6th Conference of African Ministers of Public/Civil Service

REPORT OF

THE CENTRAL, NORTH & WEST AFRICAN REGIONAL WORKSHOP ON DEVELOPMENT OF MANAGEMENT GUIDES

14TH 16TH May, 2010 Abuja, Nigeria

May, 2010

TABLE OF CONTENTS
TABLE OF CONTENTS............................................................................................ i EXECUTIVE SUMMARY ........................................................................................ iv ABBREVIATIONS AND ACRONYMS ....................................................................... vi CHAPTER ONE ..................................................................................................... 1 1.0 Introduction .............................................................................................. 1

1.1 The Objective of the Regional Workshop ................................................................1 1.2 The Workshop Programme ....................................................................................2 1.3 Participants ..........................................................................................................2 1.4 Resource Persons .................................................................................................2 CHAPTER TWO ..................................................................................................... 3 2.0 Official Opening and Closing ........................................................................ 3 2.1 Welcome Remarks ...............................................................................................3 2.2 Opening Remarks ................................................................................................3 CHAPTER THREE ................................................................................................. 7 3.0 RETREAT DELIBERATIONS .......................................................................... 7 3.1 The 2010 All-Africa Public Service Innovation Awards (AAPSIA) ..................... 7 3.1.1. Plenary Discussion .............................................................................................................. 8 3.2 Best Practices in Leadership and Management Development ...................... 9

3.2.1 Plenary Discussion.............................................................................................................. 11 3.3 Global Perspectives on Performance Management and Measurement including Monitoring and Evaluation......................................................................... 12 3.3.1 Plenary Discussion.............................................................................................................. 14 i

3.4 Global Perspective on Human Resource Planning and Policy Architecture .................................................................................................... 14 3.4.1 Plenary Discussion.............................................................................................................. 18 3.5 CASE STUDIES .......................................................................................... 19 3.5.1 Case Study: Ghana ........................................................................................................... 19 3.5.2 Case Study: Nigeria ........................................................................................................... 22 3.5.3 Case Study: Algeria ............................................................................................................. 24 3.6 Group Discussions and Plenary: Highlights .................................................... 36 3.6.1 Group 1: Theme on Leadership and Management ...................................................... 36 3.6.2 Group 2: Theme on Performance Management Systems (PMS) ............................. 38 3.6.3 Group 3: Theme on Human Resource Planning and Policy Architecture ............. 40 3.7 Plenary summary of the recommendations for the three themes..................... 41 3.7.1 ALL African Public Service Innovations Award (AAPSIA) ......................................... 41 3.7.2 Global Perspectives on Performance Management System (PMS)........................... 42 3.7.3 Global Perspective on Leadership and Management .................................................. 42 3.7.4 Global Perspectives on Human Resource Planning and Policy Architecture ..... 42 3.7.5 General Comments ............................................................................................................. 43 CHAPTER FOUR ................................................................................................. 45 4.0 The Abuja Communiqu ............................................................................. 45 4.1 Summary of Deliberations and Conclusions ................................................ 46 4.2 Workshop Participants Evaluation Report ................................................... 49 4.2.1 Introduction .......................................................................................................................... 49 Achievement of the workshop objectives .............................................................................. 49 ii

General organization of the workshop .................................................................................. 51 Ways of improving future Workshops ................................................................................... 53 4.2.2 Conclusion ............................................................................................................................ 55 APPENDICES ...................................................................................................... 56 Appendix i: List of Participants ....................................................................... 56 Appendix ii: Workshop Programme .................................................................. 61

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EXECUTIVE SUMMARY The Regional Conference was held to discuss the development of management guides on best management practices in identified thematic areas which can be shared and replicated across Africa. Specifically the workshop involved thematic presentations and discussions on global and country specific perspectives (case studies) with the aim of building consensus on the content of the management guides. The thematic areas covered during the Workshop were; Leadership and Management Development, Performance Management and Measurement including Monitoring and Evaluation; Human Resource Planning and Policy Architecture;

The paper on leadership and management development examined global trends that had emerged as key issues and challenges in leadership and management development practices, discussed the approaches and strategic focus of leadership development programs. It identified adaptation framework and

made recommendations for effective leadership development programs for the continent. That Leadership development programs need to target high-level

personnel that are directly connected to implementing national development agenda. That training and development should focus on those strategic management skills, abilities and inculcate values and attitudes needed to effectively respond to current and future challenges.

Regarding the theme on Global Perspectives on Performance Management System (PMS), it was agreed that there is need for PMS to be institutionalized at corporate level for the system to cascade to all levels in the public service and hold each staff accountable for their targets. The PMS implementation framework used need to be supported by legislation. There was consensus that country unique situation need to be considered when planning and

implementing PMS. Therefore, the management guides developed will be flexible enough to take into accounts the needs of each member state.
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Critical factors for successful implementation of PMS include top level support, staff commitment, conducive work environment, courage to adapt to changes and efficient monitoring and evaluation system. Concerning the presentation on Human Resource Planning and Policy Architecture, the paper underscored the need to professionalise human resource management in the public service. Proposal was made to change the structure of human resource management in the public service to place more emphasis on accountability and result orientation in the management of people. The paper called for HR managers in public service to move from a narrow focus on employment/administrative issues to take on the different emerging strategic roles of a modern HR manager in the 21st century organization. Suggestions regarding human resource planning and policy model were presented. The presentations were capped with plenary

discussions providing insights on issues raised in the main papers.

