Supporting capacity building in the Public Service through research and knowledge sharing

1. Supporting capacity building in the Public Service through research and knowledge sharing CAPAM 2013 TheanPotgieter Research and Innovation PALAMA

2. INTRODUCTION • Skills shortage in the public service – a significant challenge, hampers service delivery • South Africa needs an efficient, capable and value-based public administration • Capacity building in the public service is crucial • PALAMA has a central role to play – must contribute to and enhance skills development responsibility of government • Focus: contribution research – realising PALAMA’s mandate • Scope • Skills shortage in the public service and PALAMA’s mandate • Research at PALAMA : requirements, strategy, projects

3. SKILLS SHORTAGE IN THE PUBLIC SERVICE • DPSA: “building human capital”, essential for creating a “dedicated, responsive and productive” public service for “enhanced service delivery” • New employees and training • National Development Plan: • Skills deficit in the public service require special attention • Lack of professionalism negative effect on the public service • Develop a professional public service for developmental role • To be addressed: public service and local government a career of choice, developing technical and specialist skills, improved career management, retention programmes, more emphasis on suitable appointments

4. PALAMA AND ITS MANDATE • Develop HR capacity through appropriate education and training • Mission: “contribute towards the improvement of public sector delivery through innovative, research-based, needs-driven, and policy-oriented capacity building interventions” • Requirement for PALAMA • Response: • Build capacity to plan growth trajectory, context globalised and interdependent world economy, support developmental state • Focus on leadership skills and the practical management competencies necessary for better service delivery • Limited on-board capacity – collaboration • PALAMA capacity constraints – organisational development

5. CREATION OF A RESEARCH CAPACITY • National growth and competitiveness depends on “constant innovation through research …” • Robust research capacity needed, contribute towards creating the public service required and support government activities • General state of research – debate lacking • Output on training and skills development negligible • Collaboration, relevance and trans-disciplinary • PALAMA not a strong research base – reasons • Research unit core function to support an innovative approach to capacity building, state roles and function, create proper facilities, provide sufficient access to resource material

6. RESEARCH CAPACITY (continue) • Research strategy to stimulate research and cooperation • Research strategy basis of operational plan with selected objectives or ‘ends’, broad provision for the ‘ways’ (methodologies, activities and projects) to achieve ends and it informs the ‘means’ (resources and capacity) required • Support further organisational development of PALAMA and the notion of becoming an intellectual hub of government • Research domains: (a) training and skills development and how it is accomplishment; (b) main training spheres; and (c) nature, objectives and activities of the state • Imperative: ensure quality, relevance and a realistic appreciation of the skills development needs of the public service

7. RESEARCH PROJECTS: PAST, CURRENT AND ANTICIPATED • Executive Development Programme: comprehensive three year evaluation (commenced 2009) • Focus on: curriculumrelevance; quality of teaching and assessment practices; PALAMA administration and management; and effectiveness of the e-learning platform • Legislatures Capacity Building Programme (LCBP) • Capacity building of legislative members to execute their parliamentary mandates more effectively • TNA findings: skills development in research and writing, computer skills, monitoring and evaluation, contextual issues, financial management, communication skills

8. RESEARCH PROJECTS (continue) • LCBP various stages: UNISA Certificate 173 graduated • Expectations further capacity building offerings • Wits (P&DM) academic partner for further components • Research process and curriculum development • Articulated set of qualifications – progression: Graduate Certificate (2012), postgraduate diploma to master’s degree • Purpose of certificate: enhance role of public leaders, improve professional capabilities, provide opportunities further learning • Response to capacity and institutional skills development needs in the legislative sector – also bridge to further qualifications

9. RESEARCH PROJECTS (continue) • Training Needs Analysis – analyse strategic imperatives and personal requirements, indicate training interventions required • Research project on the induction processes in government: • Investigate induction policy environment, Public Sector Induction Programme (PSIP), orientation, socialisation • Induction programmes generally not perceived as mainstream • Insufficient attention to upholding policy values and principles, result more time to settle and appreciate philosophy • Value of research? might inform policy, could indicate gaps in broader induction and orientation process, inform further developments of induction training, might provide a baseline on induction, strengthen PALAMA’scapacity

10. RESEARCH PROJECTS (continue) • Research on senior management induction: • Role and function of the state, political, geographic and economic context, public service, senior management responsibilities • Note: induction vs professional development • Anticipated: • Further research on induction • Profiling skills requirements of provincial administrations • “Knowing-doing” gap – gained knowledge vs application • Post-conflict reconstruction • LCBP evaluation

11. CONCLUDING REMARKS • Is creation of a research capacity at PALAMA worth the effort? • Yes – link with national growth and competitiveness • Research required for continued HR development, career development practices, assist with bridging public service skills gap, inculcate the values and ethics necessary for building a public service cadre to respond to the developmental needs • Research capacity limited – expand and strategic partnering • Action on research feedback – to be seen • Knowledge creation and dissemination: anticipated that some contribution be made towards enhancing the limited stock of information available on public service skills development efforts