Briefing on SAMDI’s Mandate, Performance and Strategic Directions
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Transcript of Briefing on SAMDI’s Mandate, Performance and Strategic Directions
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