Journal of Public Administration - Oct 2005
Volumes & issues
Author H.G. Van DijkSource: Journal of Public Administration 10, pp 201 –211 (2005)More Less
Human resource development is an important function contributing to a country's growth potential. During periods of transformation, organizations are in particular need of an adequate supply of leaders and managers. In order to ensure the constant supply of qualified and experienced individuals with leadership and management skills, organizations design their own development interventions to suit their needs. Creating a sustainable pool of qualified and experienced managers will facilitate the achievement of equitable representation of designated groups in middle and senior management echelons.
The creation of a sustainable pool of managers has to be guided by an objective assessment of current available management and leadership skills versus future requirements. This assessment should be based on a competency framework, ensuring the effective determination of real needs.
The paper suggests that formalized assessment not only contributes to a more objective evaluation of development programmes, but also will ensure appropriate placement of employees in critical managerial and leadership positions. Creating a pool of sustainable managers would enable the public service to fill their key senior positions with internal employees instead of having to buy external skills. Specific realities will impact of the research including :
- legislative reality impacting on employee composition and profile
- ability of public service to retain qualified employees
- integration of a 'sustainable pools policy' with the human resource function
The paper will investigate the applicability of the proposed policy framework for management development, while focusing on the applicability of formal assessment methodologies to ensure sustainable pools of managers.
Author E.J. Van RooyenSource: Journal of Public Administration 10, pp 212 –224 (2005)More Less
Throughout the developing world, cities experience an increasing influx of migrants in search of opportunities. This inward migration poses particular challenges for the municipalities concerned in that socio-economic development and ecological considerations are central to integrated development planning to achieve sustainability in urban development (and re-development). In the case of the Strollers Overnight Accommodation and Business Facility in Durban, which forms part of the eThekwini Metropolitan Municipality in KwaZulu-Natal, a unique socio-economic development project was launched in 1998. This research paper addresses the following aspects in relation to the particular project: Urban socio-economic re-development is placed within the context of local government's developmental role. Furthermore, urban re-development issues are discussed in the context of peoples' socio-economic needs where land (spatial) management aspects should be integrated to match sustainability criteria. In many cases, fatigued urban areas (referred to as brownfields) could be considered for locating innovative revitalisation projects. Finally, five categories of performance issues are suggested in terms of which projects such as the chosen case study might be administered to optimise its success potential and sustainability.
Synergies between an integrated development plan, a service delivery and budget implementation plan (SDBIP) and other related plans for 2005-2006 fiscal yearAuthor S.W. VatalaSource: Journal of Public Administration 10, pp 225 –233 (2005)More Less
Municipalities in South African have become focus points for service delivery, economic development, tourism and infrastructure development, safety and security, job creation, poverty eradication or alleviation and environmental sustainability. These are new devolved constitutional obligations, which must be implemented if a developmental role is to be achieved. An integrated development plan is the cutting-edge of a developmental municipality in which priorities and key competencies are identified in relation to the availability of financial resources. An integrated development plan is a road map that provides sign posts to a particular direction and that direction is the Vision of a municipal. It is a living strategic five-year plan of the municipality in which the political direction of the municipality is embedded. It is through the an integrated development plan that consultation and participation by communities, councilors, officials, civic society, sector departments and parastatals is deepened.
Deepening of local and democratic participation requires well-developed structures that seek to promote and enhance participation. Consultation and participation are two sides of the same coin, because they are fundamentally based on a meaningful contribution by all stakeholders in which the latter identify their unique priorities, which may differ from one ward to the other. The an integrated development plan and the budget are "identical twins" but the first-born twin is the an integrated development plan, which seeks to harmonize all processes taking place in a municipal environment. In this sense everything starts and ends with the an integrated development plan, that means no service or priority can be funded if it is not included in the plan. Practical implementation of the an integrated development plan finds its support from budget allocation through the financing of various priorities as identified through public engagements. The intention of the an integrated development plan is that, when municipal departments or other entities conduct their planning they must take cognizance of the financial implications in their planning and also the availability of fiscal resources. The revenue base of most municipalities is inelastic and unable to vigorously respond to the service delivery and infrastructure backlogs. The question of cooperative government between national, provincial and local government on the basis of equitable share on nationally raised revenue is a case in point.
However government cannot "press ahead" alone on these immense challenges of service and infrastructure backlogs, the imperative is that bringing local business sectors into service rendering may yield desired results. It must be acknowledged that the business fraternity has been in the industry for some time and that alone qualifies its administrative and fiscal support to the government. It must be added though that cooperation and partnership do not negate the core responsibilities and functions of municipalities. Rather support must be based on mutual benefit. The paper will strive to address key legislative competencies, priorities, synergies between IDP, budget, SDBIP, Performance Management System and Business Plans as they are relevant to a particular municipality. In addition the paper will explain the processes involved when, how, whom and why the above are critical to the overall performance of the municipality.
Developing a more credible, relevant and effective delivery model for training and development in the public sectorSource: Journal of Public Administration 10, pp 248 –261 (2005)More Less
"People are the lifeblood of any organisation and the agents of reform and renewal in public administration. The knowledge, skills, values and attitudes of public servants are at the heart of state reform". If this statement is true, then the challenge facing the South African government, and other developmental states, in terms of building the human resources capacity of the state, is enormous. In particular, we need to harness and develop the capabilities of the public sector to meet our service delivery improvement imperatives, as articulated in the President's call for the "... mobilisation of the public sector to speed up social transformation"
There are a number of factors militating against successful skills formation and the elimination of skills shortages in the public sector, which need to be addressed. The greatest of these is probably the fact that training is very often of doubtful relevance, rarely focused on carry-through impact, rarely accompanied by post-course support and implementation; often facilitated or taught by people who have a very limited understanding of the public sector. There is an urgent need to focus on the cost-effectiveness and quality of training in the public sector, in order to ensure that the quality and relevance of training are commensurate with government's expectations and priorities. In particular, we need to focus on the link between learning and performance improvement, at how the skills and capability of our human resources are affected by and affect the efficacy (or not) of the entity and the environment within which we operate, in terms of the ability of the government to deliver on the objectives of the developmental state.
An understanding of how public servants learn effectively, and what needs to change in order to improve public servants' ability to apply new learning within their context, is central to ensuring the sustainability of the reform process, and to building the capability of the state. The paper will unpack the 'who, what and how' of human resource development, and present a number of assumptions which will be tested in the implementation of a wide ranging project currently underway at SAMDI.