JOB EVALUATION INDABA Palama service delivery model Ser… · Manage the training development from...
Transcript of JOB EVALUATION INDABA Palama service delivery model Ser… · Manage the training development from...
JOB EVALUATION INDABA
Palama service delivery model
Dr MJS MohlokoaneChief Director: Business Development
Thursday, 19 November 2009St Georges Hotel, Gauteng
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Content
1. Political and Legislative Context
2. Attributes of a Public Service Cadre
3. How Palama Works
4. Programmes and Services
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Political and Legislative ContextStatutory Mandate
♦ Flows from provisions of our Constitution and the obligations they imply for Public Servants.
Palama’s extended role is to assist through expanding the provision of high-quality training to improve public servants’ competence and ethos
♦ Public Service Act (of 1994, as amended) mandates training institution “to provide training or cause such training to be provided
Mandates include assessment and certification
♦ Alignment to MPSA regulations and frameworks and government policies from departments like the National Treasury
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♦ The 1995 White paper on the Transformation of the Public Service envisioned training and education as critical to “develop the professional capacities of public servants and to promote institutional change” by:
“First, equipping all public servants …with the necessary knowledge, skills and competencies to carry out their jobs effectively in pursuit of the new vision and mission for the public service;Second, forming an integral part of the process of increasing the representativeness of the public service;Third, enabling public servants to acquire a new development-oriented professionalism; this will entail the development of a new work ethic, knowledge and skills with which to implement the RDP; Fourth, being a powerful instrument for anticipating as well as facilitating the introduction of institutional changes within the public service; and Fifth, assisting public servants in developing a better understanding of the needs of the communities which they are serving, as well as a capacity to respond to these needs.”
Political and Legislative ContextStatutory Mandate (cont)
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Political and Legislative ContextMinister’s Programme PrioritiesPalama’s response to the President’s prioritisation of Public Service transformation and improvement is driven by four priority projects:
Tackling barriers to entry experienced by unemployed graduates and women who live outside the main centre's of South Africa.
Instilling leadership qualities up and down the public service, thus ensuring sharing of responsibilities, skills and expertise the ranks.
Extending the reach of the Massified Induction Training in order to give all Public Servants a thorough grounding in the basics of their job.
Supporting the reconstruction and development of the Public Service in post-conflict countries on the continent.
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Political and Legislative ContextTarget Audiences♦ Public Servants looking for the training that will help them to be the
best they can be
♦ Public Service HR/HRD Managers who are looking for the best and most relevant training for their colleagues
♦ HEI’s and other training institutions who are able to deliver quality and relevant training for public servants at all spheres of government
♦ Ministers, MECs, Mayors and DGs who demand the best training in the interest of better service delivery to all South Africans.
♦ The public, because Palama is helping to build an efficient Public Service in the interest of better delivery to all South Africans.
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Attributes of a Public Service CadreA public servant should reflect all of the following attributes:
♦ Breaking new ground: Innovative and does not shy away from coming up with new ideas for the public good, personal interventions to translate policy into action.
♦ Raising the Standard: Capable of giving his/her best regardless of position in the front office or at management level.
♦ Nothing is impossible: Comes up with turn-around strategies to salvage a failing situation, always seeks solutions where it appears that solutions are not readily-available in ordinary circumstances.
♦ Making a difference to people: Understands that the public service serves a larger population with expectations, committed and worktowards the attainment of the people’s expectations, results-orientated and measure impact of his/her actions against those expectations.
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Attributes of a Public Service Cadre (cont.)
♦ Collective responsibility and teamwork: Believe in partnerships and be practically seen to work with people, he/she must be able to network with organs and civil society, community development workers and all other stakeholders.
♦ On Board: Owns the processes of service delivery, he/she must be able to identify early warning in situations where challenges are standing in the way of service delivery.
♦ International Activism: An active agent in implementing the public service agenda on the Continent and the World.
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Developing managers who serve and deliver
Formal and informal authority, structures, regulations enable or limit participation and engagement to move beyond policy to practice.
Organisational culture and ethos define the ways things are done: • norms to support delivery• supportive leadership• value driven delivery
Building knowledge and skills through:• skills development• training• networks• research• sharing knowledge• education
Skills, k
nowledg
e an
d co
mpe
tenc
eA supportive institutional environment
Ability
SpaceW
ill
Comm
itment, culture and ethos
PERFORMANCE
I can! I want to!
I am allowed!
