Abuja Report Final - 7th July

7/27/2019 Abuja Report Final - 7th July

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6t hCon f e r ence o f A f r i c an M i n i s t e r s o f Pub l i c /Ci v i l Ser v i c e

REPORT OF

THE CENTRAL, NORTH & WEST AFRICAN REGIONAL WORKSHOP

ON DEVELOPMENT OF MANAGEMENT GUIDES

1 4TH 1 6THMay , 2 0 10 Abu j a ,

N i ge r i a

May, 2010


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TABLE OF CONTENTS

TABLE OF CONTENTS ............................................................................................ i

EXECUTIVE SUMMARY ........................................................................................ iv

ABBREVIATIONS AND ACRONYMS ....................................................................... vi

CHAPTER ONE ..................................................................................................... 1

1.0 Introduction .............................................................................................. 1

1.1 The Objective of the Regional Workshop ................................................................1

1.2 The Workshop Programme ....................................................................................2

1.3 Participants ..........................................................................................................2

1.4 Resource Persons .................................................................................................2

CHAPTER TWO ..................................................................................................... 3

2.0 Official Opening and Closing ........................................................................ 3

2.1 Welcome Remarks ...............................................................................................3

2.2 Opening Remarks ................................................................................................3

CHAPTER THREE ................................................................................................. 7

3.0 RETREAT DELIBERATIONS .......................................................................... 7

3.1 The 2010 All-Africa Public Service Innovation Awards (AAPSIA) ..................... 7

3.1.1. Plenary Discussion .............................................................................................................. 8

3.2 Best Practices in Leadership and Management Development ...................... 9

3.2.1 Plenary Discussion.............................................................................................................. 11

3.3 Global Perspectives on Performance Management and Measurement including

Monitoring and Evaluation......................................................................... 12



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3.4 Global Perspective on Human Resource Planning and Policy

Architecture .................................................................................................... 14


3.5 CASE STUDIES .......................................................................................... 19

3.5.1 Case Study: Ghana........................................................................................................... 19

3.5.2 Case Study: Nigeria ........................................................................................................... 22

3.5.3 Case Study: Algeria............................................................................................................. 24

3.6 Group Discussions and Plenary: Highlights .................................................... 36

3.6.1 Group 1: Theme on Leadership and Management ...................................................... 36

3.6.2 Group 2: Theme on Performance Management Systems (PMS) ............................. 38

3.6.3 Group 3: Theme on Human Resource Planning and Policy Architecture ............. 40

3.7Plenary summary of the recommendations for the three themes ..................... 41

3.7.1 ALL African Public Service Innovations Award (AAPSIA) ......................................... 41

3.7.2 Global Perspectives on Performance Management System (PMS)........................... 42

3.7.3 Global Perspective on Leadership and Management .................................................. 42

3.7.4 Global Perspectives on Human Resource Planning and Policy Architecture ..... 42

3.7.5 General Comments ............................................................................................................. 43

CHAPTER FOUR ................................................................................................. 45

4.0 The Abuja Communiqu ............................................................................. 45

4.1 Summary of Deliberations and Conclusions ................................................ 46

4.2 Workshop Participants Evaluation Report ................................................... 49

4.2.1 Introduction .......................................................................................................................... 49

Achievement of the workshop objectives .............................................................................. 49


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General organization of the workshop .................................................................................. 51

Ways of improving future Workshops ................................................................................... 53

4.2.2 Conclusion ............................................................................................................................ 55

APPENDICES ...................................................................................................... 56

Appendix i: List of Participants ....................................................................... 56

Appendix ii: Workshop Programme .................................................................. 61


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EXECUTIVE SUMMARY

The Regional Conference was held to discuss the development of management

guides on best management practices in identified thematic areas which can be

shared and replicated across Africa. Specifically the workshop involved

thematic presentations and discussions on global and country specific

perspectives (case studies) with the aim of building consensus on the content

of the management guides. The thematic areas covered during the Workshop

were; Leadership and Management Development, Performance Management

and Measurement including Monitoring and Evaluation; Human Resource

Planning and Policy Architecture;

The paper on leadership and management development examined global trends

that had emerged as key issues and challenges in leadership and management

development practices, discussed the approaches and strategic focus of

leadership development programs. It identified adaptation framework and

made recommendations for effective leadership development programs for the

continent. That Leadership development programs need to target high-level

personnel that are directly connected to implementing national developmentagenda. That training and development should focus on those strategic

management skills, abilities and inculcate values and attitudes needed to

effectively respond to current and future challenges.

Regarding the theme on Global Perspectives on Performance Management

System (PMS), it was agreed that there is need for PMS to be institutionalized

at corporate level for the system to cascade to all levels in the public service

and hold each staff accountable for their targets. The PMS implementation

framework used need to be supported by legislation. There was consensus that

country unique situation need to be considered when planning and

implementing PMS. Therefore, the management guides developed will be

flexible enough to take into accounts the needs of each member state.


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ABBREVIATIONS AND ACRONYMS

AAPAM - Africa Association for Public Administration and

Management

AAPSIA - All Africa Public Sector Innovation Awards

AU - African Union

AUC - African Union Commission

CAMPS - Conference of African Ministers for Public/Civil Service

CANFRAD - African Training and Research Centre in Administration for

Development

CBS - Chief of Burning Spear

CEO - Chief Executive Officer

CPSI - Centre for Public Service Innovation

ECOWAS - Economic Community of West African States

EGH - Elder of the Golden Heart

GIMPA - Ghana Institute of Management and Public Administration

HCD - Human Capital Development

HIV/AIDS - Human Immune Virus/Acquired Immune Deficiency

Syndrome

HR - Human Resource

HRD - Human Resource Development

HRM - Human Resource Management

HRP - Human Resource Planning

LTS - Long Term Strategy

M&E - Monitoring and Evaluation

MAF - Management Accountability Framework

MD/CEO - Managing Director/Chief Executive Officer


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MDAs - Ministry, Department and Agencies

MDGs - Millennium Development Goals

MP - Member of Parliament

NPM - New Performance Management

PC - Performance ContractsPMS - Performance Management Systems

PS - Permanent Secretary

SADC - Southern Africa Development Community

UNDP - United Nations Development Programme


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CHAPTER ONE

1 . 0 I n t r o d u c t i o n

The Central, North and West African Regional Workshop on the Development of

Management Guides organized under the auspices of the Conference of African

Ministers for Public/Civil Service (CAMPS) was held from 14th 16th May, 2010

in Abuja, Nigeria. The last similar Workshop was held from 8th 10th March,

2010 in Swakopmund, Walvis Bay, Namibia for the Eastern and Southern

Region. The CAMPS provide a forum for sharing knowledge and learning within

the framework of exchange and capacity development on focused priority areas

within the continental programme.

The Programme was started in 1994 to support public administration in Africa

through initiation of reforms, codes and standards. Subsequently, a series of

Conferences have since been held in different regions across the Continent with

each Conference achieving key developments in shaping the implementation of

the Programme.

1 . 1 T h e Ob j ec t i v e o f t h e Reg i ona l Wo r k shop

The Regional Conference was held to discuss the development of management

guides on best management practices in identified thematic areas which can be

shared and replicated across Africa.

Specifically the workshop involved thematic presentations and discussions on

global and country specific perspectives (case studies) with the aim of building

consensus on the content of the guides. The thematic areas covered during the

Workshop were; Performance Management & Measurement including

Monitoring and Evaluation; Human Resource Planning and Policy Architecture;

and Leadership and Management Development.

A presentation on All Africa Public Sector Innovation Awards (AAPSIA) was also

made. AAPSIA is the first Africa-wide ministerial initiative that celebrates


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innovations in the public sector. The purpose of the Awards is to promote and

encourage best practice in public sector innovation and service delivery.

