Department of Public Service and Administration

1. Department of Public Service and Administration Integration of Youth and Skills Development Strategies: Towards Access to Employment Opportunities

2. Presentation Outline •  Introduction • Why the focus on Youth? • Role of the State to ensure Youth employment; • Challenges on current approaches; • Relevance of the HRDFS in Youth development; • Strategic approaches to address the challenges; • Election manifesto • MTSF (2010-2014) priorities; • Outcome based performance (Outcome 12) • Requirements to deliver on Outcome 12 • 10 PS output • Conclusion

3. Introduction • In both his 2009 and 2010 state of the Nation Addresses President Jacob Zuma emphased more need for the advancement of young people in the country. • In his 2010 SONA he stated, “The most urgent of policy change must be interventions to create jobs for young people.” • The Minister for Public Service and Administration has prioritized the issue of youth development in general, and skills development for young people. • Clearly, the persistent challenges that the youth are facing cannot be ignored.

4. Defining the policy intersect ? • Public policy can be defined as ‘ a purposive course of action based on currently acceptable societal values followed in dealing with the problem, thereby placing a predictive state of affairs which should prevail when that purpose has been achieved’, (Centre for Development and Enterprise, 2007). • Youth development is a process which prepares young people to meet the challenges of adulthood through a coordinated, progressive series of activities which help them to be socially, morally, emotionally, physically, and cognitively competent (NYC 2007).

5. Why The Focus On Youth? • Youth unemployment or underemployment incurs costs to the economy, society and families. • There are strong correlations between dearth of skills and employment opportunities. • A lack of decent work threatens the person’s future employment prospects and can lead to unbecoming labour behavior patterns that can last a lifetime. • Inability to find decent work often creates a sense of uselessness and low self-esteem, and propensity to crime, violence and drug abuse. • The ILO statistics (August, 2010) indicate that almost 90% of youth live in the developing countries.

6. Why The Focus On Youth Cont… • The ILO continues and predicts that, ‘between 2010 – 2015, the share of Sub-Saharan Africa’s global share of youth population will be between 14 and 15%’. • South Africa is a youthful country with a total of over 45% constituting the youth(Population Policy for South Africa, April 1998). • The youth in the PS makes up 27% of the workforce(Persal as at September 2009). • Out of the total inmate population in the SA prisons of 164 793, an astonishing 56 520 are youth(DCS Annual Report, 2009/2010).

7. The employment role of the state • In a developmental state paradigm, the state plays an interventionist role as opposed to interference. • The public service, globally, has played a key role in alleviating unemployment by periodically expanding its own levels of employment through focused interventions. • Recent research suggests that the SA public service provides the first employment experience for over 70 percent of black graduates. • While the public service today (at 1.28 million workers) comprises a smaller share of total employment at 13.3 % of the total workforce in SA in 2010, it is still sizeable.

8. The employment role of the state… • The South African economy has created employment over the past number of years but these new jobs have not benefited young people for several reasons: • A structural shift away from employment in low-skill jobs and labour intensive sectors towards more high-skill and capital-intensive sectors • The rate at which new jobs were created was slower than the number of new entrants into the labour market. Labour force grew by 6.3 million new entrants (2005- 2009) – more than double the 2.8 million new jobs created. • Employed population has become slightly older over the period 2005-2009. All age groups between 15 and 44 years saw their share of employment decline over the decade.

9. The employment role of the state… • Unemployment amongst labour force participants who have matric grew from about 27% to 38% between 1995 and 2009. • Unemployment amongst people with tertiary education (NQF Level 5+) grew from 7% to 10% in the same period. • Large state interventions will be needed to support each of these differing age cohorts. • These state interventions will need to address both the sytemic and structural challenges of youth unemployment and youth development.

10. Challenges with Current Approaches to Youth Development • Disconnected from the developmental state discourse. • Reactive and kneejerk approaches rather than proactive and focused. • Uncoordinated approaches by roleplayers, some from flawed ideological points of departure. • Youth development should address the broader developmental needs of youth, in contrast to deficit-based and reductionist models which focus solely on youth problems.