ABBREVIATIONS AND ACRONYMS AAPAM Africa Association for Public Administration and

Management AAPSIA AU AUC CAMPS All Africa Public Sector Innovation Awards African Union African Union Commission Conference of African Ministers for Public/Civil Service African Training and Research Centre in Administration for Development CBS CEO CPSI ECOWAS EGH GIMPA HCD Chief of Burning Spear Chief Executive Officer Centre for Public Service Innovation Economic Community of West African States Elder of the Golden Heart Ghana Institute of Management and Public Administration Human Capital Development Human Syndrome HR HRD HRM HRP LTS M&E MAF MD/CEO Human Resource Human Resource Development Human Resource Management Human Resource Planning Long Term Strategy Monitoring and Evaluation Management Accountability Framework Managing Director/Chief Executive Officer Immune Virus/Acquired Immune Deficiency

CANFRAD -

HIV/AIDS -

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MDAs MDGs MP NPM PC PMS PS SADC UNDP

Ministry, Department and Agencies Millennium Development Goals Member of Parliament New Performance Management Performance Contracts Performance Management Systems Permanent Secretary Southern Africa Development Community United Nations Development Programme

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CHAPTER ONE 1.0 Introduction

The Central, North and West African Regional Workshop on the Development of Management Guides organized under the auspices of the Conference of African Ministers for Public/Civil Service (CAMPS) was held from 14th 16th May, 2010 in Abuja, Nigeria. The last similar Workshop was held from 8th 10th March, 2010 in Swakopmund, Walvis Bay, Namibia for the Eastern and Southern Region. The CAMPS provide a forum for sharing knowledge and learning within the framework of exchange and capacity development on focused priority areas within the continental programme.

The Programme was started in 1994 to support public administration in Africa through initiation of reforms, codes and standards. Subsequently, a series of Conferences have since been held in different regions across the Continent with each Conference achieving key developments in shaping the implementation of the Programme. 1.1 The Objective of the Regional Workshop The Regional Conference was held to discuss the development of management guides on best management practices in identified thematic areas which can be shared and replicated across Africa. Specifically the workshop involved thematic presentations and discussions on global and country specific perspectives (case studies) with the aim of building consensus on the content of the guides. The thematic areas covered during the Workshop were; Performance Management & Measurement including

Monitoring and Evaluation; Human Resource Planning and Policy Architecture; and Leadership and Management Development.

A presentation on All Africa Public Sector Innovation Awards (AAPSIA) was also made. AAPSIA is the first Africa-wide ministerial initiative that celebrates
1

innovations in the public sector. The purpose of the Awards is to promote and encourage best practice in public sector innovation and service delivery. 1.2 The Workshop Programme The Workshop Programme contained the following: Registration of participants Official opening and closing Presentations in the three thematic areas; Case studies presentations ; and Plenary discussions.

1.3 Participants The Abuja Regional Conference was attended by participants from: Nigeria (host), South Africa, Kenya, Mozambique, Tanzania, Ghana, and Algeria. There were also representatives from the Africa Union Commission (AUC) and the United Nations Development Programme (see appendix). 1.4 Resource Persons The Workshop was facilitated by leading experts and consultants in the areas of leadership and management development, performance management and measurement, and human resource planning namely; Dr. Shehu Salihu Muhammad, Joyce Maphorisa and Dr. Oladimeji Alo respectively.

CHAPTER TWO 2.0 2.1 Official Opening and Closing Welcome Remarks

The Head of the Civil Service of the Federation of Nigeria, Mr. Stephen Oronsaye, CON in his remarks welcomed all delegates to the Workshop and Abuja in general. He expressed his appreciation of the Chairperson of the 6th CAMPS Hon. Dalmas Otieno Anyango, Minister for Public Service Kenya whom Mr. Oronsaye informed the delegates was unable to attend the commencement of the Regional Workshop due to incapacitation, for his spirited effort to take forward the governance and public administration reform programmes of the Ministerial Bureau. He further suggested that it was high time the future of CAMPS was reflected on for CAMPS sustainability as we move towards the 7th CAMPS. He pointed out that in the journey of the development of the management guides, there is need to be clear on the specific short, medium and longterm objectives that the guides will serve at continental, regional and country levels. This approach will secure the involvement of member states in the process of developing the management guides as they will have the required incentives for them to invest their time, resources and goodwill to the entire process, with desired results in view. He reiterated to the delegates that the three thematic issues under discussion should be translated into action plans to address specific concerns in the reform efforts of member states and the continent at large.

2.2

Opening Remarks

In the opening speech, read by Hon. Alhassan Azong, MP, Minister of State at the Presidency in charge of Public Sector Reforms, Office of the President, Ghana, the Chairperson of the 6th Conference of African Ministers for Public/Civil Service Hon. Dalmas Otieno Anyango, EGH, welcomed the participants to the Regional Workshop. On behalf of the Bureau, he thanked
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the Government of the Federal Republic of Nigeria and the Head of the Civil Service of Nigeria for the warm hospitality and together with the UNDP for financing the hosting of the regional workshop.

