EVIDENCE BASED PLANNING, PROCESSES AND PRACTICES RESEARCH … DPSA... · 2018-04-03 · evidence based planning, processes and practices – research strategy to measure what matters

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

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There are many performance output

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Needs

Thinking

Behaviours

Values

Ethics

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Factors influencing Individual Theory of

Action vs Theory –in-Use

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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.


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 ”.


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


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


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.


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.



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



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.



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



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


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


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


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


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?


Evidence based Policy, Planning and Practices

Improved Integrated Planning, Operations and Performance Management Systems

WHAT are the main identified

deficiencies currently?


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?


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?


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


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


Communities of Practice in Public Administration

Academic and Professional Bodies in Public Administration

Independent Research Units and Organisations

INTERNAL


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

EXTERNAL PARTNERS

SECRET 32

ACADEMIA

GTAC

HSRC

STATSSA

CSIR

DONOR PARTNERS

DATASETS SOURCES


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