introduction
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Introduction. An overview of SACI Examples of application of SACI in some countries Africa HRH agenda. What is SACI?. Southern Africa Capacity Initiative is a framework designed to assist nations in southern Africa to deal with capacity Challenges in the context of increasing HIV - PowerPoint PPT PresentationTRANSCRIPT
UNDP – SACI, Nov 2005
UNDP – SACI, Nov 2005
Introduction
An overview of SACI
Examples of application of SACI in some
countries
Africa HRH agenda
UNDP – SACI, Nov 2005
Southern Africa Capacity Initiative is a framework designed to assist nations in
southern Africa to deal with capacity Challenges in the context of increasing HIV
and AIDS, poverty, recurring disasters Governance challenges and brain drain.
What is SACI?
UNDP – SACI, Nov 2005
Why SACI?
UNDP – SACI, Nov 2005
Low (0%)
HUMAN CAPACITY High (100%)
HIV
PREVALENCE
HIV
PREVALENCE
0%
0%
TrainingRetirement
Brain-drain Deaths due toOther causes
Increasing Demand for Services- Complexity - Quantity
Disasters POVERTY
POVERTY
100%100%
Policy
40 %
0 %
40 %
0 %
SACI Challenges Framework
Low/Simpledemand
High/Complex demand
UNDP – SACI, Nov 2005
Challenges of HRH in Africa: Plans & strategies exist though issues not necessarily prioritized,
but low implementation Fragmented management of HRH between Ministries Supervision & mentoring, and management weak HRH affected by: Brain drain/circulation, HIV/AIDS, poor incentives,
poor HRH management (succession plans?), inadequate funding Maldistribution of HR both at country level (rural/urban) & regional
eg. Namibia vs Kenya salaries Training a panacea? Yet, quality is questionable Governance challenges: ‘corruption & bad governments’ Link between supply of HRH and the services provided?
UNDP – SACI, Nov 2005
How Do we respond?
UNDP – SACI, Nov 2005
Quote from Richard Hall 1991
Organizations surround us. We are born in them and usually die in them. Our life space is Filled with them. They are just about impossible to escape. They are as inevitable as death and taxes.
Police, Banks, Hospital, Schools, University etcThe great social transformation is history have been organizationally based—Roman Empire, British Empire, Shaka’s Kingdom, The Swazi Kingdom, The Mountain Kingdom,
UNDP – SACI, Nov 2005
Policy frameworkLegal/Regulatory frameworkSystem AlignmentAccountability frameworkLeadership & ownership
Policy frameworkLegal/Regulatory frameworkSystem AlignmentAccountability frameworkLeadership & ownership
THE ENABLING ENVIRONMENT
THE ENTITY LEVEL
Achieving:
MDG – NDP – VISIONAchieving:
MDG – NDP – VISION
EFFECTIVE SERVICE DELIVERY
In terms of: Availability Accessibility Acceptability Quality of Contact
THE
MA
IN
CO
NST
RA
INT
THE
CO
NTR
IBU
TIN
G
FAC
TOR
S
HealthEducation AgricultureFinancePublic Administration Other sectors…
Proper Knowledge, Skills, Values and Attitudes among all staff, at all levels?
Coherence between mindset/worldview and mission/Vision?
Effective Work flow processes?
Planning and execution?
Effective Management systems & practices?
Proper M & E?
Appropriate values and standards?
Effectively structured and organized?
Clearly defined responsibilities?
Proper incentives in place?
Sufficient and appropriate deployed human resources?
Adequate and effectively managed financial resources?
Material requirements allocated and managed effectively?
(Buildings, offices, vehicles, computers..)
THE OVERALL GOAL
HUMAN CAPABILITY
PROCESSESSTRUCTURE
and CULTURERESOURCES
I NFRA-STRUCTURE
SACI Framework
Clear defined Vision, Mission and mandate?
Adequate strategy and objectives?
