BEYOND EDUCATION &TRAINING IN THE PUBLIC SERVICE

1. 19 October 2000 BEYOND EDUCATION &TRAINING IN THE PUBLIC SERVICE Skills Development for Transformation, Service Delivery & Career development April 2002 Slide 1

2. 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.

3. continued • Qualifications are not portable • The absence of training strategy for the Public Service • The impact of HIV/AIDS pandemic on service delivery

4. 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

5. Continued • the Departments of Labour & Education Launched the: • National Skills Development Strategy & NHRD Strategy

6. 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

7. 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;

8. 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

9. 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

10. 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

11. 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

12. continued • Create award system for PS that achieves IIP accreditation • Implement an effective communication system

13. 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

14. continued • Prepare guidelines on career pathing for LGW • Formulate effective HIV/AIDS strategies for the PS

15. continued • 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

16. 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

17. 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

18. 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.

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

20. continued • The PSETA Sector Skills Plan has been approved • 72 Workplace Skills Plans have been submitted;

21. 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

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

23. 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

24. 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.

25. 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.

26. 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.

27. 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?

28. 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?

29. continued • 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

30. continued • 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.