by the mayors and the presidents of the rural councils, who interpreted this act on behalf of the Chief of State, had thus taken their position, as a result of majorities from the local elections of the reform. This movement was accompanied by a vigorous training policy for the local elections and financial support to the decentralized communities for allowing a device in order to intervene efficiently for the satisfaction and needs of the population. It is this global motion, which was situated in the policy of regionalization, announced by the Chief of State, in the evening of April 3, 1992, in this term: "the measures, which will be taken for this effect, are in the perception of a great participation of the people."

For accomplishing the policy of decentralization, a consequent and qualified leap, through the institutional reform of the region is needed. As a matter of fact, to play a major role itself, the region has to have more autonomy and freedom for its administration and within the management of its own affairs. The Region is to be set up as a territorial community, with its own corporate rights and financial autonomy, with an elected assembly by universal vote. Therefore the local problems were taken more in to consideration. This means, that they'll be more according to their developmental responsibilities, thanks to the enlargement of their domain of action and to the reinforcement of their means.

For the specification of its political will, expressed by the Chief of State, the Prime Minister has passed the decree No. 09631 of June 25, 1992, in order to create 5 working groups, which are supposed to study the involved aspects: (1) local finances, budget and planning; (2) institutional council; (3) deconcentration; (4) decentralization; and (5) synthesis. It is important that the highest authorities of the country, which are involved with the work of these groups, should be verified by the composition of the former, which were constituted by vote (Mayor, President of the Rural Council, Deputies) and by high officials of the central Administration (General Inspector of State, General Directors and National Directors). These Groups have started their works, since July 30, 1992 and dropped their conclusions at the end of October (technical groups) and November (synthesis group) 1992. It remains that the great decisions should be taken by the President of the Republic, so that the government can present its bill concerning the common constitutional law for the reform of the General Assembly. The objective is that the institutions of the reform should be put in place in 1994.

Modernization of the personnel management of the state: 2 major principles were considered: (1) the restructuring of the administrative and financial management of the civil service personnel; and (2) the rationalization of regulations concerning the recruitment and training of employees, the salary remuneration, indemnities, bonuses and social charges and the restructuring of the training institutions.

Control of the Civil Service: The objectives of this component are: (1) improvement of the personnel management and control of the staff; and (2) rationalization of the recruitment system and training of civil servants.

For obtaining these objectives, an action programme was developed, containing following orientations: (1) implementation of the results of the second joint mission IGE/BOM on the Civil Service; (2) enacting the recommendations issued in the report of the mission and related to the improvement of the personnel management at the Ministry of Public Functions and Labor, the Ministry of Economy and Finances (Central Directory of Financial Balance) and Ministry of Technology; (3) regular monitoring of the evolution of the size of the civil service and following the administrative status of the state representatives; and (4) improvement of the recruitment system and the training of the representatives.

Modernizing the Human Resource Management: The introduction of a concept of human resource management instead of personnel management reveals a fundamental change in the private and public management science. From now on man is considered as a resource and also as a capital, even more important than financial or material resources. The importance of a good human resource management takes another dimension in the Public Administration, indicated by a significant reduction of staff. From this results the necessity of improving the quality of human resources through a combination of: (1) actions to improve and develop competence especially in modern information technologies; and (2) work methods and functional and hierarchical relations based on responsibility.

Modernizing the procedures: Modernizing the procedures first stands for simplifying them and getting them more trustworthy, less expensive and more accessible for the user. Modernizing the procedures also stands for the use of new technologies, computers, databases, etc. the use of which results in considerable gains in time and work output.

Strategy to initiate the modernization policy of the state: To introduce more rationality and effective coordination mechanisms, in May 1990, a Committee for the Modernization of the State was created, under the conduct of the Ministry of the Secretary General of the President of the Republic. The mission of the Committee for the Modernization of the State was supposed to initiate the reform and to coordinate the different actions carried out in the Public Administration, assuring their coherence, yet not execute them itself. The modification in April 1991 lead to the creation of a special Ministry close to the Prime Minister, charged with the functions of the Civil Service, Computer Science and Modernization of the State (MDFPIME).

