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October 2008
Document of the World Bank
Report No. 43261-TJ
Republic of TajikistanPublic Sector Pay ReformPolicy Note on Medium-Term Pay Reform in Public Sector
(In Two Volumes) Volume II: Background Note
Poverty Reduction and Economic Management UnitEurope and Central Asia
Civil Service, Education, Health, Social Protection, Science, Culture and Sport
Report N
o. 43261-TJ Republic of Tajikistan
Public Sector Pay Reform
Vol. II
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ACKNOWLEDGEMENTS
This Policy Note is based on findings of several missions that visited Tajikistan between October 2007 and May 2008.
The team that prepared the report wishes to thank the government of Tajikistan for the constructive discussions during and after the various missions. The team is particularly grateful for the inputs provided by Matlubkhon Davlatov, State Advisor to the President for economic policy (EOP); Safarali Najmiddinov, Minister of finance (Ministry of Finance); Jumakhon Davlatov, Head of the Civil Service Department (CSD); Nematjon Buriev, Senior Advisor to the President for economic policy (EOP) and Head of the Working Group for the Reform of Pay Policy in the Public Sector; Mahmadsho Ilolov, President of the Academy of Sciences; Shavkat Sohibov, Deputy Minister of Finance (Ministry of Finance); Emin Sanginov, Deputy Minister of Labor and Social protection (MLSP); Asror Latipov, Deputy Head of the CSD1; Narzullo Abibulloev, Head of the Budget Department in the Ministry of Finance (MOF); Rajabali Odinaev, Head of Division in the MOF; Matluba Nazirdjanova, Head of Division of the social sector budget in the MOF; Fathiddin Ismonov, Head of Department in the Ministry of Education (MOE).
Utkirdjan Umarov and Tony Verheijen are the authors of the report. The Policy Note benefited from inputs provided by consultants Gerhard Ungersboeck, Aleksandra Rabrenovic, and Olga Lukashenko, and constructive comments from Juan Diego Alonso, Guenter Heidenhof, and Ana Bellver, peer reviewers. Policy options modeling exercise for all sectors and fiscal impact assessment was done by Utkirdjan Umarov.
This report was prepared under the general guidance and advice of Annette Dixon, Mehrnaz Teymourian, Kazi Mahbub-Al Matin, and Chiara Bronchi. The report also benefited from valuable suggestions and inputs from Sudharshan Canagarajah, Svetlana Proskurovska, Jariya Hoffman, Pia Helene Schneider, Rekha Menon, Dina Abu-Ghaida, Saodat Bazarova, Vladimir Kolchin, Binusrat Sharipova, Gulshan Ashurbekova, Khursheda Nazirova, and Shuhrat Nurubloev. Processing assistance from Zakia Nekaien-Nowrouz and editing by Mellen Candage is gratefully acknowledged. Takhmina Jumaeva provided very helpful logistical support and formatted the final version of the report. The team is grateful to the Department for International Development (DfID), United Kingdom, for co-financing as well as for constructive discussions with Dylan Winder, Head of Office; Mirza Jahani, Governance Advisor; and Sobir Kurbanov, Economic Advisor, at various stages of the preparation of the Policy Note.
1 Since May 2008, head of organizational unit in the presidential administration
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CONTENTS Acknowledgements........................................................................................................................ iii Contents ......................................................................................................................................... iv 1. EVALUATION OF THE FIRST PHASE OF WAGE REFORM, LESSONS LEARNED ...... 1 2. MACROECONOMIC AND FISCAL CONTEXT .................................................................... 6
2.1. Recent Economic Developments and Fiscal Space for........................................................ 6 Public Sector Pay Reform........................................................................................................... 6 2.2. Developments in Local Labor Market and Competitiveness of Public Service .................. 8
3. PUBLIC SECTOR PAY REFORM IN TAJIKISTAN: RECENT dEVELOPMENTS AND LINKAGES TO SECTOR FINANCING REFORMS ................................................................. 11
3.1. Legal and Policy Frameworks: potential options............................................................... 11 3.2 State of Play: Pay Policy in Civil Service, Education, and Health ..................................... 12 3.3. Linking Public Sector Pay Reform in Tajikistan with Sector Financing Reform Agendas in Education, Health, Social Protection, and Other Public Services ........................................ 23
4. PUBLIC SECTOR PAY REFORM MEDIUM-TERM ROADMAP ...................................... 31 4.1. Overarching Principles: Transparency, Equity, and Sustainability ................................... 31 4.2. Options to Reform Pay Policy: General Approach............................................................ 32 4.3. Options to Reform Pay Policy: Core Civil Service ........................................................... 33 4.4. Reform Options: Education ............................................................................................... 47 4.6. Reform Options: Social Protection, Science, Culture, and Sport ...................................... 73 4.7. Reform Options: Administration in Social Sectors ........................................................... 78 4.8. Fiscal Sustainability of Public Sector Pay Reform............................................................ 80 4.9. Toward an Integrated Reform Agenda: Steps and Required Support................................ 83
5. CONCLUSIONS AND RECOMMENDATIONS ................................................................... 86 Annexes
Annex 1: Matrix of Recommendations.............................................................................................90 Annex 2: Survey on the Perception of Pay Reform among Civil Servants, October 2007...............93 Annex 2.1: Questionnaire on Perception of Pay Reform.................................................................105 Annex 3: Medium-Term Fiscal Baseline Framework......................................................................107 Annex 4: Existing Legal Framework for Pay Reform.....................................................................108 Annex 4.1. Laws and Secondary Legislation Regulating the Pay Policy in Individual Sectors......108 Annex 4.2. Legal Documents on Pay Level Increase in Public Sector............................................129 Annex 4.3. Legal Documents that Affect the Pay Policy in Public Sector......................................146 Annex 4.4. Legal Documents Regulating the Pay Policy in Institutions Regardless the Form of Ownership........................................................................................................................................158 Annex 5: Change in Pay Structure in Civil Service: An Illustration at the Ministry Level............161 Annex 6: Institutional Hierarchy of Civil Service Institutions in Tajikistan...................................162 Annex 7: The Structure of Curriculum in General Education Institutions......................................164 Annex 8: Supplements to Teachers’ Salaries in Special, Boarding, Corresponding, Vocational, Musical, and Sport Schools..............................................................................................................166 Annex 9: Number of Teaching Hours per Stavka in Education.......................................................167 Annex 10: Scaling up of Per Capita Financing in General Education throughout 2010.................168 Annex 11: Proposed Classification of Civil Service Institutions (Institutional Hierarchy) for Spreading Posts across Steps in the Wage Grid...............................................................................169 Annex 12: Wage Grid for Political Appointees ..............................................................................170 Annex 13: Wage Grid for Positions of State Power ........................................................................171
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Annex 14: Performance Appraisal Models in Various Countries...................................................172 Annex 15: Illustration of the Performance Appraisal Model at the Ministry Level .......................174 Annex 15.1: Staff Performance Evaluation Form............................................................................177 Annex 16: Proposed Subject Quantifiers in General Education (Benchmark 1 Group)..................178 Annex 17: Average School and Class Size by Groups of Rayons (Category).................................179 Annex 18. Categories of Healthcare Institutions ............................................................................180 Annex 19: Wage Grid for Administrative Positions in Education...................................................181 Annex 20: Technical Assistance Needs for Public Sector Pay Reform in Tajikistan......................184 Annex 21: Proposed Amendments to Legal Framework.................................................................188 Annex 21.1: Legal Documents Subject to Amendment...................................................................188 Annex 21.2: Normative and Legal Actions to be Developed and Approved
TABLES
Table 2.1: Real Wage Indices, 2001 – 07 ....................................................................................... 9 Table 3.1: Monthly Base Pay (Stavka) Levels in General Education Institutions........................ 18 Table 3.2: Base Pay (Stavka) Scale in Special, Boarding, Corresponding, Vocational, and
Musical Schools as of end-2007 (TJS per month) ................................................................ 19 Table 3.3: Base Pay Levels in Health Sector, 2005-07................................................................. 21 Table 3.4: Health Sector: Average Costs of Treated Cases (2007) .............................................. 26 Table 4.1: New Pay Levels following 2008 Wage Decompression: An Illustration at a Ministry
Level ..................................................................................................................................... 34 Table 4.3: Job-Classification Process ........................................................................................... 37 Table 4.2: Criteria for Classification of Job Post in the Highest, First, and Second Category..... 39 Table 4.4: Proposed New Wage Grid for Administrative Civil Servants..................................... 40 Table 4.6: Performance Evaluation Calendar in Civil Service Institutions .................................. 44 Table 4.7: Staff Subject to Performance Appraisal and the Evaluation Committee Structure:
Illustration at a Ministry Level ............................................................................................. 45 Table 4.7: Staff Subject to Performance Appraisal and the Evaluation Committee Structure:
Illustration at a Ministry Level ............................................................................................. 45 Table 4.8: Civil Service: Fiscal Impact of Policies....................................................................... 47 Table 4.9: Pay Structure Rationalization in Education: Next Steps ............................................. 50 Table 4.10: Benchmarking Pay Levels across Education Institutions.......................................... 51 Table 4.11: The Hierarchy of Educational Institutions................................................................. 51 Table 4.12: Equalization of Positions in Benchmark 1 and 2 Groups .......................................... 52 Table 4.13: Medium- and Long-Term Quotas for Categories of Teachers in General Education 55 Table 4.14: Proposed Ceilings in Teaching Hours for School Management in General Education
............................................................................................................................................... 56 Table 4.15: Interim Wage Grid in Education: Spread of Positions in Education across Levels .. 57 Table 4.16: Proposed Interim Wage Grid in Education................................................................ 57 Table 4.17: Supplements’ Eligibility Conditions and Parameters in Education........................... 60 Table 4.19: School and Class Rationalization Benchmarks across Categories of Rayons........... 61 Table 4.18: Per Capita Financing: Status Quo vs. Adjusted Financing Formula ......................... 62 Table 4.20: Permanent Wage Grid in Education .......................................................................... 63 Table 4.21: Proposed Base Pay Increase per Stavka Effective September 2008 (General
Education) ............................................................................................................................. 63 Table 4.22: Fiscal Impact Assessment of Reform Options........................................................... 64 Table 4.23: Supplements in Health Sector: Summary of Policy Measures .................................. 65
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Table 4.24: Transition Period Pay Scale for Health Sector Professionals.................................... 66 Table 4.25: Distribution of Doctors by Category ......................................................................... 67 Table 4.26: Tentative Health Sector Financing Strategy Framework........................................... 68 Table 4.27: Illustration of Minimum Qualification Requirements for Health Care Institutions .. 69 Table 4.28: Migrating Health Care Positions into New Wage Grid ............................................. 70 Table 4.29: Proposed Interim Wage Grid in Health Sector .......................................................... 70 Table 4.30: Supplements’ Eligibility Conditions and Parameters in Health Sector ..................... 72 Table 4.31: Permanent Wage Grid for Health Professional Workers........................................... 73 Table 4.34: Social Protection Institutions Financing Framework ................................................ 74 Table 4.35: Job Matching Based on Professional Requirements: Science institutions vs.
University-Level Education .................................................................................................. 75 Table 4.36: Proposed Financing and Pay Policy in Science Institutions...................................... 76 Table 4.37: Culture Sector Financing Strategy and Pay Policy.................................................... 77 Table 4.38: Sport Sector Financing Strategy and Pay Policy ....................................................... 78 Table 4.39: Salary Grid for Managers and Professional Officers................................................. 79 Table 4.40: Fiscal Impact Assessment of Wage Reform in Public Sector ................................... 81
FIGURES;
Figure 2.1: Fiscal Space for Wage Reform........................................................................................8 Figure 2.2: Tajikistan: Employment Structure, 2000–07...................................................................8 Figure 2.3: Wage Levels in Selected Sectors in Percent of National Average, 2005 – 07................9 Figure 3.1: Payment of Wages to a Civil Servant throughout a Year: Pre-reform and Post-reform Practices.............................................................................................................................................15 Figure 3.2: General Education: Linkage between School Size and Class Size.................................19 Figure 3.3: Stavka Hours and Hourly Base Pay in Comparison to General Education (GE=100)....20 Figure 4.1: Civil Service Pay Reform: Medium-Term Roadmap......................................................33 Figure 4.2: Distribution of Positions at a Ministry Level, 2007........................................................35 Figure 4.3: Education Sector Pay Reform: Medium-Term Roadmap................................................48 Figure 4.4: Stylized Illustration of Quota Allocation for Categories in General Education..............55 Figure 4.5: Stylized Illustration of Gross Base Pay Calculation in General Education.....................59 Figure 4.6: Pay Reform in Health Sector: Medium-Term Roadmap.................................................64
BOXES;
Box 3.1: Tajikistan: Per Capita Financing Mechanism in General Education (Based on Formula Revised in 2006).................................................................................................................................24
Box 3.2: 2007 Reform in the Health Sector: Implication to Wage Payments...................................27 Box 4.1: Job Evaluation Approaches.................................................................................................38
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1. EVALUATION OF THE FIRST PHASE OF WAGE REFORM, LESSONS LEARNED
PRE-REFORM (1999-2005) DEVELOPMENTS IN PAY POLICY
1.1. At the end of the turbulent process of gaining independence and civil war, Tajikistan was left with a public service system that had virtually ceased to operate, and was governed by a set of disjointed and opaque rules, including on wage policy. Reforms introduced in early 2000s only added to the complexity and opaqueness of the system, without adequately addressing the problem of wage compression. For instance, the introduction of the Qualification Rank supplement in the Civil Service, while providing for a limited decompression of pay, has added another element to an already overly complex system, and posed serious fiscal risks by linking the supplement to the official minimum wage. In the health sector, the abandonment of the grid system that used to exist until 1996, and its replacement with a universal base wage with a plethora of supplements has not only reduced pay levels, but has compressed the system to an extent to which it no longer reflects in any way the levels of skill and responsibility of medical professionals. Finally, whereas the wage system in the education sector has remained relatively unchanged, it also suffered from the same degree of opaqueness, compression and complexity, providing disincentives for graduates to join the profession and for young professionals to make the teaching profession their career. In the broader public service, the use of ‘stavkas’ or loads as a basis for wage calculation adds a further level of complexity, as the way in which these are calculated do not really amount, in most cases, to full time employment, thus encouraging staff to take on 1.5 or 2 loads, which is neither appropriate nor beneficial to the quality of education and health care.
1.2. Wage levels remained extremely low, even when taking into account that base pay levels generally constituted no more than 25-30 percent of real earnings. This created a situation where a Head of Department in a line ministry, who could expect to earn the equivalent of about USD50/month, or even a surgeon, could earn several times more if he/she would decide to work as a seasonal construction worker in Russia. Two subsequent rounds of wage increases in 2004 and 2005 have not really altered this situation. Even with increases of up to 100 percent to the lowest paid professionals in the health and education sectors, the impact was limited, especially since increases were generally given across the board, with limited or no reduction in numbers of staff.2 In view of the limited available fiscal room for maneuver, even continued wage increases of this nature did not really help create an attractive incentive package for qualified staff to join/stay in public service positions.
1.3. A further side effect of low wage levels was that it encouraged staff providing core public services to charge additional fees for their services. Whereas this practice was legalized, following a constitutional amendment in 2003, it was still not well regulated and unclear how much extra income health and education professionals make from fees and charges, nor how this is divided across the professions. Civil servants are barred from gaining additional income, though in some institutions, mainly the Ministry of Revenues and Duties3 and the Ministry of Foreign Affairs, salary supplements are paid based on extra-budgetary income.
2 Even where staff reductions were applied, they largely consisted of the removal of ghost workers and a limited increase in the number of hours covered by ‘loads’. 3 Restructured into the Tax Committee under the Government of Tajikistan and Customs Service under the Government of Tajikistan in November 2006.
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1.4. In view of the complexity of the system, the limited possibilities to increase wages, and the related need to tie wage increases to systemic reforms, any reform policies needed to be incremental and gradual, and reflect a medium term government commitment to change.
1.5. The principles underpinning wage system reform in all parts of the public sector would need to include: enhancing transparency, rewarding complexity of work and responsibility, needs-based use of scarce fiscal resources, and increasing wage bill predictability. Based on these general principles the following reform tracks are proposed across the public sector.
EVALUATION OF THE FIRST PHASE OF PAY REFORM
1.6. The government has demonstrated important progress on public sector pay reform over the last two years. Transparency and equity measures have been introduced in the civil service, education, and health sectors, which provide a sound basis for: (i) consolidating and deepening reforms in the civil service, health, and education sectors; and (ii) extending reforms to ensure a more comprehensive coverage of the public sector, with an emphasis on key remaining civilian sectors, such as science; culture; higher, vocational, and preschool education; sport; and social protection.
1.7. In three core areas of the public sector—civil service, education, and health—that constitute the main part of public expenditure on wages, a reform agenda was agreed in late 2005, to be implemented in the context of the 2005–08 budget. The main elements of the agenda were to re-introduce transparency in the wage system, to enhance predictability of both wages and wage expenditure, and to create the basis for the introduction of systemic solutions to wage reform.
1.8. These reforms were an integral part of the respective sector reform agendas in public administration, health, and education. In the area of public administration they were linked to the planned administrative restructuring process and job classification; in the health sector to the separation of primary and secondary care, the introduction of the Basic Benefits Package (BBP), and the user fee system in secondary health care in hospitals; and in the education sector to the introduction of a per capita–based financing system in general education.
CIVIL SERVICE
1.9. Public sector wage reforms are most advanced in the core civil service. Reform measures introduced in 2005–07 included the rationalization of pay structure and increasing incentives for civil servants for career development. The first generation of reforms included: (i) the integration of all supplements and bonuses—except years of service and qualification rank supplement—into the base pay through one-time adjustment, (ii) de-linking the qualification rank from minimum wage, and (iii) initial steps of wage decompression between lowest (specialist) and highest (first deputy minister) level positions.
1.10. To evaluate civil servants’ perception of wage reforms and expectations vis-à-vis new phase of the pay policy, the Civil Service Department (CSD) conducted a survey in late October 2007. The survey covered selected central civil service positions (deputy minister, department heads, heads of units, and specialists) in the Ministry of Finance (MOF), Ministry of Economic Development and Trade (MOEDT), Ministry of Education (MOE), Ministry of Health (MOH), Ministry of Labor and Social Protection (MLSP), and the Civil Service Department (CSD) under the president of the republic of Tajikistan—overall, 245 civil respondents.
1.11. The assessment of the first phase of reforms was positive—more than half of civil servants were positive about the reforms, while a bit more than one-fifth’s attitude was negative and a quarter reported that it made no difference. Mostly, the negative or indifferent attitude was driven by high inflation in recent years that have eaten up most of civil servants’ wage earnings.
1.12. Communication of the reform measures to staff was not adequate; objectives and substance of the new pay policy was communicated to less than 60 percent of civil servants. Anecdotal discussions reveal that the main issue was the description of reform measures to staff; only 30 percent of respondents
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reported that reform objectives were explained in detail. There were two key problems with communication: (i) the replacement of supplements with one-time adjustment in base pay was not properly communicated—it resulted in a misjudgment that civil servants could earn more if there were no reforms, (ii) the wage decompression concept—increasing incentive for promotion to higher level position—was not adequately communicated—it seems a significant number of civil servants were expecting an across-the-board wage increase for all positions, or an even greater increase for lower-level positions. Therefore, 75 percent of respondents think that only politicians and senior-level staff benefited from the wage reforms.
1.13. It is very likely that communication at the local government level was even more limited, as de-concentrated units of the CSD have only recently been established, which limited the scope for effective communication on the underlying logic and principles of wage system reforms.
1.14. Based on survey results, about 40 percent of respondents see an improvement in career development; most civil servants still consider reform actions insufficient to improve career opportunities; 45 percent see no improvement, but are still not going to leave civil service; and 16 percent of respondents do not see any improvement and are thinking about leaving civil service. It seems that civil servants have high expectations vis-à-vis the last phase of wage decompression (2008). One has to acknowledge that pay reform can only complement policies that establish clear rules as well as a transparent system of checks and balances vis-à-vis recruitment and promotion practices in civil service.
1.15. Almost three-quarters of respondents claim that pay levels should be aligned with performance and technical competence, while only about 6 percent consider the importance of years of service. It is a very important signal that needs to be considered while designing the next steps of reforms in pay policy in civil service. Civil service pay policy lacks performance-related drivers in pay increase and the results of the survey are clear evidence of discontent by civil servants. More details of the survey are provided in Annex 2.
1.16. The main lessons learned from the first stage of the wage reform include:
• Communication with civil servants on steps and the substance of the reform actions should be one of the central elements in the next step of pay reform.
• Performance and technical competence should be the main driver of pay increases in civil service. This is the expectation of civil servants from second generation of reforms; it needs to be accommodated when new pay system is designed.
• The new pay system has to contribute to the improvement of civil servants’ career development. This is an essential point—whereas pay reform may bring marginal improvement, career development opportunities mostly depend on practices of hiring and promotion of civil servants.
EDUCATION
1.17. The wage system in the education sector has not significantly changed in recent years except some “bringing-order” exercise in 2007 when the government adopted a decree eliminating all supplements and benefits except class leadership and textbook correction in general education. Though this was an important step in increasing transparency and predictability in wages, it: (i) created an asymmetry in pay levels of school management and professional teachers that creates a disincentive for taking management positions in schools, and (ii) further increased inequality between secondary education and the rest of subsectors in education.
1.18. The insufficient linkage between pay increases and reform actions has created an asymmetry in pay levels between school management and professional teachers. As of now4, the base pay of a school principal ranges between Tajik Somoni (TJS) 90 per month (with up to 100 students) to TJS 135 per month (with 1,600 and more students), which is equivalent to monthly stavka of the teacher of second 4 By the time when the final draft of the Policy Note was being discussed with the Government of Tajikistan.
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category with secondary/college education and teacher of high category with university education, respectively; it indicates that pay level of a school principal does not reflect the level of responsibility.
1.19. Following a general education–focused pay increase in 2007, the inequality of pay levels of teachers of the same profile across subsectors in education (nine subsectors) has significantly increased. For instance, a teacher of high category with university education makes 61 percent more than in boarding school and two times more than in vocational education (in base pay terms).
1.20. The asymmetry of pay levels across subsectors is partially compensated by a very complex system of supplements and bonuses that number varies between 1 and 11, depending on the subsector. This practice does not ensure equality and transparency in pay system in the sector.
1.21. Per capita financing that is being piloted in several rayons (and further expanding across the country) has created some issues on pay system in education. In January 2005 the government introduced a new school financing mechanism (namely, a per capita formula funding system) in five pilot rayons and cities; furthermore, MOE decided to expand this mechanism to cover seven more rayons/cities in January 20075. In theory, a new funding formula is expected to enhance transparency, efficiency, and equity in resource allocations because the formula can specify a quantum of finance that each school should spend on each specified input and it can be applied consistently to all schools within the jurisdiction. In fact, it has brought some efficiency in the form of class rightsizing; however, it added an additional burden on teachers, increasing job complexity due to increased class sizes.
1.22. The status quo of pay policy in education helps to derive the following lessons: (i) Asymmetric attention to selected groups/subsectors creates inequality—a more comprehensive and systemic approach is needed. (ii) A complex pay system leaves a lot of scope for discretionary decision making and, consequently, creates leakages in the system. This is especially risky for education because this sector represents the largest part of the public sector and any minor actions may have significant budget implications. (iii) Inadequately designed pay policy in the sector has spillover effects for other parts of the sector. For instance, in recent years a significant number of teachers were promoted to high and first-category levels; this was exercised mostly for pay increase purposes. (iv) There is a need to link pay policy with curriculum and school assets use factors.6 (v) There is a need for job classification and job matching in education; the recent practice is based on applying a standard categorization (with educational background) of teachers but it does not address the job complexity. Having an appropriate job classification in the sector would create more predictability in career development path for qualified teachers for career promotion. The existing categorization system is largely driven by years of service and still leaves some room for discretionary decisions7 and needs serious alterations.
HEALTH
1.23. In the health sector, asymmetrical wagebill increases were introduced in 2006 and 2007 to enhance wage levels in the primary care sector. The government issued a decree on March 16, 2007, outlining key elements of pay increases in the health sector. According to this decree, effective April 1, 2007, the wagebill increase for primary care workers was 30 percent while that for non-primary care workers was 10 percent. This is equivalent to an asymmetric increase ratio of 54:46.
1.24. Effective July 1, 2007, BBP is being piloted in four rayons with subsequent implementation of co-payment system in secondary health care. Meantime, hospitals in pilot rayons may use 30 percent of proceeds from out-of-pocket payments to pay wages. Once implementation progress is analyzed and the design is adjusted based on evaluation of pilots, co-payment system is expected to be extended further.
5 Including Shomansur Town of Dushanbe City, Shugnan Rayon of GBAO Oblast, Sarband City of Khatlon Oblast, Gafurov Rayon of Chakalovsk City, Kayrakkum City of Sugh Oblast, and Shahrinav Rayon of RRS. 6 Linking pay system reform with curriculum reform allows for a reduction in the scope of manipulation of teaching loads; it, in combination with rightsizing classes, would create a significant efficiency gain. 7 Overgrading teachers for pay increase purposes is a good example of that.
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This should free up more resources for investment in the quality of primary care, through the establishment of more competitive wage levels in this part of the sector.
1.25. Wage policy in recent years gave a greater emphasis on PHC with an intended gradual reduction of budget financing for hospital services. This was a major precondition for the next generation of reforms—mostly focused on primary health care—to ensure fiscal sustainability of reforms.
1.26. Progress in health care reforms has generated a mixed picture. Increasing focus on PHC with inadequate catch up of reform measures on institutionalization of informal payments in secondary health care has created an environment the government fears will be conducive to a brain drain into PHC, though so far there is no hard evidence of this.
1.27. It is very important that the next generation of wage reforms takes into consideration the additional revenue generated by the implementation of BBP with user fees charged in hospitals, and the use of these funds for salary payments of staff, which would require substantial investment and capacity building in financial management in hospitals.
SOCIAL PROTECTION, SCIENCE, CULTURE, AND SPORT
1.28. Wage systems in social protection, science, culture, and sport remain relatively unreformed. Government decrees have outlined ad hoc pay increases for targeted positions only while increase in wages for other positions was not done in a systematic way. Two key issues in pay policy in these sectors remained: (i) equalization of “peer” positions8 across the whole public sector did not take place, and (ii) pay structure remained overly complex and no elements of transparency were brought in.
1.29. The continuation of uneven pay reform progress across sectors has created a risk of pay distortion for peer positions. For example, pay reform in education and lack of reform in science led to distortions to pay levels in both sectors for peer positions. The government claims that there are initial signs of internal brain drain across the public sector due to this factor; there are anecdotal evidences of increasing staff turnover in sectors that were not subject to pay reform and that have no (or very limited) opportunity to raise non-budget financing.
1.30. The pay structure in these sectors remained very complex where the share of base pay in the overall compensation package continues to be small. It is necessary that the next generation of pay reform in these sectors reconsiders the importance of supplements and bonuses and ensures equity of pay levels for peer positions within the public sector.
8 Peer positions refer to positions that are affiliated with different sectors / subsectors, but are similar by nature, level of required education and skills as well as job complexity. An example of a peer position would be a doctor of similar category and job complexity in health and social protection.
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2. MACROECONOMIC AND FISCAL CONTEXT
2.1. RECENT ECONOMIC DEVELOPMENTS AND FISCAL SPACE FOR
PUBLIC SECTOR PAY REFORM
2.1. While in 2007 the economy continued to grow at a brisk pace observed over the past few years, (7.8 percent), it is expected that the growth rate in 2008 will be much lower (at around 5 percent) in the aftermath of the energy and cotton sector crises. The economy has been under high inflationary pressure in the last two years (12.5 and 19.8 percent in 2006 and 2007, respectively).
2.2. The authorities reported to the International Monetary Fund (IMF) in October 2007 that the National Bank of Tajikistan (NBT) had guaranteed at least USD320 million of external loans to Kredit Invest9, an insolvent Tajik private sector financial institution, ostensibly for the financing of the cotton sector. Some USD241 million of this was pledged by the NBT’s foreign exchange reserves, held by creditor banks as collateral against the loans to Kredit Invest. This may potentially limit the space for NBT to buffer from possible exchange rate shocks should it happen in the near future. In addition, the NBT provided domestic credits equivalent to about 7 percent of gross domestic product (GDP, 2007) to Kredit Invest and thereby expanded money supply almost threefold. The combination of very rapid growth of Somoni monetary liabilities and the depletion of foreign exchange reserves leaves the country vulnerable to a potential balance of payments crisis.
2.3. Macroeconomic indicators have deteriorated and debt distress has reemerged. The trade deficit also widened sharply – from 35 percent of GDP in 2006 to 45 percent of GDP in 2007. The increase in inflation and widening trade deficit are attributable to both supply side shocks (possible shortages of fuel and food) while aggregate demand has been growing. External debt distress has reemerged due to heavy external borrowing and providing loan guarantees. Although the overall fiscal balance (excluding externally financed investment) remains in surplus (at 0.8 percent of GDP in 2006 and 1.6 percent of GDP in 2007), heavy external borrowing from 2006-on for investment in roads and energy has a potential of compromising the good fiscal performance going forward. Overall expenditures are projected to increase from 23 percent of GDP in 2005 to almost 30 percent in 2008, resulting in a fiscal deficit of 8 percent of GDP in 2008 (including externally financed public investment program (PIP)). The government intends to maintain balanced budget in 2008, excluding the PIP.
2.4. Tajikistan suffered from an unusually cold 2007–08 winter and an energy crisis that had had negative implications for industrial production. A crisis in the cotton sector has put additional pressure on the fiscal accounts since from 2008 some of the financing of the cotton sector is being provided directly through the budget. Accordingly, the expectations on growth performance of the economy are very modest in 2008, however, some upside could be expected if the crisis prevention measures are put in place and the government proceeds with structural reforms, including improving corporate governance in large state-owned enterprises (SOEs).
2.5. In order to stabilize the economy and tackle the roots of the recent crises, the authorities have negotiated a six month non-financial program (SMP) with the IMF that could provide the basis for a full Poverty Reduction and Growth Facility (PRGF) some time in the future. The aim of the program would be to ensure improved governance at the NBT, reduce inflation through monetary restraint, restore
9 A non-bank entity that has lent to the cotton sector.
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external viability through rebuilding of reserves and curbing new external borrowing, and preserve fiscal stability.
2.6. Key policy reforms supported by the Programmatic Development Policy Grant (PDPG), which has been a major instrument to implement public sector pay reform, would be jeopardized if the country were to suffer a major macroeconomic crisis with serious adverse consequences for both public finances and private investment. Despite delays in implementation of the PDPG, authorities agreed to preserve reform agenda including public sector pay reform.
2.7. Given the potential gravity of any macroeconomic crisis, reestablishing sound macroeconomic management must be the immediate priority. In these circumstances, the PDPG and the PRGF are appropriate vehicles to help maintain reform momentum and deepen policy dialogue with the authorities.
2.8. Tajikistan’s medium- and long-term prospects may become positive only if the authorities move quickly to restore sound macroeconomic management and implement institutional reforms to improve the business climate, the financial sector, agricultural marketing, and public finance management. Expansion in aluminum processing capacity to service continued high world demand, recovery in cotton production following institutional reforms, buoyant inflows of remittances (estimated at 38 percent of GDP in 2007), and the start of a large-scale hydroelectric power project and other infrastructure investments have the potential to support growth of 7–8 percent over the long term.
2.9. In line with recent macroeconomic developments, general government’s fiscal space for wage reforms is likely to remain constrained (Annex 3). It is essential that the government prioritizes both current and capital spending to accommodate for a potential fiscal adjustment. From a pay policy framework, the baseline projection of the public sector wage bill in the order of 4.5 percent of GDP is maintained (Figure 2.1.). This amount has been used as a baseline budget constraint for wage reforms in public sector during 2008–12. The wage bill is equivalent to 21–22 percent of overall domestic budget envelope (total expenditures less PIP) for the next three to four years. This is considered to be a fiscal space for pay reforms, which are outlined in more detail in the next chapters.
2.10. There is a need to ensure the “right balance” among expenditure items; for instance, the scaling-up of capital expenditures in recent years is very likely to require an increase in expenditures for the maintenance of the newly created assets. While the government plans to increase the wage bill from the existing 4.6 percent (2008 target) to 6.05 percent in 2011, it would be very important to ensure that there is a right strategy on how to maneuver within this limited fiscal space, given the objective of a balanced budget.
2.11. Other things being equal, the fiscal space for wage reforms in coming years will depend on a number of factors: (i) growth performance, (ii) trends in prices of tradable items, and (iii) the government’s revenue mobilization efforts. To mitigate the risks associated with a rapid wage increase, the design and phasing of reforms will be crucial. Apart from the linkage with public service, discussed above in the context of the fiscal sustainability question, there are two key aspects to phasing the increase for the core civil service—phasing in time and phasing in relation to the groups of officials covered.
2.12. In this less favorable fiscal context, the government will have to balance between the need to increase pay levels for public servants (which has direct implications on the quality of the delivery of public goods) and macroeconomic constraints—balanced budget and inflationary pressure. While the emphasis of the Policy Note is largely skewed toward institutional issues of the pay reform, rather than an income-level prospective, the reform agenda will have emphasis on how to use limited fiscal space in a more efficient way.
2.13. Proposed pay reform measures in public sector is more complex than 2005-08 reforms at least for two reasons: (i) the initial phase (2005-08) mostly focused on civil service and preparation of other key social sectors for pay reform; (ii) new pay reform has broad coverage (civil service and social sectors) with more complex context. From fiscal prospective, it is also important to ensure that the reform actions fit with available fiscal framework; 2005-08 reforms took place under narrow pay base (with government
8
spending on wages of 2.78 percent of GDP and low salaries) while next step require special emphasis on scheduling policy actions accordingly to ensure fiscal sustainability.
2.14. The proposed medium-term wage reform in public sector will face with a challenge of less favorable fiscal framework than in 2005-2008. The Policy Note proposes to address this issue through: (i) creating an “inner” fiscal space through some rationalization measures (especially in education); and (ii) absorbing expected fiscal envelope increase (subject to budget constraints) to eliminate distortions in pay the system. Chapter 4 discusses these policy measures in details.
2.2. DEVELOPMENTS IN LOCAL LABOR MARKET AND COMPETITIVENESS OF PUBLIC SERVICE
2.15. There are a number of challenges that Tajikistan is going to face in the medium term: (i) increasing working-age population in recent years is going to increase labor supply, (ii) recent macroeconomic developments seriously undermined real wages, including in the public sector, and significantly reduced competitiveness of public sector in local labor market; and (iii) it is very likely that labor migration will continue causing brain drain, including from the public sector.
2.16. Overall employment structure in the economy has hardly changed in recent years; the public sector continued to provide a quarter of employment (25 percent) over the last seven years. Job creation was very marginal; the size of the public sector continued to decrease slightly, which was compensated by a marginal increase in the share of private sector10—3 percent in 2007 vs. 1.6 percent in 2000. Overall, there was almost zero change in numbers of jobs over the last seven years, while fresh workforce supply continued to increase—the share of working-age population in total number of population increased from 52 percent to 58 percent during that period, increasing supply pressure on local labor market
10 That partially reflects changing property patterns (privatization).
Figure 2.1: Fiscal Space for Wage Reform
0%
20%
40%
60%
80%
100%
2006 2007 2008 2009 2010
Wages Non-wage current Interest payments
Transfers and subsidies Capital expenditures Net lending
Figure 2.2: Tajikistan: Employment Structure, 2000–071
0%
20%
40%
60%
80%
100%
2000 2001 2002 2003 2004 2005 2006 2007
Sh
are
in E
mp
loym
ent
Material Producation Health and Social Protection Education
Culture and Art Science and Research Public Administration
Private Sector Other
Source: State Statistical Committee, National Bank and Bank staff estimates.
9
(Figure 2.2.). Lack of fresh job creation was largely compensated by labor migration; in 2007, remittances accounted for USD 1.4 bln, 38 percent of GDP; this trend is likely to continue in the coming years, offering serious competition to the domestic labor market.
2.17. In recent years, public service has been indicating declining competitiveness in the local labor market, especially vs. the private sector. While there are no comprehensive statistics, anecdotal evidence indicates that civil service has still been unable to retain high-class professionals as well as young staff. The MOH reported very marginal benefits of asymmetric wage increase in favor of PHC due to very low salary base. The situation in education—the largest public sector employer—remains difficult. According to the MOE, only half of university graduates (of the specialized universities) come to the sector following graduation from a university/college.
2.18. The Policy Note discusses the challenges for providers of public services to adapt to increasing marketization and competition in the public sector. It also discusses observed results of increased competitiveness in the government sector, with special regard to quality, efficiency, and public employment.
Table 2.1: Real Wage Indices, 2001 – 0711
2001 2002 2003 2004 2005 2006 2007
National Economy 8.8 23.0 18.2 27.2 31.8 21.5 13.8
Material Production 12.2 16.8 20.6 26.0 20.9 13.5 13.9
Health and Social Protection -5.2 30.3 13.7 29.6 65.4 26.9 18.6
Education 7.8 42.8 8.9 22.9 61.8 17.3 18.0
Culture and Art -5.1 47.2 5.3 36.0 35.8 12.5 11.4
Science and Research -0.7 26.7 20.2 31.7 52.2 15.9 -1.0
Public Administration -4.1 28.5 10.0 21.0 64.0 37.6 -2.3
Private Sector 3.4 64.9 21.2 47.0 14.7 56.5 6.6
Average USD monthly wage 10.3 12.2 15.1 21.3 28.6 36.9 48.2
2.19. While overall real wage index was positive in recent years, low base of salaries was one of the main reasons for declining attractiveness of labor market and continuous seasonal labor migration. As of end-2007, the average wage in the economy was USD 67 per month.
2.20. Insufficient labor income creates a room for the presence of informal employment and unofficial earnings. In the public sector it also generates corruption and deterioration of the quality of public services. It creates an informal alternative to the pay system: education and health sectors apply informal charges from students (parents) and patients, respectively. Alternative labor income in other sectors varies from freelance part-time activities outside employing organizations (mostly applies to technical staff) to illegal practices involving corruption. There is also anecdotal evidence that some private companies underreport staff salary information for tax-
11 Source: Stats Statistical Committee and Bank staff estimates
Figure 2.3: Wage Levels in Selected Sectors in Percent of National Average, 2005 – 07
0
50
100
150
200
250
300
350
400
450
500
2005
-01
2005
-03
2005
-05
2005
-07
2005
-09
2005
-11
2006
-01
2006
-03
2006
-05
2006
-07
2006
-09
2006
-11
2007
-01
2007
-03
2007
-05
2007
-07
2007
-09
2007
-11
In p
erce
nt
of
Nat
ion
al A
vera
ge
Material Producation Health and Social Protection Education
Culture and Art Science and Research Public Administration
Private Sector
Source: State Statistical Agency and World Bank staff estimates.
10
evasion purposes (wagebill as a base for social and other local taxes).
2.21. The public sector offers 25 percent of employment in the economy. The health and education sectors dominate, accounting for approximately 89 percent of total employment in the public sector (2007). The Tajik authorities had been taking a number of measures to narrow the size of the public sector and fund ongoing reforms. Cuts in positions in education, averaging 15 percent, were implemented in 2004; however, low wages resulted in many vacancies, and the cuts did not produce many staff redundancies. Moreover, changing demographic patterns created demand for additional teachers; per MOF, net new enrollment in general education schools was above 60,000 students in 2006. Funding reforms in education and health care include formalizing fees and changing the funding formula away from the amount of inputs to outputs in terms of services provided. These changes will affect the size of the public sector in the medium term and bring built-in rationalization mechanism in these sectors. 2.22. There is very limited capacity to monitor developments in the local labor market and no reliable statistics that would describe more details of the developments and find out the reasons of shifts in employment structure. There is also very limited statistics pay system and employment in private sector. TAJSTAT, Tajikistan Statistical Capacity Building Project, intends to start the process of Labor Survey (including the impact of labor migration) in the economy that could be a starting point for further work of the State Statistical Committee to monitor developments in the local labor market.
11
3. PUBLIC SECTOR PAY REFORM IN TAJIKISTAN: RECENT DEVELOPMENTS AND LINKAGES TO SECTOR FINANCING
REFORMS
3.1. LEGAL AND POLICY FRAMEWORKS: POTENTIAL OPTIONS
3.1. The existing legal framework for pay policy in the public sector is decentralized, i.e., employment and wage policies are based on sector-specific “umbrella” laws, such as the Law on Civil Service, Law on Education, etc. (see Annex 4 for more details). However, whereas there is no overarching legal framework for public sector wage policy, the government in practice uses the determination of wage levels as an instrument to ensure a certain consistency and balance between wage levels in different parts of the public sector. The determination of wage levels is therefore based on both the principles set out in sector legislation and the trends set by government policy on wage development.
3.2. The existence of a separate legal framework for civil and public servants, including teachers, health workers, and administrative staff, is based on the distinction between those that exercise sovereignty rights and those who do not. This follows internationally accepted principles of public service organization, based on the central European model. Reforms implemented in Tajikistan over the last decade have further accentuated the difference between the core civil service and the broader public service, both in terms of organization and pay systems. However, the government has at the same time recognized the need to develop some overarching principles underlying public sector pay policy, which should be enshrined in each relevant sector law.
3.3. The legal framework for pay policy in public sector is a highly diverse and loose system, which evolved from a relatively coherent set of professional groups and structures under the former Soviet system into a disjointed confederation of different sub-systems since Tajikistan’s independence. Ad hoc reforms introduced in different parts of the public service, in particular in the core civil service, combined with the continuation of an (unsatisfactory) status quo in other areas have added further to the fragmented nature of the system.
3.4. The choice of instrument for ensuring the consistent application of overall principles of public sector pay policy across the civil and public service depends on political preferences. On the one hand the government could opt, as is the case for instance in Russia and Brazil, to enshrine overarching principles in a basic framework law.12 As an alternative, the government could adopt a strategic policy document setting out wage policy principles, which would subsequently provide guidance to sector legislators, an approach more akin to the Anglo-Saxon approach to public sector management. The existence of an overall public administration reform strategic framework would also make this instrument applicable in principle to the Tajik context. Whichever option the government wishes to adopt, it is important that as more market-based approaches are introduced in the public sector (see section 4.2 on sector financing reforms) the distinction between those areas of the public service where public servants can earn additional income based on revenue generated and those where the budget is the sole source of wage payments is appropriately reflected in wage policies.
3.5. Legal framework needs to accommodate on-going policy measures relevant to sector financing reforms, in particular in health and education, that have set up sector-specific rules of game aiming at
12 In Brazil such principles are even constitutionally defined.
12
increasing efficiency in financing mechanism, that could not be replicated across all social sectors given limited opportunities for attracting non-budget financing. Gaps in legal framework (including regulations on co-payments in education) need to be seriously reviewed and amended if needed.
3.2 STATE OF PLAY: PAY POLICY IN CIVIL SERVICE, EDUCATION, AND HEALTH
3.6. Progress in public sector pay reform has so far been uneven, in particular: (i) the civil service wage system has seen more progress than other parts of the public sector, (ii) education and health sectors need to improve the pay structure and mechanism, and (iii) social protection, culture, and science have lagged behind the reform agenda—their pay policy is based on increasing wagebill “by default,” without reflecting overall sector reform objectives.
3.7. Despite the progress achieved by the government in raising pay levels, which has helped to stem the outflow of qualified staff from the public sector, the increase of transparency and predictability of wages, and the progressive introduction of job complexity and responsibility as factors in calculating base salary levels, a large wage system reform agenda remains. While the possibilities for wage improvement are limited by budget constraints, enhancing levels of equity and the improvement of the pay structure are also keys to the attraction and retention of qualified employees in the public sector, and it is on this issue that significant further progress is possible.
3.8. Equity in particular is an important consideration for the public remuneration policy. To create career motivation and commitment, pay must be consistent with job requirements and personnel performance. However, implementation of a well-designed pay system depends on the quality of the personnel management. In Tajikistan, formal personnel rules are often distorted during implementation by discretion management and informal culture. Therefore, the challenge is to ensure equity through increasing transparency, reducing complexity, and installing effective central monitoring of pay administration.
3.9. The government’s actions in recent years was targeted towards key reform objectives (or taking steps toward them) ensuring the following principles in pay policy, while some outstanding issues (discussed further in more details) need to be addressed in further steps:
• Predictability of wages. This is an important principle to follow to ensure predictability of wagebill expenses due to budget constraints. An important step was de-linking qualification rank increment from a minimum base pay level13. It removed dependence of civil service wagebill from minimum base pay level changes, which is subject to change every two to three years. However, there is a huge scope for improvement, especially in the education sector.
• Transparency and minimum space for discretionary decisions. The government has taken a number of measures to eliminate (by integrating into base pay) supplements and bonuses in civil service and general education; the next steps should include similar actions in the rest of the public sector. The issue of wagebill savings (due to vacant positions) needs to be addressed—recently these funds were mostly used for wage increases based on discretionary decisions.
• Incentive to public servants for career development. Reducing the importance of years of service in civil service illustrates increasing incentive for civil servants for career development and increasing attractiveness of civil service for young professionals. Further steps are needed in this direction.
• Incentives for better performance. October 2007 survey revealed that most of civil servants would like a remuneration package which is based on performance and technical competence. The government is about to take measures to factor performance indicators into civil servants’ wages. There is broad agreement with the government on implementation of performance appraisal (PA)
13 Minimum base pay level (now it is TJS 20 per month) is set up by the government; it is equivalent to a minimum social pension and also used as a basis for some state duties and fees as well as fines.
13
system in civil service on a step-by-step basis and use of non-budget financing on performance-based indicators in general education.
• Transparency of using non-budget financing. The government of Tajikistan has been piloting a Basic Benefits Package (BBP) in selected rayons of the country. The BBP implementation: (i) envisages more asymmetric allocation of public funds in favor of primary health care, and (ii) institutionalizes co-payments in secondary health care; de-facto, the former means formalizing informal payments in the health sector. The Ministry of Health (MOH) undertook a study on the progress of BBP implementation in pilot rayons that concludes positive developments in this area.
• Institutionalize built-in mechanisms for rationalization in public sector. Per capita financing in education has been piloted since 2005 and is expected to be fully scaled up across the country in 2010. Capitation of financing creates an incentive to rationalize class sizes and gradually eliminate ghost classes; class-size manipulation has been one of the sources of inflating education wagebill. Implementation reports claim reducing number of classes in pilot rayons.
More details of ongoing reforms in specific segments of the public sector are given below.
CIVIL SERVICE
3.10. Reforms in civil service are addressing three fundamental issues: (i) establishing a new civil service register based on a new job classification, (ii) improving pay structure that brings more transparency and predictability, and (iii) increasing incentive of career development for young professionals.
3.11. As mentioned above, civil service has been the most advanced part in the pay reforms. The government of Tajikistan initiated reform measures in October 2005 and completed the first two stages, being:
• Stage 1: Pay structure rationalization. This stage of reform included: (i) the integration of all supplements and bonuses—except years of service and qualification rank supplement—into the base pay through one-time adjustment, (ii) de-linking the qualification rank from the minimum wage, and (iii) the initial step of wage decompression of 1:2.7 between lowest (specialist level) and highest (first deputy minister level) positions in the civil service.
• Stage 2: Improving pay structure to reflect the level of responsibility. While the initial step of the reform already included elements of wage decompression, wage differentiation was established as a separate stage and the government of Tajikistan decided to exercise further decompression in 2007 and 2008. The government already achieved the decompression rate of 1:4 between lowest (specialist level) and highest (first deputy minister level) positions in the civil service (2007). It is expected that 2008 wage decompression will increase the difference between specialist and head-of-department positions up to level of almost 1:4, consistent with the original plan.14
3.12. The government of Tajikistan has taken a number of reform actions to improve pay policy in civil service. Since 2005, the government has been moving gradually toward bringing more transparency and adequate differentiation in civil servants’ wages:
• Effective October 1, 2005, the government eliminated all supplements—except years of service and qualification ranks—for staff in five pilot civil service institutions—Executive Office of the President, Ministry of Economy and Trade15, Civil Service Department (CSD), Ministry of Finance (MOF), Ministry of State Revenues and Duties,16 and Ministry of Labor and Social Protection (MLSP). All previous supplements were integrated into a base pay with a one-time
14 Food price increases necessitate a larger increase for the more vulnerable lower-level officials than had been previously estimated. 15 Now Ministry of Economic Development and Trade. 16 Now restructured into two institutions—Customs Committee and Tax Committee under the government of Tajikistan.
14
adjustment, years of service factor was reduced between 5 and 25 percent, and qualification rank increment was linked with the base pay ranging between 10 to 25 percent of the base pay.
• Effective April 1, 2006: (i) the new pay structure was scaled up to all civil service institutions at both central and local levels, and (ii) new wage increase addressed the second-level pay decompression, brining the decompression ratio between first deputy minister and specialist level positions (ministry) to 1:4.
3.13. The parliament adopted new amendments in the Civil Service Law (March 5, 2007) that:
• establishes new categories of civil servants: (i) public civil servants;,(ii) public law enforcement servants; and (ii) public military servants;
• introduces eight categories of civil servants (public civil service); and • establishes a legal basis for the separation of administrative and political positions.
3.14. To implement the amendments to the Law on Civil Service, the government has drafted a new presidential decree that envisages: (i) explicit separation of administrative and political appointees, and (ii) reclassification of existing civil service positions under new (eight) categories of civil service positions.
3.15. Under technical support of the World Bank (Public Sector Reform Project [PSRP]), the government has been preparing a new job classification in civil service. The new job classification is expected to define standard terms of reference—job description and qualification/education requirements—for each type of position in civil service institutions. Once completed, jobs can be matched across civil service institutions that could be a basis for the design of a new wage grid.
3.16. While pay reform in civil service is still a work in progress, some tangible results of the first phase can already be quantified: (i) The share of base pay increased from 35 percent (pre-reform) to 75 percent (as of now)17; this is a significant step toward increasing transparency of pay system and reducing discretionary decision making. (ii) Base pay decompression between lowest and highest civil service positions at a ministry level increased from 1:2.1 (pre-reform) to 1:4 (as of now)18. Annex 5 illustrates developments between now (June 2008) and pre-reform state of pay policy in civil service.
17 Average rates for ministry-level positions. 18 Excluding wage decompression in 2008.
15
3.17. A simplified and transparent wage structure reduces transactions costs for accountants as well. Prior to the 2005 pay reform, a civil servant, in addition to base pay and other supplements, was eligible for a quarterly allowance (equivalent to monthly wage) and material assistance (equivalent to two months’ wages and paid once a year when a civil servant takes annual leave). The new policy potentially contributed to the increase of predictability of wage payments to civil servants from cash management point of view, and reduced transaction costs (additional workload on HR management and accounting staff). The new pay structure eliminates this burden and simplifies the accounting process (see Figure 3.1).
3.18. Despite progress in the first phase (2005–08), there are a number of outstanding issues that need to be addressed in the next stage of pay reforms in civil service:
• Final stage of pay decompression (effective July 1, 2008) needs to be designed to offer minimum burden on general government budget during transition to new wage grid.
• Accommodate how perception of civil servants of forthcoming civil service pay reform is addressed at next stage of wage reforms.
• Existing pay system has no elements of performance-related increments; new pay policy in civil service has to address this.
• The importance of years of service factor is still high and puts young professionals in less advantageous position.
• There is a number of methodological issues vis-à-vis classification of civil service positions that need to be addressed prior to the move to new wage grid.
The Policy Note argues that these are key issues and need to be addressed in the short and medium term.
3.19. The 2008 wage decompression (final stage) and new job classification are critical triggers for the next steps of pay reforms and move toward the new wage grid. The role of 2008 decompression is twofold: (i) it has to increase the differentiation, under existing budget constraints, to an extent that would further increase incentive for civil servants to career development, and (ii) “deploy” base pay adjustments to an extent that would allow moving to the new wage grid with a marginal fiscal burden.
3.20. A survey on perception of wage reform among civil servants was carried out by the CSD in late October 2007; the results are summarized above (Chapter 2 and Annex 2). It is very important that the survey results are accommodated in the next steps of reforms, including factoring in performance indicators as a driver of pay increase for civil servants.
3.21. The Policy Note highlights the need for performance-based pay increase in civil service. It is envisaged that once the new wage grid is introduced, any step increase will be based on performance. The PA, if correctly used, provides the basis for several key aims:
• promoting a dialogue between management and staff of what is expected from them and how they have performed;
• promoting manager–subordinate dialogue by providing a formal occasion to discuss progress; • motivating staff by giving feedback on their achievements;
Figure 3.1: Payment of Wages to a Civil Servant throughout a Year: Pre-reform and Post-reform Practices1
Distribution of wage payments to a civil servant by months during a year
-
2
4
6
8
10
12
14
16
18
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Per
cen
t o
f an
nu
al w
age
Prior to 2005 Reform Now - Prior to Final Decompression Stage (2008)
1 Based on assumption that a staff takes annual leave in July
16
• succession planning and identifying potential; • making reward decisions to treat staff in a fair and predictable manner; and • formal assessment of unsatisfactory performance, unfortunately necessary in some cases.
3.22. The years of service supplement makes up between 10–15 percent of the overall remuneration package for civil servants. Although its highest rate has been reduced from 45 percent to 25 percent of base pay (2005), it has been one of the key elements of limited attractiveness of civil service for young professionals. The Policy Note argues that years of service, along with qualification rank, has to be integrated into a single pay package when the move to the new wage grid is implemented. Broad agreement on this was reached in discussions with the authorities.
3.23. While there has been good progress with regard to development of new job descriptions, there is a number of issues vis-à-vis the methodology of classification of positions. The government has drafted a presidential decree on classification of positions; however, it is not clear what methodology is used to classify existing posts into new categories. As new job classification will provide a basis for creation of a new wage grid, the ongoing classification of posts into new job categories will have a significant impact on the new pay structure. For this reason, it is very important that the process of job classification is done carefully and with clear methodological guidance. Furthermore, it is important to avoid possible overgrading of highest administrative civil service posts (the highest category and first category), due to both organizational issues and budget constraints. Once civil service positions are adequately reclassified in new job categories, the salary ranges for each job category should be designed to recognize different levels of individual experience and performance at that job level.
3.24. Existing civil service administration is based on a model that includes the hierarchy of ten layers of civil service institutions – starting from Jamoat level (with population of up to 10,000 people) to Presidential Administration (Annex 10). This seems overly complex system and new institutional hierarchy system may consider reducing the number of layers in institutional hierarchy; this would help to design less complex wage grid in civil service and ease job matching exercise across civil service positions.
EDUCATION
3.25. Overall, pay policy in the sector of education lacks consistency and a systematic approach. While the Poverty Reduction Strategy 2007-09 articulates some actions, a plan that would spell out policy actions that would ensure consistency of pay levels across subsectors and adequate equalization of positions needs to be in place. The government’s attention in the sector has been pretty asymmetric in favor of general education that in the longer term may lead to brain drain from other subsectors.
3.26. Pay structure is very complex and leaves room for discretionary decisions; there are a number of open-ended19 supplements that undermine predictability of wagebill and create a space for possible manipulations. The open-endedness of the environment is also reflected by lack of staffing regulations (with no fixed distribution along the hierarchy of positions), curriculum management, and class-size management that could be subject to manipulation and, accordingly, inflating the wagebill.
3.27. General education absorbs roughly 90 percent of overall wagebill in the sector; however, there is no well-established linkage among pay policy, curriculum, and class sizes. Existing practice of wagebill planning is based on “tarifikatsiya,” which represents a form of budget allocation request with number of staff and base pay levels. “Tarifikatsiya,” in its existing format, does not reflect: (i) the demand of a school for number of teaching hours with enough disaggregation that would allow consistency check and (ii) size and number of classes.
19 This means supplements that could be easily interpreted in a different way and could be used to change (usually, towards increase) the remuneration package.
17
Preschool Education
3.28. Preschool education institutions have gradually been shrinking in recent years. Per recent years’ statistics, the number of preschool institutions has been declining; in the 2006–07 academic year, the number was 485 with 61,236 foster children. Partially, this trend is due to gradually growing private sector involvement in the subsector. While there are no precise statistics of the coverage of children of preschool age by the private sector, there is anecdotal evidence of the increasing number of private entities (as well as individuals) providing these services on a commercial basis.
3.29. Preschool education has been suffering from lack of reforms; no significant policy actions have been taken in this area in recent years. Compensation policy has been limited to across-the-board pay increase along with pay increase in the rest of the sector.
3.30. Pay scale in preschool institutions depend on the number of children (for administration), and the pay structure itself is relatively simple—a staff is entitled to a base pay and two supplements—for methodological works (10 percent) and material assistance (equivalent to a monthly wage and paid once a year during annual leave).
3.31. Financing patterns of the subsector are very mixed—they range between fully public budget (local government budgets) financed to fully commercialized entities. Institutional affiliation of preschool institutions also varies—they are not all under the MOE; there are 64 preschool institutions affiliated with various public institutions and state-owned enterprises (SOEs).
3.32. There has been no effort to define clear policy measures to change financing scheme of the subsector. Informal payments—mostly in-kind contributions of parents—have not been institutionalized and no attempt has been made toward rationalization.
General Education
3.33. Pay policy in general education is regulated by a number of laws and secondary legislation, as well as specific instructions by the MOE. Pay system in general education institutions including boarding schools is subject to regulation by the instruction of the MOE “On procedures for accounting and payments of wages in general education institutions (schools, lyceum, gymnasium, and boarding schools) in the Republic of Tajikistan” adopted on March 30, 2007 (No. 7/12).
3.34. According to the instruction, pay levels and categories of positions are universal for all general education institutions—lyceum, gymnasium, and boarding schools. There are a number of government decrees that define a package of additional supplements for teachers.
3.35. Base pay in schools (primary and secondary) is defined by stavka, a statutory teaching load. The total income of a teacher is composed of three items: the salary for actual teaching hours, supplements and allowances. The statutory teaching load or the pedagogical stavka is 18 hours for primary school teachers, and 16 hours for teachers in grades 5–11. The statutory teaching load was incrementally decreased during the post-Soviet period. During the Soviet times, the pedagogical stavka was 24 hours for primary school teachers and 18 hours for grade 5–11 teachers. It reached its low in 2004 with 16 hours and 14 hours, respectively. In 2004, the load was again raised by two hours. In practice, teachers teach a decimal or a multiple of pedagogical stavkas, ranging from 0.2 to 2 stavkas, and higher (Annex 7).
3.36. Teachers’ base pay (or one stavka) depends on three criteria: grade level (primary vs. secondary), educational background (university degree vs. college/technical college degree), and category of teachers (highest, first, second, and without category). Accordingly, the following base pay scale is used:
18
Table 3.1: Monthly Base Pay (Stavka) Levels in General Education Institutions
Monthly Rate Hourly Rate
Education Level and Category Grades 1–4
(18 hours/week)
Grades 5–11
(16 hours/week)
Grades 1–4
Grades 5–11
High Category 125.00 135.00 6.9 8.4
First Category 110.00 120.00 6.1 7.5
Second Category 105.00 110.00 5.8 6.9
With
Uni
vers
ity
Deg
ree
Without Category 95.00 100.00 5.3 6.3
First Category 90.00 95.00 5.0 5.9
Second Category 85.00 90.00 4.7 5.6
With
C
olle
ge/T
echn
ica
l Col
lege
D
egre
e
Without Category 80.00 85.00 4.4 5.3
Actual base pay amount depends on number of stavkas; for example, if a teacher with university degree of high category (grades 5–11) teaches 1.2 stavkas, he/she is eligible for base pay payment of Tajik Somoni (TJS) 162.00 (TJS 135.00 x 1.2).
3.37. There are teachers in general education who have neither university nor college/technical college education. The MOE has set up base pay of TJS 60 per month for these teachers; this provision is a temporary arrangement (due to lack of teachers) valid for the next three years with conditions that these teachers will attend pedagogical university/colleges within next three years.
3.38. On April 1, 2007, the government of Tajikistan implemented a major teacher salary reform. The government decree lifted the base salary by applying two measures: a general salary increase of 15 percent and a reduction in the number of supplements from more than seven to only two—class leadership (15 percent)20 and textbook correction (20 percent)21. The current base salary now includes the supplements that were eliminated in the wake of the 2007 salary reform (head of cabinet, material assistance, premium/bonus, book/newspaper supplement, etc.). As a result, the integration of several salary supplements into the base salary generated a greater transparency.
3.39. As a part of reform actions, the MOE discontinued the practice of paying bonuses (equivalent to 2 percent of wagebill) to teachers, effective April 1, 2007.
School Size and Curriculum
3.40. School size and curriculum have been major drivers of wagebill. It depends on how teaching loads are distributed among pedagogical staff. The distribution of the teaching loads is carried out depending on number of hours in curriculum and staffing of an education institution. School principals have a right to distribute teaching loads, in coordination with the institution’s trade union. The impact of the curriculum could be based on: (i) an increase or decrease in the number of hours in the curriculum, and (ii) class arrangements—splitting a class into two or vice versa; this would have implications on school size (number of classes in a school and class size) and amount of stavkas.
20 Per new instruction, if class size is below 15 students, teachers are eligible for 50 percent of the supplements; school management is not eligible for this supplement, even if they have a responsibility of class leadership. 21 Only teachers of languages, literature, mathematics, physics, chemistry, technical drawing, drawing, and teachers of primary grades (grade 1–4) are eligible for this supplement.
19
3.41. In an input-based budgeting environment the increase in number of classes in school (school size) and, accordingly, artificially reducing the number of students per class (class size) could be an incentive for schools to increase budget allocation. Lack of clear regulations in this part may contribute to increasing number of ghost classes that could reduce predictability of budget expenses for teachers’ wages.
3.42. Across all rayons/towns in the country, class size and school size22 are closely correlated (Figure 3.2.); the correlation ratio is 0.7688, R2 = 0.60 (2006–07 academic year)23. One has to admit that school and class sizes are largely a function of demographic patterns; however, the analysis of data provided by the MOE reveals significant space for efficiency gains.
Special, Boarding, Corresponding, Vocational, and Musical, Schools
3.43. Teachers of special, boarding, corresponding, vocational, and musical schools are underpaid comparing to general education despite similarity of workload. This is mostly due to increasing attention of the authorities on primary and secondary education. Unless immediate actions are taken to minimize these discrepancies, the status quo (inequality among teachers’ pay levels) may cause brain drain.