Defined product/ service/ client outputs?
STRATEGY and MISSION
UNDP – SACI, Nov 2005
How is SACI’s response relevant to HRH?
UNDP – SACI, Nov 2005
Achievement of MDGs National Development Plans, National Vision
Effective and Efficient delivery of Public Service in all key sectors
CAPACITY UTILISATION
RE-INVENTING TRAINING TO MEET DEMANDS
Transformation of Mindset &
Worldview, Values & Attitudes
INNOVATION & REORGANIZATION OF SERVICE DELIVERY
ENABLING POLICY SUPPORT, LEADERSHIP &
ACCOUNTABILITY
Private sector & Civil Society involvement in service delivery
UNDP – SACI, Nov 2005
Service Delivery Coverage Curve
1. Availability Coverage
People for whom the service is available
2. Accessibility coverage
People who can access the service
3. Acceptability Coverage
People who are willing to use the service
4. Quality of Contact
People who actually receive quality service
Current Operation Curve
Desired Operation Curve
Adapted from : Tanashi T (WHO 1978) Health Service Coverage and Its evaluation
Dim
ensi
on
s o
f S
ervi
ce p
rovi
sio
n
Number of People in the Community or Country who need this service
0% 100%
Effective service delivery Service delivery gap
UNDP – SACI, Nov 2005
Example: Botswana New Standards After Process Mapping – Directorate of Public Service Management
The Process Original time
New Standard time
Recruitment process (advertised posts)
9 months 2 months 3 weeks
Organization & review 1 yr 8 mths
5 mths 2 wks
Quality check for career path
1 yr 8 mths
2 mths 2 wks
Recurrent budget 5 mths 1 mth 3 days
Policy Formulation & review
22 – 26 mths
Formulation Review by DPSM
Complex: 6 months 2 weeks (without passing through Attorney General for legal Advise)
Less Complex: 4 months 3 weeks (without passing through Attorney General for legal Advise)
UNDP – SACI, Nov 2005
“Organisations are only successful if they are held accountable for objectively measured results. For democratic governments… the bottom line is citizens’ expectations of government service & their assessment of how well government has met these expectations”
UNDP – SACI, Nov 2005
Re-Inventing TrainingPerformance vs Competence
COMPETENCE MOTIVATION
OPPORTUNITY
P
Training
Management
Modified from a concept developed by Terry Bell
UNDP – SACI, Nov 2005
Utilisation of Existing Capacity
How can we retain and utilise our national capacities in the short-term?
National Volunteer schemes established as short-term intervention at District-level
ICT as an enabler – Tele-medicine & Mobile govt Using the UNV-TOKTEN programme to recruit short-
term from the Diaspora Use of Private sector and civil society including
traditional organisations to deliver services in the short-term (Southern Sudan?)
UNDP – SACI, Nov 2005
Enabling Policy Environment
What are key systemic & policy Innovations to catalyse the achievement of development (health) outcomes?
Strategic conversations, leadership & experiential learning to define the mindset to ‘make things happen’
Scenario-based human resources policies & strategies for future public service or health sector
Managing Human Resources central including: Strategic & systems thinking to anticipate change, promote
inter-sectoral relations Managing accountability, systems performance & rewards for
service; Using assessment and development centres to create
succession management pools including for health; Strategic education & training to ensure relevance
UNDP – SACI, Nov 2005
Africa Platform on HRH Regional Co-convenors of the Steering Committee:
NEPAD/AU, WHO/AFRO, ACOSHED, UNDP/SACI + 6 African Govts represented by Health, Finance, Public Service & Education
The vision of the Africa Platform is to “Strengthen human resources for health as a key component of health systems strengthening, and essential action to assist African countries achieve the Millennium Development Goals’
Functional Areas of the Africa Platform on HRH Country support and action Learning and action research Tracking and coordination Advocacy and resource mobilization. Membership of the Global Work Force Alliance