public management watch (pmw)

Public Management Watch (PMW)

9 June 2006

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.

Public Management Watch

Statistical analysis Oversight Departments

Communication to dept’sSelf-assessment

Re assessment based on feedback and updated info

Qualitative analysis

into department

Need for

intervention assessed

TurnoverProfessionals & 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.

Replacement RateProfessionals & Managers

•Weight 7%•Parameters 90 – 70%•Average 141%

Total•Weight 6%•Parameters 90 - 70%•Average 125%

Indicates• Inability to recruit HR Resources. • Departmental restructuring

VacanciesProfessionals & 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

Period of vacanciesWeight 8%

Parameters 6 – 9 monthsAverage 14.9 months

Indicates• Inability to recruit HR Resources – Supply, administratively. • Read with the spending on compensation of employees

• Underfunding• Unreliable structure• Inacurate data

% of posts filled additional to the establishmentWeight 8%Parameters 4 – 10%Average 4%

Indicates• Unreliable structure does not cater for all the mandates of the department

% of posts filled out of adjustmentWeight 8%Parameters 10 – 20%Average 11,3%

Indicates• Misalignment between posts and employees – unreliable structure• Remainder from old rank and leg promotions

Average days vacation leave creditsWeight 9%Parameters Depending of the time within the cycleAverage Depending of the time within the cycle

Indicates• A high number of credits generally/usually reflects poor administration of leave

Average days sick leave creditsWeight 8%Parameters Depending of the time within the cycleAverage 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

% of service terminations backdatedWeight 5%Parameters 8 – 18%Average 12%

Indicates• Generally/usually indicates poor workflow/administration within a department

Average period of terminations backdatedWeight 5%Parameters 2 – 3 monthsAverage 3,11 months

Indicates• Generally/usually indicates poor workflow/administration within a department

% of budget on compensation of employees spentWeight 8%Parameters -5 to 5%

Indicates• Indicates the funds available for the filling of vacancies

% of budget on goods and services spentWeight 5%Parameters -5 to 5%Average

Indicates• Ability of the department to control and spend their funding for goods and services

% 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

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

Statistical analysis – In-depth information

• Top 10-15 departments selected based on scores

• In-depth analysis based on: (comparison with sector & province)

Analysis by working group

• Composition of working group– DPSA, Nat Treasury, Presidency, DPLG– National oversight dept’s (where relevant)

• Education, Health, Social Development

Public Management Watch

Statistical analysis Oversight Departments

Communication to dept’sSelf-assessment

Re assessment based on feedback and updated info

Qualitative analysis

into department

Need for

intervention assessed

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

Public Management Watch

Statistical analysis Oversight Departments

Communication to dept’sSelf-assessment

Re assessment based on feedback and updated info

Need for

intervention assessed

Qualitative analysis

into department

Public Management Watch

Statistical analysis Oversight Departments

Communication to dept’sSelf-assessment

Re assessment based on feedback and updated info

Qualitative analysis

into department

Need for

intervention assessed

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

Public Management Watch

Statistical analysis Oversight Departments

Communication to dept’sSelf-assessment

Re assessment based on feedback and updated info

Need for

intervention assessed

Qualitative analysis

into department

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

Thank you