Table 3.2: Base Pay (Stavka) Scale in Special, Boarding, Corresponding, Vocational, and Musical Schools as of end-2007 (TJS per month)
Education Level and Category
General Education24
Special Schools
Boarding Schools
Corresponding Schools25
Vocational Schools
Musical Schools
High Category 125.00 69.55 83.61 135.00 67.76 58.06
First Category 110.00 62.65 74.75 120.00 59.36 51.45
Second Category
105.00 56.46 68.42 110.00 54.32 46.50
With
Uni
vers
ity D
egre
e
No Category 95.00 50.95 64.00 100.00 49.30 41.20
First Category 90.00 50.95 53.59 … 62.30 …
Second Category
85.00 48.48 46.58 … 56.70 …
With
C
olle
ge/T
echn
ical
C
olle
ge D
egre
e
No Category 80.00 46.00 40.49 … 51.32 …
22 Number of classes per school. 23 Source: Ministry of Education. 24 Stavka rates for teachers of grades 5–11. 25 Equivalent to stavka rates in primary (grades 1–4) education.
Figure 3.2: General Education: Linkage between School Size and Class Size
TJK
GBO
GKR
GDR GVN
GRSGSGGRK
GIS GMR
SGD
SKJ
SSP
SKM
SJR
SSR
SISSIF
SKK SZF
SCK
STB
SBG
SASSGN
SMSSPJ
SAN
SKN
KHTKNR
KBH
KVH
KKG
KBL
KHV
KMN
KTM
KDNKFR
KHMKVS
KKL
KSR
KSB
KNH
KEV
KJM
KHRKST
KKB
KJL
KKM
KKH
KPJ
DYU DFRDSNDIS
DSM
RRS RTS
RRG
RVHRRD
RHSRSH
RVZ
RFZ
RNR
RRTRTJ
RTV
RJR
-
5.0
10.0
15.0
20.0
25.0
30.0
35.0
- 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0 90.0
School Size (No. of Classes)
Ave
rag
e C
lass
Siz
e
20
3.44. One has to admit that these disparities are mostly due to lack of changes in pay policy in special, boarding, corresponding, vocational, and musical schools and that these discrepancies are partially compensated by the huge number of supplements that teachers in these sectors are eligible for. Annex 8 summarizes the supplements that teachers of these institutions are eligible for. The pay structure in these subsectors is very complex; the number of supplements varies between 1 and 11.
3.45. Curriculum in these subsectors varies from subsector to subsector. The standard teaching load is subject to regulation per government resolution No. 291, dated June 30, 2004. The number of hours varies between 14 and 36 a week, depending on the institution. Moreover, neither number of hours nor base pay level per stavka reflects job complexity. For instance, a teacher of the same profile in special schools has to teach an additional nine hours to have one stavka compared to secondary education (25 hours vs. 16 hours), while job complexity in special schools is higher than in general education. Annex 9 summarizes the number of hours per stavka across education sectors.
3.46. Overall, there is a serious asymmetry vis-à-vis base pay reflecting job complexity. For example, a teacher with high education and no category in special schools works almost the same number of hours a week, but gets paid less than 80 percent of a general education teacher; or a teacher in musical schools works almost 40 percent more than a general education teacher, but makes only 30 percent of base pay. Figure 3.3 illustrates this asymmetry.
3.47. The next step of wage reforms in education has to include policy actions to ensure mutual comparability of base pay and loads in the sector. The immediate action could include alteration of the design of curriculum in various segments of education (bringing teachers’ loads into a “single denominator”) or adjustments into base pay without changing numbers of hours in curriculum. The second option seems to be less favorable as it makes the move to new wage grid difficult; however, if the government has a valid business rationale for maintaining the diversity of hours of teacher stavkas, then the new wage grid has to be based on hourly rates of pay levels, which makes administering the wage grid a bit difficult.
College and University Education
3.48. The curriculum in colleges is based on 41 hours weekly per subject, except pedagogical colleges where weekly load is 16 hours. The structure of the curriculum varies from institution to institution depending on specialization. For instance, in medical colleges chemistry, biology, and health care–related disciplines prevail.
3.49. The curriculum in universities is also based on a 41-hour week. The structure of curriculum depends on specialization of a university. One has to highlight that there is no standardized blanket curriculum for universities that could be customized depending on specialization of the university.
3.50. Pay policy in universities/colleges which are not under subordination of the Ministry of Education do not clearly follow sector-specific annual pay increases. For example, staff in the Tajik State Medical University (under subordination of the Ministry of Health) has two types of responsibilities – teaching and medical practice; a staff who performs both functions, receives payroll which is based on pay for teaching and pay for medical practice. In reality, the University staff receives pay increase which is consistent with pay increase in education sector (even for medical practice). This creates distortions in the environment where pay levels in health and education significantly differ.
Figure 3.3: Stavka Hours and Hourly Base Pay in Comparison to General Education (GE=100)
-
20.00
40.00
60.00
80.00
100.00
120.00
Boarding General:Grades 1-4
Special Musical
Ho
url
y B
P le
vel,
GE
=100
-
20
40
60
80
100
120
140
160
Sta
vka,
ho
urs
a w
eek,
GE
=100
Hourly BP Stavka
21
HEALTH
3.51. The key document that regulates pay policy in the health sector is called “Instruction on Wage Calculation for Employees of Health Institutions in the Republic of Tajikistan” (hereafter “instruction”). Instruction was approved by the MOH Order No. 12-12/34 (dated February 1, 1994). Instruction was developed within the framework of the Decree of the Cabinet of Ministries No. 487 (dated September 21, 1993), “Instructions on calculating the salaries of health sector employees” and Decree of the Presidium of the Supreme Soviet of the Republic of Tajikistan No. 163 (dated January 29, 1994). There is no evidence that any material changes have been made to this instruction since it was issued in February 1994. It should be noted that the norms and principles set up by the instruction were never fully implemented due to its costliness26.
3.52. The core of the current payroll system is a base rate (basic salary), applied equally to all positions across the whole sector. Gradually, the sector is moving (in comparison with pre-reform 2005) from applying a single base pay level (for all levels of professional staff) towards a system where pay scale more or less reflects job complexity (Table 3.3). These developments mostly reflect the result of asymmetric wage increase in favor if PHC during 2006-08. These steps still represent initial stage of policy actions; next steps should ensure more decompression in base pay levels and reflect the level responsibility and job complexity.
Table 3.3: Base Pay Levels in Health Sector, 2005-07
Monthly base pay in TJS Monthly base pay in comparison with lowest
pay level in PHC (BP=1.00) 2005 as of Oct-2007 2005 as of Oct-2007
PHC Secondary Healthcare
PHC Secondary Healthcare
PHC Secondary Healthcare
PHC Secondary Healthcare
1. Physicians
Family Physician n.a. n.a.
103.35 n.a. n.a. n.a. 2.15 n.a. Physician of High Category 24.42 24.42 96.53 50.42 1.38 1.38 2.00 1.05 Physician of First Category 21.96 21.96 86.78 45.42 1.24 1.24 1.80 0.94 Physician of Second Category 19.77 19.77 78.00 40.95 1.12 1.12 1.62 0.85 Physician with No Category 18.65 18.65 72.15 40.80 1.06 1.06 1.50 0.85
2. Surgeons, anaesthetist, resuscitation expert & endocrinologist
Physician of High Category n.a. 24.42 n.a. 62.18 n.a. 1.38 n.a. 1.29 Physician of First Category n.a. 21.96 n.a. 56.03 n.a. 1.24 n.a. 1.16 Physician of Second Category n.a. 19.77 n.a. 50.42 n.a. 1.12 n.a. 1.05 Physician with No Category n.a. 18.65 n.a. 45.42 n.a. 1.06 n.a. 0.94
3. Mid-Level Professionals (MLP) Family Nurse n.a. n.a. 69.23 n.a. n.a. n.a. 1.44 n.a. Nurse of High Category 18.69 18.69 67.28 40.74 1.06 1.06 1.40 0.85 Nurse of First Category 17.67 17.67 61.04 40.74 1.00 1.00 1.27 0.85 Nurse of Second Category 17.64 17.64 56.90 40.74 1.00 1.00 1.18 0.85 Nurse with No Category 17.64 17.64 51.09 40.74 1.00 1.00 1.06 0.85 Junior Nurse 17.64 17.64 48.15 40.74 1.00 1.00 1.00 0.85
3.53. As in other sectors, the base pay in healthcare is incremented with up to ten eight different allowances and supplements: (i) for holding management positions (25–30 percent), (ii) for scientific degree (30–40 percent), (iii) additional pay for honorary title (10 percent–30 percent), (iv) for “Otlichnik Zdravoohraneniya” title (10 percent); (v) for diploma (5 percent), (vi) additional pay for hazardous work conditions (6–12 percent), (vii) for area responsibility (30 percent), (viii) for years of service for the
26 Civil and Public Service Wage Note, World Bank 2005, p. 72.
22
presidential administration (10–25 percent), (ix) for category (0–30 percent), and (x) for material assistance (equivalent to 100 percent monthly wage, paid once a year).
3.54. Another source of wage increase is savings due to vacant positions in medical institutions, particularly vacant positions outside Dushanbe. There is no comprehensive data on the number and kind/sort of vacancies that exist. By way of example, a field visit to Tursunzade Rayon Hospital revealed that 10 percent of budgeted payroll is not being ‘used’ as a result of the existing number of vacancies. These ‘unused’ savings are distributed among hospital staff as an additional “annual bonus,” over and above all other amounts already described.
3.55. In some cases an employee will carry more that one load of work (i.e., filling more than one position). Heads of hospitals are authorized to assign an employee up to 1.5 loads (positions). Existing service contract practice allows doctors to be allotted up to 3.0 loads, thus receiving full salaries for up to three positions.
3.56. The same principles for salary calculations apply for medical and non-medical staff working for health institutions. All health organizations, despite their status and subordination, but with the exception of medical facilities subordinated directly to the presidential administration27, apply the same rules for wage calculation as stipulated by the Instruction.
3.57. In Tajikistan medical care is provided by various institutions which can be grouped in the following manner:
• ambulance and emergency health care institutions; • primary health care (PHC) institutions; • secondary (specialized) health care in the outpatient setting; • hospital health care institutions; • dental health care institutions; and • sanitary-hygienic and anti-epidemic institutions.
3.58. Most health care in Tajikistan is provided by public facilities. Private health care facilities occupy a very small, but fast-growing share of the health care market. The public health sector in Tajikistan has a number of financial sources: (1) central budget, (2) local budget, (3) out-of-pocket payments, and (4) funding or in-kind assistance by international agencies and nongovernmental organizations (NGOs). In 2007 payroll funds accounted for 25 percent of the total general government health budget, and for 66 percent of the local health budget28. There is no reliable statistics on off-budget funding of the sector. Independent experts claim that informal payments make about 70 percent of financing of the sector which explains the importance of formalization of informal payments in the sector.
3.59. Public medical care facilities are subordinated to different levels of government. Mostly institutions are subordinated to local-level government; however, there are a number of hospitals and other medical care bodies that are subordinated directly to the ministries at the central level of government and staff is treated as civil servants.
3.60. There are 56 institutions subordinated to the MOH. These institutions can be divided into seven types:
• clinics, hospitals, and equivalent institutions—23 organizations; • management bodies in health sector—10 organizations; • sanatoria for children—3 organizations;
27 The salary structure for all employees of the medical facilities subordinated to the presidential administration is established by two orders of the government—order of the government of Republic of Tajikistan No. 329 (July 18, 1996) and order of the government No. 53 (January 23, 1997)—where the list of positions, relevant salaries, and benefits are described. 28 Final Report, Community and Basic Health Project, November 2007, Volume 1, p. 33–34.
23
• general sanitation—5 organizations; • medical education and science—5 organizations; • newspapers—2 organizations; and • enterprises—8 organizations.
3.61. With the exception of “enterprises,” all institutions are financed directly from the central budget. In addition, there are a number of medical facilities (both secondary and primary) subordinated to other ministries (including defense and law enforcement) as well as SOEs.
3.3. LINKING PUBLIC SECTOR PAY REFORM IN TAJIKISTAN WITH SECTOR FINANCING REFORM AGENDAS IN EDUCATION, HEALTH, SOCIAL PROTECTION, AND OTHER PUBLIC
SERVICES
3.62. The government of Tajikistan has embarked on an ambitious agenda of sector financing reforms, including the introduction of market-based mechanisms in sector financing in education (especially higher education), health, and potentially other areas such as science. The interplay between these sector financing reforms and wage system reforms is a crucial element for our analysis. This section therefore briefly presents the main principles of sector financing reforms, which will subsequently be linked back in the later section on wage system reforms in these sectors.
PER CAPITA FINANCING IN GENERAL EDUCATION
3.63. The government decided to change the financing mechanism in education through the move to per capita financing (see Box 3.1.) on a step-by step basis. Under the new financing mechanism—per capita financing (PCF)—the allocation of non-earmarked block funds to schools based on a per-student basis rather than a per-class basis, and the decision-making authority over school budget allocation is decentralized and schools have sufficient authority to reallocate funds when needed. PCF has gradually been expanding across the country and is expected to be fully scaled up nationwide in 2010 (Annex 10).
3.64. The new financing system provided schools for the first time with opportunities and responsibilities to manage their own budget at the school level. Most schools (ranging from 65 percent of schools in Khorog to 100 percent in Khujand) are registered with the Ministry of Justice as a legal entity and have their own treasury subaccounts with rayon/town treasury (as of April 2008). This has enhanced the autonomy of schools over budget planning and execution, though schools are not allowed to manage cash except for wages, even for non-budget funds. The design of financing is still a work in progress and needs further improvement, including the possibility of carryover of savings to next fiscal year.
3.65. Because schools in the pilot rayons/cities no longer receive funds depending on number of classes, many schools have merged small classes to create larger classes and increased the number of students per class (without going above 30 students per class except in very few cases) and reduced teaching hours (stavkas) per teacher. Schools’ incentive to manage cash flow and their desire for full autonomy over their budgets creates room for efficiency gains and contributes to better use of non-wage expenditures.
3.66. Further changes in the system might be needed because, despite the efficiency gains and enhanced autonomy at the school level, the design and implementation of the new system have not contributed as much to achievement of the other policy objectives, i.e., equity and transparency:
• As the physical conditions of schools vary and they are located in various areas of the country and have different socio-economic backgrounds, schools’ financial needs vary accordingly. Therefore, the existing PCF formula does not offer a solution to address disparities under different geographical and socio-economic conditions, and the existing inter-rayon/city disparities do not appear to be driven by conscious and systematic decisions over equalization factors.
• Interschool disparities in resource allocations still persist even in the pilot rayons/cities. Local governments have authority to allocate additional (in addition to existing packages) resources to schools; decisions are made on a discretionary basis and there is no system in place that would
24
ensure better-addressed allocation of supplementary budgets to those schools that need additional financing.
• Problems of compliance with the formula were because: (i) funds were allocated based on historical trends, not per new formula; (ii) budgets at rayon/town levels were allocated by just applying per-student allocation in its jurisdiction; and (iii) budgets for each school were calculated by multiplying the per-student unit cost by the number of students in the school. As a result, many schools, especially small/primary schools, faced severe budget shortages and could not afford even to cover their wagebills. As a result, the rayons/cities cancelled the formula, paid their wagebills first, and then allocated their remaining budgets according to the number of students in each school.
3.67. Despite recent positive developments, there are two issues that the new pay policy will have to address:
• Linking pay policy with curriculum and rightsizing
Box 3.1: Tajikistan: Per Capita Financing Mechanism in General Education (Based on Formula Revised in 2006)
In 2006, per capita financing formula was revised as follows.
Y = 140 * S + 2,500 – primary schools (grades 1–4)
Y = 88 * S + 11,875 – basic secondary schools (grades 1–9)
Y = 90 * S + 17,246 – secondary schools (grades 1–11)
where Y –school budget, and X –number of students
PCF formula applied to current expenditures only and the parameters of the coefficients are subject to change (every fiscal year) depending on parameters of the budget.
Despite the revision of the formula, the total education budget for each rayon/city was input based, and the Treasury and the Department of Education of each rayon/city arbitrarily adjusted the parameters to fit the total budget available. The large increases in per capita unit cost from 2005 to 2006 are primarily a result of the 40 percent salary increase during the period.
As in 2005, however, even the revised formula did not provide sufficient budget for all schools in 2006, and most small schools and some others again fell short of the budget needed to cover the wagebills. As a solution, the MOE introduced the following auxiliary formula for those schools:
Y = L * S + X * T * C
L – number of teaching loads, s – cost of each stavka (teacher salaries), X – number of students, T – other non-wage current expenses needed to teaching process; C – parameter of the variable component for primary, basic secondary, and secondary schools
Though auxiliary formula could be applied only on an exceptional basis, it was applied to many schools, including not only most small ones but also many medium-sized ones.
As a result, despite the fact that PCF introduced some built-in rationalization elements (class size), it did not address the main principle of the budget financing—providing equal financing to education institutions. It turned out to be more efficient for large schools only, while small and remotely located schools ended up with lower budget allocation (compared to existing input-based mechanism).
Empirically, the main reasons for ad hoc adjustments were not factoring the following into the formula:
� diversification of the formula parameters (coefficients) depending on location of schools (towns, rayons, remote locations, etc.);
� diversification of the formula parameters’ (coefficients) demographic patterns of rayons that have implications on schools and class size.
25
Linking the three would establish more predictability in budget allocation. It is essential in Tajik context given the (large) size of education in public sector where any marginal changes in one of the three would have huge implications on general government budget.
• Factoring in rationalization elements into new pay system and reflecting job complexity on pay levels for teachers
Per capita financing (in pilot rayons) has created some efficiency gains mostly due to rightsizing class size (merging small classes), which has generated some savings and new space in school budget; on the other hand, it increased working pressure on teachers (increasing number of students in classes). This offers a conflict of interest—schools have benefited more from PCF, but not teachers. Therefore, it seems very important that the next step of wage reform in education addresses the job complexity for teachers. Moreover, PCF reforms have not been accompanied with adequate legal framework change vis-à-vis autonomy of schools. While, at policy level, it is acknowledged that schools should have autonomy in managing budget envelopes, the legal framework still does not provide that flexibility; this creates a legislation vacuum making school management more cautious in reallocating funds across expenditure items even if it is greatly needed. Accordingly, school management can still be charged for misuse of funds if reallocation takes place across expenditure categories independently (without prior approval of local institutions of the MOF).
HEALTH FINANCING REFORMS
3.68. The BBP was introduced through government decree on April 14, 2007; it became effective on June 1, 2007. The main objective of the BBP was to reduce informal payments by establishing a more transparent system of patients’ rights and obligations, institutionalizing a co-payment system and reducing financial burden on selected categories of patients. A secondary objective of the BBP was to reorient government financing of the health sector toward supporting primary care from what is still a hospital-dominated care system. The underlying logic of the reform is that by regulating contributions to secondary care (through co-payments), more resources could eventually be freed to develop and strengthen the primary care system, including through non-symmetric allocations of budget financing.
3.69. The BBP regulates citizens’ entitlements to medical services through a set of rules for levels of payments and exemptions when accessing such services. BBP implementation began on a pilot basis in four rayons: Rasht and Tursunzade (RRS), Dangara (Khatlon), and Spitamen (Sugd). Prior to implementation, the MOH had taken a number of actions to increase the population’s awareness and train managers and accountants of health facilities.
3.70. The BBP specified the following entitlements to services:
• emergency care, including basic medicine—provided free of charge; • primary health care, except certain laboratory and diagnostic tests—provided free of charge; • outpatient care, except physical examination, treatment prescription, and a few laboratory and
diagnostic tests—provided against a formal co-payment; • inpatient hospital care—provided against a formal co-payment; and • medicine at outpatient level based on a prescription by a primary health care physician, including
family doctor, pediatrician, and gynecologist for eight types of diseases—provided free of charge.
3.71. The BBP specified prices for a number of procedures/diagnostic or laboratory tests. Prior to that the MOH, with the assistance of international agencies, carried out a costing survey for specific types of medical treatments, diagnoses, and tests.
3.72. Co-payment rates at hospital levels are based on eight clinical treatment groups and three patient categories paying 0 percent (patients of exempt categories), 30 percent (with PHC physician referral), and 70 percent (without PHC physician referral or nonresident of specific area) of estimated average cost of services (Table 3.4). The new system envisages no separate payments for medicines; in cases when actual
26
costs exceeded estimated average, patients have to make additional payments beyond the original co-payments, regardless of their entitlements.
Table 3.4: Health Sector: Average Costs of Treated Cases (2007)29
Cost in TJS No. Diagnosis-Related Group 100% 70% 30%
1 Abdominal surgery (adults) 370.3 259.2 111.1 2 Other surgeries (adults) 166.8 116.8 50.0 3 Abdominal surgery (children) 263.2 184.2 79.0 4 Other surgeries (children) 169.2 118.4 50.8 5 Therapy 141.3 98.9 42.4 6 Pediatrics 137.8 96.5 41.3 7 Obstetrics and gynecology 182.9 128.0 54.9 8 Delivery 79.5 55.6 23.8 Average rate of co-payment 188.9 132.2 56.7
3.73. The MOH, with support of international agencies, has conducted an intermediate survey on the implementation of BBP and patient financial burden at the hospital level. The survey covered 575 hospitalized patients in four rayons, and a follow-up survey covered 603 hospitalized patients. The time gap between the commencement of the BBP implementation and survey was so short that it may not give a real picture of developments; the MOH is planning another follow-up survey in May 2008.
3.74. Overall, the survey findings showed a mixed picture of the impact of BBP implementation on patient financial burden. The BBP was successful in reducing the share of patients who make informal payments, contributing to an improvement of transparency in the system of the MOH. More specifically, the followings may describe the main findings:
• The payments for admission increased; this was in line with overall expectations. • Significant decline in informal payments to medical staff was observed. • Share of patients making payments for medicines, medical supplies, and laboratory tests
significantly declined.
3.75. BBP implementation has brought some improvement in the order of payments; it was clearer “whom to pay and what for.” However, BBP did not reduce the overall financial burden on patients.
3.76. The conclusion on this could be twofold: (i) there could be a negative perception of patients vis-à-vis the cost of treatment (“Why I should pay more if a new system is introduced?”); and (ii) on the positive side, one can clearly see institutionalization of informal payments. The former has a potential impact on income distribution—co-payments go to an institution, not to a doctor; however, the next steps of reforms should factor in new incentives for doctors to improve the quality of services. This is important in particular to build up the quality of the primary care system, so this can start to function as an effective first level of health care and thus reduce over-dependence on hospital care.
29 Source: The Basic Benefits Package and Patient Financial Burden at the Hospital Level, An Intermediate Investigation, MOH and WHO, January 2008.
27
SOCIAL PROTECTION
3.77. Social protection has been far behind in terms of pay reform agenda. Wage payment in the institutions subordinated to the MLSP is regulated by: (i) the general labor law, as well as (ii) the Instruction on Wage Calculation for Employees of Health Institutions in the Republic of Tajikistan approved by Order No. 12-12/34 of the MOH (dated February 1, 1994). The latter (regulatory item (ii)
Box 3.2: 2007 Reform in the Health Sector: Implication to Wage Payments
Primary Level
The core of the reform at the primary level of health care is introduction of a system based on per capita financing (PCF). This is being tested in eight rayons. Taking into account that this reform process started in the middle of a financial year, the total budget allocation at rayon level did not change. This led to a certain inequality when the sum allocated per patient varied from rayon to rayon. Per capita budgeting does not include salaries, fuel cost, and expenses for communal services (electricity, water, etc.); as a result, reform does not affect wage system at this level. Salaries are still calculated based on the 1994 instruction. However, on April 1, 2007 the total wagebill had increased by 30 percent for primary care employees. The government is planning the next salary increase in spring 2008.
Secondary Level
Rationalization of health care at the secondary level includes the introduction of the Basic Benefits Package (BBP) and co-payment. For this purpose, services have been divided into eight clinical groups. Co-payment of 30 percent or 70 percent of the estimated average cost had been established for each group where percent depends on the referral(*). Co-payment collected by health institutions is allocated in the following manner: 30 percent—additional salary supplements, 40 percent—procurement of medicine and medical-care products; 10 percent—transfer to central budget; and 20 percent—miscellaneous expenses.
Allocation of salary is governed by the Temporary Regulations on Wage Payment for Employees of Health System in Pilot Regions in the Republic of Tajikistan (hereafter temporary instruction) approved by the Ministry of Health (MOH), Ministry of Finance (MOF), and Ministry of Labor and Social Protection (MLSP) in July 2007. The following formula is used:
Total Salary = BBP + performance-related payment + supplement for night shifts + supplement for work during the government holidays + supplement for additional workload + annual vacation bonus + {lay off compensation} + other single payments (benefits)
Where:
Basic base pay (BBP) = Basic Salary + supplement for length of service + supplement for advance degree + supplement for qualification category + supplement for managerial responsibilities + s allowance for hard working conditions + allowance for rural area
Performance-Related Payment = [BBP] x [Additional Salary Index] x [Individual Performance Index]
The Additional Salary Index is a function of available funds and is calculated as a ratio between total amount of funds available for additional salary and total amount of funds for guarantied salary.
The Individual Performance Index reflects the attempt to introduce performance-related payment. The temporary instruction sets out level of index for different groups of employees including: (1) hospital staff, (2) outpatient clinics and family doctors, (3) ambulances, (4) medical laboratories, (5) x-ray laboratories, and (6) pharmacists (within hospitals). Thus, it is recommended to introduce 11 performance indicators for the first two groups of employees, 7 indicators for group No. 3 and group No. 6, 9 indicators for group No 4, and six indicators for group No 5.
The first results of implementing a new policy at the secondary level show that while BBP did not reduce patient financial burden it helped to increase transparency of the health system and the predictability of patient payments. However, without adequate and visible salary increases for medical personnel the sustainability of the results in a long time period would be under big pressure.(**)
_________________
*When a patient has a referral from his/her primary care doctor (‘uchastkoviy’ or family doctor) he/she pays 30 percent; otherwise co-payment is 70 percent.
**Survey “The Basic Benefit Package and Parient Financial Burden at the Hospital Level: an Intermediate Investigation” by WHO and Ministry of Health of Tajikistan; January 2008
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above) is because most institutions provide medical care and other related services to vulnerable groups of population.
3.78. Eight types of institutions are subordinated to the central government for the provision of services in the area of social protection and labor: (i) facilities for elderly people—five institutions, (ii) psycho-neurologic dispensary—five institutions, (iii) sanatorium for veterans of the war—four institutions, (iv) education and science institutions—three institutions, (v) management bodies—two institutions, (vi) enterprise—one institution, (vii) spa—one institution, and (viii) musical band—one institution.
3.79. In 2007 the Tajik government, together with the donor community, launched a new policy reform program in the sector. As part of the reform efforts, the MOF and the MLSP undertook revisions to staff allocations, salary rates, and payment conditions for social protection system employees. As a result, at the beginning of 2008 a new staff list was introduced in the facilities for the elderly. Changes include a salary increase for all categories of employees, an increase in the numbers of nurses and orderlies working for these institutions, and introduction of two new position categories—dentists and physicians.
3.80. It is important to highlight that the sector pay policy does not adequately address the issues of: (ii) adaptation of pay levels for “peer” positions with health and education sectors, and (ii) budgets are input based and carry huge transaction costs.
SCIENCE
3.81. There is no integrated approach vis-à-vis pay policy in the sector. Research institutions have fragmented affiliation; twenty research institutes are under the Academy of Sciences while other science institutions are part of relevant sectors (education, health, social protection, agriculture, etc.) and follow rules and policies in these sectors. This practice brings significant distortions in pay policy as government priority for a specific sector may vary and, accordingly, may entail various pay levels for science workers of the same profile.
3.82. Science sector includes the following categories of institutions: (i) the Academy of Sciences and academies of agriculture and pedagogy, (ii) research institutes, (iii) museums, (iv) institutes of sectoral studies, and (vi) Tajik-Russian Slavic University.
3.83. Pay structure in the sector is relatively simple: a supplement for academic degree to be paid on top of regular base pay. However, there is no sufficient synchronization of pay policy with education sector, a sector that has staff (college and university level) of similar profile as science.
3.84. It is important that the sector streamline the policy of non-budget resource mobilization scheme in addition to budget financing. The sector has not adequately designed policy to improve marketing, so it can use scientists’ capacity to raise additional funds on a (quasi-) commercial basis.
CULTURE
3.85. Salaries in the cultural sector are regulated by the general labor laws of Tajikistan and decree of the Cabinet of Ministers dated April 17, 1991 (No. 94) on approving of salary and payment rate for employees in different sectors, including cultural sector and archives.
3.86. There are 50 organizations subordinated to the Ministry of Culture that could be grouped into seven categories: (i) educational facilities (secondary and post-secondary level)—nine institutions; (ii) theatres—six institutions; (iii) libraries—three institutions; (iv) museums—seven institutions; (v) publishing houses—two institutions; (vi) musical bands—seven institutions; and (vii) one research institution.
3.87. Salary for the majority of employees in this sector is calculated as the basic rate supplemented with two: (i) additional pay for academic degree (30 percent), and (ii) additional pay for honorary title (35 percent). For those institutions classified as theatres, bonuses are paid quarterly in the amount of the basic rate.
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3.88. Different payroll calculation is used in the educational facilities at all levels. Currently there are five different supplements: (i) additional pay for managerial responsibilities (15 percent), (ii) additional pay for supervision of students (15 percent), (iii) additional pay for honorary title (35 percent), (iv) additional pay for checking student homework (15 percent), and (v) additional pay for supervising essays by students (10 percent).
3.89. Theatres and musical bands are currently subject to “government subsidy,” i.e., the government exercises a mechanism of budget allocation based on lump-sum budget envelopes, which institutions can use on a discretionary basis.
3.90. Overall, the sector has not yet fully realized the possibility of partial commercialization and needs a strategy in a way that the general government budget can co-finance the sector (including wagebill) and most of funds are raised through commercial activities. The pricing policy in most institutions of the sector is subject of antimonopoly regulation and far below the full cost-recovery level.
SPORT
3.91. There are 21 institutions subordinated to the Committee on Sport, Tourism, and Youth (hereafter committee). These institutions can be classified into six general types: (i) educational institutions (institute of physical culture, college of physical culture, secondary boarding school with in-depth sport study)—three institutions, (ii) sport coaching schools—six institutions, (iii) newspapers—two institutions, (iv) methodological center—one institution, (v) support institutions (center responsible for providing sport equipment; unit responsible for managing garage and general maintenance)—one institution, and (vi) enterprise—one institution.
3.92. All the above institutions, with the exception of enterprise, are being financed by central budget. Salary payment in these institutions is regulated by: (i) the general labor code; (ii) the decree of the Cabinet of Ministers dated April 17, 1991 (No. 94) on approval of salary and payment rate for employees in different sectors, (iii) the decree of the Committee on Sports (No. 10/44) dated October 25, 1995 (“Payment to sport referees during competition periods”), (iv) the Instruction of the Committee on Sports dated April 15, 1997 (“Grades and tariffs based on the Unified Tariff Grid for employees of the organizations subordinated to the Committee on Sports and financed from central budget”).
3.93. The 2007 salary reform was extended to educational institutions (institute of physical culture, college of physical culture, secondary boarding school with in-depth sport study)—three institutions only. Teachers’ salaries are calculated based on a new approach to reflect experience and complexity of the job.
3.94. Salaries of coaches—key staff in the sector—who work for boarding schools, institutes, college, and sport-coaching schools are calculated based on the following formula:
Coach’s Total Salary = Rate per hour × working hours + supplement for length of service + supplement for group teaching + supplement for achievements by students coached + supplement for category + supplement for personal sport achievements + other additional payments + annual vacation bonus
Administration and Support Staff Total Salary = Basic salary + supplement for length of service +
supplement for category + supplement for achievements by students + annual vacation bonus The above formulas have been recorded based on analysis of primary data from one of the sport–coaching schools and secondary normative act titled “Sample Regulations of Children and Youth Sport Schools, Sport Coaching Schools, and Sport Boarding Schools.”30
30 Approved by the Committee on Sport on Sept. 29, 1999 and certified by the Ministry of Finance on June 5, 2000.
30
During competitions, referees and some other support staff are remunerated based on the length (number of days) of the competition. The relevant grid was approved in 1995 by the Committee on Sports of Tajikistan, Regulation No. 10/44 (dated October 25, 1995).
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4. PUBLIC SECTOR PAY REFORM MEDIUM-TERM ROADMAP
4.1. OVERARCHING PRINCIPLES: TRANSPARENCY, EQUITY, AND SUSTAINABILITY
4.1. Regardless of almost five years of ongoing wage system reforms, the public sector wage system in Tajikistan still does not conform to good practice standards. In many parts of the public sector: (i) transparency of wage structures remains low as systems are often overly complicated and rigid, including many elements that pose risks of subjective application of rules, (ii) equity is not guaranteed, and (iii) system offer little motivation for young, qualified, and better-performing staff. The system as it is also prevents regional mobility of civil and public service staff, particularly between the Republican government and the regions.
4.2. The best way of reforming public sector wage systems is by departing on the basis of globally recognized standards of good practice, which we summarize below. These standards relate to two issues, the design of pay and benefit systems and the use of performance and complexity as benchmarks.
4.3. Regarding pay and benefits systems there is a globally recognized set of practices that aim to ensure consistency, fairness, equity, and transparency, as well as create pay differentials that provide an incentive for staff to perform well and accept high levels of responsibility:
• Base pay is the main element of total pay, typically forming at least 80 percent (and usually more) of total pay.
• Bonuses are not common—it is generally considered difficult to devise bonus schemes in the civil service environment that are objective and that motivate staff. Where bonuses exist they are usually on an annual basis, taking account of performance over the full previous year.
• Benefits in kind (i.e., housing, cars, mobile phones) are not common—benefit schemes are regarded as expensive to administer and potentially divisive, i.e., some people get greater value from the benefits than others for whom the benefits may not be relevant.
• Total pay levels in the civil service are typically 80 percent to 90 percent of private sector pay levels. This recognizes that: (i) civil servants usually have greater job security than in the private sector, and (ii) civil service pension schemes are generally comparable with those in the private sector.
• Pay structures are usually based on a series of grades that reflect relative job levels. The grade of a job is usually decided by means of a job evaluation system that allocates jobs to grades on the basis of an assessment of relative job outputs, accountability, knowledge and skills required, management responsibility, the extent and nature of contacts inside and outside the department, etc.
• For each grade there is usually a pay range that allows staff at each level to receive an annual salary increase each year (up to the maximum of the pay range) that reflects increasing ability and performance at that job level.
• There is a significant differential between pay levels of successive grades, normally at least 12 percent (and usually more). This provides the financial motivation for staff to accept a higher level of responsibility.
• There is a common grade and pay structure, at least across each of the components of public service, which reflects the critical HR principle of “equal pay for equal work.” Having a common structure and common pay levels facilitates the movement of people between institutions, opens
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up career and promotion prospects on at least a sector-wide basis, and helps to foster a corporate identity.31
• Ministry budgets are set to finance the necessary level of staff resources, based on the common pay structure. Money saved from staff vacancies cannot be used to pay more to existing staff.
4.4. Performance management as an underlying value to the design of wage systems refers to the way in which staff is motivated to contribute toward efficient achievement of the objectives, targets, and service standards of the institution. It includes:
• setting institutional objectives and targets; • effective communication of those objectives and targets; • setting department, unit, and individual objectives and targets in the context of institutional
objectives and targets; • the process of continuous development of staff skills and performance levels in relation to
institution, department, and unit needs; • regular appraisal of staff performance, such as assessing employees’ strengths and weaknesses in
relation to job requirements and agreed individual objectives and targets over the previous 12 months, agreeing on a plan for work outputs and targets to be achieved in the next 12 months, and agreeing on a plan for continuous development of the staff member’s skills and performance over the next 12 months.
4.5. It is normal to have a higher-level manager review the performance appraisal (PA) reports prepared by his/her subordinate managers to ensure that the process is applied consistently and well across departments and the institution. Personnel departments usually provide assistance and guidance to managers and assist in ensuring that agreed follow-up actions are implemented, particularly in respect of staff training and development.
4.6. The PA process is generally carried out separately from the review of individual salaries. The aim is to focus the appraisal process on developing high performance levels rather than simply on pay issues. However, managers’ decisions on salary increases and bonuses are inevitably informed by their assessments of staff members in the appraisal process. Also, a careful linkage between pay and performance provides an additional incentive for staff to continuously improve their performance.
4.7. It is generally recognized that the above principles, when properly applied, provided the best possible guarantee of the creation of a sustainable wage system that ensures that the public service obtains and retains the best possible staff. These principles also guide the reform options presented for the different parts of the public service below.
4.2. OPTIONS TO REFORM PAY POLICY: GENERAL APPROACH
4.8. Based on the overall principles outlined above, and taking into account the reforms that have been previously introduced, a detailed reform proposal for the public sector wage system can be worked out. Considering the complexity of the current system, both in number of sectors covered and the fragmentation of wage policy arrangement, as well as the limited capacity to manage reforms in Tajikistan, we suggest that the civil service, education, and health sectors are used as reference systems for the whole civilian public sector, with only minor modifications, as required, for other parts of the
31 Higher pay levels are sometimes provided for specific jobs that are at a premium in the market, i.e., high level IT or financial skills. Such pay levels are regarded as exceptional, require specific justification, and are subject to regular review. Also, agencies that are created as separate entities generally have more freedom to decide their own pay levels but in practice tend to be fairly consistent with general pay levels.
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public sector (social protection, science, culture, sports, etc.). As regards management staff across the public sector, it is suggested to use a simplified version of the civil service wage system as a reference point. In our view, this will make the introduction of reforms more manageable and thus more viable.
4.9. The reform options presented for the different sectors in the section below consider different factors, including fiscal impact, political and technical feasibility of introducing certain measures, relative current wage levels in individual sectors (which vary significantly) and scope for moving elements of the public service out of full budget financing. These considerations have been blended with assessments of political viability of reforms, both with reference to previous experience in reform implementation and considering the stance of sector ministers and ministries on measures proposed for their sectors. Finally, capacity constraints require a step by step and largely incremental approach to reform implementation, which is also reflect in the options presented.
4.3. OPTIONS TO REFORM PAY POLICY: CORE CIVIL SERVICE
4.10. Reforms for the core civil service will build upon the transparency and predictability measures already taken and add the dimensions of equity, complexity, and performance as the basis for the wage system. In this context, it is proposed that the medium-term pay reform agenda in civil service (2008–11) be built around the following steps:
• step 1—wage adaptation in 2008, including limited decompression measures (July 1, 2008);
• step 2—(i) define a new wage grid, (ii) complete the job classification, (iii) launch PA in pilot central civil service institutions (July 1, 2009);
• step 3—(i) review the wage grid, (ii) evaluate pilot PA and scale up PA across all central civil service institutions (end-2010); and
• step 4—(i) scale up PA across all civil service institutions including local governments (end-2011).
The steps proposed are illustrated in Figure 4.1
Figure 4.1: Civil Service Pay Reform: Medium-Term Roadmap
4.11. The analysis is based on a number of underlying assumptions that build up the main skeleton of the proposed reform roadmap. These are: (i) no staff reduction is proposed—the proposal accommodates expected increase in numbers of civil service institutions (the Presidium of the Academy of Sciences, some subordinate agencies of the Ministry of Health (MOH) such as sanitary and epidemiology and drug-licensing services); (ii) given high inflation in recent years (12.7 percent in 2006 and 19.8 percent in 2007), the government intends to almost double base pay of specialist-level positions—this will be absorbed by additional allocations of TJS 4–5 mln on top of existing allocation of TJS 82 mln for 2008;
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and (iii) pay increase in public service based on 2008 budget limits. Recent discussions with the authorities on the structure of wage increase in the civil service have led to a consensus on how to proceed with wage increases in a way that would allow: (i) completion of the last phase of wage decompression (1:3.8), and (ii) “stretching” the pay scale toward a new wage grid.
STEP 1—WAGE ADAPTATION IN 2008, INCLUDING DECOMPRESSION MEASURES (JULY 1, 2008)
4.12. Wage adaptation in 2008 is an important step and has to meet two major objectives: (i) distribute pay increases by positions in a way that would ensure smooth transition to the new wage grid with marginal budget implications, and (ii) maintain adequate pay decompression targets when almost two-fold pay increase is expected to be given to junior level positions (effective July 1, 2008) due to high inflation in recent years.
4.13. Under new (last) decompression of wages in civil service, base pay levels of senior-level positions are considered to be higher than lower-level positions (Table 4.1). Overall budget implications of new wage decompression is estimated to increase 2008 budget allocations by Tajik Somoni (TJS) 4 mln, which is in line with recent discussions with the Ministry of Finance (MOF).
Table 4.1: New Pay Levels following 2008 Wage Decompression: An Illustration at a Ministry Level
Positions Number of staff
BP as of 2008
Monthly wage as of
2008 New BP
New monthly
wage
Percent change in BP
Minister 14 860.00 1,257.44 2,260.00 2,260 163 1st Deputy Minister 14 520.00 730.97 1,150.00 1,617 121 Deputy Minister 30 470.00 647.03 1,120.00 1,542 138 Asst to Minister 8 190.00 261.25 400.00 550 111 Econ Advisor 1 190.00 256.50 450.00 608 137 Head of Department 10 340.00 469.20 940.00 1,297 176 Dep. Head of Department 6 320.00 432.00 850.00 1,140 178 Head of Division 120 300.00 402.25 810.00 1,094 203 Dep. Head of Division 35 270.00 359.49 660.00 879 144 Head of Unit 172 240.00 319.06 600.00 798 150 Dep. Head of Unit 0 230.00 271.40 560.00 661 143 Head of Sector 51 220.00 291.31 480.00 636 118 Chief Specialist 504 190.00 243.48 400.00 513 111 Lead Specialist 409 170.00 207.82 320.00 391 88 Specialist 245 130.00 156.32 250.00 301 92
4.14. From technical prospective, 2008 wage decompression is based on virtual assumption of applying new wage grid immediately, so one can ensure adequate customization of pay levels across positions in a new wage grid environment.
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4.15. While the civil service reform is still a “work in progress” (the government is expected to develop a concept for civil service reform), pay policy in the longer term will depend on the architecture of civil service. In shorter-term period, it is essential that staffing policy does not undermine the principle of predictability of pay levels in civil service. Figure 4.2. illustrates existing distribution of positions in civil service (at a ministry level) in recent years. While there was no serious institutional restructuring exercised in civil service during last four years, developments in staffing structure at specialist-level positions give a visible evidence of manipulations with positions mostly for pay increase purposes. For instance, during 2004–08, the share of chief specialists increased from 34 percent to 44 percent, while share of lead specialists declined from 40 percent to 35 percent and the share of specialists declined from 26 percent to 21 percent. This gives clear evidence of unnecessary overgrading without any additional task and responsibility of a specialist.
4.16. The government, with the leadership of the Civil Service Department (CSD) has to develop a standard staffing structure and manual (with fixed distribution of positions) for various layers of civil service institutions. In addition, the status of CSD needs to be reconsidered to the extent that it can monitor the surveillance general staffing rules by all civil service institutions at both central and local levels.
STEP 2—(I) COMPLETE THE JOB CLASSIFICATION, (II) MOVE TO THE NEW WAGE GRID, AND (III) LAUNCH PERFORMANCE APPRAISAL IN PILOT CENTRAL CIVIL SERVICE INSTITUTIONS (JULY 1, 2009)
Job classification
4.17. Job evaluation is the central prerequisite for moving to a new wage grid. The job-classification system is based on definition of a set of criteria for that job grade/category, which summarizes the characteristics of the category in terms of the levels of complexity, independence, responsibility, and communication that apply to jobs at that category; and the qualifications (level of knowledge and skills) required for efficient job performance at that category. Five criteria are proposed for classification purpose: complexity of tasks, independence in work, responsibility, professional communication, and competence:
• Complexity. Complexity of tasks expresses the extent of generality of the rules (technical, logical, legal, etc.) on which tasks are based, creativity, and the use of innovative methods in work.
• Independence. Independence in work expresses the extent to which a task is performed in accordance with general or specific guidelines and instructions of the manager and under his/her supervision.
• Responsibility. Responsibility expresses the extent to which the tasks have an impact on the implementation of the state organ's objectives, implying primarily the responsibility for the performance of own tasks and decision making, but may also include the responsibility for
Figure 4.2: Distribution of Positions at a Ministry Level, 2007
Specialist
Lead Specialist
Chief Specialist
Head of Sector
Dep Head of Unit
Head of Unit
Dep Head of Division
Head of Division
Dep Head of Department
Head of Department
Deputy Minister
1-st Deputy Minister
- 100 200 300 400 500 600
1
Number of Staff
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deciding on and distribution of assignments, and the supervision over their execution (hereinafter: managerial responsibility).
• Professional communication expresses the type of contacts in the course of work and their importance in terms of the implementation of the state organ's objectives.
• Competence expresses the knowledge, working experience, and skills required for efficient work in a job post.
4.18. Once classification criteria are agreed, each criterion should be elaborated for each job category. The criteria for each category represent distinct separate features of the category but are also interrelated so that taken together they represent a composite picture of the characteristics of jobs of that category.
4.19. Existing draft of civil service position categorization lacks consistency and does not fully fit with the framework described above. In the context of Tajik Civil Service legislation, the following approach could be used for the first three job categories—high, first, and second category positions.
4.20. Overall, categorization could be consistent with the following hierarchy of civil service positions:
• High category—first deputy minister– and deputy minister–level positions—number 1 and number 2 position in relevant institutions;
• First category—head of department–level positions; • Second category—head of division–level positions; • Third category—head of unit–level positions; • Fourth category—head of sector–level positions; • Fifth category—chief specialist–level positions; • Sixth category— lead specialist–level positions; • Seventh category—specialist-level positions.
4.21. Job classification process is a complex exercise and requires that actions are put in a logical sequencing. Table 4.3 briefly describes steps and actions to be taken.
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Table 4.3: Job-Classification Process
Steps Actions Output Step 1 – Data Collection • Duties and responsibilities for the various positions
should be collected through the completion of job description forms, organizational charts, and other information about the jobs
Completed job descriptions submitted to a job analyst
Step 2 – Data Analysis • Analyze the contents of the job description and start the classification of the job description in the most suitable job category
• Prepare draft job descriptions and compare tasks within job descriptions by applying a set of criteria to each task (functional responsibility)
• Determine the category into which the majority of tasks (functional responsibilities) proposed in the preliminary job description would be classified
• Compare job descriptions with a typical (benchmark) job description that suits specific level of positions. If the comparative analysis of benchmarks and draft job descriptions does not enable the ranking of the job post, the job analysts should proceed to applying all the standard criteria (complexity of work, independence in work, responsibility, professional communication, and competence) to each task separately. After all the criteria have been applied to each task, the job analyst should determine the category(ies) in which each task would be classified separately
Job classification based on the comparative analysis of a draft job description with a benchmark job description (based on criteria that a staff spends more than 60 percent of its time carrying out these tasks)
Step 3 – Approval and Control of Classification
The procedure for approval of classification of a job to a particular job category should be the same as the procedure for approval of the job description as regulated by the Regulation on the Procedure how to Develop and Approve the Civil Service Job Description.
Approved job classification
4.22. The CSD has to develop a set of criterion for benchmark job descriptions and sets of criterion that would be a basis for the classification grade of each position. The following factors have to be considered:
• responsibility to organize and administer work; • authority to make decisions; • relations and representation; • difficulty in problem solving and expectation for creative solutions; and • knowledge and skills.
4.23. It is important that classification of job categories is subject to control of the CSD, to avoid possibilities of overgrading of posts. It is also advisable that the highest job categories, such as highest and first category, be subject to restriction. We propose that only up to 10 percent of all posts in a ministry or agency can be classified in the highest category and that only up to 20 percent of all the posts could be classified in the first category. The CSD should ensure the standardization and uniformity of the contents of final job descriptions, and the standardized and unified application of the criteria for job evaluation and the job classification procedure throughout the civil service. The CSD should be able to give its opinion on the classification of all the posts before the president decides on their placement to the Civil Service Register.
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Box 4.1: Job Evaluation Approaches
i. Job evaluation is a systematic process that is used to determine the relative level, importance, complexity, and value of each job in organization. With a successful job evaluation system, each job can be compared to other jobs within the civil service. Any grading system will only work as well as the effectiveness/ consistency with which jobs are evaluated and allocated to appropriate grade levels. The choice of system has to be carefully matched to the organizational conditions in which it will be used. In this respect, several approaches can be considered:
(i) A JOB-RANKING APPROACH: In this approach, jobs are ranked according to the perceived relative value
of the jobs. Then jobs of broadly similar value are grouped together in grades.
(ii) A POINTS-FACTOR RATING SYSTEM: In this approach, several factors are selected to characterize all the
important elements (i.e., management responsibility, level of communication, qualifications and
experience required, etc.) of all jobs. Jobs are then analyzed. Points are awarded for the extent to which
each factor applies in each job. The points are added together to produce a total score for each job.
Jobs are allocated to grades based on those scores. (Each grade is defined by a range of points, i.e., 35–
45 points for grade X, 45–55 points for grade Y, etc.)
(iii) A JOB-CLASSIFICATION APPROACH: In this approach, each grade is described in terms of the key
elements of the job (similar to the factors used in a points-factor system) and jobs are allocated to the
appropriate grade level based on how closely they correspond to those descriptions. These generalized
descriptions will normally include references to criteria such as the relative complexity of work; the
types of decision that can be made by the jobholder; the extent of management responsibilities; and the
knowledge, experience, and skills required at each grade level, etc.
Most government employers and agencies, and other large organizations with limited resources, typically use job-classification systems. These types of organizations have many types of jobs at diverse locations and must maintain equitable and fair standards across all work settings. Furthermore, there are several reasons for choosing the job-classification model instead of job-ranking approach and point system:
• A job-ranking approach is simple in concept but is based on general perceptions of the relative value of
jobs. Thus, it is highly subjective and it would be almost impossible to ensure consistency of
application across the many organizations that make up the civil service.
• A points-factor system is detailed and complex. It takes a long time to design and test, requires detailed
and consistent job descriptions across the whole organization, and requires extensive staff resources to
implement and maintain. For example, a points-factor system was used in Austria during the reform of
their pay system. However, the reform process lasted two years and required investment of significant
resources. Point system was also considered in Armenia when it started reform of the pay system, but
it was eventually decided to use the job-classification approach.
• A job-classification approach is simple to design and use. Comparisons of job descriptions with grade
factors (criteria), if conducted with guidance and monitoring, can be acceptably objective. Usually this
concept is easily understood and accepted by civil service organizations. Most transitional countries
that have introduced pay reform based on job evaluation, such as Lithuania, Armenia, and Serbia, have
adopted a job-classification model.
Taking into account the advantages and disadvantages of the classification and point method, we suggest application of the job-classification approach in the civil service of Tajikistan.
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Table 4.2: Criteria for Classification of Job Post in the Highest, First, and Second Category
For a job post to be classified into the highest category, as a rule, the criteria for evaluation of job posts have to be fulfilled as follows:
� very high complexity of work—the most complex tasks in the course of which, creatively and by application of innovative methods in work, a considerable impact is made on the policy formulation or achieving results in a field under the state organ's scope;
� very high level of independence—independence in work and decision making on the most complex professional issues is limited only by general guidelines of the manager relating to the policy of the state organ;
� very high level of responsibility—responsibility for the tasks and decisions with a considerable impact on policy formulation and implementation, which may include managerial responsibility;
� permanent professional communication at very high level—contacts both within and outside the state organ implying the efficient conveying of information for the purpose of the implementation of the objectives of the state organ; and
� competence—university education and minimum seven years of relevant working experience, as well as the skills of creative application of the acquired knowledge in solving the most complex professional problems.
Criteria for classification of job post into the first category For a job post to be classified into the first category, as a rule, the criteria for evaluation of job posts have to be fulfilled as follows:
� high level of complexity—complex tasks in the course of which, creatively or by applying innovative methods, an important impact is made on the implementation of the objectives of the lower-level internal unit;
� high level of independence—independence in work and decision making is limited only by general guidelines and general instructions of the manager;
� high level of responsibility—responsibility for tasks and decisions with an important impact on the implementation of the objectives of a lower-level internal unit, which may include the managerial responsibility;
� regular professional communications at high level—contacts both within and outside the state organ occasionally requiring the efficient conveying of information for the purpose of the implementation of the objectives of the lower-level internal unit;
� competence—university education and extensive knowledge of the principles, working methodology, and best practices in a certain field, gained through minimum five years of relevant working experience, as well as the skills of creative application of the acquired knowledge in solving complex professional problems.
Criteria for classification of job post into second category For a job post to be classified in the rank of advisor, as a rule, the criteria for evaluation of job posts have to be fulfilled as follows:
� high/medium level of complexity—normally explicitly specified but complex tasks implying the application of the specified working methodology, procedures, or professional techniques;
� high/medium level of independence—independence in work is limited by occasional supervision and assistance by the manager in resolution of complex professional problems requiring additional knowledge and experience;
� high/medium level of responsibility—responsibility for the correct application of the specified working methodology, procedures, and professional techniques, which may include managerial responsibility;
� high/medium level of frequent professional communication—contacts both within and outside the state organ to give advice and collect or exchange important information;
� competence—university education and knowledge of working methodology, procedures, and professional techniques gained by minimum three years of relevant working experience, as well as the skills of the application of the acquired knowledge in solving complex professional problems.
4.24. Once job hierarchy is completed, institutional hierarchy has to be identified. In Tajik context, all 33 civil service institutions starting from Jamoat level up to presidential administration could be categorized as illustrated in Annex 6. This could be initiated at early stage; however, the better option would be reducing the number of Levels up to 6 (Annex 11).
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Move to the new wage grid
4.25. The next steps in the reform agenda would include the move toward a permanent wage grid, accompanied by an integration of the two remaining additional wage components (years of service and classification rank) into base pay.
4.26. Under new wage grid civil service pay will consist of only one component pay level depending on level and step in the wage grid; no years of services and qualification ranks are applied. During transition to new wage grid civil servants’ wages are subject to a one-time adjustment (in addition to pay increase envisaged in the budget) that absorbs both supplements.
4.27. New wage grid has 8 levels and 12 steps (Table 4.4). Levels are consistent with categories of civil servants. For example, a civil servant of highest category moves to level 8 (highest level in the wage grid), specialist positions (category 7 under new classification) move to level 1, etc. Each level has 12 steps. Assignment to a new step depends on hierarchy of an institution in which a civil servant is affiliated. For example, the entry point for a specialist (level 1) in Jamoat with population of up to 10,000 gets step 1; the higher the hierarchy, the higher the step.
Table 4.4: Proposed New Wage Grid for Administrative Civil Servants
Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12
Level 8 5.16 5.42 5.69 5.97 6.27 6.58 6.91 7.26 7.62 8.00 8.40 8.82
Level 7 4.13 4.33 4.55 4.78 5.02 5.27 5.53 5.81 6.10 6.40 6.72 7.06
Level 6 3.30 3.47 3.64 3.82 4.01 4.21 4.42 4.64 4.88 5.12 5.38 5.65
Level 5 2.64 2.77 2.91 3.06 3.21 3.37 3.54 3.72 3.90 4.10 4.30 4.52
Level 4 2.11 2.22 2.33 2.45 2.57 2.70 2.83 2.97 3.12 3.28 3.44 3.61
Level 3 1.69 1.77 1.86 1.96 2.05 2.16 2.26 2.38 2.50 2.62 2.75 2.89
Level 2 1.30 1.37 1.43 1.50 1.58 1.66 1.74 1.83 1.92 2.02 2.12 2.22
Level 1 1.00 1.05 1.10 1.16 1.22 1.28 1.34 1.41 1.48 1.55 1.63 1.71
4.28. A 25–30 percent difference in salary between levels is applied. This provides an incentive for capable staff to accept more responsibility at a higher grade level where vacancies exist. Step increase is based on a 5 percent increment.
4.29. To be able to keep a unified pay structure based on the above pay differentials between pay grades and steps in moderate inflation environment, we propose that the concepts of a minimum base pay level for civil service and a multiplier are introduced. The base pay should match the lowest pay point in the seventh category and should be determined every fiscal year through annual budget law. Multipliers, on the other hand, should be determined by the wage grid model, as proposed in Table 4.5. Civil service salaries would be calculated by multiplying the minimum base pay by the multiplier. For example, if a civil servant is in level 5 and step 7 (multiplier of 3.54), and budget law establishes minimum base pay level in civil service in a particular year at TJS 250, the amount of wage is TJS 890 (3.54 x 250 = 885; rounded up to the nearest decade).
4.30. There is also a need to develop separate pay levels for political civil servants, which would be elaborated either in a separate wage grid or determined as fixed amounts of remuneration. Some countries (Germany, Austria, Serbia, etc.) have separate pay grades for senior civil servants that are subject to a certain degree of political influence. These categories do not have horizontal pay progression, but receive fixed amounts of remuneration.
4.31. A separate wage grid for political appointees and servants of state power is needed. Annexes 12 and 13 propose tentative wage grid multipliers applicable against minimum wage in civil service. It would be advisable to maintain a wage grid for these positions, rather than fixed pay levels for the reason of budget predictability and ensuring adequate hierarchy of positions in the whole civil service.
4.32. Once a new wage grid is adopted, it is important to identify: (i) entry points for each individual civil service position, and (ii) criteria for pay progression within levels (by steps).
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4.33. Once job classification is completed, one has to exercise job matching to spread positions across steps, while entry points within levels should be consistent with 8 civil service categories. Two approaches could be used to “deploy” civil service positions across new wage grid: “mechanical” and job benchmarking. At entry stage, given the capacity constraints and the political economy, entry points by steps could be identified by institutional hierarchy (“mechanical” approach); i.e. belonging of a civil servant to specific category of civil service institution would define job complexity (for example, matching jobs of a Specialist at a ministry level vs. a Specialist at Jamoat level). Annex 6 identifies 10 layers in institutional hierarchy of 33 categories of civil service institutions. The Policy Note argues that it would be wise to reduce the number of institutional hierarchy layers from existing 10 to 6 (see Annex 11) levels, at least, for two reasons: (i) creating an adequate space for performance-related pay increase; and (ii) “left-skewness” (between Steps 1 to 6) reduces a burden on budget at the stage of wage grid introduction and creates a space to increase minimum base pay level for civil service. Entry points for steps are to be identified by that category. For example, entry point for a specialist in a ministry, according to this rule, will be level 1 (lowest) and step 8. If this logic is followed, the “deployment” ministry-level civil servants’ entry point into the new wage grid would look as illustrated in the Table 4.5. If job benchmarking approach is employed, one would need to identify benchmark positions against which other positions are to be compared with. This approach is skill-intensive and requires strong technical support; also, political economy is less conducive for this approach.
4.34. Overall, under new wage grid, vertical progression will depend on the category of a civil servant while horizontal progression will depend on job complexity (institutional hierarchy) and staff performance; job complexity will help to identify entry point for a civil servant while annual (horizontal) progression will depend on performance indicators.
4.35. As mentioned above, there is a need to link pay levels of core civil service with the rest of public civil service – political appointees and positions of state power. Annexes 12 and 13 propose pay levels for these positions where pay levels can be calculated by using multipliers against minimum base pay level in civil service. It is important to highlight that these positions are not subject to performance appraisal (discussed below) and pay system considers only one lump sum salary to a political appointee/position of state power.
Table 4.5: Spreading Ministry Level Positions in the New Wage Grid Based on Institutional Hierarchy
… Step 7 Step 8 Step 9 …
Level 8 … Deputy Minister First Deputy Minister
…
Level 7 … Head of Department
…
Level 6 … Head of Division Deputy Head of Department.
…
Level 5 … Head of Unit Deputy Head of Division
…
Level 4 … Economic Advisor
Head of Sector …
Level 3 … Chief Specialist …
Level 2 … Lead Specialist …
Level 1 … Specialist …
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Performance appraisal in pilot central civil service institutions
4.36. Performance appraisal aims at obtaining an objective, valid and comparable statement on civil servants’ performance and on their abilities and competences. It can provide a basis for decisions on personnel matters (promotion/termination of employment and pay), but it serves also as instrument for human resources management in a broader sense (staff development, training programs, etc). Appraisals help develop individual officials’ skills and careers, improve organizational performance, and feed into business planning. In most civil services, formal performance appraisals are generally conducted annually for all staff in the organization.
4.37. The conceptual basis for performance appraisal is the focus on results, which may be defined as a combination of outputs and outcomes. Apart from providing a link between salary progression and officials’ performance, performance appraisal brings additional benefits at a agency level:
• Performance appraisal offers a valuable opportunity to focus on individual officials’ work activities and goals, to identify and correct any existing problems, and to encourage them to improve their performance in the future. Thus the performance of the whole organization is enhanced.
• Performance appraisal provides employees with feedback on and recognition for their work efforts. Feedback from managers can help employees identify areas for further improvement in their performance. At the same time, recognition has been proven to act as an incentive in its own right.
• Performance appraisal offers an ideal opportunity for a supervisor and subordinate to recognize and agree upon individual training and development needs.
• Appraisal data can also be used to monitor the success of the organization's recruitment and induction practices, e.g. by surveying how well employees hired in the past two years are performing.
4.38. In many countries, improvements in the quality of public services have been achieved by establishing adequate incentives systems for public servants. Annex 14 gives a brief overview of performance appraisal in selected countries.
4.39. The following issues are critical for the whole PA process:
• Who is appraised? • Who evaluates performance? • What is the subject of appraisal? • Performance evaluation process and objectivity of ratings • Conversion of ratings into pay increase and career progression
Based on these principles, one may develop a specific PA roadmap for Tajikistan.
Who is appraised?
4.40. PA is a process conducted primarily between an evaluator and civil servant who is being appraised (hereinafter appraisee), in which an evaluator assesses the performance of an appraisee. Appraisee is any staff in civil service who is at the position of head of department and below level.
Who evaluates the performance?
4.41. An evaluator is usually an immediate superior of an appraisee. Depending on the hierarchy in the respective state authority, each appraisee should have his/her own evaluator. In many cases and for most administrative civil servants this will be the head of the respective unit or division, who will have the role of the evaluator for all of his/her subordinates.
What is the subject of appraisal?
