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EVIDENCE BASED PLANNING,
PROCESSES AND PRACTICES –
RESEARCH STRATEGY TO MEASURE
WHAT MATTERS FOR DECISION
MAKING WITHIN THE PUBLIC SERVICE
PRESENTATION AT LAUNCH OF PS RESEARCH FORUM
28 NOVEMBER 2014
PRETORIA, GAUTENG
Presentation Outline
Background
Mandate and Functions of Public Service
Evolution of Public Administration Discourse
Research Delivery Model
Unpacking the Research Strategy which should inform the Research Agenda
Why the need for focused Public Service Research ?
PS Research Strategy
Concluding Remarks
2
Needs
Thinking
Behaviours
Values
Ethics
4
Factors influencing Individual Theory of
Action vs Theory –in-Use
Background
Historically, research focused on macro
government wide issues driven by PCAS within
the Presidency which contributed to our timeline
reviews of the State since 1998.
Sector departments commissioned their own in-
house research within their own core mandates.
Public Administration research was
commissioned on a needs basis.
No repository exists for Public Administration
Research done historically.
5 Transforming the Public Service into an effective service delivery machinery
Evolution Public Service Paradigm
Traditionally there has been a greater emphasis on public service performance rather than productivity and capability through research.
There was a straight jacketed ‘scientific’ approach to policy which resulted in a positivistic orientation rather than a constructivist focus.
Historical application of work-study
techniques with a strong Taylorist (industrial efficiency/ cost control) and Fordist (standardised mass production) orientation to measure performance was the mainstay of evaluation of practices.
You can have any
colour,
as long as it's black 6
Transforming the Public Service into an effective service
delivery machinery
Evolution of Public Administration Paradigm
New Public Management (NPM) paradigm
dominated public administration reform (from
1999 onwards), but this “managerialism” failed
to translate into increased productivity and
only borrowed very costly private sector
practices which led to institutionalised
dysfunctional and inappropriate management
practices.
Performance measures did not measure any PS Productivity but bloated the PS Wage Bill.
7 Transforming the Public Service into an effective service delivery machinery
Evolution of Public Service Paradigm
Finding valid and relevant methods to analyse the efficacy of policies, deciding on appropriate policy moments
Making the right policy choices for systemic improvement
Numerous policies have been as a result of lobby group pressure which may not have been evidence based or empirically researched-symbolic
Policies may have resulted from “ changing the wheel whilst the car was in motion ”.
8 Transforming the Public Service into an effective service delivery machinery
Rationale for Cogent Research Strategy
We need a PS Research Strategy because…..The Public Service is a (1) major employer; (2) provider (and user) of services; and (3) consumer of public tax resources for public good.
Policy decisions must be
evidence based to support
economic growth and have a
significant impact on improving
the lives of citizens.
The PS is a major decision maker
and any incompetent decision
has a knock-on effect on many
other policy choices.
DECONSTRUCTING PS RESEARCH
AGENDA
ELEMENTS UNITS OF MEASURE
CONSTRUCT
(CONTEXT; CONTENT and
PROCESS)
PUBLIC ADMINISTRATION DISCOURSE
PS FUNCTIONAL MANDATES
DIMENSIONS
(BASIC PERFORMANCE
OBJECTIVES OF RESEARCH
FOCUS)
SERVICE DELIVERY IMPROVEMENT
MEASURES OF (i) QUALITY; (ii)
QUANTITY/SIZE;(iii) COST; (iv)
DEPENDABILITY/RELIABILITY/
DURABILITY/FLEXIBILITY/UTALITARIAN
VALUE and (v) TIME/SPEED
FACTORS HR; OPERATIONS MANAGEMENT;
PERFORMANCE PROCESSES AND
SYSTEMS
INDICATORS Various Descriptors linked to datasets
VARIABLES Sector specific descriptors which are
contextual for each indicator 10
DEVELOPING RESEARCH CAPACITY
PHASES ACTIONS
EXPLORATORY Finding out what is needed ;identifying gaps; benchmarking
against best practice
EXPERIMENTAL
Testing what works against the performance objectives
CONSOLIDATION Institutionalising what works; capacity and competency
development
MENTORING Advocacy and Support
CONSULTING Induction Programme and Knowledge Management (Know-
how)
11
MANDATE
In terms of s3 of the PSA of 1994, as amended, the MPSA is responsible for establishing norms and
standards (policy frameworks) relating to :
“(a) The functions of the public service.“
Public Service Act,
1994 as amended
12 Transforming the Public Service into an effective service delivery machinery
Functions of the Public Service
(b) The organisational structures and establishments
of departments and other organisational and
governance arrangements in the public service;
(c) The conditions of service and other employment
practices for employees;
(d) Labour relations in the public service;
(e) Health and wellness of employees;
(f) Information management in the public service;
(h) Integrity, ethics, conduct and anti-corruption in
the public service; and
13 Transforming the Public Service into an effective service delivery machinery
Functions of the Public Service
(i) Transformation, reform, innovation and any
other matter to improve the effectiveness and
efficiency of the public service and its service
delivery to the public.
