PRESENTATION TO THE PSETA COLLOQUIUM 26 MARCH 2015
OUTLINE OF THE PRESENTATION The presentation will cover the following: • Mandate and role of the PSC • Definitions and Explanation • Public Service professionalization journey in SA • Attributes of a capable, career oriented and professional Public Service • Lessons and recommendations • Conclusion 2
Mandate and role of the PSC The Public Service Commission (PSC) is established in terms of section 196 of the Constitution and has the responsibility to: - Promote the values and principles governing public administration contained in Section 195 of the Constitution – including the following- - A high standard of professional ethics must be promoted and maintained. - Efficient, economic and effective use of resources should be promoted. - Public administration must be d evelopment-oriented . - Public administration must be accountable. - Good human resource management and career development to maximise human potential must be cultivated. - Transparency should be fostered by providing the public with timely, accessible and accurate information. - Propose measures to ensure effective and efficient performance within the PS. - Give directions aimed at ensuring that personnel procedures relating to recruitment, transfers, promotions and dismissals comply with the values and principles set out in Section 195. 3
Definitions and Explanation Profession – a vocation/occupation that is founded and organised in terms of specific knowledge (plus skills and conduct). Professional – is a person who has acquired specific education/training , compentencies and experience in a specific areas OR a person who performs an activity with great competence (and adheres to a specific code of conduct related to the profession). Professional association – people/professionals engaged in the same profession OR an institution/structure formed to control entry into a profession, set and maintain standards - curriculum and continuous professional dev., and represent the profession in engagements with stakeholders or other professions. Professionalization – is a process of organising occupations in terms of knowledge, skills, standards and codes of conduct to achieve recognition. The process can include or exclude the formation of professional associations. Since the Public Service/Sector is a “Profession with Professions” – the professionalization of the Public Service should deal with this complexity. 4
Definitions and Explanation Trait Theory “The trait theory states that an occupation becomes a profession by attaining certain characteristics, including adherence to a code of ethics, a body of theoretical knowledge, licensure or registration, and loyalty to colleagues.” Theory of Control According to the theory of control, “the more control practitioners of an occupation are able to exert over the substance of their work and the market in which they operate, the more professionalized the occupation. Professions that fall within this category and characterise by: - Powerful associations - that enable them to exert both internal control (over the body of knowledge and training required for entry into the field and the behaviour or ethics of the practitioners) and external control (working conditions and relations with clients) (e.g the legal profession). - Established alliances with the state and self-regulation. The trait theory is more aligned to the professionalization of the Public Service (noting that some professions within the PS fall within the theory of control) . 5
Public Service professionalization journey in SA • Section 195 of the Constitution (1996): the values and principles governing Public Administration: • A high standard of professional ethics must be promoted and maintained. (read in conjunction with all principles, especially the principles of development oriented, accountability, HRM and career development, transparency and responsiveness to people’s needs). • White Paper on the Transformation of the Public Service (1995): “Emphasised the need to promote professional ethos and ongoing training for all employees at all levels ‘as part of their professional life.’ “Such skills and competencies will not only be occupational, technical and professional in nature. They must also relate to problem solving, innovation and leadership...” • White Paper on HRM in the Public Service (1997); • Emphasised the need to professionalise HR services • Code of Conduct for Public Servants (1997) • Developed to give practical effect to the relevant constitutional provisions relating to the Public Service 6
Public Service professionalization journey in SA Many other interventions and programmes were introduced over the years to deal with different aspects of a ‘transformed and professional public service, including: - Advocacy and intervention programmes as part of the Batho Pele white paper; - 1% levy for training and development; - Introduction of the SMS and MMS; The Performance Management and Development System; Conflict of interest framework; - Leadership management and development programme for middle manager; - Competency assessment for SMS; - Learnership and internship programmes; - Compulsory induction programme (CIP); and - Occupations specific dispensation for various professions. Question: - Where all these interventions implemented as envisaged? - What is/was their impact and why? 7
Public Service professionalization journey in SA One of the challenges identified by the National Planning Commission, in the Diagnostic Report is that there is no shortage of legislative and policy frameworks to build a developmental state. The major problems are (a) high policy turnover; (b) high skills turnover of SMS and technical professionals; and (c) dearth of skilled professionals at the middle. Chapter 13 of the National Development Plan - some of the recommendations for building a capable and development state include the following: • Stabilise the political-administrative interface. • Make the public service and local government career of choice through building a skilled and professional service from top to bottom. At SMS level recruitment and management to be based on expertise and experience and at the junior and middle management focus should be on developing skills. • Develop career paths for technical specialists. The Public Service is a calling, responsibility and choice to serve. In a developmental state, the public servant “is professional, skilled, adequately rewarded and humble” (Mr Trevor Manuel – 2013 SMS Conference). 8
Attributes of a capable, career oriented and professional PS The PSC conducted a study, which culminated in a discussion document that was discussed at a conference in November 2014. The study investigated the nature and characteristics of public/civil services from countries that are referred to as ‘developmental states’; namely Botswana, Brazil, China, Malaysia and Mauritius. Lessons from other developed and developing countries were also considered. A study into the characterises of ant form of state would identify many attributed. However, in line with its mandate, the PSC identified the following attributes as central to building a capable, career- orientated and professional public service: A values-driven public service; Recruitment; Promotion and career- pathing; Performance management; Public service leadership competence; The political administrative interface; Capacitation/training and its funding in the public service; and The role of Public Service Commissions. The content (i.e policy frameworks and implementation mechanisms) differ between countries. 9
Lessons and recommendations • All public servants must be trained on the values and principles that underpin Public Administration (including the Code of Conduct); • Appointments should be done on the basis of the inherent requirements of the profession (no one size fits all). • Consideration be given to advertising some promotion positions with the Public Service, with clear promotion requirements (ranging from years of experience in a particular level, compulsory continuous professions development; entrance exams – without creating barriers for movement between professions and internal/external recruitment; • Put emphasis on the Development aspects of the PMDS and consider delinking financial rewards from the system; • Review and strengthen the competency framework and incorporate political and economic competence for senior manager (alongside the technical requirements); and training be provided to groups of employees to address competency gaps. 10
Lessons and Recommendations • Amend the PSA to assign all powers with regard to the career incidents of public servants below the level of DDG to the HoD (align with PFMA). • Implement the NDP proposal to create an Administrative Head of the Public Service and a hybrid approach to top appointments. • Put mechanisms in place to minimise and mediate differences of opinion, conflict and crisis at the administrative interface. • The NSG to work closely with HEI/TVETS (plus former Public Servants) to implement the CIP and re-orientation programme. • NSG to work closely with HEI/TVETS to design and implement programmes for the continuous professional development of public servants (especially compulsory programmes). 11
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