The Minister pointed out that the workshop was organized as part of the activities being implemented under the 6th Conference of African Ministers of Public/Civil Service (CAMPS) whose objective is to support public

administration in Africa through initiation of reforms, codes and standards. He stated that the overall goal of the Ministers program is to have a transformed public sector in the continent by providing a forum for exchanging best practices, mentoring and coaching, sharing comparative advantage and enhancing scrutiny on the reform agenda in the continent. He further indicated that the vision of the Ministers Program is well articulated in the Long Term Strategy on African Governance and Public Administration Program (LTS) which was adopted by the Conference of Ministers during the 6th Conference in October, 2008. The vision is to build capable developmental states in Africa over a long term period of 10 years. The strategy identifies a capable developmental state as one that is: 1. Committed first to ensuring a better life for its citizens; 2. Promotes popular participation and the indigenous ownership of its entire development agenda; 3. Whose public service is people-oriented, based on meritocracy and driven by service to its citizenry, that has sound systems of public

administration decentralized, is transparent and accountable to its citizenry and to its institutions as central tenets; 4. Has a central macro-economic framework that eradicates poverty and surpasses the minimum standards set by MDGs; 5. Implements its continental commitments on governance and

administration; 6. Mobilizes, budgets and manages its public finances effectively; and 7. Is underpinned by democratic politics.
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He stated that the Long Term Strategy has identified six pillars to be implemented progressively with a view to support public administration and governance. These pillars are: 1. Service delivery and development; 2. Human resources; 3. Information and technology in public service; 4. Organizational and institutional development; 5. Budget, finance and resource mobilization; and 6. Monitoring and evaluation. The Minister pointed out that out of the six pillars, the Bureau has identified ten thematic areas to focus on namely: 1. Africa Public Service Day. 2. African Public Service Charter. 3. All Africa Public Sector Innovations and Awards. 4. Public Sector Anti-corruption. 5. Human Resource Planning and Policy Architecture 6. Management and Leadership Development. 7. Information, communication and technology as an enabler for service delivery in Public Service. 8. Post Conflict Reconstruction and Development. 9. Performance Management and Measurement including Monitoring and Evaluation. 10.Africa Public Service Capacity Development Program.

He stated that the implementation of these thematic areas is spearheaded by member states referred to as service champions around whom a cluster of countries commit themselves to work collectively on a given thematic area with the aim of achieving the set thematic targets. That this delivery mechanism energizes program implementation, enhances accountability and allows participation of many member states.

The Minister further informed the delegates that the Bureau had adopted a work-plan that details the deliverables and activities for each thematic area. The three thematic areas for the current initiative to develop management guides are: 1. Human Resource Planning and Policy Architecture; 2. Performance Management and Measurement including Monitoring and Evaluation; and 3. Management and Leadership development.

He stated that once the management guides for these thematic areas are developed, the guides will be adopted by the Ministers Conference and used by member states for benchmarking best practices.

He concluded his speech by highlighting the objectives of the workshops as follows, to: a) Provide opportunity for stakeholders to contribute to the development of the guides; b) Identify and agree on the outline and content of the guides to be developed c) Facilitate exchange of knowledge and peer learning; and d) Build consensus early enough on the guides in order to facilitate their adoption upon completion.

He ended by remarking that to achieve the objectives, the workshop had been designed to enable delegates to share information on global trends, exchange country specific practices, challenges, lessons learnt and identify issues that should be addressed in drafting respective guides.

CHAPTER THREE 3.0 RETREAT DELIBERATIONS Day 1: PRESENTATIONS 3.1 The 2010 All-Africa Public Service Innovation Awards (AAPSIA) Session Chair: Nigeria Presenter: Lindani Mthethwa, Head: 851, Centre for Public Service Innovation, South Africa In the presentation, it was stated that the All African Public Sector Innovation Awards (AAPSIA) is one of the thematic areas of the African Ministers Programme - Conference of African Ministers for Public /Civil Service (CAMPS). The Presenter indicated that AAPSIA was conceptualized during the 4th Pan African Conference of Ministers of Public /Civil Service in Stellenbosch, South Africa in 2003 under the auspices of the African Union and its first ceremony was successfully held in 2008 during the 6th Pan African Conference of Ministers. He stated that AAPSIA is an African-wide awards programme that encourages the celebration of innovation in the public sector through recognition and rewarding achievements for those who have successfully developed innovative solutions to service delivery and governance challenges in Africa. That public sector innovation is about a new idea, approach methodology or model that has been implemented successfully in the public sector and has improved service delivery.

It was pointed out was that contemporary governments face serious challenges as regards service delivery to a citizenry that is more sophisticated and enlightened; citizens who know what services they are entitled to and how they want the services delivered to them. These challenges create the need for public servants to be more creative and develop innovative solutions to satisfy the citizenry. Indeed, acknowledged were that many individuals and institutions in African governments have developed creative solutions appropriate to the
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context of our continent. This has significantly contributed to improving service delivery and changed the lives of those who have benefitted from them. Needed however was to bring to the fore the creative solutions and share with one another.

The Presenter further highlighted the broader benefits of the public service innovation awards initiative, as follows:

i.

A platform for promoting regional integration through collaborations in developing and applying the innovations

ii.

Puts Africa on the international map through showcasing its innovative service delivery models. Through AAPSIA, the continent will be acknowledged as the generator of home-grown processes and practices.

iii.

Development of a repository of home-grown good practices that is available for research, knowledge sharing, learning and further development of new initiatives.

In the presentation, an appeal was made to African countries to encourage innovations for public service improvement and to send entries for the awards competition whose closing date is 31st July, 2010.

3.1.1. Plenary Discussion In the plenary, the following issues were raised on: The face that innovations are being seen differently by Member States; How to develop appropriate capacity in Member States for effective participation in AAPSIA

The presenters comments were that: Any process or mechanism that allows for better service delivery can be deemed to be an innovation CPSI is arranging capacity building programmes for the benefit of Member States.