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Ready to work:Induction and action
learning
Functional at work:Management development – providing
the core skills for effective management of government services
Responsive to/at work:Developing responsible
leadership by understanding the bigger impact of
decisions and cultivating good judgement
Performing at work:Doing what needs to be done to ensure
deliveryRelevant at work:
Continuing professional development to keep updated on new approaches, research and
information
Developing managers who serve and deliver
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♦ Achieve a marked increase in the availability of training for the public service in South Africa
♦ Locus of dynamic and extensive partnerships with role-players such as provincial academies, HEIs, FETs and the private sector
♦ Palama’s transformation and repositioning is underpinned by three bold shifts in strategy:
from in-house provision to managing of training partners; from a training competitor to a collaborator with provincial academies and other service providers; and from selective to comprehensive or ‘massified’ delivery .
♦ Crucial element for achieving desired alignment among the multiplicity of service providers will be a new ‘learning framework’, with:
appropriate norms and standards; andrelevant, quality curricula and materials
How Palama WorksVision and strategy
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♦ Integrated approach to ensure opportunities for scalable training, development and support
♦ Work collaboratively to:Create and monitor training capacity through provider mobilisation;Maximise training take-up through co-ordination and marketing; Manage the training development from needs analysis through curriculum to certification, under the learning framework, and via lateral collaborations;Establish training partnerships abroad aligned to South Africa’s foreign policy priorities (e.g. assisting post-conflict MDIs);Incubate mandated special projects that fall outside the usual operations of the Academy;Manage donor funds and strategic partnerships that support the work of Palama.
How Palama WorksApproach
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How Palama WorksCore Business
Multimodal learning approach
within integrated learning framework -
induction, formal programmes
short courses, e-learning, seminars,
etc. Seek accreditation.
Manuals, information packs,
course material, DVDs, cases, etc.
Marketing, enrolment, bookings, coordination, roll-out, budgeting and M&E.
IICs, trainers, HEIs, departments, provincial, local and sectoral training institutions, alumni, regional and international MDIs.
Develop materialsManage
roll out
Needs analysis, development planning, research, environmental scan and business development.
Quality assurance, train the trainers, knowledge sharing, review and upgrade quality.
We develop junior, middle and senior managers and executives
into leaders who can direct people, processes and institutions
to achieve results in complex contexts and conditions.
Ass
ess
need
sBuild and manage
partnerships
Manage qualityDevelop
programmes
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How Palama Works Strategic partners
DPSA, CG&TA and departments.
HEIs, FETs and other providers.
African and International MDIs and partners, and donors.
250,000 junior and middle managers (JMMS).
8,000 senior managers
Executives (ministers, deputy ministers and DGs.)
Provincial Academies, local and sectoral training institutes –, LOGOLA, PSC, SETA.
Palama
HR managers
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Senior
Middle
Junior
Supervisor
Fina
nce
Peo
ple
Pro
ject
s
Stra
tegy
Cha
nge
Oth
er
Fina
nce
Hum
an R
es.
Sup
ply
Cha
in
Info
rmat
ion
Oth
er
Oth
er
Imm
igra
tion
Pen
sion
s
Indu
ctio
n
Core Functional Sectoral
Programmes and ServicesIntegrated learning framework
Executive
Competencies
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Leadership Capacity
Managing Public Finances
Batho Pele and Service Delivery
Human Resource
Management
Good Governance
♦ Executive Development Programme
♦ Advanced Management Development Programme
♦ Emerging Management Development Programme
♦ Foundation Management Programme
♦ Mentorship Programme
♦ Accelerated Development Programme
♦ Khaedu
♦ Supply Chain Management
♦ Asset Management♦ Bid Committee
Training ♦ Contract
Management♦ Revenue
management♦ Expenditure
Management♦ Risk Management♦ PFMA for Non-
financial Managers♦ Bank Reconciliation♦ Internal Audit♦ Standard Chart of
Accounts (SCOA)
♦ Excellent Customer Service
♦ Batho Pele Improvement: Service Delivery for Operational Managers
♦ Service Delivery Implementation Plans
♦ Massified Induction Programme
♦ Job Evaluation (suite)oJE Follow upoJE InitialoJE Panel
♦ Hearing Procedures
♦ Industrial Relations Skills Development Programme
♦ Introduction to HRM
♦ Monitoring and Evaluation
♦ Report Writing♦ Diversity
Management♦ Disability
Management♦ Implementation
of Integrated Disability Strategy
♦ Gender Awareness and mainstreaming
♦ HIV/AIDS Development programme for Government planners
Programmes and ServicesCompetency based training
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Programmes and Services Presidential Strategic Leadership Development Portfolio (PSLDP)♦ Comprises a number of offerings to address the capacity building needs of
the senior management service. ♦ Differentiated across the levels from Director to Director-General as
