Briefing on SAMDI

1
Briefing on SAMDIs Mandate, Performance and
Strategic Directions

• Presentation to the Select Committee on Local
  Government Administration
• Cape Town
• 9 June 2003

2
Statutory and Policy Framework

• 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?)

3
New 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

4
Public Sector Transformation

• Transformation of the Public Service relates to
  the function and purpose of the Public Service
  effective efficient service delivery (within
  governments 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

5
Public Service and social and economic
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

6
Summary of operational objectives

• Focused on service delivery outcomes
• Assigns managerial responsibility for results and
  for resources applied in achieving outputs
• Accountability for actions
• Conducts business professionally, transparently
  and ethically

7
Report on the state of the Public Service
(November 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

8
Priority areas within the Public Service

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

9
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

10
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

11
Assessment of challenges and SAMDIs programmes
12
Service Delivery challenges current 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
13
continue
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,
14
In progress programmes that impact 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
15
Statistics 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
16
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)

17
Summary

• 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

18
Monitoring of SAMDIs training programmes

1. Track implementation of AWP
2. Monitor attendance compliance with Course
   Bookings
3. Capture and analyse course reaction data
4. Monitor evaluate training on-site
5. Assess course material compliance to outcomes
6. Provide administrative support to PAT PSC
   meetings
7. Develop ME Framework
8. Access specialised skills for Impact Assessment
9. Apply ME Results strategically
10. Manage Information Effectively
11. Report timely and accurately

19
SIGNIFICANT NEW AND EMERGING CHALLENGES FOR SAMDI
20
Challenges identified in the PSETA Sector 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

21
What are the strategic challenges

• Public Sector reform
• Budget reform
• Accountability
• Strategic Planning
• Performance Management
• Policy formulation
• Policy implementation (includes project
  management)
• Organisastional development (Procurement systems,
  business processes)

22
Emergence of new management development institutes

• 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?

23
Local 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

24
Beyond 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

25
NEPAD

• 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

26
Challenges in the wider global context

• Follow up on Millennium Summit, WSSD, UN, Pan
  African Conference of African Ministers of Public
  Service
• SAMDI needs to advance SAs foreign policy
  objectives and benefit from collaboration with
  national, regional and global institutes and
  expertise

27
OUR IMMEDIATE RESPONSE

• GOING FORWARD!

28

• 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

29
Conclusion

• 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 SAMDIs 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