Initiated in 1989, after a study investigated by the EX-'Bureau of Organization and Methods', a pilot committee for the reform was created, understanding the important principles of the organized institutions, of the administrative services concerning the partners of the private sector, in order to obtain a consensus at the end of based on the results of the aforesaid study. The directives of the Prime Minister issue thoughts guided by the Ministry of Modernizing the State and of Technology, which are in the progress of being applied. This reform imposed itself for several reasons, especially due to the necessity of redimensioning the training network of the institutions to adapt to the needs of the Public Administration and to open the private sector. It was this reform, which lead to redynamizing the permanent training with the help of the institutions for professional training.

The major principles of this reform are:

• Abolishment of the automatic recruitment from all the national schools for training, except for the National School of Administration and Magistrature (ENAM). In the future this procedure has to take place under the proper responsibility of the schools and a rational recruitment system, by considering the needs expressed through the Public Administration and the private sector and also the capacity for accommodation;
• Opening of the private sector: in the future the training institutions should take into consideration the needs of the private sector in order to satisfy them. Whereas the necessity to modify the programmes of the initiative training and the possibility to organize specific programmes, corresponding to the punctual needs, expressed through private, public or para-public organizations or a group of people;
• A greater financial autonomy with the possibility to generate and use proper resources set off through activities of training and/or pursuit.

The reform leads to a restructuring of the schools for training. There were also consolidations between the training institutions, and a certain number of them were canceled because of the disagreement of the needs. This proceeded in two stages: (1) one group of training institutions, where the reform applied at the end of October 1992; and (2) a second group of training institutions for which the reform applies at the end of October 1993, to give them necessary time for studies and complementary works previous to the implementation of the reform.

The financial autonomy was clarified by the decree 91-1355 of December 6, 1991, containing the authorization of the establishments of professional training to generate and use their proper resources. In the future, the training institutions within a management committee, ruled through the inter-ministerial decree 10309 of July 21, 1992, can carry out their activities in a more unrestricted and more motivating way, which allows perceiving all the desired actions faster.

In April 1991 the National School of Administration and Magistrature was created, knowing of the benefit that the Chief of State and the Prime Minister agreed with this institution in so far as an impulse factor for changes and innovations achieved in the Senegalese Public Administration. Compared to the rest of the professional training system, several characteristics distinguish ENAM: (1) it is the institution where the majority of the superior staff of the Senegalese public and para-public service is trained; (2) its reputation beyond the borders is established year after year, with the presence of students coming from adjacent and French-speaking African countries; and (3) the graduates of ENAM are automatically recruited to the Public Administration; which does not apply for the other national schools for professional training.

Reform of ENAM: The aspiration of ENAM is directed towards becoming an institution destined to form an Ivy-League, which is capable to transcend the corporations, to always guard the interest of the state and to be successful in different services. This goal assumes that in the future the graduates of ENAM are capable of: (1) knowing and sharing the values and methods of common work; (2) being professional in its range of expertise and in the fundamental disciplines, which are shared; (3) knowing the operating principles, the constraints and the occurring problems at other administrations; (4) being flexible in the career, able to change from one position to another within the field of the human resource management; and (5) being informed about the key problems of the state, etc.

One of the requirements needed to shape this style of management lies in the rigorous choice of the students before entering ENAM. The force for reorganizing ENAM obtained this effect, by extending the training for a period of two years, creating a selective competition, in order to assure that the persons, who entered ENAM possess the capabilities and the potential to acquire the competencies mentioned previously. Finally in the future the selection contains psychological tests, which allow evaluating the motivation of the candidate and his capabilities to take a responsible position. In this regard, special attention should be paid in the future, to the composition of the jury, where genuine professionals, specialists of different administrative branches and psychologists should be located.

Hereby is referred to the primary or the permanent training. In the future, the curriculum has to consider the modernization of the state, inspired by the first governmental seminar. Regarding this, special emphasis is paid to the following topics: (1) management of the persons and groups of the civil service; (2) communication and the effectiveness of the personnel; (3) organization of a sector of the economic and administrative life; and (4) management of the private and public organizations. Each national training school as ENAM has to submit to its performance council a programme for permanent training.