1 . 2 T h e Wor k sh o p Pr o g r am me

The Workshop Programme contained the following:

Registration of participants

Official opening and closing

Presentations in the three thematic areas;

Case studies presentations ; and

Plenary discussions.

1 . 3 Pa r t i c i p a n t s

The Abuja Regional Conference was attended by participants from: Nigeria

(host), South Africa, Kenya, Mozambique, Tanzania, Ghana, and Algeria. There

were also representatives from the Africa Union Commission (AUC) and the

United Nations Development Programme (see appendix).

1 .4 Resou r ce Pe rsons

The Workshop was facilitated by leading experts and consultants in the areas

of leadership and management development, performance management and

measurement, and human resource planning namely; Dr. Shehu Salihu

Muhammad, Joyce Maphorisa and Dr. Oladimeji Alo respectively.


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CHAPTER TWO

2.0 Of f i c i a l Open i n g an d C l os i n g

2 . 1 Wel c ome Rema r k s

The Head of the Civil Service of the Federation of Nigeria, Mr. Stephen

Oronsaye, CON in his remarks welcomed all delegates to the Workshop and

Abuja in general. He expressed his appreciation of the Chairperson of the 6th

CAMPS Hon. Dalmas Otieno Anyango, Minister for Public Service Kenya

whom Mr. Oronsaye informed the delegates was unable to attend the

commencement of the Regional Workshop due to incapacitation, for his spirited

effort to take forward the governance and public administration reform

programmes of the Ministerial Bureau. He further suggested that it was high

time the future of CAMPS was reflected on for CAMPS sustainability as we

move towards the 7th CAMPS. He pointed out that in the journey of the

development of the management guides, there is need to be clear on the

specific short, medium and longterm objectives that the guides will serve at

continental, regional and country levels. This approach will secure the

involvement of member states in the process of developing the management

guides as they will have the required incentives for them to invest their time,

resources and goodwill to the entire process, with desired results in view. He

reiterated to the delegates that the three thematic issues under discussion

should be translated into action plans to address specific concerns in the

reform efforts of member states and the continent at large.

2 . 2 Open i n g Rem a r k s In the opening speech, read by Hon. Alhassan Azong, MP, Minister of State at

the Presidency in charge of Public Sector Reforms, Office of the President,

Ghana, the Chairperson of the 6th Conference of African Ministers for

Public/Civil Service Hon. Dalmas Otieno Anyango, EGH, welcomed the

participants to the Regional Workshop. On behalf of the Bureau, he thanked


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the Government of the Federal Republic of Nigeria and the Head of the Civil

Service of Nigeria for the warm hospitality and together with the UNDP for

financing the hosting of the regional workshop.

The Minister pointed out that the workshop was organized as part of the

activities being implemented under the 6th Conference of African Ministers of

Public/Civil Service (CAMPS) whose objective is to support public

administration in Africa through initiation of reforms, codes and standards. He

stated that the overall goal of the Ministers program is to have a transformed

public sector in the continent by providing a forum for exchanging best

practices, mentoring and coaching, sharing comparative advantage and

enhancing scrutiny on the reform agenda in the continent. He further indicated

that the vision of the Ministers Program is well articulated in the Long Term

Strategy on African Governance and Public Administration Program (LTS)

which was adopted by the Conference of Ministers during the 6th Conference in

October, 2008. The vision is to build capable developmental states in Africa

over a long term period of 10 years. The strategy identifies a capable

developmental state as one that is:

1. Committed first to ensuring a better life for its citizens;

2. Promotes popular participation and the indigenous ownership of its

entire development agenda;

3. Whose public service is people-oriented, based on meritocracy and driven

by service to its citizenry, that has sound systems of public

administration decentralized, is transparent and accountable to its

citizenry and to its institutions as central tenets;

4.

Has a central macro-economic framework that eradicates poverty andsurpasses the minimum standards set by MDGs;

5. Implements its continental commitments on governance and

administration;

6. Mobilizes, budgets and manages its public finances effectively; and

7. Is underpinned by democratic politics.


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He stated that the Long Term Strategy has identified six pillars to be

implemented progressively with a view to support public administration and

governance. These pillars are:

1. Service delivery and development;

2. Human resources;

3. Information and technology in public service;

4. Organizational and institutional development;

5. Budget, finance and resource mobilization; and

6. Monitoring and evaluation.

The Minister pointed out that out of the six pillars, the Bureau has identified

ten thematic areas to focus on namely: -

1.Africa Public Service Day.

2.African Public Service Charter.

3.All Africa Public Sector Innovations and Awards.

4. Public Sector Anti-corruption.

5.Human Resource Planning and Policy Architecture

6.Management and Leadership Development.

7. Information, communication and technology as an enabler for service

delivery in Public Service.

8. Post Conflict Reconstruction and Development.

9. Performance Management and Measurement including Monitoring and

Evaluation.

10.Africa Public Service Capacity Development Program.

He stated that the implementation of these thematic areas is spearheaded by

member states referred to as service champions around whom a cluster ofcountries commit themselves to work collectively on a given thematic area with

the aim of achieving the set thematic targets. That this delivery mechanism

energizes program implementation, enhances accountability and allows

participation of many member states.


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The Minister further informed the delegates that the Bureau had adopted a

work-plan that details the deliverables and activities for each thematic area.

The three thematic areas for the current initiative to develop management

guides are:

1. Human Resource Planning and Policy Architecture;

2. Performance Management and Measurement including Monitoring and

Evaluation; and

3. Management and Leadership development.

He stated that once the management guides for these thematic areas are

developed, the guides will be adopted by the Ministers Conference and used by

member states for benchmarking best practices.

He concluded his speech by highlighting the objectives of the workshops as

follows, to:

a) Provide opportunity for stakeholders to contribute to the development of

the guides;

b) Identify and agree on the outline and content of the guides to be

developed

c) Facilitate exchange of knowledge and peer learning; and

d) Build consensus early enough on the guides in order to facilitate their

adoption upon completion.

He ended by remarking that to achieve the objectives, the workshop had been

designed to enable delegates to share information on global trends, exchange

country specific practices, challenges, lessons learnt and identify issues thatshould be addressed in drafting respective guides.


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CHAPTER THREE

3 .0 RETREAT DEL IBERATIONS

Day 1: PRESENTATIONS

3 . 1 Th e 20 10 A l l -A f r i c a Pub l i c Ser v i c e I nn ova t i o n Aw a r ds (AAPS IA )

Session Chair: Nigeria

Pr e sen t er : L i n d a n i M t h et h w a , Head : 8 5 1 , Cen t r e f o r Pub l i c Ser v i c e

I n n o v a t i o n , Sou t h A f r i c a

In the presentation, it was stated that the All African Public Sector Innovation

Awards (AAPSIA) is one of the thematic areas of the African Ministers

Programme - Conference of African Ministers for Public /Civil Service (CAMPS).The Presenter indicated that AAPSIA was conceptualized during the 4th Pan

African Conference of Ministers of Public /Civil Service in Stellenbosch, South

Africa in 2003 under the auspices of the African Union and its first ceremony

was successfully held in 2008 during the 6th Pan African Conference of

Ministers. He stated that AAPSIA is an African-wide awards programme that

encourages the celebration of innovation in the public sector through

recognition and rewarding achievements for those who have successfully

developed innovative solutions to service delivery and governance challenges in

Africa. That public sector innovation is about a new idea, approach

methodology or model that has been implemented successfully in the public

sector and has improved service delivery.

It was pointed out was that contemporary governments face serious challenges

as regards service delivery to a citizenry that is more sophisticated and

enlightened; citizens who know what services they are entitled to and how they

want the services delivered to them. These challenges create the need for public

servants to be more creative and develop innovative solutions to satisfy the

citizenry. Indeed, acknowledged were that many individuals and institutions in

African governments have developed creative solutions appropriate to the


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context of our continent. This has significantly contributed to improving service

delivery and changed the lives of those who have benefitted from them. Needed

however was to bring to the fore the creative solutions and share with one

another.