PRESENTATION 2: 3.2 Best Practices in Leadership and Management Development Session Chair: Nigeria

Presenter: Dr. Shehu Salihu Muhammad, Executive Director African Training and Research Centre in Administration for Development (CAFRAD) The presentation set out to; examine global trends that have emerged as key issues and challenges in leadership and management development practices; discuss the approaches and strategic focus of leadership development programmes; the related adaptation framework and make recommendations for effective leadership development programme for the continent. The presenter stated that leadership and management is about the creation of visions, the processes and activities to achieve those visions, and mechanisms adopted to ensure sustainability and continuous improvement. He pointed out that leadership and management is about bringing to the fore effective and transformational leadership to meet development goals. This involves the development and implementation of effective training and capacity development programmes. He underscored the linkage between governance and public administration capabilities whereby benchmarked leadership and management development best practices are crucial in the delivery of public goods and services, and in facilitating sustainable development. He observed that such practices should in serve their as support instruments of providing to strengthen and public services

organizations

responsibility

goods

emphasizing that leadership and management conduct in Africa has serious implications for performance.

The presenter outlined global and Africa related challenges facing leadership with notable ones being; how to address globalization challenges; development of strategic approaches to poverty, prevention of crises and conflicts, promotion of legitimacy and trust in the state and its institutions, strengthening of leadership, the global economic crisis of the late 2008, the gap between the poor and the rich, corruption, weak state capacity; and demand for democratization and accountability among others. He stated that the

challenges call for the development and implementation of leadership capacity development programmes that encompass proven global organizational best practices.

Challenges notwithstanding, the presenter highlighted lessons that have implications for a renewed African public administration that connect better with the development challenges of the continent. These are; first, resources must be devoted to intended purposes and if so demonstrated by relevant performance indicators such as the levels of customer satisfaction, quality of goods and services provided and timeliness. Secondly, there is need to focus on how individual organizations actually perform, rather than an attempt to transplant best practices across board. Empirical investigation of actual performance of organizations in this context is necessary. Third, is the strengthening of the anti-corruption measures and promotion of ethical leadership. That it is not enough that legislations exists illegalizing corruption and prohibiting conflict of interest. Fourth, is the need for new perspectives and skills for leaders and managers to ensure organizational renewal. This can be attained through review of training curricula and programmes

implementation to not only provide new skills and knowledge, but also develop competencies and capacities for more effective performance in the fast changing environment. To this end, he stated that the essence of capacity
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development programmes, ultimately, is to produce top performers, leaders with qualifications, skills, attributes and capacities that are indispensable to attainment of results. Reiterated in the presentation was that globally, the broad objective of successful leadership development programmes is to produce transformational leaders.

In concluding, the presenter highlighted the renewed concern for an effective and efficient public service that meets the aspirations of sustainable development in the continent. He stated that the search for best practices to build the future of the continent is a priority especially in leadership and management. He reiterated that leadership training and development is key to having an effective public service that is capable of addressing organizational, national and international challenges. That Leadership development

programmes must target high-level personnel that are directly connected to implementing national development agenda. That training and development should focus on those strategic management skills, abilities and inculcate values and attitudes needed to effectively respond to current and future challenges. He stated that African governments, supported by donor agencies need to commit to: make leadership and management development a top priority and; re-build national and Africa-wide schools and training institutes to enable meet the challenges of providing relevant and effective leadership training and development programmes; and take pro-active measures that would address the broad challenges undermining effective performance of public service.

3.2.1 Plenary Discussion During plenary the following issues were raised: That the thematic area should dwell much on work environment (wages, technology, conditions of service, remuneration, etc) which is critical in supporting leadership qualities in the Public Service.
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That there is need to take adequate cognizance of the role of Government in driving the Public sector in developing Guides on Best Management Practices.

In response the presenter stated that: The purpose of the paper is to see how the continent can move forward. It is not possible to move when issues of pay and necessary incentives for the staff are not addressed. We must all be seen to

have significant roles in designing the way forward. Those in leadership position should work in tandem. Leadership

encompasses all and is not exclusive to those occupying the top echelon of organizations. 3.3 Global Perspectives on Performance Management and Measurement including Monitoring and Evaluation Session Chair: Nigeria Presenter: Joyce Maphorisa, Consultant, Performance Growth Consultancies, Botswana In her introduction, the speaker justified why the public service world over is under pressure to reform and deliver quality services and achieve national visions and the targets of the Millennium Development Goals (MDGs) She highlighted the state of performance management systems in Africa and the impact of the New Performance Management (NPM) wave in the public service. The New Public Service Management brought about a new paradigm shift in the public service and the need for the government to reinvent itself.

She pointed out that the global standards of performance and the changing demands for services from citizens as well as political imperatives have set the stage for a new order in the management and accountability of Governments to the citizens.

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The

paper

emphasized

that

there

has

been

mounting

pressures

on

Governments to reform their public administration structures and processes to achieve excellence, responsiveness, trust and integrity in public service.

The speaker defined performance management system as an authoritative framework for planning, managing and measuring performance of both the organization and the employees. This includes the policy and planning frameworks, as well as the performance planning and agreement,

performance monitoring, measurement, review, assessment, control and corrective measures.

The presenter discussed measurement, integrated

in

details

global approaches and measurement,

to

performance for

planning

framework

performance management, design considerations for developments M&E framework, Performance Management and M&E tools, institutionalization of

performance management system through Nation Vision and cascading the strategic planning and management across organization, capacity building as well as monitoring and reporting framework/matrix.

Results Based Monitoring framework that included input, outputs, outcome and impacts indicators were presented. Further, she particularly emphasized the benefits of PMS to individuals, teams and organizations. In addition, key practices to effective PMS and the courage to make progress and take appropriate action were presented.

Finally, she underscored the critical success factors for institutionalizing PMS in the public service. The critical success factors emphasized were; a clear vision and mission, identification of expected results, resources and activities, performance indicators, capacity and capability, monitoring and evaluation and committed leadership.

