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Accelerated and Shared Growth

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Title: Accelerated and Shared Growth


1
  • Accelerated and Shared GrowthSouth Africa
    (ASGI-SA)
  • The Public Service Response Progress Report
  • 5 September 2007

2
Outline of Presentation
  • AsgiSA update
  • Public Service focus
  • Education and Skills
  • HR Connect
  • HRD Strategic Framework
  • Capacity assessments
  • Single Public Service

3
AsgiSA update
  • Some of key objectives of ASGI-SA are to achieve
    the following-
  • i) Grow the economy by 6 per year by 2010
  • ii) Reduce unemployment by half by 2014
  • iii) Reduce poverty by half by 2014

4
AsgiSA update
  • To achieve its objectives ASGI-SA will need to
    address the
  • following key constraints in the economy-
  • The relative volatility of the currency
  • The cost, efficiency and capacity of the national
    logistics systems
  • Shortages of suitably skilled labour
  • Barriers to entry, limits to competition
  • The regulatory environment
  • Deficiencies in state organisation, capacity and
    leadership

5
AsgiSA update
  • The following broad policy areas have been
    identified as main pillars for ASGI-SA to
    accelerate economic growth-
  • Macroeconomic Issues
  • Infrastructure Investment
  • Education and Skills Development
  • Industrial and Sector Strategies
  • Second Economy Initiatives
  • Governance and State Capacity Issues

6
AsgiSA update
  • MACROECONOMIC ISSUES
  • GDP growth of 4,9 percent for 2006, averaging
    about 5.1 percent a year over the medium term
  • A main budget surplus of 0.3 percent in 2006/07
    and 0.6 percent in 2007/08
  • The gap between budget allocations and actual
    expenditure is narrowing
  • The percentage of capital projects behind
    schedule fell from 14,5 to 4 in 2006

7
AsgiSA update
  • INFRASTRUCTURE INVESTMENT
  • Fixed investment reached 18,7 of the GDP in the
    third quarter of 2006
  • Overall public sector infrastructure expenditure
    increased by 15,8 per between 2003/04 and
    2006/07.
  • In the current MTEF, R 409.7 billion has been set
    aside for infrastructure projects and 37 of the
    total budget will be spent by SOEs.
  • SOEs will spend this budget on power generation,
    transmission and distribution, port, rail and
    pipelines.

8
AsgiSA update
  • Construction has started on Phase One of the
    Gautrain and about 58 800 direct jobs will be
    created
  • The 2006 Budget allocated R 3 billion for stadium
    construction and R2.4 billion transport
    infrastructure.
  • A further R9.5 billion was announced in the MTEF,
    half for building five new stadiums and upgrade
    five existing ones.
  • About R15 billion is earmarked for EPWP for the
    next five years and pilot programmes created 47
    530 jobs in 2005/06

9
AsgiSA update
  • EDUCATION AND SKILLS DEVELOPMENT
  • School Quality Improvement and Development
    Strategy to improve quality of teaching in
    poorest primary schools
  • 6000 schools will receive indigenous language
    material to improve literacy.
  • The programme also targets teacher training and
    development in Maths, Science and Technology
    skills.
  • Increase the number of learners passing Maths and
    Science in higher grades from previously
    disadvantaged groups.

10
AsgiSA update
  • The following professions has been identified
    JIPSA as requiring urgent attention for growing
    the economy-
  • High level planning and engineering skills
  • Town and regional planners
  • Engineers and technologists
  • Artisans
  • Mathematics, Science and ICT in schools
  • Planning and management skills for the public
    education and healthcare systems.
  • Cross-cutting skills in project management, ICTs
    finance and ABET.

11
AsgiSA update
  • JIPSA has set a target of 1000 additional
    engineers per year over the next four years.
  • Increase the number of architects by 30 to 35
    and the number of surveyors by 65 in a long
    term.
  • JIPSA has also set a target to train 50 000
    artisans over the next four years.

12
AsgiSA update
  • SECOND ECONOMY
  • Infrastructure maintenance and construction have
    created around 70 000 full-time jobs
  • ECD and Home-based care systems should create
    72 000 permanent jobs and 205 000 part-time jobs
    by the end of 2007.
  • Working for Water has created 27 000 short term
    jobs
  • UYF has JOBS database which currently places 500
    people a year and would expand to 2000 in the
    future.