The Presenter further highlighted the broader benefits of the public service

innovation awards initiative, as follows:

i. A platform for promoting regional integration through collaborations

in developing and applying the innovations

ii. Puts Africa on the international map through showcasing its

innovative service delivery models. Through AAPSIA, the continent will

be acknowledged as the generator of home-grown processes and

practices.

iii. Development of a repository of home-grown good practices that is

available for research, knowledge sharing, learning and further

development of new initiatives.

In the presentation, an appeal was made to African countries to encourage

innovations for public service improvement and to send entries for the awards

competition whose closing date is 31st July, 2010.

3.1.1. Plenary Discussion

In the plenary, the following issues were raised on:

The face that innovations are being seen differently by Member

States;

How to develop appropriate capacity in Member States for effective

participation in AAPSIA


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The presenters comments were that:

Any process or mechanism that allows for better service delivery can

be deemed to be an innovation

CPSI is arranging capacity building programmes for the benefit of

Member States.

PRESENTATION 2:

3 . 2 Bes t Pr a c t i c e s i n Lead er s h i p an d Man agemen t Devel opm en t


Pr e sen t er : D r . Shehu Sa l i h u Muha m m ad , E x ec u t i v e D i r ec t o r

A f r i c a n T r a i n i n g a n d Resea r c h Cen t r e i n A dm i n i s t r a t i o n f o r

Devel opm ent (CAFRAD)

The presentation set out to; examine global trends that have emerged as key

issues and challenges in leadership and management development practices;

discuss the approaches and strategic focus of leadership development

programmes; the related adaptation framework and make recommendations for

effective leadership development programme for the continent. The presenter

stated that leadership and management is about the creation of visions, theprocesses and activities to achieve those visions, and mechanisms adopted to

ensure sustainability and continuous improvement. He pointed out that

leadership and management is about bringing to the fore effective and

transformational leadership to meet development goals. This involves the

development and implementation of effective training and capacity development

programmes. He underscored the linkage between governance and public

administration capabilities whereby benchmarked leadership and management

development best practices are crucial in the delivery of public goods and

services, and in facilitating sustainable development. He observed that such

practices should serve as support instruments to strengthen public

organizations in their responsibility of providing goods and services


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emphasizing that leadership and management conduct in Africa has serious

implications for performance.

The presenter outlined global and Africa related challenges facing leadership

with notable ones being; how to address globalization challenges; development

of strategic approaches to poverty, prevention of crises and conflicts, promotion

of legitimacy and trust in the state and its institutions, strengthening of

leadership, the global economic crisis of the late 2008, the gap between the

poor and the rich, corruption, weak state capacity; and demand for

democratization and accountability among others. He stated that the

challenges call for the development and implementation of leadership capacity

development programmes that encompass proven global organizational best

practices.

Challenges notwithstanding, the presenter highlighted lessons that have

implications for a renewed African public administration that connect better

with the development challenges of the continent. These are; first, resources

must be devoted to intended purposes and if so demonstrated by relevant

performance indicators such as the levels of customer satisfaction, quality of

goods and services provided and timeliness. Secondly, there is need to focus on

how individual organizations actually perform, rather than an attempt to

transplant best practices across board. Empirical investigation of actual

performance of organizations in this context is necessary. Third, is the

strengthening of the anti-corruption measures and promotion of ethical

leadership. That it is not enough that legislations exists illegalizing corruption

and prohibiting conflict of interest. Fourth, is the need for new perspectivesand skills for leaders and managers to ensure organizational renewal. This can

be attained through review of training curricula and programmes

implementation to not only provide new skills and knowledge, but also develop

competencies and capacities for more effective performance in the fast

changing environment. To this end, he stated that the essence of capacity


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development programmes, ultimately, is to produce top performers, leaders

with qualifications, skills, attributes and capacities that are indispensable to

attainment of results. Reiterated in the presentation was that globally, the

broad objective of successful leadership development programmes is to produce

transformational leaders.

In concluding, the presenter highlighted the renewed concern for an effective

and efficient public service that meets the aspirations of sustainable

development in the continent. He stated that the search for best practices to

build the future of the continent is a priority especially in leadership and

management. He reiterated that leadership training and development is key to

having an effective public service that is capable of addressing organizational,

national and international challenges. That Leadership development

programmes must target high-level personnel that are directly connected to

implementing national development agenda. That training and development

should focus on those strategic management skills, abilities and inculcate

values and attitudes needed to effectively respond to current and future

challenges. He stated that African governments, supported by donor agencies

need to commit to: make leadership and management development a top

priority and; re-build national and Africa-wide schools and training institutes

to enable meet the challenges of providing relevant and effective leadership

training and development programmes; and take pro-active measures that

would address the broad challenges undermining effective performance of

public service.

3.2.1 Plenary Discussion

During plenary the following issues were raised:

That the thematic area should dwell much on work environment

(wages, technology, conditions of service, remuneration, etc) which is

critical in supporting leadership qualities in the Public Service.


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That there is need to take adequate cognizance of the role of

Government in driving the Public sector in developing Guides on Best

Management Practices.

In response the presenter stated that:

The purpose of the paper is to see how the continent can move

forward. It is not possible to move when issues of pay and necessary

incentives for the staff are not addressed. We must all be seen to

have significant roles in designing the way forward.

Those in leadership position should work in tandem. Leadership

encompasses all and is not exclusive to those occupying the top

echelon of organizations.

3 . 3 G l oba l Per s pec t i v es on Per f o r m an ce Man agemen t an d Measu r em en t

i n c l u d i n g Mon i t o r i n g a n d E v a l u a t i o n


Presen te r : Joyce Maphorisa, Consultant, Performance Growth

Consultancies, Botswana

In her introduction, the speaker justified why the public service world over is

under pressure to reform and deliver quality services and achieve nationalvisions and the targets of the Millennium Development Goals (MDGs) She

highlighted the state of performance management systems in Africa and the

impact of the New Performance Management (NPM) wave in the public service.

The New Public Service Management brought about a new paradigm shift in

the public service and the need for the government to reinvent itself.

She pointed out that the global standards of performance and the changing

demands for services from citizens as well as political imperatives have set the

stage for a new order in the management and accountability of Governments to

the citizens.


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The paper emphasized that there has been mounting pressures on

Governments to reform their public administration structures and processes to

achieve excellence, responsiveness, trust and integrity in public service.

The speaker defined performance management system as an authoritative

framework for planning, managing and measuring performance of both the

organization and the employees. This includes the policy and planning

frameworks, as well as the - performance planning and agreement,

performance monitoring, measurement, review, assessment, control and

corrective measures.

The presenter discussed in details global approaches to performance

measurement, integrated planning and measurement, framework for

performance management, design considerations for developments M&E

framework, Performance Management and M&E tools, institutionalization of

performance management system through Nation Vision and cascading the

strategic planning and management across organization, capacity building as

well as monitoring and reporting framework/matrix.

Results Based Monitoring framework that included input, outputs, outcome

and impacts indicators were presented. Further, she particularly emphasized

the benefits of PMS to individuals, teams and organizations. In addition, key

practices to effective PMS and the courage to make progress and take

appropriate action were presented.

Finally, she underscored the critical success factors for institutionalizing PMSin the public service. The critical success factors emphasized were; a clear

vision and mission, identification of expected results, resources and activities,

performance indicators, capacity and capability, monitoring and evaluation and

committed leadership.


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During the plenary, it was discussed that:

The context for performance management is varied and each country

would require to adopt and PMS that fits their context. At a global levelstandards of performance and the changing demands for services from

citizens as well as political imperatives have set the stage for a new order

in management and accountability of governments to the citizens.

The link between performance and rewards is very critical. However, the

reason for performance management system is for improving

performance and NOT for rewards or increment. The system should not

be heavily reliant on pay and rewards since this can create problems of

low/soft targets.