14 Transforming the Public Service into an effective service delivery machinery
Evolution of Public Administration
Phases
Phase 1 – 1994 to 1999:
(a) Rationalisation, legislative reform and policy
development;
(b) Restructuring of state institutions;
(c) Decentralisation of public administration and
financial management; and
(d) Government (PCAS) and independent review
reports on capacity deficits.
15 Transforming the Public Service into an effective service delivery machinery
Evolution of Public Administration
Phases
Phase 2 – 1999 to 2004:
(a) Implementing Policy;
(b) Integrating the system of government;
(c) Strengthening inter-governmental relations;
(d) Establishing the government cluster system.
(e) Establishing e- Enabled Government
16 Transforming the Public Service into an effective service delivery machinery
Evolution of Public Administration
Phases
Phase 3 – 2004 to 2009:
(a) Accelerated implementation;
(b) Improving the functionality of government;
(c) Improve an integrated unity of service deliver
to citizens through Batho Pele;
(d) Capacity assessments of government
institutions; and
(e) Integration of reporting systems.
17 Transforming the Public Service into an effective service delivery machinery
Evolution of Public Administration
Phases
Phase 4 – 2010 to 2014:
(a) Macro Organisation of the State
(b) Improving government’s planning, performance,
monitoring and evaluation capacity;
(c) Deepening integrated service delivery and
Organisational Transformation;
(d) Policy review of provincial and local
government functionality;
(e Outcomes based approach towards service
delivery; and
18 Transforming the Public Service into an effective service delivery machinery
Evolution of Public Administration
Phases
Phase 5 – 2014 to 2019 (to be/future) :
(a) Promoting an efficient, effective and
development orientated public service and
inclusive citizenship with strong leadership by
centre of government departments .
(b) Productivity Management and Measurement
through improved Management Practices
19 Transforming the Public Service into an effective service delivery machinery
Research Delivery Model
PHASE (4 E’s) DIMENSION
ENABLERS whereby all enabling legislative instruments and
policies are crafted and endorsed to connect line
departments to government’s way of doing business
EMPOWERMENT line departments are capacitated to understand the
implementation imperatives of the supporting legislative
instruments and policies
ENCOURAGEMENT implementing departments are provided with ongoing
support through collaboration, advocacy and monitoring
and evaluation which is institutionalised through co-
operation
ENFORCEMENT an external control point like the CoG depts ensures
compliance to regulatory frameworks
20 Transforming the Public Service into an effective service delivery machinery
Centre of Government Departments as
RESEARCH AGENTS AND CHAMPIONS
Be the Champion of Change!
CoGs collaborate
through Research
Forums and joint
capacity initiatives
and shared datasets
and results to deliver
research outputs
CoGs agree on
minimum levels of
compliance by line depts
to implement aspects of
common dimensions of
govt research agenda
CoG’s co-ordinate and
provide capacity
building opportunities
relevant to their
Research mandates
insofar as their
research agendas are
met
Centre of
Government
Departments
collaborate on
Government’s
Research
Agenda
COLLABORATING COMPLIANCEO CAPACITY BUILDING CONNECTING
Evidence based Research Pathway
22 Transforming the Public Service into an effective service delivery machinery
23
Research Radar Screen
Exporatory Phase Consolidation Phase
PS Research Horizon
Relinquishing non-value
addition functions
Experimental Phase
Core and Distinctive/Discrete
Roles and Competencies
Acquired functions
and Competencies
Public Service Research Strategy
24 Transforming the Public Service into an effective service delivery machinery
PUBLIC SERVICE
RESEARCH STRATEGY
WHY is it important ?