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4.42. The subject of appraisal is results achieved by an appraisee in the course of the period for which he/she is appraised. To be able to appraise work results, it is necessary to first determine work objectives, i.e., aims or performance goals of the appraisee. Therefore, setting work objectives for each appraisee is fundamental to PA. Setting work objectives means specifying the job description of the respective position for a particular period of time and a particular job holder. In addition to achievement of work objectives, other related evaluation criteria could also be determined, such as: independence, creativity, initiative, precision and conscientiousness, level of cooperation, judgment, expertise, etc.
Performance evaluation process and objectivity of ratings
4.43. PA requires judgment and cannot be reflected through a simple formula. There are two key elements in the appraisal process:
1. An evaluator assesses the degree to which each work objective has been achieved, which assumes achievement of both quality and quantity of achievement and keeping deadlines for his/her achievement;
2. An evaluator determines an overall score for “results achieved,” where relative importance and relevance of each work objective has to be weighted.
4.44. In the course of evaluation, an evaluator should use a standardized form for PA. After completion of this form and once feedback is received from other colleagues of an appraisee, an evaluator should conduct an interview with an appraisee. The appraisal interview is a formal event and needs preparation. Regularly, appraisal interviews will take place in January of the year following the annual appraisal period.
Conversion of ratings into step increase
4.45. A scoring and measuring system is critical for PA. Scores could range from 1–2 to 1–5 or be even wider (e.g. 100-point scale is used in the German civil service). A 1–2 scoring system implies only two possibilities (positive appraisal and negative appraisal). Score range of 1–3 is also considered to be too narrow, mainly because the midway (2) inhibits clarity of individual and overall results because many answers tend to be in the middle. This is why it is recommended to have wider scoring ranges, which would enable more reliable differentiation among levels of performance and distinction among the performance of individual appraisees.
Performance appraisal model for Tajikistan
4.46. There are three issues that need to be addressed while PA is instituted in Tajik civil service: (i) institutional setup within and among civil service institutions; (ii) finding out a feasible piloting scheme and possible scale up across the whole country; and (iii) having simple and very straightforward rules of game. These three constitute the basis of successful implementation or failure PA implementation in civil service.
4.47. It is essential that Civil Service Department produces manuals/guidelines on performance appraisal and updates them when needed. The Civil Service Department also exercises quality control and oversight functions with regard to the implementation of the guidelines on performance appraisal. At the same time, it is also essential to enhance the role of Human Resources management units in civil service institutions. These units have to be in charge of ensuring implementation of the performance appraisal system in their respective institutions - in cooperation with and under the supervision of the Civil Service Department.
4.48. There is a need to decide on a clear plan and schedule of implementation of performance appraisal in the Tajik civil service. One possible option could be piloting it in the same institutions as the new pay system was piloted in 2005 – Presidential Administration, Civil Service Department, Ministry of Economic Development and Trade, Ministry of Finance, Ministry of Labor and Social Protection and Ministry of Education. The first phase should be implemented by July 1, 2009 when move to new wage grid is due to take effect. Further, following evaluation of performance appraisal pilots, the performance
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appraisal system should be scaled up to all central civil service institutions and at a final stage (e.g. by 2011), across all civil service institutions, including at the regional and local levels.
4.49. Table 4.6 describes an annual PA process.
Table 4.6: Performance Evaluation Calendar in Civil Service Institutions
Actions Responsible staff Timeline Launch PA Minister/CSD January 1 Establish an Evaluation Committee (EC)32 under each responsible Deputy Minister (or head of department if number of staff exceeds 20)
The Board of the Ministry
January 1–15
Staff member drafts: • Performance Report for previous year, detailing specific
tasks based on a standardized format, and • Agreement on Deliverables (AOD) for next year 33
Staff member January 1–31
Staff member submits (i) performance report for prior year, and (ii) AOD for next year to his/her direct manager. At least other three staff members (directly working with a staff member) get a copy of Performance Report for Prior Year for evaluation
Staff member Other staff members (feedback providers)
February 1–15
Manager and staff member discuss feedbacks on Performance Report for Prior Year, and AOD for next year direct manager and staff member
Head of department Staff member
February 15–28
Review of staff performance in the evaluation committee (EC) and produce final ratings on individual performance (by applying fixed distribution)
Evaluation committee March 1–20
Approve final performance results Chairman of EC March 20–31
4.50. Performance appraisal (PA) should apply to all staff of level 7 and lower, but not to deputy and first deputy ministers, in view of their inherently more political position. The appraisal process should be monitored by an evaluation committee (EC) to be chaired by deputy head of agency. The EC should include all heads of departments plus three staff members at specialist level. The human resources department/unit in each agency should assign staff members to represent in each EC; they are expected to play a role of secretariat of the EC and prepare internal reports.
4.51. From a fiscal prospective, each minimum wage increase in civil service would have two components: (i) “by default” increase of wages for a civil servant through annual adjustments in the level of minimum base pay in the civil service; and (ii) marginal increase in pay levels for performance. Practically, performance component in the budget allocation is an envelope that civil service institutions have to use for the distribution among staff depending on performance.
4.52. One has to acknowledge the importance of equal distribution (in terms of percentage) of all performance-related budget envelopes up to a department level; actual differentiation takes place within a department.
32 The Evaluation Committee shall be chaired by Deputy Minister; should include all heads of departments or their deputies plus three staff members at non-managerial levels (grades). The HR Department should assign staff members to represent in each EC; they are expected to play a role of secretariat of the EC with responsibility for ensuring consistent application of relevant guidelines and preparing internal reports. To prevent a conflict of interest, it is proposed that evaluation performance of the EC representative has to be considered without his/her presence. 33 In next year, Performance Report for Prior Year will largely based on Agreement on Deliverables (AOD) agreed upon during previous PA cycle, unless staff member’s work program changed during the previous year.
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Table 4.7: Staff Subject to Performance Appraisal and the Evaluation Committee Structure: Illustration at a Ministry Level
1. Staff subject to PA Head of department Head of division Deputy head of division Head of unit Deputy head of unit Head of sector Economic advisor Chief specialist, assistant to minister Lead specialist Specialist 2. EC structure Chairman: Deputy minister Members: Heads of departments or their deputies,
two or three staff of specialist-level positions Secretariat: HR unit representative
4.53. The PA, at this stage, should be based on a very simple process. A staff performance has to be evaluated based on three main criteria:
• outputs/results achieved during the year—the assessment is based on the Agreement on Deliverables (AOD) agreed upon during last year’s PA;
• managerial skills or technical competence, whichever is applicable—heads of sectors, units, divisions, and departments’ performance is based on managerial skills while technical competence is applied against staff (specialists, etc.);
• interpersonal skills—maintaining healthy business relationships with colleagues, and teamwork.
4.54. Performance report for prior year will have to include this criterion and should be submitted for review and feedback in the form of Staff Performance Evaluation Form (Annex 15.1.). Each feedback provider rates staff performance using the following ratings: “Exceptional,” “Superior,” “Fully Successful,” “Partially Successful,” and “Unsatisfactory.”
4.55. It is very important that the summary of ratings fit with a budget envelope allocated for pay increases based on horizontal salary progression. In practice, only in exceptional cases ratings could be consistent with the budget envelope for performance. Usually, managers tend to be generous with ratings and if it is taken as it is, the budget implications would be substantial enough to have a fiscal impact. Therefore, a system has to be in place that would allow “choosing the best among the best”. “Fixed distribution” of rankings would be needed to guard against the risk of managers inflating the performance ratings of their staff as a means of increasing salaries. The following forced distribution is proposed for the civil service:
• “Exceptional”—5 percent • “Superior”—15 percent • “Fully Successful”—55 percent • “Partially Successful”—20–25 percent • “Unsatisfactory”—0–5 percent
This is a tentative fixed distribution (more conservative option) for illustration purposes; alternatively, the government may have more generous fixed distribution depending on fiscal space; it should be emphasized that generous option (for fixed distribution) should not violate the “principle of pyramid” – it is very likely that best performers will constitute the minority of total staff.
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4.56. In other words, forced distribution of rankings is a performance intervention, which can be defined as an evaluation method of forced distribution, where managers are required to distribute ratings for those being evaluated into a pre-specified performance distribution ranking.
4.57. Performance-based pay increase is awarded by means of a step increase within each level (category). Performance results have an impact on “horizontal” step increase and - for staff who are already on the highest step - a performance-related bonus:
• “Exceptional”—one step increase • “Superior”—one step increase for two years of consecutive “superior performance” • “Fully Successful”—one step increase for three years of consecutive “fully successful”
performance • “Partially Successful”—no credit toward step increase, recommendations for skill development
and improvement of performance • “Unsatisfactory”—no bonus for consecutive two “Unsatisfactory” ratings; staff is either
downstepped or moved to lower-level position
4.58. Those staff who are eligible for next step increase (“Exceptional” rating or “Superior” rating for two consecutive years), but cannot move to next step because they have already the highest step within their level (category) could be rewarded for their performance by receiving an one-time bonus equivalent to 125 percent for “Exceptional” and 80 percent “Superior” of the highest Step monthly pay within their Level. In addition, such staff could be given priority for promotion to a post in with higher level of responsibility (higher category) through inclusion in a reserve pool for officials eligible for promotion, subject to successful completion of an attestation procedure.
4.59. Annex 15 describes detailed PA methodology with an illustration at a ministry level.
4.60. Government has to identify no more than five central civil service institutions where PA will be piloted. Technical assistance would be needed to the CSD for the design of the PA and training of human resources personnel in the ministries.
STEP 3—(I) REVIEW THE WAGE GRID TO REMOVE ANY POSSIBLE “BUGS” IN THE SYSTEM, (II) EVALUATE PILOT PERFORMANCE APPRAISAL AND SCALE UP PERFORMANCE APPRAISAL ACROSS ALL CENTRAL CIVIL SERVICE INSTITUTIONS (END-2010)
Review the wage grid
4.61. Once the wage grid is introduced, an analysis of the implementation of wage grid would be an important step to monitor the progress of reforms. The Civil Service Department will have to carry out an analysis of the implementation of wage grid in civil service to check: (i) whether job classification was done in a right way and reflect adequate pay levels; (ii) whether pay differentiation levels provide an incentive for career development.
Evaluate pilot performance appraisal and scale up performance appraisal across all central civil service institutions
4.62. Evaluation of PA in pilot civil service is essential at this stage. CSD has to conduct a new survey among civil servants in pilot institutions to identify what has and has not worked. The survey has to help to find out at least:
• what was the overall level of civil servants’ satisfaction with the new performance appraisal mechanism;
• what were the main concerns; • whether the process was organized in a logical and transparent way; and • what should be changed in the appraisal system, etc.
4.63. Separate interviews are needed with the chairpersons of evaluation committees (ECs) in agencies to find out potential shortcomings in the system and ways to minimize their implication.
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4.64. Following the survey and interviews the PA mechanism could be changed accordingly—without any damage to the main principles of PA.
4.65. Overall, this requires two fundamental steps: (i) review implementation of pilot PA and draw conclusions for possible alterations in the system before scaling up to central civil service, and (ii) train human resources management personnel and managers and members of ECs in central civil service institutions.
STEP 4—SCALE UP PERFORMANCE APPRAISAL ACROSS ALL CIVIL SERVICE INSTITUTIONS INCLUDING LOCAL GOVERNMENTS
4.66. Perhaps another survey of the perception of civil servants on PA implementation would be needed before the system is scaled up across the whole civil service. As in step 3, review and possible alteration of the system as well as training program for human resources management personnel and managers and members of ECs would be needed.
Transitory Mechanisms
4.67. As the introduction of performance appraisal systems will take time, a transitional mechanism will need to be designed to manage career advancement in the interim period. One option could be to allow for horizontal progression (to a higher salary step within the same category) on the basis of length of service for a fixed period of time (e.g. two years)until the performance appraisal system is fully operational. Alternatively, the Civil Service Department may wish to consider making partial use of the performance appraisal mechanism for the purpose of deciding horizontal progression during the interim period. In this regard, the Civil Service Department could examine transitional arrangements used in other countries implementing such reforms. For example, in Serbia a simplified but transparent process of selecting a small number of staff with excellent performance for horizontal progression was used in the transitional period.
Fiscal impact of policies in civil service
4.68. Civil service has relatively small portion in the public sector (12 percent of public sector wagebill) and, given some rationalization measures in pay policy, pay reform can be easily kept along with medium-term fiscal framework of the general government. It is proposed that given the budget constraints, the Government may exercise pay increase in civil service every July of forthcoming years that could keep the overall envelope along the fiscal line.
4.69. Assuming that the Government acts along with the proposed parameters of the pay policy as well as the schedule of the implementation, the minimum pay level may increase from existing TJS 120 to 450 in 2011. Under these circumstances, the civil service will continue absorbing 12-14 percent of public sector wagebill (Table 4.8.)
Table 4.8: Civil Service: Fiscal Impact of Policies
(in thousands of TJS unless otherwise indicated)
2008 2009 2010 2011 2012 Effectiveness: July July July July July Minimum base pay level, TJS Option 1: Institution hierarchy of 10 layers 169 300 310 400 450 Option 2: Institution hierarchy of 6 layers 175 335 350 420 480 Wagebill 85,068 132,992 156,095 181,701 217,149
of which: Civil Servants 69,705 110,889 130,547 151,948 181,910
4.4. REFORM OPTIONS: EDUCATION
4.70. Tajikistan’s medium-term pay policy has to be based, at least, on four pillars: (i) redesigned pay policy itself, (ii) policy options for curriculum development, (iii) rightsizing school size and efficiency gains of per capita financing, and (iv) rationalization of staffing policy. The whole agenda is built within
48
the framework of this rectangle, as the pay reform alone cannot offer the solution for the predictability of wagebill in education—the largest employer of the public sector.
4.71. Medium-term pay reform agenda in education covers 2008–12 and is built around the following steps:
• step 1—wage equalization across all subsectors in education in 2008-09, including marginal decompression measures—develop a target for staffing rationalization (starting from Sept. 1, 2008 throughout Sept. 1-2009);
• step 2—(i) move to interim wage grid based on existing categories of teachers, (ii) initiate stavka/curriculum reform, (iii) intermediate review of per capita financing (September 1, 2010);
• step 3—(i) move to permanent wage grid with assumption that actions (ii) and (iii) of step 2 are accomplished (end-2012).
The proposed steps are illustrated in Figure 4.3.
Figure 4.3. Education Sector Pay Reform: Medium-Term Roadmap
Scale up Per
Capita Financing
(interim redesign)
Complete wage
equalization
across the
sector
Sep-09 Sep-10
Curriculum:
Design Multidisciplinary
Training Strategy
Interim
Wage Grid
(i) Evaluation of Interim Wage Grid)
(ii) Permanent Wage Grid
Dec-12
Revised (Final)
Per Capita Financing
Model
New Curriculum
And Stavka Policy
Initial steps in
wage
equalization
with moderate
decompression
Sep-08
4.72. The analysis is based on a number of underlying assumptions that build up the main skeleton of the proposed reform roadmap. These are: (i) change in number of students and demand for additional teaching loads are factored in, and (ii) the high inflation in recent years has caused some brain drain in the sector. While modest expectations should be maintained (given the huge size of the sector), possible space for efficiency gains has to be identified on top of additional budget allocations; most funds are to be directed for equalization of pay levels for teachers of the same profile across the whole sector. Wage adaptation for 2008-09 is built so transition to the interim wage grid would offer minimum burden on the general government budget.
4.73. Education needs carefully designed feasible policy options that would address various dimensions of the reform agenda in the sector. The design of policy options has to address two sets of issues: (i) it should bring more transparency and equity in pay levels within the sector, and (ii) it should complement reform measures (PCF) in the sector.
4.74. The first set of issues could be addressed by:
• revising existing pay scale levels across the sector and ensuring consistency of base pay levels with general education; and
49
• improving transparency and predictability in pay levels by eliminating most supplements and bonuses to teachers by integrating into base pay (zero-loss in overall pay).
4.75. The second set of issues would complement PCF in education as well as stavka reform. This issue needs careful solution and should not undermine the equity of all citizens for access to basic education. Some simulations are provided below that would help to raise some inconsistencies in existing practices and help to articulate measures for solutions.
4.76. In the medium term, the government may face a challenge in reconciling pay reform and education financing formula. Remote mountainous rayons are to be covered by PCF in 2010 and serious alterations in the financing formula could be needed. Therefore, the government will face a choice between further continuation of wage reform in education and possibly redesigning the sector financing formula.
STEP 1—WAGE ADAPTATION ACROSS THE SECTOR (STARTING FROM SEPT. 1, 2008 THROUGHOUT SEPT. 1-2009)
4.77. Step 1 requires two sets of policy actions: (i) rationalize pay structure in all subsectors, excluding general education; and (ii) equalize pay levels across subsectors in a way that would ensure compensation for additional workload (job complexity) and mutual comparability of pay levels in association with base pay levels and teaching loads.
Pay structure rationalization
4.78. The sector needs pay structure rationalization similar to the one exercised for general education in April 2007. Given the high complexity of pay structure, it is proposed to maintain six additional supplements at this stage—textbook correction, class leadership, classroom responsibility, supplements for laboratory works, supplement for methodological works, and bonus for the best results (sport schools only). Once the system moves to interim wage grid, these supplements will be either part of step increase (reflecting additional workload) or defined as an amount as percentage of minimum wage in education. All other supplements—except the six listed above—are proposed to be either integrated into base pay or replaced with a one-time bonus (for honorary title, for example)34. Table 4.10 specifies the list of supplements and bonuses that should be either integrated into base pay (stavka) or temporarily grandfathered until interim wage grid is introduced in September 2010.
4.79. Once rationalization measures are taken, some adjustments on new base pay levels are needed depending on the number of supplements that are to be grandfathered at this stage. Transition to interim wage grid envisages reintroducing some supplements that previously existed (prior to April 2007) in general education (classroom responsibility and methodological activities), but in a different form.
Equalization of pay levels across subsectors
4.80. An “equalization” pay level refers to establishing a pay scale that reflects job complexity and hierarchy of positions.
4.81. Equalization of pay levels across subsectors requires some sequencing. The immediate challenge is ensuring mutual comparability of pay levels within the sector. The previous chapter discussed the problems of mutual comparability of base pay levels across subsectors given very diversified amounts of hours per stavka.
34 Alternatively, these bonuses could be paid out of special budget funds which are not of education sector wagebill.
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Table 4.9: Pay Structure Rationalization in Education: Next Steps
Immediate Actions Category Supplements Rates (Base)
Action Rate After move to Interim Wage Grid
Textbook correction 20% of BP Maintain 10.0 Up to two step increase (quantifier)
Class leadership 15% of BP Maintain 10.0 Up to three step increase (class size)
For laboratory works 15% of BP Maintain 10.0 One step increase
Classroom responsibility 10% of BP Maintain 10.0 One step increase Suppl. for vocational/boarding school 20% of BP Integrate into BP - No impact
For night shifts 50% of BP Maintain 50.0 3 to 8 percent of minimum base pay for each full night shift
For stationery 10% of BP Integrate into BP - No impact
For honorary title 20-50%% of BP Replace with one-time bonus
50.0 One time bonus equivalent to 100 percent of minimum base pay
Spec
ial s
choo
ls
Material assistance equivalent to monthly wage
Integrate into BP - No impact
Textbook correction 20% of BP Maintain 10.0 Up to two step increase (quantifier)
Class leadership 15% of BP Maintain 10.0 Up to three step increase (class size)
For laboratory works 15% of BP Maintain 10.0 One step increase
Classroom responsibility 10% of BP Maintain 10.0 One step increase
Suppl. for vocational/boarding school 20% of BP Integrate into BP - No impact
For night shifts 50% of BP Maintain 50.0 3 to 8 percent of minimum base pay for each full night shift
For methodological activities 10% of BP Maintain 10.0 One-time bonus equivalent to 75 percent of minimum base pay for each workshop
For stationery 10% of BP Integrate into BP - No impact Supplements for hazardous works 12-24% of BP Integrate into BP - No impact For honorary title 20-50%% of BP Replace with one-
time bonus 50.0 One time bonus equivalent to 100 percent of
minimum base pay
Boa
rdin
g sc
hool
s
Material assistance equivalent to monthly wage
Integrate into BP - No impact
Textbook correction 20% of BP Maintain 10.0 Up to two step increase (quantifier)
Class leadership 15% of BP Maintain 10.0 Up to three step increase (class size)
For methodological activities 10% of BP Maintain 10.0 One-time bonus equivalent to 75 percent of minimum base pay for each workshop
For stationery 10% of BP Integrate into BP - No impact
Cor
resp
ondi
ng
scho
ols
Material assistance equivalent to monthly wage
Integrate into BP - No impact Textbook correction 20% of BP Maintain 10.0 Up to two step increase (quantifier)
Class leadership 15% of BP Maintain 10.0 Up to three step increase (class size)
For laboratory works 15% of BP Maintain 10.0 One step increase
Classroom responsibility 10% of BP Maintain 10.0 One step increase
For methodological activities 10% of BP Maintain 10.0 One-time bonus equivalent to 75 percent of minimum base pay for each workshop
For stationery 10% of BP Integrate into BP - No impact Voc
atio
nal s
choo
ls
Material assistance equivalent to monthly wage
Integrate into BP - No impact
Musical schools
Material assistance equivalent to monthly wage
Integrate into BP - No impact
Years of service 20% of BP Integrate into BP - No impact
For honorary title 20-50% of BP Replace with one-time bonus
50.0 One time bonus equivalent to 100 percent of minimum base pay
For the best results 260% of BP Maintain 50.0 One time bonus equivalent to 80-120 percent of minimum base pay
For specialization 15% of BP Integrate into BP - No impact For training activities 3% of BP Integrate into BP - No impact Tariff net supplement 10% of BP Integrate into BP - No impact
Spor
t sch
ools
Material assistance equivalent to monthly wage
Integrate into BP - No impact
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4.82. Proposed pay equalization measures are based on assumptions that the government will retain existing categories and education background–based pay system, but introduces some changes. The alternative could be to undertake job classification within and across subsectors; however, given the nature of the sector, the latter would not bring additional value added and could even complicate pay policy that would impose additional transaction costs to administer it.
4.83. The Policy Note argues that there are two immediate policy options in this area: Option 1 – benchmarking exercise; and Option 2 – grant-based budget financing for universities and colleges depending on need for specific professions in public sector.
4.84. Option 1 requires linking pay levels of specific subsector(s) with others; this has to be done across all subsectors in education35 while existing unit (per hour) for the remuneration of teachers needs to be revised through adjustments in base pay levels and/or number of hours per teaching load. For benchmarking purposes, it is proposed to split the subsectors into two benchmark groups: Benchmark 1 Group—“mapped” to general education—includes preschool education institutions and special, boarding, corresponding, vocational, musical, and sport schools, while Benchmark 2 Group—“mapped” to university level—includes colleges and post-graduate training institutes (Table 4.10 and Table 4.11).
Table 4.10: Benchmarking Pay Levels across Education Institutions
Benchmark 1—General Education Benchmark 2—Universities Preschool education institutions Colleges Special education institutions Post-graduate training institutes Boarding education institutions Corresponding education institutions Vocational education institutions Musical education institutions Sport education institutions
Table 4.11: The Hierarchy of Educational Institutions
BENCHMARK 1 GROUP Level 3 Vocational schools Boarding schools Special schools
Level 2 General Education General Education Corresponding schools
Musical schools Sport schools
Level 1 Preschool
BENCHMARK 2 GROUP Level 3 Post-Graduate Level 2 University Level Universities Level 1 Colleges
4.85. Option 2 (grant-based financing) requires careful costing of tuition per student and sound analysis of the demand of the public sector for specific professions (teachers, doctors, lawyers, etc.); this requires a good capacity for mid-term planning in public sector. Once this is done, the Government may launch bids (number of students needed) among universities and public resources are to be allocated on a competitive basis. Accordingly, a university may get an envelope of budget resources on per student-basis. Similar approach has to be used for colleges. This option requires liberalization pay scale at university/college level education and give full autonomy to use these resources for recurrent and wage spending by these institutions.
4.86. Given the political economy and limited capacity in the public sector, it is very likely that Option 1 will be opted at this stage and gradual move to Option 2 may be used in three-four years down the road
35 For example, a teacher of the same profile (education degree and category) in special schools has to get paid higher than in general education given additional job complexity (working with children with physical or mental deficiency or difficult children). A hierarchy has to be established in the sector that would ensure this complexity.
52
once the whole system is “brought into order”. Therefore, next paragraphs of the Policy Note gives special emphasis on policy actions related to Option 1.
4.87. Once benchmarking is done, one needs to establish a “right hierarchy” of the institutions that reflect complexity of jobs for teachers of the same profile (by category and education) and ability of getting better-paid jobs in local labor market. This is an important step to identify who has to get paid more and who has to get paid less than the benchmark subsector; once pay levels are identified for benchmark sectors, other subsectors linked with the benchmarks will get higher or lower pay increase depending on level. Table 4.12 illustrates a proposed hierarchy that reflects job complexity for each subsector and opportunities for teachers of specific institutions to get better-paid (including non-teacher) jobs in the local labor market.
Table 4.12: Equalization of Positions in Benchmark 1 and 2 Groups 36
LEVEL BENCHMARK GROUP SUBSECTOR SUBSECTOR
CODE POSITION
Level 16 Benchmark 2 Group Post Graduate PGRD Professor with Scientific Degree
Level 15 Benchmark 2 Group Post Graduate PGRD Professor without Scientific Degree
Benchmark 2 Group Post Graduate PGRD Doctor of Science
Benchmark 2 Group Universities UNIV Professor with Scientific Degree
Level 14 Benchmark 2 Group Post Graduate PGRD Associate Professor with Scientific Degree
Benchmark 2 Group Universities UNIV Doctor of Science
Benchmark 2 Group Universities UNIV Professor without Scientific Degree
Level 13 Benchmark 2 Group Post Graduate PGRD Associate Professor without Scientific Degree Benchmark 2 Group Post Graduate PGRD Candidate of Science Benchmark 2 Group Universities UNIV Associate Professor with Scientific Degree
Level 12 Benchmark 2 Group Post Graduate PGRD Senior Teacher Benchmark 2 Group Universities UNIV Candidate of Science Benchmark 2 Group Universities UNIV Associate Professor without Scientific Degree
Level 11 Benchmark 2 Group Post Graduate PGRD Teacher Benchmark 2 Group Universities UNIV Senior Teacher
Level 10 Benchmark 2 Group Post Graduate PGRD Assistant Benchmark 2 Group Universities UNIV Teacher Benchmark 2 Group Colleges CLLG Teacher of High Category with University Education
Level 9 Benchmark 2 Group Post Graduate PGRD Senior Laboratory Assistant Benchmark 2 Group Universities UNIV Assistant (Jr. Teaching Staff) Benchmark 2 Group Colleges CLLG Teacher of First Category with University Education Benchmark 1 Group Vocational
Schools VEDU Teacher of High Category with University Education
Benchmark 1 Group Special Schools SSCH Teacher of High Category with University Education Benchmark 1 Group Boarding
Schools BSCH Teacher of High Category with University Education
Level 8 Benchmark 2 Group Post Graduate PGRD Laboratory Assistant Benchmark 2 Group Colleges CLLG Teacher of Second Category with University Education Benchmark 1 Group General
Education GEDU Teacher of High Category with University Education
Benchmark 1 Group Vocational Schools
VEDU Teacher of First Category with University Education
Benchmark 1 Group Special Schools SSCH Teacher of First Category with University Education Benchmark 1 Group Boarding
Schools BSCH Teacher of First Category with University Education
Benchmark 1 Group Corresponding Schools
CSCH Teacher of High Category with University Education
Benchmark 1 Group Musical Schools MUSC High Category Benchmark 1 Group Sport Schools SPRT Coach - High Category
Level 7 Benchmark 2 Group Colleges CLLG Teacher without Category but with University Education
Benchmark 1 Group General Education
GEDU Teacher of First Category with University Education
36 Level 17 is the highest level, while level 1 is the lowest one.
53
LEVEL BENCHMARK GROUP SUBSECTOR SUBSECTOR
CODE POSITION
Benchmark 1 Group Vocational Schools
VEDU Teacher of Second Category with University Education
Benchmark 1 Group Vocational Schools
VEDU Master of First Category
Benchmark 1 Group Special Schools SSCH Teacher of Second Category with University Education Benchmark 1 Group Boarding
Schools BSCH Teacher of Second Category with University Education
Benchmark 1 Group Corresponding Schools
CSCH Teacher of First Category with University Education
Benchmark 1 Group Musical Schools MUSC First Category Benchmark 1 Group Sport Schools SPRT Coach - First Category
Level 6 Benchmark 2 Group Colleges CLLG Teacher with Special Secondary Education Benchmark 1 Group General
Education GEDU Teacher of Second Category with University Education
Benchmark 1 Group Vocational Schools
VEDU Teacher without Category but with University Education
Benchmark 1 Group Vocational Schools
VEDU Master of Second Category
Benchmark 1 Group Special Schools SSCH Teacher without Category but with University Education
Benchmark 1 Group Boarding Schools
BSCH Teacher without Category but with University Education
Benchmark 1 Group Corresponding Schools
CSCH Teacher of Second Category with University Education
Benchmark 1 Group Musical Schools MUSC Teacher of Second Category Benchmark 1 Group Sport Schools SPRT Coach - Second Category
Level 5 Benchmark 1 Group General Education
GEDU Teacher without Category but with University Education
Benchmark 1 Group Vocational Schools
VEDU Master without Category
Benchmark 1 Group Special Schools SSCH Teacher of First Category with Special Secondary Education
Benchmark 1 Group Boarding Schools
BSCH Teacher of First Category with Special Secondary Education
Benchmark 1 Group Corresponding Schools
CSCH Teacher without Category but with University Education
Benchmark 1 Group Musical Schools MUSC Teacher without Category Benchmark 1 Group Sport Schools SPRT Coach - No Category
Level 4 Benchmark 1 Group General Education
GEDU Teacher of First Category with Special Secondary Education
Benchmark 1 Group Vocational Schools
VEDU Teacher with Special Secondary Education
Benchmark 1 Group Vocational Schools
VEDU Teacher/Methodist
Benchmark 1 Group Special Schools SSCH Teacher of Second Category with Special Secondary Education
Benchmark 1 Group Boarding Schools
BSCH Teacher of Second Category with Special Secondary Education
Benchmark 1 Group Kindergarten KGRT Teacher
Level 3 Benchmark 1 Group General Education
GEDU Teacher of Second Category with Special Secondary Education
Benchmark 1 Group Special Schools SSCH Teacher without Category but with Special Secondary Education
Benchmark 1 Group Boarding Schools
BSCH Teacher without Category but with Special Secondary Education
Benchmark 1 Group Kindergarten KGRT Kindergartener (Methodist)
Level 2 Benchmark 1 Group General Education
GEDU Teacher without Category but with Special Secondary Education
Benchmark 1 Group Kindergarten KGRT Kindergartener
Level 1 Benchmark 1 Group Kindergarten KGRT Other Pedagogical staff
4.88. Benchmarking and “hierarchization” are very similar to job-matching exercises across all subsectors in education. It is one of the most essential actions of pay adaptation in the sector. Once it is done, one has to establish (total monthly) wage level targets along this hierarchy (Table 4.13). Given that some existing supplements will be grandfathered during transition period as well as possibility of
54
adjustments in number of hours in teaching loads, base pay levels may not go along this hierarchy at this stage (September 2008–September 2009).
4.89. The second element of the equalization of pay levels across subsectors is related to mutual comparability of pay levels. Inconsistency between base pay levels and teaching loads is discussed in detail in the previous chapter. There are two options of addressing this issue: option 1 can be based on adjustments to base pay levels without any changes in number of hours in stavka, while option 2 considers some adjustments in number of hours in stavka with aligning base pay levels along with hierarchy of positions. Perhaps the appropriate choice is in between, with a higher degree of skewness toward option 2. As mentioned above, it is also necessary to take into consideration the need for base pay adjustment due to temporary grandfathering of some supplements during transition to interim wage grid.
4.90. The followings reflect specific measures and benchmark targets under each policy option:
Policy Option 1:
• maintain existing hours of stavkas per week across all subsectors with adjustment of base pay level that would follow the principle of pay level equalization as described above;
• retain the following supplements for transition period (September 2008–September 2009): textbook correction (10 percent), class leadership (10 percent), laboratory works (10 percent), classroom responsibility (10 percent), methodological activity (10 percent), and the best results (for coaches in sports schools only, 50 percent).
Policy Option 2:
• adjust weekly teaching hours in line with stavka rates in general (primary and secondary, 18 and 16 hours, respectively) education for Benchmark 1 Group subsectors; consider the option of increasing weekly hours for primary and secondary education by four hours each;
• retain the following supplements for transition period (September 2008–September 2009): textbook correction (10 percent), class leadership (10 percent), for laboratory works (10 percent), classroom responsibility (10 percent), for methodological activity (10 percent), and the best results (for coaches in sports schools only, 50 percent).
Staffing Rationalization in Education
4.91. It is very important that along with initial steps of pay policy reform, staffing mechanism and staff promotion in the sector are reconsidered. The Policy Note argues that the government needs to design a medium-term strategy to address staffing policy in the sector and develop clear and transparent rules to: (i) improve the mechanism of staff promotion in the sector, notably, change the rule of granting categories to teachers; and (ii) rationalize employment structure without undermining increasing demand for additional teachers due to demographic developments.
4.92. Existing mechanism of promotion across categories is mostly built on years of services factor; promotion to next category requires at least three years of experience under previous category and is subject to attestation. This constrains the motivation of young staff for career development and reduces the attractiveness of the sector. The government has to develop a strategy to improve this mechanism by bringing in more performance-related elements and encouraging teachers’ investment in knowledge. Accordingly, the system of promotion for higher grade has to be reconsidered where years of service factor should be minimized.
4.93. There is an urgent need to develop a framework that would establish ceilings for numbers of selected categories of teachers to minimize possible manipulations in the system as well as necessity to ensure predictability of wagebill in education. Because almost half of teachers with university education already have the high category, it is important that authorities be very selective and modest in terms of increasing categories for teachers in the future. The fact that most teachers were granted highest categories in the last two years was an arguable step just to bypass existing pay scale to give higher pay
55
increase for teachers. Therefore, a set of benchmarks needs to be established that would impose some medium- and longer-term quotas for categories and maintain “ceilings” for number of categories (Table 4.13). Stylized illustration of the “ceilings” is given in Figure 4.4.
Table 4.13: Medium- and Long-Term Quotas for Categories of Teachers in General Education
Percentage distribution
Teacher Categories Number of
staff Current Mid-Term
Target (2010)
Long-Term Target (2012)
High Category 23,837 39 30 15
First Category 17,991 29 25 20
Second Category 9,681 16 20 25
Uni
vers
ity
Deg
ree
No Category 10,061 16 25 40
Subtotal 61,570 100 100 100
First Category 6,858 27 25 20
Second Category 8,274 32 30 30
Col
lege
D
egre
e
No Category 10,594 41 45 50
Subtotal 25,726 100 100 100
TOTAL 87,296 100 100 100
Figure 4.4: Stylized Illustration of Quota Allocation for Categories in General Education
Un
ive
rsity D
eg
ree
Spe
cia
l
Se
co
nd
ary
De
gre
e
4.94. It is also important to delineate school administration and teaching practices for school administrators. The Policy Note proposes applying ceilings in number of teaching hours for school principals and their deputies. This ensures that working program of school management personnel is not skewed toward teaching, which can undermine school management and vice versa. The proposed ceilings are illustrated in Table 4.14
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Table 4.14: Proposed Ceilings in Teaching Hours for School Management in General Education
Administrative positions Ceilings in number of stavka
School Principals: in schools with up to 100 students 0.50 in schools with 101–280 students 0.40 in schools with 281–400 students 0.30 in schools with 401–880 students 0.20 in schools with 881–1,600 students 0.10 in schools with 1,600+ students -
Deputy School Principals: in schools with up to 100 students 0.50 in schools with 101–280 students 0.40 in schools with 281–400 students 0.30 in schools with 401–880 students 0.20 in schools with 881–1,600 students 0.10 in schools with 1,600+ students -
Deputy School Principals for military and civil defense training Military and civil defense training
classes only
STEP 2—(I) MOVE TO INTERIM WAGE GRID BASED ON EXISTING CATEGORIES OF TEACHERS, (II) INITIATE STAVKA/CURRICULUM REFORM, (III) INTERMEDIATE REVIEW OF PER CAPITA FINANCING (JULY 1, 2010)
4.95. Step 2 requires that at least three policy issues be addressed at this stage. These are: (i) synchronize pay, curriculum, and class sizes, and develop an interim wage grid; (ii) design a new strategy of next steps in curriculum reforms; and (iii) review PCF implementation in the context of wage reform.
4.96. Government has to decide on immediate policy actions vis-à-vis teaching loads in specific subsectors of education. As discussed above, teaching loads (number of hours) are not consistent with job complexity; therefore, it is important to streamline teachers’ loads across subsectors. Paragraphs 4.89 and 4.90 discussed two policy options in this respect. It is very important to “materialize” these options; one needs to make teachers’ loads across subsectors mutually comparable.
Pay Policy, Curriculum, and Interim Wage Grid
4.97. Once wage adaptation is completed, interim wage grid has to be developed. The proposed interim wage grid has 7 levels and 10 steps. Levels largely reflect categories in combination with teachers’ educational background. Under existing staffing structure, most professional staff are at level 6 (high-category teachers with higher education in general education) and level 2, (first-category teachers with special secondary education in general education) due to “grade inflation” in education in recent years (Table 4.15).
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Table 4.15: Interim Wage Grid in Education: Spread of Positions in Education across Levels
Level Categories of Positions Number of staff
in percent of total
Level 7 o Professors, associate professors, PhD and candidates of science of universities and post-graduate training institutes
3.5
Level 6 o Senior teachers, teachers, and assistants (junior teachers) of universities and prost-graduate training institutes
o High-category (with higher education) teachers in Benchmark 1 Group subsectors and colleges
27.9
Level 5 o First category (with higher education) teachers in Benchmark 1 Group subsectors and colleges
o Laboratory assistants at universities and post-graduate training institutes 18.6
Level 4 o Second category (with higher education) teachers in Benchmark 1 Group subsectors and colleges
10.1
Level 3 o Teachers with no category (with higher education) in Benchmark 1 Group subsectors and colleges
o First category (with special secondary education) teachers in Benchmark 1 Group subsectors and colleges
16.3
Level 2 o Second category (with special secondary education) teachers in Benchmark 1 Group subsectors and colleges
o Teachers with no category (with special secondary education), teachers in Benchmark 1 Group subsectors and colleges
20.7
Level 1 o Preschool teachers 2.9
4.98. Once levels are defined, internal hierarchy of positions is identified through steps. In other words, positions within each level are spread depending on institutional hierarchy (by steps).
4.99. It is important to stress that some subsectors have non-budget financing sources. In this respect, one has to highlight that the wage grid represents total estimated compensation package; for those subsectors that have non-budget financing, a proportion of budget financing has to be identified on the basis of this amount. If an institution has non-budget financing, there should be a wage-sharing agreement with the general budget on which portion will be paid by the general government budget. It is essential to highlight that budget sharing should ensure at least minimum base pay level in education.
4.100. The proposed wage grid is based on coefficients; entry-point base pay level is identified as a product of coefficient (multiplier) and minimum base pay level in education. Minimum base pay level in education has to be identified every year depending on fiscal space of the general government (through annual budget law). Each step increase is based on an incremental increase of 7 percent; level increase is based on 15 percent increase (Table 4.16). These two parameters are interim wage grid-specific ones and they could be reconsidered toward higher decompression once the sector moves to permanent wage grid (see the next section for details).
Table 4.16: Proposed Interim Wage Grid in Education37
Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10
Level 7 2.31 2.47 2.65 2.83 3.03 3.24 3.47 3.71 3.97 4.25
Level 6 2.01 2.15 2.30 2.46 2.64 2.82 3.02 3.23 3.46 3.70
Level 5 1.75 1.87 2.00 2.14 2.29 2.45 2.62 2.81 3.01 3.22
Level 4 1.52 1.63 1.74 1.86 1.99 2.13 2.28 2.44 2.61 2.80
Level 3 1.32 1.42 1.51 1.62 1.73 1.85 1.98 2.12 2.27 2.43
Level 2 1.15 1.23 1.32 1.41 1.51 1.61 1.73 1.85 1.98 2.11
Level 1 1.00 1.07 1.14 1.23 1.31 1.40 1.50 1.61 1.72 1.84
37 If number of hours per stavka across subsectors is not mutually comparable as discussed above, the wage grid has to be established toward hourly rates.
58
4.101. Under interim wage grid, the pay structure consists of three components: (i) entry-point base pay level (be), which is equivalent to the product of wage grid coefficient for relevant level and step (aij) and minimum wage in education (m); (ii) supplements that reflect additional workload and entail step increase (si); and (iii) additional one-time bonuses to be paid on the top of (i) and (ii), if any. Accordingly, total monthly wage of a teacher is calculated according to the following formula:
BP = be + s*m
W = BP + m * ∑ bi
where BP is teacher’s gross base pay and W is monthly gross wage of a teacher, m is minimum base pay level in education, and bi is additional one-time bonuses as percentage of minimum base pay level in education.
Depending on location, rayon coefficients could be applied against total monthly wage of a teacher.
4.102. After entry point base pay (be) is identified for each position, factors that entail step increase (si) should be defined; entry point with those increases bring to gross basepay:
• Textbook correction and laboratory works is reflected by applying up to two step increases depending on quantifiers (q) of individual subjects (Annex 16). The quantifier reflects additional workload to teacher imposed by a subject—for subjects with quantifier of 1.2 (subjects which have both textbook correction and laboratory works), two-step increase is applied. Accordingly, subjects with quantifiers of 1.1 (subjects which have either textbook correction or laboratory works) and 1.0 entail one-step increase or no step increase, accordingly.
• If a teacher has responsibility of class leadership, he/she is entitled to additional up to three step increases depending on size of class.
• If a teacher has classroom responsibility (taking care of a classroom), he/she is eligible for one step increase.
Overall, depending on subject of teaching, whether a teacher has a class leadership responsibility he/she can potentially get up to six step increases on top of entry point. For example, base pay level for a teacher of high category with high education is identified as follows:
• entry point is level 6 and step 1 where coefficient is equal to 2.01; if minimum base pay level in education is equivalent to TJS 100/month, his/her entry point base pay (per stavka) is equivalent to TJS 201.00;
• assume that he/she teaches mathematics (q=1.2), he/she is eligible for two step increases;
• assume that he/she has class leadership responsibility (with class size of up to 15 students), that gives additional one step increase (in general, a teacher is eligible for up to three step increases depending on number of students in class);
• assume that he/she has no classroom responsibility.
Altogether, base pay level of the teacher (high category with high education, mathematics, and class leadership) is at level 6 and step 4. His/her total base pay level is 2.46*TJS 100=TJS 246.00. This amount is hereinafter referred to as teacher’s gross base pay (BP). Calculation of the gross BP in this specific example is illustrated in Figure 4.5.
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Figure 4.5: Stylized Illustration of Gross Base Pay Calculation in General Education
Step 1 Step 2 Step 3 Step 4 …
Level 7 2.31 2.47 2.65 2.83 …
Level 6 2.01 2.15 2.30 2.46 …
Level 5 1.75 1.87 2.00 2.14 …
Level 4 1.52 1.63 1.74 1.86 …
Level 3 1.32 1.42 1.51 1.62 …
Level 2 1.15 1.23 1.32 1.41 …
Level 1 1.00 1.07 1.14 1.23 …
4.103. As a final step, on the top of teacher’s gross BP, one has to add the following bonuses (established as percentage of minimum wage in education), if applicable:
• night shifts—5 percent (on average)38 of minimum base pay level in education for each full night shift;
• methodological activities—one-time bonus equivalent to 75 percent of minimum base pay level in education for each workshop delivered; and
• best results39—one-time bonus equivalent to 100 percent (on average)40 of minimum base pay level in education.
These four supplements (subject to eligibility) on the top of teacher’s gross BP equal the total monthly wage of a teacher. If a teacher is located in a remote mountainous area where rayon coefficient is used, he/she is eligible for additional increment (as percent of monthly wage).
4.104. It is very important that strict framework for supplement management is established; this is essential to avoid misinterpretation of the nature of supplements and eliminate open-endedness of their use. Therefore, the Policy Note proposes the fixed rules for those supplements; they are summarized in the Table 4.17.
38 Detailed breakdown is provided in Table 4.17 39 Applicable to coaches of sport schools. 40 Detailed breakdown is provided in Table 4.17
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Table 4.17: Supplements’ Eligibility Conditions and Parameters in Education
Eligibility Conditions Quantitative Parameters 1.1. Quantifier (subject)
For primary education (G 1–4): Case 1: A teacher is responsible for teaching and class leadership simultaneously Case 2: A teacher has either class leadership functions only, or teaches more than 90 percent of subjects (per curriculum) to one class For secondary education (G 5–11): If a teacher teaches subjects that have various quantifiers (reflecting textbook correction and laboratory works), calculation of gross base pay should be done separately
For primary education: Case 1: three step increases Case 2: two step increases For secondary education: q=1.00—no step increase q=1.10—one step increase q=1.20—two step increases
1.2. Class leadership o No more that one class leadership per teacher o School principals and their deputies
(including military instructor) are not eligible for class leadership–related step increase
Class size: up to 15students—one step increase 15-25 students—two step increases 25 and more students—three step increases
1.3. Laboratory works
Laboratory works are applied to selected subjects (chemistry, physics, etc.) only. If a teacher carries out laboratory works to the same class on the same subject, he/she is not eligible for this supplement, as laboratory works are part of quantifier factor. If laboratory works are handled by another teacher, he/she is eligible for step increase.
One step increase if eligible
2.1. Classroom responsibility
Applicable for the following classrooms only: Native language and literature, mathematics, physics, chemistry, labor training, computer/information technology, history, biology.
One step increase if eligible
2.2. Night shifts o Only special and boarding school teachers are eligible
o Up to three teachers per night, depending on number of students
In terms of one each full night shift, in percent of minimum base pay in education: High education and high category - 8% High education and first category – 7% High education and second category –6% High education and no category - 5% Special secondary education and first
category – 4% Special secondary and second category –
3% Special secondary and no category – 3%
2.3. Methodological activities
o Only teachers with high/first category with high education (70 percent) and first category with special secondary education (30 percent) can participate in methodological activities.
o Number of workshops can be up to four each academic year.
o Rayon administration has to establish a quota for total number of teachers involved in methodological activity (up to 5 percent of total number of eligible teachers ).
One-time bonus equivalent to 75 percent of minimum base pay level in education for each workshop delivered
2.4. Best results Applicable for coaches of sport schools only High education and high category - 120% High education and first category – 110% High education and second category – 90% High education and no category - 80%
Intermediate Review of Per Capita Financing
4.105. While per capita financing (PCF) in the sector is going on and is expected to be fully scaled up nationwide in 2010, some preparations are needed to meet challenge of having remotely located mountainous areas under PCF formula due to very low population density and traditionally small class sizes.
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4.106. It is very likely that there would be a need to diversify the financing formula depending on location. It ensures that small schools are not in disadvantageous positions (versus bigger ones). The Policy Note explores the option of dividing all rayons into three categories:
Category 1—remotely located mountainous areas; Category 2—rural area; Category 3—urban area.
Annex 17 gives brief characteristics of the average school and class size in each category of rayons.
4.107. A conclusion comes out that the further progress is made in per capita financing, the higher will be inequality in allocation of resources among schools. Accordingly, one needs to adjust per capita formula. Table 4.19 illustrates the simulation of an average general education (grades 1–11) school in all three categories of rayons (with the same number of classes). Definitely, small schools with fewer students (category 1) lose if existing per capita formula is maintained; accordingly, the formula needs to be adjusted (variable) to an extent that all schools could have almost the same proportion of wage and non-wage overall budget package.
Table 4.19: School and Class Rationalization Benchmarks across Categories of Rayons
Category Enforceable benchmarks Category 1—Remote Mountainous
Limits (ceilings) in number of classes for each school: o Primary (G 1-4)—4 classes per school; o Basic secondary (G 1-9)—9 classes per school; o General secondary (G 1-11)—11 classes per school
Category 2—Rural Limits (ceilings) in number of classes for each school: o Primary (G 1-4)—4–6 classes per school; o Basic secondary (G 1-9)—9–12 classes per school; o General secondary (G 1-11)—11–15 classes per school Note: initial standpoint should be at minimum number of classes; new classes can be opened only if class size exceeds 30 students per class
Class size o Number of students per class is no fewer than 20 students (average)
Category 3—Urban Limits (ceilings) in number of classes for each school: o Number of classes depending class size
Class size o Number of students per class is between 25 and 34.
4.108. Adjustment factors should ensure reallocation of resources within available resource package to an extent that (primary, secondary, and general education) schools have the same proportion of wage and non-wage components in overall package. Adjustment factors are expected to ensure some degree of asymmetric allocation of resource envelope in favor of category 1 and category 2 rayon schools.
4.109. It is essential that school-mapping is carried out in the country and some additional adjustments in PCF formula would be needed depending on: (i) a school’s physical condition, and (ii) number of shifts in schools.
4.110. It is essential to highlight that PCF formula applies to current expenditures in the sector; a long-term strategy for public investment in education sector (with adequate costing) would be needed.
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Table 4.18: Per Capita Financing: Status Quo vs. Adjusted Financing Formula
Composition of financing formula
Variable Adjust. Factor Fixed
Envelope Wages Non-Wage
Wage-to-Envelope
Non-wage-to-Envelope
PRIMARY EDUCATION 1. Status Quo
Category 1 140 - 2,500 12,625 12,373 252 98 2 Category 2 140 - 2,500 30,078 22,248 7,830 74 26 Category 3 140 - 2,500 45,139 29,409 15,730 65 35
2. Adjusted Financing Formula Category 1 140 1.38 2,500 16,497 12,373 4,124 75 25 Category 2 140 0.98 2,500 29,664 22,248 7,416 75 25 Category 3 140 0.86 2,500 39,212 29,409 9,803 75 25
SECONDARY EDUCATION 1. Status Quo
Category 1 88 - 11,875 25,867 20,806 5,061 80 20 Category 2 88 - 11,875 50,330 39,183 11,146 78 22 Category 3 88 - 11,875 70,613 52,179 18,434 74 26
2. Adjusted Financing Formula Category 1 88 1.28 11,875 29,723 20,806 8,917 70 30 Category 2 88 1.05 11,875 52,244 39,183 13,061 75 25 Category 3 88 0.98 11,875 69,572 52,179 17,393 75 25
GENERAL EDUCATION 1. Status Quo
Category 1 90 - 17,246 33,605 22,724 10,880 68 32 Category 2 90 - 17,246 60,592 42,170 18,423 70 30 Category 3 90 - 17,246 84,601 56,920 27,681 67 33
2. Adjusted Financing Formula Category 1 90 1.08 17,246 34,961 22,724 12,236 65 35 Category 2 90 1.10 17,246 64,876 42,170 22,707 65 35 Category 3 90 1.04 17,246 87,569 56,920 30,649 65 35
4.111. Review of per capita financing needs to enforce some rules of rationalization for each category of rayons; these rationalization measures mostly apply to size of classes and schools. Accordingly, some benchmark targets are proposed to be enforced to set up a framework that would ensure creating an efficiency space in the sector and minimize manipulations with numbers of classes.
STEP 3—MOVE TO PERMANENT WAGE GRID (END-2011)
4.112. Move to new wage grid could be completed provided that all necessary preconditions are met. Analysis of the implementation of interim wage grid would be an important step to monitor the progress of reforms. MOE, MLSP and the MOF will have to carry out an analysis of the implementation of interim wage grid in education to check whether pay differentiation levels provide an incentive for career development.
4.113. During this stage it is proposed that education moves to permanent wage grid with higher degree of decompression with step increase increment of 10 percent, while increase by level is 17.5 percent. The principle of the vertical and horizontal progression within permanent wage grid is the same as under interim wage grid.
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Table 4.20: Permanent Wage Grid in Education
Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Level 7 2.63 2.89 3.18 3.50 3.85 4.24 4.66 5.13 5.64 6.21 Level 6 2.24 2.46 2.71 2.98 3.28 3.61 3.97 4.36 4.80 5.28 Level 5 1.91 2.10 2.31 2.54 2.79 3.07 3.38 3.71 4.09 4.49 Level 4 1.62 1.78 1.96 2.16 2.38 2.61 2.87 3.16 3.48 3.83 Level 3 1.38 1.52 1.67 1.84 2.02 2.22 2.45 2.69 2.96 3.26 Level 2 1.18 1.29 1.42 1.56 1.72 1.89 2.08 2.29 2.52 2.77 Level 1 1.00 1.10 1.21 1.33 1.46 1.61 1.77 1.95 2.14 2.36
Fiscal impact of pay policies in education
4.114. The immediate policy actions - pay structure rationalization and equalization of pay levels for professionals of similar profile (by education and category) – may increase average pay levels for teachers of general education by 40 percent (average) and slightly increase decompression ratio between categories. Accordingly, pay increase in other subsectors of education will get greater increase; given small portion of non-general-education part of the sector (10 percent), the fiscal impact will be marginal despite up to three-fold increases in pay levels in these sectors.
Table 4.21: Proposed Base Pay Increase per Stavka Effective September 2008 (General Education)
Position Code Category BP2007 New BP (Sep-2008)
School Principal GE-01 ADMN 135.00 202.00 Deputy School Principal GE-01 ADMN 135.00 202.00 Dep. Sch. Prnspl - Mltr Instruct GE-02 ADMN 120.00 175.00 Teacher of high category with university education GE-01 PROF 135.00 202.00 Teacher of first category with university education GE-02 PROF 120.00 181.00 Teacher of second category with university education GE-03 PROF 110.00 161.00 Teacher of no category with university education GE-04 PROF 100.00 144.00 Teacher of first category with college education GE-05 PROF 95.00 144.00 Teacher of second category with college education GE-06 PROF 90.00 129.00 Teacher of no category with college education GE-07 PROF 85.00 115.00
4.115. Unlike other sectors, education has greater room for efficiency through rationalization of class size and staffing structure. Assuming that all policy measures are implemented (“perfect rationalization” option), the demand for stavka can be reduced up to 25 percent throughout 2012, from existing level of 125,821 teaching loads; in addition, staffing rationalization has a potential of further reducing the relative labor cost (“pyramid effect”). In combination with increasing allocation of wagebill along with nominal GDP indexation, the fiscal space will be much greater for pay increase in the sector that could significantly increase the attractiveness of the sector for professionals. Overall, if the sector is rationalized accordingly (as discussed above, it could potentially bring cost efficiency equivalent to 15 percent of wagebill. Assuming that a secured envelope for education wagebill is maintained, efficiency-targeted policy actions would allow increasing minimum base pay levels in education and allowing all staff to benefit from higher salaries with zero marginal cost for budget (Table 4.22.)
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Table 4.22: Fiscal Impact Assessment of Reform Options
2008 2009 2010 2011 2012 Status-Quo
Demand for Stavka 125,821 112,30841 112,308 112,308 112,308 Minimum base pay level … 90 120 145 160
With rationalization measures Demand for Stavka 125,821 113,411 113,088 109,193 104,578 Minimum base pay level … 90 160 182 205
Wagebill Target, TJS mln 320.2 392.9 487.6 594.8 731.9
4.5. REFORM OPTIONS: HEALTH
4.116. Reform measures in health care require a number of policy actions that would ensure success of pay reform and bring new elements of rationalization in the sector: (i) redesign pay policy in the sector, (ii) develop a strategy to fully institutionalize non-budget financing and wage-sharing arrangement with general government budget, (iii) enhance the quality of the primary care system, (iv) rationalize staffing policy, and (v) establish a mechanism of built-in rationalization in the sector through sector financing strategy.
4.117. Immediate policy actions in health sector are based on last step of asymmetric wagebill increase in favor of primary health care: 70 percent for primary health care (PHC) and 50 percent for the rest of the sector that would ensure making the PHC more attractive for health professionals. Given very low salaries in the sector, 2008 minimum base pay level increase (to TJS 60/month), leaves limited space for expansion of base pay in health sector; most of 2008 wage increase will be absorbed by pay increase for mid-level health professionals that will leave limited space pay structure rationalization measures. Medium-term pay reform agenda in the health sector covers 2009–12 and is built around the following steps:
• step 1—rationalization of pay structure, including marginal decompression measures (July 1, 2009);
• step 2—(i) revision of the strategy of state contribution in salary payments of health sector workers, (ii) separation of primary and secondary health care and job classification in primary health care, and (iii) move to interim wage grid (July 1, 2010);
• step 3—(i) complete job classification, and (ii) evaluate the interim wage grid and move to permanent wage grid in health sector (2011); and
• step 4—adaptation of state portion of wagebill payment to secondary care in line with the assessment of income to be generated by the BBP (2012).
The steps proposed are illustrated in Figure 4.6.
Figure 4.6: Pay Reform in Health Sector: Medium-Term Roadmap
41 Change in number of stavka in 2009 is due to increasing hours of stavka by 2 hours
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STEP 1—RATIONALIZATION OF PAY STRUCTURE, INCLUDING MARGINAL DECOMPRESSION MEASURES (JULY 1, 2009)
4.118. Given the complex pay structure, it is essential that, at an initial stage, the whole pay structure is brought into order. This means that administrative and professional positions need to be separated and all supplements, which are part of health workers’ regular responsibility, are integrated into base pay through a one-time adjustment.
4.119. The immediate policy measures consider the change in the whole philosophy of pay policy in the sector. There are a number of policy measures that are needed at this stage of wage reform: (i) separate administrative and professional positions in primary and secondary health care, (ii) redefine the status some health care institutions (including the clinic of the Executive Office of the President), and (iii) integrate all supplements—except the ones that reflect job complexity—into base pay, and (iv) initiate job classification. Health sector workers’ wage rationalization-related policy measures are illustrated in Table 4.23.
Table 4.23: Supplements in Health Sector: Summary of Policy Measures
Existing Supplements Policy Measures For holding management positions (25–30 percent) Separate from professional activity. Separate wage grid for administrative
personnel is to be developed; the wage grid design is based on principles of job complexity and hierarchy.
For scientific degree (30–40 percent) Integrate into base pay Additional pay for honorary title (10–30 percent) Replace with one-time bonus equivalent to 100–200 percent of base pay
when the title is received, or exercise monthly payments in percent of minimum pay level in health sector.
For “Otlichnik Zdravoohraneniya” title (10 percent) Replace with one-time bonus equivalent to 50–100 percent of base pay when the title is received, or exercise monthly payments in percent of minimum pay level in health sector.
For diploma (5 percent) Integrate into base pay Additional pay for hazardous work conditions (6–12 percent)
Maintain during transition to interim wage grid. Once the system moves to the interim wage grid, it will be considered as a step increase factor.
For area responsibility (30 percent) This applies to family medicine doctors and nurses. The new system considers this as a part of pay level; this supplement needs to be eliminated.
Years of service (for the clinic of presidential administration), 10–25 percent
Status of the clinic to be redefined and decision on the status of management and professional staff to be established accordingly.
For category (0–30 percent) The new pay system is based on categories. This will form a skeleton of new base pay levels.
Material assistance (equivalent to 100 percent monthly wage and paid once a year)
Integrate into base pay
4.120. Along with the rationalization measures, immediate actions need to be taken toward improvement on staffing side, notably: (i) the status of the some institutions in the sector needs to be redefined—for instance, the clinic under the presidential administration performs purely health sector–specific functions; however, its staff is entitled to some supplements that civil servants are eligible for, and (ii) job classification has to be carried out and separation of the primary and secondary health needs to be completed.
4.121. It is very important that civil service and non-civil service functions in the sector are clearly delineated. Recently, the government has decided to transfer part of health sector institutions (sanitary and epidemiology and drug licensing service) under civil service. This may have a rationale as regulatory functions are logical to keep under civil service. However, there are some additional steps that the government has to take to “delineate boundaries” of the sector, including definition of the status of the clinic of the Executive Office of the President. It is very important that all institutions under the health sector are subject to sector-specific policies and regulations that would minimize distortions in the system.
4.122. While the government of Tajikistan has initiated establishing new job classification, some initial steps are needed at this stage to redesign existing pay scale that would ensure proper implementation of new wage grid and its synthesis with new wage classification in the sector. The Policy Note proposes to
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“transpose” existing pay structure toward professional category-based base pay and grouping of health care professionals into the following groups:
Doctors: Operating Surgeon, Intensive Care Doctor, Family Physician and Physician Pharmacist Senior Pharmacist, Pharmacist, Pharmacist—Intern, Assistant to Pharmacist,
Laboratory Assistant, Seller of Optics, Junior Assistant to Pharmacist, Packer Mid-Level Position: Senior Nurses, Surgery Nurses, Family Nurse, Nurse, Dental Technician,
Registrator/Disinfector Low-Level Positions Social Workers, Matron, Junior Nurse/Orderly
4.123. This intermediate categorization is very important to ensure smooth transition—from both fiscal and design prospective—to the new wage grid in the sector. Furthermore, positions need to be “hierarchized” to reflect the complexity of jobs. For instance, “Physician → Family Physician → Intensive Care Doctor → Operating Surgeon” chain reflects increasing job complexity, and pay scale for these positions needs to be discriminated accordingly.
4.124. Based on the above, the new pay scale can be adopted during transition to new interim wage grid in the sector. The pay scale: (i) reflects job complexity, and (ii) “stretches” pay levels to the extent that would fiscally smooth the transition to new wage grid (Table 4.24).
