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BEYOND EDUCATION &TRAINING IN THE PUBLIC SERVICE

Skills Development for Transformation, Service

Delivery & Career development

April 2002

19 October 2000

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Where we come fromPolicy Problems 96-98

• The fragmented and uncoordinated approach to training

• Training not linked to service delivery & transformation

• The lack of strategic needs-based,outcome based and competency based to PSTE

• Training Providers do not meet the demands of a service oriented public service.

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continued

• Qualifications are not portable• The absence of training strategy

for the Public Service• The impact of HIV/AIDS pandemic

on service delivery

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Policy Development to Implementation

• 1998-White Paper on Public Service Education & Training -

• 1998 Skills Development Act -provides an integrated institutional framework for ETD

• 1995 South African Qualifications Authority (SAQA) -National Qualifications Framework

• 1998 WPS Delivery sets minimum standards for service delivery

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Continued

• the Departments of Labour & Education Launched the:

• National Skills Development Strategy & NHRD Strategy

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TOWARDS IMPLEMENTATION

We undertook:• a study to establish baseline information on

training in the public service ;• a study to identify opportunities for career

paths for LGW in the public service• profiling of SMS competency requirements;• converting competencies to unit standards• Established the PSETA• A consultative planning process to develop an

HRD Strategy for the PS

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HRD Strategy for the Public Service

• Informed by -the NSDS&NHRD Strategy which set out the National priorities;

• - the priorities of the DGS G&A cluster- which focus on Scarce skills; IT &Financial Management;

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HRD strategy for Public Service

• The purpose of HRD strategy is to ensure that education,training and skills development happens in a coherent and strategic manner

• Ensuring a competent Public service that is geared towards transformation, service delivery and career development

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Vision and mission• Vision: A dedicated responsive and

productive public service achieved• Mission: To maximise people

development,management and empowerment through quality skills development for accelerated service delivery and transformation in the public service that will translate into benefits of the people of South Africa

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Strategic Objective

• By the end of 2006 the public service delivers

• ‘Competently,equitable services to the people of South Africa”

indicators• general backlog of service reduced• number of complaints reduced• Departments generally provide training

that supports service delivery

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Desired outcome of the strategy

Desired outcome 1• To ensure commitment in promoting

and implementing the HRD strategy in all Public Service Institutions

Activities• Carry out awareness campaigns• Introduce investors in people in PS

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• Create award system for PS that achieves IIP accreditation

• Implement an effective communication system

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Continued

Desired outcome 2• To promote effective strategic and

operational planning framework in the public service

Activities• Develop accelerated strategy for

promotion of scarce skills in PSDevelop an internship guideline for the Public service

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continued

• Prepare guidelines on career pathing for LGW

• Formulate effective HIV/AIDS strategies for the PS

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• To establish relevant competencies within public service sector

Activities• Development of framework &

guidelines: Internship in the PS• Facilitate the development and

implementation of ABET programs • Accelerate IT Skills Development

programs

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continue

• Desired outcome 3• To promote effective management and

co-ordination of the implementation of the HRD strategy for the Public service

Activities• HRD/Training Units and personnel are

aligned to new demands• Ensure that departments improve

quality of WSP

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continued

• Set up adequate reporting mechanism;

• Develop guidelines on utilisation of 1% skills levy

• Ensure equitable spread of managers in rural areas

• Promote equitable distribution of funds

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PSETA is the strategic institution for implementing

the strategy • The PSETA was established in 2000• -PSETA’s progress: • -Learnerships 3x have been

submitted for registration( FinMgt; IT &ABET)

• -Learnership Workshops have been undertaken for all departments to prepare for implementation.

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• PSETA accredited as an ETQA which means that the PSETA will be able to accredit providers.

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• The PSETA Sector Skills Plan has been approved

• 72 Workplace Skills Plans have been submitted;

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Challenges: Aligning the HRD to the current demands

• The implementation of the PSETA is a challenge to all those committed to Human Resource Development in the PS

• The 72 WPSP have been analysed in order to learn

• Analysis showed a number of challenges:

- for alignment with the HR function & establishment

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- for capacity building programme for SDF; - for advocacy and support at the highest level in the departments- for sponsors & drivers

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Challenges -Quality of WSP

• Feedback from SDF Information Sessions:

• A lack of support from managers and HoDs

• Need for ongoing support to SDFs;• Organisational culture must change

and embrace transformation

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SDF Responsibilities

• Identifying skills needs/ skills audit• Organise and develop WPSP• Co-ordinate the development and

implementation of Leanerships• and manage Learnerships• Contact person with the SETA and

department• Advise departments on Skills

development.

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SDF Competency Profile

• Basic research skills;• Analysis and problem solving skills• Reporting skills- to compile the annual

report on WSP• Knowledge of the policy framework• Quality Assurance systems;• Monitoring the implementation of WSP.

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Challenges -level of SDFs

• Effective co-ordination of WSP requires a person at a higher level BUT the majority in the Public Service are junior managers.

• -75% are DD and do not enjoy the support of decision makers which could explain the low returns of WSP.

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Challenges: Inculcating a culture of life-long learning

• How can we best build a culture of learning

• Is the process of the WSP an opportunity to introduce a new culture of organising training on the basis of a WPSP?

• How can we nurture and achieve this?

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Challenges: Restructuring;re-

deployment & retraining

• The work environment in the public service is changing very fast;

• Employees must be skilled to work in a changing environment;

• The HRD can play a key role in developing employees

• The Challenge is HOW do we work together to achieve this?

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• HOW do we work together to transform our workplaces into learning organisations??

• - improving career opportunities for lower graded workers;

• - retaining the skills in our departments?• - identifying champions that will ensure

the integration of HRD policies and strategies in the Public Service

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• These are some of the challenges, which have also been articulated during feedback sessions;

• This task needs all of us to work together

• Identify tangible ways- currently there are the National and Provincial Sessions for consultation and to provide a feedback loop.