MQA Skills Audit Colloquium 1

1. MQA Skills Audit Colloquium1

2. Purpose of this presentation To address the questions requested of presenters 2

3. How did the local government sector approach its skills audit… Decided to measure individual’s capacity (National Capacity Building Framework) in terms of: Qualification(s). Experience. Competence (Managerial / leadership, generic and functional Knowledge, Skills and Attitude to perform the current job). 3

4. Why is the local government undertaking a skills audit?  Cabinet decision, to address former President Mbeki’s question: Does the state have the capacity to deliver on its services? 4

5. Link between skills audit and skills development… Skills Audit informs WSP [SSP] - [HRD Strategy]. Further conduct needs analyses to systematically address priority qualifications, experience and competence gaps identified during skills audit. Decisions on relevant interventions to address needs analyses findings (may be skills development related or not). 5

6. Local Government Skills Audit methodology and its implementation Skills audit process (some parallel): Steercom - LG stakeholders. Tender. Appoint consortia. Provincial visits to inform province and SDFs.

7. Skills audit process continued (some parallel) Steercom agree on methodology and implement. Involve Provincial Skills Audit Task Teams. Metro Working Groups (Practitioners) – challenges.

8. LG Competence Model Due to project reporting time frames (GPOA) – developing while conducting: Developed post competence profiles per organogram / payroll per municipality at which skills audit to be conducted [using various sources – see ‘foundation’ on next slide]. Engaging professional bodies and national sector departments to input into functional competence area of occupation.

9.

10. Local Government Integrated Competence Model

11. Skills audit tools and their implementation

12. Skills audit tools and their implementation continued

13. Data analysis and reporting

14. Challenges encountered and strategies to deal with the challenges Not all stakeholders’ level of participation equal [Rotate meetings and make extra effort to ask inputs]. Skills Audit is experienced as personal - Buy-in is lengthy and in some cases participation poor [Do sweeping exercises and will request SDFs to address gaps].

15. Challenges encountered and strategies to deal with the challenges Managing those provinces / municipalities who want to do their ‘own’ skills audit outside of steercom project plan [Allowed within mandatory requirements and in collaboration with Steercom, to ensure quality of information]. Ensuring that skills audits are sustainable beyond the project [Investigate and address risks, e.g. use of HR processes for information update].

16. Benefits of the skills audit process for LG Standardisation of approach [that can be improved on] and thus comparable data. Baseline information. LG Competence Model and Learning / Qualifications Framework - foundation for other HR practices. 16

17. Benefits of the skills audit process for LG continued Better informed capacity development gaps for focused interventions and resources as a sector (including addressing scarce and critical skills). Tracking progress from baseline. 17

18. Critical success factors Key stakeholders’ continued involvement. Institutionalising the competence approach. Building capacity of SDFs. Sustaining skills audits beyond the project. Successful implementation of relevant capacity development strategies, to address the skills audit findings. 18

19. Recommendations: Future skills audits