required includes MPs, Ministers and Deputy Ministers♦ Range of programmes including:
induction and orientationaction learning executive development gender mainstreamingmonitoring & evaluation
♦ Customised to the needs of the client and grounded in international benchmarking and research
♦ Training delivery is outsourced, in line with the Palama strategy, and robust quality assurance mechanisms are in place
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♦ Programme contentProtocol, Etiquette, Event management, Communication, Political and administrative interface, Religions and cultures, Administration
♦ Target group1. Executive Protocol & Diplomacy Seminar: Directors-General, HoDs,
DDGs, MPs, MPLs (1 day)2. Protocol & Diplomacy for Senior Managers: Directors, Chief Directors,
managers supporting executives and political office bearers (3 days)3. Protocol and Diplomacy for Specialists: Senior managers in charge of
communication, international relations and events management (5 days)4. Executive Support Staff Programme: Support staff working in the offices
of political office bearers or executives (5 days)♦ Recognition
1. Certificate of Attendance2. Certificate of Attendance3. Certificate of Competence, 10 credits on NQF level 54. Certificate of Competence, 10 credits on NQF level 5
Programmes and ServicesProtocol and Diplomacy
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♦ Short courses for JMMS3 day introductory course - M&E concepts and links to planning process and GWM&E system
♦ Short courses for SMS M&E orientation course for DGs, MPs, MPLs,MECs (1 day)M&E and performance management (1 day)M&E and strategic planning (1 day)
♦ New Development:Programme for M & E Practitioners (7 modules) - 2010
Programmes and ServicesMonitoring and Evaluation (M&E)
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Programmes and ServicesExecutive Development Programme (1)Six core modules Curriculum SMS Competency Strategic human resource management
• Strategic human resource management, planning and challenges
• Performance management • Labour and employment relations
People management and empowerment
Programme and project management
• Programme and project life cycles in government • Managing inherent and residual risk • Programme and project success and ministerial oversight
Programme and project management Problem solving
Finance management and budgeting
• Introduction to public sector financial management • Planning, budgeting and performance management • Risk management, internal control and supply chain
management • In-year monitoring and reporting
Financial management Honesty and integrity Value for money
Strategic planning and management
• Analysing the external and internal environment • Developing a strategic intent • Developing and implementing a strategic business plan
Strategic capability and leadership Change management
Leadership for good governance
• Leading for strategic alignment • Considerations for an African leadership approach • Principles and practices of good governance
Strategic capability and leadership Transparency
Policy formulation and implementation
• Policy formulation • Policy implementation • Policy monitoring and evaluation
Problem solving and analysis Change management
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Programmes and ServicesExecutive Development Programme (2)
♦ Postgraduate Certificate in Executive Development: complete six core modules.
♦ Credits towards a Masters in Public Administration or Management, need complete ten modules and comply with university admission requirements
Four elective modules Curriculum SMS Competency Research methodology for SMS in the public service
• Research and management in the developmental public service
• Needs assessment research • Research planning, design and strategies
Problem solving and analysis Knowledge management
Communication and customer focused strategies
• Communication in government • Communication strategy and planning • Communication and customer focused strategies
Client orientation and customer focus Communications
Leading change
• Instituting change and leading transition • Change and transition: the strategy link
Change management
South African economy in a global context
• The economic problem within the South African context • Micro economics: market structures and competition • Fiscal, monetary and macro economic policy in South
Africa
Strategic capability and leadership Service delivery innovation
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Programmes and ServicesJob evaluation ♦ Palama’s existing JE Courses are non-accredited
JE Follow up, JE Initial & JE Panel♦ During May–October 2009, Job Evaluation Unit Standard Task Team
(Consisted of Palama, SAQA, DPSA, JE Experts)♦ Generated 2 Unit Standards at Level 4 for Job Evaluation Courses,
Numbers:337062; and 337064♦ Expected unit std registration by 4 December 2009♦ Availability on the SAQA website by 8 December 2009♦ ToR for redevelopment and alignment of materials finalised♦ Course redesign: December 2009 – January 2010♦ Accreditation: February – March 2010♦ Roll-out of credit-bearing JE courses from April 2010
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Palama Contacts
For more information on our training or services:Office: 012 441 6777Fax: 012 441 6054 E-mail: [email protected]
Dr MJS Mohlokoane Office: 012 441 6868 Cell: 082 097 7584Email: [email protected]
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THANK YOU