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3.3.1 Plenary Discussion During the plenary, it was discussed that: The context for performance management is varied and each country would require to adopt and PMS that fits their context. At a global level standards of performance and the changing demands for services from citizens as well as political imperatives have set the stage for a new order in management and accountability of governments to the citizens. The link between performance and rewards is very critical. However, the reason for performance management system is for improving

performance and NOT for rewards or increment. The system should not be heavily reliant on pay and rewards since this can create problems of low/soft targets.

It was noted that most of the member states incentives and sanctions framework need further discussion as rewards in form of pay has proved

unsustainable. Perhaps other types of rewards should be explored and included in the management guides. 3.4 Global Perspective on Human Resource Planning and Policy

Architecture Session Chair: Ghana Presenter: Dr. Israel Alo Oladimeji, Ph.D, MD/CEO Excel Professional Services Ltd, Lagos & Immediate past President, Chartered Institute of Personnel Management of Nigeria The paper provided global perspectives on the development of human resource planning and policy architecture. The presenter indicated that impressive literature had grown around the reform of the public service, both in Africa and elsewhere in the world. A good number of the studies reviewed for this presentation indicated the factors that triggered the reforms, examined the different phases of the reform effort and appraised the successes recorded by
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different countries on their reform agenda. From these studies emerging is that the reform efforts may not deliver on their promise unless the people issues in public sector management are properly addressed. Based on the literature review, the Presenter acknowledged there is a consensus on the need to professionalise human resource management in the public service. The commonly agreed elements of that project include a change in the structure of human resource management in the public service to place more emphasis on accountability and result orientation in the management of people.

The paper called for HR managers in public service to move from a narrow focus on employment/administrative issues to take on the different emerging strategic roles of a modern HR manager in the 21st century organization. The call for HR managers in the public service is to broaden their skills and orientation to be able to cope with the demands that would be made on them to serve as employee champions, HR specialist, change managers, internal consultants, and strategic architects. The Presenter highlighted conceptual clarification through definitions of human resource planning, policy and HRP model as discussed below:

(a) Human Resource Planning can be defined as the process by which management determines how an organization should move from its current manpower position to its desired position. Through planning, management strives to have the right number and the right kinds of people, at the right time, doing things which result in both the organization and the individual receiving maximum long run benefits. Given the current emphasis on strategic Human Resource Management, HR planning is undertaken within the context of the larger enterprise or business planning process. The process involves a series of activities related to the forecasting of the organizations future human resource needs and planning for how these
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needs will be met. It includes establishing objectives and then developing and implementing programmes to ensure that people with the

appropriate characteristics and skills are available when and where they are needed.

(b) Human Resource Planning and Policy Architecture It may also involve developing and implementing programmes to improve employee performance, or to increase employee satisfaction and

involvement in order to boost organization productivity, quality and innovation. Finally, Human Resource Planning includes gathering data that can be used to evaluate the effectiveness of ongoing programmes and inform planners when revisions in their forecast and programmes are needed.

(c) Human Resource Policy is a concept that is often used to describe the set of guiding principles and standards which an organization selects to drive its approach in dealing with human resource management issues. Thus we can speak of an organizations HR policies in the areas of recruitment, selection and placement; compensation management; and performance management.

Phases of a Typical HR Planning Model were identified as follows: 1. Gathering and Analyzing Data to forecast expected human resource demands, given business plans for the future and to forecast future human resource supply, 2. Establishing human resource objectives 3. Designing and implementing programmes that will enable the organization achieve its human resource objectives. 4. Monitoring and evaluating the programmes.

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Phase I: Data Collection and Analysis Data for Forecasting Demand Current staffing profile Measure for monitoring and improving efficiency and the gains expected Details of the organizations plans for the future The competitive strategies the organization had selected Staffing requirement for coping with the future plans designed

Data for Forecasting Supply Current rate of staff turnover Demographic profile of the current stock of human resource HR policies on staff retirement age Size, composition and dynamics of the labour market Social trends and demographic changes that could affect the dynamics of the supply and demand for labour

Patterns of wage differentials that could funnel enrolment into particular disciplines

Phase I: Data Collection and Analysis Data Analysis The central purpose of the analysis undertaking at this phase is to: identify trends, understand patterns identify the gaps between forecasted requirement and forecasted supply of human resource Phase II: Establishing the HR Objectives

The activities in this phase are mainly about establishing the organisations objectives.

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Phase III: Designing and Implementing Programmes The activities at this phase are focused on designing and implementing programmes to achieve the HR objectives set.

Phase IV Monitoring and Evaluation This phase involves a crucial task of monitoring and evaluating the program implemented to provide feedback for further improvement.

The paper finally concluded by emphasizing the following: 1. HR planning not just about statistical models and computer

applications. It is about deep understanding of HR management issues 2. HR planning is not just about forecasting the number of staff but also their skills, competencies, and orientation. 3. HR planning is not for HR manager only. It also must involve line managers and other specialists. 4. HR planning is not just an academic exercise. It should be grounded in an understanding of the business issues confronting the organization. 5. HR Must not be seen as an end in itself buy as a means to the end of preparing the organization to cope with changes and uncertainties. 3.4.1 Plenary Discussion The following were participants interventions: Need to re-look at the pay structure in the Public Service vis--vis its effects on attracting scarce skills and expertise; Need for a feasibility of flexible employment and the creation of Senior Elite Service as obtains in Singapore and South Africa etc That there maybe a dilemma in adopting the private sector model to drive the public sector, given the recent global economic melt-down triggered by the private sector model.