Table 4.24: Transition Period Pay Scale for Health Sector Professionals
NEW BASE PAY LEVELS CATEGORY OF POSITIONS No
Category Second
Category First
Category High
Category
1.1. Operating Surgeon - 419.00 461.00 507.00
1.2. Intensive Care Doctor 346.00 381.00 419.00 461.00
1.3. Family Physician 272.00 299.00 329.00 362.00
1.4. Physician 247.00 272.00 299.00 329.00
2.1. Senior Pharmacist 214.00 235.00 259.00 285.00
2.2. Pharmacist 195.00 214.00 235.00 259.00
2.3. Pharmacist – Intern 177.00 - - -
2.4. Assistant to Pharmacist 153.00 168.00 185.00 203.00
2.5. Laboratory Assistant 139.00 153.00 168.00 185.00
2.6. Seller of Optics 109.00 - - -
2.7. Packer 90.00 - - -
3.1. Senior Nurses / Asst to Doctor 185.00 203.00 224.00 246.00
3.2. Surgery Nurses 168.00 185.00 203.00 224.00
3.3. Family Nurse 153.00 168.00 185.00 203.00
3.4. Nurse 139.00 153.00 168.00 185.00
3.5. Dental Technician 126.00 139.00 153.00 168.00
3.6. Registrator / Disinfector 109.00 - - -
4.1. Social Workers 109.00 120.00 132.00 -
4.2. Matron 109.00 - - - 4.3. Junior Nurse / Orderly 90.00 - - -
4.125. Unlike general education, distribution of categories across positions in the health sector seems more sustainable as health sector did not undergo “grade inflation” and the “pyramid” of hierarchy of positions looks logical enough. It is very important that this shape is maintained and, like proposed model in education, the sector has to maintain clearly specified quotas for categories in public health institutions, depending on type and level of institution. Observance of this policy needs to be closely monitored by health authorities.
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Table 4.25: Distribution of Doctors by Category
Categories High First Second No Category
Operating Surgeon 14% 9% 10% 67% Intensive Care Doctor 14% 20% 20% 46% Family Physician 2% 5% 18% 75% Physician 11% 12% 13% 64% TOTAL 11% 11% 13% 64%
STEP 2—(I) REVISION OF THE STRATEGY OF STATE CONTRIBUTION IN SALARY PAYMENTS OF HEALTH SECTOR WORKERS, (II) SEPARATION OF PRIMARY AND SECONDARY HEALTH CARE AND JOB CLASSIFICATION IN PRIMARY HEALTH CARE, AND (III) MOVE TO INTERIM WAGE GRID (JULY 1, 2010)
Revising Co-financing Strategy in the Sector
4.126. The objective of the sector state co-financing strategy is twofold: (i) reduce the burden on the general government by full or partial non-budget financing of some segments of the sector, and (ii) focus the public sector health care on preventive medicine, i.e., primary health care. This helps to set an overall objective of gradual liberalization of pay system in secondary health care where the general government co-finances only part of wages while the rest of the wagebill is financed by co-payments and other non-budget sources.
4.127. At this stage, most of the pharmacy and stomatology is de-facto commercialized and there is no reason to bring these institutions back to public financing and one needs to continue building adequate financing architecture for those segments of the sector. In these circumstances, the government may want to build a mechanism of reimbursement of payments for such expenses for vulnerable groups.
4.128. It is very important that the government clearly identifies what part of health care will remains under full public financing and which segments are subject to scaling up co-payment system or full commercialization. It is also very likely that investment program in public health care institutions will remain with the government as well. This is a key starting point for further “drill-down.” The next step is to identify clear steps and milestones of scaling this up. The objective of such steps should not be increasing or reducing financial burden on patients, but bringing more transparency through formalization of informal payments. There are a number of segments in the sector which are de-facto commercialized, such as pharmacy and stomatology. Table 4.26 gives an illustration of the tentative financing framework of health care institutions.
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Table 4.26: Tentative Health Sector Financing Strategy Framework
Category of Institutions Primary/Secondary Health Care
State Contribution
Remarks
Republican Polyclinics/Centers and Centers of Family Medicine
Primary health care 100 percent Pharmacy and dental treatment - 100 percent non-budget financing, except for vulnerable categories under BBP
Oblast Polyclinics/Centers and Centers of Family Medicine
Primary health care 100 percent Pharmacy and dental treatment - 100 percent non-budget financing, except for vulnerable categories under BBP
Town Polyclinics/Centers and Centers of Family Medicine
Primary health care 100 percent Pharmacy and dental treatment - 100 percent non-budget financing, except for vulnerable categories under BBP
Town Polyclinics/Centers and Centers of Family Medicine
Primary health care 100 percent Pharmacy and dental treatment - 100 percent non-budget financing, except for vulnerable categories under BBP
Rural Health Centers/Rural Ambulatory
Primary health care 100 percent Pharmacy and dental treatment - 100 percent non-budget financing, except for vulnerable categories under BBP
Health Care House Primary health care 100 percent Ambulance Station Primary health care 100 percent Laboratory Primary health care 100 percent National Medical Centers and Specialized Hospitals
Hospital services On a co-payment basis, state contribution has to be identified while BBP is scaled up
Oblast Medical Centers and Specialized Hospitals
Hospital services On a co-payment basis, state contribution has to be identified while BBP is scaled up
Central Rayon Hospitals Hospital services On a co-payment basis, state contribution has to be identified while BBP is scaled up
Rural Hospitals Hospital services On a co-payment basis, state contribution has to be identified while BBP is scaled up
Laboratory Hospital services No government financing
Ambulance Hospital services 100 percent for emergency care (including surgery) only
Post-emergency care treatment is on a co-payment basis
Pharmacy Hospital services No government financing
100 percent commercialized
4.129. From a wage policy prospective, the sector financing strategy has to pursue the objective of gradual liberalization of pay system in secondary health care and mobilizing most of sector wagebill (public sector financed) to primary health care. It is very important that there be minimum regulation on payments of wages to health care workers out of non-budget financing. In this respect, the government may monitor the situation to: (i) identify “right” proportion of state financing of wages that would ensure a balance between primary and secondary health care wage levels, and (ii) minimize possible pricing (for co-payments) abuse by health care institutions through antimonopoly regulation.
Separation of Primary and Secondary Health Care and Job Classification
4.130. Separation of primary and secondary health care positions is an essential step to develop a strategy of state contribution to the sector. Separation of positions could be undertaken based on two main principles: (i) institutional affiliation of health professionals—whether it is a hospital or polyclinic, and (ii) nature of job of a health professional—whether a professional’s activity is focused on preventive medicine or medical treatment.
4.131. At immediate stage, one has to categorize health care institutions into: (i) primary health care (PHC) institutions, (ii) secondary health care institutions, and (iii) institutions that offer both types of medical services (preventive health care and medical treatment). Once institutions are separated, jobs need to be classified accordingly.
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4.132. It is very important to fully separate financing flows between primary and secondary health care as well. Meantime, public resources into secondary health care are still channeled through secondary health care, which makes PHC still dependent on the secondary health care system. Next steps may include improvement in logistics of financing arrangement, i.e., opening direct treasury accounts for PHC institutions. The government has to define a clear strategy that would establish a set of criterion for the separation of institutions between two and alter the mechanism of resource allocation (budgeting for PHC to be handled independently from secondary health care) and budget execution (channeling resource flows, accountability of the use of public funds).
4.133. Job classification in PHC should be based on an existing grade/category structure and institutional hierarchy. Each job has to be assigned to the grade/category providing the closest match to the job. The classification of a position is decided by comparing the whole job with the appropriate job-grading standard. It is very important that the job classification ensures equity in job grading and wage rates.
4.134. Job classification has to address two sets of issues:
• Job matching: (i) minimum qualification requirements for each category of positions and (ii) assess the knowledge and skill-intensiveness of a job in the sector (for example, oncologist vs. infectiologist).
• Institutional issues: minimum qualification requirements for holding professional positions at various levels of health care institutions. For example, central health care institutions that have research functions vs. rayon polyclinics—what should be minimum qualification requirements for entry for each? Perhaps the second one might have modest requirements vis-à-vis qualification requirements (categories), while central health care institutions should have high-profile professionals (Table 4.27).
Table 4.27: Illustration of Minimum Qualification Requirements for Health Care Institutions
Levels of Health Care Institutions Minimum Category Requirements for Doctors
Central First category and above Oblast Level Second category and above Town/Rayon/Rural Internship and above
Move to Interim Wage Grid
4.135. Move to the interim wage grid is based on classification of positions in the health sector and reflects the level of responsibility and job complexity. The grouping exercise undertaken at stage 1 serves as a ground for migrating health care positions into new wage grid (Table 4.28). Levels are assigned based on the following hierarchy:
• Level 5—surgeons and intensive care doctors; • Level 4—physicians; • Level 3—pharmacists; • Level 2—mid-level health care workers; and • Level 1—junior health care workers.
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Table 4.28: Migrating Health Care Positions into New Wage Grid
ENTRY POINTS – STEPS CATEGORY Level No
Category Second
Category First
Category High
Category
1.1. Operating Surgeon Level 5 … Step 3 Step 4 Step 5 1.2. Intensive Care Doctor Level 5 Step 1 Step 2 Step 3 Step 4 1.3. Family Physician Level 4 Step 2 Step 3 Step 4 Step 5 1.4. Physician Level 4 Step 1 Step 2 Step 3 Step 4
2.1. Senior Pharmacist Level 3 Step 3 Step 4 Step 5 Step 6 2.2. Pharmacist Level 3 Step 2 Step 3 Step 4 Step 5 2.3. Pharmacist - Intern Level 3 Step 1 … … … 2.4. Assistant to Pharmacist Level 2 Step 3 Step 4 Step 5 Step 6 2.5. Laboratory Assistant Level 2 Step 2 Step 3 Step 4 Step 5 2.6. Seller of Optics Level 1 Step 3 … … … 2.7. Junior Assistant to Pharmacist Level 1 Step 2 … … … 2.8. Packer Level 1 Step 1 … … …
3.1. Senior Level Positions Level 2 Step 5 Step 6 Step 7 Step 8 3.2. Surgery Nurses Level 2 Step 4 Step 5 Step 6 Step 7 3.3. Family Nurse Level 2 Step 3 Step 4 Step 5 Step 6 3.4. Nurse Level 2 Step 2 Step 3 Step 4 Step 5 3.5. Dental Technician Level 2 Step 1 Step 2 Step 3 Step 4 3.6. Registrator / Disinfector Level 1 Step 3 … … …
4.1. Social Workers Level 1 Step 3 Step 4 Step 5 … 4.2. Matron Level 1 Step 3 … … … 4.3. Junior Nurse / Orderly Level 1 Step 1 … … …
4.136. The proposed wage grid is based on coefficients; entry-point base pay level is identified as a product of coefficient (multiplier) and minimum base pay level in health sector, which has to be identified every year depending on available budget resources (through annual budget law). Each step increase is based on incremental increase of 10 percent; level increase is based on 40 percent increase (Table 4.29). These two parameters are interim wage grid–specific and they could be reconsidered toward higher decompression once the sector moves to permanent wage grid.
Table 4.29: Proposed Interim Wage Grid in Health Sector
Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10
Level 5 3.84 4.23 4.65 5.11 5.62 6.19 6.81 7.49 8.23 9.06
Level 4 2.74 3.02 3.32 3.65 4.02 4.42 4.86 5.35 5.88 6.47
Level 3 1.96 2.16 2.37 2.61 2.87 3.16 3.47 3.82 4.20 4.62
Level 2 1.40 1.54 1.69 1.86 2.05 2.25 2.48 2.73 3.00 3.30
Level 1 1.00 1.10 1.21 1.33 1.46 1.61 1.77 1.95 2.14 2.36
4.137. Under interim wage grid, the pay structure consists of three components: (i) entry-point base pay level (be), which is equivalent to the product of wage grid coefficient for relevant level and step (aij) and minimum base pay level in health (m); (ii) supplements that reflect job complexity and entail step increase (si); and (iii) additional one-time bonuses, if any. Accordingly, total monthly wage of a health professional is calculated according to the following formula:
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BP = be + s*m
W = BP + m * ∑ bi
where BP is health care professional’s gross base pay and W is monthly gross wage, m is minimum base pay level in health, and bi is additional one-time bonus as percentage of minimum wage in health.
Depending on location, rayon coefficients have to be applied against total monthly base pay of a health worker.
4.138. After entry-point base pay (be) is identified for each position, factors that entail step increase (si) should be defined:
• A hazardous work condition reflects complexity of job; it entails up to two step increase.
• Category of institution that reflects job complexity (for example, ambulance vs. hospital, etc.); it entails up to two step increase
Overall, depending on whether a health worker is exposed to a hazardous (single or double hazardous) work condition, and category of healthcare institution he/she can potentially get additional up to four step increases on the top of entry point. For example, entry point for a family physician of high category is level 4 and step 5; and minimum base pay level in health care is TJS 80.00 a month. Because his/her working conditions are not treated as hazardous and affiliation with PHC (where he/she works) does not offer additional job complexity (category 3), his/her gross base pay level (BP) is the same as entry point base pay: 4.02*TJS 80 = TJS 322.00.
4.139. As a final step of wage calculation, on the top of health worker’s gross BP, one has to add the following bonuses (established as percentage of minimum wage in health), if applicable:
• honorary title: Option 1—one-time bonus equivalent to 10 times of minimum wage in the sector; Option 2—monthly payments (on the top of base pay) in the amount of 20 percent of minimum base pay level in health sector;
• night shifts—8 percent of minimum base pay level in health for each full night shift.
These four supplements (subject to eligibility) on top of gross BP equal the total monthly wage of a health worker. If a health worker is located in remote mountainous area where rayon coefficient is used; accordingly he/she is eligible for this additional increment on the top of monthly wage (as percent of monthly wage).
4.140. It is very important that a clear and straightforward framework for supplement management (in the form of step increase) is established; this is an essential condition to avoid misinterpretation of the nature of supplements and eliminate open-endedness of their use. Therefore, the Policy Note proposes fixed rules for those supplements to be retained following introduction of wage grid (Table 4.30).
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Table 4.30: Supplements’ Eligibility Conditions and Parameters in Health Sector
Supplements Eligibility Conditions Transitory Arrangement Quantitative Parameters
1.1. Hazardous work conditions
Staff working in the following areas: o TB/AIDS o Sanitary/Epidemiology o X-Ray o Dermatology/Venereology o Narcology, psychiatry o Ambulance o Infectiology o Bacteriology/Virusology o Pharmacist, pharmacist-
technologist/analyst, assistant to pharmacist
20% of base pay o One step increase if a health sector professional is exposed to “single-hazardous” condition;
o Two step increase if a health sector professional is exposed to “double-hazardous” condition.
1.2. Job complexity
Category of healthcare institution (Annex 18)
o Category 1 institutions – two step increase
o Category 2 institutions – one step increase
o Category 3 institutions – no step increase
2.2. Night shifts o Only secondary health care workers are eligible
o Up to three doctors and mid-level personnel per night, depending on number of beds
50 percent of base pay For each full night shift in percent of minimum base pay level in health sector: Level 5 – 10 percent Level 4 – 9 percent Level 3 – 8 percent Level 2 – 7 percent Level 1 – 6 percent
2.3. Honorary title
o For doctors who have titles “People’s Doctor,” “Honored Doctor”
o This rule cannot be enforced for private hospitals
20 percent of base pay Option 1—one-time bonus equivalent to 10 times of minimum wage in the sector; Option 2—monthly payments (on the top of base pay) in the amount of 20 percent of minimum base pay level in health sector.
4.141. It is very important to highlight that the wage grid reflects overall base pay package for each health worker. Whether general government fully or partially finances it depends on state contribution policy that may vary from subsector to subsector. For sectors, which are co-financed by the government, wage grid is used for simulation purposes to identify government’s contribution to make sure that a doctor (in secondary health care) will get paid at least the same amount as a doctor of the same profile (in primary health care) taking into consideration non-budget financing. For example, minimum base pay in health sector is TJS 80.00 a month and a doctor of high category (level 4, step 4) gets entry point base pay of 4.49*TJS 80 = TJS 359.20 a month. For PHC doctor (where it is 100 percent paid by the budget), the whole amount is paid out of the budget, while in secondary health care it depends on what proportion of wage has to be paid by budget and what portion has to be paid by non-budget financing. For example, assuming that financing proportion is 50:50, the budget will pay only 50 percent of wage to the doctor (TJS 359.20*50 percent = TJS 179.60). Non-budget financing should assure at least other 50 percent of health care worker’s wage, if not more; other extra-wage grid supplements (night shifts and for honorary title) have to be paid by non-budget financing. Accordingly, every two or three years, an analysis of cost of medical treatment is needed to identify “right” proportion of co-financing.
STEP 3—(I) COMPLETE JOB CLASSIFICATION, AND (II) EVALUATE THE INTERIM WAGE GRID AND MOVE TO PERMANENT WAGE GRID IN HEALTH SECTOR (END-2011)
4.142. Once job classification is completed, one has to exercise job matching to spread positions across steps, while entry points within levels should be consistent with position-grouping exercise (surgeons and
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intensive care doctors, physicians, pharmacists, mid-level health care workers, and junior health care workers) undertaken during step 1.
4.143. Analysis of the implementation of interim wage grid would be an important step to monitor the progress of reforms. The MOE, the MLSP, and the MOF will have to carry out an analysis of the implementation of interim wage grid to check: (i) whether interim wage grid was done correctly and reflects adequate pay levels, and (ii) whether pay differentiation levels provide an incentive for career development for health professionals.
4.144. The next steps in the reform agenda would include the move toward a permanent wage grid, accompanied by an integration of the remaining wage components (hazardous work condition and category of institution) into base pay. Under new wage grid health workers are eligible only for one pay plus supplements for honorary title and night shifts.
4.145. New wage grid has 5 levels and 10 steps (Table 4.31) but higher degree of decompression with step-wise increment of 10 percent and level-wise increment of 50 percent.
Table 4.31: Permanent Wage Grid for Health Professional Workers
Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10
Level 5 5.06 5.57 6.13 6.74 7.41 8.15 8.97 9.87 10.85 11.94
Level 4 3.38 3.71 4.08 4.49 4.94 5.44 5.98 6.58 7.23 7.96
Level 3 2.25 2.48 2.72 2.99 3.29 3.62 3.99 4.38 4.82 5.31
Level 2 1.50 1.65 1.82 2.00 2.20 2.42 2.66 2.92 3.22 3.54
Level 1 1.00 1.10 1.21 1.33 1.46 1.61 1.77 1.95 2.14 2.36
STEP 4—ADAPTATION OF STATE PORTION OF WAGE BILL PAYMENT TO SECONDARY CARE IN LINE WITH THE ASSESSMENT OF INCOME TO BE GENERATED BY THE BBP (2012)
4.146. Step 2 briefly outlined overall framework for financing framework of the sector. It is very important that some actions are taken in this respect along with the implementation of the BBP. From wage policy prospective, this entails wage-sharing arrangements within specific segments of the sector. This arrangement has to: (i) balance between limited fiscal space of the government and importance of asymmetric allocation of public resources in favor selected segments of the sector, and (ii) provide adequate wages of public sector-financed health care.
Fiscal impact of proposed reforms
4.147. The progress of wage policy and pay increase for medical professionals largely depends on the progress of BBP implementation, i.e. reducing burden of the sector on general government budget. Given very conservative approach vis-à-vis BBP implementation, it would be very difficult to ensure adequate pay levels for professionals in the sector. Table 4.32 illustrates how base pay level in health sector progresses depending on progress with BBP implementation under fixed wagebill envelope.
Table 4.32: Fiscal Impact Assessment of Policy Actions in Health Sector
2009 2010 2011 2012 Effectiveness July July July July Status-Quo
Minimum base pay level 90 125 150 180 With Assumption of BBP Implementation
Percentage of budget financing 75 60 60 55 Minimum base pay level 130 200 240 310
Wagebill Target, TJS thousand 126,861 157,459 192,069 234,286
4.6. REFORM OPTIONS: SOCIAL PROTECTION, SCIENCE, CULTURE, AND SPORT
4.148. As noted previously, it would be important to frame wage system reform for the remaining parts of the civilian public service with reference to the three generic models outlined above, civil service,
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health, and education. Proposed options for management and administrative staff in these and other parts of the public sector are presented in section 4.6 below. For other professional groups in the public service, it is suggested to link the wage system for science and sports to the education sector wage grid and the social protection system to the health wage system (with the exception of training and education institutions). Eventually, with the upcoming reorganization of sector ministries, it would be important to move education and training functions in social protection and sports under the MOE where feasible, so that there is an automatic linkage to the education wage system.
4.149. Fiscal impact of the reforms in social protection, science, culture and sport largely depends the progress of the implementation policy actions in health, education and civil service. Assuming that: (i) policy pay adjustment in these sectors (and/or their subsectors) will take place simultaneously with the one in the reference sectors; and (ii) other subsectors not covered by the proposed wage reform and are proposed to receive budget grants, these sectors will absorb roughly 4 percent of public sector wagebill.
Table 4.33: Fiscal Impact Assessment of Pay Reform in Social Protection, Science, Culture and Sport
2007 2008 (exp) 2009 2010 2011
Social Protection 3,000 6,700 8,220 10,203 12,445 Culture and Sport 7,800 12,500 15,336 19,035 23,219 Science 6,185 9,896 12,141 15,070 18,382
Memo Item:
Public Sector Wagebill 490,600 743,496 912,194 1,132,204 1,381,070
SOCIAL PROTECTION
4.150. The next reform steps in this sector will be linked policies in education and health sector with the only difference being that all institutions of social protection nature will remain under full state financing. In other words, policies similar to per capita financing in education and BBP implementation in health sector will be implemented in the sector. However, pay policy will be linked with other sectors to ensure equity of pay levels.
4.151. Social protection covers eight categories of institutions with mixed formulas of financing. At the immediate stage, it is important to identify which subsectors need to be covered by pay reform policy. Facilities for the elderly, psychoneurologic dispensary, and education and science institutions are to be covered in linkage with proposed policy measures in health, education, and social sector administration. Table 4.34 illustrates proposed financing arrangement and linkage of pay policy with reference sectors.
Table 4.34: Social Protection Institutions Financing Framework
Type of institutions per sector
Current financing scheme Recommended budgetary rule
1 Facilities for elderly people
central budget Pay policy has to be linked with health sector.
2 Psychoneurologic dispensary
central budget Pay policy has to be linked with health sector.
3 Sanatorium for war veterans
central budget Financing has to be based on government subsidy. Proposed pay policy may apply to doctors and nurses only; however, depending on subsidy envelope, the administration may design (subject to approval by MLSP and MOF) its own pay policy that would ensure at least the same level of compensation that is applied in health sector.
4 Education and science institutions
central budget Pay policy has to be linked with education sector (special schools).
5 Regulatory bodies central budget Civil service and sector administration positions are to be identified and appropriate policies are to be applied.
6 Enterprise government subsidy Gradual move to full cost recovery is needed. Partial government subsidization has to continue.
7 Spa government subsidy Financing has to be based on government subsidy. It would be preferable for the administration to design (subject to approval by MLSP and MOF) its own pay policy that would ensure an equivalent level of compensation that is applied in health sector.
8 Band government subsidy Further review is needed. Financing has to be based on government subsidy and staff will not be classified and graded.
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4.152. Once job classification in health sector is completed, the government has to link health care–related positions in the sector to identify right hierarchy of positions in the sector. Pay policy in education institutions of the sector are to be linked with policies to be applied against special schools.
4.153. Research institutions’ pay policy should be consistent with pay policy applicable to university-level education but with retaining full government financing of the wages of research institutions workers.
SCIENCE
4.154. Science includes research institutions and specialized agencies that are under the Academy of Science. There is a decision on including the Presidium of the Academy of Science into civil service, which means that all staff in the Presidium would be subject to civil service pay policy.
4.155. The research segment of the Academy of Science has to be subject to the policies that are applicable to university-level education. The immediate priority is job matching in this area. Table 4.35 illustrates tentative job matching with university-level professional positions based on qualification requirements for positions; while Table 4.36 proposes sequenced actions to build a fiscally sustainable pay policy in the science. The Policy Note proposes to retain the scientific degree increment during transition; they will reflect step increase once the system moves to new wage grid.
Table 4.35: Job Matching Based on Professional Requirements: Science institutions vs. University-Level Education
University-level education Science - research institutes Transitional
arrangements Wage grid
Doctor of Science
Professor with Scientific Degree
Professor with no Scientific Degree Lead Research Fellow Associate Professor with Scientific Degree
Associate Professor with no Scientific Degree
Sr. Research Fellow
Candidate of Science Research Fellow
Assistant (Jr. Teaching Staff) Junior Research Fellow
Sr. Teacher
Teacher Sr. Laboratory Assistant
Laboratory Assistant
20% for PhD and 15% for Candidate
• Two step increase for PhD;
• One step increase for Candidate Level
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Table 4.36: Proposed Financing and Pay Policy in Science Institutions
No. Research institutions Pay financing policy
1. Academy of Science
1.1. Presidium of the Academy of Science Pay policy should be linked with civil service.
1.2. Agency for Nuclear and Radiation Safety
1.3. Branch Office of the Agency for Nuclear and Radiation Safety in Chkalovsk
Additional compensation for some scientists is provided by international agencies. The government should continue its financing (100 percent) along with proposed pay policy in education sector (University Level Education).
1.4.-1.27
Institute of Chemistry; Institute of Plant Physiology and Genetics; Pamir Biology Institute; Botany Research Institute; Institute of Language and Literature; Institute of Mathematics; Institute of Astrophysics; Gastroenterology Research Institute; Research Institute for Demography; Geology Institute; Zoology and Parasitology Institute; Physical-Technical Institute; State and Law Institute; Institute for Oriental Studies; Seismology Institute; Institute of Philosophy; Institute of History and Areology; Institute of Economics; Institute of Humanitarian Sciences; Institute for Water Issues, Hydroenergy, and Ecology; Khujand Scientific Center; Khatlon Scientific Center; Materials Science Unit; Pendzhikent Archeology Base
Next steps: Stage 1 (Sept. 2008–Sept. 2009): o Pay structure rationalization has to be undertaken effective Sept.
2008; it should go along the line with immediate policy actions in education (University Level).
o Government should continue 100 percent of wages at this stage to retain scientists in the system.
o A study for possibility on commercialization ability and feasibility of marketing knowledge-intensive skills needs to be launched.
Step 2 (by 2010): o Job matching with university-level higher education o Once the study (step 1) is completed: (i) sector financing strategy by
the government needs to be reviewed, and (ii) legal constraints for research institutions to program commercial activities (relevant to direct responsibility of an institution) need to be minimized.
1.28. Central Scientific Library named after Gandhi To be linked with pay policies in culture (library)
1.29.-1.34
Amin-Zade Museum; United Memorial of Literature Museums; Ethnography Museum; Ancient Museum; Sarasm Museum; Museum-Preserve in Pendzhikent
Given very limited fiscal space: o Government’s financing should be on a grant basis o Gradual commercialization of the activity is needed42
The museums need to develop own marketing to attract more attention of tourists
CULTURE
4.156. The pay policy in the sector is applicable to education facilities, libraries, and research institutions; they have to be linked with policy measures in education and science. The rest of the sector needs to be open for (partial) commercialization. Institutions that are subject to full or partial commercialization should be given higher degree of autonomy for pricing policy.
4.157. The government has to develop a medium-term sector financing strategy that would ensure partial or full liberalization of pay policy in theatres, museums, musical bands, and publishing houses (Table 4.37). The objective of new financing policy should help to reduce the burden on general government budget and use available public resources in targeted areas.
42 Recently, ticket pricing is subject to control by supervising institutions and antimonopoly activity. The pricing control has to be weakened, so museums can raise additional funds to sustain their activity.
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Table 4.37: Culture Sector Financing Strategy and Pay Policy
Subsectors Source of Financing Proposed Financing Mechanism and Pay Policy Education facilities Government financing Immediate actions: link with pay policy in education
Mid-term actions: explore the possibility of non-budget co-financing Theatres Government subsidy Immediate actions: no pay policy measures are proposed,
government should continue the financing based on subsidies Mid-term actions: increase the degree of commercialization of the subsector and develop a strategy for non-budget co-financing
Libraries Central budget Link with pay policy in education
Museums Central budget Immediate actions: no pay policy measures are proposed, government should continue the financing based on subsidies Mid-term actions: increase the degree of commercialization of the subsector and develop a strategy for non-budget co-financing
Publishing houses Government financing Self-finance; should be fully commercialized
Bands Government subsidy Financing should be based on budget grants
Research institution Central budget Link with pay policy in Science
4.158. It is recommended to review the role of educational facilities and their flow of financing with the objective, where possible, to move these institutions under direct government subsidy. The university can be financed partially by the general government budget; policies on education should also be based on ability of partial commercialization of the sector.
4.159. It is recommended to provide budget funding for institutions under libraries and museums and to institute a new system of pay scales for these institutions as described in the following two points.
Museums: To introduce five job categories for museum employees as follows: “Museum Administrators,” “Museum Professionals,” “Skilled Craft,” “Support Administrative Staff,” and “Service and Maintenance.” Lack of primary data does not allow making any further recommendations as to classification levels and salary grids for job categories “Museum Administrators,” “Museum Professionals,” and “Skilled Craft.” The remaining job categories are defined below in this report under Group “Administration.”
Libraries: To introduce job categories for library employees as follows (librarians). Administration and support staff needs to be shifted to Administration Pay Scale. Pay levels for professional positions should be consistent with general education.
SPORT
4.160. Like in other sectors, financing arrangements in sports need to be reviewed. Meantime, all (six) categories of institutions, with the exception of enterprise, currently fall under the central budget. It is important that the government reviews the sector financing strategy in the next one or two years and comes up with a clear financing policy through creating more space for non-budget financing in the sector (Table 4.38).
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Table 4.38: Sport Sector Financing Strategy and Pay Policy
Category of Institutions Policy Options Educational Institutions (Institute of Physical Culture, College of Physical Culture, secondary boarding school with in-depth sport study)
Immediate measures: link with pay policy in Education (University and College); Mid-Term Policy Measures: institutionalize partial non-budget financing
Sport coaching schools Immediate actions: link with pay policy in education (Sports Schools) Mid-term actions: explore the possibility of non-budget co-financing
Newspapers Financing should be based on budget grants. Move toward full commercialization.
Methodological Center Review the function of the Methodology Center and link with pay policy in Research, if applicable.
Support Institutions (center responsible for providing sport equipment; unit responsible for managing garage and general maintenance)
Center responsible for providing sport equipment needs to move toward partial government financing on a budget grant basis. There is a need to explore the opportunity for financing by sponsors and partial commercialization of this segment. The Unit for Managing Garage and general maintenance staff need to separate positions that are directly relevant to the administration of the Committee; this part is subject to regulation under administrative pay scale. The rest should be detached from the committee and be subject to financing under arrangements for each subsector.
Enterprise Self-financing
4.7. REFORM OPTIONS: ADMINISTRATION IN SOCIAL SECTORS
4.161. One issue that needs to be addressed in the ongoing reform process is the position of management and administration positions in the public service. Whereas, for instance, in the education sector wages for teaching staff have been increased significantly, school management salaries have not followed suit. Similarly, management positions in the health sector have seen pay levels lag behind. With the increasing reliance of public sector institutions on non-budget financing it is essential that the quality of management is guaranteed, to ensure the appropriate use of funds and to enhance the quality of services.
4.162. As the wage grids designed in the health and education sectors, and by association for other parts of the public sector, are based on sector-specific professional standards, the creation of a separate system for defining wages of management level staff would need to be considered. We suggest here that a system consisting of two professional groups be created, while service and maintenance staff would be put on labor contracts. The two groups would include: (i) managing staff, and (ii) administrative support staff.
4.163. The Policy Note proposes two options for the design of pay policy for management: option 1—based on linking pay levels of the managing staff with minimum base pay levels in each sector; and option 2—establishing a universal pay scale/wage grid for managing staff.
4.164. Reference for option 1 is pay levels for high-level professional staff in relevant sectors (subsectors). The advantage of this option is the possibility of automatic adjustment of pay levels for administration in case the government decides to attach higher priority to specific sector. This would minimize possible distortions for pay levels between management and professional staff and adjust pay levels accordingly.
4.165. Instituting a pay scale/wage grid by using option 2 needs some preconditions. For instance, a job-matching exercise across all management positions in social sector would be needed to introduce five classification levels where level is function of experience, job scope, and managerial responsibilities. One of the major disadvantages of this option is a high degree of exposure to distortions if the government decides to give differentiated pay increases across sectors that often happen in Tajik context; in this case the scale would need to be revised that would impose additional transaction costs for institutions that are in charge of the design of pay policy in social sectors.
4.166. If opted, the possible model for Tajikistan would look as follows. Level 1 is the starting level. The employees in this salary range are at the first level of management and/or where the experience is less
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than five years. Level 2 is the middle level of management with related work experience and on-the-job training of less than 10 years. This could include larger primary schools, small secondary schools, heads of university departments, and directors of small clinics and health centers. Level 3 is the mid-level of management with experience of more than 10 years, including for instance deans at university level, managers of policlinics and health centers, managers of medium-size secondary level schools and special schools, etc. Levels 4 and 5 reflect the highest managerial positions in the organization, high job complexity and job responsibilities, they and differentiates by work experience. These two levels are intended to provide for heads of hospitals, directors of health-related institutions, directors of sanatoriums, directors of research institutes, directors of large secondary-level schools, and university rectors and vice-rectors. Salary structure for each level will reflect workload and personal performance. Each additional factor will be attributed to 5–10 percent increase in salary rate. It is recommended to introduce a limited number of factors (up to three per organization) among which, for example, are number of direct subordinates and number of beds above average in the sector (for health institutions). Allowances for rural/mountain areas should be paid separately out of a separate budget identified at the central level (based on a predefined list of institutions).
Table 4.39: Salary Grid for Managers and Professional Officers
4.167. The Policy Note proposes using option 1, which is more straightforward and relatively simple to implement.
4.168. Implementation of new pay policy should be based on two steps: step 1—elimination of distortions between management and professional positions, and step 2—establishing a wage grid for management positions in social sectors (2009). Annex 19 illustrates proposed wage grid for positions in education, which is based on two main principles: (i) consistency of pay levels between professional and administrative positions, and (ii) institutional hierarchy that is used as a foundation for pay level equalization among positions.
4.169. Administrative support staff: To introduce three classification levels where level is a function of education, experience, and job scope. Employees at salary level 1 perform work under general supervision and have minimum high-school education. Employees at salary level 2 work under general direction, but with considerable freedom of action, mid-level specialists/professional practitioners with higher education (Masters Degree). Employees at salary level 3 have at least a high level of education in a relevant field, are capable of performing complex assignments; high-level professionals who are required
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to accept minor managerial responsibilities. Salary structure for each level will reflect workload, which can be aligned with the size of the institution and personal performance.
4.8. FISCAL SUSTAINABILITY OF PUBLIC SECTOR PAY REFORM
4.170. This section describes the results of simulations as well as provides some recommendations on how to establish quantitative parameters within wagebill ceilings in the public sector. The proposed reform options in public sector are based on a top-down approach, i.e., policy proposals are built on available fiscal space. Therefore, the emphasis is on how to sequence policy actions within the limited fiscal space.
4.171. The Policy Note proposes that each annual budget establishes minimum base pay levels for three reference sectors—civil service, education, and health. There are two ways of identifying minimum base pay levels: (i) based on labor price in local labor market, i.e., depending on average wages in various sectors of the economy, including private sector; or (ii) depending on government’s priority on which sector should be a priority for public sector financing. Under both options, one has to bear in mind co-financing arrangements in specific (sub-) sectors.
4.172. The proposed pay reform in civil service and social sectors is mostly targeted at ensuring predictability of public sector wagebill through a number of policy measures (discussed in the previous chapter) to minimize leakages in the system. Implementation of these measures is the key element of fiscal sustainability of pay reform in the public sector.
4.173. As mentioned earlier, once the public sector in Tajikistan moves to new wage grids (interim in 2009 and permanent starting from 2010), pay increases will be based on changing very few parameters of the pay system (minimum wage in specific sectors) with limited transaction cost. Equally important is to establish an adequate staffing policy (rationalization of staffing structure and job classification/matching).
4.174. Table 4.40 illustrates the fiscal impact assessment of wage reforms based on changes in policies in each sector during 2008–11. The 2008 and 2009 education budget needs some reallocation given pay level equalization exercise that would ensure the catch-up of pay levels in other subsectors (education) as well as adjustments in wages of management in general education.
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Table 4.40: Fiscal Impact Assessment of Wage Reform in Public Sector
(in thousands of TJS unless otherwise indicated)
2007 2008 (appr) 2008 (exp) 2009 2010 2011
1. Variables Decompression targets43:
Civil Service44 1 : 2.62 1: 40 1 : 3.8 1 : 4.15 1 : 4.15 1 : 4.15 Education45 1: 1.60 1: 1.70 1 : 1.70 1 : 1.76 1 : 2.20 1 : 2.20 Health46 1 : 1.15 1 : 1.15 1 : 1.15 1 : 2.74 1 : 3.40 1 : 3.40
2. Output - Annual Wagebill 490,600 739,900 743,496 912,194 1,132,204 1,381,070 Education 239,915 320,200 320,200 392,853 487,604 594,783 Health 51,200 103,400 103,400 126,861 157,459 192,069 Social Protection 3,000 6,700 6,700 8,220 10,203 12,445 Culture and Sport 7,800 12,500 12,500 15,336 19,035 23,219 Science 6,185 6,400 9,896 12,141 15,070 18,382 Civil Service 64,300 80,600 80,600 98,888 122,739 149,717 Defense & Law Enforcement 91,600 147,500 147,500 180,967 224,615 273,987 Other Sectors 26,600 62,600 62,700 76,927 95,480 116,467
GDP, TJS mln 12,780 14,800 16,135 20,200 25,072 30,583 GDP annual growth, percent 7.8 5.0 5.0 7.0 7.0 7.0 GDP Deflator, percent 27.9 20.2 20.2 17.0 16.0 14.0 Wagebill in percent of GDP 3.84 5.00 4.61 4.52 4.52 4.52
4.175. As one may observe from the table there are significant differences between sectors when to comes to decompression targets in particular. The latter do not always reflect the difference between the lowest and highest positions within a sector – the comparison is based on between “benchmark” positions (lowest and highest) which traditionally may reflect potential space for career development for a staff; moreover, each sectors have own reference subsectors; in civil service the decompression target is based on comparison of pay levels at a ministry level (between specialist and head of department level positions), while in education it is based on comparison of highest (a teacher of high category with university education) and lowest (a teacher with no category with special secondary education) positions; in health, in is based on comparison of entry point pay levels between an operating surgeon and mid-level professional. One may manipulate with using other options for setting decompression targets, however, it is not an essential point; the essential point is adequate differentiation of pay levels across vertical progression (in a wage grid) that makes career development attractive for public servants.
4.176. To elaborate further on having different decompression targets for reference subsectors, the following three points explain the reason for such a difference: (i) fiscal constraint is the major factor for this; for instance, in education, this is mostly driven by budget implications as the sector absorbs 40 percent of public sector wagebill; (ii) level of wages – education workers are much better paid than other social sectors, therefore, it would be difficult to adjust pay levels (and, accordingly, decompression targets) in the sector significantly in medium-term prospective; and (iii) the hierarchy of positions – the number of positions between benchmark positions vary from sector to sector (for instance in civil service, it is much greater than in education)
43 Decompression targets are based on comparison of lowest and highest positions in reference subsectors within civil service (reference subsector - ministry level), education (reference subsector - general education) and health. 44 Based on the comparison of head of department and specialist level positions at a ministry level (reference subsector). 45 Based on the comparison of a teacher with high category and university level education (level 6, step 3) and a teacher with no category and special secondary education (level 1, step 3) in general education (reference subsector). 46 Based on the comparison of an operating surgeon (level 5, step 5) and a nurse (level 2, step 5).
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4.177. A final aspect of fiscal risk mitigation is the clarification of staff numbers in individual sectors. As government is prepared to invest in the improvement of the quality of public services, it is important that resources are used in the most effective way. Therefore, the improvement of the wage system and wage levels would need to be accompanied by measures that would ensure that government has a strong handle on actual staff numbers and profiles. The creation of electronic staff registers should ensure that government has the appropriate tool both to control expenditures and to manage public servants’ careers.
4.178. The creation of personnel databases (separately for each sector) is a further major aspect of the reform process, which, in view of the mixed international experience with such systems, should be planned carefully.
4.179. Tajikistan has gained some experience in establishing staff registers, a staff register was designed for the core civil service in 2005, through a well framed design and implementation process, which for the first time provided full clarity on the profile and number of civil servants. The design and development of the register was timed to coincide with the introduction of the qualification rank supplements and thus, like in the current wage reform process driven by both fiscal and management consideration. However, one problem with the database was that the software to manage and update the register was not installed at the same time as the conduct of the census, which emphasizes once again the need for sequencing. Therefore, the following steps would need to be taken in terms of design and process sequencing:
a. database and software design HR databases need to be designed that capture the necessary information for both payroll and career management purposes. Whereas there are many existing off-the-shelve packages for HR databases, it is important to tailor these to the needs of the individual sectors. Thus, a core system could be designed based on an improved version of the civil service database that then could be tailor made for the other sectors. Responsibilities for the management of the database as well as for updating records should be clearly established by operational protocols. b. conducting the census The next phase of the work is conducting the census of staff, which will include a process of verification of existing records against real personnel in functions, as well as the creation of such records in sectors where budgets are currently managed on the basis of lump sum allocations (and full records therefore may not exist). Based on international experience, public service census processes in administrations the size of Tajikistan can take up to 9-10 months, and require significant resources. However, since in some parts of the administration (core civil service and possibly other sectors) there are relatively recent records available, the time and resources required might be reduced. It is important that the census is planned in such a way that data collected can be immediately entered in a functioning database. Thus whereas database design can overlap to some degree with the census process, there should be sufficient time during which the database is already operational and data can be entered. c. establishing systems for updating the data As the previous experience with the civil service database shows, updating protocols are extremely important. Whereas the CSD had put in place a solid process of data collection and verification, there was no regular follow up. As Tajikistan is a number of years away from the creation of fully automated PFM and HRM systems, a system for the regular update of records should be designed, with responsibility entrusted to personnel officers.
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4.180. It is important to ensure that, once a final decision on the substance and process for wage system reform is taken, the planning of a census (which could be linked to the job classification exercise) and database development (possibly within the context of the Bank-financed PFM project) is initiated without delay.
4.9. TOWARD AN INTEGRATED REFORM AGENDA: STEPS AND REQUIRED SUPPORT
4.181. The reform agenda outlined in this note is complex and by virtue of its interaction with section financing reform, requires careful sequencing. The steps and sequencing outlined in this note take account of the overall strategic directions for reform in different parts of the public sector, but the ability to implement the reforms according to the schedule outlined here depends on the government’s ability to make progress on PCF reforms in health and education as well as on, for instance, the introduction of the BBP. It will be crucial that regular reviews be carried out of sector-related reforms and their impact on the speed of wage system reform and vice versa. This will require strong coordination between those designing the overall public sector reform agenda, notably the Public Administration Reform Council, and those in charge of sector-related reforms (mostly sector ministries and the MOF). However, we suggest that the Public Administration Reform Council monitor overall implementation of the reform agenda.
4.182. In terms of the specific requirements to implement the reforms proposed above, a number of capacity-building and technical assistance activities will need to be undertaken:
Managing the reform process: reform champions, political economy and communication strategy
4.183. In the context of managing the reform process, it is very important: (i) to identify who will be championing in the reform process, i.e. who will be playing primary role in pushing forward the whole process; (ii) how the government will institutionalize the management of the reform process; (iii) how the government will address potential risks of reform implementation and issues of political economy and (iv) how reform measures will be communicated with public servants.
4.184. Based on experience of earlier years of reforms in public sector pay policy, it is very likely that the Executive Office of the President, Civil Service Department and the Ministry of Finance will remain key players in pushing the reform agenda. However, there is increasing need in involving line ministries (social block) in decision-making process given the importance of linking sector policies with pay reform agenda. There will be a need to “increase the profile” of the Ministry of Labor and Social Protection, the Ministry Education and the Ministry of Health and, where needed, provide technical assistance.
4.185. The Government has instituted the working group (headed by senior advisor to the president for economic policy) that will be in charge of policy design; the working group represents all players, including social sector line ministries and economic block, and could be very important tool in overseeing the reform process. Also, specific working groups (under the Ministry of Education and the Ministry of Health) have already been established – they are in charge of technical design and implementation. It is very important to have these working groups involved in reform process and provide technical support.
4.186. As discussed at concept stage of the Policy Note, there are four major risks and challenges that might complicate or undermine the implementation of the next steps of wage reform: macroeconomic and fiscal risks, capacity constraints, communication challenge and limited progress (or lack of progress) in implementation of sector financing strategies. The team has been maintaining very intensive dialogue with the client at both policy and technical levels. The following risk mitigation factors (addressing challenges) are considered:
• Macroeconomic and fiscal risks. The analysis of possible policy options will consider low-case scenarios in simulations. As mentioned above, proposed policy options are be linked with general government’s fiscal constraints. This approach has been successfully exercised in the first phase of reforms (2005-08).
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• Capacity constraints for the implementation of reform agenda. The Government’s ownership of pay reforms remains very high. The risk of capacity constraints are to be addressed through: (i) regular workshops and on-going consultations (under DPL and other Bank-funded projects); (ii) not bringing skill-intensive policy measures upfront; and (iii) active dissemination strategy for targeted groups, including institutions which are in charge of the implementation.
• Communications challenge. There is a strong demand for conducting series of workshops at policymakers (high) and technical levels. The working group needs to assume an active role in guiding the whole communication process and bringing in HR staff in all civil service institutions to communicate the reform objectives and strategies to staff.
• Lack of progress in institutional reforms and other related actions. The baseline scenario is based on more conservative approach vis-à-vis implementation of sector financing strategies in health and education sectors. The (pay) policy actions need to be harmonized with the implementation of per capita financing (in education and health), BBP and co-payments implementation (health) and gradual commercialization/move to budget grants-based financing strategy (science, culture and sports).
4.187. The political context for the reform process remains favorable given high level of commitments of the Government for changes and great level of supportiveness by other reform champions – the Ministry of Finance and Civil Service Department. However, there are two factors that could hinder keeping the reform process on right track: (i) more trade-unionist (rather than institutional) approach of social sector line ministries vis-à-vis pay policy in public sector; and (ii) potential resistance of some groups against sector-financing strategy (health workers vs. formalization of informal payments in health sector).
4.188. The position of social sector ministries have been more trade-unionist (“higher pay levels plus retaining more number of supplements”) rather than institutional; however, the position of reform champions (the Government, the Ministry of Finance and Civil Service Department) has been very constructive (“more transparency in pay system and better use of opportunities for non-budget financing”) in the first phase of reforms (2005-08). The Policy Note assumes that this trend (in “balance of power” between reform champions and social sector line ministries) will prevail in next step of pay reform.
4.189. It is very important that the implementation of sector financing strategies (for example, BBP implementation and co-payment system in healthcare) will ensure right balance between institutionalization of de-facto existing informal payments and incentives of health workers to improve the quality of services. Unless addressed, this may potentially face the resistance of health sector workers to implement BBP and co-payments system.
Sensitization of staff
4.190. Before moving ahead with classification and grading work, staff sensitization would need to be conducted, based on clear explanations of the rationale, scope, and expected impact of the process. This is extremely important to create ownership and buy-in for the process. Sensitization material should be developed as soon as a political decision on the reform is made and an information campaign launched, coordinated by the CSD, together with the relevant units in the line ministries.
Training of a core group of experts on job classification
4.191. For each of the sectors discussed in this Policy Note a core group of experts that will review and monitoring the results of classification work will need to be established. Whereas classification will be done based on the proposal of individual institutions, the results of this work will need to be monitored and compared. The core group of classification experts, which would need to be established at least at the central level and at the level of each rayon, would be responsible to train and coach those charged with the classification of positions and the grading of staff. The creation of these core groups should be launched as early as August/September 2008.
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Assigning responsibility for classification work
4.192. An administrative order would need to be issued for each sector in which the responsibility for classifying positions would be assigned to individuals holding certain positions. The expert groups mentioned above will train those responsible for managing the classification work in their institutions. Training of those charged with classification duties would need to be provided no later than the second half of October 2008.
Classification and revisions
4.193. The classification and revision work would need to be conducted over a four- to five-month period in which several rounds of review of interim results would need to be conducted. Final assessments and harmonization would be the task of the central line ministries and the final results would need to be validated by the PAR Council.
Technical assistance
4.194. It is very likely that Tajikistan will be faced with the need of bringing in good international expertise for public sector reform. Annex 20 summarizes needs for technical assistance to Tajikistan during the design and implementation of new pay policy in public sector. Technical support to the government of Tajikistan could be channeled through ongoing investment operations of the World Bank and regular staff technical support during the implementation of budget support operation.
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5. CONCLUSIONS AND RECOMMENDATIONS
5.1. Tajikistan embarked on a complex sector financing and wage system reform agenda in 2005. Following three years of pilots in per capita financing in health and education, combined with incremental reforms to the wage system and a more fundamental reform of the wage system in the core civil service, the government decided in summer 2007 to move forward on the design of a comprehensive wage system reform agenda, which is to be implemented in conjunction within the Medium-Term Budget Framework, and which is to accompany the deepening of sector financing reforms. Designing a medium-term reform agenda has been made more complex as a result of the deteriorating macroeconomic conditions, which have led the government to request a Staff Monitored Program (SMP) with the International Monetary Fund (IMF) support for a new Poverty Reduction and Growth Facility (PRGF). In addition, increased levels of borrowing for infrastructure reduce the fiscal space available for wage improvements and wage reform. This makes it all the more important to arrive at a well-designed and fiscally viable reform process.
Scope of the reform process
5.2. Whereas the focus of reforms remains on the core civil service, education, and health, reform design was to include also the remaining parts of the civilian public service, including the science, sports, social protection, and culture sectors. The underlying note is the result of the joint work of a government working group and the World Bank and provides a roadmap to medium-term wage system reform implementation.
5.3. The public sector wage system in Tajikistan has become increasingly fragmented following independence. Whereas there were always distinct employment conditions for different parts of the public sector, the civil war and the resulting economic collapse of the country led to the de-facto abandonment of previously established principles (such as grading systems, wage grids, etc.) and a fragmented and ad hoc wage policy. The reforms introduced between 2005–2008 addressed some of the problems generated by a decade of decline of the public sector, but did this in a rather uneven manner. Still the initial reforms also provide the government with feedback and experience on how to design and implement a more ambitious set of reforms later on.
5.4. The policy actions should include amendments to specific legislation documents (Annex 21). Given the political economy constraints, this may take some time. However, it is very important that legal aspects of next steps include simultaneous amendment to laws and other secondary legislation relevant to pay policy in public sector as well as adoption of specific umbrella law on remuneration in public sector. The importance of the latter is relevant to the need of establishing clear framework which would delineate responsibility between legislative and executive bodies and minimization of lobbying pay increase by specific agencies which would promote interest of specific agency but bring distortion to the system.
Lessons learned
5.5. The implementation of the first phase of wage system reforms provided some important lessons to the government on the need to: (i) clearly communicate the rationale and substance of reforms to public servants, as brought out in the responses to a survey conducted in October 2007 in the core civil service; (ii) be modest and realistic in terms of expected non-budget financing, in particular in view of the initially failed introduction of the Basic Benefits Package (BBP) in the health sector, which showed that reforms assuming rapid increases in non-budget financing would not be likely to be viable; and (iii) consider the cross-impact of financing reforms and wage systems reforms, shown in particular in the case of
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education, where the slow pace of curriculum and teaching load reforms has acted as a brake both on the introduction of per capita financing (PCF) and wage system reform.
5.6. Regardless of these elements of complexity, which make wage system reform design a difficult and potentially high-risk undertaking, we remain of the opinion that reforming the wage system in a comprehensive manner is both necessary and viable. The need for wage reform arises not only from efficiency and transparency considerations, but it is also an essential step if sector financing reforms are to produce results: PCF systems, to generate benefits for the sectors, require a degree of order in the wage system. Whereas Tajikistan, unlike states such as Armenia, has not chosen the option to fully liberalize wages in the health and education sectors, it is also clear that introducing PCF in a system where wage setting is subjective and ad hoc is destined to lead to failure.
How to approach wage system reform
5.7. A fundamental question to be addressed is how to approach wage system reform. Considering the fragmented nature of the current public sector wage system, a full re-integration of the wage system is not a viable option, especially considering the weak capacity for managing reforms in the Tajik administration. A second option, which would require an umbrella law setting out the general principles underlying the wage system combined with sector legislation, also would be highly time consuming and taxing on the weak capacity of the administration.
5.8. Considering the weak capacity environment and the need to move relatively quickly to ensure the link with ongoing sector reforms and to build on political momentum, it would be preferable to use a light approach in terms of the legal instrument to be used, i.e., to design the reform mostly by decree. However, to ensure consistency in the implementation of the reform agenda, it should be guided by clear principles that should also be part of the government decision, and applied consistently throughout the public sector. From international practice, the key principles to be applied are: (i) transparency and the elimination, to the extent possible, of subjective factors in wage determination; (ii) equity, epitomized by the principle of ‘equal pay for equal work’; (iii) efficiency of the use of budget resources, using state budget financing where it really matters; (iv) complexity and responsibility as the guiding principles for job ranking and salary and career advancement, operationalized through a job-evaluation and classification system; (v) rewarding responsibility, in terms of establishing a reasonable compression ratio between lowest- and highest-ranking public service positions throughout the system; and (vi) where possible, using performance as a key factor in determining career advancement. The reform proposals outlined in the Policy Note all reflect the above principles, while recognizing, however, that their application can lead to some differences in solutions applied between sectors.
Reducing the number of different systems
5.9. Taking into account the limited capacity for reform management, and the need to apply certain universal principles, as outlined above, it is not possible to apply a full tailor-made approach to wage system design. In view of this, it is proposed that two main distinctions are applied: (i) those areas where state financing will remain the main element of sector financing, and where wages therefore will continue to be regulated to a large extent; and (ii) those areas where the state will provide subsidies based on output financing but leave wage setting largely to the sectors.
5.10. In the foreseeable future, i.e., for the next five years, much of the current public sector will remain in the first category, with the exception of some areas where an early move toward an output-based financing system could be considered. This includes services that are not necessarily core public (running of sanatoriums, bands, newspapers, etc.), and which should be hived off from the public sector, with an element of state funding likely to remain for some time, as well as potentially the sector of culture, which would seem well suited to an output-based financing system.
5.11. In the longer term, parts of secondary health care, university and college education, and science may well be brought to the same category, but in view of the early stage of implementation of sector financing reforms it is difficult to predict when this could be done. Currently, the Policy Note proposes to
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review in three years whether a portion of wagebill financing in secondary health and higher education could be funded from non-budget sources, allowing the state to cut its contribution accordingly.
Reference systems: civil service, health, and education
5.12. To ensure the manageability to the reform process, the Policy Note proposes that the general civil service, health, and education systems be designed to serve as reference systems for the other elements of the public sector, i.e., the main principles applying to the civil service could also apply for management and administration jobs in other parts of the public sector (without, however, merging the two groups into the civil service, which is to be avoided), while principles defining the education wage system could be used for defining the science wage system, as well as for part of the sports sectors. Similarly, in the areas of social protection, education, and health sector, wage system principles could be adapted for use in social protection institutions. In particular when it comes to education, the redefinition of subordination may formalize this approach in the coming years in any case.
Reform steps
5.13. For each of the three reference systems, as well as for the remaining parts of the civilian public service, the note outlines three to four key steps to introduce system reforms, consisting in each case of:
Definition of a wage grid with a structure tailored to the specific organization and structure of the sector
5.14. While defining a wage grid the structural peculiarities of each part of the public sector need to be considered. This includes, for instance, in the field of civil service the fact that the status of those working in the president’s administration is different from those working in line ministries and that the wage grid is expected to cover, at this point, both central- and local-level staff. This in turn leads to the design of a grid that would have a relatively large number of categories and steps. Similarly, in the area of education the establishment of a grid that covers all levels of education has the same kind of impact. In the health sector, while less complex than the other two, the need to capture primary and secondary care also increases the complexity of the grid.
5.15. Alternatives, such as creating separate grids for distinct parts of the subsector (for instance, local government) were considered, but not proposed, as this would add further complexity to a process that will already tax the limited capacity of the Tajik administration significantly.
Job classification and matching jobs to pay levels
5.16. A job-evaluation system will need to be conducted in each sector, matching jobs to categories and grading jobs according to steps. This is a key element of the process and is likely to take at least six to eight months from design to implementation, and might possibly take even longer. Considering the government’s objective to implement the new wage structure in 2009-10, the schedule for the classification work is very tight, especially in the health, education, social protection, science, and sports areas, where there is very limited experience with such processes. The situation is better for the general civil service, where some preparatory work is already ongoing. The note proposes detailed principles to define job evaluation and classification processes, based on examples from states such as Serbia, Armenia, and Austria.
Establishing career-progressing principles: the potential role of performance appraisal
5.17. In line with the principle that performance should be a key determinant for career progression the creation of performance appraisal (PA) systems in each sector is proposed, the application of which would determine career progression (in terms of steps). In view of the lack of experience with the operation of such systems in Tajikistan, it is proposed that PA system be introduced gradually, and only after three years (or more if required) be linked to career progression. It is proposed that in the interim period a transitory system for limited career progression be applied, based on a model applied in Serbia in a similar situation
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Piloting and adaptation
5.18. Because new wage systems would be proposed to be introduced by decree, it is possible to make (minor) modifications based on an assessment of initial operation. Therefore, it is proposed that evaluation moments be built in (based both on expert assessment and surveys) to review the extent to which the system fulfills its purpose of providing a predictable, transparent salary to public sector staff, commensurate with job complexity and performance. Minor modifications could be introduced following these two review moments, one in the second half of 2010 and one in the first half of 2012.
5.19. The introduction of a complex reform of this nature will require significant technical assistance. The World Bank has pledged to provide support under the ongoing public sector reform project and could also provide support through sector projects, in particular in the health and education sectors. A donor platform would need to be established to provide and fund technical assistance for job classification and evaluation work as well as to put in place performance evaluation and appraisal systems. The government should lead this process through the PAR council, but it is essential that the necessary technical assistance be generated to avoid reform delays or failure.
Final benefits
5.20. If successful, the benefits of the proposed wage system reform could be significant. It would create the basis for a more credible and transparent reward system and thus enhance staff motivation and the attractiveness of a public service career. In addition, it would facilitate the introduction of sector-financing reforms such as PCF in health and education, and prepare the ground for the greater use of non-budget financial resources in wage payments, by creating a clear and easy-to-cost wage model (on which the need for non-budget contributions could be more easily assessed). This in turn would lead to a more efficient use of increasingly scarce budget resources to fund what are the most essential and vulnerable parts of public service.
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ANNEX 1: MATRIX OF RECOMMENDATIONS
Sector Action Timeframe Prepare the inventory of all laws and secondary legislation regulating pay policy in public sector; prepare a Law on remuneration of public servants in Tajikistan
End-2010 General (cross-sectoral)
Launch public sector census End-2009 Design detailed implementation decree (next steps and reforms) July 2008 Wage grid design, considering different models: Integrated vs. separated grid System of classification and ranking of jobs
August 2008
Job evaluation, classification, and ranking, placing jobs in the wage grid October 2008–end-March2009 Design a performance evaluation system, piloting and testing: Design and test procedures Communication and sensitization campaign Training management and personnel officers Design and implementation of transitory procedures Fully implement performance appraisal and link to promotion system
October 2008–May 2009 October–November 2008 January 2009 February–April 2009 Starting July 2009 with interim evaluation in January 2010 From January 2012
Core Civil Service
Evaluation and adjustment First half of 2012 Design-detailed implementation decree (outlining next steps of reforms) April 2009 Design wage grid: linking different elements of the education sector August–September 2009 Review impact on the introduction of per capita financing, adjust elements if required September 2009 Design curricular reform and teacher training reform program and estimate duration September–December 2009 Job-matching exercise across all parts of the education sector August 2009 Job evaluation, ranking and placing jobs in the grid1: Communication and sensitization strategy and roll out Job evaluation and classification
November 2009–May 2010
Assess of self-financing potential in higher education and develop a mechanism for budget grant-based financing for university and college level education based on needs of public sector for specific professionals
December 2009
Education
Design and pilot performance appraisal system for teachers Revise existing teachers’ evaluation system towards performance appraisal model Separate design for preschool, primary, secondary, professional, and higher education Communication and sensitization campaign
September - November 2009 November 2009–April 2010 April 2010
1 Wage grid in education will be applied in the school year 2009–10, thus two to three months later than in other parts of public service.
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Sector Action Timeframe Training management and personnel officers Design and application of interim procedures
May–June 2010 Starting school year 2009–10
Adjust stavka system based on implemented curriculum and teaching training system reform Study in first half of 2012, introduction with the new school year 2012–13
Evaluation and adjustment New system applied in September 2012 Design detailed implementation decree: (i) immediate actions: adjust existing pay scale towards the one based on complexity of jobs and category of health sector professionals; and (ii) articulate next steps of reforms
July 2009
Design wage grid: linking different elements of the health sector August–September 2009 Review impact on the introduction of per capita financing, adjust elements if required September 2009 Job evaluation, ranking and placing jobs in the grid: Select classification methods Undertake job matching across the sector Roll out of communication and sensitization strategy Train for job evaluators Conduct evaluation and classification
October 2008–July 2009
Design a performance evaluation system, piloting and testing: Design and test procedures Communication and sensitization campaign Training management and personnel officers Design and implementation of transitory procedures Fully implement performance appraisal and link to promotion system
October 2009–May 2010 October–November 2009 January 2010 February–April 2010 Starting July 2010 with interim evaluation in January 2011 From January 2012
Assessment of self-financing potential in secondary and hospital care under BBP implementation Second half of 2010
Health sector
Evaluation and adjustment, including reduction of state financing in secondary-care wages and possibility of (partial) pay policy liberalization (selected segments) of secondary health care
Budget 2012
Design detailed implementation decree July 2009 Design wage grid: linking wage system with the higher-education and civil service sectors August–September 2009 Job-matching exercise (with higher education) September 2009 Job evaluation, ranking and placing jobs in the grid October 2009–January 2010 Design and pilot performance appraisal system for researchers Design Communication and sensitization campaign Training management and personnel officers Design and application of interim procedures
November 2009–January 2010 March 2010 May–June 2010 July 2010
Assessment of self-financing potential in science Second half of 2010
Science
Evaluation and adjustment 2012
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Sector Action Timeframe Design detailed implementation decree July 2009 Linking social protection wage grid to health and education sectors, depending on the institutions October 2009 Job evaluation, ranking and placing jobs in the grid October 2009–March 2010
Design and pilot performance appraisal system based on the health and education systems Ibid. health and education Redesign subordination of institutions To be achieved by July 2010
Social Protection
Evaluation and adjustment 2012 Design detailed implementation decree July 2009 Linking sports to education sector Ibid. education Job evaluation, ranking and placing jobs in the grid Ibid. education
Design and pilot performance appraisal system based on the education system Ibid. education
Sports
Evaluation and adjustment 2012 Design detailed implementation decree December 2008 Identify general management positions and administrative support positions and rank in terms of complexity, based on job matching with civil service–related management positions
December 2008
Design simple wage grid (consistent with interim wage grid in civil service) August 2009 Job evaluation, classification and ranking, placing jobs in the wage grid October 2009–December 2009
Design a performance evaluation system, piloting and testing: Design and test procedures Communication and sensitization campaign Training management and personnel officers Design and implementation of transitory procedures Fully implement performance appraisal and link to promotion system
October 2009–May 2010 October–November 2009 January 2010 February–April 2010 Starting July 2010 with interim evaluation in January 2010 From January 2012
Administration (Social Sectors)
Evaluation and adjustment 2012 Review of sector-financing levels and scope for output-based financing, decide on which institutions can move to output-based financing
First half of 2009
For those institutions that cannot be put on output-based financing, conduct job-matching exercise with the education and general management categories and introduce new wage grid by June 2009
June 2010
Definition of financing levels for individual institutions that will work based on output-based financing
January 2010
Culture
Move to output-based financing July 2010
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ANNEX 2: SURVEY ON THE PERCEPTION OF PAY REFORM AMONG CIVIL SERVANTS
OCTOBER 2007
I. BACKGROUND AND METHODOLOGY
1. The Government and the World Bank have agreed to conduct a Survey on Perception of Wage Reform among Civil Servants. The Survey was initially proposed to be conducted among a selected group of civil service positions (deputy minister, head of departments, heads of units and specialists) in the Ministry of Finance (MOF), Ministry of Economic Development and Trade (MOEDT), Ministry of Education (MOE), Ministry of Health (MOH), Ministry of Labor and Social Protection (MLSP) and the Civil Service Department (CSD) under the President of the Republic of Tajikistan.
