Briefing on SAMDI’s Mandate, Briefing on SAMDI’s Mandate, Performance and Strategic Performance and Strategic

DirectionsDirections

Presentation to the Select Committee on Local Government & Administration

Cape Town

9 June 2003

Statutory and Policy Statutory and Policy FrameworkFramework

Constitution Public Service Act, 1994 (Act ? Of 1994) White Paper on the Transformation of the Public Service

(November 1995) Batho Pele: White Paper on Transforming Public Service

Delivery (September 1997) White Paper on Public Service Training and Education

(July 1997) New Public Service Regulations (1999) White Paper on Human Resource Management in the

Public Service (year?)

New century, new challengesNew century, new challenges More complex public problems Nature of politics, governance and intersection with public policy is

more complex New discourse and significant impulses that impact on the nature of

the state – realisation that transposing, imposing or importing no longer tenable

Role of private sector is being re-defined New technologies re-define work processes and options available New labour market challenges Contradictory pressures on the nation state Public sector reform, budget reform, managing for results,

accountability and monitoring and evaluation are reaching universal prevalence – convergence across countries

Public Sector TransformationPublic Sector Transformation Transformation of the Public Service relates to the

function and purpose of the Public Service – effective & efficient service delivery (within government’s mandate)

Also relates to nature and profile of the public service – race, gender, values, norms and orientation

Transformation of the Public Service inextricably linked to social and economic transformation

Building the new developmental state is a progressive process – we need to respond appropriately

Public Service and social and Public Service and social and economic transformationeconomic transformation

Most strategic and receptive site for state intervention

Mobility between public and private labour markets

“Bureaucratic petty-bourgeoisie” – historic possibilities

Feed skills into societal institutions Articulation with the economy – including the

“commanding heights of the economy”

Summary of operational Summary of operational objectivesobjectives

Focused on service delivery outcomesAssigns managerial responsibility for

results and for resources applied in achieving outputs

Accountability for actionsConducts business professionally,

transparently and ethically

Report on the state of the Report on the state of the Public Service (November Public Service (November

2001)2001) Assessed the values proposed on the constitution Some progress, but serious challenges remain Key challenges and opportunities –

– combating corruption and mal-administration, improving service delivery and developing human resources

– Improved monitoring and evaluation

Priority areas within the Public Priority areas within the Public ServiceService

Priority areas: government business processes, hard skills in policy analysis (data intensive), maturing institutions, policies, move to performance budgeting, indicators, priority to improve probity.

How? HRD?How? HRD?

HRD? – beyond a limited conception of education and training

Usefulness of “Human Capital” as a concept? Clear generic skills training – improve efficacy Responsive to the context – post-industrialisation,

huge public sector reform (not “catching up with the past”), global parallels, focus on performance, results and service delivery

Articulation with business process reform, systems redevelopment, new practice

What HRD should entail?What HRD should entail?

Effective and transformed HRM Training generic skills: procurement, basic business

process, people skills, service delivery ethos High level analytical skills: policy analysis, data

analysis beyond narrow quantitative applications, problem-solving, strategic planning, monitoring and evaluation

Link between “doing” and “learning” – moving beyond rhetoric, articulating with system design, development and implementation

Assessment of challenges Assessment of challenges and SAMDI’s programmesand SAMDI’s programmes

Service Delivery challenges –Service Delivery challenges –current programmescurrent programmes

Service Delivery challenge

SAMDI response

Outcome /impact

Poor service delivery – social grants

Develop and present training on social grants service delivery

-1,000 persons trained

-Standardised and improved services

- Recruit volunteers and assigned SAMDI to train them also

continuecontinue

Service delivery

G.J.Crookes hospital

Training on service delivery for operational managers

N.E Mkhize handed in action plans June 2001 – improved SD confirmed

Management and leadership capacity needed

PSLDP programme strategy into action and service delivery

-Dept Agriculture DDG and team developed policy as part of training

-Department growth and improvement dramatically in 12 months

Implementation of outcomes based training

TDQ developed programmes

557 SDF trained to implement workplace skills plans,

In progress – programmes that In progress – programmes that impact on service deliveryimpact on service delivery

Need to mainstreaming gender

Needs analysis completed – Both men and women to do gender training

Special programmes on advancement of women to be developed

Impact on critical mass

E-learning training system developed

Training on PFMA to be launched via e-learning

Attract and retain talented managers

Development of IMDP – Flanders support.