The policy of evaluating the human resources does not limit itself only to superior and intermediate staff. The Ministry for the Modernization of the State is in progress to start a vast training programme for lower level of personnel (standard secretaries, drivers, documenters) and all those who are involved in the functioning of the Public Administration.

The implementation of the action plan for the reform of the civil service will allow the state to reduce the civil service from about 70.000 employees at the beginning of the programme, to 60.464 employees in June 1992. Taking into consideration the major policy for the recruitment of graduates from the National School of Organization, whose number is limited to about 1.597 employees per term, plus the necessary recruitment of primary school teachers (1.913 in total), the staff of the civil service will undergo a decrease of 6.085 employees during that period. The percentage of the civil service staff within the total population will be reduced to 8,3 per thousand compared to 10,8 per thousand at the beginning of the Adjustment Programme and will then be adequate to international standards in this field. The amount of staff obtained on June 30, 1992 shouldn't pass the number of recruits and shouldn't exceed the number of leaves in a certain period.

The salarial expenses, which settled at 125,4 milliards F CFA on June 30, 1989 was predicted for June 30, 1990 at 131,6 milliards considering the same amount of expenses: that includes the bonuses given to civil servants of the Ministry of Health and National Education, the general increase of salaries and the employment of those who graduated from the national schools of professional training.

This projection was reduced to 126,8 milliards on June 30, 1990 and to 125 milliards on June 30, 1991 by the achieved savings through the incitement of the voluntary leave, the anticipated retirement, the computerization of certain structures, the updating of the records of the Civil Service and the reduction of patronymic benefits. This financial status would allow, within the limits of a stabilized salarial expense of 125 milliards, the adjustment of due payments and the updating of the records of the civil service.

Improvement of the salarial expenses management: The objective of this component is a better understanding of the constitutive elements of the salarial expenses and an improvement of the management of the balance. The measures concerning this effect aim at ceiling the salarial expenses at 126.8 milliards for operations in 1989/90 and at 125 milliards for operations 1990/91 and 1991/92.

The measures are the following:

• To update the records at the Ministry of Civil Service relative to the status of the civil servants. This allows relocating the delayed dues of the state. This update together with the computerization allows a better career management for the civil servants.
• To update the status of the Central Directory of Balance with a board allowing to determine any time the consumption of a paying position compared to the budgetary forecast
• Reduction of the rates
• Harmonization of special statuses with the general status of the civil service and the establishment of a system of indemnities and bonuses on the principle of a forfeiture non-indexed on top of the manifested salary.

The objectives of this component are, in respect to the macro-financial constraints, the improvement of the material conditions, the payment and the work of the civil service worker. In this perspective, the following actions are undertaken: (1) realization of a study on the conditions and the payment status of the civil service; and (2) initiation of a system of performance benefits especially based on the recommendations issued in this study, in respect to the salarial expenses limit of 125 milliards. As a result, the programme has to allow saving money of the salarial expenses. These savings will be designed especially for the adjustment of dues, for the contribution of government bonuses and for the allocation of performance bonuses.

Modernizing the Human Resource Management: The introduction of a concept of human resource management instead of personnel management reveals a fundamental change in the private and public management science. From now on man is considered as a resource and also as a capital, even more important than financial or material resources.

The importance of a good human resource management takes another dimension in the Public Administration, indicated by a significant reduction of staff. This results in the necessity of improving the quality of human resources through a combination of: (1) actions to improve and develop competence especially in modern information technologies; and (2) work methods and functional and hierarchical relations based on responsibility.

Modernizing the procedures: Modernizing the procedures first stands for simplifying them and getting them trustworthier, less expensive and more accessible for the user. Modernizing the procedures also stands for the use of new technologies, computers, databases, etc. the use of which results in considerable gains in time and work output.