2. The Survey was administered by the Civil Service Department; a questionnaire (Annex 2.1) was developed and proposed to the Government by the Bank staff. And the World Bank also carries the responsibility for summarizing the results of the Survey. Survey results have been processed in STATA.
3. The Survey covered 245 respondents; Table 1 gives the breakdown of respondents by positions and institutions.
II. RESPONSE TO THE QUESTIONNAIRE
Question 1 - The government rationalized the civil service wage structure in 2006-2007, with the aim to make salaries more predictable and transparent. What is your assessment of these reforms and how they have affected you?
4. For Question 1 “Assessment of the wage reform and its affect on you” 124 respondents (or 50.8%) positively answered to the question, 54 respondents (or 22.1%) highlighted negative effect of the wage reform and 60 respondents (or 24.6%) didn’t note any difference as a result of the wage reform. More details are given in Table 2 below.
Table 1: Respondents by Ministries
Position MOH MOF MLSP CSD MOEDT Total Deputy Minister 2 3 2 0 0 7 Head of Division 2 5 6 0 6 19 Head of Unit 4 18 11 4 20 57 Head of Sector 1 2 0 1 0 4 Chief Specialist 5 10 15 10 37 77 Lead Specialist 4 7 14 3 31 59 Specialist 2 1 0 0 5 8 Project Coordinator 1 0 0 0 0 1 Deputy Head of Unit 1 0 0 2 0 3 Assistant to Minister 0 1 1 0 1 3 Deputy Head of Department 0 3 0 0 1 4 Head of Department 0 1 0 0 0 1 Deputy Head of Department 0 1 0 0 0 1 Adviser to Minister 0 0 1 0 0 1 Total 22 52 50 20 101 245
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Table 2: Summary of Question 1
Position No answer Positive Negative No Difference Total Deputy Minister 0 6 1 0 7 Head of Division 1 15 1 2 19 Head of Unit 0 29 15 13 57 Head of Sector 0 1 0 2 3 Chief Specialist 2 33 21 21 77 Lead Specialist 2 26 12 19 59 Specialist 1 4 1 2 8 Project Coordinator 0 1 0 0 1 Deputy Head of Unit 0 1 1 1 3 Assistant to Minister 0 1 2 0 3 Deputy Head of Department 0 4 0 0 4 Head of Department 0 1 0 0 1 Deputy Head of Department 0 1 0 0 1 Adviser to Minister 0 1 0 0 1 Total 6 124 54 60 244
Figure 1: Summary for Question 1
Summary for Question 1: Assessment of wage reform and its affect on you
2.5%
50.8%
22.1%
24.6%No answer
Positive
Negative
No Difference
5. The below Table 3 represents the distribution of answers by the ministries (in percentage). The results tell us that respondents from MOH, MOF and MLSP positively evaluate the wage reform: 77.3%, 66.7% and 68.0% accordingly. Negative and “no difference” answers of these ministries are quite low: 18.2%, 11.8% and 12.0% for negative responses and 4.5%, 17.6% and 16.0% for “no difference” responses correspondingly. Together with this, respondents from the MOEDT were more negative than positive in evaluation of the wage reform with only 29.7% positive answers, 34.7% negative answers and 33.7% “no difference” answers. Views of the CSD respondents about the wage reform splitted into the following groups – 45.0% positive responses, 40.0% “no difference” responses and 15.0% negative responses.
Table 3: Distribution of Answers to Q1 by the Ministries, in percentages
Institution No answer Positive Negative No Difference Total
MOH 0.0% 77.3% 18.2% 4.5% 100.0% MOF 3.9% 66.7% 11.8% 17.6% 100.0% MLSP 4.0% 68.0% 12.0% 16.0% 100.0% CSD 0.0% 45.0% 15.0% 40.0% 100.0%
MOEDT 2.0% 29.7% 34.7% 33.7% 100.0%
Total 2.5% 50.8% 22.1% 24.6% 100.0%
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Question 2 - How did you first learn about the changes in the civil service wage system?
6. For Question 2 “How did you first learn about the changes in the wage system?” 42 respondents selected the option “learned from media”, 27 respondents “hearsay”, 141 respondents “official communication” and 29 respondents learned about the reform while receiving their payslips.
Table 4: Summary of Question 2
Institution No answer Media Hearsay Official
communication Payslip Total
MOH 0 5 2 9 4 20
MOF 1 2 2 43 2 50
MLSP 0 6 7 34 3 50
CSD 0 3 5 10 2 20
MOEDT 1 26 11 45 18 101
Total 2 42 27 141 29 241
7. In percentages, more than half of respondents learned about changes in the wage system from official communications. Seventeen percent of respondents learned about the reforms for the first time from media, 11.2% from hearsay and 12% respondents answered that they didn’t hear about changes in the wage system until got their payslips. The details are provided in Figure 2.
Figure 2: Summary for Question 2
Summary for Question 2: "How did you first learn about the changes in the wage system?"
0.8% 17.4%
11.2%
58.5%
12.0% No answer
Media
Hearsay
Official communication
Payslip
8. Furthermore, in the process of studying the distribution of answers to Question 2 by the ministries the following picture is coming out. The highest rate of respondents who learned about changes in the wage system from an official communication belongs to MOF (86.0%), while the lowest rates to MOH (45.0%) and MOEDT (44.6%). Other details can be found in Tables 5 and Figure 3 below.
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Table 5: Distribution of Answers to Q2 by Ministries, in percentages
Institution No answer Media Hearsay Official communication Payslip Total
MOH 0.0% 25.0% 10.0% 45.0% 20.0% 100.0% MOF 2.0% 4.0% 4.0% 86.0% 4.0% 100.0% MLSP 0.0% 12.0% 14.0% 68.0% 6.0% 100.0% CSD 0.0% 15.0% 25.0% 50.0% 10.0% 100.0%
MOEDT 1.0% 25.7% 10.9% 44.6% 17.8% 100.0%
Total 0.8% 17.4% 11.2% 58.5% 12.0% 100.0%
Figure 3. Distribution of Answers to Q2 by Ministries, in percentages
Answers to Question 2 by the Ministries
0.0% 20.0% 40.0% 60.0% 80.0% 100.0%
MOH
MOF
MLSP
CSD
MOEDT
Payslip
Official communication
Hearsay
Media
No answer
Question 3 - To what extent were the reforms properly explained to you?
9. For Question 3 “To what extent were the reforms properly explained to you?” 71 respondents (or 29.2%) answered that they received no explanation, 73 respondents (or 30.0%) got detailed info from their superiors, 55 people (or 22.6%) got explanation from human resource departments and 39 employees (or 16.0%) learned from outside sources. Details are provided in Table 6 and Figure 4 below.
Table 6: Summary of Question 3
Position No answer
Received no explanation
Detailed info from superior
General explanation
from personnel
dept
Learned from
media/ other
outside sources
Was involved into the
preparatory work
Total
Deputy Minister 0 0 2 0 3 2 7 Head of Division 0 3 6 8 2 0 19 Head of Unit 1 11 21 14 9 0 56 Head of Sector 0 1 1 1 0 0 3 Chief Specialist 1 26 18 16 16 0 77 Lead Specialist 0 21 22 11 5 0 59 Specialist 0 5 1 1 1 0 8 Project Coordinator 0 1 0 0 0 0 1 Deputy Head of Unit 0 0 1 0 2 0 3 Assistant to Minister 0 2 1 0 0 0 3 Deputy Head of Department 0 1 0 3 0 0 4 Head of Department 0 0 0 1 0 0 1 Deputy Head of Department 1 0 0 0 0 0 1 Adviser to Minister 0 0 0 0 1 0 1 Total 3 71 73 55 39 2 243
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Figure 4: Summary of Question 3
Summary of Question 3:"To what extent were the reforms properly explained to you?"
1.2%29.2%
30.0%
22.6%
16.0% 0.8%
no answer
received no explanation
detailed info fromsuperiorgeneral explanation frompersonnel deptlearned from media/other outside sourceswas involved into thepreparatory work
10. Table 7 below shows answers to Question 3 by agencies. The highest rate of respondents who received no explanation belongs to MOEDT 43.6% and CSD 35.0%, the lowest rate to MOF with 7.8%. The average rate of respondents who received no explanation throughout the ministries comprises 29.2%. Correspondingly, the total ratio of civil servants who got explanations from various sources throughout all the ministries is 68.7%, whereat the highest rate is with MOF (82.4%) and the lowest rate is with MOEDT (56.4%). Further details can be found in Table 11 and Picture 6 below.
Table 7: Distribution of Answers to Question 3 by agencies
Institution No answer
Received no explanation
Got detailed info from superior
Got general explanation from
personnel dept
Learned from media/ other
outside sources
Was involved into the
preparatory work
Total
MOH 0 6 4 6 5 0 21 MOF 3 4 21 15 6 2 51 MLSP 0 10 13 19 8 0 50 CSD 0 7 5 4 4 0 20 MOEDT 0 44 30 11 16 0 101 Total 3 71 73 55 39 2 243
Question 4 - In terms of your real income, have these reforms made you… 11. For Question 4 “In terms of your real income, have these reforms made you (a) better off, (b) worse off, (c) no difference?” 84 respondents (or 34.6%) answered that the reforms caused increase in their income, 45 respondents (or 18.5%) marked reduction of their real income level and 110 respondents (45.3%) haven’t find any difference between the situation prior to and after the reform actions. Details are presented in Table 8 and Figure 5 below.
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Table 8: Summary of Question 4
Position No answer Better Off Worse Off No Difference Total Deputy Minister 0 6 0 1 7 Head of Division 0 13 0 6 19 Head of Unit 1 23 14 18 56 Head of Sector 0 1 0 2 3 Chief Specialist 2 16 21 38 77 Lead Specialist 1 15 8 35 59 Specialist 0 2 1 5 8 Project Coordinator 0 1 0 0 1 Deputy Head of Unit 0 1 0 2 3 Assistant to Minister 0 1 1 1 3 Deputy Head of Department 0 2 0 2 4 Head of Department 0 1 0 0 1 Deputy Head of Department 0 1 0 0 1 Adviser to Minister 0 1 0 0 1 Total 4 84 45 110 243
Figure 5. Summary of Question 4
Summary of Question 4: "In terms of your real income, have these reforms made you…"
1.6%
34.6%
18.5%
45.3%No answer
Better Off
Worse Off
No Difference
12. In the framework of position levels (main, leading, senior and junior positions of the civil service) respondents’ votes are distributed as follows. Eighty two percent of respondents occupying main position made better off after changes, none of respondents of this level made worse off, and 18% of respondents have noted no difference in their real income after changes. Together with this 18% of respondents occupying leading positions, 26% – senior and 13% junior note loss in their real incomes as a result of the reform. More details can be found in Table 9 below.
Table 9: Distribution of Answers to Q4 by Position Levels
Position Level No answer Better Off Worse Off No Difference Total
Not a civil service position 0 1 0 0 1 Main positions 0 9 0 2 11 Leading positions 1 38 14 26 79 Senior positions 2 19 22 42 85 Junior position 1 17 9 40 67 Total 4 84 45 110 243
13. The distribution of answers to Question 4 by the ministries (Tables 10, and Figure 6) gives the following output. Respondents from MOH and MLSP positively marked the effect of the wage reform on real income with 54.5% and 52.0% “better off” responses, 4.5% and 14.0%
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“worse off” responses and 40.9% and 32.0% “no difference” responses correspondingly. The results for MOF and the CSD appeared to be 47.1% and 45.0% for “better off”, 11.8% and 10.0% for “worse off”, and 41.2% and 40.0% for “no difference” answer. The lowest positive effect have been noted by the MOEDT employees: only 13.0% of respondents have recognized the increase in their real income, 29.0% have acknowledged losses in their real income and 56.0% have not observed any changes in the earning as a result of the reform.
Table 10: Distribution of Answers to Question 4 by Ministries
Institution No answer Better Off Worse Off No Difference Total
MOH 0 12 1 9 22 MOF 0 24 6 21 51 MLSP 1 26 7 16 50 CSD 1 9 2 8 20
MOEDT 2 13 29 56 100 Total 4 84 45 110 243
Figure 6: Distribution of Answers to Question 4 by Ministries, in percentages
Distribution of Answers for Question 4 by the Ministries
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0%
MOH
MOF
MLSP
CSD
MOEDT
No Difference
Worse Off
Better Off
No answer
Summary of Question 5 - Who do you feel have benefited most from the wage reform conducted so far?
14. The distribution of answers to question 5 “Who have benefited most so far?” gives us the following picture: 156 respondents (or 65.3%) have indicated that senior level staff benefited most, 34 respondents (or 14.2%) consider that the middle level staff benefited most from the changes, 26 (10.9%) have pointed out politicians as primary beneficiaries and only 12 respondents (5.0% of all respondents) assume that lower level staff has won as a result of the reform (Table 11).
100
Table 11: Summary of Question 5
Position No Answer
Politicians Senior Level Staff
Middle Level Staff
Lower Level Staff
Difficult to Evaluate
Total
Deputy Minister 0 0 5 1 0 1 7 Head of Division 1 1 11 4 2 0 19 Head of Unit 2 8 33 8 4 0 55 Head of Sector 0 0 1 2 0 0 3 Chief Specialist 4 8 55 4 4 0 75 Lead Specialist 1 7 41 7 2 0 58 Specialist 1 0 4 3 0 0 8 Project Coordinator 0 0 0 1 0 0 1 Deputy Head of Unit 1 1 1 0 0 0 3 Assistant to Minister 0 0 2 1 0 0 3 Deputy Head of Department 0 0 3 1 0 0 4 Head of Department 0 0 0 1 0 0 1 Deputy Head of Department 0 0 0 1 0 0 1 Adviser to Minister 0 1 0 0 0 0 1 Total 10 26 156 34 12 1 239
15. In the framework of position levels (main, leading, senior and junior positions of the civil service) respondents’ votes are distributed as follows. Respondents of all position levels notify that ‘senior level staff’2 mostly benefited as a result of the reform: respondents occupying main positions – 73%, leading positions – 58%, senior – 70% and junior – 68%. More details can be found in Tables 12 and 13 below.
16. The distribution of answers to Question 5 by the ministries gives the following output. The majority of respondents from MOEDT, MLSP and CSD have stated that basically senior level staff benefited from the wage reform, and their votes were distributed as 75.0%, 73.5% and 70.0% accordingly. The ratio of MOH MOF respondents who have implied that changes in the wage system have touched senior level staff comprised 33.3% and 49.0% accordingly, and 28.6% of respondents from these two ministries have noted that the middle level staff benefited from changes in the wage system. Other details can be obtained from Tables 12 and 13 below.
Table 12: Distribution of Answers to Question 5 by Ministries
Institution No Answer Politicians Senior Level Staff
Middle Level Staff
Lower Level Staff
Difficult to Evaluate Total
MOH 1 4 7 6 3 0 21 MOF 4 5 24 14 1 1 49 MLSP 1 3 36 3 6 0 49 CSD 0 3 14 2 1 0 20 MOEDT 4 11 75 9 1 0 100
Total 10 26 156 34 12 1 239
2 The term ‘senior level staff’ comes from the Questionnaire. It includes civil servants of main and leading level positions.
101
Table 13: Distribution of Answers to Question 5 by Ministries, in percentages
Institution No Answer Politicians Senior Level Staff
Middle Level Staff
Lower Level Staff
Difficult to Evaluate Total
MOH 4.8% 19.0% 33.3% 28.6% 14.3% 0.0% 100.0% MOF 8.2% 10.2% 49.0% 28.6% 2.0% 2.0% 100.0% MLSP 2.0% 6.1% 73.5% 6.1% 12.2% 0.0% 100.0% CSD 0.0% 15.0% 70.0% 10.0% 5.0% 0.0% 100.0% MOEDT 4.0% 11.0% 75.0% 9.0% 1.0% 0.0% 100.0%
Total 4.2% 10.9% 65.3% 14.2% 5.0% 0.4% 100.0%
Question 6 - How do these reforms affect your perception of the civil service as a provider of secure employment and suitable career perspectives?
17. For question 6 “How reforms affected your perception of the civil service as a provider of secure employment and suitable career perspectives?” 106 respondents (or 44.4%) stated that career opportunities did not improved, but they would prefer to stay in the civil service. And 37 respondents (or 15.5%) have stated that they wanted to leave the civil service due to the fact that career opportunities did not improve.
Table 14: Summary of Question 6
Position
No
answ
er
care
er o
ppor
tuni
ties
and
mot
ivat
ion
to o
ccup
y hi
gher
le
vel p
ositi
ons
and
rem
ain
in
the
civi
l ser
vice
impr
oved
care
er o
ppor
tuni
ties
impr
oved
but
insu
ffic
ient
ly
to m
otiv
ate
for
high
er o
ffic
e
care
er o
ppor
tuni
ties
did
not
impr
ove,
but
I d
on't
inte
nd
to le
ave
CS
care
er o
ppor
tuni
ties
did
not
impr
ove,
and
I d
on't
inte
nd
to r
emai
n in
CS
Tot
al
Deputy Minister 2 3 1 1 0 7 Head of Division 0 6 6 5 2 19 Head of Unit 0 11 16 25 4 56 Head of Sector 0 0 1 2 0 3 Chief Specialist 3 11 13 34 16 77 Lead Specialist 0 7 6 28 14 55 Specialist 0 2 1 5 0 8 Project Coordinator 0 1 0 0 0 1 Deputy Head of Unit 0 0 0 3 0 3 Assistant to Minister 0 1 0 1 1 3 Deputy Head of Department 0 1 1 2 0 4 Head of Department 0 1 0 0 0 1 Deputy Head of Department 0 1 0 0 0 1 Adviser to Minister 0 1 0 0 0 1 Total 5 46 45 106 37 239
18. The distribution of answers to Question 6 by the ministries provides us with the following information. Half of respondents from MOH, 51.5% of respondents from MOEDT, 45% from CSD, 37.0% from MLSP and 34.0% from MOF think that career opportunities did not improved, but they would prefer to stay in the civil service. Thirty six percent of respondents from MOH believe that career opportunities and motivation to get higher positions have improved. The latter is a highest rate among the surveyed ministries which believes the improvements have taken place. The lowest rate among the institutions is demonstrated by MOEDT, whereat only 12.9% consider that career opportunities improved. Besides, MOEDT represents the highest percentage of staff interested to leave the civil service – 22.8% (which means every fifth respondent from
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MOEDT is ready to leave). Other details can be obtained from Tables 15, 16 and Picture 14 below.
Table 15. Distribution of Answers to Question 6 by Ministries
Institution
No
answ
er
care
er o
ppor
tuni
ties
and
mot
ivat
ion
to o
ccup
y hi
gher
leve
l pos
ition
s an
d re
mai
n in
the
civi
l ser
vice
im
prov
ed
care
er o
ppor
tuni
ties
impr
oved
but
insu
ffic
ient
ly
to m
otiv
ate
for
high
er
offi
ce
care
er o
ppor
tuni
ties
did
not
impr
ove,
but
I d
on't
inte
nd
to le
ave
CS
care
er o
ppor
tuni
ties
did
not
impr
ove,
and
I d
on't
inte
nd
to r
emai
n in
CS
Tot
al
MOH 0 8 3 11 0 22 MOF 2 11 12 17 8 50 MLSP 2 10 12 17 5 46 CSD 0 4 6 9 1 20 MOEDT 1 13 12 52 23 101
Total 5 46 45 106 37 239
Question 7 - What do you consider the most important basis for granting wage increases?
19. Preferences to question 7 “What is most important basis for wage increase?” have been distributed in the following order: 100 respondents (or 41.8%) think that wages have to be increased to those who perform best, 65 respondents (or 27.2%) assume that wages need to be increased to all civil servants but based on performance and competence, 59 respondents (or 24.9%) believe that wages should be increased for all civil servants and be a fixed percentage of the current wage, 14 respondents (5.9% of all respondents) state that wages should be increased on the basis of years of service. Table 16 below presents further details.
Table 16. Summary of Question 7
Position
No
answ
er
Wag
e in
crea
se
base
d on
pe
rfor
man
ce
Wag
e in
crea
ses
base
d on
pe
rfor
man
ce a
nd
tech
nica
l co
mpe
tenc
e
Wag
e in
crea
ses
shou
ld b
e th
e sa
me
for
all c
ivil
serv
ants
and
be
a fi
xed
perc
enta
ge o
f th
e cu
rren
t wag
e
Wag
e in
crea
sed
shou
ld b
e ba
sed
on
year
s of
ser
vice
Tot
al
Deputy Minister 0 5 0 2 0 7 Head of Division 0 11 6 1 1 19 Head of Unit 0 27 15 10 4 56 Head of Sector 0 1 0 2 0 3 Chief Specialist 0 31 22 18 3 74 Lead Specialist 1 17 16 20 5 59 Specialist 0 3 1 3 0 7 Project Coordinator 0 0 0 1 0 1 Deputy Head of Unit 0 1 2 0 0 3 Assistant to Minister 0 1 1 1 0 3 Deputy Head of Department 0 1 2 1 0 4 Head of Department 0 1 0 0 0 1 Deputy Head of Department 0 1 0 0 0 1 Adviser to Minister 0 0 0 0 1 1 Total 1 100 65 59 14 239
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20. Distribution of answers to Question 7 by ministries showed the following: 61.9% of MOH respondents believe that wages should be increased to those who perform best – this is the highest percentage among institutions. Ratios connected with the next answer “wage increases to all civil servants but based on performance and technical competence” have been distributed as follows: 14.3% - MOH (the lowest), 24.5% - MOF, 29.3% - MOEDT, and 30% - MLSP and the CSD. The highest percentage of respondents who think that wage should be increased on the basis of years of service are from the CSD (10%), the lowest percentage of respondents are from MOF and MOH – 4.1% and 4.8% correspondingly. Other details are available below.
Table 17: Distribution of Answers to Question 7 by Ministries
Institution
No
answ
er
Wag
e in
crea
se b
ased
on
perf
orm
ance
Wag
e in
crea
ses
base
d on
pe
rfor
man
ce a
nd
tech
nica
l com
pete
nce
Wag
e in
crea
ses
shou
ld
be th
e sa
me
for
all c
ivil
serv
ants
and
be
a fi
xed
perc
enta
ge o
f the
cur
rent
w
age
Wag
e in
crea
sed
shou
ld
be b
ased
on
year
s of
se
rvic
e
Tot
al
MOH 0 13 3 4 1 21 MOF 0 19 12 16 2 49 MLSP 0 20 15 12 3 50 CSD 0 9 6 3 2 20 MOEDT 1 39 29 24 6 99
Total 1 100 65 59 14 239
Question 8 - Please describe briefly what you feel should be the most important priorities for the government in conducting the next step of reforms in the wage system. Please list a maximum of three aspects in their order of importance. Please feel free to elaborate on each. 21. 40 different types of answers to Question 8 were received. The answers have been clustered into 7 groups (from 0 to 6)3:
(0) no answer; (1) increase wage scale based on the minimum market basket of consumer goods; (2) indexation of salaries to inflation; (3) apply other stimulation mechanisms; (4) transfer to wage grid; (5) renew the practice of payment of all previous allowances and bonuses; and (6) other.
22. The results the answers have been summarized in Table 18, where 7 groups of answers have been simply summed up without considering the order of priority. Thus, Table 31 and Figure 7 show that “increase wage scale based on the minimum market basket of consumer goods” have
3 These seven groups (from 0-6) include: (0) no answer; (1) increase wage scale based on the minimum market basket of consumer goods; (2) indexation of salaries to inflation; (3) apply other stimulation mechanisms; (4) transfer to wage grid; (5) renew the practice of payment of all previous allowances and bonuses; and (6) other. Groups 1, 3, 4, 5 and 6 combine 40 types of answers, which are available in background papers. It is necessary to note that group #6 “Others” combines answers which have been repeated by respondents from 1 to 5 times only.
104
been mentioned 87 times (or 11.8% of total observations), “transfer to wage grid” 60 times (8.2%), “renew the practice of payment of all previous allowances and bonuses” 52 times (7.1%), “indexation of salaries to inflation” 43 times (5.9%), “apply other stimulation mechanisms” 35 times (4.8%).
Table 18: Overall Summary of Question 8 (by total number of observations without order of priority)
Position Level
No
answ
er
Incr
ease
wag
e sc
ale
base
d on
the
min
imum
mar
ket
bask
et o
f con
sum
er g
oods
Inde
xati
on o
f sal
arie
s to
in
flat
ion
App
ly o
ther
sti
mul
atio
n m
echa
nism
s
Tra
nsfe
r to
wag
e gr
id
Ren
ew th
e pr
acti
ce o
f pa
ymen
t of a
ll pr
evio
us
allo
wan
ces
and
bonu
ses
Oth
er
Tot
al
Not a civil service position
1 1 0 0 1 0 0 3
Main positions 15 3 0 4 5 0 6 33 Leading positions 95 30 16 15 22 20 42 240 Senior positions 102 29 17 7 21 21 61 258 Junior position 99 24 10 9 11 11 37 201
Total observations 312 87 43 35 60 52 146 735
Figure 7: Summary of Answers to Question 8, in percentages
Summary of Answers to Question 8
42.4%
11.8%5.9%4.8%8.2%
7.1%
19.9%
no answer
increase wage scale based on theminimum market basket ofconsumer goodsindexate salaries to inf lation
apply other stimulation mechanisms
transf er to wage grid
renew the practice of pay ment ofall prev ious allowances andbonusesother
105
ANNEX 2.1: QUESTIONNAIRE ON PERCEPTION OF WAGE REFORM Civil Service Department under the Administration of the President
Position of Respondent: _________________________________________________ Institution of Respondent: _______________________________________________ (please do NOT provide your name, only your position and institution; for example, «Position: Head of Unit”, «Institution: Ministry of Finance») Important notes:
1. For questions 1 to 7 (inclusive) please choose only one answer for each question (underline your choice)
2. Questions 1 to 7 (inclusive) follow certain sequencing and some questions logically follow each other; please make sure your answers are consistent
= = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = =
Questions (7 multiple choice and one open question) 1. The government rationalized the civil service wage structure in 2006-2007, with the aim to make salaries more predictable and transparent. What is your assessment of these reforms and how they have affected you: a. positive b. negative c. neutral (has not made a real difference) 2. How did you first learn about the changes in the civil service wage system a. from the media b. from hearsay c. official communication from your institution/other institution in the administration d. when you received your payslip 3. To what extent were the reforms properly explained to you? a. I did not receive any explanation b. my superior informed me on the planned changes and their rationale c. the personnel department explained the changes and their rationale to staff d. I learned from the media or other outside sources 4. In terms of your real income, have these reforms made you: a. better off b. worse off c. has not made a real difference
106
5. Who do you feel have benefited most from the wage reform conducted so far? a. politicians b. senior level staff c. middle level staff d. lower level staff 6. How do these reforms affect your perception of the civil service as a provider of secure employment and suitable career perspectives? a. Career opportunities have improved, I feel more motivated to seek higher level positions of responsibility and to remain in the civil service b. Career opportunities have improved, but this is insufficient to motivate me to seek higher office c. Career opportunities have not improved, but I do not intend to leave the Civil Service d. Career opportunities have not improved, and I do not intend to remain in the Civil Service 7. What do you consider the most important basis for granting wage increases a. wage increases should be given only to those that perform best b. wage increases should be given to all civil servants, but differentiated based on performance and technical competence c. wage increases should be the same for all civil servants and should be a fixed percentage of their current wage d. wage increased should be based on years of service 8. Please describe briefly what you feel should be the most important priorities for the government in conducting the next step of reforms in the wage system. Please list a maximum of three aspects in their order of importance. Please feel free to elaborate on each. 1. ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
2. ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
3. ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
107
ANNEX 3: MEDIUM-TERM FISCAL BASELINE FRAMEWORK
in percent of GDP 2006 2007 2008 2009 2010
Overall revenues and grants 23.6 21.6 22.4 21.9 21.8 Total revenues 18.9 20.5 20.7 20.9 19.6
Tax revenues 16.5 17.8 18.5 18.7 18.8 Non-tax revenues 2.4 2.7 2.3 2.3 2.3
Grants 4.7 1.1 1.7 1.0 0.7 of which: PIP financing 0.6 0.8 1.2 0.6 0.5
Total expenditures and lending minus repayments 21.9 27.8 30.4 28.5 25.1
Current expenditures 15.0 13.6 15.4 15.6 15.9 Wages and salaries 4.1 4.1 4.6 4.5 4.5 Non-wage current 6.3 5.3 6.3 6.4 6.4 Interest payments 0.5 0.5 0.6 0.7 0.7 Transfers and subsidies 4.1 3.8 3.9 3.9 4.2
Capital expenditures 6.8 14.1 14.0 12.0 8.3 Externally financed PIP 3.1 8.6 9.2 7.2 3.5 Domestically financed 3.7 5.5 4.8 4.8 4.8
Lending minus repayments 0.1 0.1 0.9 0.9 0.9 3.7 5.5 4.8 4.8 4.8 Overall balance (incl. externally financed PIP) 1.7 -6.2 -8.0 -6.6 -3.2 Overall balance (excl. externally financed PIP) 0.8 1.6 0.0 0.0 -0.3 Overall balance (excl. externally financed PIP and all grants) 0.1 1.3 -0.4 -0.4 -0.5 Total financing (incl. externally financed PIP) -1.7 6.2 8.0 7.4 3.9
Net external 1.6 6.9 7.2 6.5 2.9 Disbursements 2.9 7.8 8.1 7.0 3.4
Program loans 0.4 0.0 0.1 0.4 0.4 Project loans 2.5 7.8 8.0 6.6 3.0
Amortization -1.3 -0.8 -0.9 -0.5 -0.4 Net domestic -3.3 -0.7 0.8 0.9 0.9
NBT -4.1 -1.0 0.5 0.7 0.7 Commercial banks 0.0 -0.4 0.1 0.1 0.1 Gross proceeds from privatization 0.6 0.1 0.2 0.1 0.1
Other non-bank and discrepancy 0.2 0.5 0.0 0.0 0.0 Memo Items:
GDP at current prices, TJS Mln 9,272 12,780
16,135
18,991
21,540
GDP growth rate 7.0 7.8 5.0 7.0 7.0 CPI index 12.5 19.8 15.0 9.0 6.0
Sources: Tajik authorities and IMF staff estimates.
108
ANNEX 4: EXISTING LEGAL FRAMEWORK FOR PAY REFORM ANNEX 4.1. LAWS AND SECONDARY LEGISLATION REGULATING THE PAY POLICY IN INDIVIDUAL SECTORS
1. CIVIL SERVICE
LEGAL DOCUMENT Law of the Republic of Tajikistan “On Civil Service” enacted on 2 March 2007 BASE PAY Article 36.
2. The wage of civil servant shall consist of official salary, supplements to official salary for the qualification rank and for years of civil service. SUPPLEMENTS AND BONUSES Article 36.
2. The wage of civil servant shall consist of official salary, supplements to official salary for the qualification rank and for years of civil service. 3. Supplements to official salary for years of civil service including supplement for the qualification rank shall be paid monthly in the defined amounts.
RESPONSIBLE AUTHORITY Article 36 4. Sizes of official salary, supplements for the qualification rank and for years of civil service, as well as terms and order for payment of wage shall be determined by the President of
the Republic of Tajikistan. PRIVILEGES Article 40. 1. The civil servant shall be in the established order:
− Provided with the living quarters from the State fund; − Provided with the land plot for improving his/her housing conditions, construction of individual or cooperative housing, in accordance with the order determined by the
Government of the Republic of Tajikistan; − Provided with the interest-free loan for up to 20 years for purchase or construction of housing, as well as for improving the housing conditions on the terms and order determined
by the Government of the Republic of Tajikistan. 2. The political civil servant and administrative civil servant of highest category shall be provided with 20 sq. m. of space for his/her office in addition to living space. 3. The civil servant who has continuously served for not less than 15 years in civil service, shall be granted free of charge with his/her living quarters of State housing funds
(excluding service flats).
LEGAL DOCUMENT DECREE of the President of the Republic of Tajikistan enacted on 20 March 2006, No. 1716 “On measures for strengthening the level of population’s social security,
increasing the minimum wage, actual official salaries of employees of public agencies and organizations, pensions and students’ maintenance allowances” BASE PAY 1. Effective 1 April 2006 increase minimum wage and minimum pension by 66 percents and set it in amount of 20 Somoni per month.
2. Effective 1 April 2006 set the design of official salaries and order for payment of supplements for years of service, qualification ranks for civil servants of agencies of State power, local executive agencies of State power, salaries on military (special) ranks for military personnel, persons of private and officer ranks of agencies of interior affairs and employees of other law enforcement agencies, courts of law, prosecutor’s office in accordance with Annexes No. No.1-38
SUPPLEMENTS AND BONUSES Recognize as inoperative - Paragraph 15of Regulation “On order of awarding civil servants with qualification ranks and supplement to them” approved by Decree of the President of the Republic of Tajikistan of 18 August 2003 No. УП-1122;
RESPONSIBLE AUTHORITY PRIVILEGES
109
LEGAL DOCUMENT Resolution of Government of the Republic of Tajikistan enacted on 3 April 2006, No. 124 “On actions to implement the Decree of the President of the Republic of Tajikistan
enacted on 20 March 2006, No. 1716” BASE PAY 2. Effective 1 April 2006 set the design of official salaries for civil servants of agencies of State power, local executive agencies of State power, and salaries on military (special) ranks
for military personnel, persons of private and officer ranks of agencies of interior affairs and employees of other law enforcement agencies, courts of law, prosecutor’s office in accordance with Annexes No. No.1-39 of the Decree of President of the Republic of Tajikistan of 20 March 2006, No. 1716. 3. Effective 1 April 2006 set the official salaries for employees who provide technical support and assistance to agencies of state power, local executive agencies of State power, military, law enforcement agencies, courts of law, prosecutor’s offices, which list is approved by Resolution of Government of the Republic of Tajikistan of 31 March 2003, No. 148, based on labor contract, not less than actual minimum wage and not more than official salary of specialist within relevant agency of state power.
SUPPLEMENTS AND BONUSES RESPONSIBLE AUTHORITY PRIVILEGES
LEGAL DOCUMENT Decree of the President of the Republic of Tajikistan “On increasing official salaries for employees of public agencies and organizations and amounts of social pension”
enacted on 16 March 2007, No. 219 BASE PAY 1. Effective 1 April 2007:
− set the design of official salaries for civil servants of agencies of State power, local executive agencies of State power, military personnel, persons of private and officer ranks of agencies of interior affairs and employees of other law enforcement agencies, courts of law, prosecutor’s office in accordance with Annexes No. No.1-40;4
SUPPLEMENTS AND BONUSES RESPONSIBLE AUTHORITY PRIVILEGES
LEGAL DOCUMENT Resolution of Government of the Republic of Tajikistan “On actions to implement the Decree of the President of the Republic of Tajikistan enacted on 16 March 2007, No.
219” BASE PAY 1. Effective 1 April 2007:
− set the design of official salaries for civil servants of agencies of State power, local executive agencies of State power, military personnel, persons of private and officer ranks of agencies of interior affairs and employees of other law enforcement agencies, courts of law, prosecutor’s office in accordance with Annexes No. No. 1-38 to Decree of the President of the Republic of Tajikistan of 16 march 2007, No.219;
− adjust official salaries of employees of centralized accounting departments of line agencies of local executive agencies of state power, town and rural Jamoats, who performs the maintenance of accounting records to official salaries of specialists in local executive agencies of state power;
SUPPLEMENTS AND BONUSES RESPONSIBLE AUTHORITY PRIVILEGES
4 Annexes to Decree attached
110
LEGAL DOCUMENT Decree of the President of the Republic of Tajikistan enacted on 18 August 2003 No. 1122 “On order of awarding civil servants with qualification ranks and supplement to
them” Note: According to Paragraph 9 of Decree of the President of the Republic of Tajikistan of 20 March 2006, No. 1716, the Paragraph 15 of Regulation “On order of awarding civil servants with qualification ranks and supplement to them” approved by Decree of the President of the Republic of Tajikistan of 18 August 2003 No. RT President Decree 1122 is recognized as inoperative
BASE PAY SUPPLEMENTS AND BONUSES 2. State that:
− civil servants appointed to state positions of civil service before this Decree has been adopted, the qualification ranks shall be awarded in accordance with the established order and based on the position they occupy;
− monetary supplements for qualification ranks shall be paid Effective the day of awarding the qualification ranks RESPONSIBLE AUTHORITY PRIVILEGES
LEGAL DOCUMENT Resolution of Government of the Republic of Tajikistan enacted on 29 December 2006 “On approving the Instruction on motivating the civil servants” BASE PAY SUPPLEMENTS AND BONUSES 2. Additional payments to civil servants for performing very important works and for great achievements on the job shall be made out of saved funds allocated for maintenance of the
relevant state agency’s budget (savings of the wage bill and contribution of employers, expenditures for goods and services, capital expenditures, as well as out of special funds of the state agency). 3. The Head of state agency, depending on specific activity of the state agency, shall establish the indicators and terms for allocating additional payments. In accordance with the established order, the following general indicators are established:
− observance of state and labor discipline; − performance results during the certain period of time; − excellent performance of the terms of reference, spotless civil service and other achievements at workplace; − designing draft laws, agreements, treaties, drafts of normative and legal acts; − performance of emergency and unpredicted work, which requires immediate implementation; − backing-up the absent employee without releasing from his/her main duties; − assigning him/her with a wide range of responsibilities.
4. The amount of additional payments shall not be less than 5 and not exceed 30% of official salary of the civil service. RESPONSIBLE AUTHORITY PRIVILEGES
LEGAL DOCUMENT Resolution of Government of the Republic of Tajikistan enacted on 3 July 2003, No.302 “On approving regional coefficients, coefficients for work in desert areas, waterless
areas and in high mountain districts”
BASE PAY SUPPLEMENTS AND BONUSES For employees of all sectors for working in high mountain districts, the following coefficients shall be approved (in revision of Resolution of the Government of the Republic of
Tajikistan of 2.02.2007.No.54): − on the altitude from 2000 to 2300 m - 1,15; − on the altitude from 2300 to 2500 m - 1,18; − on the altitude from 2500 to 3000 m - 1,20; − on the altitude above 3000 m - 1,30
2. Approve for all employees of all sectors of economy of Gorno-Badakhshan Autonomous Oblast the regional coefficient at 1,20, in other areas of country, retain action of sectoral, regional coefficients for working in desert and waterless areas. 3. Effective 1 January 2007, the wage, from which the allowance for regional coefficients, coefficients for working in desert and waterless areas, as well as in high mountain areas (excluding Murgab District of Gorno-Badakhshan Autonomous Oblast) shall be established at amount of minimum wage.
RESPONSIBLE AUTHORITY PRIVILEGES
111
LEGAL DOCUMENT Resolution of Government of the Republic of Tajikistan enacted on 2 April 2005, No. 127 “On priority actions to improve socio-economic situation of Murgab District of Gorno-Badakhshan Autonomous Oblast”
BASE PAY SUPPLEMENTS AND BONUSES 2. Effective 1 July 2005, establish on the territory of Murgab District of Gorno-Badakhshan Autonomous Oblast, the calculation of the regional coefficient, coefficient for working in
deserts, waterless regions, as well as in high mountain areas to wages without any limitations. RESPONSIBLE AUTHORITY PRIVILEGES
LEGAL DOCUMENT Instruction for calculation of regional coefficients, coefficients for working in desert, waterless regions and high mountain areas, approved by the Ministry of Labor and Social
Protection of the Republic of Tajikistan as agreed upon with the Ministry of Finances of the Republic of Tajikistan, enacted on 10 April 2007, No.23 BASE PAY SUPPLEMENTS AND BONUSES For employees of all sectors for working in high mountain districts, the following coefficients shall be approved (in revision of Resolution of the Government of the Republic of
Tajikistan of 2.02.2007.No.54): − on the altitude from 2000 to 2300 m - 1,15; − on the altitude from 2300 to 2500 m - 1,18; − on the altitude from 2500 to 3000 m - 1,20; − on the altitude above 3000 m - 1,30
For working in high mountain areas (population centers) of the Republic of Tajikistan, which locate on the altitude above 2.0 thousand meters above see level, the unified coefficient shall be established for employees who works on permanent basis or on temporary basis in all sectors of the economy in this region;
− for those, who works in all sectors of economy on the territory of GBAO, cities of Nurek and Roghun the following regional coefficients shall be used: for Gorno-Badakhshan Autonomous Oblast - 1,20; for city of Nurek - 1,30; for city of Roghun - 1,15;
− in other regions of the country, shall be maintained the earlier established coefficients for district, sector and for selected institutions, enterprises, agencies for working in unfavorable nature and climate and housing conditions, desert and waterless areas. Coefficients that were established by relevant resolutions earlier for selected sectors, institutions, enterprises and agencies shall be applied only to workers of enterprises, institutions and agencies of sectors and cannot by applied for other sectors, enterprises and institutions, located in the area.
5. The sizes (amounts) of allowance to wages shall be changed as far as the size of minimum wage changes. 7. Effective 1 July 2005, on the territory of Murgab District of Gorno-Badakhshan Autonomous Oblast, the calculation of the regional coefficient, coefficient for working in deserts, waterless regions, as well as in high mountain areas shall be made to wages without any limitations.
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2. EDUCATION LEGAL DOCUMENT RT Law on Education enacted on 17 May 2004 BASE PAY Article 44. Stavka of the official pay of the teachers of primary classes (grades) shall be established at 10 percent higher than official pay of other teachers.
Article 16 Teachers of preschool facilities by their status and pay shall be set equal to teachers of primary classes (grades). SUPPLEMENTS AND BONUSES Article 44. Pedagogical workers of educational facilities and workers of pedagogical publishing in order to meet their needs in lesson books, guidance manuals and other means for
self-education within the limits of allocated funds, an amount of money equal to 10 percents of official pay shall be paid. RESPONSIBLE AUTHORITY Article 29. State republican administration body in education of the Republic of Tajikistan shall develop concordantly with the relevant ministries and agencies of the Republic of
Tajikistan, the normative and legal acts on material and financial support to education institutions, shall develop wage rates and official salaries for their workers and shall submit them to superior agency for further approval; Article 33. The authorities if education institutions shall include: establishing supplement to official salaries of teachers of state education institutions, order and size of bonuses in accordance with the normative and legal acts of the Republic of Tajikistan; Article 44. Sizes of wages for workers of education institutions shall be determined by the Government of the Republic of Tajikistan. The pedagogical and managerial work, performed beyond the terms of reference, shall be paid in accordance with the acting legislation The education institutions, regardless their form of incorporation and patterns of ownership, within the limits of allocated funds for salary, may independently establish, according to the Labor Code, the form and system of payment, additional wages and official salaries for workers in education sector, use differentiated methods of additional payments and bonuses.
PROMOTION Article 40. Pedagogical workers shall pass attestations periodically. In accordance with the results of attestation, the compliance of the worker with the position, qualification rank and its level shall be determined.
PRIVILEGES Article 41. Pedagogical workers, scientific employees and other workers of institutions for education and training, institutions of advanced training and continuing education, as well as workers of pedagogical publications shall have rights to:
− medical care, sanatorium-and-spa treatment, free of charge or privileged usage of all services (municipal), excluding electricity and natural gas in the cities and towns; − receiving medical allowance amounting to monthly official salary during the annual leave;
LEGAL DOCUMENT Decree of the President of the Republic of Tajikistan “On increasing the official pays for workers of public institutions and sizes of social pensions” enacted on 16 March 2007,
No.219 BASE PAY 1. Effective 1 April 2007:
− establish the design of official salaries and wage rate for teachers of general education institutions (schools, lyceums, gymnasiums, boarding schools of all types and naming) in accordance with Annexes 41-425;
2. Government of the Republic of Tajikistan – effective as of 1 April 2007 to determine the new design of wages for the faculty and workers of Tajik State National University and personalities of professional art of the Theatre of Opera and Ballet named after S. Ayni
SUPPLEMENTS AND BONUSES Article 44. Pedagogical workers of educational institutions and workers of publications, in order to meet their needs in lesson books, guidance manuals and other means for self-education within the limits of allocated funds, an amount of money equal to 10 percents of official pay shall be paid.
RESPONSIBLE AUTHORITY PRIVILEGES
LEGAL DOCUMENT Resolution of Government of the Republic of Tajikistan enacted on 3 April 2007, No.131 “On Actions to implement the Decree of the President of the Republic of Tajikistan
enacted on 16 March 2007, No. 219” BASE PAY − set the design of official salaries for heads and rates of pay for teachers of general education institutions (schools, lyceums, gymnasium, boarding schools of all types and naming) in
accordance with Annexes 39-40 to Decree of the President of the Republic of Tajikistan of 16 March 2007, No. 219; SUPPLEMENTS AND BONUSES − for teachers of general education institutions (schools, lyceums, gymnasium, boarding schools of all types and naming), establish additional payments from the base pay, in
following sizes: а) for class leadership -15 percent; б) for textbook and paperwork correction -20 percent;
5 See Annex 2 to Table 1
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LEGAL DOCUMENT Decree enacted on 20 March 2006, No.1716 BASE PAY 3. Effective 1 April 2006 increase actual official wages and base pay for workers of institutions and agencies, financed from the State budget in following sizes:
− acting official pay rates for principals and deputy principals of general education schools, boarding schools, orphans’ houses and heads of pre-school institutions – by 50 percent, for other workers of institutions in education - by 40 percents, at the same time the pay for teachers of pre-school institutions shall be equalized to pay of teachers in primary classes;
SUPPLEMENTS AND BONUSES RESPONSIBLE AUTHORITY PRIVILEGES
LEGAL DOCUMENT Resolution of Government of the Republic of Tajikistan enacted on 3 April 2005, No. 124 “On actions for implementation of Decree of the President of the Republic of
Tajikistan enacted on 20 March 2006, No.1716” BASE PAY Paragraph 4. Effective as of 1 April 2006:
а) increase acting official pay rates for principals and deputy principals of general education schools, boarding schools, orphans’ houses and heads of pre-school institutions – by 50 percent, for other workers of institutions in education - by 40 percents, at the same time the pay for teachers of pre-school institutions shall be equalized to pay of teachers in primary classes;
SUPPLEMENTS AND BONUSES RESPONSIBLE AUTHORITY PRIVILEGES
LEGAL DOCUMENT Resolution of Government of the Republic of Tajikistan “On some activities for strengthening the social protection of workers in education” enacted on 10 November 1995, No.
675 Note: In accordance with Paragraph 8 of the Resolution of the Republic of Tajikistan “On Actions to implement the Decree of the President of the Republic of Tajikistan enacted on 16 March 2007, No. 219” the actions of provisions of Resolution of Government of the Republic of Tajikistan enacted on 10 November 1995, No. 675 “On some actions on strengthening the social protection of workers in education” regarding the workers of general education institutions (schools, lyceums, gymnasium, boarding schools of all types and naming) shall be suspended
BASE PAY SUPPLEMENTS AND BONUSES 1. Khukumats of GBAO, regions, cities and districts, Ministry of Education of the Republic of Tajikistan, Ministry of Finances of the Republic of Tajikistan, Ministry of Labor and
Employment of the Republic of Tajikistan: а) shall ensure calculation of due payments, envisaged by the Law of the Republic of Tajikistan “On Education”:
− medical allowance amounting to monthly salary to the annual leave for pedagogical workers, scientific employees, other workers of education and training institutions, institutions of advanced training and training of personnel, workers of pedagogical publications, who are included into personnel list;
− monthly monetary compensation for purchase of periodical publications and products of book publishing industry in amount of 10% from official salary of pedagogical workers of education institutions and workers of pedagogical publications;
3. Approve the list of pedagogical workers of education institutions and workers of pedagogical publications, who are entitled to the monthly monetary compensation amounting to 10 percent from official salary (wage) for the purchase of periodical publications and products of book publishing industry, which is necessary for improving and raising the qualification, stipulated by second paragraph of Part 5, Article 37 of the Law of the Republic of Tajikistan “On Education” (Annex No. 1).
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LEGAL DOCUMENT (i) Resolution of Government of the Republic of Tajikistan “On implementation plan of education reform for 2004-2009” enacted on 30 June 2004, No. 291 BASE PAY (ii) 2. Effective 1 September 2004, establish norms for teaching loads for teachers of 1-4 classes – 18 hours per week, and for teachers of 5-11 classes – 16 hours per week.
(iii) 3. By 1 September 2004, the Ministry of Education of the Republic of Tajikistan shall introduce amendments to the curriculum of general education institutions taking in account the decrease of number of teaching hours.
(iv) 4. Effective 1 September 2004, with a view to amendment of curriculum and increase of acting stavka for teaching loads, to increase by 25 percent the existing base pay rates for teachers of general education institutions. 5. Reduce the total number of workers in education by 5%.
LEGAL DOCUMENT Resolution of Government of the Republic of Tajikistan “On additional payments and increment to acting wages and salaries for workers of education in the Republic of
Tajikistan” enacted on 25 December 1997, No.550 Note: In accordance with Paragraph 8 of the Resolution of the Republic of Tajikistan “On Actions to implement the Decree of the President of the Republic of Tajikistan enacted on 16 March 2007, No. 219” the actions of provisions of Resolution of Government of the Republic of Tajikistan “On additional payments and increment to acting base pay rates and salaries for workers of education system in the Republic of Tajikistan” enacted on 25 December 1997, No. 550 regarding the workers of general education institutions (schools, lyceums, gymnasium, boarding schools of all types and naming) shall be suspended
BASE PAY SUPPLEMENTS AND BONUSES Effective 1 January 1998, there are established additional payments and supplement to acting base pay and salaries for workers of education system of the Republic of Tajikistan. These
additional payments and supplements shall be established as ratio to acting monthly basic official salary for workers of education system SIZES of additional payments and supplement to acting wage rates and salaries for workers of education system of the Republic of Tajikistan: For class leadership:
− For teachers of 1-4 classes - 15 percents per month; − For teachers of 5-11 (12) classes - 20 percents per month; − For teachers of secondary special education institutions, colleges, including vocational schools, lyceums, gymnasiums - 15 percents per month.
For textbook and paperwork correction: − For teachers of 1-4 classes - 20 percents per month; − For teachers of 5-11 (12) classes, teachers of secondary special education institutions, colleges, including vocational schools, teachers of Russian and Native language and literature,
Arabic letters -15 percents per month; − For teachers of mathematics, physics, chemistry, foreign language and stenography, draftsmanship and technological mechanics, design engineering - 10 percents per month.
For leadership of subject, cyclic and methodic commissions and alliances for supervision of school studies and laboratories to teachers and educators of general education schools, boarding schools of all types, lyceums, gymnasiums, colleges, -10 percents per month. For supervision of school studies in schools, boarding schools of all types, lyceums, gymnasiums, colleges to educators of secondary special education institutions, vocational schools for supervision of study for computer science and information technologies -10 percents per month. In schools, boarding schools, secondary special education institutions, colleges, lyceums, specialized schools, including vocational schools, where there are studies for computer sciences, to teachers, educators and other workers, who are authorized to maintain such equipment -15 percents per month per each working computer. For teachers for supervision of educational facilities and educational and experimental plots:
− In schools - 10 percents per month; − In secondary special schools, boarding schools -15 percents per month; − In boarding schools and special schools for children and teenagers, who require special conditions for education - 25 percents per month.
In training workshops of schools, boarding schools, lyceums, gymnasiums, secondary special education facilities, specialized schools and vocational schools for teachers of career education, who are authorized with responsibilities of foreman in these workshops, the additional payment shall bee made, provided that:
− There are up to 10 classes (full classes) - 10 percents per month; − There are 10 to 20 (full classes) -15 percents per month; − There are 21 and more classes (full classes) - 20 percents per month per each workshop (for metal working and woodwork, equipped in one room) - 20 и 25 percents per month,
respectively. Fund allocations are provided for remuneration of pedagogical workers, military teachers for extracurricular work on physical, military and patriotic training of students in the budgets of schools, boarding schools, secondary special education institutions and vocational schools of all types, colleges, lyceums, gymnasiums:
− With number of classes (full classes) from10 to 19 -10 percents per month; − 20 to 29 classes (full classes) - 15 percents per month; − 30 and more classes (full classes) - 20 percents per month.
In boarding schools for orphans and for children without parental custody, in orphan’s houses, special boarding schools, vocational schools and vocational schools under correctional labor institutions of Ministry of Interior, the supplement for these objectives shall be established in amount of 25 percents per month, regardless the number of classes (fill-classes, groups).
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For teacher of coterie of out-of-school institutions, who supervises the unit (provided leadership of unit of not less than 10 coteries of same profile) - 30 percents per month, For librarians of general education schools, boarding schools of all types and naming, secondary special education institutions, colleges, lyceums, gymnasiums, vocational schools of all types for work with library fund of textbooks, the following supplement shall be provided:
− When there are 200 to 800 copies of textbooks - 10 percents − When there are 801 to 2000 copies of textbooks - 15 percents; − When there are 2001 to 3500 copies of textbooks - 20 percents;
Supplement to monthly base official salary for the scientific degree of Doctor of Sciences or Candidate of Sciences shall be paid to teachers, educators, other pedagogical and leading workers of educational and training institutions of education of general type and secondary special education institutions, lyceums, gymnasiums, colleges, vocational schools, who has got the scientific degree of Doctor of Sciences or Candidate of Sciences - 30 percents per month. For the honoraria:
− For persons awarded with honorary degree of the USSR and the Republic of Tajikistan, shall be paid a supplement to monthly base official salary in amount of 35 percents per month.
Supplement to monthly base official salary at boarding schools and boarding schools of general type shall be paid to: − Leading workers related with educational and training process -20 percents per month. − Pedagogical workers, psychologists, foremen of industrial training, instructors for labor and assistant educators -15 percents per month.
Supplement to monthly base official salary of principals and deputy principals who are assigned with leading groups for extended days shall be established as follows: − In schools with two or more groups of extended days - 10 percents per month; − In schools with extended days - 15 percents per month.
RESPONSIBLE AUTHORITY PRIVILEGES
LEGAL DOCUMENT Resolution of Government of the Republic of Tajikistan “On approval of Rules for holding attestation for workers of departmental and units of education, general education
institutions, preschool and additional education of the Republic of Tajikistan” enacted on 03.12.2006, No.122 BASE PAY SUPPLEMENTS AND BONUSES 51. To base pay of workers within the limits of funs allocated for these goals, the supplement shall be established in amount of 20% for the highest qualification category, 15% for the first
qualification category and 10% for the second qualification category. RESPONSIBLE AUTHORITY PROMOTION 5. Attestation of workers of education shall be held once in five years,
25. Shall the education institution not put the real mark to the attested and the attestation committee finds this fact, the qualification categories of leaders of educational institutions and leaders of methodical alliances shall be reduced by one level until the next attestation. 26. The attestation committee during awarding the qualification categories (1st category, 2nd category, Highest category) to the attested, shall consider the following norms:
− for highest category – if the attested receives 85-100% points; − for first category - if the attested receives 70-84% points; − for second category - if the attested receives not less than 50% points.
42. During the panel session, the secretary shall submit the documents for the attested to the attestation committee and the opinions and comments of the members of committee and the attested itself shall be considered. The attestation committee in the absence of the attested and upon the results of the attestation shall evaluate the attested as follows:
− consider as adequate to the position, award with qualification category (second, first, highest); − reduction of qualification category; − send to refresher courses: − recommend for the “Certificate of Merit” of the Ministry of Education of the Republic of Tajikistan; − recommend to sign of “Excellent worker of education of Tajikistan”; − consider as inadequate to the position.
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LEGAL DOCUMENT Instruction on order of calculation and payment to general education institutions (schools, lyceums, gymnasiums, boarding schools of all types) of the Republic of Tajikistan,
approved by Ministry of Finances, Ministry of Labor and Social Protection and Ministry of Education of the Republic of Tajikistan enacted on 30 March 2007, No.7/12 BASE PAY Paragraph 3.1. The actual base pays for teachers of general education institutions (schools, lyceums, gymnasiums, boarding schools of all types) shall be added with all supplements ,
established by Resolution of Government of the Republic of Tajikistan “On additional payments and supplement to actual base pays and salaries for workers of education system of the Republic of Tajikistan” enacted on 25 December 1997, No. 550 and Resolution of Government of the Republic of Tajikistan of 10 November 1995 “On some actions to strengthen social protection of workers Paragraph 3.2. The following base pay shall be established for teachers of general education institutions (schools, lyceums, gymnasiums, boarding schools of all types) 1. Teachers of all subjects of primary classes (1-4 classes)
− No category (secondary professional education ) – 85 Somoni − Second category (secondary professional education ) - 90 Somoni − First category (secondary professional education ) - 95 Somoni − No category (High professional education ) – 100 Somoni − Second category (High professional education ) - 110 Somoni − First category (High professional education ) - 120 Somoni − Highest category ((High professional education ) - 135 Somoni
2. Teachers of all subjects of highest classes (5-11 classes) − No category (secondary professional education ) – 80 Somoni − Second category (secondary professional education ) - 85 Somoni − First category (secondary professional education ) - 90 Somoni − No category (High professional education ) – 95 Somoni − Second category (High professional education ) - 105 Somoni − First category (High professional education ) - 110- Somoni − Highest category ((High professional education ) - 125 Somoni
3.7. Establish wages for teachers of general education institutions (schools, lyceums, gymnasiums, boarding schools of all types), who do not have professional education background, in amount of 70 percent of wage for teachers with elementary professional educational background without qualification for up to 3 years (till 2009-2010 academic year) Chapter 4. Monthly wage of principal and his/her deputies (depending on quantity of students):
1. Principal: − Up to 100 students- 90 Somoni − From 101 to 280 – 95 Somoni − From 281 to 400 – 100 Somoni − From 401 to 880 – 110 Somoni − From 881 to 1600 – 120 Somoni − More than 1600 – 135 Somoni
2. 3 .Deputy Principal for education and training: − Up to 100 students- 80 Somoni − From 101 to 280 – 85 Somoni − From 281 to 400 – 90 Somoni − From 401 to 880 – 100 Somoni − From 881 to 1600 – 110 Somoni − More than 1600 – 120 Somoni
3 .Deputy Principal and Head of Military Education: − Up to 100 students - 75 Somoni − From 101 to 280 –80 Somoni − From 281 to 400 – 85 Somoni − From 401 to 880 – 95 Somoni − From 881 to 1600 – 100 Somoni − More than 1600 – 115 Somoni
Teacher’s load of heads of institutions of general education performing teachers’ activity shall be set for not more than 12 hours per week. SUPPLEMENTS AND BONUSES Paragraph 3.3. Payment of supplements from wages shall be established as follows:
а) for class leadership – 15 percents
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b) for textbook correction and correction of paperwork -20 percents Paragraph 3.4. Supplement for class leadership for teachers of primary classes (1-4) and higher classes (5-11) shall be paid from base pay per one class. If the number of students in the class is less than 15, 50 % of supplement shall be paid. Supplement for class leadership shall not be paid to principal and his/her deputies. Paragraph 3.5. For textbook correction and correction of paperwork of the number of actual hours, 20 percent supplement shall be paid to teachers of Tajik Language and Literature, Russian Language, foreign languages, mathematics, physics, chemistry, draftsmanship, drawing and teachers of primary classes for the above listed subjects. Paragraph 3.7. These supplements are provided also for teachers, mentioned in Paragraph Chapter 6 B) no supplements shall be paid to teachers after annual leave till new academic year
LEGAL DOCUMENT Resolution of Government of the Republic of Tajikistan enacted on 3 April 2007, No.171 “On Standard Statute for general education institution of the Republic of Tajikistan” BASE PAY 62. The volume of teaching load to pedagogical workers shall be established due to number of hours on curriculum and syllabus, staffing, other working conditions in these general
education institutions. The teaching load for teachers shall be designated by 1 stavka. Shall there be a lack of pedagogical staff teachers shall be assigned with 1.5-2 stavka according to their abilities. Principal shall be allowed to teach 9 hours per week and his/her deputies – up to 12 hours per week. The teaching load (pedagogical work), volume of which is less than rate of hour per wage stavka, shall be established only by written acceptance of the worker. The volume of teaching load, established in the beginning of academic year shall not be reduced during the academic year by the initiative of the administration, excluding decrease of number of hours in curriculum and syllabus (reduction of number of classes). The volume of teaching load, established in the beginning of academic year shall not be reduced in next academic year by the initiative of the administration (excluding cases stipulated by curriculum, reduction of class and rate of established stavka). When establishing the teaching load for the new academic year for teachers and other pedagogical workers, for which this general education institution is the principal please of business, as a rule, the volume and succession of teaching subjects in classes shall be maintained.