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Presenters Response: The management in the Public/Private sector has a common goal of service delivery. Both sectors mutually borrow management principles and practices That there is need to: Over-haul compensation management in the Public Sector,

requiring pro-activeness in fixing appropriate remuneration. Ensure uniformity of training for objective assessment of

performance. Be cautious in adopting flexible employment and creating Senior Elite Service due to Staff Union sensibilities. That there exists a difference between knowledge, practicability and competence That there exists inadequate infrastructure for enthroning virtual employment. 3.5 CASE STUDIES

3.5.1 Case Study: Ghana TOPIC: The Accelerated Training Programmes for the Leadership of the Civil Service Session Chair: Ghana

Presenter: Dr. Josiah Cobbah, Ghana Institute of Management and Public Administration (GIMPA) The following were the highlights presented on the case study from GIMPA That the overall objective of the entire training course for the leadership of the Civil Service and the wider public service was to put in place new public services devoid of deficiencies with respect to leadership, capacity for planning and implementing policy, corporate image, morale,

bureaucracy, indiscipline and politicization of the public services.

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This was in recognition that the training and education needs of the Civil Service of Ghana needed to be viewed from three angles as follows: a) Immediate critical needs to be met by an accelerated training program; b) Scheme-of-Service Training linked to career progression; and c) Continuous education to keep up with developments in the public administration science.

The Presenter stated that at GIMPA: It was decided the education and training reform would begin with the leadership training addressing problem-solving skills, tackling and installing leadership, policy planning and management capacity. That in 2003/2004, the Public Sector Reform Secretariat commissioned the Ghana Institute of Management and Public Administration (GIMPA) to undertake a study into the training needs of the leadership of the Civil Service and make recommendations to get the Service to play its role as effectively as possible.

GIMPA recommended accelerated training for the leadership of the Civil Service who had been denied training over the years, and went further to recommend the re-introduction of centrally coordinated Scheme of Service-based training and education for the entire Civil Service.

The Cabinet ratified the GIMPA recommendations in August 2005 and the Ministry of Public Sector Reform commissioned Consultants to establish a framework for implementing both the accelerated training of the leadership of the Civil Service as well as the re-introduction of centrally coordinated Schemes of Service-based training.

The competency-based accelerated training program for Chief Directors, Regional Coordinating Directors, Directors/Heads of Departments,

Human Resource Experts and Management Services Analysts, was organized in such a way that these topmost professionals in the Service
20

would leave GIMPA with a considerable amount of information needed to undertake clear and achievable plans which they could execute to turn round the image of the Civil Service.

The case study highlighted

the training content, training design,

instructions methods used, quality assurance measures, impact of the training, lessons learned, challenges and conclusions Plenary Discussion During plenary, Ghanas documented system of training methods was commended but concerns were raise on the issues of: Silence on the measurement of performance by trainees; Lack of elaboration on process of target setting for trainees; Non-indication of time frame for post-training evaluation; In his response, the Presenter indicted that: Part of the design of the training programme was to get the top civil servants to network; Ghanas best practice experience was the support from the highest political authority level, which other African political leaders need to emulate; A weak public service cannot promote a vibrant private sector.

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3.5.2 Case Study: Nigeria TOPIC: Human Resource Management in the Nigeria Civil Service: A Country Paper Session Chair: Presenter: Ghana Dr. Tunji Olaopa, Director, BPSR, Nigeria

The paper presented by Dr. Tunjo amplified the following in the Nigeria Civil Service: The HRM system is part of Nigerias inherited colonial bureaucratic tradition. HRM has its roots in the era before the industrial evolution of the early 1880s and was best practice up to the early 1960s even in UK. HRM within the personnel function was considered as purely an administrative function requiring low-skills mechanical generalists skills. Hence HRM assignments were given to officers in the Executive cadre. HRM guidelines were made available in the General Order (GO) and establishment circulars with managers exercising little or no discretion. The following were identified as key features of Nigeria Civil Service: A unified and uniform service Non-political control of staffing through constitutional guaranteed independence of the CSCs Recruitment at entry level by a mix of merit and federal character Discouragement of the recruitment of outsiders to positions above entry grade. A hierarchical structure of positions

22

A rank-based classification of jobs and salaries An incremental career profession and advancement on a regular basis.

Job Classification and Career Structure The structure of the Civil Services were introduced through the Gorsuch Commission in 1955, A five-grade pyramidal service structure separates civil servants into well-defined pools and cadres Correlated with the educational levels of available manpower at the time, as follows: Administrative, Professional and Scientific/Research Officers the degree holder Executive and Technical classes usually consist of graduates with third class or ordinary passes and HND or graduates of Technical Colleges Secretarial class with professional qualification Clerical/Junior Technical School Certificate Miscellaneous and unestablished grades First School leaving Certificate - already eliminated with the monetisation policy. Rank-Classification Grading System Rank rather than position-based system with emphasis on career structure and personal status. Occupants of a post who is first of all a member of a cadre or pool.

23

 A cadre comprises a series of posts that have certain functional features in common. The cadre is then divided into several grades, with each grade assigned a salary. The officers ranking in the pool or cadre determines his pay and privileges. After attaining a rank, the officer is then qualified to hold a series of positions classified at the same level. Officers, in generalist pool (rather than professional pools) are entitled to be redeployed after a period of about 4 5 years and sometimes less. Permanence of tenure except in case of misconduct In addition, the case study discussed Nigeria Civil Service as a closed

system for private sector personnel, outlined ministerial structure, spelt out procedures for industrial relations, identified staff recruitment,

deployment, development, manpower planning and establishment control. Further, a list of HRM reforms, criteria for pay and incentives reforms and performance management systems including HR Integrated Information System were presented. 3.5.3 Case Study: Algeria Rpublique Algrienne Dmocratique et Populaire Prsidence de la Rpublique Secrtariat Gnral du Gouvernement Direction Gnrale de la Fonction Publique La Gestion Prvisionnelle des Ressources Humaines dans la Fonction Publique Algrienne

24

Communication prsente par : Mr. Tayeb BOUYAGOUB Inspecteur lInspection Gnrale Introduction Quelques agrgats relatifs aux effectifs Algrienne : Les Effectifs actuels de la fonction publique slvent 1.660.116 fonctionnaires et agents contractuels qui se repartissent comme suit : de la Fonction Publique

Rpartition par niveaux institutionnels Administrations Centrales : 245.866 agents ; Services Dconcentrs : 818.595 agents ; Administration Communale : 201.113 agents ; Etablissements Publics caractre Administratif : 324.527 agents ; Etablissements Publics caractre Scientifique, Culturel et Professionnel : 70.015 agents.