Strategy to initiate the modernization policy of the state: To introduce more rationality and effective coordination mechanisms, in May 1990, a Committee for the Modernization of the State was created, under the conduct of the Ministry of the Secretary General of the President of the Republic. The mission of the Committee for the Modernization of the State was supposed to initiate the reform and to coordinate the different actions carried out in the Public Administration, assuring their coherence, yet not execute them itself. The modification in April 1991 lead to the creation of a special Ministry close to the Prime Minister, charged with the functions of the Civil Service, Computer Science and Modernization of the State (MDFPIME).

Computerization of the Civil Service: The computerization of the civil service states an accompanying measure of the policy, defined as a matter of the human resource management. Additionally it provides through the disposing of necessary statistics, a judicious planning of human resources. The first step is directed to the Ministries with a huge number of staff (Ministry of Nationale Education, Ministry of Rural Development and Hydraulic Engineering, Ministry of Public Health and Social Action, Ministry of Economy, Financing and Planning).

Completed tasks:

• Elaboration and edition of the nomenclatures and codification; an ensemble of the functionary and non functionary titles have been codified on the basis of new codification rules, which are elaborated through the Committee of Computerization for the civil service of the state;
• Creation of a plan to arrange the records and the content of the local archives;
• Organizing and arranging the records of the state representatives (after this procedure, someone should be recruited to maintain this post and to update the data);
• Creating a central system for the codification of the rankings and the positions for purposes of: (1) exploitation of the career records of the functionary and non functionary agents; (2) study and realization of a device following the careers of the employees, administered through the different bureaus; and (3) conception and realization of a training module for the ruling board of the central and territorial administration for the new procedures of the personnel management.
• Improving the work nomenclature to the status of the central salary records
• Harmonization between the payment register and the Civil Service; the project of the decree was approved through the Superior Council of the Civil Service.

See above

Reform of the national schools for professional training: Initiated in 1989, after a study investigated by the EX-'Bureau of Organization and Methods', a pilot committee for the reform was created, understanding the important principles of the organized institutions, of the administrative services concerning the partners of the private sector, in order to obtain a consensus at the end of based on the results of the aforesaid study. The directives of the Prime Minister issue thoughts guided by the Ministry of Modernizing the State and of Technology, which are in the progress of being applied.

This reform imposed itself for several reasons, especially due to the necessity of redimensioning the training network of the institutions to adapt to the needs of the Public Administration and to open the private sector. It was this reform, which lead to redynamizing the permanent training with the help of the institutions for professional training. The major principles of this reform are:

• Abolishment of the automatic recruitment from all the national schools for training, except for the National School of Administration and Magistrature (ENAM). In the future this procedure has to take place under the proper responsibility of the schools and a rational recruitment system, by considering the needs expressed through the Public Administration and the private sector and also the capacity for accommodation.
• Opening of the private sector: in the future the training institutions should take into consideration the needs of the private sector in order to satisfy them. Whereas the necessity to modify the programmes of the initiative training and the possibility to organize specific programmes, corresponding to the punctual needs, expressed through private, public or para-public organizations or a group of people;
• A greater financial autonomy with the possibility to generate and use proper resources set off through activities of training and/or pursuit.

The reform leads to a restructuring of the schools for training. There were also consolidations between the training institutions and a certain number of them were canceled, because of the disagreement of the needs. This proceeded in two stages: (1) one group of training institutions, where the reform applied at the end of October 1992; and (2) a second group of training institutions for which the reform applies at the end of October 1993, for giving them necessary time for studies and complementary works previous to the Implementation of the reform.

The financial autonomy was clarified by the decree 91-1355 of December 6, 1991, containing the authorization of the establishments of professional training to generate and use their proper resources. In the future, the training institutions within a management committee, ruled through the inter-ministerial decree 10309 of July 21, 1992, can carry out their activities in a more unrestricted and more motivating way, which allows to perceive all the desired actions faster.