SUPPLEMENTS AND BONUSES RESPONSIBLE AUTHORITY 75. Remuneration for workers of state general education institutions shall be paid according to the legislation of the Republic of Tajikistan.
The general education institution within the limits of monetary funds allocated for wage-bill shall manage according to requirements of acting instructions, according to final performance of each pedagogue from stavka of additional payment and remuneration. Such additional payments according to instruction on wages can be used for professional skills, efficient work, remuneration and achievements at workplace, career development, other works stipulated by the legislation of the Republic of Tajikistan.
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LEGAL DOCUMENT Resolution of the State Committee of labor of the USSR enacted on 20 March 1991, No.70 “On approving new amounts of wage and official salaries for workers of public
education, healthcare, social security, culture and archive institutions” (Resolution of Cabinet of Ministers of the Republic of Tajikistan of 17 April 1991, No.94 on introduction of new wage rates and official salaries in accordance with this Resolution)
BASE PAY 1. Approve wage rates and official pay for workers of leading professions in agencies and institutions of public education, healthcare, social security, culture and archive institutions with including into these wages and rates, the compensations for further expenditures related to changes of retail prices, according to Annexes 1-31 (See. Annexes 1-9, 31 regarding education)6
SUPPLEMENTS AND BONUSES RESPONSIBLE AUTHORITY PRIVILEGES
LEGAL DOCUMENT Resolution of Government of the Republic of Tajikistan enacted on 3 July 2003, No.302
Resolution of Government of the Republic of Tajikistan enacted on 2 April 2005, No. 127 Instruction dated on 10 April 2007, No.23
BASE PAY 1. Approve wage rates and official pay for workers of leading professions in agencies and institutions of public education, healthcare, social security, culture and archive institutions with including into these wages and rates, the compensations for further expenditures related to changes of retail prices, according to Annexes 1-31 (See. Annexes 1-9, 31 regarding education)7
SUPPLEMENTS AND BONUSES RESPONSIBLE AUTHORITY See Section 1 (Civil Service) coefficient for working in desert, waterless regions and high mountain areas PRIVILEGES
6 Resolution attached 7 Resolution attached
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3. SCIENCE LEGAL DOCUMENT Law of the Republic of Tajikistan “On Science and State scientific and technological policy” enacted on 21 May 1998, No. 598 BASE PAY SUPPLEMENTS AND BONUSES Article 18.
The State shall create conditions and guarantee the worthy status of scientific and scientific and technological workers and its protection through: − Maintaining to Doctors and Candidates of Science, who work in state institutions, in scientific and scientific and technological institutions, regardless of patterns of ownership, the
benefits in part of supplement for the scientific degree; PRIVILEGES Article 18
The State shall create conditions and guarantee the worthy status of scientific and scientific and technological workers and its protection through: − Granting to Doctors (Professors) and Candidates of Science, who work in state institutions a leave for 48 and 36 consecutive days, accordingly; − Granting to scientific worker a state flat with a right to privatize it free of charge, in case if he/she has worked for not than 10 years in scientific institutions; − Allocation of additional living space (separate room) to Doctors of Sciences (Professors) and candidates of sciences by area not less than 20 sq.m and 15 sq. m accordingly, above
existing living space while receiving the flat; − Allocation of concessional loans to Doctors of Sciences (Professors) and candidates of sciences for construction of individual house, purchase of flat, improvement of suburban
allotment and other social and domestic needs; − Provision of other conditions, regulated by the legislation of the Republic of Tajikistan.
LEGAL DOCUMENT Decree of the President of the Republic of Tajikistan enacted on 20 March 2006, No.1716 “On actions to strengthen the level of social security of the population, increase of
minimum wage, acting official salaries for workers of public agencies and organizations, pensions and stipends” BASE PAY 3. Increase effective I April 2006, acting official salaries and base pay for workers of institutions and agencies, funded from the State Budget in following sizes:
− For workers of science – by 40 percents and at the same time to equalize the remuneration of workers of Academy of Agricultural Sciences of the Republic of Tajikistan and Academy of Pedagogical Science of the Republic of Tajikistan to remuneration of Academy of Sciences of the Republic of Tajikistan;
LEGAL DOCUMENT Decree of the President of the Republic of Tajikistan “On increase of official salaries for workers of public institutions and organizations and amount of social pension” enacted
on 16 March 2007, No.219
BASE PAY 1. Effective 1 April 2007: − equalize official salaries of leading workers and specialists of central administration of Presidium of Academy of Sciences, Academy of Pedagogical Sciences and Academy of
Agricultural Sciences of the Republic of Tajikistan to remuneration of civil servants, leading workers and specialists of central administration of ministries of the Republic of Tajikistan;
LEGAL DOCUMENT Decree of the President of the Republic of Tajikistan enacted on 8 June 1996, No. 502 BASE PAY SUPPLEMENTS AND BONUSES PRIVILEGES 1. Establish that effective 1 July of current year, to full members, corresponding members of Academy of Sciences of the Republic of Tajikistan, Academy of Agricultural Sciences of the
Republic of Tajikistan, members of Union of Writers of the Republic of Tajikistan at a workplace shall be paid a monetary compensation for electricity and municipal services used in houses.
LEGAL DOCUMENT Resolution of Government of the Republic of Tajikistan enacted on 1 July 1999, No. 250 “On establishing supplement to official salaries for persons who have scientific degree
and allocation of funds for the increase of minimum award to creative workers of the Republic of Tajikistan” SUPPLEMENTS AND BONUSES With a view of material encouragement of persons who has scientific degree, the Government of the Republic of Tajikistan hereby enacts;
1. Establish effective 1 July 1999 in all sectors of economy of the Republic of Tajikistan the supplement for the scientific degree to persons who defended their relevant papers before 1992, by 30 percents of official salary at the principal place of work upon condition of working on relevant profession, excluding academicians of the Academy of Sciences of the Republic of Tajikistan, Academy of Agricultural Sciences of the Republic of Tajikistan, and corresponding members of above Academies. For persons who defended their papers for scientific degree on 1992 and further years, the supplement shall be paid after attestation, starting 1 January 2000.
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LEGAL DOCUMENT Resolution of Cabinet of Ministers of the Republic of Tajikistan enacted on 18 October 1991, No.316 “On introduction of new system of official salaries in higher education and
line sectors of science” BASE PAY 1. Establish to leading scientific, engineering and technological workers and auxiliary personnel of higher education and sector scientific institutions the system of official salaries
according to Annexes No.1-5 (Annex 1- Official salaries of leading workers of scientific and research institutions of higher education and line sector of science, Annex 2 - Official salaries of specialists and workers of scientific institutions, Annex No. 3 - Official salaries of heads of scientific institutions who do not have scientific degrees, Annex 4 – List of selected occupations of free-lance workers, engaged in industrial sectors of economy (excluding railway transport), who are entitled to monthly salary amounting to these salaries, Annex 5- Official salaries of workers of centralized accounting offices)8 2. Introduction of new official salaries stipulated by this resolution shall be made using internal reserves of higher education institutions, scientific institutions and independently earned funds without allocation of additional funds from the budget
SUPPLEMENTS AND BONUSES 3. Establish that amounts of supplements and additional payments to official salaries, as well as bonuses and other payments of incentive nature shall be determined independently by the administration of scientific institutions and rectorates of higher education institutions as agreed upon with trade-union agency and using funds and within the limits of fund allocated for the wage bill
PRIVILEGES
LEGAL DOCUMENT Joint Resolution of Presidium of Academy of Sciences of the Republic of Tajikistan and Presidium of WK of trade unions of workers of the Academy of Academy of Sciences of
the Republic of Tajikistan enacted on 26 September 1994, No.116 “On increase of wage for workers of Academy of Sciences of the Republic of Tajikistan” BASE PAY Constitute effective 1 February 1994 official salaries for workers of scientific and research institutions and other agencies of the Academy of Sciences of the Republic of Tajikistan
according to Annexes No.No.1-3.9 SUPPLEMENTS AND BONUSES PRIVILEGES
LEGAL DOCUMENT Joint Resolution of Presidium of Academy of Sciences of the Republic of Tajikistan and Presidium of WK of trade unions of workers of the Academy of Academy of Sciences of
the Republic of Tajikistan enacted on 26 September 1994, No.116 “On increase of wage for workers of Academy of Sciences of the Republic of Tajikistan” BASE PAY Constitute effective 1 February 1994 official salaries for workers of scientific and research institutions and other agencies of the Academy of Sciences of the Republic of Tajikistan
according to Annexes No.No.1-3.10 SUPPLEMENTS AND BONUSES PRIVILEGES
8 Resolution with Annexes attached 9 Resolution attached 10 Resolution attached
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4. HEALTH LEGAL DOCUMENT Law of the Republic of Tajikistan “On protection of populations health” enacted on 15 May 1997, No. 419 BASE PAY SUPPLEMENTS AND BONUSES PRIVILEGES Article 17.
Medical and pharmaceutical workers of state healthcare system shall have rights to top-priority reception and grant privatization of the housing according to the order established by the legislation. Medical and pharmaceutical workers of state healthcare system and members of their families shall be provided by free of charge municipal services according to the order established by the Government of the Republic of Tajikistan. When above workers retire, these benefits in this Article shall remain. Travelling workers of state healthcare system shall have rights to free fare on the public transportation (excluding taxi) using funs of local executive agencies of state power (Khukumats). The list of such workers shall be determined by the Government of the Republic of Tajikistan. Medical and pharmaceutical workers of state healthcare system that have been sent to rural area, or those who volunteered to work in rural areas, shall have right to keep their housing during working in the rural healthcare facility. Besides the benefits stipulated by the legislation of the Republic of Tajikistan, other additional benefits on the decision of local executive bodies (Khukumats) can be awarded to workers of state healthcare system. Additional benefits to the workers of state healthcare system can be awarded from enterprises, institutions, organization regardless their patterns of ownership and entrepreneurs.
LEGAL DOCUMENT Resolution of Government of the Republic of Tajikistan “On establishing official salaries for workers of medical unit of financial and economic department of the Executive
Administration of the President of the Republic of Tajikistan” enacted on 18 July 1996, No. 329 BASE PAY 5. Action of Resolution of Council of Ministers of the Republic of Tajikistan of 21 September 1993, No.487 “On introduction effective 1 October 1993 of the Unified wage grid” (does
not apply to workers of medical unit of financial and economic department of the Executive Administration of the President of the Republic of Tajikistan) OFFICIAL SALARIES For leading workers and specialists of medical unit of financial and economic department of the Executive Administration of the President of the Republic of Tajikistan Positions Monthly official salary rates in rubles Head physician - 8750 Deputy head physician for medical treatment part - 7430 Deputy head physician for ambulance - 7350 Deputy head physician for MCC - 7250 Deputy head physician for Economy, Chief Accountant - 7100 Head: Hospital: Ambulance Unit - 7000 Head: clinic’s laboratory (doctor) laboratory assistant; X-Ray study; functional activity study; Physio-therapy study; Physical Therapy Study - 5820 Head of therapeutic unit (doctor-therapist), ambulance - 5750 Head of dental department (Dentist), ambulance Head of children’s department (doctor-therapist) - 5170 Methodist - 4660 Head of CD HQ - 4200 Accountant-economist - 3790 Accountant - 8400 Accountant – cashier - 2760 Staffing inspector - 2300 OFFICIAL SALARIES For medical personnel of medical unit of financial and economic department of the Executive Administration of the President of the Republic of Tajikistan Positions Monthly official pays in Rubles Doctor, regardless of specialization; lab.asst. of biochemical laboratory - 4660 Senior nurse - 4210 Lab. Asst. X-Ray - 4200
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Nurse; maternity nurse; register clerk;; Lab. Asst. X-Ray; nurse on duty; USI nurse; diet nurse; Nurse of PhTU; masseuse; post nurse; paramedic - 3790 Matron - 3600 Nursing aid: of units, rooms, custodians, on-duty, laboratories, barmaid, receiving room and others; junior nurse for care after patients – 3400
SUPPLEMENTS AND BONUSES 2. Maintain supplement to official salary and wages amounting to 30 percents for medical personnel of medical unit of financial and economic department of the Executive Administration of the President of the Republic of Tajikistan for performing very important work.
PRIVILEGES
LEGAL DOCUMENT Resolution of Government of the Republic of Tajikistan “On adjusting official salaries for workers of medical unit of financial and economic department of the Executive
Administration of the President of the Republic of Tajikistan” enacted on 23 January 1997, No. 53 BASE PAY OFFICIAL SALARY
For leading workers and specialists of medical unit of financial and economic department of the Executive Administration of the President of the Republic of Tajikistan Positions Monthly official pays (in Rubles) Head physician, Deputy head physician for medical treatment part - 8500 Deputy head physician for ambulance - 7300 Deputy head physician for MLE - 7100 Deputy head physician for Economy, Chief Accountant - 6800 Head: Hospital and ambulance and emergency unit - 6600 Head of biochemical and clinic laboratory (Lab. Doctor), Head of X-Ray Study, functional activity study and PTS - 6200 Doctor – regardless the specialization - 5200 Methodist – doctors of PTS - 5000 Accountant– economist - 4620 Accountant - 4620 Head of CD HQ - 4200 Staffing inspector - 3500 Accountant – cashier - 3600 Annex No. 3 to Resolution of Government of the Republic of Tajikistan of 23 January 1997, No. 53 OFFICIAL SALARIES For medical personnel of medical unit of financial and economic department of the Executive Administration of the President of the Republic of Tajikistan Positions Monthly official pays in Rubles Senior nurse - 4000 Lab. Asst. X-Ray, lab.asst. of biochemical laboratory - 3800 Nurse; maternity nurse; register clerk, nurse on duty; USI nurse, diet nurse, post nurse, PhTU, masseuse and paramedic - 3600 Matron - 3300 Nursing aid: of units, rooms, custodians, on-duty, laboratories, junior nurse for care after patients, barmaid, typist and others. - 3000
SUPPLEMENTS AND BONUSES AMOUNTS of monthly supplement to workers of medical unit of financial and economic department of the Executive Administration of the President of the Republic of Tajikistan With continuing years of service Amounts of supplement (in percentages of official salary)
− From 1 to 3 years - 5 − From 3 to 5 years - 10 − From 5 to 10 years - 20 − From 10 to 20 years - 30
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− From 20 years and above - 45 PRIVILEGES
LEGAL DOCUMENT Instruction of calculation of wages for workers of healthcare of the Republic of Tajikistan, approved by Minister of Health of the Republic of Tajikistan enacted on 1
February 1994 and agreed upon the Ministry of Finances of the Republic of Tajikistan and Ministry of Labor and Social Security of the Republic of Tajikistan11 BASE PAY See attached Instruction SUPPLEMENTS AND BONUSES See attached Instruction PRIVILEGES
LEGAL DOCUMENT Resolution of the State Committee of labor of the USSR enacted on 20 March 1991, No.70 “On approving new amounts of wage and official salaries for workers of public
education, healthcare, social security, culture and archive institutions” (Resolution of Cabinet of Ministers of the Republic of Tajikistan enacted on 17 April 1991, No.94 on introduction of new wage rates and official salaries in accordance with this Resolution)
BASE PAY 1. Approve wage rates and official pay for workers of leading professions in agencies and institutions of public education, healthcare, social security, culture and archive institutions with including into these wages and rates, the compensations for further expenditures related to changes of retail prices, according to Annexes 1-31 (See. Annexes 10-14, 30-32 regarding healthcare)12
SUPPLEMENTS AND BONUSES PRIVILEGES
11 Instruction attached 12 Resolution attached
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5. SOCIAL PROTECTION LEGAL DOCUMENT Resolution of the State Committee of labor of the USSR enacted on 20 March 1991, No.70 “On approving new amounts of wage and official salaries for workers of public
education, healthcare, social security, culture and archive institutions” (Resolution of Cabinet of Ministers of the Republic of Tajikistan enacted on 17 April 1991, No.94 on introduction of new wage rates and official salaries in accordance with this Resolution)
BASE PAY 1. Approve wage rates and official pay for workers of leading professions in agencies and institutions of public education, healthcare, social security, culture and archive institutions with including into these wages and rates, the compensations for further expenditures related to changes of retail prices, according to Annexes 1-31 (See. Annexes 11, 12, 15, 30-32 regarding social protection)13
SUPPLEMENTS AND BONUSES PRIVILEGES
LEGAL DOCUMENT Instruction of calculation of wages for workers of healthcare of the Republic of Tajikistan, approved by Minister of Health of the Republic of Tajikistan enacted on 1
February 1994 and agreed upon the Ministry of Finances of the Republic of Tajikistan and Ministry of Labor and Social Security of the Republic of Tajikistan BASE PAY See provisions of instruction related to wages of medical workers in old people’s and invalids’ homes, special medical disability expert commissions (SMEC) for consumptives,
vocational schools and colleges for consumptives, technological boarding schools of vocational schools of social security system, on duty domiciliary SUPPLEMENTS AND BONUSES PRIVILEGES
13 Resolution attached
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6. CULTURE LEGAL DOCUMENT Law of the Republic of Tajikistan “On culture” enacted on 13 December 1997, No. 520
BASE PAY Article 29.
The main form of labor relations with the creative specialist, heads and specialists of state institutions of culture shall be the labor contract. Terms and amounts of remuneration to creative specialist and specialists of state institutions of culture shall be determined by the Government of the Republic of Tajikistan according to acting legislation on remuneration for the workers of culture, under the state budget.
SUPPLEMENTS AND BONUSES PRIVILEGES Article 30. Social protection of culture workers
Citizens, who have got special education in the field of culture and art, all other things being equal, shall enjoy the privileged right for employment according to specialization. Creative unions, associations, trade-union and other social organizations with a view to socially protect the creative specialists may create employment agencies, special-purpose funds for increasing the unemployment compensation, extension of term for payment of thereof. Funds into these funds could be brought in also by state bodies. Members of creative unions and associations, as well as other creative specialists, not being the members of creative unions, whose only source of income is royalty, shall have right to pension provided that they pay to insurance contributions to pension fund. Specialists of culture institutions, located in rural area, towns, shall be granted with benefits stipulated for education workers. Alumnus of higher and secondary special institutions of culture and art, other specialists who came to work to rural institutions of culture, shall be eligible for order and terms for receiving one-time relocation supplement, established for specialists, graduated from agricultural higher education institutions and vocational schools. Workers of institutions of culture shall be guaranteed with free of charge use of living space, water, heat, medical care and treatment; gratis receiving of housing, provided by the state; receiving long-term loans for construction of housing, purchase of expensive tools and instruments for the creative activity (revision of Law of the Republic of Tajikistan enacted on 8.12.2003. N 63). Bodies of state power and administration, bodies of local governance, enterprises and organizations, social associations can using own resources provide to workers of culture the additional benefits established by legislation of the Republic of Tajikistan.
LEGAL DOCUMENT The Order of State Committee of the USSR for Television and Radio broadcasting No.160 dated on 26 March 1990 “On improving the organization of wage and introduction
of new official salaries and wage rates for workers of State Committee of the USSR for Television and Radio broadcasting”14 BASE PAY 1. Establish:
− Official salaries and wage rates for workers of State Committee of the USSR for Television and Radio broadcasting according to Annexes No.1-8 − Indicators and order of assigning radio-TV centers, broadcasting and recording houses, television studios of the State Committee of the USSR for Television and Radio
broadcasting according to Annex No.9 SUPPLEMENTS AND BONUSES For supplements and additional payments see para 3-7 of this order. PRIVILEGES
LEGAL DOCUMENT Resolution of the State Committee of labor of the USSR enacted on 20 March 1991, No.70 “On approving new amounts of wage and official salaries for workers of public
education, healthcare, social security, culture and archive institutions” (Resolution of Cabinet of Ministers of the Republic of Tajikistan enacted on 17 April 1991, No.94 on introduction of new wage rates and official salaries in accordance with this Resolution)
BASE PAY 1. Approve wage rates and official pay for workers of leading professions in agencies and institutions of public education, healthcare, social security, culture and archive institutions with including into these wages and rates, the compensations for further expenditures related to changes of retail prices, according to Annexes 1-31 (See. Annexes 15, 20-31 regarding culture)15
SUPPLEMENTS AND BONUSES
14 Order attached 15 Resolution attached
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7. SPORT LEGAL DOCUMENT Resolution of the State Committee of labor of the USSR enacted on 20 March 1991, No.70 “On approving new amounts of wage and official salaries for workers of public
education, healthcare, social security, culture and archive institutions” (Resolution of Cabinet of Ministers of the Republic of Tajikistan enacted on 17 April 1991, No.94 on introduction of new wage rates and official salaries in accordance with this Resolution)
BASE PAY 1. Approve wage rates and official pay for workers of leading professions in agencies and institutions of public education, healthcare, social security, culture and archive institutions with including into these wages and rates, the compensations for further expenditures related to changes of retail prices, according to Annexes 1-31 (See. Annexes 16-19, 31 regarding sport)16
LEGAL DOCUMENT Resolution of Committee for Physical Culture and Sport under the Government of the Republic of Tajikistan No.10/44 enacted on 25 October 1995, “On payments to referees
for service during sport competitions” BASE PAY Paragraph 1. Approve amounts of payments to referees for services per one day of sport competition in percent of minimum wage in the Republic of Tajikistan (Annexes-tables No.1,
2)17
LEGAL DOCUMENT Standard Statute on children-junior sports school (CJSS), specialized children-junior sports school (SCJSS), school of higher sport mastering (SHSM) and boarding sport
school as of 2006, approved by Committee for Physical Culture and Sport under Government of the Republic of Tajikistan as agreed upon with Ministry of Finances of the Republic of Tajikistan (effective as of 01.01.2007)
BASE PAY 4. Amounts of wages shall not exceed norms (number of hours) of remuneration of main coach-teacher on sport. Remuneration of coach-teacher on sport shall be paid for education and training work according to Annexes No.2, 3, 4 of this Statute. Official salaries of training specialists of CJSS, SCJSS, boarding sport schools and SHSM, administrative workers and coach-trainers’ faculty is established in Annexes 5-6 to this Statute18. Notes to Statute: 3. Coach-teacher for allied types of sports, including coaches for: GPhT, acrobatics, choreography, accompanist, etc, shall receive salary by more than 50% from the salary of main coach. 4. Maximum load of coach-trainer in CJSS, SCJSS, and SHSM can compose 40 hours per week. In exceptional cases when working with members of national team, on permission of superior organization, 8 more hours can be provided.
SUPPLEMENTS AND BONUSES Amounts of additional payments and supplements shall be established in Annexes 2-7 to this Resolution (Attached) Notes to Statute: 6. Coach-teacher during 2 years can receive supplement to his/her wage for high sport achievements of sportsmen, according to Annex No.2, which on different reasons moved out of country or to other region of the country. 7. To Annex No.2 supplements for high sport achievements at International and National Competitions shall be paid for one highest result and highest category. 8. Additional payments to coaches for sport achievements of sportsmen shall be made in accordance with lists of study groups (by types of sport), approved by superior agency. 10. When paying supplement to coach-teachers, the coefficients for coaches of CJSS and SCJSS shall be calculated on highest rate, if there is no CJSS and SCJSS for these types of sport in the region, but the athletic performance allows to sportsmen to study in groups of sport improvement and highest sport mastering. 11. For the high sport achievements, the principal, deputy principal and trainer of the school shall receive supplement to their wage amounting to 50 % from the supplement of coach, who trained the sportsmen.
16 Resolution enacted on 20 March 1991 No70 with Annexes attached 17 Tables to the Resolution attached 18 The Statute and Annexes attached
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LEGAL DOCUMENT The Order of Committee for Physical Culture and Sport under the Government of the Republic of Tajikistan enacted on 15 April 1997, coordinated with the Ministry of
Finances of the Republic of Tajikistan and the Ministry of Labor and Social Security “Ranks and wage coefficients of Unified wage grid for workers of lower organizations of the Committee for Physical Culture and Sport under the Government of the Republic of Tajikistan, under budget financing” (Annexes 1-5 )19
BASE PAY See Annex to this Order. SUPPLEMENTS AND BONUSES PRIVILEGES
19 Annexes attached
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ANNEX 4.2. LEGAL DOCUMENTS ON PAY LEVEL INCREASE IN PUBLIC SECTOR 1. Decree of the President of the Republic of Tajikistan dated on 29.12.91. No.УП-10 “On increase of wages for employees of public agencies” Civil Service Paragraph 2. With a view to existing disparity in pay, to increase the sizes of acting official pay rates for workers of city executive committees, district executive committees, town and rural
councils of people’s deputies in 2.7 times Education Paragraph 1. Increase effective 1 January 1992 in 2.0 times the size of existing base pay rates and salaries for workers engaged in agencies and institutions of education Health Care Paragraph 1. Increase effective 1 January 1992 in 2.0 times the size of existing base pay rates and salaries for workers engaged in agencies and institutions of healthcare, Science Paragraph 1. Increase effective 1 January 1992 in 2.0 times the size of existing base pay rates and salaries for workers engaged in agencies and institutions Social Protection Paragraph 1. Increase effective 1 January 1992 in 2.0 times the size of existing base pay rates and salaries for other workers of institutions under budget financing Sport Paragraph 1. Increase effective 1 January 1992 in 2.0 times the size of existing base pay rates and salaries for other workers of institutions under budget financing Culture Paragraph 1. Increase effective 1 January 1992 in 2.0 times the size of existing base pay rates and salaries for workers engaged in agencies and institutions of culture
2. Decree of the President of Tajik SSR dated on 10 April 1991, No.УП-109 “On increase of wages for workers of the system of Academy of Sciences of Tajik SSR” Civil Service Education Health Care Science Establish effective 1 May 1991 the first pay category to Scientific and research institutions of the Academy of Sciences of Tajik SSR Social Protection Sport Culture
3. Resolutions of Cabinet of Ministers enacted on 29 March 1991, No. 105 and on 11.11.91, No.34 and enacted on 08.01.1992, No.6 Civil Service Paragraph 1. The Ministries, agencies of the Republic of Tajikistan, groups of companies, associations, enterprises, corporations and organizations, regardless of patterns of ownership, to
calculate effective 1 October 1992 the minimum pay rates and base pays for all categories of workers based on established minimum wage amounting to 1260 rubles per month. Workers of state administration bodies, the hourly, daily and other wage rates and salaries, including all types of supplement, shall be recalculated based on increase by 80 percents
Education Paragraph 1. The Ministries, agencies of the Republic of Tajikistan, groups of companies, associations, enterprises, corporations and organizations, regardless of patterns of ownership, to calculate effective 1 October 1992 the minimum pay rates and base pays for all categories of workers based on established minimum wage amounting to 1260 rubles per month. Workers of agencies and institutions of education under budget funding, the hourly, daily and other wage rates and salaries, including all types of supplements and allowances, shall be recalculated based on increase by 80 percents.
Health Care Paragraph 1. The Ministries, agencies of the Republic of Tajikistan, groups of companies, associations, enterprises, corporations and organizations, regardless of patterns of ownership, to calculate effective 1 October 1992 the minimum pay rates and base pays for all categories of workers based on established minimum wage amounting to 1260 rubles per month. Workers of agencies and institutions of healthcare under budget funding, the hourly, daily and other wage rates and salaries, including all types of supplements and allowances, shall be recalculated based on increase by 80 percents.
Science Paragraph 1. The Ministries, agencies of the Republic of Tajikistan, groups of companies, associations, enterprises, corporations and organizations, regardless of patterns of ownership, to calculate effective 1 October 1992 the minimum pay rates and base pays for all categories of workers based on established minimum wage amounting to 1260 rubles per month. Workers of agencies and institutions of science under budget funding, the hourly, daily and other wage rates and salaries, including all types of supplements and allowances, shall be recalculated based on increase by 80 percents.
Social Protection Paragraph 1. The Ministries, agencies of the Republic of Tajikistan, groups of companies, associations, enterprises, corporations and organizations, regardless of patterns of ownership, to
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calculate effective 1 October 1992 the minimum pay rates and base pays for all categories of workers based on established minimum wage amounting to 1260 rubles per month. Sport Paragraph 1. The Ministries, agencies of the Republic of Tajikistan, groups of companies, associations, enterprises, corporations and organizations, regardless of patterns of ownership, to
calculate effective 1 October 1992 the minimum pay rates and base pays for all categories of workers based on established minimum wage amounting to 1260 rubles per month. Culture Paragraph 1. The Ministries, agencies of the Republic of Tajikistan, groups of companies, associations, enterprises, corporations and organizations, regardless of patterns of ownership, to
calculate effective 1 October 1992 the minimum pay rates and base pays for all categories of workers based on established minimum wage amounting to 1260 rubles per month. Workers of agencies and institutions of culture under budget funding, the hourly, daily and other wage rates and salaries, including all types of supplements and allowances, shall be recalculated based on increase by 80 percents.
4. Resolution of the Cabinet of Ministers of the republic of Tajikistan “On increase of wages for workers of higher education institutions and advanced training institutions (improvement of teacher)” enacted on 11 November 1991, No. 343 Civil Service Education Increase effective 1 November 1991, by 50 percent the actual pay rates and official salaries for workers of higher education institutions and advanced training institutions (teachers advancing). Health Care Science Social Protection Sport Culture
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5. Resolution of Council of Ministers of the Republic of Tajikistan “On increasing wage for workers of science, culture, public education, health, archive institutions and selected categories of workers of social sphere” enacted on 15 February 1994, No. 80 Civil Service Education 1. Increase effective 1 February 1994 by 50 percents the acting base pays and salaries for selected categories of workers:
of public education, according to list, defined by Annexes No. 1-31 of Resolution of State Committee of Labor of USSR enacted on 20 March 1991, No. 70; Establish official salary of child nurses in the public education at the level of base pay of lower medical personnel. When establishing new base pay rates and official salaries, shall be taken into account all increases of minimum wage from the date of adoption of all resolutions in the Republic of Tajikistan. Concurrently with increase of base pay and salaries, all types of increments for envisaged categories of workers by notes to Resolution of State Committee of Labor of USSR enacted on 20 March 1991, No. 70 and Resolution of cabinet of Ministers of the Republic of Tajikistan enacted on 18 October 1991, No. 316. shall increase 2. Establish, that action of this Resolution shall not affect those workers in system of public education, whose wages are determined according to Resolution of Cabinet of Ministers of the Republic of Tajikistan enacted on 21 May 1992, No.171. 3. The Ministry of Labor and employment of the Republic of Tajikistan conjointly with the relevant ministries and agencies of the Republic of Tajikistan shall adjust the established in accordance with this Resolution for workers of public education, the base pay and salaries, with base pay and wage coefficients, established by the Resolution of Council of Ministers of the Republic of Tajikistan enacted on 21 September 1993, No. 487 for the above categories of workers. 4. Establish that on the entry into force of this Resolution, the payment to above categories of workers of the wage, envisaged by Resolution of Council of Ministers of the Republic of Tajikistan enacted on 15 November 1993, shall not be made.
Health Care 1. Increase effective 1 February 1994 by 50 percents the acting base pays and salaries for selected categories of workers: Of healthcare by the list determined by Annexes No. 1-31 of Resolution of State Committee for Labor of the USSR enacted 20 March 1991, No. 70; When establishing new base pay rates and official salaries, shall be taken into account all increases of minimum wage from the date of adoption of all resolutions in the Republic of Tajikistan. Concurrently with increase of base pay and salaries, all types of increments for envisaged categories of workers by notes to Resolution of State Committee of Labor of USSR enacted on 20 March 1991, No. 70 and Resolution of cabinet of Ministers of the Republic of Tajikistan enacted on 18 October 1991, No. 316, shall increase. 2. Establish, that action of this Resolution shall not affect those workers in system of healthcare, whose wages are determined according to Resolution of Cabinet of Ministers of the Republic of Tajikistan enacted on 21 May 1992, No.171. 3. The Ministry of Labor and employment of the Republic of Tajikistan conjointly with the relevant ministries and agencies of the Republic of Tajikistan shall adjust the established in accordance with this Resolution for workers of healthcare, the base pay and salaries, with base pay and wage coefficients, established by the Resolution of Council of Ministers of the Republic of Tajikistan enacted on 21 September 1993, No. 487 for the above categories of workers. 4. Establish that on the entry into force of this Resolution, the payment to above categories of workers of the wage, envisaged by Resolution of Council of Ministers of the Republic of Tajikistan enacted on 15 November 1993, shall not be made.
Science 1. Increase effective 1 February 1994 by 50 percents the acting base pays and salaries for selected categories of workers: Of science by the list determined by Annexes No. 1, 3 and 5 of Resolution of State Committee for Labor of the USSR enacted on 18 October 1991, No. 316 When establishing new base pay rates and official salaries, shall be taken into account all increases of minimum wage from the date of adoption of all resolutions in the Republic of Tajikistan. Concurrently with increase of base pay and salaries, all types of increments for envisaged categories of workers by notes to Resolution of State Committee of Labor of USSR enacted on 20 March 1991, No. 70 and Resolution of cabinet of Ministers of the Republic of Tajikistan enacted on 18 October 1991, No. 316, shall increase. 2. Establish, that action of this Resolution shall not affect those workers in system of science, whose wages are determined according to Resolution of Cabinet of Ministers of the Republic of Tajikistan enacted on 21 May 1992, No.171. 3. The Ministry of Labor and employment of the Republic of Tajikistan conjointly with the relevant ministries and agencies of the Republic of Tajikistan shall adjust the established in accordance with this Resolution for workers of science, the base pay and salaries, with base pay and wage coefficients, established by the Resolution of Council of Ministers of the Republic of Tajikistan enacted on 21 September 1993, No. 487 for the above categories of workers. 4. Establish that on the entry into force of this Resolution, the payment of the wage to above categories of workers envisaged by Resolution of Council of Ministers of the Republic of Tajikistan enacted on 15 November 1993, shall not be made.
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Social Protection 1. Increase effective 1 February 1994 by 50 percents the acting base pays and salaries for selected categories of workers: of social security by the list determined by Annexes No. 1-31 of
Resolution of State Committee for Labor of the USSR enacted on 20 March 1991, No. 70; When establishing new base pay rates and official salaries, shall be taken into account all increases of minimum wage from the date of adoption of all resolutions in the Republic of Tajikistan. Concurrently with increase of base pay and salaries, all types of increments for envisaged categories of workers by notes to Resolution of State Committee of Labor of USSR enacted on 20 March 1991, No. 70 and Resolution of cabinet of Ministers of the Republic of Tajikistan enacted on 18 October 1991, No. 316, shall increase. 2. Establish, that action of this Resolution shall not affect those workers in system of social security, whose wages are determined according to Resolution of Cabinet of Ministers of the Republic of Tajikistan enacted on 21 May 1992, No.171. 3. The Ministry of Labor and employment of the Republic of Tajikistan jointly with the relevant ministries and agencies of the Republic of Tajikistan shall adjust the base pay and salaries for workers of social sphere established in accordance with this Resolution, with base pay and wage coefficients, established by the Resolution of Council of Ministers of the Republic of Tajikistan enacted on 21 September 1993, No. 487 for the above categories of workers. 4. Establish that on the entry into force of this Resolution, the payment to above categories of workers of the wage, envisaged by Resolution of Council of Ministers of the Republic of Tajikistan enacted on 15 November 1993, shall not be made.
Sport Culture 1. Increase effective 1 February 1994 by 50 percents the acting base pays and salaries for selected categories of workers:
Of culture, archive institutions by the list determined by Annexes No. 1-31 of Resolution of State Committee for Labor of the USSR enacted on 20 March 1991, No. 70; When establishing new base pay rates and official salaries, shall be taken into account all increases of minimum wage from the date of adoption of all resolutions in the Republic of Tajikistan. Concurrently with increase of base pay and salaries, all types of increments for envisaged categories of workers by notes to Resolution of State Committee of Labor of USSR enacted on 20 March 1991, No. 70 and Resolution of cabinet of Ministers of the Republic of Tajikistan enacted on 18 October 1991, No. 316, shall increase. 2. Establish, that action of this Resolution shall not affect those workers in system of culture, archive institutions and social security, whose wages are determined according to Resolution of Cabinet of Ministers of the Republic of Tajikistan enacted on 21 May 1992, No.171. 3. The Ministry of Labor and employment of the Republic of Tajikistan conjointly with the relevant ministries and agencies of the Republic of Tajikistan shall adjust the established in accordance with this Resolution for workers of culture, archive institutions, the base pay and salaries, with base pay and wage coefficients, established by the Resolution of Council of Ministers of the Republic of Tajikistan enacted on 21 September 1993, No. 487 for the above categories of workers. 4. Establish that on the entry into force of this Resolution, the payment to above categories of workers of the wage, envisaged by Resolution of Council of Ministers of the Republic of Tajikistan enacted on 15 November 1993 shall not be made.
5. Resolution of Government of the Republic of Tajikistan enacted on 5 May 1995 No. 322 “On actions to implement the Decree of the President of the Republic of Tajikistan dated on 4 May 1995, No. 223 “On increase of minimum wage, salary for workers of public agencies and organizations, pensions, allowances and stipends” Civil Service 1. The Ministries, agencies of the Republic of Tajikistan, groups of companies, associations, enterprises, corporations and organizations, regardless of patterns of ownership, to calculate
effective 1 May 1995 the minimum pay rates and base pays for all categories of workers based on established minimum wage amounting to 14400 rubles per month. Education 1. The Ministries, agencies of the Republic of Tajikistan, groups of companies, associations, enterprises, corporations and organizations, regardless of patterns of ownership, to calculate
effective 1 May 1995 the minimum pay rates and base pays for all categories of workers based on established minimum wage amounting to 14400 rubles per month. 2. Establish, that increase in 2.3 times of acting base pay rates and salaries shall affect workers of agencies and institutions, whose positions are stipulated by the attached list. This Paragraph shall not affect those workers of public education, whose wage is determined in accordance with Resolution of Cabinet of Ministers of the Republic of Tajikistan enacted on 26 April 1994, N 194 “On establishing the categories and wage coefficients on pay for workers of state administration bodies, prosecutor’s offices and notaries based on Unified wage grid”
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Health Care 1. The Ministries, agencies of the Republic of Tajikistan, groups of companies, associations, enterprises, corporations and organizations, regardless of patterns of ownership, to calculate
effective 1 May 1995 the minimum pay rates and base pays for all categories of workers based on established minimum wage amounting to 14400 rubles per month. 2. Establish, that increase in 2.3 times of acting base pay rates and salaries shall affect workers of agencies and institutions, whose positions are stipulated by the attached list. This Paragraph shall not affect those workers of healthcare, whose wage is determined in accordance with Resolution of Cabinet of Ministers of the Republic of Tajikistan enacted on 26 April 1994, N 194 “On establishing the categories and wage coefficients on pay for workers of state administration bodies, prosecutor’s offices and notaries based on Unified wage grid”
Science 1. The Ministries, agencies of the Republic of Tajikistan, groups of companies, associations, enterprises, corporations and organizations, regardless of patterns of ownership, to calculate effective 1 May 1995 the minimum pay rates and base pays for all categories of workers based on established minimum wage amounting to 14400 rubles per month. 2. Establish, that increase in 2.3 times of acting base pay rates and salaries shall affect workers of agencies and institutions, whose positions are stipulated by the attached list. This Paragraph shall not affect those workers of science, whose wage is determined in accordance with Resolution of Cabinet of Ministers of the Republic of Tajikistan enacted on 26 April 1994, N 194 “On establishing the categories and wage coefficients on pay for workers of state administration bodies, prosecutor’s offices and notaries based on Unified wage grid”
Social Protection 1. The Ministries, agencies of the Republic of Tajikistan, groups of companies, associations, enterprises, corporations and organizations, regardless of patterns of ownership, to calculate effective 1 May 1995 the minimum pay rates and base pays for all categories of workers based on established minimum wage amounting to 14400 rubles per month. 2. Establish, that increase in 2.3 times of acting base pay rates and salaries shall affect workers of agencies and institutions, whose positions are stipulated by the attached list. This Paragraph shall not affect those workers of social protection, whose wage is determined in accordance with Resolution of Cabinet of Ministers of the Republic of Tajikistan enacted on 26 April 1994, N 194 “On establishing the categories and wage coefficients on pay for workers of state administration bodies, prosecutor’s offices and notaries based on Unified wage grid”:
Sport 1. The Ministries, agencies of the Republic of Tajikistan, groups of companies, associations, enterprises, corporations and organizations, regardless of patterns of ownership, to calculate effective 1 May 1995 the minimum pay rates and base pays for all categories of workers based on established minimum wage amounting to 14400 rubles per month.
Culture 1. The Ministries, agencies of the Republic of Tajikistan, groups of companies, associations, enterprises, corporations and organizations, regardless of patterns of ownership, to calculate as effective on 1 May 1995 the minimum pay rates and base pays for all categories of workers based on established minimum wage amounting to 14400 rubles per month. 2. Establish, that increase in 2.3 times of acting base pay rates and salaries shall affect workers of agencies and institutions, whose positions are stipulated by the attached list. This Paragraph shall not affect those workers of culture, whose wage is determined in accordance with Resolution of Cabinet of Ministers of the Republic of Tajikistan enacted on 26 April 1994, N 194 “On establishing the categories and wage coefficients on pay for workers of state administration bodies, prosecutor’s offices and notaries based on Unified wage grid”
6. Decree of the President of the Republic of Tajikistan “On increase of minimum wage, salary for workers of public agencies and organizations, pensions, allowances and stipends and on additional actions for social protection of low-income population of the Republic of Tajikistan enacted on 15 February 1996, No. 417” Civil Service 1. Establish the minimum wage in all sectors of economy of the Republic of Tajikistan effective 1 March 1996 in amount of 230 rubles and effective 1 July 1996 - 322 rubles per month.
2. Increase effective 1 March 1996 proportionally to increase of minimum wage in 1,6 times and as effective on 1 July 1996 - in 1,4 times the sizes of acting base pays and salaries (with maintaining their existing differentiation, categories and wage coefficients) for workers of state administration bodies, courts of law, prosecutor’s offices, all other institutions and agencies, under budget financing, excluding the salary of the President of the Republic of Tajikistan, the Chairman of Majlisi Oli of the Republic of Tajikistan and his/her deputies, chairmen of Constitutional, Supreme and High Economic Courts of the Republic of Tajikistan, their deputies and judges, military personnel of the Ministry of Defense of the Republic of Tajikistan, Ministry of Security of the Republic of Tajikistan, Ministry of Interior of the Republic of Tajikistan, Committee on Emergency Situations and Civil Defense under the Government of the Republic of Tajikistan, persons of private and officer ranks of interior affairs and their equal state structures (Customs Committee under the Government of the Republic of Tajikistan, tax Police of the Tax Committee under the Government of the Republic of Tajikistan and the Presidential Guards of the Republic of Tajikistan).
Education 3. With a view to minimize the arrearage of the wage from the salary level for workers of other sectors, increase effective 1 March 1996 in 2,5 times and effective 1 July 1996 – in 1,5 times the acting wage rates and salaries for teachers of general education schools.
Health Care Science Social Protection Sport Culture
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7. Resolution of Government of the Republic of Tajikistan enacted on 22 August 1997., No.384 “Om actions to implement the Decree of the President of the Republic of Tajikistan enacted on 23 June 1997, No.755 “On increasing wages for selected categories of public organizations” Civil Service Education 1. Increase effective 1 September 1997:
б) in 1.5 times the official salaries for teachers and other pedagogical workers of schools, boarding schools, orphan’s houses, lyceums, colleges, secondary special education institutions, vocational schools according to Annex No. 2.20
Health Care Science 1. Increase effective 1 September 1997:
а) in 2,0 times the acting wage rates and salaries of scientific and pedagogical workers of higher educational institutions, scientific workers and sectoral scientific and research institutions, agencies of the Academy of Sciences of the Republic of Tajikistan and Academy of Agricultural Sciences of the Republic of Tajikistan under budget funding according to Annex No. 1;21
Social Protection Sport Culture
20 See Annex 1.1. to Table 2 21 See Annex 1.2 to Table 2
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8. Decree of the President of the Republic of Tajikistan “On increasing the minimum wage, salary for workers of public institutions and organizations, pensions and stipends” dated on 27 December 1997, No. 896 Civil Service 1. Establish effective 1 January 1998:
- the minimum wage in all sectors of economy of the Republic of Tajikistan amounting to 1 000 rubles per month; 3. Increase effective 1 January 1998 in 1.2 times and effective 1 July 1998 in 1.1 times the sizes of acting wage rates and official salaries (maintaining their existing differentiation, categories and tariff coefficients) for workers of organizations and agencies under budget financing 6. Paragraph 3 of the Decree shall not affect the workers of Administration of Majlisi Oli of the Republic of Tajikistan, the Executive Administration of the President of the Republic of Tajikistan, bodies of state administration, administrations of Constitutional, Supreme and High Courts of the Republic of Tajikistan, regional, city and district Khukumats, Jamoati shahrak and Jamoati dehot, regional, city and district courts of law, prosecutor’s offices, state notaries and tax bodies (republican, regional, city and district), healthcare and hotel residence of the financial and economic department of the Executive Administration of the President of the Republic of Tajikistan, other agencies and institutions, which terms of payment for workers equalized to payments in agencies and institutions, listed in this paragraph.
Education 1. Establish effective 1 January 1998: - the minimum wage in all sectors of economy of the Republic of Tajikistan amounting to 1 000 rubles per month; 2. Increase effective 1 January 1998 in 1.4 times and effective 1 July 1998 in 1.1 times all acting base pays for teachers of general education institutions of all types and naming.
Health Care 1. Establish effective 1 January 1998: - the minimum wage in all sectors of economy of the Republic of Tajikistan amounting to 1 000 rubles per month; 3. Increase effective 1 January 1998 in 1.2 times and effective 1 July 1998 in 1.1 times the sizes of acting wage rates and official salaries (maintaining their existing differentiation, categories and tariff coefficients) for workers of organizations and agencies under budget financing 6. Paragraph 3 of the Decree shall not affect the workers of Administration of Majlisi Oli of the Republic of Tajikistan, the Executive Administration of the President of the Republic of Tajikistan, bodies of state administration, administrations of Constitutional, Supreme and High Courts of the Republic of Tajikistan, regional, city and district Khukumats, Jamoati shahrak and Jamoati dehot, regional, city and district courts of law, prosecutor’s offices, state notaries and tax bodies (republican, regional, city and district), healthcare and hotel residence of the financial and economic department of the Executive Administration of the President of the Republic of Tajikistan, other agencies and institutions, which terms of payment for workers equalized to payments in agencies and institutions, listed in this paragraph.
Science 1. Establish effective 1 January 1998: - the minimum wage in all sectors of economy of the Republic of Tajikistan amounting to 1 000 rubles per month; 3. Increase effective 1 January 1998 in 1.2 times and effective 1 July 1998 in 1.1 times the sizes of acting wage rates and official salaries (maintaining their existing differentiation, categories and tariff coefficients) for workers of organizations and agencies under budget financing
Social Protection 1. Establish effective 1 January 1998: - the minimum wage in all sectors of economy of the Republic of Tajikistan amounting to 1 000 rubles per month; 3. Increase effective 1 January 1998 in 1.2 times and effective 1 July 1998 in 1.1 times the sizes of acting wage rates and official salaries (maintaining their existing differentiation, categories and tariff coefficients) for workers of organizations and agencies under budget financing
Sport 1. Establish effective 1 January 1998: - the minimum wage in all sectors of economy of the Republic of Tajikistan amounting to 1 000 rubles per month; 3. Increase effective 1 January 1998 in 1.2 times and effective 1 July 1998 in 1.1 times the sizes of acting wage rates and official salaries (maintaining their existing differentiation, categories and tariff coefficients) for workers of organizations and agencies under budget financing
Culture 1. Establish effective 1 January 1998: - the minimum wage in all sectors of economy of the Republic of Tajikistan amounting to 1 000 rubles per month; 3. Increase effective 1 January 1998 in 1.2 times and effective 1 July 1998 in 1.1 times the sizes of acting wage rates and official salaries (maintaining their existing differentiation, categories and tariff coefficients) for workers of organizations and agencies under budget financing
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9. Resolution of Government of the Republic of Tajikistan enacted on 28 January 1998, No. 11 “On actions to implement the Decree of the President of the Republic of Tajikistan dated on 27 December 1997, No. 896 “On increasing the minimum wage, salary for workers of public institutions and organizations, pensions and stipends” Civil Service 1. Establish effective 1 January 1998:
- the minimum wage in all sectors of economy of the Republic of Tajikistan amounting to 1 000 rubles per month; 5. Paragraph 3 of the Decree shall not affect the workers of Administration of Majlisi Oli of the Republic of Tajikistan, the Executive Administration of the President of the Republic of Tajikistan, bodies of state administration, administrations of Constitutional, Supreme and High Courts of the Republic of Tajikistan, regional, city and district Khukumats, Jamoati shahrak and Jamoati dehot, regional, city and district courts of law, prosecutor’s offices, state notaries and tax bodies (republican, regional, city and district), healthcare and hotel residence of the financial and economic department of the Executive Administration of the President of the Republic of Tajikistan, other agencies and institutions, which terms of payment for workers equalized to payments in agencies and institutions, listed in this paragraph.
Education Health Care Science Social Protection Sport Culture
1. Establish effective 1 January 1998: - the minimum wage in all sectors of economy of the Republic of Tajikistan amounting to 1 000 rubles per month; 2. Approve effective 1 January 1998 in 1.4 times and effective 1 July 1998 in 1.1 times all acting base pays for teachers of general education institutions of all types and naming.
10. Decree of the President of the Republic of Tajikistan “On next actions for ensuring the social guarantees and increase of social pensions” dated on 1 December 1999, No. 4 Civil Service Education 1. Increase effective 1 January 2000 by 30 percents and effective 1 April 2000 by 10 percents the acting base pay rates and salaries for workers of pre-school institutions, general education
schools, boarding schools, special schools, gymnasiums, lyceums, musical and art schools, vocational schools, secondary special education institutions Health Care 1. Increase effective 1 January 2000 by 30 percents and effective 1 April 2000 by 10 percents the acting base pay rates and salaries for workers of medical and labor disability commissions
and workers of medical institutions (excluding medical unit of the financial and economy department of the Executive Administration of the President of the Republic of Tajikistan) Science Social Protection 1. Increase effective 1 January 2000 by 30 percents and effective 1 April 2000 by 10 percents the acting base pay rates and salaries for workers of orphan’s houses, boarding schools,
lyceum-boarding schools for handicapped, recovery centers, social assistance at home). Sport Culture 1. Increase effective 1 January 2000 by 30 percents and effective 1 April 2000 by 10 percents the acting base pay rates and salaries for workers of libraries, museums, community and
recreation centers, clubs and other club-type institutions in Tajikistan).
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11. Decree of the President of the Republic of Tajikistan “On increasing the minimum wage, base pay and salaries for selected categories of public sphere and actions to strengthen the social protection of most vulnerable population” dated on 18 November 2000, No. 431 Civil Service 1. Increase effective 1 January 2001 the minimum wage established in the Republic of Tajikistan in 3 times, without increasing the official salaries (wage rates) in public sphere, excluding
agencies and institutions, related to bodies of state administration Education 1. Increase effective 1 January 2001 the minimum wage established in the Republic of Tajikistan in 3 times, without increasing the official salaries (wage rates) in public sphere, excluding
workers of institutions and agencies of education financed from the budget (excluding higher education institutions and colleges within the higher education institutions). For the mentioned categories, the increase of acting official salaries (base pay rates) to make in amount of 40 percents effective 1 April 2001.
Health Care 1. Increase effective 1 January 2001 the minimum wage established in the Republic of Tajikistan in 3 times, without increasing the official salaries (wage rates) in public sphere, excluding workers of institutions and agencies of healthcare, (excluding medical unit of the financial and economy department of the Executive Administration of the President of the Republic of Tajikistan). For the mentioned categories, the increase of acting official salaries (base pay rates) to make in amount of 40 percents effective 1 April 2001.
Science 1. Increase effective 1 January 2001 the minimum wage established in the Republic of Tajikistan in 3 times, without increasing the official salaries (wage rates) in public sphere Social Protection 1. Increase effective 1 January 2001 the minimum wage established in the Republic of Tajikistan in 3 times, without increasing the official salaries (wage rates) in public sphere, excluding
workers of institutions and agencies of social security financed from budget. For the mentioned categories, the increase of acting official salaries (base pay rates) to make in amount of 40 percents effective 1 April 2001.
Sport 1. Increase effective 1 January 2001 the minimum wage established in the Republic of Tajikistan in 3 times, without increasing the official salaries (wage rates) in public sphere Culture 1. Increase effective 1 January 2001 the minimum wage established in the Republic of Tajikistan in 3 times, without increasing the official salaries (wage rates) in public sphere, excluding
workers of institutions and agencies of culture. For the mentioned categories, the increase of acting official salaries (base pay rates) to make in amount of 40 percents effective 1 April 2001.
12. Resolution of Government of the Republic of Tajikistan “On actions to implement the Decree of the President of the Republic of Tajikistan enacted on 18 November 2000, No. 431 “On increasing the minimum wage, base pay and salaries for selected categories of public sphere and actions to strengthen the social protection of most vulnerable population” (revision of Resolution of Government of the Republic of Tajikistan enacted on 04.06.2004, N253) Civil Service Education 3. Increase effective 1 April 2001 by 40 percents the acting official salary (wage rates) for workers of pre-school institutions, general education schools, out-of-school facilities, boarding
schools, gymnasiums, lyceums, musical and art schools, orphan’s houses, special schools, vocational schools, secondary special education institutions, refresher courses, methodology study, (excluding higher education institutions and colleges within the structure of higher education institutions)
Health Care 3. Increase effective 1 April 2001 by 40 percents the acting official salary (wage rates) for workers of medical and labor disability commissions, all types of hospitals, polyclinics, medical centers and houses, ambulances, sanitary and epidemiological stations and other medical institutions, financed from the budget (excluding medical unit of the financial and economy department of the Executive Administration of the President of the Republic of Tajikistan, institutions and agencies related to bodies of state administration, defense and law enforcement agencies).
Science Social Protection 3. Increase effective 1 April 2001 by 40 percents the acting official salary (wage rates) for workers of orphan houses, lyceum-boarding schools for handicapped persons, recovery centers,
social assistance at home, Sport Culture 3. Increase effective 1 April 2001 by 40 percents the acting official salary (wage rates) for workers of libraries, museums, community and recreation centers, clubs and other cultural-
enlightenment institutions, theater and concert institutions
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13. Decree of the President of the Republic of Tajikistan dated on 26 November 2001, No. 717 “On increasing the minimum wage, acting official salaries for workers of public institutions and organizations, and on actions to strengthen the social protection of most vulnerable population” Civil Service Education Health Care Science Social Protection Sport Culture
1. Establish effective 1 January 2002 the minimum wage amounting to 4 Somoni per month in all sectors of economy. 2. Increase effective 1 January 2002 by 40 percents all acting official salaries and base pays for workers of agencies and institutions funded from the State budget not taking into account the increase of minimum wage.
14. Resolution of Government of the Republic of Tajikistan enacted on 30 December 2001, No.584 “On actions to implement the Decree of the President of the Republic of Tajikistan dated on 26 November 2001, No. 717” Civil Service 1. The Ministries, agencies of the Republic of Tajikistan, local bodies of executive power (Khukumats), institutions and agencies regardless their patterns of ownership and types of activity, effective 1
January 2002: − perform calculation of monthly wage for workers not less than established minimum wage amounting to 4 Somoni; − increase by 40 percent the acting official pay rates (base pay rates) for workers of Executive Administration of the President of the Republic of Tajikistan, bodies of state administration and
local executive agencies of state administration (Khukumats), state agencies under and reporting to the President of the Republic of Tajikistan, administrations of Majlisi Milli and Majlisi Namoyandagon of Majlisi Oli of the Republic of Tajikistan, agencies under ministries, state committees, committees and other structures, established by the Government of the Republic of Tajikistan,
Education 1. The Ministries, agencies of the Republic of Tajikistan, local bodies of executive power (Khukumats), institutions and agencies regardless their patterns of ownership and types of activity, effective 1 January 2002:
− perform calculation of monthly wage for workers not less than established minimum wage amounting to 4 Somoni; − increase by 40 percent the acting official pay rates (base pay rates) for workers of agencies and institutions of education,
Health Care 1. The Ministries, agencies of the Republic of Tajikistan, local bodies of executive power (Khukumats), institutions and agencies regardless their patterns of ownership and types of activity, effective 1 January 2002:
− perform calculation of monthly wage for workers not less than established minimum wage amounting to 4 Somoni; − increase by 40 percent the acting official pay rates (base pay rates) for workers of agencies and institutions of healthcare,
Science 1. The Ministries, agencies of the Republic of Tajikistan, local bodies of executive power (Khukumats), institutions and agencies regardless their patterns of ownership and types of activity, effective 1 January 2002:
− perform calculation of monthly wage for workers not less than established minimum wage amounting to 4 Somoni; − increase by 40 percent the acting official pay rates (base pay rates) for workers of agencies and institutions of science
Social Protection 1. The Ministries, agencies of the Republic of Tajikistan, local bodies of executive power (Khukumats), institutions and agencies regardless their patterns of ownership and types of activity, effective 1 January 2002:
− perform calculation of monthly wage for workers not less than established minimum wage amounting to 4 Somoni; − increase by 40 percent the acting official pay rates (base pay rates) for workers under state budget funding;
Sport 1. The Ministries, agencies of the Republic of Tajikistan, local bodies of executive power (Khukumats), institutions and agencies regardless their patterns of ownership and types of activity, effective 1 January 2002:
− perform calculation of monthly wage for workers not less than established minimum wage amounting to 4 Somoni; − increase by 40 percent the acting official pay rates (base pay rates) for workers of culture under state budget funding;
Culture 1. The Ministries, agencies of the Republic of Tajikistan, local bodies of executive power (Khukumats), institutions and agencies regardless their patterns of ownership and types of activity, effective 1 January 2002:
− perform calculation of monthly wage for workers not less than established minimum wage amounting to 4 Somoni; − increase by 40 percent the acting official pay rates (base pay rates) for workers of agencies and institutions of culture
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15. Resolution of Government of the Republic of Tajikistan enacted on 31 December 2002, No. 500 “On actions to implement the Decree of the President of the Republic of Tajikistan enacted on 26 October 2002, No. 930” Civil Service Effective 1 April 2003:- increase by 20 percent the acting official pay rates (base pay rates) for workers of Executive Administration of the President of the Republic of Tajikistan, bodies of
state administration and local executive agencies of state administration (Khukumats), state agencies under and reporting to the President of the Republic of Tajikistan, administrations of Majlisi Milli and Majlisi Namoyandagon of majlisi Oli of the Republic of Tajikistan, committees of Majlisi Namoyandagon of Majlisi Oli of the Republic of Tajikistan, agencies under ministries, state committees, committees and other structures, established by the Government of the Republic of Tajikistan, (in revision of Resolution of the Government of the Republic of Tajikistan No.128 of 31.03.03.)
Education Effective 1 April 2003:- increase by 20 percent the acting official pay rates (base pay rates) for workers of institutions and agencies of education, (in revision of Resolution of the Government of the Republic of Tajikistan No.128 of 31.03.03.)
Health Care Effective 1 April 2003:- increase by 20 percent the acting official pay rates (base pay rates) for workers of institutions and agencies of healthcare, (in revision of Resolution of the Government of the Republic of Tajikistan No.128 of 31.03.03.)
Science Effective 1 April 2003:- increase by 20 percent the acting official pay rates (base pay rates) for workers of institutions and agencies of science (in revision of Resolution of the Government of the Republic of Tajikistan No.128 of 31.03.03.)
Social Protection Effective 1 April 2003:- increase by 20 percent the acting official pay rates (base pay rates) for other workers financed from the state budget (in revision of Resolution of the Government of the Republic of Tajikistan No.128 of 31.03.03.)
Sport Effective 1 April 2003:- increase by 20 percent the acting official pay rates (base pay rates) for other workers financed from the state budget (in revision of Resolution of the Government of the Republic of Tajikistan No.128 of 31.03.03.)
Culture Effective 1 April 2003:- increase by 20 percent the acting official pay rates (base pay rates) for workers of culture (in revision of Resolution of the Government of the Republic of Tajikistan No.128 of 31.03.03.)