11. A VISION FOR HRD A dedicated, responsive and productive Public Service BUILDING HUMAN CAPITAL FOR HIGH PERFORMANCE AND ENHANCED SERVICE DELIVERY Fostering HEI & FETC Partnerships Mobilization of management support Utilization of the strategic role of SETAs Responsiveness to Millennium Development Goals E-Learning Programmes for the Public Service Career Planning & Talent Management Values, Ethics & Professional Code of Practice Promoting integrated & inter-sectoral approaches to developmental priorities PALAMA/ Provincial Public Service Academy Managing Employee Health & Wellness Promoting HR Learning Networks Capacity development to promote success of Industrial & Economic Plans Ensuring adequacy of Physical & Human resources & facilities Learnerships, Internships & Apprenticeships Managing Effectiveness of Communication Development Programme of Professional Bodies Promoting appropriate Org. Structures for HRD Awareness promotion of growth & development initiatives Fostering Effective Monitoring, Evaluation & Impact Analysis Leadership Development Management Strategies Performance Management & Development Systems Integrating NEPAD, AU, Regional & Global Programmes Managing HRD Policy & Planning Frameworks & Guidelines Integrated ABET framework Knowledge & Information Management Workplace Learning Programmes HR Planning - Supply & Demand Management Strengthening & aligning governance roles in HRD ASGISA, JIPSA, EPWP, PGDP, IDPs CAPACITY DEVELOPMENT INITIATIVES ORGANIZATIONAL SUPPORT INITIATIVES GOVERNANCE & INSTITUTIONAL DEV INITIATIVES ECONOMIC GROWTH & DEVELOPMENT INITIATIVES 1 2 3 4 4 KEY PILLARS FOR HIGH PERFORMANCE IN THE PUBLIC SERVICE THROUGH HRD Responding to needs of designated groups (women & persons with disabilities) Focus on all Performa levels of employment Continuity through all spheres of government Building learning communities & organizations Recognizing contextual differences Maintaining a performance focus Responding to sectoral differences Promoting the agenda of development Cohesiveness & Integration Flexibility and adaptability 10 CORE PRINCIPLES INFORMING IMPLEMENTATION OF HRD STRATEGY LEGISLATIVE FRAMEWORK AS A FOUNDATION

12. The institutional and legislative context • The National Human Resource Development Strategy. • The National Skills Development Strategy and its targets. • The Skills Development Act, 2008, as amended. • The Human Resource Development Strategic Framework for the PS Vision 2015. • The Employment Equity Act, 1998. • White Paper on Affirmative Action in the Public Service, 1998. • White Paper on Education and Training in the Public Service, 1998.

13. Strategic approaches to address the challenges • Election Manifesto’s 5 Strategic Priorities areas in Thematic Areas: • Education • Health • Creation of decent Work • Rural Development, food security and land reform • Fight against crime and corruption

14. MTSF Priorities • MTSF for mandate period 2010-2014- Ten Strategic Priorities which inform government plans: • Speed up economic growth and transform the economy to create decent work and sustainable livelihoods • Massive programmes to build economic and social infrastructure • A comprehensive rural development strategy linked to land and agrarian reform and food security • Strengthen the skills and human resource base • Improve the health profile of society

15. MTSF Priorities • MTSF for mandate period 2010-2014- Ten Strategic Priorities which inform government plans: • Intensify the fight against crime and corruption • Build cohesive, caring and sustainable communities • Pursue regional development, African advancement and enhanced international cooperation • Sustainable resource management and use • Build a developmental state, including improving of public services and strengthening democratic institutions

16. MPSA Priorities Outcome 12: An efficient, effective and development oriented public service and empowered fair and inclusive citizenship

17. 10 Public Service Requirements to deliver on MTSF Priorities • Service Delivery Mechanisms that ensure quality, quantity, economies of scale and access • Effective Systems, structures and processes through standard operating procedures • Well functioning service delivery systems through ICT connectivity in service delivery centres • Effective recruitment and HRD standards • Efficient HRM Practices, norms and standards • Healthy , safe working environments for all public servants • Appropriate Delegations and decision-making Governance structures • Adequate levels of transparency of administrative actions by ensuring Citizen engagement and Public Participation • Corruption tacked effectively 10. Collaborative Regional development programmes in SADC, involvement in Africa post conflict advancement and international co-operation in Public Administration programmes

18. 10 Public Service Outputs • Service Delivery Mechanisms through SDIPs and Batho Pele principles institutionalised • Standard Operating Procedures (SOPS) for work processes and organisational structures • Alignment of transversal ICT systems through integrated connectivity via service delivery centres • Revised recruitment tool and policy and HRD training standards • HRM norms and standards institutionalised • EH&W SHERQ implemented in health and education facilities • Appropriate Delegations and decision-making Governance structures • Adequate levels of transparency of administrative actions by ensuring Citizen engagement and Public Participation • Corruption tacked effectively 10. Collaborative Regional development programmes in SADC, involvement in Africa post conflict advancement and international co-operation in Public Administration programmes

19. Youth targeted Outputs for Outcome 12 • Youth employment opportunities in the PS intensified . • Bursaries, Learnerships, Internships and Apprenticeships opportunities increased for youth. • Revision of the recruitment strategy in the PS. • Mandatory training programmes for new entrants into the PS, i.e. PSIP/MIP. • ABET/AET Programmes supported through govt departments. • Integrated youth, skills and rural development strategies implemented in line with the National Youth Development Strategy, National Skills Development Strategy, HRDSF Vision 2015 and Comprehensive Rural Development Strategy.

20. Conlusion • Let’s prudently & generously invest in our Youth to have quality harvest tomorrow; • Today’s Youth is tomorrow’s leadership; • The quality of any harvest depends on type of seed used during planting time; • Therefore, investment wisely & proactively to shape a bright future • Dick Bvuma • dick@dpsa.gov.za or dumisanix@dpsa.gov.za • 012 336 1384 or 012 336 1575 respectively.

21. THANK YOU