UPDATE ON THE IMPLEMENTATION OF THE SMS

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• UPDATE ON THE IMPLEMENTATION OF THE SMS
• PRESENTATION TO PORTFOLIO COMMITTEE
• 28 August 2001

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OVERVIEW

• Origins of the SMS
• Implementation programme
• Work in progress
• Some thoughts on a uniform perform management
  system for the SMS
• Discussion

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ORIGINS OF THE SENIOR MANAGEMENT SERVICE (SMS)

• Research undertaken into professionalisation of
  SMS during early 2000
• Report produced in May 2000
• Mins/MECs and departments consulted on findings
  and recommendations
• Cabinet endorsed a Policy Statement on
  establishment of SMS on 23 August 2000
• New SMS employment framework implemented as from
  1 January 2001

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ORIGINS OF THE SENIOR MANAGEMENT SERVICE (SMS)

• The key objective of the establishment of the SMS
  is to improve the ability of the Public Service
  to recruit, select, retain and develop quality
  candidates
• This requires, amongst others
• A competency-based employment framework
• Attractive terms/conditions of service
• Greater inter-departmental mobility
• Improved training and development
• High standard of professional conduct and
• A more appropriate labour relations framework.

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IMPLEMENTATION PROGRAMME

• Agreement with unions in 2000 to determine
  conditions of service of SMS outside of the PSCBC
  and to introduce total cost to employer
  packages - Resolution No 9 of 2000
• Chapter 4 of Regulations implemented - 5 January
  2001
• First edition of SMS Handbook introduced - Jan
  2001
• Total cost to employer packages implemented -
  Jan 2001
• Draft comp framework completed - Feb 2001
• Presented to Min - March 2001
• HODs EAs consulted - April/May 2001
• Framework for disclosure of financial interests
  extended to all members of the SMS in May 2001

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IMPLEMENTATION PROGRAMME (cont)

• Revised comp framework competency assessment
  tender approved - June 2001
• Competency framework made available to
  departments - July 2001
• Competency assessment tender published - July 2001

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WORK IN PROGRESS

• Competency assessment tenders presently being
  evaluated - hope to conclude process in Sept/Oct
• Competency assessments will then be introduced as
  a key element of the recruitment and selection
  process for managers and for career
  planning/development
• Work is also under way to strengthen the
  performance management system for the SMS and to
  link the system with the comp framework. First
  draft completed in July, however consultation
  with stakeholders still to take place - expected
  implementation date 1 April 2002
• Plans are afoot to introduce a learning framework
  for the SMS, based on the comp framework. This
  implies more focused training development
  programmes. Some training programmes already in
  place (PSLDP), others to be put in place by 2002

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WORK IN PROGRESS(cont)

• Concept of learning networks introduced - this
  includes members of the SMS
• SMS learning journal also under consideration
• Discussions with stakeholders currently under way
  on the possible establishment of a professional
  association for members of the SMS - decision on
  way forward expected later this year
• SMS Conference planned for early next year
• Data base on senior managers being developed to
  facilitate more active management of SMS across
  the Public Service
• New employment equity targets under consideration
  for SMS
• Protocols on ethics and conduct currently being
  developed

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UNIFORM PERFORMANCE MANAGEMENT FOR THE SMS

• Vision System both competency output based
• PAs to remain basis for the system
• As regards incentives, intention is that
• HoDs will be empowered to grant annual
  performance bonuses
• This will be within defined parameters
• Bonuses will be based on formal (uniform)
  performance management system

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KEY ISSUES ARISING FROM WORKSHOPS

• Managers felt that competencies should be
  utilised only for recruitment, selection and
  development- not for performance assessments
• Synergy between perf man arrangements for SMS
  other levels of staff NB
• Although there is a definite need for more
  guidance on PM arrangements for SMS, this should
  be flexible enough to allow for deptal
  differentiation

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KEY ISSUES ARISING FROM WORKSHOPS

• PAs not updated regularly
• Concerns from depts around the linkage between
  organisational business plans and performance
  management for lower levels of staff
• There appears to be little consistency in
  providing performance feedback linking to
  training development

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UNIFORM PERFORMANCE MANAGEMENT SYSTEM

• How do we balance competency requirements with
  output orientation?
• How do we balance the need for greater
  consistency with allowing flexibility?
• Should we provide a broad policy framework (min
  standards only) plus perhaps a model that can be
  adjusted for deptal use?