25

Rpartition par secteurs dactivits Education Nationale : 516.341 agents ; Intrieur et Collectivits Locales : 513.361 agents ; Sant Publique : 198.335 agents ; Enseignement Suprieur : 107.909 agents ; Finances : 67.845 agents ; Formation et Enseignement Professionnel : 39.073 agents ; Justice : 34.097 agents ; Autres Secteurs : 183.155 agents Rpartition par niveaux de qualification personnels dencadrement: 344.139 agents; personnels de maitrise personnels dexcution : 570.308 agents; : 745.669 agents.

Rpartition par tranche dage moins de 30 ans : 308.061 ; 30 40 ans : 682.957 ; 41 50 ans : 471.545 ; 51 55 ans : 135.763 ; 56 59 ans : 49.561 ; plus de 60 ans : 12.229. LMENT FMININ DANS LA FONCTION PUBLIQUE Education Nationale : 516.341 agents ; Intrieur et Collectivits Locales : 513.361 agents Sant Publique : 198.335 agents ;
26

Enseignement Suprieur : 107.909 agents ; Finances : 67.845 agents ; Formation et Enseignement Professionnel : 39.073 agents ; Justice : 34.097 agents ; Autres Secteurs : 183.155 agents II apparait clairement que lemploi fminin dans le secteur des institutions et administrations publique est concentr principalement dans les secteurs de lducation nationale et de la sant publique Pour plus de dtails, je vous invite consulter le site officiel de la DGFP www.dgfp.gov.dz De 1995 ce jour introduction dune nouvelle approche dite gestion prvisionnelle des ressources humaines La Direction Gnrale de la Fonction Publique a engag depuis 1995 des rformes profondes en matire de gestion des ressources humaines qui se sont traduites par la conscration de gestion des ressources humaines notamment: le plan annuel de gestion des ressource nouveaux s humaines institu la faveur du dcret excutif n95-126 du 29 avril 1995 notamment son article 6 bis ..les institutions et administrations publiques, sont tenues dtablir un plan annuel de gestion des ressources humaines, en fonction des disponibilits budgtaires et des dispositions statutaires et rglementaires en vigueurs. le plan sectoriel annuel ou pluriannuel de formation, de nouveaux instruments de

perfectionnement et de recyclage consacr par le dcret excutif n96-92 du 03 mars1996 notamment son article 3 Les institutions et administrations publiques, sont tenues dtablir un plan sectoriel annuel ou pluriannuel de formation, de perfectionnement et de recyclage.
27

Larticle 4 prcise que

le plan de formation, de perfectionnement et de

recyclage doit sinscrire dans le cadre dune gestion prvisionnelle des ressources humaines. Larticle 111 de lordonnance n 06-03 du 15 juillet 2006, portant statut gnral de la fonction publique, dispose que " la gestion des carrires des fonctionnaires est assure dans le cadre dune politique de gestion prvisionnelle des ressources humaines travers des plans annuels de gestion des ressources humaines et des plans annuels et pluriannuels de formation, de perfectionnement". la mise en place de mcanismes de rationalisation et de rgulation des effectifs en vue de permettre la rgulation et la maitrise des effectifs et leur adquation avec les besoins rels des institutions et

administrations publiques destins lintroduction de ces nouveaux instruments de gestion des ressources humaines poursuit plusieurs objectifs: - servir de cadre et de mthode de gestion des ressources humaines - rhabiliter le gestionnaire en le rendant responsable de sa gestion -permettre lexercice dun contrle sur lensemble des processus de La fonction RH doit permettre notamment : Connaitre les emplois daujourdhui; Anticiper les besoins futurs en emplois ; Anticiper lvolution des emplois actuels; Grer les carts entre les besoins futurs et lvolution des emplois actuels.

28

A. Prsentation Humaines

des Plans Annuels de Gestion des Ressources

Le Plan de gestion des ressources humaines sinscrit dans une approche prvisionnelle de gestion des ressources humaines ce titre son exploitation doit permettre de faire ressortir notamment :

la structuration des effectifs par corps et grades Linscription de lensemble des oprations prvisionnelles de gestion

Dtermination des besoins. Lidentification ncessitant la des institutions en place et administration dun cadre publiques

mise

rglementaire

dorganisation Le suivi de lorganisation des concours, examens et tests professionnels dans le cadre des oprations de recrutement et de promotion des personnels.