13
AsgiSA update
  • GOVERNANCE AND STATE CAPACITY ISSUES
  • Marked acceleration of service delivery by
    deploying scarce skills
  • Signing performance agreements and filling of
    critical posts
  • Improved financial viability
  • New ward committees and engagements through
    Presidential Imbizo Programme.

14
Public Service focus
  • Education and skills
  • HR Connect
  • HRD Strategy
  • Capacity assessments
  • Single Public Service

15
Education and skills
  • Growth envisaged through AsgiSA depends in part
    on resolving the shortage of suitably skilled
    labour
  • Thus a number of medium long term interventions
    identified
  • Build a strong foundation in public schooling
  • Focus on areas of greater priority in tertiary
    education training
  • Initiate improve work-based training programmes
    scarce skills initiatives
  • Jipsa to coordinate strengthen activities

16
Proposed measures aimed at closing the skills gap
in the PS
  • Four measures for implementation
  • Supporting the flow of talent into the PS
  • Building a developmental ethos in the PS
  • Coordination strategic focusing of resources
  • Improving systems processes

17
Supporting the Flow of talent
  • (Re) orientation and induction programmes for
    newly recruited public servants to introduce them
    to developmental states ethos.
  • Intensification of Internships to reduce graduate
    unemployment to introduce graduates to the
    public sector ethos.
  • Intensification of 18.1 and 18.2 learnerships to
    provide career pathing and employment
    opportunities for the unemployed and under
    qualified.
  • Development of linkages with the private sector
    for revolving door, secondments other
    mechanisms to enable flows of personnel between
    private public sectors to gain experience
  • Build on current international exchange
    programmes capacity building international
    programmes

18
Building a developmental ethos
  • Norms Standards for an integrated public
    service so that mobility between the spheres is
    facilitated
  • Evolution of a learning culture that supports on
    the job training knowledge sharing within
    communities of practice
  • Development of a cadre of line managers who
    embody skills development principles in their
    management style approach and which forms part
    of their KPA.
  • Provision of focused, short term training for
    selected employees or occupations to assist them
    in working within a developmental state
  • Strategic frameworks policies to help the
    different layers of management in all spheres of
    Gov. to work towards a common goal

19
Coordination strategic focusing of resources
  • Targeted partnerships with private sector service
    providers as a temporary measure to fill
    immediate skills gaps
  • Designated mechanism/body to facilitate
    relationship between private sector suppliers
    public sector users of training services
  • Establish structure for HEI government to work
    more closely towards meeting public sector
    training needs
  • Establish a training facility providing bridging
    skills for professionals without public service
    experience to provide them with easier entry in
    to the PS.

20
Improving systems processes
  • Bring HRM HRD functions into closer cooperation
    so that recruitment, promotion career
    development activities are linked to skills
    development planning.
  • Public sector-wide database located in a central
    department for the purpose of storing analysing
    training information as well as for modeling
    forecasting
  • Improved monitoring by prescribing standards for
    recording training expenditure.
  • Prescribed standards for the capture of
    information on traing so that its impact can be
    monitored over time
  • Departments to give particular attention to
    quality assuring the entire skills development
    process
  • Skills planning is informed by overarching
    planning systems oriented to the developmental
    state.

21
HR Connect
  • Requirements to manage Human Capital Development
  • Competence Profiles of People and Posts
  • Ability to
  • Compare two Profiles same reference language
  • Refer to Standardised (National/International)
    Framework
  • Manage Process that addresses the difference
  • High priority on skills transfer and self
    sustainability
  • Buy-in from all stakeholders to ensure continuous
    participation

22
How is HR Connect different?
  • First time Government departments have worked
    together on a cross-government skills agenda
  • Significant move towards a Government demand-led
    approach
  • Strong framework for delivery in which the
    Government and its agencies work together
  • Determination underpinned by political and legal
    mandates to deliver on a demanding change agenda.

23
Progress
  • Job profile for 20 departments related to the
    Organising Framework of Occupations (OFO)
    developed.
  • Held 12 workshops totaling almost 300 person
    training days (PTD) to
  • generate the occupational, job and competence
    profiles of jobs in the various Departments
  • assist Departments in documenting and mapping
    posts to employees and cleaning up their
    organogram and
  • build capacity in terms of the processes
    required to manage Human Capital Development.
  • Data quality issues still persist
  • Web enablement of the system completed
  • Web interface to be completed end July 2007
  • Web system demonstrated to participating
    departments 26 July 2007
  • Web enablement and further customization of the
    system in terms of lessons learned and
    departmental inputs is continuing until mid
    August 2007