It was noted that most of the member states incentives and sanctions

framework need further discussion as rewards in form of pay has proved

unsustainable. Perhaps other types of rewards should be explored and

included in the management guides.

3 . 4 Gl oba l Per s pec t i v e on Hu m an Resou r c e Pl a nn i n g an d Po l i c y

A r c h i t e c t u r e

Session Chair: Ghana

Presen te r : Dr. Israel Alo Oladimeji, Ph.D,MD/CEO Excel Professional

Services Ltd, Lagos & Immediate past President, Chartered

Institute of Personnel Management of Nigeria

The paper provided global perspectives on the development of human resource

planning and policy architecture. The presenter indicated that impressive

literature had grown around the reform of the public service, both in Africa

and elsewhere in the world. A good number of the studies reviewed for this

presentation indicated the factors that triggered the reforms, examined the

different phases of the reform effort and appraised the successes recorded by


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different countries on their reform agenda. From these studies emerging is

that the reform efforts may not deliver on their promise unless the people

issues in public sector management are properly addressed.

Based on the literature review, the Presenter acknowledged there is a

consensus on the need to professionalise human resource management in the

public service. The commonly agreed elements of that project include a change

in the structure of human resource management in the public service to place

more emphasis on accountability and result orientation in the management of

people.

The paper called for HR managers in public service to move from a narrow

focus on employment/administrative issues to take on the different emerging

strategic roles of a modern HR manager in the 21st century organization. The

call for HR managers in the public service is to broaden their skills and

orientation to be able to cope with the demands that would be made on them to

serve as employee champions, HR specialist, change managers, internal

consultants, and strategic architects. The Presenter highlighted conceptual

clarification through definitions of human resource planning, policy and HRP

model as discussed below:

(a)Human Resource Planning can be defined as the process by whichmanagement determines how an organization should move from its

current manpower position to its desired position. Through planning,

management strives to have the right number and the right kinds of

people, at the right time, doing things which result in both the

organization and the individual receiving maximum long run benefits.Given the current emphasis on strategic Human Resource Management,

HR planning is undertaken within the context of the larger enterprise or

business planning process.

The process involves a series of activities related to the forecasting of the

organizations future human resource needs and planning for how these


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needs will be met. It includes establishing objectives and then developing

and implementing programmes to ensure that people with the

appropriate characteristics and skills are available when and where they

are needed.

(b)Human Resource Planning and Policy ArchitectureIt may also involve developing and implementing programmes to improve

employee performance, or to increase employee satisfaction and

involvement in order to boost organization productivity, quality and

innovation.

Finally, Human Resource Planning includes gathering data that can be

used to evaluate the effectiveness of ongoing programmes and inform

planners when revisions in their forecast and programmes are needed.

(c)Human Resource Policy is a concept that is often used to describe theset of guiding principles and standards which an organization selects to

drive its approach in dealing with human resource management issues.

Thus we can speak of an organizations HR policies in the areas of

recruitment, selection and placement; compensation management; and

performance management.

Phases of a Typical HR Planning Model were identified as follows:

1. Gathering and Analyzing Data to forecast expected human resource

demands, given business plans for the future and to forecast future

human resource supply,

2.

Establishing human resource objectives3. Designing and implementing programmes that will enable the

organization achieve its human resource objectives.

4. Monitoring and evaluating the programmes.


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Phase I: Data Collection and Analysis

Data for Forecasting Demand

Current staffing profile

Measure for monitoring and improving efficiency and the gains

expected

Details of the organizations plans for the future

The competitive strategies the organization had selected

Staffing requirement for coping with the future plans designed

Data for Forecasting Supply

Current rate of staff turnover

Demographic profile of the current stock of human resource

HR policies on staff retirement age

Size, composition and dynamics of the labour market

Social trends and demographic changes that could affect the

dynamics of the supply and demand for labour

Patterns of wage differentials that could funnel enrolment into

particular disciplines

Phase I: Data Collection and Analysis

Data Analysis

The central purpose of the analysis undertaking at this phase is to: identify

trends, understand patterns identify the gaps between forecasted requirement

and forecasted supply of human resource

Phase II: Establishing the HR Objectives

The activities in this phase are mainly about establishing the organisations

objectives.


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Phase III:Designing and Implementing Programmes

The activities at this phase are focused on designing and implementing

programmes to achieve the HR objectives set.

Phase IV Monitoring and Evaluation

This phase involves a crucial task of monitoring and evaluating the program

implemented to provide feedback for further improvement.

The paper finally concluded by emphasizing the following:

1. HR planning not just about statistical models and computer

applications. It is about deep understanding of HR management issues

2. HR planning is not just about forecasting the number of staff but also

their skills, competencies, and orientation.

3. HR planning is not for HR manager only. It also must involve line

managers and other specialists.

4. HR planning is not just an academic exercise. It should be grounded in

an understanding of the business issues confronting the organization.

5. HR Must not be seen as an end in itself buy as a means to the end of

preparing the organization to cope with changes and uncertainties.


The following were participants interventions:

Need to re-look at the pay structure in the Public Service vis--vis its

effects on attracting scarce skills and expertise;

Need for a feasibility of flexible employment and the creation of Senior

Elite Service as obtains in Singapore and South Africa etc

That there maybe a dilemma in adopting the private sector model to

drive the public sector, given the recent global economic melt-down

triggered by the private sector model.


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Presenters Response:

The management in the Public/Private sector has a common goal of

service delivery.

Both sectors mutually borrow management principles and practices

That there is need to:

Over-haul compensation management in the Public Sector,

requiring pro-activeness in fixing appropriate remuneration.

Ensure uniformity of training for objective assessment of

performance.

Be cautious in adopting flexible employment and creating Senior

Elite Service due to Staff Union sensibilities.

That there exists a difference between knowledge, practicability and

competence

That there exists inadequate infrastructure for enthroning virtual

employment.

3 .5 CASE STUDIES

3.5.1 Case Study: Ghana

TOPIC: The Accelerated Training Programmes for the Leadership of the

Civil Service


Presen te r : Dr. Josiah Cobbah, Ghana Institute of Management and Public

Administration (GIMPA)

The following were the highlights presented on the case study from GIMPA That the overall objective of the entire training course for the leadership

of the Civil Service and the wider public service was to put in place new

public services devoid of deficiencies with respect to leadership, capacity

for planning and implementing policy, corporate image, morale,

bureaucracy, indiscipline and politicization of the public services.


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This was in recognition that the training and education needs of the Civil

Service of Ghana needed to be viewed from three angles as follows:

a) Immediate critical needs to be met by an accelerated training

program;

b) Scheme-of-Service Training linked to career progression; and

c) Continuous education to keep up with developments in the public

administration science.

The Presenter stated that at GIMPA:

It was decided the education and training reform would begin with the

leadership training addressing problem-solving skills, tackling and

installing leadership, policy planning and management capacity.

That in 2003/2004, the Public Sector Reform Secretariat commissioned

the Ghana Institute of Management and Public Administration (GIMPA)

to undertake a study into the training needs of the leadership of the Civil

Service and make recommendations to get the Service to play its role as

effectively as possible.

GIMPA recommended accelerated training for the leadership of the Civil

Service who had been denied training over the years, and went further to

recommend the re-introduction of centrally coordinated Scheme of

Service-based training and education for the entire Civil Service.

The Cabinet ratified the GIMPA recommendations in August 2005 and

the Ministry of Public Sector Reform commissioned Consultants to

establish a framework for implementing both the accelerated training of

the leadership of the Civil Service as well as the re-introduction ofcentrally coordinated Schemes of Service-based training.

The competency-based accelerated training program for Chief Directors,

Regional Coordinating Directors, Directors/Heads of Departments,

Human Resource Experts and Management Services Analysts, was

organized in such a way that these topmost professionals in the Service


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would leave GIMPA with a considerable amount of information needed to

undertake clear and achievable plans which they could execute to turn

round the image of the Civil Service.

