UPDATE ON THE IMPLEMENTATION OF THE SMS PRESENTATION TO PORTFOLIO COMMITTEE 28 August 2001

1. UPDATE ON THE IMPLEMENTATION OF THE SMS PRESENTATION TO PORTFOLIO COMMITTEE 28 August 2001

2. OVERVIEW • Origins of the SMS • Implementation programme • Work in progress • Some thoughts on a uniform perform management system for the SMS • Discussion DEPARTMENT OF PUBLIC SERVICE AND ADMINISTRATION

3. ORIGINS OF THE SENIOR MANAGEMENT SERVICE (SMS) • Research undertaken into professionalisation of SMS during early 2000; • Report produced in May 2000; • Min’s/MEC’s and departments consulted on findings and recommendations; • Cabinet endorsed a Policy Statement on establishment of SMS on 23 August 2000; • New SMS employment framework implemented as from 1 January 2001 DEPARTMENT OF PUBLIC SERVICE AND ADMINISTRATION

4. ORIGINS OF THE SENIOR MANAGEMENT SERVICE (SMS) • The key objective of the establishment of the SMS is to improve the ability of the Public Service to recruit, select, retain and develop quality candidates; • This requires, amongst others: • A competency-based employment framework; • Attractive terms/conditions of service; • Greater inter-departmental mobility; • Improved training and development; • High standard of professional conduct; and • A more appropriate labour relations framework. DEPARTMENT OF PUBLIC SERVICE AND ADMINISTRATION

5. IMPLEMENTATION PROGRAMME • Agreement with unions in 2000 to determine conditions of service of SMS outside of the PSCBC and to introduce “total cost to employer packages” - Resolution No 9 of 2000 • Chapter 4 of Regulations implemented - 5 January 2001 • First edition of SMS Handbook introduced - Jan 2001 • “Total cost to employer” packages implemented - Jan 2001 • Draft comp framework completed - Feb 2001 • Presented to Min - March 2001 • HOD’s & EA’s consulted - April/May 2001 • Framework for disclosure of financial interests extended to all members of the SMS in May 2001 DEPARTMENT OF PUBLIC SERVICE AND ADMINISTRATION

6. IMPLEMENTATION PROGRAMME (cont) • Revised comp framework & competency assessment tender approved - June 2001 • Competency framework made available to departments - July 2001 • Competency assessment tender published - July 2001 DEPARTMENT OF PUBLIC SERVICE AND ADMINISTRATION

7. WORK IN PROGRESS • Competency assessment tenders presently being evaluated - hope to conclude process in Sept/Oct • Competency assessments will then be introduced as a key element of the recruitment and selection process for managers and for career planning/development • Work is also under way to strengthen the performance management system for the SMS and to link the system with the comp framework. First draft completed in July, however consultation with stakeholders still to take place - expected implementation date: 1 April 2002 • Plans are afoot to introduce a learning framework for the SMS, based on the comp framework. This implies more focused training & development programmes. Some training programmes already in place (PSLDP), others to be put in place by 2002 DEPARTMENT OF PUBLIC SERVICE AND ADMINISTRATION

8. WORK IN PROGRESS(cont) • Concept of learning networks introduced - this includes members of the SMS • SMS learning journal also under consideration • Discussions with stakeholders currently under way on the possible establishment of a professional association for members of the SMS - decision on way forward expected later this year • SMS Conference planned for early next year • Data base on senior managers being developed to facilitate more active management of SMS across the Public Service • New employment equity targets under consideration for SMS • Protocols on ethics and conduct currently being developed DEPARTMENT OF PUBLIC SERVICE AND ADMINISTRATION

9. UNIFORM PERFORMANCE MANAGEMENT FOR THE SMS • Vision: System both competency & output based • PA’s to remain basis for the system • As regards incentives, intention is that: • HoD’s will be empowered to grant annual performance bonuses • This will be within defined parameters • Bonuses will be based on formal (uniform) performance management system DEPARTMENT OF PUBLIC SERVICE AND ADMINISTRATION

10. KEY ISSUES ARISING FROM WORKSHOPS • Managers felt that competencies should be utilised only for recruitment, selection and development- not for performance assessments • Synergy between perf man arrangements for SMS & other levels of staff NB • Although there is a definite need for more guidance on PM arrangements for SMS, this should be flexible enough to allow for deptal differentiation DEPARTMENT OF PUBLIC SERVICE AND ADMINISTRATION

11. KEY ISSUES ARISING FROM WORKSHOPS • PAs not updated regularly • Concerns from depts around the linkage between organisational business plans and performance management for lower levels of staff • There appears to be little consistency in providing performance feedback & linking to training & development DEPARTMENT OF PUBLIC SERVICE AND ADMINISTRATION

12. UNIFORM PERFORMANCE MANAGEMENT SYSTEM • How do we balance competency requirements with output orientation? • How do we balance the need for greater consistency with allowing flexibility? • Should we provide a broad policy framework (min standards only) plus perhaps a model that can be adjusted for deptal use? DEPARTMENT OF PUBLIC SERVICE AND ADMINISTRATION