THE HRD STRATEGIC FRAMEWORK VISION 2015:

AN IMPLEMENTATION PERSPECTIVE

NATIONAL HRD STEERING COMMITTEE

11 – 12 June 2009

2

Step 1:Conduct Stakeholder Review

Implementing a Strategic Framework for HRD Vision 2015 in the Public Service

Step 2:Design Conceptual Framework

Step 3:Design Strategic Framework

Step 10:Annual Performance Review Report

Step 4:Guidelines toImplement Step byStep

Step 5:Annual HRDPerformance Plans

Step 6:Monitoring and Evaluation Tools

Step 9:AnnualConsultativeConference

Step 8:Steering Committee

Step 7:Quarterly/bi-annualReviews

Legal and Political Mandate

3

• Design a uniform strategic framework for HRD for the Public Service.

• Develop policy frameworks to support HRDSF implementation

• Design an HRD Implementation Plan with activities and targets for line and sector departments.

• Ensure integration of PGDPs, IDPs and Sector Skills Plans (SSP’s) with departmental WSP’s.

• Strengthen the governance structures for HRDSF.• Design a Monitoring and Evaluation Tool for HRD.• Design an Annual Performance Report for HRD from the

Annual Training Reports (ATR’s) submitted to the relevant SETA’s.

HRDS (2002 – 2006) REVIEW RECOMMENDATIONS

4

MTEF

Medium Term Strategic Framework

National SpatialDevelopment Perspective Provincial Growth &

Development Strategy

Sectoral Strategies

Local GovernmentIDPs

Local GovernmentIDPs

Local GovernmentIDPs

Top-down Linkages

Bot

tom

-up

Link

ages

Five-year Strategic &Performance Plan

President’s‘State of

the Nation’address

5

THE HUMAN RESOURCE DEVELOPMENT CONTEXT OF THE NATION

South African/National

HRD Strategy

Strategic Framework for the Development

of Human Resources in the PS

Relevant Sector HRD Strategy

(e.g. Health or Education)

Provincial HRD Strategy

Departmental HRD Plan

Operational Plan for HRD Directorates in

Departments

Work Plan

PDP

Sector Growth & Dev. Strategy

DPSA

DoE & DoL

Sector Skills Plans

Provincial Government

Provincial Growth & Development

Strategies

Occupational Specific needs

Line Departments Departmental Strategic Planning

Skills Planning Process

Workplace Skills Plan

Individual Performance

Contracts/PMDS

Individual Employee needs & gaps

STRATEGIC FRAMEWORK FOR HUMAN RESORUCE DEVELOPMENT IN THE

PUBLIC SERVICE

Policy InterfaceMisalignmentDPSA (Formulators) vs Line Depts(Implementers)

7

BUILDING HUMAN CAPITAL FOR HIGH PERFORMANCE AND ENHANCED SERVICE DELIVERY

Fostering HEI & FETC Partnerships

A National/ Provincial Public Service Academy

Promoting Learnerships, Internships & Traineeships

Development Programme of Professional Bodies

Leadership Development Management Strategies

Workplace Learning Programmes

Integrated ABET framework

E-Learning Programmes for the Public Service

CAPACITY DEVELOPMENT

INITIATIVES

ORGANIZATIONAL SUPPORT INITIATIVES

GOVERNANCE & INSTITUTIONAL DEV

INITIATIVES

ECONOMIC GROWTH & DEVELOPMENT

INITIATIVES

Mobilization of management support

Managing Employee Health & Wellness

Ensuring adequacy of Physical & Human resources & facilities

Promoting appropriate Org. Structures for HRD

Performance Management & Development Systems

HR Planning - Supply & Demand Management

Knowledge & Information Management

Career Planning & Talent Management

Utilization of the strategic role of SETAs

Promoting HR Learning Networks

Managing Effectiveness of Communication

Fostering Effective Monitoring, Evaluation & Impact Analysis

Managing HRD Policy & Planning Frameworks &

Guidelines

Strengthening & aligning governance roles in HRD

Values, Ethics & Professional Code of Practice

Responsiveness to Millennium Development Goals

Promoting integrated & inter-sectoral approaches to

developmental priorities

Capacity development to promote success of Industrial

& Economic Plans

ASGISA, JIPSA, EPWP, PGDP, IDPs

Awareness promotion of growth & development

initiatives

4 KEY PILLARS FOR HIGH PERFORMANCE IN THE PUBLIC SERVICE THROUGH HRD

Focu

s on

all

Per

form

a le

vels

of

empl

oym

ent

Res

pond

ing

to

need

s of

de

sign

ated

gr

oups

(w

omen

&

pers

ons

with

di

sabi

litie

s)