The case study highlighted the training content, training design,

instructions methods used, quality assurance measures, impact of the

training, lessons learned, challenges and conclusions

Plenary Discussion

During plenary, Ghanas documented system of training methods was

commended but concerns were raise on the issues of:

Silence on the measurement of performance by trainees;

Lack of elaboration on process of target setting for trainees;

Non-indication of time frame for post-training evaluation;

In his response, the Presenter indicted that:

Part of the design of the training programme was to get the top civil

servants to network;

Ghanas best practice experience was the support from the highest

political authority level, which other African political leaders need to

emulate;

A weak public service cannot promote a vibrant private sector.


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3.5.2 Case Study: Nigeria

TOPIC: Human Resource Management in the Nigeria Civil Service: A

Country Paper


Presen te r : Dr. Tunji Olaopa, Director, BPSR, Nigeria

The paper presented by Dr. Tunjo amplified the following in the Nigeria Civil

Service:

The HRM system is part of Nigerias inherited colonial bureaucratic

tradition.

HRM has its roots in the era before the industrial evolution of the early

1880s and was best practice up to the early 1960s even in UK.

HRM within the personnel function was considered as purely an

administrative function requiring low-skills mechanical generalists

skills.

Hence HRM assignments were given to officers in the Executive cadre.

HRM guidelines were made available in the General Order (GO) and

establishment circulars with managers exercising little or no discretion.

The following were identified as key features of Nigeria Civil Service:

A unified and uniform service

Non-political control of staffing through constitutional guaranteed

independence of the CSCs

Recruitment at entry level by a mix of merit and federal character

Discouragement of the recruitment of outsiders to positions above

entry grade.

A hierarchical structure of positions


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A rank-based classification of jobs and salaries

An incremental career profession and advancement on a regular

basis.

J o b Cl a s s i f i c a t i o n and Ca r e er S t r u c t u r e

The structure of the Civil Services were introduced through the Gorsuch

Commission in 1955,

A five-grade pyramidal service structure separates civil servants into

well-defined pools and cadres

Correlated with the educational levels of available manpower at the time,

as follows:

Administrative, Professional and Scientific/Research Officers the

degree holder

Executive and Technical classes usually consist of graduates with

third class or ordinary passes and HND or graduates of Technical

Colleges

Secretarial class with professional qualification

Clerical/Junior Technical School Certificate

Miscellaneous and unestablished grades First School leaving

Certificate - already eliminated with the monetisation policy.

Rank -Cl a ss i f i c a t i o n Gr a d i n g S y st em

Rank rather than position-based system with emphasis on career

structure and personal status.

Occupants of a post who is first of all a member of a cadre or pool.


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A cadre comprises a series of posts that have certain functional features

in common.

The cadre is then divided into several grades, with each grade assigned a

salary.

The officers ranking in the pool or cadre determines his pay and

privileges.

After attaining a rank, the officer is then qualified to hold a series of

positions classified at the same level.

Officers, in generalist pool (rather than professional pools) are entitled to

be redeployed after a period of about 4 5 years and sometimes less.

Permanence of tenure except in case of misconduct

In addition, the case study discussed Nigeria Civil Service as a closed

system for private sector personnel, outlined ministerial structure, spelt out

procedures for industrial relations, identified staff recruitment,

deployment, development, manpower planning and establishment control.

Further, a list of HRM reforms, criteria for pay and incentives reforms and

performance management systems including HR Integrated Information

System were presented.

3.5.3 Case Study: Algeria

Rpublique Algrienne Dmocratique et Populaire

Prsidence de la Rpublique

Secrtariat Gnral du Gouvernement

Direction Gnrale de la Fonction Publique

La Gestion Prvisionnelle des Ressources Humaines dans la Fonction Publique

Algrienne


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Communication prsente par :

Mr. Tayeb BOUYAGOUB

Inspecteur lInspection Gnrale

Introduction

Quelques agrgats relatifs aux effectifs de la Fonction Publique

Algrienne :

Les Effectifs actuels de la fonction publique slvent 1.660.116

fonctionnaires et agents contractuels qui se repartissent comme

suit :

Rpartition par niveaux institutionnels

Administrations Centrales : 245.866 agents ;

Services Dconcentrs : 818.595 agents ;

Administration Communale : 201.113 agents ;

Etablissements Publics caractre Administratif : 324.527 agents ;

Etablissements Publics caractre Scientifique, Culturel et Professionnel

: 70.015 agents.


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Rpartition par secteurs dactivits

Education Nationale : 516.341 agents ;

Intrieur et Collectivits Locales : 513.361 agents ;

Sant Publique : 198.335 agents ;

Enseignement Suprieur : 107.909 agents ;

Finances : 67.845 agents ;

Formation et Enseignement Professionnel : 39.073 agents ;

Justice : 34.097 agents ;

Autres Secteurs : 183.155 agents

Rpartition par niveaux de qualification

personnels dencadrement: 344.139 agents;

personnels de maitrise : 570.308 agents;

personnels dexcution : 745.669 agents.

Rpartition par tranche dage

moins de 30 ans : 308.061 ;

30 40 ans : 682.957 ;

41 50 ans : 471.545 ;

51 55 ans : 135.763 ;

56 59 ans : 49.561 ;

plus de 60 ans : 12.229.

LMENT FMININ DANS LA FONCTION PUBLIQUE

Education Nationale : 516.341 agents ;

Intrieur et Collectivits Locales : 513.361 agents

Sant Publique : 198.335 agents ;


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Enseignement Suprieur : 107.909 agents ;

Finances : 67.845 agents ;

Formation et Enseignement Professionnel : 39.073 agents ;

Justice : 34.097 agents ;

Autres Secteurs : 183.155 agents

IIapparait clairement que lemploi fminin dans le secteur des institutions et

administrations publique est concentr principalement dans les secteurs de

lducation nationale et de la sant publique

Pour plus de dtails, je vous invite consulter le site officiel de la DGFP

www.dgfp.gov.dz

De 1995 ce jour introduction dune nouvelle approche dite

gestion prvisionnelle des ressources humaines

La Direction Gnrale de la Fonction Publique a engag depuis 1995 des

rformes profondes en matire de gestion des ressources humaines qui

se sont traduites par la conscration de nouveaux instruments de

gestion des ressources humaines notamment:

le plan annuel de gestion des ressource nouveaux s humaines institu

la faveur du dcret excutif n95-126 du 29 avril 1995 notamment son

article 6 bis ..les institutions et administrations publiques, sont

tenues dtablir un plan annuel de gestion desressources humaines, en

fonction des disponibilits budgtaires et des dispositions statutaires et

rglementaires en vigueurs.

le plan sectoriel annuel ou pluriannuel de formation, de

perfectionnement et de recyclage consacr par le dcret excutif n96-92

du 03 mars1996 notamment son article 3 Les institutions et

administrations publiques, sont tenues dtablir un plan sectoriel annuel

ou pluriannuel de formation, de perfectionnement et de recyclage.


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Larticle 4 prcise que le plan de formation, de perfectionnement et de

recyclage doit sinscrire dans le cadre dune gestion prvisionnelle des

ressources humaines.

Larticle 111 de lordonnance n 06-03 du 15 juillet 2006, portant statut

gnral de la fonction publique, dispose que " la gestion des carrires des

fonctionnaires est assure dans le cadre dune politique de gestion

prvisionnelle des ressources humaines travers des plans annuels de

gestion des ressources humaines et des plans annuels et pluriannuels de

formation, de perfectionnement".

la mise en place de mcanismes de rationalisation et de rgulation des

effectifs en vue de permettre la rgulation et la maitrise des effectifs et

leur adquation avec les besoins rels des institutions et

administrations publiques destins

lintroduction de ces nouveaux instruments de gestion des ressources

humaines poursuit plusieurs objectifs:

- servir de cadre et de mthode de gestion des ressources humaines

- rhabiliter le gestionnaire en le rendant responsable de sa gestion

-permettre lexercice dun contrle sur lensemble des processus de

La fonction RH doit permettre notamment :

Connaitre les emplois daujourdhui;

Anticiper les besoins futurs en emplois ;

Anticiper lvolution des emplois actuels;

Grer les carts entre les besoins futurs et lvolution des emplois

actuels.


