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1. HUMAN RESOURCES PLANNING AND DEVELOPMENT STRATEGIC FRAMEWORKS PRESENTATION TO THE PORTFOLIO COMMITTEE ON PUBLIC SERVICE AND ADMINISTRATION 14 SEPTEMBER 2011 11

2. Presentation Outline • Background • Values • Human Resource Planning and Development in the Public Service • Purpose • The Journey • What has been achieved to date and going forward • Implementation • The Implementation Context • Context Implications • Next steps • Outcome 12 • Conclusion 22

3. Background • White Paper on Public Service Training and Education (WPPSTE) 1997 • VISION • The development of a dedicated, productive and people-centred public service staffed by public servants whose performance is maximised and whose potential is fully developed via the comprehensive provision of appropriate and adequate training and education at all levels. • MISSION • The creation of a coordinated framework for ensuring the provision of appropriate and adequate public service training and education that will meet the current and future needs of public servants and contribute positively to the realisation of the vision. • Emanating from the WPPSTE, Human Resource Planning and Development in the Public Service is premised on Five Rights: • 1. The right people • 2. The right skills • 3. The right placement • 4. The right interventions • 5. The right outputs to realise the outcomes 33

4. The Values and Principles that underlie the Vision and Mission • equality of access by all personnel at all levels to meaningful training opportunities; • empowerment of previously disadvantaged and marginalised groups; • democratic, non-racist and non-sexist policies, practices and values; • Lifelong learning, particularly through the NQF; • effective career paths for all public servants; • broad participation and involvement by all relevant stakeholders; • mutual understanding and respect, and tolerance for diversity; • quality and cost-effectiveness in human resource utilisation; • efficiency, effectiveness and a professional service ethos; • flexibility and decentralisation within national norms and standards.

5. The HRP&D Frameworks The Strategic Frameworks-Vision 2015 for Human Resource Planning and Development for the Public Service represents the continued efforts by the MPSA to build HR Planning and Development capacity to enhance performance and service delivery at departmental levels. These Frameworks will assist departments in carrying out their HR Planning and Development activities to support a delivery oriented Public Service. These frameworks are complementary. HR Planning provides the training and development inputs to HRD to improve the competency levels of public servants through capacity development activities, such as; internships, learnerships, bursaries, continuous development of employees (PDP), Adult Education & Training (AET) and skills programmes, and thereby ensure a constant pool of productive and contributing employees. 55

6. Provide guidance and a holistic approach to HR Planning and Development. • Identify key areas of policy and practice considered to be vital to creating an integrated strategic approach to HR Planning and Development in the Public Service. • Build HR Planning and Development capacity within the Public Service. • Facilitate the development and implementation of strategies, tools, and interventions to achieve departmental strategic objectives and the Government’s Programme of Action 66

7. The Journey • 2002: Developed HRP Guidelines and HRDSF to be utilised by all departments. • 2002-2005: Implementation in the Public Service. • 2006: Research conducted to improve the quality of HRP&D in the PS. • 2007: Review of 2002 HRP&D Guidelines and Framework. • 2007-2008: HR Planning Unit Standards developed and registered. • 2008:HRD Strategic Framework Launched. • 2008-2009: HR Planning Strategic Framework, HR Planning Guidelines • and Toolkit, HRP Reporting templates developed, approved • and published. • 2009: institutionalisation of HR Planning and Development Capability in the Public Service established. • Aggregated Report on PS HR Plans Published and HRD State of Readiness. 2010: HR Planning and Development Modules in IFMS developed HRD Performance report on implementation

8. WHAT HAS BEEN ACHIEVED TO DATE AND GOING FORWARD

9. Implementation • The Minister for the Public Service and Administration (MPSA) in 2008/9 issued the HR Planning Strategic Framework, HR Planning Guidelines and Toolkit, HRP Reporting templates and HRD Strategic Framework. • MPSA issued a directives during 2008 which required of Executing Authorities (EAs) to comply with the frameworks. • In terms of the directives and guidelines, EAs were required to: • Develop MTEF HR Plans and Development Plans for their departments • Regularly review and update the HR Plans and HRD Plans of their departments • Submit regular reports on the implementation of the HR plans and HRD plans of their departments • Support implementation of learnerships, internships and capacity building • In a full implementation cycle the DPSA should receive an MTEF HR Plan and HRD Plan, an Adjusted HRP (if applicable) and an HRPIR/HRDM&E Implementation Report for one cycle from each department. • Department’s state of readiness to accommodate interns and learnership candidates is not optimal • Learners are not always exposed to conducive work environment supervision and mentoring • The limited ability of departments to absorb interns and learnership graduates creates uncertainty for learners. 99

10. Implementation Context 2008-2009: Frame works launched with toolkits and Guidelines and reporting templates 2009-10 : National Macro -Organising of the State (NMOS) 2010 – 11: Outcomes based approach adopted by Government 2011-12: Performance Monitoring and Evaluation 2012-13: Adaptation/alignment and refocus of HR Planning and Development reporting on the outputs based on delivery agreements 1010

11. Context Implications during Implementation (1) • The HRP and D Frameworks were affected by: • NMOS (separation, transfer, increase and creation of new departments) • The MTEF resourcing alignment for new departments • The Outcome based approach adopted by Government, • Non Alignment of implementation and report periods, • previous Implementation plans were not entirely relevant (DME became DM and DE) • Pre 2010 plans affected, 2010 unaffected, post 2010 new (no plans). • The Delivery Agreement implications. 1111

12. Government adopted an Outcomes based approach:Departments had to re-plan and reprioritise in accordingly,Adjust and review Strategic plan and APP which impacted on the HRP and D Frameworks’ implementation.Performance Monitoring and Evaluation (PME)Quarterly reporting of attainment of Delivery agreement targets on prescribed templates. • Government adopted an Outcomes based approach: • Departments had to re-plan and reprioritise in accordingly, • Adjust and review Strategic plan and APP which impacted on the HRP and D Frameworks’ implementation. • Performance Monitoring and Evaluation (PME) • Quarterly reporting of attainment of Delivery agreement targets on prescribed templates. 1212

13. Next Steps • Alignment of planning and reporting periods • only from 1 April 2011. • Adaptation/alignment of the HRP and D Framework implementation to accommodate new or revised Strategic Plans in support of the Delivery Agreements. • Refocus of HR Planning and development reporting on outputs based on the delivery agreements. • Reporting cycles of HRP&D aligned to the Delivery Agreement. • Review and issue Determinations on internships and learnerships respectively. 1313

14. The implementation of the HRP & D Frameworks in terms of the preceding slide have been incorporated into Outcome 12 under output 2, specifically 2.4: Output 2.4.1: Determine and implement the methodology to measure the extent and depth of skills levels of the Public Service with the view to improve skills levels. Outcome 12 Driving The Revised Approach

15. The implementation of the HRP & D Frameworks for the PS requires a collaborative, shared and supportive engagement by all role players if we are to achieve an “An efficient and development oriented public service.” Conclusion