1. Public Management Watch (PMW) 9 June 2006

2. Public Management Watch - Aim/Purpose • To be able to preempt the deterioration in management within national and provincial government in order to intervene if necessary.

3. Public Management Watch Statistical analysis Oversight Departments Need for intervention assessed Communication to dept’s Self-assessment Qualitative analysis into department Re assessment based on feedback and updated info

5. Turnover • Professionals & Managers • Weight 5% • Parameters 7 – 13% • Average 11,07% • Total • Weight 5% • Parameters 7 – 13% • Average 8,38% • Indicates • Inability to retain staff • Turnover is not just affected by the salaries but also work environment.

6. Replacement Rate • Professionals & Managers • Weight 7% • Parameters 90 – 70% • Average 141% • Total • Weight 6% • Parameters 90 - 70% • Average 125% • Indicates • Inability to recruit HR Resources. • Departmental restructuring

7. Vacancies • Professionals & Managers • Weight 8% • Parameters 20 – 35% • Average 35% • Total • Weight 5% • Parameters 20 - 35% • Average 21% • Indicates • Inability to recruit HR Resources – Supply, administratively. • Read with the spending on compensation of employees • Underfunding • Unreliable structure • Inaccurate data

8. Period of vacancies • Weight 8% • Parameters 6 – 9 months • Average 14.9 months • Indicates • Inability to recruit HR Resources – Supply, administratively. • Read with the spending on compensation of employees • Underfunding • Unreliable structure • Inacurate data

9. % of posts filled additional to the establishment • Weight 8% • Parameters 4 – 10% • Average 4% • Indicates • Unreliable structure does not cater for all the mandates of the department

10. % of posts filled out of adjustment • Weight 8% • Parameters 10 – 20% • Average 11,3% • Indicates • Misalignment between posts and employees – unreliable structure • Remainder from old rank and leg promotions

11. Average days vacation leave credits • Weight 9% • Parameters Depending of the time within the cycle • Average Depending of the time within the cycle • Indicates • A high number of credits generally/usually reflects poor administration of leave

12. Average days sick leave credits • Weight 8% • Parameters Depending of the time within the cycle • Average Depending of the time within the cycle • Indicates • A high number of credits usually/generally reflects poor administration of leave • A high usage of sick leave could also indicate problems within the working environment

13. % of service terminations backdated • Weight 5% • Parameters 8 – 18% • Average 12% • Indicates • Generally/usually indicates poor workflow/administration within a department

14. Average period of terminations backdated • Weight 5% • Parameters 2 – 3 months • Average 3,11 months • Indicates • Generally/usually indicates poor workflow/administration within a department

15. % of budget on compensation of employees spent • Weight 8% • Parameters -5 to 5% • Indicates • Indicates the funds available for the filling of vacancies

16. % of budget on goods and services spent • Weight 5% • Parameters -5 to 5% • Average • Indicates • Ability of the department to control and spend their funding for goods and services

17. % of budget on capital spend (only at the end of the financial year) • Indicates • Ability of the department to control and spend their funding for capital goods

18. Statistical analysis - Scoring • Indicators weighted – Relevance is determined in relation to each other • Levels of acceptability determined – what is acceptable and what is unacceptable • Score calculated – scoring based on weight and levels • Departments rated based on scores

19. Statistical analysis – In-depth information • Top 10-15 departments selected based on scores • In-depth analysis based on: (comparison with sector & province)

20. Analysis by working group • Composition of working group • DPSA, Nat Treasury, Presidency, DPLG • National oversight dept’s (where relevant) • Education, Health, Social Development

21. Public Management Watch Statistical analysis Oversight Departments Need for intervention assessed Communication to dept’s Self-assessment Qualitative analysis into department Re assessment based on feedback and updated info

22. Self-assessment • Areas to investigate • Information/data • Administration • Management • Impact on service delivery – Assessment framework developed • Identify best practice department (over time) to assist if required

23. Public Management Watch Statistical analysis Oversight Departments Need for intervention assessed Communication to dept’s Self-assessment Qualitative analysis into department Re assessment based on feedback and updated info

24. Public Management Watch Statistical analysis Oversight Departments Need for intervention assessed Communication to dept’s Self-assessment Qualitative analysis into department Re assessment based on feedback and updated info

25. Investigation approach • Team – DPSA, NT & Oversight dept’s • Pre-investigation info gathering • Briefing of department • Analytical framework are being developed by DPSA to identify those factors that influence the effective utilisation of human resources

26. Public Management Watch Statistical analysis Oversight Departments Need for intervention assessed Communication to dept’s Self-assessment Qualitative analysis into department Re assessment based on feedback and updated info

27. Intervention • PMW would attempt to link up departments that have proven track record of best practice in specific areas with departments in need of assistance

28. Thank you