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A. Prsentation des Plans Annuels de Gestion des RessourcesHumaines

Le Plan de gestion des ressources humaines sinscrit dans une

approche prvisionnelle de gestion des ressources humaines ce

titre son exploitation doit permettre de faire ressortir notamment :

la structuration des effectifs par corps et grades

Linscription de lensemble des oprations prvisionnelles de

gestion

Dtermination des besoins.

Lidentification des institutions et administration publiques

ncessitant la mise en place dun cadre rglementaire

dorganisation

Le suivi de lorganisation des concours, examens et tests

professionnels dans le cadre des oprations de recrutement et de

promotion des personnels.


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CONTENU DU P.G.R.H

1ere partie relative au cadre dorganisation situation des effectifs

CONTENU DU P.G.R.H

1ere partie relative au cadre dorganisation situation des effectifs

Tableau n 1 relatif a la structure des effectifs au31/12 de lanne prcdente

Tableau n 2 relatif aux Organes de participation etde recours

Tableau n 2 bis relatif aux situations des affaires

contentieuses

Tableau n 2 ter relatif aux situation des casdisciplinaires

Tableau n 3 relatif aux arrts cadres des examenset concours


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2ere partie oprations prvisionnelle des

recrutementsTableau n 4 relatif au Plan prvisionnel de recrutement

Tableau n 4 bis relatif au recrutements des agents contractuels (art19)

Tableau n 4 ter relatif au recrutements des agents contractuels (art21)

Tableau n 5 relatif au calendrier oprations

Tableau n 6 relatif au prvisionnel dpart la retraite

Tableau n 6 bis relatif au retraits rappels

Tableau n 6 ter relatif au retraits maintenus

Tableau n 7 relatif au prvision de la formation, perfectionnement etrecyclage

OBJECTIFS P.G.R.H

Connaissance et matrise de la rpartition des effectifs par grade et structure

Suivi des situations contentieuses

Supervision et suivi des organes de participation et de recours

Supervision et suivi des organes de participation et de recours

Programmation des oprations de formation, perfectionnement.et de

recyclage

Programmation des oprations courantes de gestion (confirmation,

avancements etc)

Programmation des dparts la retraite


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Modalit dlaboration et dadoption

Llaboration des PGRH est entame ds la notification des effectifs

budgtaires linstitution ou ladministration concerne

Adoption conjointe entre les services de la fonction publique etlinstitution ou ladministration concerne aprs apurement de lexercice

antrieur

ladoption du PGRH est un pralable tout commencement de la

gestion

des ressources humaines lexception de certains actes ( retraite,

dmission, licenciement.)

Transmission copie PGRH aprs adoption sous huitaine au ContrleurFinancier ou comptable public

Le PGRH doit tre adopt avant le 31 mars de lanne en cours

Bilan des PGRH 2008

Etat relatif au suivi de lopration dadoption des PGRH au titre de

lexercice 2008

Nombre

IAP

Nombre

de

PGRH

adopt

Non

adopt

Taux

d'adoption

IAP Centrale 161 153 8 95,03%

IAP locale 4612 4414 198 95,7%

Total 4773 4567 206 95,68%


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Avantages

La rforme initie en 1995 par a permis au services de la fonction

publique de se consacrer plus leur vritable mission de conception,

de rgulation, dorientation et dassistance aux institutions et

administrations publiques.

Un meilleure rapprochement entre les gestionnaires et les services de

la fonction.

La rvision des mthodes de travail au sein des services gestionnaires

ainsi quau sein des propres services de la Fonction Publique.

La responsabilisation des gestionnaires sur lensemble des actes de

gestion se rapportant au droulement de la carrire des fonctionnaires

et agents publics de lEtat.

B-Plan de formation

Introduction:

Droit du fonctionnaire. article 38 du statut gnral de la fonction

publique le fonctionnaire a droit la formation, au perfectionnement

et la promotion durant sa carrire

Obligation de ladministration. article 104 du statut gnral de la

fonction publique en vue dassurer lamlioration et la promotion

professionnelle du fonctionnaire et sa prparation de nouvelles

missions, ladministration est tenue dorganiser de manire permanente

des cycles de formation et de perfectionnement


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Modalits dlaboration et dadoption du plan de formation

Etape dlaboration

Adoption conjointe du plan de formation (secteur concern, fonction

publique, et finances)

Contenu du plan de formation

1ere partie : expos des motifs.

2eme partie: typologie des actions de formation :

Tableau 1 action de formation spcialise pour le recrutement externe

Tableau 2 action de formation spcialise pour le recrutement interne

Tableau 3 action de perfectionnement

Tableau 4 action de recyclage .

3eme partie : synthse des oprations de formation

Plan de formation dconcentr

Pourquoi un plan de formation pour les services dconcentrs (au

niveau des institutions et administrations publiques locales).

Vise consolider le dispositif de la formation au niveau des services

dconcentrs de lEtat, de ladministration communale, des

EPA ,EPST et des EPSCP.

Doit prendre en charge dune part le PGRH et le plan de formationsectoriel annuel ou pluriannuel.


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C-La rgulation des effectifs dans la fonction publique en cours dexercice:

instauration dun processus de concertation intersectorielle qui vise :

- ltablissement dun point de situation prcis sur les postes

budgtaires du secteur concern au titre de lexercice coul.

- lidentification des postes budgtaires librs au sein du secteur

au cours de lexercice prcdent.

- le rapprochement entre les effectifs rels du secteur et les

effectifs cible normalis, tel que dtermin sur la base de

critres objectifs.

mise en uvre pralablement toute ouverture de postes budgtaires

de mesures et de mcanismes de rgulation des effectifs qui

consistent:

- la rgulation intra sectorielle

- la transformation des postes budgtaires

- la translation des postes budgtaires

- rserv louverture des postes budgtaires des grades

correspondant aux niveaux de qualifications de la maitrise et de

lencadrement

-favoriser le redploiement des personnels des tablissements

dissous un niveau intra-sectoriel ,mais aussi intersectoriel

-soumettre au rgime de la contractualisation les postes

budgtaires ouverts au titre des empois dentretien, de

maintenance et services.

A la cloture de chaque exercice

tablissement des grands agrgats en rapport avec la situation relle

des effectifs lchelle de lensemble des institutions et


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administrations publiques en vue de dterminer le taux de croissance

des effectifs et de

-prvoir les mesures de nature amliorer la structure des

qualifications dans le secteur de la fonction publique.

Bilan et perspective

Faute de dmarche mtier aboutie et cohrente, la gestion

prvisionnelle mis laccent sur la maitrise quantitative des effectifs.

Cadre budgtaire favorable la gestion prvisionnelle.

- Les systmes dinformation en ressources humaines.

- Lautodiagnostic en ressources humaines.

Merci pour votre attention.

3.6 Group Discussions and Plenary: Highlights

The following were highlights from the three groups:

3.6.1 Group 1: Theme on Leadership and Management

Defining Leadership

That leadership is not restrictive to those occupying the top echelon of

organizations; lt is exercised by all in any position of responsibility in

terms of delivery of set targets.

It is the ability to develop, and implement missions that bring positive

transformation of the society in terms of enhanced quality and quantity

of public goods and services.

It is the ability to obtain the voluntary support of followers in such a way

that individuals willingly apply their unique abilities to create and

implement visions.


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It is the management which basically is concerned with all actions

focused on accomplishing the tasks in an organization.

