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
Communication to dept’s
Self-assessment
Re assessment based on
feedback and updated info
Qualitative analysis
into department
Need for
intervention assessed

5. Turnover
Professionals & Managers
Weight 5%
Parameters 7 – 13%
Average 11,07%
Total
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 %
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 %
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 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 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