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2. Improvement of Human Resources Management
SEAMOLEC’s human resources are the key players for the Centre. They are grouped into two categories, i.e., the
internal staff members, and the outsourced experts. The internal staff members are the Centre’s experts staff and
officers, and supporting staff who works for SEAMOLEC to support the management of SEAMOLEC’s programs
and daily activities. While the outsourced experts are experts in the fields from other institutions, who are
acquired by SEAMOLEC for special purposes or projects through networking. With good skills and knowledge, experiences, and working culture,
SEAMOLEC’s human resources are valuable asset. For this reason, some strategic programs have been designed for to increase their working capacity
and performance. First is contract-based employment, so that each staff and expert has a working contract with the Centre on a yearly basis for
implementing the Centre’s program. The semester-based staff evaluation system provides a picture of staff progress and development. It comes side by
side with the reward and sanction scheme for the staff. In addition to in-kind reward, opportunities are also provided for the staff to participate in several
events based on their skills and professionalism, i.e., further education, training, seminarsconferences.
Division and delegation of authority for each staff members is also drafted in the form of job description, for easy monitoring and quality control. A project
island system is employed for staff to work in various teamworks based on the assignment and their expertise. That way, a staff member is required to be of a
generalist, than a specialist, and each staff will experience different group dynamics from each team she is involved.
In 20052006, nine new staff members were recruited to strengthen SEAMOLEC’s working teams and divisions, as follows:
Area Number Division
Economic Management 3 three
Finance Information Technology
2 two IT and PR
Public Relation and Communication 2 two
Administration and PR Education Management
2 two Training
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3. Improvement of Financial Management
The deconcentration of financial management has been introduced in 2005, to improve the management of the Centre’s financial affairs, based on the
transparancy principle. Each division is allocated the amount of budget based on their proposed activities. Division’s activities are derived from the 2nd Five
Years Development Plan. The deconcentration system provides the autonomy of each division to propose budget and receive approval from the Director and
Finance Division, manage the alloted amount, and being responsible to the amount given implementing the program and reporting.
Financial and activity report from each division is requested quarterly. Further, monthly financial report of the Centre is submitted to SEAMEO Secretariat
monthly. For financial accountability report, SEAMOLEC’s financial affairs is audited by external auditor annually. The Centre’s accountability report is
submitted to the SEAMOLEC Governing Board Meeting annually. In addition, SEAMOLEC’s financial officers have received in-service short term
training in SEAMEO Secretariat to increase their capability in preparing financial report of the Center.
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