That there is need for the creation of appropriate work environment

(condition on service, work tools, ICT, etc) to support effective leadership

Leadership competencies;

Stated were key competences and traits involved in leadership:

A vision and purpose.

Knowledge (about the total organization, and of doing the job)

Carry others along

An understanding of change, challenges, and of the environmental

context.

The motivation, willingness, and confidence to

Do the job and take risks.

Strong commitment.

Flexible, realistic.

Communicate, listen, and learn from mistakes.

Resourcefulness.

Approaches for achieving the competencies;

Stated were that;

Leadership and management recruitment system must be based on merit

- in terms of possession of knowledge, qualifications, experience and

skills to create and carry out visions.

For leadership to thrive there should be political commitment.

There is need for creation of a conducive work environment to realize

optimum output.

There is need to actively support Schools and Institutes of

Administration to facilitate leadership and management training and

development.


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3.6.2 Group 2: Theme on Performance Management Systems (PMS)

The groups presentation captured the following:

1 . De f i n i t i o n Performance management An authoritative process by which the goals of public service are linked

to corporate and individual targets to deliver value for citizens.

Performance measurement and evaluation are subsumed in PM

Measurement

Process of establishing the extent to which public institutions have

achieved agreed/ negotiated performance targets

Evaluation

It is the process of critically and periodically assessing the extent which

public institutions have effectively and efficiently achieved national goals,

including the factors affecting performance

2. Key component/Principles of PMS

National Vision and Mission

Development of performance architecture

Planning architecture (from corporate, operational & individual)

Measurement methodology

Evaluation methodology

Reporting

The application / use of performance measurement data

Improvement

Review of plans

Sanctions and rewards

Decisions

Staff differentiation

Alignment and cascading (sectors, organizations and individuals)


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Right leadership/ managerial behaviors and philosophy

Focus on outputs and outcomes (high level Results)

Benchmarking

Valuing customers

Agreed Targets

Performance information systems

Effective communication strategy

Staff engagement

Knowledge

Replicability

Capacity building

Capability Reviews

3. Modalities for Institutionalizing Support at the highest political and bureaucratic levels

Leadership (Strategic location of PMS/ strategic centre of the programme)

Appropriate Model

Legal Framework

Robust and implementable homegrown tools or adapted to the realities

on the ground

Capacity building

Public education

Specifying performance indicators and levels

Rewards and sanctions

Stakeholder involvement

Effective communication strategy

Staff engagement

Knowledge

Consideration for availability of resources

Benchmarking

Regular monitoring

External evaluation


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3.6.3 Group 3: Theme on Human Resource Planning and Policy Architecture

The groups presentation:

Definition of Human Resource Planning

It is an attempt to extrapolate in future; what is going to be in the future.

Moving away from people replacement to strategic HRP and forecasting on

competences required, linking them to the national vision, mission and

objectives of the organization.

HRP is linked to the budgetary process. It is, therefore, important to have a

budgetary process that allows human resource to have a long-term plan.

The objective is to introduce the factor of time in the different processes of

HRM process.

Overall Objective of Strategic HRP

Ensure adequate human resources to meet the strategic goals of the

organization.

To ensure you have the right people with the right skills and at the right

place.

Remain flexible to enable the organization manage change in view of

changing environment.

Strategic HRP predicts the future HRM needs of the organization visa-vis

the current organizations HR, predict the external labour market and

future operating environment.

It seeks to answer the following questions:-

Where are we going?

How will we develop HR strategies to successfully get there, given the

existing circumstances?

What skills and competences do we need?


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Steps for Strategic HRP Process

Assessing the current HR Capacity

Forecasting HR requirements

Gap analysis

Developing HR strategies to support organizational strategies

Suggested approaches to institutionalize HRP and PA

The need for a legal framework

The need for leadership commitment and organizational set-up to drive

the process of HRP

There is need for leadership support to set guidelines

The is need for capacity building at all levels

The need for piloting the process and implementation of HRP before roll-

out

Monitoring and Evaluation

3.7 Plenary summary of the recommendations for the three themes

3.7.1 ALL African Public Service Innovations Award (AAPSIA)

1. AAPSIA initiative is a good strategy for knowledge management in the

public service, therefore deepening the marketing of the award need to be

supported by member states.

2. APPSIA is being seen differently by member states. Therefore, there is

need to develop appropriate capacity for effective participation in the

member states


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3.7.2 Global Perspectives on Performance Management System (PMS)

1. PMS need to be institutionalized at corporate level for the system to

cascade to all levels in the public service and hold each staff accountable

for their targets. The PMS implementation framework needs to be

supported by legislation.

2.There was consensus that country unique situation need to be

considered when planning and implementing PMS. Therefore, the

management guides developed will be flexible enough to take into

accounts the needs of each member state.

3. Critical factors for successful implementation of PMS include top level

support, staff commitment, conducive environment, courage to adapt to

changes and efficient monitoring and evaluation. Therefore, staff

engagement at all levels is important.

4. Management guides need to be informed by data from research (baseline

survey) on the status of performance management and measurement in

the region.

3.7.3 Global Perspective on Leadership and Management

1. It was resolved that there is need to develop requisite work environment

that supports leadership in the public service. Environmental factors

that hinder the nurturing of effective leadership in the public sector have

to be identified and addressed.

2. Quality leadership development programs targeting various cadres in the

public service are central to performance improvement. MDIs to review

leadership programs with a view of coming up with standard curriculum

that can be replicated in the member states. GIMPA leadership program

gives a good starting point.

3.7.4 Global Perspectives on Human Resource Planning and PolicyArchitecture

1. Public service may not deliver on their promise unless the people

issues in public sector management are properly addressed. There is


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need to professionalise human resource management in the public

service with emphasis on accountability and result orientation in the

management of people.

2. HR practice in the public sector would remain uncoordinated, lack

internal consistency and amount to a waste of resources if appropriate

HR planning and policy framework is not put in place.

3. Development of the management guide in HRP and Policy Architecture

need collaboration with the private sector with a view of exchanging best

practices from both sectors.

4.That the HRP & PA Management Guide being developed should allow

anticipation of changes in the future workforce in view of globalization

and changes taking place in the workplace. HR managers in public

service need to move from narrow focus on employment/administrative

issues to take on the different emerging strategic roles of a modern HR

manager in the 21st century organisation. This entails adoption of best

approaches in human resource management in the public service.

5. Noted that there exists wide gaps in the remuneration of permanent

secretaries and their deputies hence the need to review performance

management framework that harmonizes pay structure in the public

service.

6. Concern was raised regarding old human resource structures that no

longer support public service reforms such as the rigid grading and pay

structure. Therefore the management guide needs to address such

concerns.

3.7.5 General Comments

1.Top leadership in the Civil Services in the member states need to

actively participate in CAMPS activities including workshops to ensure

successful implementation of the Ministers Programme.


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2. A concern was raised regarding low participation in this workshop

which may affect the quality and degree of ownership of the

management guides.


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CHAPTER FOUR

4 . 0 The Abu j a Comm un i q u

The Central, North and West African Combined Regional Workshop on

Development of Management Guides under the 6th Conference of African

Ministers for Public/Civil Service (6th CAMPS) was held in Abuja, Nigeria from

May 14th 16th 2010. It was declared open by the Chairman of the 6th

CAMPS, Hon. Dalmas Otieno Anyango, EGH, MP, represented by 2nd Vice

Chair, Hon. Alhassan Azong, MP, Minister of State, Office of the President,

Ghana, who read the Chairmans Keynote Address. Earlier on, Nigerias Head

of the Civil Service of the Federation, Mr. Steven Oronsaye, CON, in his

Opening Address, welcomed all delegates to the Workshop. Also, Dr. Dia

Mamadou, representing the AU Commissioner for Political Affairs, H. E. Julie

Dolly Joiner (Mrs), delivered the AUCs Goodwill Message. Participants included

delegates from Kenya, Nigeria, Ghana, Algeria, Mozambique, South Africa,

Tanzania, AUC, UNDP, CAFRAD and Resource Persons.