WHAT are the cuurent
identified deficiencies?
WHAT are the main strateguc
objectives going forward
? HOW can we deliver best
on these goals ?
WHO are our strategic
partners ?
WHEN do we initiate
research ?
WHY is a PS Research Strategy
Important?
25 Transforming the Public Service into an effective service delivery machinery
Evidence based Policy, Planning and Practices
Improved Integrated Planning, Operations and Performance Management Systems
WHAT are the main identified
deficiencies currently?
26 Transforming the Public Service into an effective service delivery machinery
PS Research on efficacy of SA Public Policies and Public Administration Discourse limited and disparate
Low engagement levels amongst PS Research Units so duplication of efforts is unknown
Little empirical orientation to EBPPP to support Integrated Planning, Reporting and Reviews
Insufficient Collaboration; Co-ordination and Capacity so little Compliance to any accepted practice or norm
WHAT are the main objectives of
the Research Strategy?
27 Transforming the Public Service into an effective service delivery machinery
Increased Buy-in and Take-up by line depts for Collaboration and Co-ordination of PAdmin Research
Research Methodology Capacity Building in Public Service by NSG
More in-house funded Research Projects
More cross-cutting joint Research Projects within the Public Service
Establishment of Effective and Beneficial Research Networks
HOW can we deliver best on
these goals?
28 Transforming the Public Service into an effective service delivery machinery
MEANS ……. INTERNAL
EXTERNAL
ENDS………- EFFECTIVE CO-ORDINATION
BETWEEN PS RESEARCH UNITS
- EFFECTIVE LINKS ESTABLISHED
BETWEEN RESEARCH GROUPS
- AN UP-TO-DATE PS RESEARCH
AGENDA
EFFECTIVE CO-ORDINATION
between Research Units
29 Transforming the Public Service into an effective service delivery machinery
Purpose/Mandate driven Research Forums by CoGs and Sector Depts
Research Papers, Working and Discussion Documents , Journals and Publications
Representative Editorial Committees
Conferences, Colloquia, Brown Bag Lunches
EFFECTIVE LINKS established with
Research Groups
30 Transforming the Public Service into an effective service delivery machinery
Communities of Practice in Public Administration
Academic and Professional Bodies in Public Administration
Independent Research Units and Organisations
INTERNAL
31 Transforming the Public Service into an effective service delivery machinery
BUILDING A STRONG SENIOR MANAGEMENT COMPETENCIES REQUIREMENTS FOR RESEARCH AND POLICY ANALYSIS
MULTI-CHANNEL/ JOINT-UP RESEARCH PROJECTS
HRD CAPACITY INITIATIVES (INDIVIDUAL, INSTITUTIONAL AND SECTORAL ) WHICH SUPPORT RESEARCH SKILLS CAPACITY DEVELOPMENT
DATASETS SOURCES
33 Transforming the Public Service into an effective service delivery machinery
CENSUS DATA (Citizen Segmentation and Geo-Mapping)
SOCIAL SURVEYS
DATACENTRES IN SECTOR DEPTS (MIS Unita)
CENTRE OF GOVERNMENT DEPTS ( NT; COGTA;DPME)
Research Pathway
SECRET 34
Research Governance Collaboration and Agenda Setting
Institutionalisation
of Research and Evidence Based Practices; Processes and Policy Planning
Action Research
Capacity Programmes; Toolkits; Instruments and Guidelines
35
THANK YOU
Access: Offering integrated service delivery
Openness and Transparency: Creating a
culture of collaboration
Consultation: Listening to customer problems
Redress: Apologizing when necessary
Courtesy: Service with a smile
Service standards: Anticipating customer needs
Information: Going beyond the call of duty
Value for money: Delivering solutions
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