Coh

esiv

enes

s &

Inte

grat

ion

Flex

ibili

ty a

nd

adap

tabi

lity

Rec

ogni

zing

co

ntex

tual

di

ffere

nces

Mai

ntai

ning

a

perfo

rman

ce

focu

s

Res

pond

ing

to

sect

oral

diffe

renc

es

Build

ing

lear

ning

co

mm

uniti

es &

or

gani

zatio

ns

Con

tinui

ty

thro

ugh

all

sphe

res

of

gove

rnm

ent

Pro

mot

ing

the

agen

da o

f de

velo

pmen

t

10 CORE PRINCIPLES INFORMING IMPLEMENTATION OF HRD STRATEGY

LEGISLATIVE FRAMEWORK AS A FOUNDATION

A VISION FOR HRD

A dedicated, responsive and productive Public Service

1 2 3 4

Integrating NEPAD, AU, Regional & Global

Programmes

8

Implementation Approach:(Jan – March 08)

• During the workshops key HRD Strategic Framework issues were communicated

• HRDSF key strategic objectives communicated

• Content of the HRDSF materials mediated• Key deliverables for the entire PS on HRD

communicated• Due date – 31 October 2008

9

Implementation Approach cont... (June – October)

• Critically important that there is vertical and horizontal alignment within Sectors, Provinces and Singular departments

• Key issues emanating from MTSF, Sector priorities, PGDSs, IDPs, etc have to be taken into cognisance ito of HRD Planning

• Development of policy frameworks to support HRDSF

10

Implementation Approach Cont…

• Organizational Readiness Audits• Establishment of baseline information on

HRD in the PS• Organizational Capacity Assessment as a

basis for baseline information – Step 6• Data collection tool based on ten macro

indicators• Development of Annual HRD Plans

11

• DPSA has produced:– A narrative report- analysing the state of

HRD in the Public Service– A trend analysis report– Sector, Provincial and

Departmental- The baseline information will provide the

dashboard for the future monitoring- Evaluation report on the Annual HRD Plans

What next…?

Response Levels

• A lot of support was given to departments• 88% of all departments submitted

completed ORA• 76% of all departments submitted Draft

HRD Annual Implementation Plans• 54% of department submitted approved

HRD Plans by the due date• 6% submitted after the due date.

Figure 1: Overall Readiness for departments to implement the HRD Strategic Framework

15

Social indicatorsHealth and Food Security (efforts to maintain and improve the nutritional health of the population)

Social indicators consist of six categories,

namely:

Housing and basic services (access to housing/shelter, water, sanitation, electricity)

Human Resource Development (access, adequacy, equity, efficiency, output and quality)

Social Cohesion (includes groups and networks; trust and solidarity; collective action & co-operation; information and communication; inclusivity; empowerment and political action

Poverty and Inequality (includes Gini-coefficient and Human Poverty Index)

Human Development (as measured by the Human Development Index).

16

PROVINCIAL DEPARTMENT

PROVINCIAL TREASURY

NAT CONCURRENT SECTOR DEPT

NATIONAL TREASURY

PREMIERS OFFICE

DPSAHuman resource info

Output & outcome infoOutput & outcome info

Gov tPoAindicators

PRESIDENCY

PoA

Performance information

Performance information

PROVINCIAL DEPARTMENT

PROVINCIAL TREASURY

NAT CONCURRENT SECTOR DEPT

NATIONAL TREASURY

Financial information

Financial information

PREMIERS SETAs

Outpu

t & ou

tcome

info

DPSA G&AHuman resource info

Output & outcome infoOutput & outcome info

CABINET

•Systems initiated in response to specific needs•Hard working, but not smart working systems•Smart analysis neededto align HRD data sources

Current Status

HRD Planning Cycle

JUNEJULY

MAY

APRIL

MARCH

Six Monthly HRD Plan Implementation to DPSA

Submit approved FY HRD Implementation Plan

JAN

SEPT

OCT

DEC

NOV

Six monthly HRD Implementation Report to DPSA

AUG

HRD PLANNING, MONITORING

& REPORTING CYCLE

Submission of Approved Annual HRD Report to DPSA

18

Medium Term Budget Policy

Annual reportsAudit reports

Medium Term Strategic FrameworkElection

mandate

New or revised policies and priorities

Planning and Budgeting

Delivering value to citizens

Policy

Performance monitoring & evaluation

Figure 1: Integrated Performance Management

Accountability and Reporting

Year-end evaluation

Impact evaluation

Implementation and In-year monitoring

Department Annual plan and Budget

Department Strategic Plan and MTEF

Government Annual Programme of Action and Budget

Individual performance plansor performance

agreements

Quarterly performance reviews of individuals

Annual performance appraisal of individuals

Integrated planning and performanceIntegrated planning and performance

19

Framing phase M&E FrameworkAnd Tool

Quality improvement and analysisphase

Systems improvement

Schematic vision of roll out

Fellowship Refinement AdoptionEmbracement

&Victory

2008 2009-2010 2011 onwards =indicative

20

• PoA 08 – depts had to have detailed Annual HRD Implementation Plans

• PoA 09 and G&A Cluster Priority - HRDSF• Development of M&E standards• Monitoring and Reporting Tool has been de• Development of reporting mechanisms in line

with HRDSF• Capacity development and support initiatives for

departments to be undertaken.

21

Way Forward• What have been the experiences wrt the Annual

HRD Implementation Plans?• What challenges were/are departments faced

with?• What suggestions are there ito:- Planning?- Reporting?

22

Thank You!