The overarching objective of the Abuja three-day Workshop was to develop

Guides on Best Management Practices (GBMP) which

can be shared and replicated across Africa. Specifically, the Workshop wasdesigned to:

(a)Provide opportunity for stakeholders from the three regions to contribute

to the development of the Guides on Best Management Practices (GBMP)

in the three thematic areas of: Leadership and Management Development,

Human Resource Development and Policy Architecture in the Public

Service, and Performance Management and Measurement, including

Monitoring and Evaluation;

(b) Identify and agree on the content of the Guides;

(c) Facilitate exchange of knowledge and peer learning; and

(d) Build consensus on the guides in order to facilitate their adoption upon

completion.


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To achieve the foregoing, the Workshop was structured to enable participants

share information on global trends, exchange country specific practices,

challenges and lessons learnt and identify issues that should be addressed in

drafting the respective Guides on Best Management Practices.

Accordingly, the Workshop deliberated on the following presentations:

i) 2010 All-Africa Public Service Innovation Awards (AAPSIA);

ii) Global Perspective on Performance Management and Measurement

including Monitoring & Evaluation;

iii) Human Resource Planning and Policy Architecture: A Global Perspective;

iv) Best Practices in Leadership and Management Development;

v) Country Specific Case Studies of Ghana, Nigeria, and Algeria;

vi) Recommendations from Group Discussions onthe indicative content of the

Guides on Best Management Practices in the thematic areas of:

vii) Leadership and Management Development (Group A)

viii) Human Resource Development and Policy Architecture in the Public Service

(Group B)

ix) Performance Management and Measurement, including Monitoring and

Evaluation (Group C)

4 . 1 Summ a r y o f Del i b er a t i o n s an d Con c l u s i on s

After extensive deliberations at both plenary and break-out sessions, with

particular attention on what should constitute the content of the evolving three

Guides on Best Management Practices, participants concluded that:

1) Key leadership and management competencies required in driving theAfrican Public/Civil Service should include: having a vision and purpose;

possessing deep knowledge about the organization; carrying along followers

and all arms of the organization; understanding changes, challenges, and the

environmental context; being motivational; exuding


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willingness and confidence to do the job and take risks; demonstrating strong

commitment and flexibility; being effective in communicating and in listening;

learning from mistakes; and being resourceful.

2) Core approaches to achieving these competencies should comprise: merit-

based recruitment system in terms of cognate knowledge, qualifications,

experience and skills; political commitment; creation of a good work environment;

active support of Schools and Institutes of Administration to facilitate leadership

and management training and development.

3) Key components/principles required for an effective performance

management and measurement system should consist of: national vision and

mission; development of performance architecture; planning architecture (from

corporate, operational & individual); measurement methodology; evaluation

methodology; reporting strategy; application/use of performance measurement

data; review of plans; sanctions and rewards; staff differentiation; alignment

and cascading (sectors, organizations and individuals); right leadership/

managerial behaviors and philosophy; focus on outputs and outcomes (high level

results); benchmarking; valuing customers; agreed targets; performance

information systems; effective communication strategy; staff engagement;

knowledge; capacity building; and capability reviews.

4) Critical modalities for institutionalising performance management and

measurement system should consist of: support at the highest political and

bureaucratic levels; leadership (strategic location of PMS/strategic centre of the

programme); appropriate model; legal framework; robust and implementable

homegrown tools or adapted to the realities on the ground; capacity building;

public education; specified performance indicators and levels; rewards andsanctions; stakeholder involvement; effective communication strategy (staff

engagement and knowledge); consideration for availability of resources;

benchmarking; regular monitoring; and external evaluation.

5) Significant steps for Human Resource Planning and Policy Architecture

should comprise: assessing the current HR capacity; forecasting HR


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requirements; gap analysis; and developing HR strategies to support

organizational strategies.

6) Major approaches/modalities to institutionalizing Human Resource Planning

and Policy Architecture should include: appropriate legal framework; leadership

commitment and apt organizational set-up to drive the process; relevant

guidelines; capacity building at all levels; piloting the process and implementing

HRP before roll-out; and monitoring and evaluation.

Finally, participants expressed appreciation to the Government, people of the

Federal Republic of Nigeria, and Nigerias Head of the Civil Service of the

Federation, Mr. Steven Oronsaye, CON, for successfully hosting the Workshop;

and thanked the Chair of the 6th CAMPS, Hon. Dalmas Otieno Anyango, EGH,

MP, for providing effective leadership.

Abuja, Nigeria, 16th May, 2010.


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4 . 2 Wo r k sh o p Pa r t i c i p a n t s E va l u a t i o n Rep o r t

4.2.1 Introduction

This report presents the results of the participants evaluation of the Central,

North and West African Regional Workshop on the development of management

guides that was held in Abuja, Nigeria on 14 -16 May 2010. The aim of the

workshop was to discuss the development of management guides on best

management practices in identified thematic areas which can be shared and

replicated across Africa. The thematic areas covered during the Workshop

were; Performance Management and Measurement including Monitoring and

Evaluation; Human Resource Planning and Policy Architecture; and Leadership

and Management Development.

A total of 22 respondents participated in the evaluation exercise. The exercise

was carried out by the use of a three part questionnaire. Part 1 asked

participants to rate the achievement of four workshop objectives as excellent,

very good, good or fair. These workshop objectives were:

(i) Sharing of experiences on the best management practices;

(ii)Providing an opportunity for stakeholders to share experiences on

management practices;

(iii)Building consensus on the content of the guides, and;

(iv)Exchanging knowledge and peer learning

Part 2 of the questionnaire asked participants to suggest ways of improving

future management guides development workshops, while part 3 asked them to

comment on the general organization of the workshop.

Achievement of the workshop objectives

The objectives rated are; sharing experience on the best management practices,

providing opportunities for stake holders to share experience on management

practices, building consensus on the content of guides, and; the exchange of

knowledge and peer learning. The results of the survey is as shown on table1


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Table 1: Achievement of workshop objectives

Fair Good Very good excellent

Sharing experiences

on the bestmanagement

practices

1(4.5%) 6(27.3

%)

13(59.1%) 2(9.1%)

Provide opportunity

for stakeholders to

share experiences on

management

practices

1(4.5%) 8(36.4

%)

9(40.9%) 4(18.2%)

Build consensus on

the content of the

guides

2(9.1%) 8(36.4

%)

8(36.4%) 4(18.2%)

Exchange knowledge

and peer learning

0(0.0%) 5(22.7

%)

9(40.9%) 8(36.4%)

Average 4.5% 30.7% 44.3% 20.5%

On the sharing of experiences on the best management practices 1 participant

(4.5%) rated it as fair. 6 participants (27.3%) as good, 13 participants (59.1%)

as very good and 2 participants (9.1%) as excellent;

On the view that the workshop provided an opportunity for stakeholders to

share experiences on management practices one participant (4.5%) rated it as

fair, 8 participants (36.4%) rated it as good, 9 participants (40.9%) rated it as

very good and 4 participants (18.2%) rated it as excellent;

On building consensus on the content of the guides 2 participants (9.1%) rated

this as fair, 8 participants (36.4%) rated it as good, 8 participants (36.4%) rated

it as very good and 4 participants rated it as (18.2%);


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On exchanging knowledge and peer learning5 (22.7%) participants rated it as

fair, 9(40.9) %) as very good and 8(36.4%) as excellent. None of the participants

rated the exchange of knowledge and peer learning as fair.

Overall, on average 4.5% of the workshop participants rated the achievement of

the objectives of the workshop as fair, 30.7% as good, 44.3% as very good while

20.5% of the participants rated the achievement of the workshop objectives as

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Abuja Report Final - 7th July

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