Public Management Watch (PMW)

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Public Management Watch (PMW)

• 9 June 2006

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Public Management Watch - Aim/Purpose

• To be able to preempt the deterioration in
  management within national and provincial
  government in order to intervene if necessary.

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• Turnover
• Professionals Managers
• Weight 5
• Parameters 7 13
• Average 11,07
• Total
• Weight 5
• Parameters 7 13
• Average 8,38
• Indicates
• Inability to retain staff
• Turnover is not just affected by the salaries
  but also work environment.

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• Replacement Rate
• Professionals Managers
• Weight 7
• Parameters 90 70
• Average 141
• Total
• Weight 6
• Parameters 90 - 70
• Average 125
• Indicates
• Inability to recruit HR Resources.
• Departmental restructuring

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• Vacancies
• Professionals Managers
• Weight 8
• Parameters 20 35
• Average 35
• Total
• Weight 5
• Parameters 20 - 35
• Average 21
• Indicates
• Inability to recruit HR Resources Supply,
  administratively.
• Read with the spending on compensation of
  employees
• Underfunding
• Unreliable structure
• Inaccurate data

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• Period of vacancies
• Weight 8
• Parameters 6 9 months
• Average 14.9 months
• Indicates
• Inability to recruit HR Resources Supply,
  administratively.
• Read with the spending on compensation of
  employees
• Underfunding
• Unreliable structure
• Inacurate data

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• of posts filled additional to the establishment
• Weight 8
• Parameters 4 10
• Average 4
• Indicates
• Unreliable structure does not cater for all the
  mandates of the department

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• of posts filled out of adjustment
• Weight 8
• Parameters 10 20
• Average 11,3
• Indicates
• Misalignment between posts and employees
  unreliable structure
• Remainder from old rank and leg promotions

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• Average days vacation leave credits
• Weight 9
• Parameters Depending of the time within the cycle
• Average Depending of the time within the cycle
• Indicates
• A high number of credits generally/usually
  reflects poor administration of leave

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• Average days sick leave credits
• Weight 8
• Parameters Depending of the time within the cycle
• Average Depending of the time within the cycle
• Indicates
• A high number of credits usually/generally
  reflects poor administration of leave
• A high usage of sick leave could also indicate
  problems within the working environment

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• of service terminations backdated
• Weight 5
• Parameters 8 18
• Average 12
• Indicates
• Generally/usually indicates poor
  workflow/administration within a department

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• Average period of terminations backdated
• Weight 5
• Parameters 2 3 months
• Average 3,11 months
• Indicates
• Generally/usually indicates poor
  workflow/administration within a department

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• of budget on compensation of employees spent
• Weight 8
• Parameters -5 to 5
• Indicates
• Indicates the funds available for the filling
  of vacancies

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• of budget on goods and services spent
• Weight 5
• Parameters -5 to 5
• Average
• Indicates
• Ability of the department to control and spend
  their funding for goods and services

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• of budget on capital spend (only at the end of
  the financial year)
• Indicates
• Ability of the department to control and spend
  their funding for capital goods

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Statistical analysis - Scoring

• Indicators weighted Relevance is determined in
  relation to each other
• Levels of acceptability determined what is
  acceptable and what is unacceptable
• Score calculated scoring based on weight and
  levels
• Departments rated based on scores

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Statistical analysis In-depth information

• Top 10-15 departments selected based on scores
• In-depth analysis based on (comparison with
  sector province)

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Analysis by working group

• Composition of working group
• DPSA, Nat Treasury, Presidency, DPLG
• National oversight depts (where relevant)
• Education, Health, Social Development

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Public Management Watch
Statistical analysis Oversight Departments
Communication to depts Self-assessment
Need for intervention assessed
Re assessment based on feedback and updated info
Qualitative analysis into department
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Self-assessment

• Areas to investigate
• Information/data
• Administration
• Management
• Impact on service delivery Assessment framework
  developed
• Identify best practice department (over time) to
  assist if required

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Public Management Watch
Statistical analysis Oversight Departments
Communication to depts Self-assessment
Need for intervention assessed
Re assessment based on feedback and updated info
Qualitative analysis into department
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Public Management Watch
Statistical analysis Oversight Departments
Communication to depts Self-assessment
Need for intervention assessed
Re assessment based on feedback and updated info
Qualitative analysis into department
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Investigation approach

• Team DPSA, NT Oversight depts
• Pre-investigation info gathering
• Briefing of department
• Analytical framework are being developed by DPSA
  to identify those factors that influence the
  effective utilisation of human resources

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Public Management Watch
Statistical analysis Oversight Departments
Communication to depts Self-assessment
Need for intervention assessed
Re assessment based on feedback and updated info
Qualitative analysis into department
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Intervention

• PMW would attempt to link up departments that
  have proven track record of best practice in
  specific areas with departments in need of
  assistance

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Thank you