24
HRD Strategy for the Public Service
  • Targeted capacity building initiatives skills
    development
  • Strong organisational support initiatives
  • Accountability through governance structures
  • Aligned to economic growth and development
    initiatives at all spheres of government
  • Monitoring Evaluation
  • Annual performance reporting
  • Policies utilisation of the 1 personnel
    budget ABET for the PS Learning Frameworks RPL
    in the PS

25
A VISION FOR HRD
A dedicated, responsive and productive Public
Service
BUILDING HUMAN CAPITAL FOR HIGH PERFORMANCE AND
ENHANCED SERVICE DELIVERY
Fostering HEI FETC Partnerships
Mobilization of management support
Utilization of the strategic role of SETAs
Responsiveness to Millennium Development Goals
E-Learning for the Public Service
Career Planning Talent Management
Values, Ethics Professional Code of Practice
Promoting integrated inter-sectoral approaches
to developmental priorities
A National Public Service Academy
Managing Employee Health Wellness
Promoting HR Learning Networks
Capacity building to promote success of
Industrial Economic Plans
Promoting Learnerships, Internships Traineeships
Ensuring adequacy of Physical Human resources
facilities
Managing Effectiveness of Communication
A more strategic role for professional bodies
Promoting appropriate Org. Structure for HRD
Awareness promotion of growth development
initiatives
Fostering Effective Monitoring, Evaluation
Impact Analysis
Leadership Management Development Strategies
Performance Management Development Systems
Integrating NEPAD, AU, Regional Global
Programmes
Managing HRD Policy Planning Frameworks
Guidelines
Integrated ABET framework
Knowledge Information Management
Strengthening Systems for Workplace Learning
HR Planning - Supply Demand Management
Strengthening aligning governance roles in HRD
ASGISA, JIPSA, EPWP, PGDP, IDPs
CAPACITY BUILDING INITIATIVES
ORGANIZATIONAL SUPPORT INITIATIVES
GOVERNANCE INSTITUTIONAL DEV. INITIATIVES
ECONOMIC GROWTH DEVELOPMENT INITIATIVES
1
2
3
4
4 KEY PILLARS FOR HIGH PERFORMANCE IN THE PUBLIC
SERVICE THROUGH HRD
Responding to needs of designated groups (women
disabilities
Focus on all Performa levels of employment
Building learning communities organizations
Continuity through all spheres of government
Recognizing contextual differences
Maintaining a performance focus
Responding to sectoral differences
Promoting the agenda of development
Cohesiveness Integration
Flexibility and adaptability
10 CORE PRINCIPLES INFORMING IMPLEMENTATIONOF HRD
STRATEGY
LEGISLATIVE FRAMEWORK AS A FOUNDATION
26
Progress
  • Presentation to Cabinet in September 2007.
  • Launch of HRDS in November 2007
  • Pilot in a provincial department dpsa
  • Roll out in 27 departments proposed in November
    January 2008.
  • Simultaneous roll out in all departments in
    January March 2008.
  • All departments to have an annual HRD
    implementation plan for 2008/2009 FY.

27
Capacity assessments
  • GA Cluster conducted assessments of the capacity
    of government to implement ASGI-SA initiatives
  • Freight handling in the Durban-Gauteng Corridor
  • Public transport
  • Micro-lending (MAFISA and SAMAF)
  • Licencing processes at DME
  • Vulindlela analyses
  • Key governance challenges and lessons lifted from
    each study for discussion at Cabinet Makgotla

28
Capacity assessments
  • Durban-Gauteng Corridor
  • Interoperability of ICT systems
  • Integration of planning of three spheres and SOEs
  • Processing of Environmental Impact Assessments
    caused delays
  • Supply chain management processes caused delays
  • SETAs should be more proactive in developing the
    required skills
  • Ageing workforce
  • Public transport
  • Need for greater delegation of powers and
    functions and funding
  • Bureaucratic processes (eg granting licences)
    were slow
  • Contract management (eg bus subsidies) should be
    strengthened
  • Capacity in Transport department should be
    strengthened

29
Capacity assessments
  • Micro-lending
  • SAMAF South African Micro-Finance Apex Fund
    (dti)
  • MAFISA Micro-Agricultural Finance Scheme of SA
    (Agriculture)
  • Both launched in 2006 to provide credit services
    to the poor
  • Both underestimated the enormous demand for their
    services
  • Various challenges emerged from the study
  • Clients of schemes found paperwork challenging
  • Promoters of schemes did not have financial
    skills
  • Both needed monitoring and evaluation systems
  • Existing staff required training
  • Licencing processes at DME
  • Legislation set deadline and applications spiked
  • Bottlenecks caused delays
  • Some staff overloaded
  • Re-engineering of systems not required as flow of
    applications normalised