16. Resolution of Government of the Republic of Tajikistan “On additional actions on social protection of selected workers of education” enacted on 31 March 2003, No. 118 Civil Service Education 1. Effective 1 April 2003 to increase by 30 percent the acting official pay rates and base bay rates for principals and deputy principals of general education schools, boarding schools, orphan’s
houses, institutions on out-of-school work, remand houses for minors and heads of pre-school institutions. Health Care Science Social Protection Sport Culture
17. Resolution of Government of the Republic of Tajikistan “On additional actions on social protection of selected workers of education” enacted on 31 March 2003, No. 118 Civil Service Education 1. Effective 1 April 2003 to increase by 30 percent the acting official pay rates and base bay rates for principals and deputy principals of general education schools, boarding schools, orphan’s
houses, institutions on out-of-school work, remand houses for minors and heads of pre-school institutions. Health Care Science Social Protection Sport Culture
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18. Resolution of Government of the Republic of Tajikistan enacted on 4 December 2003, No. 525 “On actions to implement the Decree of the President of the Republic of Tajikistan enacted on 4 November 2003, No. 1173” Civil Service 1. The Ministries, State Committees, agencies of the Republic of Tajikistan, local bodies of executive power (Khukumats), associations, alliances, enterprises, institutions and agencies
regardless their patterns of ownership and types of activity, effective 1 January 2004: − perform calculation of monthly wage for workers not less than established minimum wage amounting to 7 Somoni; − increase by 25 percent the acting official pay rates (base pay rates) for workers of Executive Administration of the President of the Republic of Tajikistan, bodies of state administration
and local executive agencies of state administration (Khukumats), state agencies under and reporting to the President of the Republic of Tajikistan, administrations of Majlisi Milli and Majlisi Namoyandagon of Majlisi Oli of the Republic of Tajikistan, committees of Majlisi Namoyandagon of Majlisi Oli of the Republic of Tajikistan, agencies under ministries, state committees, committees and other structures, established by the Government of the Republic of Tajikistan and other agencies funded from the state budget;
Education 1. The Ministries, State Committees, agencies of the Republic of Tajikistan, local bodies of executive power (Khukumats), associations, alliances, enterprises, institutions and agencies regardless their patterns of ownership and types of activity, effective 1 January 2004:
− perform calculation of monthly wage for workers not less than established minimum wage amounting to 7 Somoni; − increase by 25 percent the acting official pay rates (base pay rates) for workers of agencies and institutions of education,
Health Care 1. The Ministries, State Committees, agencies of the Republic of Tajikistan, local bodies of executive power (Khukumats), associations, alliances, enterprises, institutions and agencies regardless their patterns of ownership and types of activity, effective 1 January 2004:
− perform calculation of monthly wage for workers not less than established minimum wage amounting to 7 Somoni; − increase by 25 percent the acting official pay rates (base pay rates) for workers of agencies and institutions of healthcare,
Science 1. The Ministries, State Committees, agencies of the Republic of Tajikistan, local bodies of executive power (Khukumats), associations, alliances, enterprises, institutions and agencies regardless their patterns of ownership and types of activity, effective 1 January 2004:
− perform calculation of monthly wage for workers not less than established minimum wage amounting to 7 Somoni; − increase by 25 percent the acting official pay rates (base pay rates) for workers of agencies and institutions of science;
Social Protection 1. The Ministries, State Committees, agencies of the Republic of Tajikistan, local bodies of executive power (Khukumats), associations, alliances, enterprises, institutions and agencies regardless their patterns of ownership and types of activity, effective 1 January 2004:
− perform calculation of monthly wage for workers not less than established minimum wage amounting to 7 Somoni; − increase by 25 percent the acting official pay rates (base pay rates) for other workers, financed from the state budget;
Sport 1. The Ministries, State Committees, agencies of the Republic of Tajikistan, local bodies of executive power (Khukumats), associations, alliances, enterprises, institutions and agencies regardless their patterns of ownership and types of activity, effective 1 January 2004:
− perform calculation of monthly wage for workers not less than established minimum wage amounting to 7 Somoni; − increase by 25 percent the acting official pay rates (base pay rates) for workers of agencies and institutions, financed from the state budget;
Culture 1. The Ministries, State Committees, agencies of the Republic of Tajikistan, local bodies of executive power (Khukumats), associations, alliances, enterprises, institutions and agencies regardless their patterns of ownership and types of activity, effective 1 January 2004:
− perform calculation of monthly wage for workers not less than established minimum wage amounting to 7 Somoni; − increase by 25 percent the acting official pay rates (base pay rates) for workers of agencies and institutions of culture,
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19. Resolution of Government of the Republic of Tajikistan “On additional actions to strengthen the social security of the intellectuals in the Republic of Tajikistan” enacted on1 April 2004, No. 147 Civil Service Education Health Care Science 1. Increase effective 1 July 2004 by 30 percent the acting official salaries for workers of Academy of Sciences of the Republic of Tajikistan at the cost of total allocations to the Academy of
Sciences of the Republic of Tajikistan, provided for 2004. Social Protection Sport Culture
20. Decree of the President of the Republic of Tajikistan dated on 4 November 2004; No. 1403 “On actions to strengthen the level of social protection of population and increase of minimum wage, acting official salaries for workers of public institutions and organization, pensions and stipends” Civil Service 1. Implement effective 1 January 2005, the payment of supplements for class ranks to civil servants, established by Article 27 of Law of the Republic of Tajikistan of 13 November 1998 “On
civil service” 2. Establish effective 1 January 2005 the minimum wage in all sectors of economy of the republic and the minimum pension in amount of 12 Somoni per month.
Education 2. Establish effective 1 January 2005 the minimum wage in all sectors of economy of the republic and the minimum pension in amount of 12 Somoni per month. 3. Effective 1 January 2005 to increase acting official pay rates and base pay for workers of institutions and agencies, financed from the State budget by following rates:
− for teachers of pre-school institutions – by 70 percent; − for teachers of primary classes (1-4) of general education schools - by 70 percent; − for teachers of 5-11 classes of general education schools - by 60 percent; − for other workers of education sector – by 50 percent.
Health Care 2. Establish effective 1 January 2005 the minimum wage in all sectors of economy of the republic and the minimum pension in amount of 12 Somoni per month. 3. Effective 1 January 2005 to increase acting official pay rates and base pay for workers of institutions and agencies, financed from the State budget by following rates:
− for workers of healthcare – by 100 percent; Science 2. Establish effective 1 January 2005 the minimum wage in all sectors of economy of the republic and the minimum pension in amount of 12 Somoni per month.
3. Effective 1 January 2005 to increase acting official pay rates and base pay for workers of institutions and agencies, financed from the State budget by following rates: − for workers of science - by 100 percent;
Social Protection 2. Establish effective 1 January 2005 the minimum wage in all sectors of economy of the republic and the minimum pension in amount of 12 Somoni per month. 3. Effective 1 January 2005 to increase acting official pay rates and base pay for workers of institutions and agencies, financed from the State budget by following rates:
− for workers of social protection sector - by 100 percent; Sport 2. Establish effective 1 January 2005 the minimum wage in all sectors of economy of the republic and the minimum pension in amount of 12 Somoni per month.
3. Effective 1 January 2005 to increase acting official pay rates and base pay for workers of institutions and agencies, financed from the State budget by following rates: − for workers of other budget sectors (excluding civil servants of agencies of state power and local executive agencies of state power, military personnel, persons of private and officer
ranks of agencies of interior affairs and employees of other law enforcement agencies) - by 50 percent: Culture 2. Establish effective 1 January 2005 the minimum wage in all sectors of economy of the republic and the minimum pension in amount of 12 Somoni per month.
3. Effective 1 January 2005 to increase acting official pay rates and base pay for workers of institutions and agencies, financed from the State budget by following rates: − for workers of culture – by 50 percent.
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21. Decree of the President of the Republic of Tajikistan dated on 20 march 2006, No.1716 “On actions to strengthen the level of social protection of population and increase of minimum wage, acting official salaries for workers of public institutions and organization, pensions and stipends” Civil Service 1. Effective 1 April 2006 increase minimum wage and minimum pension by 66 percents, setting in amount of 20 Somoni per month. Education 1. Effective 1 April 2006 increase minimum wage and minimum pension by 66 percents, setting in amount of 20 Somoni per month.
3. Effective 1 April 2006 increase actual official wages and base pay for workers of institutions and agencies, financed from the State budget in following sizes: − acting official pay rates for principals and deputy principals of general education schools, boarding schools, orphans’ houses and heads of pre-school institutions – by 50 percent, for
other workers of institutions in education - by 40 percents, at the same time the pay for teachers of pre-school institutions shall be equalized to pay of teachers in primary classes; Health Care 1. Effective 1 April 2006 increase minimum wage and minimum pension by 66 percents, setting in amount of 20 Somoni per month.
3. Effective 1 April 2006 increase actual official wages and base pay for workers of institutions and agencies, financed from the State budget in following sizes: − for workers of primary health care institutions – in average by 60 percents, for other workers of institutions in healthcare - by 40 percents;
Science 1. Effective 1 April 2006 increase minimum wage and minimum pension by 66 percents, setting in amount of 20 Somoni per month. 3. Effective 1 April 2006 increase actual official wages and base pay for workers of institutions and agencies, financed from the State budget in following sizes:
− for workers of science - by 40 percents and at the same time to adjust pay rates of workers of Academy of Agricultural Sciences of the Republic of Tajikistan and Academy of Pedagogical Sciences of the Republic of Tajikistan to pay rates of the Academy of Sciences of the Republic of Tajikistan;
Social Protection 1. Effective 1 April 2006 increase minimum wage and minimum pension by 66 percents, setting in amount of 20 Somoni per month. 3. Effective 1 April 2006 increase actual official wages and base pay for workers of institutions and agencies, financed from the State budget in following sizes:
− for workers of social protection – by 40 percents; Sport 1. Effective 1 April 2006 increase minimum wage and minimum pension by 66 percents, setting in amount of 20 Somoni per month.
3. Effective 1 April 2006 increase actual official wages and base pay for workers of institutions and agencies, financed from the State budget in following sizes: − for workers of other budgetary sectors - by 40 percents.
Culture 1. Effective 1 April 2006 increase minimum wage and minimum pension by 66 percents, setting in amount of 20 Somoni per month. 3. Effective 1 April 2006 increase actual official wages and base pay for workers of institutions and agencies, financed from the State budget in following sizes:
− for workers of culture - by 40 percents;
22. Resolution of Government of the Republic of Tajikistan enacted on 3 April 2005, No. 124 “On measures for implementation of Decree of the President of the Republic of Tajikistan dated on 20 March 2006, No.1716” Civil Service 1. The Ministries and agencies of the Republic of Tajikistan, local executive agencies of state power, enterprises, organizations and institutions regardless their patterns of ownership and types
of activity – Effective 1 April 2006 to calculate wages not lower than established minimum wage amounting to 20 Somoni per month. 2. Effective 1 April 2006 set the design of official salaries for civil servants of agencies of State power, local executive agencies of State power, salaries on military (special) ranks for military personnel, persons of private and officer ranks of agencies of interior affairs and employees of other law enforcement agencies, courts of law, prosecutor’s office in accordance with Annexes No. No.1-39 to Decree of the President of the Republic of Tajikistan dated on 20 March 2006, No.1716. 3. Effective 1 April 2006 set the official salaries for employees who provide technical support and assistance to agencies of state power, local executive agencies of State power, military, law enforcement agencies, courts of law, prosecutor’s offices, which list is approved by Resolution of Government of the Republic of Tajikistan enacted on 31 March 2003, No. 148, based on labor contract, not less than actual minimum wage and not more than official salary of specialist within relevant agency of state power.
Education 1. The Ministries and agencies of the Republic of Tajikistan, local executive agencies of state power, enterprises, organizations and institutions regardless their patterns of ownership and types of activity – Effective 1 April 2006 to calculate wages not lower than established minimum wage amounting to 20 Somoni per month. 4. The Ministries, State Committees, agencies, institutions of the Republic of Tajikistan, local executive agencies of state power, effective 1 April 2006: а) to increase acting official pay and base pay for workers of agencies and institutions, financed from the State budget by following rates: acting official pay rates for principals and deputy principals of general education schools, boarding schools, orphans’ houses and heads of pre-school institutions – by 50 percent, for other workers of institutions in education - by 40 percents, at the same time the pay for teachers of pre-school institutions shall be equalized to pay of teachers in primary classes;
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Health Care 1. The Ministries and agencies of the Republic of Tajikistan, local executive agencies of state power, enterprises, organizations and institutions regardless their patterns of
ownership and types of activity – Effective 1 April 2006 to calculate wages not lower than established minimum wage amounting to 20 Somoni per month. 4. The Ministries, State Committees, agencies, institutions of the Republic of Tajikistan, local executive agencies of state power, effective 1 April 2006: а) to increase acting official pay and base pay for workers of agencies and institutions, financed from the State budget by following rates:
− for workers of primary health care institutions – in average by 60 percents, for other workers of institutions in healthcare - by 40 percents; Science 1. The Ministries and agencies of the Republic of Tajikistan, local executive agencies of state power, enterprises, organizations and institutions regardless their patterns of
ownership and types of activity – Effective 1 April 2006 to calculate wages not lower than established minimum wage amounting to 20 Somoni per month. 4. The Ministries, State Committees, agencies, institutions of the Republic of Tajikistan, local executive agencies of state power, effective 1 April 2006: а) to increase acting official pay and base pay for workers of agencies and institutions, financed from the State budget by following rates:
− for workers of science - by 40 percents and at the same time to adjust pay rates of workers of Academy of Agricultural Sciences of the Republic of Tajikistan and Academy of Pedagogical Sciences of the Republic of Tajikistan to pay rates of the Academy of Sciences of the Republic of Tajikistan;
Social Protection 1. The Ministries and agencies of the Republic of Tajikistan, local executive agencies of state power, enterprises, organizations and institutions regardless their patterns of ownership and types of activity – Effective 1 April 2006 to calculate wages not lower than established minimum wage amounting to 20 Somoni per month. 4. The Ministries, State Committees, agencies, institutions of the Republic of Tajikistan, local executive agencies of state power, effective 1 April 2006: а) to increase acting official pay and base pay for workers of agencies and institutions, financed from the State budget by following rates:
− for workers of social protection - by 40 percents; Sport 1. The Ministries and agencies of the Republic of Tajikistan, local executive agencies of state power, enterprises, organizations and institutions regardless their patterns of
ownership and types of activity – Effective 1 April 2006 to calculate wages not lower than established minimum wage amounting to 20 Somoni per month. 4. The Ministries, State Committees, agencies, institutions of the Republic of Tajikistan, local executive agencies of state power, effective 1 April 2006: а) to increase acting official pay and base pay for workers of agencies and institutions, financed from the State budget by following rates:
− for workers of other budgetary sectors - by 40 percents; Culture 1. The Ministries and agencies of the Republic of Tajikistan, local executive agencies of state power, enterprises, organizations and institutions regardless their patterns of
ownership and types of activity – Effective 1 April 2006 to calculate wages not lower than established minimum wage amounting to 20 Somoni per month. 4. The Ministries, State Committees, agencies, institutions of the Republic of Tajikistan, local executive agencies of state power, effective 1 April 2006: а) to increase acting official pay and base pay for workers of agencies and institutions, financed from the State budget by following rates:
− for workers of culture - by 40 percents;
23. Decree of the President of the republic of Tajikistan enacted on 16 march 2007, No.219 “On increase of official salaries for workers of pubic institutions and organizations and amount of social pension” Civil Service 1. Effective 1 April 2007:
− Establish the design of official pay for civil servants of agencies of state power, local executive agencies of state power, military personnel, persons of private and officer ranks of agencies of interior affairs and employees of other law enforcement agencies, courts of law, prosecutor’s office in accordance with Annexes No. No.1-38;
Education 1. Effective 1 April 2007: − establish the design of official pay for heads and rates of pay for teachers of general education institutions (schools, lyceums, gymnasium, boarding schools of all types and naming) in
accordance with Annexes 39-40; Health Care 1. Effective 1 April 2007:
− increase official pay for workers of primary health care institutions by 30 percents and for other workers of healthcare sector by 10 percent, Science 1. Effective 1 April 2007:
− increase official pay and base pay for workers of institutions and agencies financed from the State budget (excluding those who was listed in first, fifth and seventh paragraphs of Item 1 of this Decree, and for supporting and auxiliary personnel of the agencies of state power, local executive agencies of state power, military and law enforcement agencies) by 15 percent;
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Social Protection 1. Effective 1 April 2007:
− increase official pay and base pay for workers of institutions and agencies financed from the State budget (excluding those who was listed in first, fifth and seventh paragraphs of Item 1 of this Decree, and for supporting and auxiliary personnel of the agencies of state power, local executive agencies of state power, military and law enforcement agencies) by 15 percent;
Sport 1. Effective 1 April 2007: − increase official pay and base pay for workers of institutions and agencies financed from the State budget (excluding those who was listed in first, fifth and seventh paragraphs of Item 1
of this Decree, and for supporting and auxiliary personnel of the agencies of state power, local executive agencies of state power, military and law enforcement agencies) by 15 percent; Culture 1. Effective 1 April 2007:
− increase official pay and base pay for workers of institutions and agencies financed from the State budget (excluding those who was listed in first, fifth and seventh paragraphs of Item 1 of this Decree, and for supporting and auxiliary personnel of the agencies of state power, local executive agencies of state power, military and law enforcement agencies) by 15 percent;
24. Resolution of Government of the Republic of Tajikistan enacted on 3 April 2007, No.131 “On measures for implementation of Decree of the President of the Republic of Tajikistan enacted on 16 March 2007, No. 219” Civil Service 1. Effective 1 April 2007:
− establish the design of official pay for civil servants of agencies of state power, local executive agencies of state power, military personnel, persons of private and officer ranks of agencies of interior affairs and employees of other law enforcement agencies, courts of law, prosecutor’s office in accordance with Annexes No. No.1-38 to Decree of the President of the Republic of Tajikistan of 16 March 2007, No.219;
Education 1. Effective 1 April 2007: - establish the design of official pay for heads and rates of pay for teachers of general education institutions (schools, lyceums, gymnasium, boarding schools of all types and naming) in accordance with Annexes 39-40 to Decree of the President of the Republic of Tajikistan of 16 March 2007, No.219;
Health Care 1. Effective 1 April 2007: - increase official pay for workers of primary health care institutions by 30 percents and for other workers of healthcare sector by 10 percent; Science 1. Effective 1 April 2007: - increase official pay for teaching staff and for workers of Tajik State National University and selected personalities of professional art of the Theatre of Opera and
Ballet named after S. Ayni by 100 percent; Social Protection 1. Effective 1 April 2007: - increase official pay and base pay for workers of institutions and agencies financed from the State budget (excluding those who was listed in first, fifth and seventh
paragraphs of Item 1 of this Resolution, and for supporting and auxiliary personnel of the agencies of state power, local executive agencies of state power, military and law enforcement agencies) by 15 percent;
Sport 1. Effective 1 April 2007: - increase official pay and base pay for workers of institutions and agencies financed from the State budget (excluding those who was listed in first, fifth and seventh paragraphs of Item 1 of this Resolution, and for supporting and auxiliary personnel of the agencies of state power, local executive agencies of state power, military and law enforcement agencies) by 15 percent;
Culture 1. Effective 1 April 2007: - increase official pay and base pay for workers of institutions and agencies financed from the State budget (excluding those who was listed in first, fifth and seventh paragraphs of Item 1 of this Resolution, and for supporting and auxiliary personnel of the agencies of state power, local executive agencies of state power, military and law enforcement agencies) by 15 percent;
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25. Decree of the President of the Republic of Tajikistan “On increasing official pays of workers in health institutions, social protection and culture” enacted on 4 September 2007, No.331 Civil Service Education Health Care 1. Effective 1 October 2007, increase by 50 percent the acting official pays and base pays for workers of selected institutions of healthcare, financed from the State budget. Science Social Protection 1. Effective 1 October 2007, increase by 50 percent the acting official pays and base pays for workers of selected institutions of social protection of population, financed from the State budget. Sport Culture 1. Effective 1 October 2007, increase by 50 percent the acting official pays and base pays for workers of selected institutions of culture, financed from the State budget.
26. Resolution of Government of the Republic of Tajikistan “On measures for implementation of Decree of the President of the Republic of Tajikistan of 4 September 2007; No. 331” enacted on 1 October 2007, No. 517 Civil Service Education Health Care 1. Effective 1 October 2007, increase the acting official pays and base pays for workers of selected institutions and agencies of healthcare, financed from the State budget, by 50 percent,
according to Annex22. Science Social Protection 1. Effective 1 October 2007, increase the acting official pays and base pays for workers of selected institutions and agencies of social protection of population, financed from the State budget,
by 50 percent, according to Annex.
Sport Culture 1. Effective 1 October 2007, increase the acting official pays and base pays for workers of selected institutions and agencies of culture, financed from the State budget, by 50 percent,
according to Annex.
22 See Annex 1.3. to Table 2
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ANNEX 4.3. LEGAL DOCUMENTS THAT AFFECT THE PAY POLICY IN PUBLIC SECTOR
1. CIVIL SERVICE
Legal Act Law on “Civil Service” enacted on 22 February 2007
Categories of state positions for civil service
Article 10. The State Position Register of the Republic of Tajikistan shall include state positions of state power, political and administrative positions of the civil service 2. There shall be no categories set for political civil servants. З. Categories of positions for administrative civil servants shall be as specified below:
− the highest category; − the first category; − the second category; − the third category; − the fourth category; − the fifth category; − the sixth category; − the seventh category.
4. Division of administrative positions of the civil service by category shall be envisaged by the President of the Republic of Tajikistan. Years of civil service Article 37.
1. Years of civil service shall include the period of activity of the citizen in positions of the state power, political and administrative positions of the civil service, service in the law enforcement agencies and military service, as well as activities in positions of self-governance bodies of villages and towns, envisaged in the Register of state positions of the Republic of Tajikistan. 2. Years of civil service also can include other period of labor activity of the citizen according to legal and normative acts of the Republic of Tajikistan.
Qualification ranks of civil servants Article 21. 1. Qualification ranks of civil servants of the Republic of Tajikistan shall be determined by Majlisih Namoyandagon of Majlisih Oli of the Republic of Tajikistan. 2. The procedure for assigning qualification ranks shall be specified by the Regulation approved by the President of the Republic of Tajikistan.
Incentives for civil servants Article 38. 1. Civil servants shall be provided with incentives for work achievements, continuous and flawless service, and fulfilling the tasks of special significance. 2. Types of incentives and the procedure for providing incentives shall be determined by laws and other legal norms of the Republic of Tajikistan.
Attestation of civil servants Article 20. 1. With a view of improving the civil service, training, selection, staff disposition and upbringing, compliance of civil servants with the position held, as well as raising quality and efficiency of the civil service, civil servants (except for political civil servants and administrative civil servants of the highest category) shall be attested. 2. The procedure and conditions for attestation of civil servants shall be established by the Regulation approved by the President of the Republic of Tajikistan.
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Legal Act Resolution of Majlisi Namoyandagon of Majlisi Oli of the Republic of Tajikistan “On establishing qualification ranks for civil servants
of the Republic if Tajikistan” enacted on 11 May 2007, No.579 Categories of state positions of the civil service
Years of civil service Qualification ranks of civil servants The following qualification ranks shall be established for civil servants of the Republic of Tajikistan (political and administrative civil servants):
− Full State Counselor of the Republic of Tajikistan; − State Counselor of the Republic of Tajikistan − State Counselor of 1st Rank; − State Counselor of 2nd Rank; − State Counselor of 3rd Rank; − Counselor of 1st Rank; − Counselor of 2nd Rank; − Counselor of 3rd Rank; − Assessor of 1st Rank; − Assessor of 2nd Rank; − Assessor of 3rd Rank;
Incentives for civil servants Attestation of the civil servants Legal Act Decree of the President of the Republic of Tajikistan “On register of state positions of the Republic of Tajikistan” dated on 20
December 2002, No. 94623 Categories of state positions of the civil service
Years of civil service Qualification ranks of civil servants 1. To approve the attached Register of the State Positions of the Republic of Tajikistan and Qualification Requirements for state positions of the Civil
Service. Incentives for civil servants Attestation of civil servants
23 See Annex 1 and 2 to Table 3
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2. EDUCATION Legal Act Law of the Republic of Tajikistan “On Education” State guarantees in the field of education
Article 6. The Government shall guarantee the general basic obligatory education in the state education institutions. A person also can receive in the state educational institutions with the frameworks of the state education standards on a competitive basis gratuitous secondary professional, higher professional and professional, and after the professional institution the education, if the citizen receives the relevant level of education for the first time. Article 18. Education of citizens in the state institutions of basic professional education shall be in accordance with the state order on gratuitous basis. Persons who study in these institutions beyond the state order shall receive the education based on contract for a payment. Article 19 The education of citizens in state institutions of secondary professional education shall be done in accordance with the state order on competition basis on gratuitous basis. Persons who study in these institutions beyond the state order shall receive the education based on contract for a payment. Article 20. The education of citizens in state institutions of higher professional education shall be done in accordance with the state order on competition basis on gratuitous basis. Persons who study in these institutions beyond the state order shall receive the education based on contract for a payment. Citizens shall have right to receive the second higher education in the institutions of higher professional education based on contract for a payment. Article 23. Training and education of children and youth in the special education institutions shall be on gratuitous basis.
Paid activity of the educational institution
Article 47. In the state institutions of secondary education upon desire of parents (persons, replacing them) the additional education shall be organized based on contract for payment. Additional paid education shall be done out of curriculum on following directions:
− Selected educational programs and subjects that are not envisaged by education standards; − Thorough study of subjects of lessons, if such study is not determined by the relevant type of the educational institution; − Other types of education beyond state educational standards.
Fees for additional education shall be paid by parents (persons, who replace them) to the bank account of the education institution. In the state institutions of general basic and general secondary education, the parents (persons, replacing them) can voluntarily contribute funds for the current repair of the classes, educational buildings and purchase of necessary educational equipment. Proper use of voluntarily funds shall be done by the decision of the parents’ committee based on calculation of costs, submitted by the educational institution via cashier’s office of the relevant educational institution. Workers of the education sphere, class leaders, educators, curators, administration of educational institution shall be prohibited to collect cash and non-cash money from the students and their parents (persons, replacing them). Teachers of all types of educational institutions shall be allowed to work as tutors and other types of entrepreneurial activity, not prohibited by the legislation of the Republic of Tajikistan, based on contract for payment. Income taxes from these types of activity shall be collected according to legislation of the Republic of Tajikistan.
Funding of general education institutions
Article 43. The funding source of all education, production, scientific and economic activity, social and economic development of the education shall be budgetary and extra-budgetary means, including means of the founders themselves and other sources. The State shall annually allocate funds for the operation of the education system. The educational institutions shall be granted with financial independence within the limits of allocated and received means from other sources. The educational institution shall have right to attract in accordance with the order established by the legislation of the Republic of Tajikistan, the additional financial, including foreign currency means for provision of paid additional services and other activity, envisaged by its charter, as well as on account of charity and purposeful contributions of individual and physical, including foreign entities. The additional funding sources of educational institutions can be:
− incomes from realization of products, rendering works and services of the education and production institutions; − incomes from works, services of scientific and scientific and methodological character; − training, improving of qualification and retraining of personnel in the state educational institutions based on contract for payment; − commercial and production activity in the educational process and other forms of activity, not prohibited by the legislation of the republic, if they are
not go to the prejudice of main activity of the educational institution; − voluntary charity contributions and other means received from state, non-state, public organizations and from individual persons; − loans from banks and crediting institutions.
Funds of state educational institutions shall be used in accordance with the standard statutes approved by Government of the Republic of Tajikistan and charter of the educational institutions.
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Legal Act Law “On basic professional education” enacted on 17 May 2004 State guarantees in the field of education
Article 4. For the purpose of implementation of state policy in the field of basic professional education and professional training, the state shall guarantee the right to receive basic professional education to citizens who received basic general education or general secondary education. Citizens of the Republic of Tajikistan shall be guaranteed with the receipt of gratuitous professional education in the state educational institutions in accordance with the requirements of state educational standard for basic professional education, if the citizen receives the education of this level for the first time. Orphan students can receive the second profession of basic professional education on gratuitous basis. Citizens of the Republic of Tajikistan shall be guaranteed with the freedom of choice of educational institution, as well as with type of receiving of basic professional education. Article 23. Education of handicapped juveniles with physical disabilities and handicapped children The specialized educational institutions of basic professional education shall be established for education, training and medical treatment of handicapped juveniles with physical disabilities, as well as for handicapped children. The students of state specialized educational institutions shall be under full state provision.
Paid activity of the educational institution
Article 27. The state educational institutions shall have rights to provide to population, enterprises, institutions and agencies the contractual (paid) and additional educational services, education on additional educational programs, teaching at special courses and cycles of disciplines, tutoring, and lessons with in-depth study of the profession and other services, which are not envisaged by relevant programs of state professional basic education. Non-state institutions of basic professional education shall have right to receive payments from the students for the educational services, including for education within the frameworks of state obligatory standards of basic professional education that are not considered as entrepreneurial, if incomes received from this activity completely go to cover expenses of provision of educational process, including to salary, development and improvement in this educational institution of basic professional education. Mutual relationship between the non-state educational institution and the student, trainee, his/her parents (legal representatives) shall be regulated by contract that determines the level of education, terms of education, amount of payment for the education, other conditions. Contractual (paid) educational services cannot be rendered in place of educational activity, funded using means from the state budget.
Funding of general education institutions
Article 26. The general order of funding of education institutions of basic professional education shall be regulated in accordance with the legislation of the Republic of Tajikistan. Main source of funding of educational and production and economic activity, social development of educational institutions shall be means from the state budget, enterprises, institutions and other sources. Funding of educational institutions of basic professional education shall be added with following extra-budgetary funds:
− operating revenue, provision of paid educational services; − means of employers, state and non-state enterprises; means employment agencies; sponsors’ funds and other means that do not contradict to active
legislation; − personal means of students and their parents.
Training of specialists in non-government education facilities of basic professional education also can be funded from the state budget in accordance with the state normative effective from the date of receiving the state accreditation with state order to train the personnel. Funding of the professional training, retraining and advanced training of workers, employees and jobless citizens shall be done using fund of interested enterprises, institutions and agencies, employers, as well as at the expenses of employment agencies.
Legal Act Law of the Republic of Tajikistan “On higher and postgraduate education” enacted on 21 November 2007 State guarantees in the field of education
Article 3. The State shall provide the priority of higher and post-graduate professional education development through financing using funds from the state budget or grants, as well as through creation of favorable conditions for self-financing for training of specialists and scientific and pedagogical personnel according to established norms;
Paid activity of the educational institution
Article 36. The higher educational institution according to its Charter can render the paid activity in the field of education and other spheres, if this is not to the prejudice of its main activity. The paid educational activity of higher educational institution cannot be performed instead of and within the frameworks of educational activity, financed from the budget. Otherwise, the means earned as a result of such activity shall be confiscated according to the law. The State higher educational institution shall have rights within the limits set by the license to perform, beyond the budget means, admission of students, training of specialists based on contracts with payment of education by individual and/or legal entities in the volume as agreed with the body of state power.
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Issues of contracts on paid activity by the higher educational institutions shall be solved by the higher educational institutions themselves based on contracts that do not contradict to the legislation of the Republic of Tajikistan and Charter of the higher educational institution.
Funding of educational institutions
Article 35. Funding of educational activity of the state higher educational institution using budget funds shall be done by the state agency for administration of education or the bodies of executive power that supervise these institutions according to state assignments for training of specialists, retraining and improving the qualification of workers, on the basis of established state, including agency, norms of funding. The activity of non-state higher educational institutions shall be funded by their founder (founders) according to the agreement among them. On the agreement among the founder (founders) and the higher educational institution, this activity can be performed based on partial or full self-financing. Scientific researches, conducted by the state higher educational institutions, shall be funded by the state agency for administration of education and/or the bodies of executive power that supervise these institutions. State higher educational institutions shall independently define the direction and procedure of using of funds, received from the budget or other sources, not prohibited by the legislation. Unused funds in the current period (year, quarter, or month) shall not be withdrawn from the state higher educational institutions or set off to the volume of funding of these higher education institutions for the next period. The higher educational institution shall have accounts in bank and other credit organizations for saving monetary means and performing all types of payment, credit and cash operations, including with foreign currency.
Legal Act Resolution of Government of the Republic of Tajikistan enacted on 3 April 2007, No.171 “On Standard Statute on educational
institution of the Republic of Tajikistan” State guarantees in the field of education
Paid activity of the educational institution
36. In the state institutions of general education upon desire of students and their parents (persons, replacing them) the paid education services shall be allowed to organize based on contract for payment. Additional paid lessons shall be done out of educational time on following directions:
− on selected learning programs and selected subjects that are not stipulated by state educational standard; − in-depth study of subjects; − group and individual consultations on selected subjects.
Types and forms of additional paid services shall be determined by Regulation on listed additional paid services in the general education institutions of the Republic of Tajikistan, approved by the Ministry of Education of the Republic of Tajikistan. The general educational institution shall envisage this activity in its Charter.
Funding of general education institutions
70. Sources of forming the property and financial resources of the general education institution shall be means from republican budget, local budget, agency, organization, tutorship, from additional education, contribution from parents, charitable contribution from individual persons and citizens, additional educational services, sale of its products, other sources envisaged by legislation of the Republic of Tajikistan (teaching of cycles of subjects, including sport societies and other alliances). The paid services shall not replace the acting means, paid from the budget. 71. Funding of general education institution shall be dome based on state and local norms per one student. For the ungraded rural general educational institutions while determining the norms of funding, the expenses shall be taken into consideration that does not depend of number of students. Rising by general educational institution of additional means shall not entail the decrease of norms and absolute amounts of its funding from the budget of founder.
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Legal Act Resolution of Government of the Republic of Tajikistan “On approval of Rules for normative (per capita) funding of the general
education institutions” enacted on 1 October 2007, No. 505 State guarantees in the field of education
For the purpose of improving the mechanism of normative (per capita) funding of general education institutions, the efficient use of budget means, the Government of the Republic of Tajikistan enacts: 1. Approve attached Rules for normative (per capita) funding for general education institutions. 2. The Ministry of Finances of the Republic of Tajikistan and local executive agencies of state power shall perform funding of general education institutions according to minimum norms and special coefficients for normative (per capita) funding of general education institution (Annex 1) and schedule of transit it normative (per capita) funding of general educational institutions of the Republic of Tajikistan for 2008-2010 (Annex 2).
Paid activities of educational institutions Funding of educational institutions
3. Budget of general education schools, transited to normative (per capita) funding, shall be formed based on calculation of minimum normative of funding on types of school per one student and per one school and special coefficients on formula according to this procedure. 4. Minimum normative shall be established by the Government of the Republic of Tajikistan on submission of Ministry of Finances of the Republic of Tajikistan as agreed with the Ministry of Education of the Republic of Tajikistan. Minimum normative (per capita) funding shall be established within the frameworks of budget process, shall include into budget instruction and allocated by separate lane. 5. Minimum normative by type of schools shall be unified for all general education institutions of the republic, which have transited to form of normative (per capita) funding.
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3. HEALTH Legal Act Law of the Republic of Tajikistan “On protection of health of population” enacted on… State guarantees on provision of healthcare to population
Article 3. Protection of health of the population of the Republic of Tajikistan shall be implemented through: − provision of free medical services to population in accordance with the procedure established by the Government of the Republic of Tajikistan;
Article 4. The competences of Government of the Republic of Tajikistan: − development, approval and implementation of Program of state guarantees on provision of population with free medical services, as well as with
basic obligatory health insurance to the citizens of the Republic of Tajikistan; Article 22. Citizens of the Republic of Tajikistan shall be provided with free medical services in institutions of state healthcare system in accordance with the order established by Government of the Republic of Tajikistan. In other cases, provision of healthcare to citizens shall be provided using funds of individual and legal entities in enterprises and institutions of state healthcare system in accordance with the order established by Government of the Republic of Tajikistan.
Funding sources for institutions of state healthcare system
Article 44. The funding sources for the system of free healthcare institutions shall be: − means from budgets of all levels allocated by economic norms and calculations; − means from special purpose funds, allocated for protection of health of citizens; − monetary fund allocation from republican, local and other monetary funds; − means received as a result of settling claims of agencies and institutions of healthcare against individual and legal entities, despite patterns of
ownership, located on the territory of the Republic of Tajikistan, on compensation of expenses for medical treatment and curative measure in cases of accidents and violation of technological processes, pollution of environment, violation of sanitary norms and rules, which resulted in breakdown or loss of health of citizens;
− means, received by agencies and institutions of healthcare as a result of entrepreneurial and other extra-budgetary activity that does not contradict to the legislation of the Republic of Tajikistan;
− bank loans; − deductions from profit of enterprises, organizations, which remains at their disposal, charitable contribution and donation from organizations,
enterprises, regardless their pattern of ownership, citizens, including from other states; other sources, use of which shall not contradict to the legislation of the Republic of Tajikistan.
Copayment Article 22. Citizens of the Republic of Tajikistan shall be provided with free medical services in the institutions of state healthcare system in accordance with the order established by Government of the Republic of Tajikistan. In other cases, provision of healthcare to citizens shall be provided using funds of individual and legal entities in enterprises and institutions of state healthcare system in accordance with the order established by Government of the Republic of Tajikistan.
Legal Act Resolution of Government of the Republic of Tajikistan “On regulating the provision of healthcare to population of pilot districts of the
Republic of Tajikistan in 2007” State guarantees of provision of healthcare to population
1. Programs of State guarantees on provision of healthcare to population that lives in pilot districts (hereinafter – Program) is developed in accordance with the legislation of the Republic of Tajikistan in the field of health protection of population and is implemented in pilot districts. Program for the 2007 has got pilot character and implemented in Rasht district of the republican subordination and city of Tursun-zade, Danghara district of Khatlon Region and Spitamen district of Sughd Region. The program shall determine types, volume and terms for provision of healthcare in state institutions of healthcare on free basis and on basis of copayment (participation of population) in accordance with volumes of funding of healthcare of districts for 2007 from the state budget, as well as existing donor resources on realization of relevant programs in the field of population health protection. This program shall define the population segment and patient census, listed in Annex No. 1 as a beneficiary category on receiving free medical services on terms envisaged under this Program.
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Funding sources for state healthcare institutions
1.1. Funds, received by healthcare institutions for rendering services of non-medical character and selected types of medical services upon desire of citizens shall be referred to as special funds. 1.2. Special means shall represent the additional source of funding for healthcare institutions. 1.3. This rule shall be applied in pilot districts: Danghara district of Khatlon Region, Spitamen district of Sughd Region, Rasht district of republican subordination and city of Tursoon-zade. 2.1. Special means of healthcare institutions shall be formed using payment from individual and legal entities of following types of services on Unified price list for medical services, approved by established procedure:
− medical examination of state of health of citizens when entering into job, receiving driver’s license; − citizens of CIS countries, excluding citizens with permanent residence on the territory of the Republic of Tajikistan, as well as those who have
residence permit according to signed international treaties and agreements – the medical services shall be rendered at actual costs; − to foreign citizens; − medical and non-medical services; − cosmetology services; − economic and contractual works; − means from auxiliary agricultural entities and medical facilities; − motor-transport services; − emergency ambulance service of cultural events.
2.2. Rendering paid serviced shall be formalized by a contract that regulates terms and conditions of their receipt, procedure of settlement, rights, obligations and responsibility of the parties (Standard contract is under design and approval of the Ministry of Health of the Republic of Tajikistan). 2.3. Foreign citizens shall be provided with the healthcare based on full payment according to Unified price list for medical services, approved by established procedure. 3.1. Utilization of special funds shall be based of budget approved by procedures established for healthcare institutions. 3.2.Record keeping of special funds and reporting requirements shall be in according with procedure established by the Ministry of Finances of the Republic of Tajikistan.
Copayment 1. Rule for copayment of population for medical services rendered by state healthcare institutions in 2007 in pilot districts (hereinafter – the Rules) are developed based on the Law of the Republic of Tajikistan “On protection of health of population” and Resolution of Government of the Republic of Tajikistan enacted on 10 May 2005, No. 171 “On approval of Health Sector Financing Strategy of the Republic of Tajikistan for 2005-2015”. Co-financing (copayment) shall mean the participation of citizens in payment of prices of medical services, rendered beyond the volume of funding for Program of state guarantees on provision of citizens with healthcare (hereinafter-Program). Copayment shall be introduced in healthcare institutions for specialized ambulatory care, laboratory and diagnostic researches at ambulatory level and selected types of medical services in hospitals on terms of state guarantees program; This rule shall be applied in pilot districts where Program of state guarantees on provision of population of pilot districts of the Republic of Tajikistan with healthcare for 2007 is introduced, which expires on 01.01.08г. 5.1. Copayment means shall be paid by healthcare institution on to special account. 5.2. Copayment means shall be used for additional wage with deductions to events related to medical and diagnostic process, purchase of medicines and food for patients. 5.3. Copayment means shall not be used for payment of municipal services, business trips, major repair of rooms (buildings), and construction.
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4. SCIENCE Legal Act Law of the Republic of Tajikistan “On science and state scientific and technology policy” enacted on 21 May 1998 Academy of Sciences of the Republic of Tajikistan and sector Academies of Sciences
Article 6. Academy of Sciences of the Republic of Tajikistan, sector academies of sciences shall have the state status and shall be funded from the state budget, shall be lodged with power to manage its activity and property. Funding of Academy of Sciences of the Republic of Tajikistan and sector academies of sciences shall be out of state budget by separate lane and other sources not prohibited by the legislation of the Republic of Tajikistan.
Funding of scientific and scientific and technological activity
Article 17. Financial provision of scientific and/or scientific and technological activity shall be based on its targeted orientation and manifoldness of funding sources. Funding of this activity shall be out of state budget of the Republic of Tajikistan, local budgets, extra-budgetary sources (own or attracted means of economic agencies and their alliances, as well as means of customers of works), other sources in accordance with the legislation of the Republic of Tajikistan. Government of the Republic of Tajikistan shall organize and implementation of state budget in part of expenditures for scientific researches and experimental development, shall determine the process of establishment of state fund for maintaining the scientific and/or scientific and technological activity, shall approve allocation of means provided from the state budget for these purposes between state customers of purposeful programs, state agencies of executive power, scientific organizations and the given state funds. The fundamental scientific researches shall be financed from the state budget. With a view to promote the initiative projects of fundamental scientific researches, selected based on competition according to procedure established by Government of the Republic of Tajikistan, the supporting funds for scientific and/or scientific and technological activity shall be established. State scientific and technological programs, higher priority applied scientific researches and experimental development shall be funded from the state budget, supporting funds of scientific and/or scientific and technological activity and in order of equity participation using funds from organizations, alliances, banks and other economic agents. In order of equity participation, can be funded also scientific and technological programs, formed and implemented based on international and inter-sector scientific and technological agreements, scientific and technological programs for creation of new types of technologies and technologies of dual application. Works of local significance can be funded using means from local budgets and in order of equity participation using funds of organizations, alliances, banks and other economic agents. From the state budget can be financed, including in order of equity participation, the most urgent regional scientific and scientific and technological programs and projects, results of implementation of which can be used in other regions. Funding of scientific and/or scientific and technological activity shall be done by state based on combination of financial support of scientific institutions and purposeful funding of specific scientific and scientific and technological programs and projects.
Attestation Article 4. Legal bases of evaluation of qualification of scientific workers and specialists of scientific institution and criteria for this evaluation shall be determined according to procedure established by Government of the Republic of Tajikistan and shall be provided with state attestation system. The attestation results can be appealed and cancelled by superior attestation committee. In case of violation of procedure and criteria of evaluation of qualification of scientific workers and specialists of scientific institution, the attestation results can be appealed and cancelled by court of law.
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Legal Act Law of the Republic of Tajikistan “On Academy of Sciences of the Republic of Tajikistan” enacted on 20 May 2002 Academy of Sciences of the Republic of Tajikistan and sector Academies of Sciences
Article 19. Financial means of the Academy of Sciences Financial means of the Academy of Sciences shall be formed from:
− means of republican and local budgets allocated to scientific, scientific and technology and innovation activity; − means of special purpose funds; − receipts from economic activity of the Academy of Sciences, including from deduction form profit of commercial enterprises, established with the
participation of the Academy of Sciences; − voluntary contribution and charitable endowments of enterprises, organizations, funds and individual entities, including foreign; − other sources not prohibited by law.
Budget means allocated for funding scientific and scientific and technology activity, shall be used for: − fundamental and applied researches; − scientific and technology programs and innovation projects; − training and improvement of qualification of scientific personnel; − development of material and technical base of the Academy of Sciences and its organizations; − organizational support to activity of the Academy of sciences, maintenance of Presidium of the Academy of Sciences and Central scientific library; − monthly additional payments for academic ranks of academicians and corresponding members of the Academy of Sciences and academic degrees; − preparation and publishing of scientific and technological and scientific and methodical literature; − scientific and scientific and practical events; − international scientific and technological cooperation based on international treaties; − coverage of social expenses (medical treatment, disease prevention, promotion of health of workers, allocation of concessional loans for social
problems); − financing of expenditures related to consideration of works, recommended for State Awards of the Republic of Tajikistan in the field of science and
technology; − financing of expenditures related to consideration of works, recommended for awards of the Academy of Sciences and payment of these awards; − allocation of special scholarship of the Academy of Sciences for the best students and post-graduates of the Republic of Tajikistan.
The budget funds can be used also for: − maintaining objects of social sphere; − financing of capital construction of objects of scientific and production and social purpose; − allocation in accordance with the legislation of the Republic of Tajikistan to workers of the Academy of Sciences the one-time gratuitous subsidies
for construction (reconstruction) or purchase of living quarters. Financial means received shall be used by the Academy of Sciences according to decision of its presidium. Means not spent by end of year shall be kept for the next year.
Funding of scientific and scientific and technological activity
Attestation
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Legal Act Resolution of Government of the Republic of Tajikistan enacted on 1 September 1997, No. 395 “On creation of Attestation Commission
of the Republic of Tajikistan on attestation of scientific and scientific and pedagogical personnel of high qualification” Academy of Sciences of the Republic of Tajikistan and sector Academies of Sciences
Funding of scientific and scientific and technological activity
Attestation In pursuance of the Agreement between Government of the Russian Federation and Government of the Republic of Tajikistan on cooperation in the field of attestation of scientific and scientific and pedagogical personnel of high qualification, signed in Dushanbe on 12 February 1997, Government of the Republic of Tajikistan resolves: 1. Establish under the Academy of Sciences of the Republic of Tajikistan the Attestation commission of the Republic of Tajikistan on attestation of scientific and scientific and pedagogical personnel of higher qualification. 2. Approve attached Regulation on Attestation commission of the Republic of Tajikistan on attestation of scientific and scientific and pedagogical personnel of high qualification.
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5. SPORT Legal Act Law of the Republic of Tajikistan “On Physical Culture and Sport” enacted on 5 March 2007 Labor activity in the field of physical culture and sport
Article 35. 1. The labor relations of workers in the field of physical culture and sport shall be regulated by labor legislation of the Republic of Tajikistan. 2. Persons who have sport, professional qualification and sport ranks established by the legislation shall be allowed to labor activity in the field of physical culture and sport. List of positions for such workers shall be established by Government of the Republic of Tajikistan. 3. Persons who have relevant referee training and taken special training in physical culture and sport institutions, as well as attested by established order as referees on types of sport shall be allowed to judge sport competitions and physical and culture events. 4. Depending on level of education, years of service, level of professional training, the workers of physical culture and sport organizations shall be granted by qualification ranks, procedure of granting of which shall be regulated by normative actions of the Government of the Republic of Tajikistan. 5. Workers of physical culture and sport organizations shall attract citizens, regardless of age, to physical culture and sport, promote increase of students in sport groups, sections and teams on type of sport, organize specific physical culture and sport and pedagogical work, initiate implementation of industrial gymnastics in the order of labor, ensure training of sportsmen of high ranks, form such qualities as civil and moral position, patriotism, ability to work, obey the discipline and rules of sport competition of citizen who enjoy physical culture and sport and sportsmen. 6. For the successful and fruitful activity in the field of physical culture and sport, the incentive measures shall apply, and for the improper execution of assigned responsibilities, the disciplinary sanction shall apply in accordance with the labor legislation of the Republic of Tajikistan. 7. For the longstanding and fruitful activity in the field of physical culture and sport, the workers of physical culture and sport institutions shall have rights to be awarded with the mark of distinction and awarding the honorary degrees, including degrees of “Honorary worker of physical culture and sport”, other awards and other forms of incentives. Workers of physical culture and sport institutions can be awarder with signs and honorary degrees established according to state authorized agency and National Olympic Committee of Tajikistan.
Funding of physical culture and sport Article 31. 1. Funding of physical culture and sport shall be from the state budget and other sources, not prohibited by law. Funding sources and incomes of the physical culture and sport also are:
− incomes from entrepreneurial and other economic activity; − means from rendering physical culture paid and recreational services to population; − means from sport lotteries according to established procedure; − voluntary contribution of population; − membership fees from participants of public physical culture and sport institutions; − means from special funds on types of sports; − incomes from sport and theoretic events, sponsors’ support; − deductions from organizations for using the sport symbols and emblems; − foreign investments and funds from international funds; − receipts from international organizations and other legal funding.
2. State support to physical culture and sport shall be in accordance with the state and local programs of development of physical culture and sport.
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ANNEX 4.4. LEGAL DOCUMENTS REGULATING THE PAY POLICY IN INSTITUTIONS REGARDLESS THE FORM OF OWNERSHIP 1. Labor Code Establishment of amounts of remuneration of labor for workers
Article 101. Remuneration of labor for workers shall be established depending on quantity and quality of labor they spent. The measure of labor input shall be the norms of labor (performance rate, time value, service norm), established for workers based on acting minimum wages, base pays and inter-class coefficients by employer as agreed with the representative body of workers according to level of technology and organization of production, with ensuring decent conditions of labor for workers. Amount of remuneration of labor shall be established upon agreement between the employer and the employee. Amount of remuneration of labor cannot be less than minimum wage established by the State (Article 103 of this Code) and shall not be limited with any maximum. System of wage, amounts of base pay, salaries, different types of payments shall be established to: 1) workers of organizations funded from the state budget – laws and other normative actions; 2) workers of organizations with combined funding – budget funding and entrepreneurial activity – by laws and other normative and legal actions, as well as with collective treaties (agreements), local normative actions of the organization; The employer shall have right to establish different systems of bonuses, incentive payments and increments based on opinion of representative body of workers of the organization (revision of Law of the Republic of Tajikistan enacted on 17.05.2004, .No. 26).
State guarantees on remuneration of labor for workers
Article 102(1). System of state guarantees shall include: 1) base pay system consisting of following elements: base pay rates (wages), wage grid, wage coefficients. Complexity of performing labor shall be determined based on their job evaluation. Job evaluation and awarding wage categories for workers shall be based on Unified wage and qualification manual of works and occupations of workers, unified qualification manual for positions of leaders, specialists and servants, to be approved by Government of the Republic of Tajikistan; 2) minimum wage in the Republic of Tajikistan; 3) value of base pay for first category in Unified wage grid for workers of the Republic of Tajikistan for workers of public sphere; 4) republican rates for remuneration of labor, hourly and/or monthly base pays (salaries) that determine the levels of remuneration of labor for specific professional and qualification groups of workers of organizations funded from the state budget and using state subsidies; 5) amounts of increase of remuneration of labor for work in conditions that differ from normative, including for work in night shifts, weekends and holydays, overtime work, in the locations of unfavorable natural and climate conditions, work at hazardous and severe conditions for labor; 6) measures for maintaining the real level of wage in accordance with the legislation of the Republic of Tajikistan; 7) limits of amounts of deductions from the wage, including amounts of incomes’ taxation; 8) state control and oversee over timely payment of wages, implementation of state guarantees in part of its sizes; 9) responsibility of employers for violation of terms of collective treaty (agreement) on remuneration of labor. The state guarantees in the field of remuneration of labor shall be subject to workers being in labor relations and employment basis wit the employers of all patterns of ownership (revision of RT Law enacted on 17.05.2004, .No. 26).
Minimum wage Article 103. Minimum wage – state minimum obligatory amount of monetary payments to employee by the employer during month for work in normal conditions with observance of working hours established in this Code and performing the established labor responsibilities. The amount of minimum wage shall be established by the President of the Republic of Tajikistan. The minimum wage shall be base for establishing on the territory of the Republic of Tajikistan the levels of state base pays for remuneration of labor. The minimum wage shall not include additional payments, increments, cash bonuses, as well as increases wage on variance from normal duration of working hours (Articles 105, 106 of this Code). In the districts and locations where are district coefficients, coefficients for work in desert, waterless locations and high mountain areas to wages (Article 104 of this Code), the minimum wage shall be determined with application of these coefficients and allowances . In the collective treaties (agreements), (excluding those, which part is an organization financed from the state budget, and which uses state subsidies) can be stipulated a greater amount on minimum wage (revision of RT Law enacted on 17.05.2004, .No26).
District coefficients and allowance to wages
Article 104. The district coefficients and allowance to Remuneration of payment shall be established in the districts and localities with unfavorable natural and climate and housing conditions. The list of regions, where district coefficients and allowances shall be used, as well as their amount and procedure of payment, shall be established by the Government of the Republic of Tajikistan.
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State tariffs in the field of remuneration of labor
Article 104(1). State tariffs in the field of remuneration of labor in the Republic of Tajikistan shall be hourly and/or monthly base pays (wages) and official salaries that determine the minimum levels of remuneration of labor for specific professional and qualification groups of workers of organizations, funded from the budget. Other employers shall use established base pays for the differentiation of remuneration of labor for workers as minimum guarantees of remuneration of labor. State tariffs in the field of remuneration of labor shall be determined based on minimum wage by wage coefficients of Unified wage grid of workers in the Republic of Tajikistan and established by the Government of the Republic of Tajikistan of the base pay of first category with the participation of trade unions for differentiation of minimum levels of remuneration of labor on professional and qualification groups of workers. State tariffs in the field of remuneration of labor, as well as calculated using them the hourly, daily and other base pays shall not be subject to decrease and shall be the basis for establishing the specific amounts of wages and salaries in the collective treaties (agreements), as well as in relevant budgets of means for support of organization funded from the state budget. State tariffs in the field of remuneration of labor shall be changed upon increase if minimum wage (revision of RT Law enacted on 17.05.2004, .No.26).
Remuneration of labor for workers Article 104(2). Remuneration of labor for workers shall be performed based on hourly and/or monthly base pays (wages), to be determined in the collective treaty (agreement), labor contract, and in the organization funded from the state budget – by Government of the Republic of Tajikistan. Reference of performed works to specific wage categories (positions) and awarding to hired workers of relevant qualification shall be performed according to procedure to be determined by the collective treaty (agreement) or employer according to Unified wage and qualification manual for works and occupations for workers, Unified qualification manual for positions of leaders, specialists and servants, other qualification manuals, approved according to established procedure. Workers, who perform norms of labor, shall be awarded with higher qualification category in the first place. If the worker successfully performed for not less than three months within one year the works of higher qualification, he/she shall have right to demand awarding a higher qualification category according to established procedure (revision of RT Law enacted on 17.05.2004, .No.26).
Form, system and amount of remuneration for labor
Article 104(4). The form, system and amount of remuneration for labor of workers, including additional payments of stimulation and compensation character shall be established by the employer based on collective treaty (agreement) and labor contract. The form and system of remuneration for labor of civil servants and persons equal to them shall be established by law. The form and system of remuneration for labor of workers of organizations funded from the state budget shall be established by the employer, and the amount of remuneration for labor – by the Government of the Republic of Tajikistan. Differentiation of amount of remuneration for labor shall be performed depending on complexity and intensiveness of labor, its conditions, level of qualification of workers (revision of RT Law enacted on 17.05.2004, .No.26).
Resolution of Council of Ministers of the Republic of Tajikistan enacted on 21 September 1993, No.487 “On introduction of the “Unified wage grid on remuneration of labor” as effective of 1 October 1993”
1. Approve and put into force effective 1 October 1993 the Unified wage grid on remuneration of labor for workers in the Republic of Tajikistan, consisting of 28 categories with inter-class wage coefficients ranging 10-11 percents according to Annexes No.1-224.
2. Establish as base of Unified wage grid the base pay of first category amounting to acting minimum wage. 3. Wages and salaries, established on Unified wage grid for workers of education, healthcare, social security, culture, archive institutions, higher and line sectors of science and other organizations
funded from the budget shall be the state guarantee of minimum wage on the territory of the Republic of Tajikistan. 4. Enterprises and organizations of self-financing sector of the economy of the Republic of Tajikistan, regardless the patterns of ownership, shall use the wage categories of the Unified wage grid
as a minimum wage, as well as benchmarks when differentiating the remuneration of labor for professional and qualification groups working on contracts. 5. For professional and qualification groups, the wages and salaries shall be established based on observance of established by the legislation of the duration of working hours and performing by
worker of labor responsibilities (work-time standard). 6. Additional payments and increments to base pay and official salaries of compensation character (for the conditions of labor that deviate from the normal, for working in nightshifts and overtime,
weekends and holidays, etc.) shall be applied according to earlier established procedure. 7. Increase of salaries for persons, who have honorary degree of “People’s teacher of the USSR”, “People’s doctor of the USSR”, “Merited teacher”, “Merited doctor”, “Merited pharmacist” “and
Merited coach”, and other similar degrees shall be according to procedure and in amounts to be determined by Government of the Republic of Tajikistan.
24 See Annex 1 to table 4
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8. In cases when introduced wages and salaries for workers according to this resolution based on coefficients, increments and benefits shall be lower that actual wages and salaries based on coefficients, increments and benefits to the workers during their service in this institution, enterprise and organization in this or other higher position shall be paid the relevant difference in wage (based on benefits).
To authorize the heads of ministries and agencies with the right within limits of the established wage-bill to increase or decrease the wage coefficient for the worker within the limits of first category depending on his/her qualification and education level for workers of subordinate enterprises, institutions and organizations. (RCMRT as of 15.08.94, No.394)
9. Establish that introduced new wages and salaries according to Unified wage grid are not the increase of wages, in connection of which it is being introduces in the specific institutions, organizations and enterprises within budget allocation, as well as funds received from events on improving the management structure and expansion of economic activity. Law of the Republic of Tajikistan “On indexation of incomes of population based on increase of prices for the consumer goods and services” Objects of indexation Article 2. Indexation shall be applied to monetary incomes of citizens received in national currency on the territory of the Republic of Tajikistan not of one-time character:
state pensions, social allowances (to families with children, unemployment compensation, benefits in case of temporary incapacity to work, etc.), stipends, remuneration of labor (wages, salaries), sum of compensation for damage, caused by injury or other damage to health, related to performance of labor. (RT Law No. 421 enacted on 15.05.1997) Indexation shall not be applied to monetary incomes of citizens received from rent of property, from bonds and other valuable securities, excluding state valuable securities, management of dehkan (farm) economy and individual household plot, entrepreneurial and other activity, which is source for monetary incomes from property. (RT Law No. 421 enacted on 15.05.1997) Compensation of losses to population due to deterioration in value of savings in the institutions of Savings bank of the Republic of Tajikistan, other banks, as well as deposited in certificates of these banks, state treasury obligations, obligations of state domestic premium bond issue, as well as contributions to organizations of State Insurance shall be implemented through changes in interest rates in accordance with the procedure established by Law based on price indexes.
Determination of amount of indexed monetary income
Article 3. Increased amount of monetary incomes due to indexation shall be determined by multiplying the value of income subject to indexation to index of consumer cost. Herewith the corrective coefficients, scales and other normative that determine the republican minimal guarantees for indexation established by Resolution of the Government of the Republic of Tajikistan can be used, as well as terms stipulated by agreements and collective treaties between the owners on one side and representatives of interests of workers on another side.(RT Law No. 421 enacted on 15.05.1997) In locations where coefficients established to wage, pensions and allowances, the amount of indexed income shall be determined based on these coefficients.
Procedure and amount of indexation of incomes of the population
Article 5. Procedure and amounts of indexation, monetary incomes of population shall be determined concerning: − remuneration of labor (wages, salaries) for workers of state enterprises, agencies and institutions that perform their activity based on budget funding; (RT Law No. 421
enacted on 15.05.1997) Grounds for indexation Article 6. Indexation of monetary incomes shall be performed upon existence of terms, to be determined by the resolution of Majlisi Oli of the Republic of Tajikistan or
agreements and collective treaties. (RT Law No. 421 enacted on 15.05.1997) Such terms shall be: 1. The threshold of indexation – value of increase of consumer costs (on fixed set of goods and services, stipulated by Article 4 of this Law), excess of which shall be ground for indexation; 2. Periodicity of indexation – established frequency of indexation (once a year, half year, quarter). The threshold of indexation and procedure for its application, the periodicity of indexation shall be established in accordance with the resolution of Majlisi Oli of the Republic of Tajikistan, agreements and collective treaties. Increase of monetary incomes of citizens due to indexation shall be effective the first day of month following after month in which the index of consumer costs has been officially published. (RT Law No. 421 enacted on 15.05.1997)
Sources of means for the indexation Article 7. Sourced of means for indexation shall be: − on remuneration of labor (wages, salaries) for workers of state enterprises, institutions and agencies that perform their activity based on budget funding (health, public
education, culture, science and other), allocation from the republican budget and relevant local budgets; (RT Law No. 421 enacted on 15.05.1997) − on remuneration of labor (wages, salaries) for workers of medical, recreational, preschool, sport, culture and educational institutions and agencies, under balance sheet
of enterprises, organizations and trade-unions based on means of relevant enterprises, organizations and trade-unions, and in part of funded from the republican and local budgets – allocations from the relevant budgets;
− on deposits Revision of amounts of incomes subject to indexation
Article 10. Amounts of remuneration of labor (wages, salaries), state pensions, social allowances, stipends and other monetary incomes shall be increased in accordance with the established procedure due to indexation for the past period. With a view to avoiding taking out the part of incomes of population, received due to indexation, the amounts of minimal non-taxable income shall be revised in accordance with the procedure stipulated by legislation of the Republic of Tajikistan.
Resolution of Government of the Republic of Tajikistan enacted on 17 April 1998, No.122 “On conditions of work on secondary employment and hourly remuneration of labor for workers of enterprises of the Republic of Tajikistan”
160
With a view to create to workers and employees the conditions for additional participation in the public production and increase of material provision of working persons, the Government of the Republic of Tajikistan enacts: 1. Approve as effective on 1 April 1998 for workers of enterprises of the Republic of Tajikistan: - Conditions for work on secondary employment for workers of enterprises according to Annex No.1 to this Resolution; - Conditions for work on hourly remuneration for workers of enterprises according to Annex No.2 to this Resolution. 2. Disseminate the conditions for work on secondary employment and hourly remuneration of labor to all enterprises, regardless of patterns of ownership and types of activity in the Republic of Tajikistan. 3. Ministries and agencies, chair persons of regions, cities and districts of the Republic of Tajikistan shall strengthen control over observation of the established procedure and bring persons to strong responsibility for violation of this procedure.
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ANNEX 5: CHANGE IN PAY STRUCTURE IN CIVIL SERVICE: AN ILLUSTRATION AT THE MINISTRY LEVEL25
Before Reforms (as of 2005) Now (as of end-June 2008)
Base Pay, TJS per month
Suppl., BP=100
Monthly Wage,
BP=100
BP Decomp.
Level
Wage Decomp.
Level
Base Pay, TJS per month
Suppl., BP=100
Monthly Wage,
BP=100
BP Decomp.
Level
Wage Decomp.