Role of ENAM (National School of Administration and Magistrature) and the Human Resource Management Policy: In April 1991 the National School of Administration and Magistrature was created, knowing of the benefit that the Chief of State and the Prime Minister agreed with this institution in so far as an impulse factor for changes and innovations achieved in the Senegalese Public Administration. Compared to the rest of the professional training system, several characteristics distinguish ENAM: (1) it is the institution where the majority of the superior staff of the Senegalese public and para-public service is trained; (2) its reputation beyond the borders is established year after year, with the presence of students coming from adjacent and French-speaking African countries; and (3) the graduates of ENAM are automatically recruited to the Public Administration; which doesn't apply for the other national schools for professional training.

Reform of ENAM: The aspiration of ENAM is directed towards becoming an institution destined to form an Ivy-League, which is capable to transcend the corporations, to always guard the interest of the state and to be successful in different services. This goal assumes that in the future the graduates of ENAM are capable of: (1) knowing and sharing the values and methods of common work; (2) being professional in its range of expertise and in the fundamental disciplines, which are shared; (3) knowing the operating principles, the constraints and the occurring problems at other administrations; (4) being flexible in the career, able to change from one position to another in one portion of the human resource management; and (5) being informed about the key problems of the state and having the capacity to work etc.

One of the requirements needed to shape this style of management lies in the rigorous choice of the students before entering ENAM. The force for the reorganization of ENAM obtained this effect, by extending the training for a period of two years, creating a selective competition, in order to assure that the persons, who entered ENAM possess the capabilities and the potential to acquire the competencies mentioned previously. Finally in the future the selection contains psychological tests, which allow evaluating the motivation of the candidate and his capabilities to take a responsible position. In this regard, special attention should be paid in the future, to the composition of the jury, where genuine professionals, specialists of different administrative branches and psychologists should be located.

Educational curriculum and agenda: Hereby is referred to the prime or the permanent training. In the future, the curriculum has to consider the modernization of the state, inspired by the first governmental seminar. Regarding this, special emphasis was paid to the following topics: (1) management of the persons and groups of the civil service; (2) communication and the effectiveness of the personnel; (3) organization of a sector of the economic and administrative life; and (4) management of the private and public organizations. Each national training school as ENAM has to submit to its performance council a programme for permanent training. The policy of evaluating the human resources doesn't limit itself only to superior and intermediate staff. The Ministry for the Modernization of the State is in progress to start a vast training programme for lower level personnel (standard secretaries, drivers, documenters) and all those participating more or less in the functioning of the Public Administration.

Role of ENAM (National School of Administration and Magistrature) and the Human Resource Management Policy: In April 1991 the National School of Administration and Magistrature was created, knowing of the benefit that the Chief of State and the Prime Minister agreed with this institution in so far as an impulse factor for changes and innovations achieved in the Senegalese Public Administration. Compared to the rest of the professional training system, several characteristics distinguish ENAM: (1) it is the institution where the majority of the superior staff of the Senegalese public and para-public service is trained; (2) its reputation beyond the borders is established year after year, with the presence of students coming from adjacent and French-speaking African countries; and (3) the graduates of ENAM are automatically recruited to the Public Administration; which doesn't apply for the other national schools for professional training.

Reform of ENAM: The aspiration of ENAM is directed towards becoming an institution destined to form an Ivy-League, which is capable to transcend the corporations, to always guard the interest of the state and to be successful in different services. This goal assumes that in the future the graduates of ENAM are capable of: (1) knowing and sharing the values and methods of common work; (2) being professional in its range of expertise and in the fundamental disciplines, which are shared; (3) knowing the operating principles, the constraints and the occurring problems at other administrations; (4) being flexible in the career, able to change from one position to another in one portion of the human resource management; and (5) being informed about the key problems of the state and having the capacity to work etc.

One of the requirements needed to shape this style of management lies in the rigorous choice of the students before entering ENAM. The force for the reorganization of ENAM obtained this effect, by extending the training for a period of two years, creating a selective competition, in order to assure that the persons, who entered ENAM possess the capabilities and the potential to acquire the competencies mentioned previously. Finally in the future the selection contains psychological tests, which allow evaluating the motivation of the candidate and his capabilities to take a responsible position. In this regard, special attention should be paid in the future, to the composition of the jury, where genuine professionals, specialists of different administrative branches and psychologists should be located.