30
Capacity assessments
  • Vulindlela analyses
  • Challenges
  • Departments organisational structures out of
    date (inflates vacancy rates)
  • Departments experiencing difficulty in recruiting
    and retaining professionals
  • Job-hopping in the public service caused by
    differing application of the job evaluation
    system
  • Working environment (facilities, equipment,
    management) often a push factor
  • Application of the performance management system
    uneven
  • Recommendations
  • Executive authorities must consult MPSA when
    restructuring
  • Create a special remuneration dispensation for
    professionals
  • Institute Public Management Watch to monitor HR
    utilisation
  • Create coordination mechanism for uniform
    application of the JE system
  • Institute system of exit interviews to determine
    reasons for terminations

31
The Single Public Service
  • AsgiSA and Second Economy initiatives require a
    re-engineered public service
  • Innovation and new way of thinking to ensure
    seamless service delivery (including the use of
    ICT)
  • A multi-skilled, flexible, adaptable and
    versatile public service which is capable of
    implementing its policies
  • Strong leadership, skills development, public
    administration and management reform and
    integrated planning
  • An understanding across all spheres of government
    that there is a critical need to better integrate
    and share responsibility for service delivery
    functions based on cooperative relationships as
    enshrined in Ch 3 of the RSA Constitution
  • A review of regulatory and administrative systems
    to ensure better alignment across all three
    spheres
  • Mobilising public servants to become a
    revolutionary engine for social change and
    service delivery (Batho Pele)

32
The Single Public Service
  • As part of implementing the Single Public
    Service, work is currently proceeding through
    various initiatives including
  • Institutional integration will be facilitated by
    Single Public Service legislation
  • Legislation has been drafted and approved by
    Cabinet for consultation purposes
  • Massive communication and stakeholder engagement
    process underway
  • Access and e-Gov Strategic Frameworks to ensure
    co-ordinated and planned approach to the
    interface between government and the citizens in
    the delivery of services
  • Human resource practices, remuneration and
    conditions of service in all three spheres of
    government are being investigated
  • Investigations will be crafted into common human
    resource management norms and standards for the
    Single Public Service
  • Scenarios for the implementation of the Single
    Public Service are being costed
  • Scenario selected will be factored in legislation
    before tabling in Parliament next year
  • Anti-corruption frameworks for the Single Public
    Service developed

33
Government-wide Access Strategy
  • Key features of the Access Strategy include
  • Front-office reengineering to create a single
    view of government and the modernisation of the
    back-office processes and ensuring interoperable
    systems
  • A multi-channel approach, determining which
    services can be delivered to citizens by which
    channel (service delivery vehicle or medium)
  • The clustering of services into baskets of
    services in accordance with the service delivery
    needs of citizens (matching the channels and the
    services)
  • Ensuring that services are provided as close as
    possible to people, especially in previously
    marginalised areas

34
Government-wide Access Strategy
  • The Access Strategy includes various initiatives
    that are aimed at bringing government closer to
    citizens
  • Thusong Service Centres These are one stop,
    integrated community centres which provide access
    to government services and information. There are
    different models of Thusong Centres, for
    instance, Urban Malls and mobile services
  • Geographical Information System The system will
    identify the current location of service points
    in relation to where citizens are located and it
    will assist in the development of service
    delivery spatial plans for government
  • Community Development Workers - They are special
    public servants who are trained to visit
    communities and households in sustained efforts
    to determine what services are needed and to
    assist people to access government programmes and
    services

35
e-Government
  • The e-Government Strategy advocates front-end and
    back-end integration
  • Batho Pele Gateway Portal This is a
    government-wide web-enabled portal that provides
    a single view of government services and which
    provides information about such services readily
    available in all 11 official languages
  • Batho Pele Gateway Call Centre This call centre
    provides a toll free number and is staffed by
    agents who are able to assist people to access
    information about government services
  • Citizen Relations Portal is a government-wide
    web-based system for people to communicate and
    interact with government on various matters, via
    a single point of entry using a range of
    technological communication channels, for
    example, SMS messages, Internet, emails,
    telephone calls and facsimiles.

36
Siyabonga
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