Busy with information gathering

Statistics on outputsStatistics on outputs

Year PT PTD

2002 20 397 81 166

2001 10 335 58 481

2000 6 813 23 694

1999 4 062 18 564

1998 1 731 6 645

Recent impact studies Recent impact studies

Insideout / strategy and tactics have done impact studies on training provided for the public service through SAMDI and JUPMET. Studies were the folowing:

- Selected SAMDI programmes (PSLDP, PAS and Service Delivery) from January to end May 2001- (151 trainees and 30 supervisors interviewed)

- JUPMET training in 1998 and 1999.(392 trainees and 103 supervisors interviewed)

SummarySummary

The findings suggest that the three SAMDI

programmes have contributed towards the

acquisition and implementation of new skills

the increased levels of staff motivation, confidence

the overall improvement of the departments’ perceived performance

Monitoring of SAMDI’s training Monitoring of SAMDI’s training programmesprogrammes

1. Track implementation of AWP2. Monitor attendance compliance with Course Bookings3. Capture and analyse course reaction data4. Monitor & evaluate training on-site5. Assess course material compliance to outcomes6. Provide administrative support to PAT & PSC meetings7. Develop M&E Framework8. Access specialised skills for Impact Assessment9. Apply M&E Results strategically10. Manage Information Effectively11. Report timely and accurately

SIGNIFICANT NEW AND SIGNIFICANT NEW AND EMERGING CHALLENGES EMERGING CHALLENGES

FOR SAMDIFOR SAMDI

Challenges identified in the PSETA Challenges identified in the PSETA Sector Skills PlanSector Skills Plan

Retaining effective managers Developing career paths for lower level workers Coping with limited resources Increasing organisational complexity Restructuring the Public Service, redeploying and retaining

existing staff Managing change and conflict Managing ICT Financial skills for managers Creating new organisational structures Improving service delivery Employment equity

What are the strategic What are the strategic challengeschallenges

Public Sector reform Budget reform Accountability

Strategic Planning Performance Management Policy formulation Policy implementation (includes project management) Organisastional development (Procurement systems, business

processes)

Emergence of new Emergence of new management development management development

institutesinstitutes Cape Administrative Academy (operational); KZN

Institute (not launched yet); Free State Institute (launched); North-West Institute (not launched yet)

Mpumalanga in conceptual stage and other provinces to likely to follow

National Departments – DTI; Health, Home Affairs; and NIA

Also have service level partnerships established (eg. Eastern Cape)

Implications for SAMDI?

Local Government InitiativesLocal Government Initiatives

Cabinet Lekgotla of 2002 – extended mandate to include local government

Benefits to having a national and uniform public service

Discussions underway to take this further with DPLG – proposal developed

Work closely with DPLG and SALGA Have to develop innovative ways to meet

challenges and scope

Beyond Public ServiceBeyond Public Service

Take a broad view on human capital development – medium term perspective and links with private sector labour markets

NEPAD – central challenge relates to the efficacy of delivery vehicles – public services

NEPADNEPAD Two distinct dimensions to NEPAD that are relevant First, the NEPAD programme raises many complex and

urgent challenges (trade policy, market access, monitoring, good governance, peer review, managing external resources and mobilising more domestic resources, management of domestic macro-economic and fiscal policy, improving effective social services delivery)

This requires the formulation and stewardship of local policies that resonate with NEPAD, while collaborating in the elaboration and stewardship of the NEPAD programme

We will have to rise to these challenges with some severe shortcomings in our public sectors

Second, the focus and collective political investment in NEPAD creates unprecedented opportunities for public sector reform and MDIs

Challenges in the wider global Challenges in the wider global contextcontext

Follow up on Millennium Summit, WSSD, UN, Pan African Conference of African Ministers of Public Service

SAMDI needs to advance SA’s foreign policy objectives and benefit from collaboration with national, regional and global institutes and expertise

OUR IMMEDIATE OUR IMMEDIATE RESPONSERESPONSE

GOING FORWARD!

First step to respond to requirement to have a strategic plan

Clarify strategic re-positioning of SAMDI Address pressing organisational shortcomings Formulate medium term strategic plan consistent

with challenges Establish and institutionalise commensurate

organisational structure, modalities and business processes

ConclusionConclusion

Opportunities – context is becoming more enabling – policy and law, better sense of role of public service, maturing institutions

HRD – has immense potential leveraging power We seek to build on SAMDI’s strengths to take

further our capacity to discharge our present mandate

We seek to make maximum use of the strong political capital available to us