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TRANSFORMATION AND RESTRUCTURING OF THE PUBLIC SERVICE. PURPOSE. Background PSCBC Resolutions 7 & 8 Implementation process Progress achieved to date & challenges encountered Cabinet decision Revised plans Way forward. BACKGROUND.
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PURPOSE • Background • PSCBC Resolutions 7 & 8 • Implementation process • Progress achieved to date & challenges encountered • Cabinet decision • Revised plans • Way forward
BACKGROUND • During the 2000/2001 salary negotiations - parties agreed that issues regarding the transformation/restructuring of the public service be dealt with at the Job Summit. • The Public Service Job Summit was held between 29-31 January 2000 to take forward the Presidential Job Summit resolution on Sector Summits
…BACKGROUND • Parties to the PSCBC concluded an agreement outlining broad guidelines/principles for the transformation and restructuring of the Public Service. • The agreement was ratified by the PSCBC thus making it a resolution that binds both the unions and employer. • From 16 October 2001-6 March 2002 the employer and unions negotiated and concluded a framework that reduced these broad guidelines into specifics.
PSCBC RES 7 & 8/2002 Scope • Affect the employer and employees who: • are employed by the government; and • fall within the registered scope of the PSCBC as in the public service
Application • Does not affect the validity of restructuring and transformation processes that commenced prior to the conclusion of the 6 March 2002 document. • Departments must endeavour to align their processes to the spirit of the framework.
Implementation • Effective for a period of 12 months. • Duration of implementation may be extended by a further 3 months as determined by Res 7 of 2002.
Objectives and Principles • Develop a framework for transformation/restructuring • Provide for redeployment, retraining and alternative employment of excess employees • Develop sector strategies for job creation • Comply with the legal frameworks regulating employment
IMPLEMENTATION PROCESS Compilation of departmental plans and employee profiles • Every department must do the following: • develop a strategic plan; • determine the organisational structure; • define the posts necessary to perform its functions; • develop a human resource plan.
…IMPLEMENTATION PROCESS • Every department must develop an implementation plan • The strategic plan, human resource plan and implementation plan must be developed through meaningful consultation with the relevant employee parties
Matching and placement of staff at departmental level A department must- • identify employees profiles inline with defined posts • appropriately place employees • In deciding which employees must be placed in defined posts a department must implement- • affirmative action policy for designated groups • representivity targets; and • plans to redress under-representivity • Excess employees in a department are to be dealt with in terms of the redeployment measures.
Redeployment General rules: • Departments are responsible for the implementation of the transformation and restructuring process. • Employees affected must be: • treated fairly • informed of the process. • The employee may make representations on redeployment issues. • The employer must consider such representations. • An excess employee may only be appointed in a post at a level equivalent to his or her post.
...Redeployment • The employer must apply measures to facilitate and enhance redeployment, which includes: • training for excess employees • allow employees to retire early; • severance package to excess employees on application and approval by employer • fill existing vacant and funded posts.
…Redeployment • Phases of redeployment • redeployment within a department by means on advertising of vacancies within such a department • redeployment between departments by means of a Public Service circular • Both phases limited to employees declared in excess
ACTION BY DPSA • Regulations to give effect to resolution • Issued guideline on advertisements • Issued implementation guideline • FAQ • Assistance to departments • Reports
ORIGINAL TIMELINES • Implementation timelines adopted by PSCBC: • DTT and IDTT to be formed - 15 September 2002 • Departments to table plans - 15 October 2002 • Departmental matching and placing - 15 November 2002 • Advertising and filling of posts - 15 November 2002
…ORIGINAL TIMELINES • Departmental vacancy and excess lists to IDTT - 15 November 2002 • Advertising of posts within public service - 15 November 2002 • Redeployment between departments - 31 January 2003 • Exit management of excess staff to commence February 2003 • Restructuring process concluded June 2003
ANALYSIS • DTT’S and IDTT’S established • Progress not as expected due lack of urgency and commitment on part of role players • Phase of drafting strategic and HR plans proved proved more difficult than contemplated • strategic & HR Plans found to be of poor quality in some instances • plans used as per PFMA had to be reworked/refocused for purposes of Res 7 of 2002 • consultation process with labour took longer than anticipated in some instances
…ANALYSIS • Departments in varying degrees of progress in implementing the Resolution: • some still in planning phase/stage • some in matching and placing phase • some departments have finalised matching and placing and the internal phase (especially small departments)
….ANALYSIS Advertisement of posts: • Initially problems with “unauthorised” advertisements due to: • time lapse between adoption of Res 7 of 2002 and the moratorium • delays in the establishment of IDTT’ but the situation normalised with establishment of IDTT’s • Most instances approval / refusal for advertisements in IDTT on basis of consensus • Aware of one dispute at PSCBC level on matter Capturing of information: • A data base established on PERSAL to capture information on vacancies & excess employees • Due to slow progress in matching and placing employees, the population of the data base is slow
CABINET LEKGOTLA • Cabinet met on 22/24 January 2003 and resolved that: • the implementation process must be finalised by end June. • transformation structures be strengthened • Ministers must submit monthly reports to the MPSA on progress
REVISED STRATEGIES • National and provincial evaluation workshops to be convened • managers assigned responsibility to oversee process in provinces and departments • establishment of a pool of HR and OD specialists • secondment of LR specialist to DPSA to provide technical assistance to departments • regular communication with stakeholders on transformation
REVISED TIMELINES • HR plans, Strategic plans and organograms & Profile employees finalised by end February 2003 • Matching and Placement of staff finalised by end March 2003 • Advertisement within a Department between 1-7 April 2003 • Interviews and Appointments finalised by end April 2003 • Excess and vacancy list submitted to IDTT asap but not later than end March 2003 • Employees who are declared in excess may apply for a Severance Packages as soon as they are declared in excess • Advertisement within Public Service between 1-7 May 2003 • Filling of vacancies to be finalised by end May 2003 • Moratorium on adverts ends 1 June 2003 • Severance Packages granted to all staff who could not accommodated during the redeployment process - June 2003
NATIONAL EVALUATION WORKSHOP • 24-25 February 2003 • Highlighted lack of commitment by employer and labour that resulted in: • Less than satisfactory commitment of resources and time to the implementation • Serious delays in the implementation of the resolution • Poor communication; • Poor reporting; and • Inadequate management of the process
…WORKSHOP • Proposals on the way forward: • To stick to the timeframe, there is a need to adequately resource the structures to support the process including allowing representatives of labour time off to participate in matters of DTT and IDTT’s and for government should consider making financial resources available to Labour; • To ensure that the necessary capacity is built at Departmental and Provincial level to carry out the task of restructuring; • That discussions on the Social Plan be deferred to the PSCBC; • Complete processes that form the foundation for other steps in the value chain; • Enhance communication and to report more effectively. • Proposals still to be ratified by parties at PSCBC
CHALLENGES • Finalization of strategic & HR plans • DTT’s/IDTT’s tend to become negotiation forums • Alignment of previous transformation initiatives to Res 7 of 2002 • Declaring employees in excess without finalisation of relevant plans • Departments that have matched and placed employees but with vacancies are held back by departments that are slow
WAY FORWARD • Regular monthly reports to the MPSA • Regular evaluations of the process • Strengthen communication with stakeholders
