Accelerated%20and%20Shared%20Growth

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

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Outline of Presentation

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

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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

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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

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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

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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

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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.

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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

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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.

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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.

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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.

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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.

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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.

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Public Service focus

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

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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

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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

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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

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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

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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.

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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.

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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

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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.

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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

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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

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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
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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
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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.

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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

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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

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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

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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

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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)

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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

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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

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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

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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.

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Siyabonga