Level
2008 (Last
Phase) BP
Decomp. Target
Minister 65.15 213.51 313.51 2.39 3.08 860.00 46.21 146.21 6.62 8.04 …
First Deputy Minister 56.38 208.05 308.05 2.07 2.62 520.00 40.57 140.57 4.00 4.68 4.75
Deputy Minister 50.81 214.27 314.27 1.86 2.41 470.00 37.67 137.67 3.62 4.14 4.00
Asst. to Minister 37.43 169.60 269.60 1.37 1.52 190.00 37.50 137.50 1.46 1.67 1.60
Economic Advisor 37.43 169.60 269.60 1.37 1.52 190.00 35.00 135.00 1.46 1.64 1.70
Head of Department 45.75 203.25 303.25 1.68 2.09 340.00 38.00 138.00 2.62 3.00 3.80
Deputy Head of Department 41.13 209.86 309.86 1.51 1.92 320.00 35.00 135.00 2.46 2.76 3.60
Head of Division 44.98 198.51 298.51 1.65 2.03 300.00 34.08 134.08 2.31 2.57 3.25
Deputy Head of Division 39.58 207.40 307.40 1.45 1.84 270.00 33.14 133.14 2.08 2.30 2.95
Head of Unit 39.10 200.85 300.85 1.43 1.78 240.00 32.94 132.94 1.85 2.04 2.60
Deputy Head of Unit 33.27 192.80 292.80 1.22 1.47 230.00 32.68 132.68 1.77 1.95 2.30
Head of Sector 32.60 187.09 287.09 1.20 1.41 220.00 32.41 132.41 1.69 1.86 1.95
Chief Specialist 31.91 181.55 281.55 1.17 1.36 190.00 28.14 128.14 1.46 1.56 1.60
Lead Specialist 30.50 139.29 239.29 1.12 1.10 170.00 22.24 122.24 1.31 1.33 1.30
Specialist 27.25 143.07 243.07 1.00 1.00 130.00 20.24 120.24 1.00 1.00 1.00
25 Ministry of Finance and World Bank Staff estimates.
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ANNEX 6: INSTITUTIONAL HIERARCHY OF CIVIL SERVICE INSTITUTIONS IN TAJIKISTAN
LEVEL 10 Presidential Administration Majlisi Milli Majlisi Namoyandagon
LEVEL 9 Anticorruption Agency Civil Service Department
LEVEL 8 Ministries and State Committees
Supreme Courts Council of Justice Prosecutor-General's Office
LEVEL 7 Committees and Agencies under the Government
Local Affiliates of the Anticorruption Agency
Local Affiliates of the Civil Service Department
LEVEL 6 Agencies, Services and Departments of the ministries, state committees and committees under the Gvt
Notary Offices - Central Level
LEVEL 5 Local Hukumats - Oblast Level
Oblast Courts Oblast Economic Courts Oblast Prosecutor Office Local Offices of Ministries and State Committees - Oblast Level
Notary Offices - Oblast Level
LEVEL 4 Local Hukumats - Town Level
Town Courts Military Courts Town Prosecutor Office Local Offices of Ministries and State Committees - Town Level
Notary Offices - Town Level
LEVEL 3 Local Hukumats - Rayon Level
Rayon Courts Rayon Prosecutor Office Local Offices of Ministries and State Committees - Rayon Level
Notary Offices - Rayon Level
LEVEL 2 Jamoats with 10K+ population
LEVEL 1 Jamoats with up to 10K population
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ANNEX 7: THE STRUCTURE OF CURRICULUM IN GENERAL EDUCATION INSTITUTIONS 1. TAJIK SCHOOLS
Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Grade 7 Grade 8 Grade 9 Grade 10 Grade 11 Tajik Language 10 10 9 8 3 3 3 2 2 3 3 Russian Language - 3 3 2 2 2 2 2 2 2 2 Mathematics 4 4 4 4 5 5 - - - - - Physics - - - - - - 2 2 3 4 4 Chemistry - - - - - - - 2 2 3 2 Historical Alphabet - - - 1 1 1 1 - - - - Foreign Language - - 2 2 2 2 2 2 2 2 2 Social Science - - 1 1 - - - - - - - Botany - - - 2 - - - - - - - Drawing 2 2 2 2 1 1 1 - - - - Music 1 1 1 1 1 1 - - - - - Physical Culture 2 2 2 2 2 2 2 2 2 - - Tajik Literature - - - - 2 2 2 2 3 3 3 History - - - - 1 1 1 1 1 1 1 History of Tajik People - - - - 1 2 2 2 1 2 2 History of Religion - - - - - - - - - 1 - Legal Training - - - - - - - 1 1 - - Algebra - - - - - - 3 2 3 2 3 Geometry - - - - - - 2 2 2 2 2 Technical Drawing - - - - - - - 1 1 - - Biology - - - - 2 2 2 2 2 2 3 Ecology - - - - - - - - 1 - - Information Technology - - - - - - 1 1 1 1 1 Technology - - - - 2 2 2 2 1 - - Geography - - - - - 2 2 2 2 - - Human Rights - - - - - - - - - 2 2 Military Training - - - - - - - - - 3 3 NUMBER OF HOURS A WEEK 19 22 24 25 25 28 30 30 32 33 33 Optional Classes - - - - - - - - - - - TOTAL HOURS A WEEK 19 22 24 25 25 28 30 30 32 33 33
164
2. RUSSIAN SCHOOLS Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Grade 7 Grade 8 Grade 9 Grade 10 Grade 11 Tajik Language - 2 2 2 2 2 2 2 2 1 - Russian Language 10 10 9 8 3 3 3 2 2 3 3 Mathematics 4 4 4 4 5 5 - - - - - Physics - - - - - - 2 2 3 4 4 Chemistry - - - - - - - 2 2 3 2 Foreign Language - - 2 2 2 2 2 2 2 2 2 Social Science - - 1 1 - - - - - - - Botany - - - 2 - - - - - - - Drawing 2 2 2 2 1 1 1 - - - - Music 1 1 1 1 1 1 - - - - - Physical Culture 2 2 2 2 2 2 2 2 2 - - Russian Literature - - - - 2 2 2 2 3 3 3 History - - - - 1 1 1 1 1 1 1 History of Tajik People - - - - 1 2 2 2 1 2 2 History of Religion - - - - - - - - - 1 1 Legal Training - - - - - - - 1 1 - - Algebra - - - - - - 3 2 3 2 3 Geometry - - - - - - 2 2 2 2 2 Technical Drawing - - - - - - - 1 1 - - Biology - - - - 2 2 2 2 2 2 3 Ecology - - - - - - - - 1 - - Information Technology - - - - - - 1 1 1 1 1 Technology - - - - 2 2 2 2 1 - - Geography - - - - - 2 2 2 2 - - Human Rights - - - - - - - - - 2 2 Military Training - - - - - - - - - 3 3 NUMBER OF HOURS A WEEK 19 21 23 24 24 27 29 30 32 32 32 Optional Classes - - - - - - - - - - - TOTAL HOURS A WEEK 19 21 23 24 24 27 29 30 32 32 32
165
3. UZBEK, KYRGYZ, & TURKMEN SCHOOLS Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Grade 7 Grade 8 Grade 9 Grade 10 Grade 11
Tajik Language - 2 2 2 2 2 2 2 2 1 - Russian Language - 3 3 2 2 2 2 2 2 2 2 Mathematics 4 4 4 4 5 5 - - - - - Physics - - - - - - 2 2 3 4 4 Chemistry - - - - - - - 2 2 3 2 Uzbek, Kyrgyz, or Turkmen Language 10 9 9 8 3 3 3 2 2 3 3 Foreign Language - - 2 2 2 2 2 2 2 2 2 Social Science - - 1 1 - - - - - - - Botany - - - 2 - - - - - - - Drawing 2 2 2 2 1 1 1 - - - - Music 1 1 1 1 1 1 - - - - - Physical Culture 2 2 2 2 2 2 2 2 2 - - Uzbek, Kyrgyz, or Turkmen Literature - - - - 2 2 2 2 3 2 3 History - - - - 1 1 1 1 1 1 1 History of Tajik People - - - - 1 2 2 2 1 1 2 History of Religion - - - - - - - - - 1 - Legal Training - - - - - - - 1 1 - - Algebra - - - - - - 3 2 3 2 2 Geometry - - - - - - 2 2 2 2 2 Technical Drawing - - - - - - - 1 1 - - Biology - - - - 2 2 2 2 2 2 3 Ecology - - - - - - - - 1 - - Information Technology - - - - - - 1 1 1 1 1 Technology - - - - 2 2 2 2 1 - - Geography - - - - - 2 2 2 2 - - Human Rights - - - - - - - - - 2 2 Military Training - - - - - - - - - 3 3
NUMBER OF HOURS A WEEK 19 23 26 26 26 29 31 32 34 32 32
Optional Classes - - - - - - - - - - -
TOTAL HOURS A WEEK 19 23 26 26 26 29 31 32 34 32 32
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ANNEX 8: SUPPLEMENTS TO TEACHERS’ SALARIES IN SPECIAL, BOARDING, CORRESPONDING, VOCATIONAL, MUSICAL, AND SPORT SCHOOLS
Categories of Educational Institutions Supplements Rates (Base)
Special schools 1. Textbook correction 2. Class leadership 3. For laboratory works
4. Classroom responsibility 26
5. Supplements for vocational/boarding school 6. For night shifts 7. For stationery 8. For honorary title 9. Material assistance
1. 20% of base pay 2. 15% of base pay 3. 15% of base pay 4. 10% of base pay 5. 20% of base pay 6. 50% of base pay 7. 10% of base pay 8. 20–50%% of base pay 9. equivalent to monthly wage
Boarding schools 1. Textbook correction 2. Class leadership 3. For laboratory works 4. Classroom responsibility 5. Supplements for vocational/boarding school 6. For night shifts 7. For methodological activities 8. For stationery 9. Supplements for hazardous works 10. For honorary title 11. Material assistance
1. 20% of base pay 2. 15% of base pay 3. 15% of base pay 4. 10% of base pay 5. 20% of base pay 6. 50% of base pay 7. 10% of base pay 8. 10% of base pay 9. 12–24% of base pay 10. 20–50%% of base pay 11. equivalent to monthly wage
Corresponding schools 1. Textbook correction 2. Class leadership 3. For methodological activities 4. For stationery 5. Material assistance
1. 20% of base pay 2. 15% of base pay 3. 10% of base pay 4. 10% of base pay 5. equivalent to monthly wage
Vocational schools 1. Textbook correction 2. Class leadership 3. For laboratory works 4. Classroom responsibility 5. For methodological activities 6. For stationery 7. Material assistance
1. 20% of base pay 2. 15% of base pay 3. 15% of base pay 4. 10% of base pay 5. 10% of base pay 6. 10% of base pay 7. equivalent to monthly wage
Musical schools 1. Material assistance 1. equivalent to monthly wage Sport schools 1. Years of service
2. For honorary title 3. For the best results 4. For specialization 5. For training activities 6. Tariff net supplement 7. Material assistance
1. 20% of base pay 2. 20–50% of base pay 3. 260% of base pay 4. 15% of base pay 5. 3% of base pay 6. 10% of base pay 7. equivalent to monthly wage
26Each school has a number of subject-related classrooms (mathematics, chemistry, physics, computer, etc.) and an individual teacher is held accountable for maintaining it in a good shape.
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ANNEX 9: NUMBER OF TEACHING HOURS PER STAVKA IN EDUCATION
Number of hours a week Categories of institutions
16 hours • teachers of grades 5–11 in general education, boarding schools of all types, lyceums, and gymnasiums • teachers of grades 2–4 in special schools for children and teenagers that need special education conditions • teachers of special disciplines of grades 1–11 in secondary musical, arts, and boarding schools • teachers of pedagogical colleges and courses • teachers of interschool institutions for training centers and professional orientation • interschool computer centers • teachers of health and social protection education institutions
18 hours • teachers of grades 1–4 in general education and boarding schools of all types • speech trainers and defectologists of grades 1–11 (12) in secondary and boarding schools of all types where
development defect improvement (both individual and group) is a part of curriculum • heads of speech trainers and defectologists in general education • speech trainers and defectologists in healthcare and social protection institutions • teachers of grades 3–5 in musical, art, choreography schools with five-year education • teachers of grades 5–7 in child musical, art, choreography schools with seven-year education • teachers of grades 1–4 in child art schools with four-year education • heads of sections, clubs, and other extracurricular activities in schools • teachers of foreign languages (each group) in preschool and general education institutions • teachers of foreign language courses, stenography, and typewriting
20 hours • speech trainers and defectologists and teachers of groups with mental and physical deficiency in preschool institutions • speech trainers in children’s home, boarding schools for children without parents
24 hours • teachers of grades 1–2 in musical, art, choreography schools with five-year education • teachers of grades 1–4 in child musical, art, choreography schools with seven-year education • musical instructor/supervisors • concertmasters, accompanists, and cultural organizers
25 hours • pedagogical staff in special schools for children and teenagers with physical or metal deficiency 30 hours • senior mentors/trainers in boarding schools and children’s homes of all types
• mentors/trainers of boarding schools under secondary schools with extended hours, and musical schools, sanatorium schools, special schools, and health care; instructors of physical culture and instructors of auditory cabinets
36 hours • senior kindergarteners in preschool institutions • kindergarteners in preschool institutions
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ANNEX 10: SCALING UP OF PER CAPITA FINANCING IN EDUCATION THROUGHOUT 2010
Rayons where PCF is already being piloted 2009 2010
Rayon Code Oblast Rayon Code Oblast Rayon Code Oblast Khorog GKR GBAO Isfara SIF Sugd Darvoz GDR GBAO Shugnon GSG GBAO Bohtar KBH Khatlon Vanch GVN GBAO Khujand SKJ Sugd Kurgonteppa KKG Khatlon Rushon GRS GBAO Kayrokkum SKK Sugd Muminobod KMN Khatlon Roshtkala GRK GBAO Chkalov SCK Sugd Temurmalik KTM Khatlon Ishkoshim GIS GBAO B. Gafurov SBG Sugd Dangara KDN Khatlon Murgob GMR GBAO Norak KNR Khatlon Farhor KFR Khatlon Spitamen SSP Sugd Kulob KKL Khatlon Hamadoni KHM Khatlon K. Mastchoh SKM Sugd Sarband KSB Khatlon Vose KVS Khatlon J. Rasulov SJR Sugd Eyon KEV Khatlon Jomi KJM Khatlon Shahriston SSR Sugd Firdavsi DFR Dushanbe Huroson KHR Khatlon Istaravshan SIS Sugd Sino DSN Dushanbe Shahritus KST Khatlon Zafarobod SZF Sugd I. Somoni DIS Dushanbe Kubodiyon KKB Khatlon Taboshar STB Sugd Shohmansur DSM Dushanbe Jilikul KJL Khatlon Asht SAS Sugd Tursunzoda RTS RRS Kumsangir KKM Khatlon Gonchi SGN Sugd Vahdat RVH RRS Kolhozobod KKH Khatlon Mastchoh SMS Sugd Rudaki RRD RRS Panj KPJ Khatlon Panjakent SPJ Sugd Hisor RHS RRS Rogun RRG RRS Ayni SAN Sugd Shahrinav RSH RRS Varzob RVZ RRS Konibodom SKN Sugd Faizobod RFZ RRS Vahsh KVH Khatlon Nurobod RNR RRS Baljuvon KBL Khatlon Rasht RRT RRS Hovaling KHV Khatlon Tojikobod RTJ RRS Shurobod KSR Khatlon Jirgatol RJR RRS N. Husrav KNH Khatlon Tavildara RTV RRS
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ANNEX 11: PROPOSED CLASSIFICATION OF POSTS TO ENTRY POINTS (STEPS) IN THE SALARY GRID – CIVIL SERVICE
STEP 6 Presidential Administration
Anti-Corruption Agency
Civil Service Department
Majlisi Milli Majlisi Namoyandagon
STEP 5 Ministries and State Committees
Supreme Courts (administrative posts only)
Council of Justice (administrative posts only)
Prosecutor-General's Office (administrative posts only)
Committees and Agencies under the Government
Agencies, Services, Depts of ministries, state committees & committees under the Gvt
Local Branches of Anti-corruption Agency
Local Branches of the Civil Service Department
Notary Offices – Central Level
STEP 4 Local Hukumats - Oblast Level
Oblast Courts (administrative posts only)
Oblast Economic Courts (administrative posts only)
Oblast Prosecutor Office (administrative posts only)
Local Offices of Ministries and State Committees - Oblast Level
Notary Offices - Oblast Level
STEP 3 Local Hukumats - Town Level
Town Courts (administrative posts only)
Military Courts (administrative posts only)
Town Prosecutor Office (administrative posts only)
Local Offices of Ministries and State Committees - Town Level
Notary Offices - Town Level
STEP 2 Local Hukumats - Rayon Level
Rayon Courts (administrative posts only)
Rayon Prosecutor Office (administrative posts only)
Local Offices of Ministries and State Committees - Rayon Level
Notary Offices - Rayon Level
STEP 1 Jamoats with 10K+ population
Jamoats with up to 10K population
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ANNEX 12: PROPOSED WAGE GRID FOR POLITICAL APPOINTEES
Position Code Number Wage Grid Multiplier
First Deputy Prime Minister PAD-01 1 11.86
Head of Presidential Administration PAD-02 5 11.86
Deputy Prime Minister PAD-03 1 10.76
State Advisor to the President PAD-04 1 10.76
Security Council Secretary PAD-05 1 10.76
First Deputy Head of Presidential Administration PAD-06 9 9.76
Deputy Head of Presidential Administration PAD-07 5 8.86
Chairman of Supreme Court ACA-01 1 11.86
Head of Department in Presidential Administration CSD-01 1 8.05
Minister MIN-01 14 10.76
Chairman of Council of Justice CJS-01 1 11.86
Chairman of Oblast OBL-01 4 8.86
Chairman of Town TWN-01 20 6.24
Chairman of Rayon RYN-01 47 5.62
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ANNEX 13: PROPOSED WAGE GRID FOR POSITIONS OF STATE POWER Institution Position No of Staff Wage Grid
Multiplier Institution Position No of Staff Wage Grid Multiplier
Majlisi Namoyandagon 1st Dep Chairman 1 12.57 Prosecutor-General Office 1st Dep Prosecutor 1 8.86
Majlisi Namoyandagon Dep Chairman 2 12.57 Prosecutor-General Office Dep Prosecutor 2 6.62
Majlisi Namoyandagon Chairman of Committee 9 12.57 Prosecutor-General Office Sr Asst to Prosecutor-General 4 2.76
Majlisi Namoyandagon Dep Head of Committee/Dep Head of Division 9 12.57 Prosecutor-General Office Asst to Prosecutor - 1.90
Majlisi Namoyandagon Members of the Committees 41 12.57 Prosecutor-General Office Sr Prosecutor 42 2.38
Supreme Courts Chairman 3 12.48 Prosecutor-General Office Prosecutor 59 2.05
Supreme Courts 1st Dep Chairman 2 11.86 Prosecutor-General Office Sr Investigator 10 2.38
Supreme Courts Dep Chairman 5 11.24 Prosecutor-General Office Investigator 16 2.05
Supreme Courts Judge 47 10.00 Prosecutor-General Office Head of Division 13 4.33
Supreme Courts Advisor to Chairman - 1.90 Prosecutor-General Office Dep Head of Division 11 3.14
Oblast Courts Chairman 4 5.95 Olbast Prosecutor Office Prosecutor 6 6.14
Oblast Courts 1st Dep Chairman 4 5.67 Olbast Prosecutor Office 1st Dep Prosecutor 4 5.57
Oblast Courts Dep Chairman 8 5.38 Olbast Prosecutor Office Dep Prosecutor 7 4.95
Oblast Courts Judge 40 4.76 Olbast Prosecutor Office Sr Asst to Prosecutor 30 2.00
Oblast Courts Advisor to Chairman - 1.67 Olbast Prosecutor Office Asst to Prosecutor 11 1.67
Oblast Economic Courts Chairman 4 5.67 Olbast Prosecutor Office Sr Prosecutor 28 2.05
Oblast Economic Courts 1st Dep Chairman - 5.43 Olbast Prosecutor Office Prosecutor 63 1.81
Oblast Economic Courts Dep Chairman 4 5.14 Olbast Prosecutor Office Sr Investigator 11 2.05
Oblast Economic Courts Judge 18 4.57 Olbast Prosecutor Office Investigator 7 1.81
Town Courts Chairman 21 5.43 Town Prosecutor Office Prosecutor 23 5.29
Town Courts 1st Dep Chairman - 5.19 Town Prosecutor Office 1st Dep Prosecutor 8 4.76
Town Courts Dep Chairman 10 4.90 Town Prosecutor Office Dep Prosecutor 12 4.24
Town Courts Judge 75 4.38 Town Prosecutor Office Sr Asst to Prosecutor 34 1.95
Town Courts Advisor to Chairman - 1.57 Town Prosecutor Office Asst to Prosecutor 54 1.57
Rayon Courts Chairman 47 5.19 Town Prosecutor Office Sr Prosecutor - 1.95
Rayon Courts 1st Dep Chairman - 4.95 Town Prosecutor Office Prosecutor - 1.71
Rayon Courts Dep Chairman 3 4.71 Town Prosecutor Office Sr Investigator 25 1.95
Rayon Courts Judge 36 4.19 Town Prosecutor Office Investigator 29 1.71
Rayon Courts Advisor to Chairman - 1.52 Rayon Prosecutor Office Prosecutor 48 4.71
Military Courts Chairman 4 5.43 Rayon Prosecutor Office 1st Dep Prosecutor 1 4.29
Military Courts 1st Dep Chairman - 5.19 Rayon Prosecutor Office Dep Prosecutor 13 3.81
Military Courts Dep Chairman 1 4.90 Rayon Prosecutor Office Sr Asst to Prosecutor 21 2.00
Military Courts Judge 10 4.38 Rayon Prosecutor Office Asst to Prosecutor 66 1.52
Military Courts Advisor to Chairman - 1.57 Rayon Prosecutor Office Sr Prosecutor - 1.90
Rayon Prosecutor Office Prosecutor - 1.43
Rayon Prosecutor Office Sr Investigator 8 1.90
Rayon Prosecutor Office Investigator 54 1.43
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ANNEX 14: PERFORMANCE APPRAISAL MODELS IN VARIOUS COUNTRIES
Country Main elements of salaries and wages Performance appraisal Finland o Performance-related pay launched in 1992 (known as the New Pay System, or NPS)
o Pay according to the demands of the job
o Pay according to individual performance (parts of a collective agreement)
o Results-based rewards allocated at the team/unit level
The principles and elements of performance assessments are specified for each unit separately, within the general framework of the NPS. Every organization has a set of criteria for assessing individual performance. Ordinarily three to five main criteria are agreed upon in the collective agreement and a network of sub-criteria and their weights are specified. A typical set of criteria would be a variation of “competence, effectiveness, and cooperation.”
Germany o Performance-related pay introduced in 1997
o The Civil Servants Remuneration Act governs the legal basis for performance levels, bonuses, and allowances as follows:
(i) performance levels (no more than 15 percent of employees); (ii) performance bonus/performance allowance (no more than 15 percent of employees); (iii) allowance for temporary assignment to special duties.
Aptitude and professional achievements of a civil servant must be evaluated at least every five years. Detailed process of performance appraisal decided at the department level.
Hungary
o Introduced its performance assessment system in 2001 when the Service Act was amended, creating the performance-based pay system, which is based on three components: (i) the definition of the key objectives of the public administration organization; (ii) the definition of personal performance assessment criteria; (iii) the assessment of the civil servant’s performance on the basis of the performance criteria by the person exercising the employer’s rights by the end of the current year at the latest.
o The head of the organization exercising his/her transferable rights may alter the rank-based remuneration of the civil servant by a +/-20 percent degree for the following year on the basis of the results. However, it is not obligatory to alter the basic remuneration of the civil servant.
Key objectives of public administration organizations are annually set by ministers or heads of public administration organizations. The definition of personal performance criteria is the job description, which ensures a link between the organizational/operational objectives and individual ones. The person exercising the employer’s rights provides a written assessment of the performance of the civil servant. A legal dispute can be launched in order to eliminate false or incorrect statements of fact contained in the assessment.
Korea o The Korean government introduced an annual merit increment program and a performance bonus program in 1999.
o The Korean civil servant’s pay is composed of base salary, allowances, and welfare expenses.*
o The Performance Bonus Program (PBP) is applied at the division director level and below.
o Form of payment is a lump-sum bonus.
o Bonus amount: Excellent performer (top 20 percent): 100 percent of his/her standard salary; outstanding performer (21–50 percent): 70 percent; normal performer (51–90 percent): 40 percent; unsatisfactory performer (below 91 percent): 0 percent.
Two measures are used: MBO (management by objectives) for higher-level employees and performance appraisal rating for mid- and lower-level employees. The performance appraisal includes three major areas with different weights: performance (60 percent), ability (30 percent), and attitude (10 percent). MBO is a planning and appraisal tool that has different variations across organizations. MBO is based on evaluation by the degree of goal accomplishment.
Sweden o Until the 1980s, pay agreements were very centralized and negotiated increases were applied to the entire civil service.
o From 1980–89, a new budget system was introduced, replacing detailed annual appropriations by performance control and framework budgets. o In 1989, the salary grade system was abolished and replaced by individual
salaries. In 1994, full autonomy in employer policy matters was granted to heads of agencies.
o The centrally negotiated and individual and differentiated pay system was implemented around 1990, and is today well-established throughout the civil service.
There is no uniform government staff evaluation system in Sweden. Nearly all agencies use some kind of performance appraisal/evaluation dialogue once a year to review performance and potential future tasks, results, and training needs. Most agencies have evaluation and pay talks between a manager and each of his/her subordinates. Some agencies, such as the tax authority, have started to try to introduce 360-degree dialogue where the employee gives feedback to the manager and vice versa.
*Base salary in Korea is the regular pay by grade and step according to the degree of responsibility, difficulty of the position, and length of service. It accounts for approximately 50 percent of monthly pay, depending on the rank in the organization. The allowance is an additional remuneration paid separately according to the position and living conditions of individuals. Allowances are broadly classified into three categories: common, special, and extra work. There are five types of common allowances (seasonal, diligence, seniority, family support, and managerial allowances). Also, there are three categories of special allowance (hardship post, high-risk, and special-task allowances) and three types of extra work allowance (overtime, midnight work, and holiday work allowances). The expenses paid for civil servants’ welfare include meals, grade, household support, commuting, traditional holiday bonus, and non-vacation payments. Source: OECD: Performance-related Pay Policies Across 12 OECD Countries: A Brief Overview
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ANNEX 15: ILLUSTRATION OF THE PERFORMANCE APPRAISAL MODEL AT THE MINISTRY LEVEL
This illustration is based on a paper-based performance appraisal model; most of documents flow is handled manually. Once the system is based on electronic data flow, some alterations are needed to have all document workflow automated.
STEP 1: INITIATE THE PROCESS
1.1. Approval of PA Calendar:
Actions Responsible staff Timeline Launch PA Minister/CSD January 1 Establish an Evaluation Committee (EC)27 under each responsible Deputy Minister (or head of department if number of staff exceeds 20)
The Board of the Ministry
January 1–15
Staff member drafts: • Performance Report for previous year, detailing specific
tasks based on a standardized format, and • Agreement on Deliverables (AOD) for next year 28
Staff member January 1–31
Staff member submits (i) performance report for prior year, and (ii) AOD for next year to his/her direct manager. At least other three staff members (directly working with a staff member) get a copy of Performance Report for Prior Year for evaluation
Staff member Other staff members (feedback providers)
February 1–15
Manager and staff member discuss feedbacks on Performance Report for Prior Year, and AOD for next year direct manager and staff member
Head of department Staff member
February 15–28
Review of staff performance in the evaluation committee (EC) and produce final ratings on individual performance (by applying fixed distribution)
Evaluation committee March 1–20
Approve final performance results Chairman of EC March 20–31
1.2. Establish fixed distribution for final ratings:
• “Exceptional”—5 percent • “Superior”—15 percent • “Fully Successful”—55 percent • “Partially Successful”—20–25 percent • “Unsatisfactory”—0–5 percent
1.3. Staff members have to: (i) prepare the list of colleagues (between three and five) who provide feedback (and have direct work relationship), (ii) prepare Performance Report for Prior Year per format illustrated in Annex 15.1., and (iii) draft new Agreement on Deliverables for next PA cycle.
Items (i) and (ii) are to be cleared by staff’s manager prior to formal distribution for evaluation; in other words, a manager has to clear the list of feedback providers and outputs in the Performance Report for Prior Year. Item (iii) has to be discussed between manager and staff only at this stage, as PA focuses only on assessment of performance of previous year.
1.4. Staff members have to:
(i) submit Performance Report for Prior Year to EC secretary—the former has to distribute it to all feedback providers (one copy to each);
(ii) submit the draft Agreement on Deliverables for next PA cycle to the manager.
Important tips to staff to prepare Performance Report for Prior Year:
For staff (appraisee):
To do:
27 The Evaluation Committee shall be chaired by Deputy Minister; should include all heads of departments or their deputies plus three staff members at non-managerial levels (grades). The HR Department should assign staff members to represent in each EC; they are expected to play a role of secretariat of the EC with responsibility for ensuring consistent application of relevant guidelines and preparing internal reports. To prevent a conflict of interest, it is proposed that evaluation performance of the EC representative has to be considered without his/her presence. 28 In next year, Performance Report for Prior Year will largely based on Agreement on Deliverables (AOD) agreed upon during previous PA cycle, unless staff member’s work program changed during the previous year.
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• prepare the list of outputs (up to five) that you delivered during the PA cycle (section 1);
• depending on time you spent or importance of the work in your program, put right weights (they should make 100);
• Submit form to the human resources staff (who is part of EC secretariat)—the former has to collect these forms and distribute to feedback providers.
Don’ts:
• Do not put ratings; feedback providers provide ratings and pass directly to the EC secretariat.
• Do not fill out sections 2, 3, and 4. Feedback providers provide ratings against each criterion.
For feedback providers:
To do:
• Put ratings against each output and criterion for sections.
• For ratings, use the ranks listed in the form; apply only these scales.
• If you have comments, please briefly describe in the free space below (section “Comments”).
Don’ts:
• Do not amend outputs (section 1); use the one that was drafted by the appraisee and endorsed by manager.
• Do not provide rating for outputs that are not part of your work relationship with the appraisee. If not applicable, please type “n/a.”
STEP 2: PERFORMANCE APPRAISAL PROCESS
2.1. Key principles—anonymity of the feedbacks—need to be ensured. The EC has to establish a workflow that would ensure confidentiality of feedbacks by individual feedback providers. One option at this stage could be having a sealed box for feedbacks by staff that needs to be housed with the human resources department and delivered to the managers once deadline for feedbacks is passed.
2.2. Tips to feedback providers:
• Do not use the PA for punishing your colleague for mistake(s)—make sure that your feedback is objective and inspires him/her to perform better in the future.
• Limit your response to deliverable items only; perception should also be limited to the items listed.
• Be objective with ratings; your honest judgment on staff performance is very valuable input for the whole PA process.
• Provide feedback by the deadline.
STEP 3: EVALUATION OF PERFORMANCE APPRAISAL RESULTS (FEEDBACK)
3.1. Once feedback is provided, summarize ratings for Outputs, Managerial/Professional Skills and Interpersonal Skills using the following formula:
R = ∑Qi*wq + ∑Mi*wm + ∑Pi*wp
where Q –output, M –managerial/professional skills, P –interpersonal skills and w –weights.
Unweighted Weighted
Outputs
Managerial / Prof. Skills
Interpers. Skills
Max possible
Outputs Managerial
/ Prof. Skills
Interpers. Skills
Max possible
Maximum Scores Exceptional (EXP) 400 400 400 1,200 240 80 80 400 Superior (SPR) 300 300 300 900 180 60 60 300 Fully Successful (FSC) 200 200 200 600 120 40 40 200 Partially Successful (PSC) 100 100 100 300 60 20 20 100 Unsatisfactory (UNS) - - - - 0 0 0 -
Weights 60% 20% 20%
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Example:
Assume that a department with 20 staff members gets the following ratings based on staff feedback:
Feedback Results
Outputs Mgt / Prof
Skills Interpers.
Skills Overall Rating
Overall Ranking
Overall rating
1 2 3 4 5 6 7
Staff 1 180 60 70 310 5 EXP Staff 2 180 60 50 290 9 SPR Staff 3 240 80 70 390 2 EXP Staff 4 120 40 60 220 13 SPR Staff 5 30 10 50 90 19 PSC Staff 6 180 60 50 290 9 SPR Staff 7 210 70 70 350 4 EXP Staff 8 180 60 70 310 5 EXP Staff 9 120 40 60 220 13 SPR Staff 10 30 10 70 110 17 FSC Staff 11 240 80 70 390 2 EXP Staff 12 90 30 80 200 15 FSC Staff 13 180 60 50 290 9 SPR Staff 14 90 30 60 180 16 FSC Staff 15 180 60 60 300 7 SPR Staff 16 30 10 60 100 18 PSC Staff 17 240 80 80 400 1 EXP Staff 18 30 10 40 80 20 PSC Staff 19 180 60 60 300 7 SPR Staff 20 150 50 40 240 12 SPR TOTAL
3.2. Summarize the rankings:
Ratings No. of staff Percentage
Exceptional (EXP) 6 30% Superior (SPR) 8 40% Fully Successful (FSC) 3 15% Partially Successful (PSC) 3 15% Unsatisfactory (UNS) 0 0%
STEP 4: RATINGS
This is a critical step for defining final ratings for individual staff members; that requires the involvement of EC and use of fixed distribution.
4.1. Use the fixed distribution means alignment of all final rankings into fixed distribution targets; this depends on a methodology and/or consensus among EC members. Two options could be used for the alignment of ratings and fixed distribution targets:
Option 1 – “Straightforward alignment”: alignment of ratings through re-ranking all individual scores along fixed distribution targets. For example (per example above), if there are 6 out of 20 staff (30 percent) have “Exceptional” rating while fixed distribution allows only 5 percent (one staff) could be given “Exceptional” rating. Once fixed distribution is applied, under this option only the one with the highest rating gets “Exceptional” ranking and other five is moved to “Superior”. The same approach (spillover effect) is used for final ratings “Superior”, “Fully Successful”, “Partially Successful” and “Unsatisfactory”. Use of this option is summarized below:
Final ranking Fixed distribution targets Ratings No. of staff Percentage No. of staff Percentage Ranks
Exceptional (EXP) 6 30% 1 5% 1
Superior (SPR) 8 40% 3 15% 2-4
Fully Successful (FSC) 3 15% 11 55% 5-15
Partially Successful (PSC) 3 15% 4 20% 16-19
Unsatisfactory (UNS) 0 0% 1 5% 20
TOTAL 20 100% 20 100%
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As a next step, these fixed distribution targets should be spread along individual staff where the final rating will depend on final scores (summary of feedbacks).
Feedback Results Overall Rating Ranking Overall rating
“Straightforward alignment”-adjusted
overall rating
Staff 1 310 5 EXP FSC
Staff 2 290 9 SPR FSC
Staff 3 390 2 EXP SPR
Staff 4 220 13 SPR FSC
Staff 5 90 19 PSC PSC
Staff 6 290 9 SPR FSC
Staff 7 350 4 EXP SPR
Staff 8 310 5 EXP FSC
Staff 9 220 13 SPR FSC
Staff 10 110 17 FSC PSC
Staff 11 390 2 EXP SPR
Staff 12 200 15 FSC FSC
Staff 13 290 9 SPR FSC
Staff 14 180 16 FSC PSC
Staff 15 300 7 SPR FSC
Staff 16 100 18 PSC PSC
Staff 17 400 1 EXP EXP
Staff 18 80 20 PSC UNS
Staff 19 300 7 SPR FSC
Staff 20 240 12 SPR FSC
The advantage of this option is its straightforwardness; but this option is very digit-driven, may reduce space for fair human judgment.
Option 2 – “Ad hoc adjustment”: this option is based qualitative judgment of EC members. In other words, once ratings are available for each individual staff (based on feedback), EC may decide to introduce additional adjustment factor for each individual staff (for example, participation in developing an urgent program, etc.) and final overall ratings would depend on feedback results and individual adjustments by EC. One the one hand, this option allows capturing fair qualitative judgment vis-à-vis staff performance, one another hand, it increases a space for discretionary decisions and brings less systematic approach in accessing staff performance.
Perhaps, the most feasible option would stand between the two, with using “straightforward alignment” immediately once feedback provision is completed and rankings are summarized, and adjust rankings if EC members see a need for accommodating qualitative judgments in staff performance.
STEP 5: CONVERTING RATINGS INTO PAY INCREASE
5.1. Managers convey final ratings to staff; staff signs up on the final report. If staff member expresses disagreement on final ratings, they are to be reconsidered with management and EC.
5.2. Recommend the following step increases depending on final ratings; for staff who are already on the highest step - a performance-related bonus:
• “Exceptional”—one step increase • “Superior”—one step increase for two years of consecutive “superior performance” • “Fully Successful”—one step increase for three years of consecutive “fully successful” performance • “Partially Successful”—no credit toward step increase, recommendations for skill development and
improvement of performance • “Unsatisfactory”—no bonus for consecutive two “Unsatisfactory” ratings; staff is either downstepped or
moved to lower-level position
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ANNEX 15.1: STAFF PERFORMANCE EVALUATION FORM
Name Evaluation Period Unit For feedback providers: use the following ratings for evaluation Rankings Scale Exceptional (EXP) 4 Superior (SPR) 3 Fully Successful (FSC) 2 Partially Successful (PSC) 1 Unsatisfactory (UNS) 0
Items Ranking Weight within group
range: 15-25 1. OUTPUTS Output 1 Output 2 Output 3 Output 4 Output 5 Professional performance 2. MANAGERIAL SKILLS (Managers only) Committed to Overall Objectives of the Department/Unit Encourages Teamwork and Treats Staff Equally Encourages Innovation and Open to New Ideas 3. PROFESSIONAL COMPETENCE (staff only) Knowledge of the subject Ability to Translate the Knowledge into Work Program Sharing the Knowledge with other Colleagues 4. INTERPERSONAL SKILLS Develops and Maintains smooth and effective relationships with other colleagues Works effectively as part of a team and with individuals
COMMENTS (optional)
178
ANNEX 16: PROPOSED SUBJECT QUANTIFIERS IN EDUCATION
Subjects Quantifiers Tajik/Native Language 1.20 Russian Language 1.20 Mathematics 1.20 Physics 1.20 Chemistry 1.20 Ancestors’ alphabet and texts 1.20 Foreign Language 1.20 Social Sciences 1.10 Botany 1.10 Drawing and Labor 1.10 Singing and Music 1.00 Physical Culture 1.00 Tajik Literature 1.10 History 1.10 History of Tajik People 1.10 History of Religions 1.10 Civics 1.10 Algebra 1.20 Geometry 1.20 Drawing 1.20 Biology 1.10 Ecology 1.10 Information Technology 1.20 Technology (Labor) 1.10 Geography 1.10 Human Rights 1.10 Military Education 1.10
179
ANNEX 17: AVERAGE SCHOOL AND CLASS SIZE BY GROUPS OF RAYONS (CATEGORY)
1. CLASS SIZE
No. of
Schools G-1 G-2 G-3 G-4 G-5 G-6 G-7 G-8 G-9 G-10 G-11 ∑
Category 1
Recent Pilot 53 10.2 9.8 11.2 10.3 12.2 12.7 12.1 13.0 13.1 14.3 13.8 11.9
2009 Pilot 283 15.5 15.7 14.5 15.1 19.1 19.3 18.3 19.0 19.1 18.6 18.9 17.3
2010 Pilot 423 12.5 13.1 12.0 11.7 14.3 14.3 13.7 14.2 14.6 15.4 15.0 13.5
Category 2
Recent Pilot 530 20.5 20.6 20.4 20.2 22.6 22.6 22.0 22.5 22.6 21.3 20.6 21.4
2009 Pilot 946 19.6 20.0 20.0 19.6 22.1 22.4 21.8 22.1 22.1 20.2 20.4 20.9
2010 Pilot 671 20.0 20.2 20.4 20.3 22.2 21.9 21.7 21.7 21.9 20.4 19.2 21.0
Category 3
Recent Pilot 483 23.5 24.1 23.6 23.7 25.6 25.3 24.6 24.8 24.7 23.8 23.4 24.3
2009 Pilot 131 21.8 22.9 22.8 22.5 24.5 23.9 24.4 24.1 23.8 21.7 20.6 23.1
2010 Pilot 50 23.1 23.2 22.8 23.9 25.0 23.9 25.2 24.6 25.0 23.4 21.9 23.9
2. SCHOOL SIZE
Category 1 Recent
Pilot 53 2.0 1.1 1.1 1.0 1.0 1.0 1.0 1.1 1.2 0.9 1.0 12.3
2009 Pilot 283 1.5 1.5 1.4 1.4 1.2 1.3 1.1 1.1 1.1 0.6 0.5 12.5
2010 Pilot 423 1.5 1.2 1.3 1.3 1.1 1.0 1.0 1.1 1.0 0.8 0.8 12.1
Category 2 Recent
Pilot 530 2.6 2.5 2.4 2.3 2.3 2.2 2.0 2.0 2.1 1.0 1.0 22.5
2009 Pilot 946 2.6 2.6 2.4 2.4 2.4 2.4 2.1 2.1 2.0 1.1 1.0 23.2
2010 Pilot 671 2.4 2.3 2.4 2.4 2.3 2.2 2.1 2.1 2.1 1.3 1.2 22.7
Category 3 Recent
Pilot 483 3.6 3.4 3.4 3.3 3.4 3.1 2.9 2.9 3.0 1.9 1.8 32.5
2009 Pilot 131 2.7 2.7 2.7 2.6 2.5 2.4 2.2 2.3 2.3 1.6 1.3 25.3
2010 Pilot 50 3.0 3.1 3.1 3.0 3.5 3.3 3.0 3.0 3.3 1.9 1.8 32.1
Source: Ministry of Education and World Bank staff estimates.
180
ANNEX 18. CATEGORIES OF HEALTHCARE INSTITUTIONS
Institutions Category
Republican Polyclinics/Centers and Centers of Family Medicine 1
Oblast Polyclinics/Centers and Centers of Family Medicine 2
Town Polyclinics/Centers and Centers of Family Medicine 3
Polyclinics/Centers and Centers of Family Medicine 3
Rural Health Centers/Rural Ambulatory 3
Health Care House 3
Ambulance Station 1
Laboratory 3
National Medical Centers and Specialized Hospitals 1
Oblast Medical Centers and Specialized Hospitals 1
Central Rayon Hospitals 2
Rural Hospitals 2
Pharmacy 3
181
ANNEX 19: WAGE GRID FOR ADMINISTRATIVE POSITIONS IN EDUCATION
Benchmark Group 2 Benchmark Group 1
Postgraduate Universities Colleges Pre-School General
Education Boarding Schools
Vocational Schools
Special Schools
Corresponding Schools Sport Schools
Musical Schools
Scale
Level 16 Rector 5.56
Level 15 Pro-rector Rector 5.05
Level 14 Director of Branch
Pro-Rector 4.60
Level 13 Deputy Director of Branch
Director of Branch
Principal 4.18
Level 12 Dep Director of Branch
Deputy Principal for Studies
3.80
Deputy Principal for Pedagogical Issues
Level 11 Head of Chair Dean Deputy Principal for Admin Issues
3.45
Level 10 Senior Accountant
Senior Accountant
School Principal (1600+ students)
School Principal (1600+ students)
School Principal (1600+ students)
3.14
Head of Unit
Level 9 Chief Specialist
Chief Specialist School Principal (1600+ students)
School Principal (881-1600 students)
School Principal (881-1600 students)
School Principal (881-1600 students)
School Principal (1600+ students)
School Principal (1600+ students)
School Principal (1600+ students)
2.85
Deputy School Principal (1600+ students)
Deputy School Principal (1600+ students)
Deputy School Principal (1600+ students)
Level 8 Lead Specialist
Lead Specialist School Principal (881-1600 students)
School Principal (401-880 students)
School Principal (401-880 students)
School Principal (401-880 students)
School Principal (881-1600 students)
School Principal (881-1600 students)
School Principal (881-1600 students)
2.60
Deputy School Principal (1600+ students)
Deputy School Principal (881-1600 students)
Deputy School Principal (881-1600 students)
Deputy School Principal (881-1600 students)
Deputy School Principal (1600+ students)
Deputy School Principal (1600+ students)
Deputy School Principal (1600+ students)
Deputy School Principal for Admin Issues (1600+ students)
Level 7 Specialist Specialist School Principal (401-880 students)
School Principal (281-400 students)
School Principal (281-400 students)
School Principal (281-400 students)
School Principal (401-880 students)
School Principal (401-880 students)
School Principal (401-880 students)
2.36
Accountant Accountant Deputy School Principal (881-1600 students)
Deputy School Principal (401-880 students)
Deputy School Principal (401-880 students)
Deputy School Principal (401-880 students)
Deputy School Principal (881-1600 students)
Deputy School Principal (881-1600 students)
Deputy School Principal (881-1600 students)
182
Benchmark Group 2 Benchmark Group 1
Postgraduate Universities Colleges Pre-School General
Education Boarding Schools
Vocational Schools
Special Schools
Corresponding Schools Sport Schools
Musical Schools
Scale
Deputy School Principal - Military Instructor (1600+ students)
Deputy School Principal for Admin Issues (881-1600 students)
Level 6 School Principal (281-400 students)
School Principal (101-280 students)
School Principal (101-280 students)
School Principal (101-280 students)
School Principal (281-400 students)
School Principal (281-400 students)
School Principal (281-400 students)
2.14
Deputy School Principal (401-880 students)
Deputy School Principal (281-400 students)
Deputy School Principal (281-400 students)
Deputy School Principal (281-400 students)
Deputy School Principal (401-880 students)
Deputy School Principal (401-880 students)
Deputy School Principal (401-880 students)
Deputy School Principal - Military Instructor (881-1600 students)
Accountant(1600+ students)
Deputy School Principal for Admin Issues (401-880 students)
Accountant(1600+ students)
Accountant(1600+ students)
Accountant(1600+ students)
Accountant (1600+ students)
Accountant(1600+ students)
Accountant(1600+ students)
Level 5 Head (up to 280+ children)
School Principal (101-280 students)
School Principal (up to 100 students)
School Principal (up to 100 students)
School Principal (up to 100 students)
School Principal (101-280 students)
School Principal (101-280 students)
School Principal (101-280 students)
1.95
Deputy School Principal (281-400 students)
Deputy School Principal (101-280 students)
Deputy School Principal (101-280 students)
Deputy School Principal (101-280 students)
Deputy School Principal (281-400 students)
Deputy School Principal (281-400 students)
Deputy School Principal (281-400 students)
Deputy School Principal - Military Instructor (401-880 students)
Accountant (881-1600 students)
Deputy School Principal for Admin Issues (281-400 students)
Accountant (881-1600 students)
Accountant (881-1600 students)
Accountant (881-1600 students)
Accountant (881-1600 students)
Accountant (881-1600 students)
Accountant (881-1600 students)
Level 4 Head (up to 101-280 children)
School Principal (up to 100 students)
Deputy School Principal (up to 100 students)
Deputy School Principal (up to 100 students)
Deputy School Principal (up to 100 students)
School Principal (up to 100 students)
School Principal (up to 100 students)
School Principal (up to 100 students)
1.77
Deputy Head (up to 280+ children)
Deputy School Principal (101-280 students)
Accountant (401-880 students)
Deputy School Principal for Admin Issues (101-280 students)
Accountant (401-880 students)
Deputy School Principal (101-280 students)
Deputy School Principal (101-280 students)
Deputy School Principal (101-280 students)
Deputy School Principal - Military Instructor (281-400 students)
Accountant (401-880 students)
Accountant (401-880 students)
Accountant (401-880 students)
Accountant (401-880 students)
Accountant (401-880 students)
183
Benchmark Group 2 Benchmark Group 1
Postgraduate Universities Colleges Pre-School General
Education Boarding Schools
Vocational Schools
Special Schools
Corresponding Schools Sport Schools
Musical Schools
Scale
Level 3 Head (up to 100 children)
Deputy School Principal (up to 100 students)
Accountant (281-400 students)
Deputy School Principal for Admin Issues (up to 100 students)
Accountant (281-400 students)
Deputy School Principal (up to 100 students)
Deputy School Principal (up to 100 students)
Deputy School Principal (up to 100 students)
1.61
Deputy Head (up to 101-280 children)
Deputy School Principal - Military Instructor (101-280 students)
Accountant (281-400 students)
Accountant (281-400 students)
Accountant (281-400 students)
Accountant (281-400 students)
Accountant (281-400 students)
Level 2 Deputy Head (up to 100 children)
Deputy School Principal - Military Instructor (up to 100 students)
Accountant (101-280 students)
Accountant (101-280 students)
Accountant (101-280 students)
Accountant (101-280 students)
Accountant (101-280 students)
Accountant (101-280 students)
1.46
Accountant (101-280 students)
Level 1 Accountant (up to 100 students)
Accountant (up to 100 students)
Accountant (up to 100 students)
Accountant (up to 100 students)
Accountant (up to 100 students)
Accountant (up to 100 students)
Accountant (up to 100 students)
1.33
184
ANNEX 20: TECHNICAL ASSISTANCE NEEDS FOR PUBLIC SECTOR PAY REFORM IN TAJIKISTAN
Sector Action Technical assistance requirement Provider of assistance Prepare the inventory of all laws and secondary legislation regulating pay policy in public sector; prepare a Law on remuneration of public servants in Tajikistan
Advisory support World Bank staff advice General (cross-sectoral)
Launch public sector census Advisory and financial support World Bank/donor financing Design detailed implementation decree Advisory support World Bank staff advice
World Bank–financed PSRP project Wage grid design, considering different models: Integrated vs. separated grid System of Classification and ranking of jobs
Advisory support on wage grid design
World Bank staff advice World Bank–financed PSRP project
Job evaluation, classification and ranking, placing jobs in the wage grid
Advisory support on classification methods Technical assistance for a communication and sensitization strategy and roll out Technical assistance and training for job evaluators Technical assistance to assist and guide the evaluation and classification process
World Bank–financed PSRP project
Design a performance evaluation system, piloting and testing
Technical assistance to design and test procedures Technical assistance for a communication and sensitization campaign Training for management and personnel officers Technical assistance for interim evaluation Design of interim procedures
World Bank–financed PSRP project
Core Civil Service
Evaluation and adjustment Technical assistance for evaluation and adjustment World Bank–financed PSRP project Design detailed implementation decree Advisory support World Bank Staff Design wage grid: linking different elements of the education sector
Advisory support on design World Bank staff
Review impact on the introduction of per capita financing, adjust elements if required
Technical assistance on linking wage reform and sector financing reform
Design curricular reform and teacher training reform program and estimate duration
World Bank education project (?)
Job matching exercise (higher education) Technical assistance for job matching To be identified Job evaluation, ranking and placing jobs in the grid Advisory support on classification methods
Technical assistance for a communication and sensitization strategy and roll out Technical assistance and training for job evaluators Technical assistance to assist and guide the evaluation and classification process
To be identified
Design and pilot performance appraisal system for teachers
Technical assistance: Separate design and advisory support for pre-school, primary, secondary, professional and higher education Technical assistance for evaluation Technical assistance for a communication and sensitization campaign Training for management and personnel officers Technical assistance for interim evaluation Design of interim procedures
To be identified
Assessment of self-financing potential in higher education and develop a mechanism for grant-based financing in university and college-level education
Financing for the study To be identified
Adjust Stavka system based on implemented curriculum and teaching training system reform
Technical assistance on reviewing the Stavka system Asian Development Bank
Education
Evaluation and adjustment Technical assistance for evaluation and adjustment
185
Design detailed implementation decree Advisory support World Bank staff Design wage grid: linking different elements of the health sector
Advisory support on design World Bank staff
Review impact on the introduction of per capita financing, adjust elements if required
Technical assistance on linking wage reform and sector financing reform World Bank health project (?)
Job evaluation, ranking and placing jobs in the grid Advisory support on classification methods Technical assistance for a communication and sensitization strategy and roll out Technical assistance and training for job evaluators Technical assistance to assist and guide the evaluation and classification process
World Bank health project (?)
Design and pilot performance appraisal system for medical professionals
Technical assistance: Separate design and advisory support for primary and secondary care providers Technical assistance for evaluation Technical assistance for a communication and sensitization campaign Training for management and personnel officers Technical assistance for interim evaluation Design of interim procedures
To be identified
Assessment of self-financing potential in secondary and hospital care under BBP implementation
Financing for the study To be identified
Health sector
Evaluation and adjustment, including reduction of state financing in secondary care wages
Technical assistance for evaluation and adjustment
Design detailed implementation decree Advisory support World Bank staff Design wage grid: linking wage system with the higher education sector
Advisory support on design World Bank staff
Job matching exercise (with higher education) Technical assistance for job matching World Bank staff Job evaluation, ranking and placing jobs in the grid Advisory support on classification methods
Technical assistance for a communication and sensitization strategy and roll out Technical assistance and training for job evaluators Technical assistance to assist and guide the evaluation and classification process
World Bank staff advice
Design and pilot performance appraisal system for researchers
Technical assistance: Design and advisory support Technical assistance for evaluation Technical assistance for a communication and sensitization campaign Training for management and personnel officers Technical assistance for interim evaluation Design of interim procedures
To be identified
Assessment of self-financing potential in science Financing for the study To be identified
Science
Evaluation and adjustment Technical assistance for evaluation and adjustment
186
Design detailed implementation decree Advisory support World Bank staff Linking social protection wage grid to health and education sector depending on the institutions
Advisory support on design World Bank staff
Job evaluation, ranking and placing jobs in the grid Advisory support on classification methods Technical assistance for a communication and sensitization strategy and roll out Technical assistance and training for job evaluators Technical assistance to assist and guide the evaluation and classification process
To be identified
Design and pilot performance appraisal system based on the health and education systems
Technical assistance for a communication and sensitization campaign Training for management and personnel officers Technical assistance for interim evaluation Design of interim procedures
To be identified
Redesign subordination of institutions Review scope for redefining the subordination of individual institutions, in particular those related to training and education Hive off band, newspapers, and other non-core elements of the sector
To be identified
Social Protection
Evaluation and adjustment Technical assistance for evaluation and adjustment Design detailed implementation decree Advisory support World Bank staff Linking sports to education sector Advisory support on design World Bank staff Job evaluation, ranking and placing jobs in the grid Advisory support on classification methods
Technical assistance for a communication and sensitization strategy and roll out Technical assistance and training for job evaluators Technical assistance to assist and guide the evaluation and classification process
To be identified
Design and pilot performance appraisal system based on the education systems
Technical assistance for a communication and sensitization campaign Training for management and personnel officers Technical assistance for interim evaluation Design of interim procedures
To be identified
Sports
Evaluation and adjustment Technical assistance for evaluation and adjustment
187
Design detailed implementation decree Advisory support on implementation decree World Bank staff Design simple wage grid World Bank staff Identify general management positions and administrative support positions and rank in terms of complexity, based on job matching with civil service–related management positions
World Bank staff
Job evaluation, classification, and ranking, placing jobs in the wage grid
Advisory support on classification methods Technical assistance for a communication and sensitization strategy and roll out Technical assistance and training for job evaluators Technical assistance to assist and guide the evaluation and classification process
World Bank staff
Design a performance evaluation, piloting and testing Technical assistance to design and test procedures Technical assistance for a communication and sensitization campaign Training for management and personnel officers Technical assistance for interim evaluation Design of interim procedures
World Bank staff
General Management
Evaluation and adjustment Technical assistance for evaluation and adjustment Review of sector financing levels and scope for output-based financing, decide on which institutions can move to output based financing and when
Financing for the study Communication and sensitization campaign for cultural institution workers
To be identified
For those institutions that cannot be put on output-based financing, conduct job-matching exercise with the education and general management categories and introduce new wage grid by June 2009
Technical assistance for job matching To be identified
Definition of financing levels for individual institutions that will work based on output-based financing
Advisory support on defining financing levels To be identified
Culture
Move to output-based financing
188
ANNEX 21: PROPOSED AMENDMENTS TO LEGAL FRAMEWORK
ANNEX 21.1: LEGAL DOCUMENTS SUBJECT TO AMENDMENT
LEGAL DOCUMENT SECTOR 2008 2009 2010 2011 Law of RT “On Civil Service” enacted on 2 March 2007
Civil service
Revise Article 36 regarding supplements to wage for the qualification rank and for years of civil service. (Exclude parts 2 and 3)
Law on Education enacted on 17 May 2004
Education Exclude part six of Article 44 regarding increments
Revise articles. 29, 33, 40 and 44 regarding wage in connection to proposed amendments
Labor Code
All sectors Revise Article 102 (1)
Decree of President of RT “On increase of official salaries for workers of public institutions and organizations and amounts of social pension” dated on 16 March 2007, №219
Civil Service, Education, Sport
- exclude from first paragraph of item 1 the issues of regulating wages for civil servants. - revise paragraph 5 with a view to equalize wages of teaches of vocational schools, music schools, preschool institutions, special schools, correspondence schools and sport schools to wages of general education schools envisaged in the paragraph; - revise paragraph 6 of this item regarding additional payments in education (add with supplements for laboratory works – 10 percents, classroom responsibility – 10 percents, for methodological activity – 10 percents, for best results (only for coaches in sport schools)-50 percents)
Recognize as inoperative paragraphs five and six of Item 1 regarding education
Decree of President of RT dated on 20 March 2006, №1716 “On measures for strengthening the level of population’s social security, increasing the minimum wage, actual official salaries of employees of public agencies and organizations, pensions and students’ maintenance allowances”
Civil Service
Recognize Paragraph 2 of the Decree as inoperative
Decree of President of RT dated on 5 April 2008, № 443 “On approval of Regulation on process of awarding qualification ranks to civil servants”
Recognize as inoperative paragraphs 29 and 30 regarding increments for qualification ranks
189
LEGAL DOCUMENT SECTOR 2008 2009 2010 2011 Resolution of Government of RT dated on 3 April 2007 №131 “On actions to implement the Decree of the President of the Republic of Tajikistan dated on 16 March 2007, № 219”
Civil Service, Education Revise in connection to proposed amendments into Decree
Resolution of Government of RT, dated on 3 April 2006, №124 “On actions to implement the Decree of the President of the Republic of Tajikistan dated on 20 March 2006, №1716”
Revise in connection to proposed amendments into Decree
Resolution of Government of the Republic of Tajikistan dated on 3 April 2007, No.171 “On Standard Statute for general education institution of the Republic of Tajikistan”
Education
Revise paragraph 62 regarding volume of teaching load
Resolution of Government of RT dated on 29 December 2006, №790 “On approval of Instruction on incentives for civil servants”
Civil Service Recognize as inoperative
Resolution of Government of the Republic of Tajikistan “On some activities for strengthening the social protection of workers in education” dated on 10 November 1995, No. 675
Education Exclude paragraph 2 of sub-item а of item 1 and item 3 of the Resolution regarding monetary compensation
Resolution of Government of the Republic of Tajikistan “On implementation plan of education reform for 2004-2009” dated on 30 June 2004, No. 291
Education
Revise paragraph 2 regarding norms of teaching and pedagogical lead
Resolution of Government of the Republic of Tajikistan “On additional payments and increments to acting wages and salaries for workers of education in the Republic of Tajikistan”, dated on 25 December 1997, No.550
Education Recognize as inoperative
190
LEGAL DOCUMENT SECTOR 2008 2009 2010 2011 Resolution of Government of the Republic of Tajikistan “On approval of Rules for holding attestation for workers of departmental and units of education, general education institutions, preschool and additional education of the Republic of Tajikistan” dated on 03.12.2006, No.122
Education Recognize as inoperative item 51 of Rules regarding increments for the qualification category
Resolution of Government of the Republic of Tajikistan dated on 1 July 1999, No. 250 “On establishing increments to official salaries for persons who have scientific degree and allocation of funds for the increase of minimum award to creative workers of the Republic of Tajikistan”
Science Revise Item 1 in part of increments for academic degree
Resolution of Government of the Republic of Tajikistan “On adjusting official salaries for workers of medical unit of financial and economic department of the Executive Administration of the President of the Republic of Tajikistan” dated on 23 January 1997, No. 53
Health
Recognize as inoperative.
Resolution of Government of the Republic of Tajikistan “On establishing official salaries for workers of medical unit of financial and economic department of the Executive Administration of the President of the Republic of Tajikistan” dated on 18 July 1996, No. 329
Health Recognize as inoperative
191
LEGAL DOCUMENT SECTOR 2008 2009 2010 2011 Resolution of Council of Ministers of the Republic of Tajikistan dated on 21 September 1993, No.487 “On introduction effective 1 October 1993 of the “Unified wage grid on remuneration of labor””
All sectors Recognize as inoperative
Resolution of Cabinet of Ministers of the Republic of Tajikistan dated on 18 October 1991, No.316 “On introduction of new system of official salaries in higher education and line sectors of science”
Science Recognize as inoperative
Resolution of the State Committee of labor of the USSR dated on 20 March 1991, No.70 “On approving new amounts of wage and official salaries for workers of public education, healthcare, social security, culture and archive institutions” (Resolution of Cabinet of Ministers of the Republic of Tajikistan dated on 17 April 1991, No.94 on introduction of new wage rates and official salaries in accordance with this Resolution)
Education, Health, culture, Sport, Social Protection
Recognize as inoperative
192
ANNEX 21.2: NORMATIVE AND LEGAL ACTIONS TO BE DEVELOPED AND APPROVED Normative and legal action Sector 2008 2009 2010 2011 New Law on Labor in Public Sphere All sectors Approval
Register of Civil Servants Civil Service Approval
Decree of the President of RT on approval of qualification requirements for political civil servants
Civil Service Approval
Qualification requirements for administrative civil servants (To be approved by authorized body)
Civil Service Approval
Decree of President of RT “On introduction of performance appraisal”
Under approval
Decree of President of RT “On new wage grid for administrative positions of civil service”
Civil Service Under approval
Resolution of Government of RT on approval of wage grid and position categories in education”
Education Sport Social security (special schools) Educational institutions of culture and libraries
Approval of interim wage grid Approval of permanent wage grid
Revise issues of educational institutions of culture and sport with a view to introduce extra-budgetary co-financing
Normative and legal action that determines wages in higher education and line sectors of science
Education Science Sport (institution) Culture (scientific and research institutions)
Approval Revise with a view to gradual transition to complete or partial self-financing
Normative and legal action on establishing salary and increments during the transition, as well as approval of positions classification in healthcare, with taking into account the institutions of social security (Table 4.34)
Health Social Protection
Approval
Resolution of Government of RT on approval of wage grid
Health Social Protection (institutions for elderly, psycho neurologic dispensary )
Approval of interim wage grid Approval of permanent wage grid
Development of Strategy for extra-budgetary co-financing of museums and theaters
Culture Approval