29

CONTENU DU P.G.R.H 1ere partie relative au cadre dorganisation situation des effectifs

CONTENU DU P.G.R.H
1ere partie relative au cadre dorganisation situation des effectifs Tableau n 1 relatif a la structure des effectifs au 31/12 de lanne prcdente Tableau n 2 relatif aux Organes de participation et de recours Tableau n 2 bis relatif aux situations des affaires contentieuses Tableau n 2 ter relatif aux situation des cas disciplinaires Tableau n 3 relatif aux arrts cadres des examens et concours

30

2ere partie oprations prvisionnelle des recrutements Tableau n 4 relatif au Plan prvisionnel de recrutement Tableau n 4 bis relatif au recrutements des agents contractuels (art 19) Tableau n 4 ter relatif au recrutements des agents contractuels (art 21) Tableau n 5 relatif au calendrier oprations Tableau n 6 relatif au prvisionnel dpart la retraite Tableau n 6 bis relatif au retraits rappels Tableau n 6 ter relatif au retraits maintenus Tableau n 7 relatif au prvision de la formation, perfectionnement et recyclage

OBJECTIFS P.G.R.H Connaissance et matrise de la rpartition des effectifs par grade et structure Suivi des situations contentieuses Supervision et suivi des organes de participation et de recours Supervision et suivi des organes de participation et de recours Programmation des oprations de formation, perfectionnement. et de recyclage Programmation des oprations courantes de gestion (confirmation, avancements etc) Programmation des dparts la retraite

31

Modalit dlaboration et dadoption Llaboration des PGRH est entame ds la notification des effectifs budgtaires linstitution ou ladministration concerne Adoption conjointe entre les services de la fonction publique et linstitution ou ladministration concerne aprs apurement de lexercice antrieur ladoption du PGRH est un pralable tout gestion commencement de la

des ressources humaines lexception de certains actes ( retraite, dmission, licenciement.) Transmission copie PGRH aprs adoption sous huitaine au Contrleur Financier ou comptable public Le PGRH doit tre adopt avant le 31 mars de lanne en cours

Bilan des PGRH 2008

Etat relatif au suivi de lopration dadoption des PGRH au titre de lexercice 2008 Nombre Nombre IAP de PGRH adopt IAP Centrale IAP locale 161 4612 153 4414 8 198 95,03% 95,7% Non adopt Taux d'adoption

Total

4773

4567

206

95,68%

32

Avantages La rforme initie en 1995 par a permis au services de la fonction publique de se consacrer plus leur vritable mission de conception, de rgulation, dorientation et dassistance aux institutions et administrations publiques. Un meilleure rapprochement entre les gestionnaires et les services de la fonction. La rvision des mthodes de travail au sein des services gestionnaires ainsi quau sein des propres services de la Fonction Publique. La responsabilisation des gestionnaires sur lensemble des actes de gestion se rapportant au droulement de la carrire des fonctionnaires et agents publics de lEtat. B-Plan de formation Introduction: Droit du fonctionnaire. article 38 du statut gnral de la fonction publique le fonctionnaire a droit la formation, au perfectionnement et la promotion durant sa carrire Obligation de ladministration. article 104 du statut gnral de la fonction publique en vue dassurer lamlioration et la promotion professionnelle du fonctionnaire et sa prparation de nouvelles missions, ladministration est tenue dorganiser de manire permanente des cycles de formation et de perfectionnement

33

Modalits dlaboration et dadoption du plan de formation Etape dlaboration Adoption conjointe du plan de formation (secteur concern, fonction publique, et finances) Contenu du plan de formation 1ere partie : expos des motifs. 2eme partie: typologie des actions de formation : Tableau 1 action de formation spcialise pour le recrutement externe Tableau 2 action de formation spcialise pour le recrutement interne Tableau 3 action de perfectionnement Tableau 4 action de recyclage .

3eme partie : synthse des oprations de formation Plan de formation dconcentr Pourquoi un plan de formation pour les services dconcentrs niveau des institutions et administrations publiques locales). Vise consolider le dispositif de la formation au niveau des services dconcentrs de lEtat, de ladministration communale, des (au

EPA ,EPST et des EPSCP. Doit prendre en charge dune part le PGRH et le plan de formation sectoriel annuel ou pluriannuel.

34

C-La rgulation des effectifs dans la fonction publique en cours dexercice: instauration dun processus de concertation intersectorielle qui vise : ltablissement dun point de situation prcis sur les postes budgtaires du secteur concern au titre de lexercice coul . lidentification des postes budgtaires librs au sein du secteur au cours de lexercice prcdent. le rapprochement entre les effectifs rels du secteur et les

effectifs cible normalis, tel que dtermin sur la base de critres objectifs. mise en uvre pralablement toute ouverture de postes budgtaires de mesures et de mcanismes de rgulation des effectifs qui consistent: -la rgulation intra sectorielle -la transformation des postes budgtaires -la translation des postes budgtaires rserv louverture des postes budgtaires des grades correspondant aux niveaux de qualifications de la maitrise et de lencadrement -favoriser le redploiement des personnels des tablissements dissous un niveau intra-sectoriel ,mais aussi intersectoriel -soumettre au rgime de la contractualisation les postes budgtaires ouverts au titre des empois dentretien, de maintenance et services. A la cloture de chaque exercice tablissement des grands agrgats en rapport avec la situation relle des effectifs lchelle de lensemble des institutions et

35

administrations publiques en vue de dterminer le taux de croissance des effectifs et de -prvoir les mesures de nature amliorer la structure des qualifications dans le secteur de la fonction publique. Bilan et perspective Faute de dmarche mtier aboutie et cohrente, la gestion

prvisionnelle mis laccent sur la maitrise quantitative des effectifs . Cadre budgtaire favorable la gestion prvisionnelle.

- Les systmes dinformation en ressources humaines. - Lautodiagnostic en ressources humaines. Merci pour votre attention.

3.6 Group Discussions and Plenary: Highlights The following were highlights from the three groups:
3.6.1 Group 1: Theme on Leadership and Management

Defining Leadership That leadership is not restrictive to those occupying the top echelon of organizations; lt is exercised by all in any position of responsibility in terms of delivery of set targets. It is the ability to develop, and implement missions that bring positive transformation of the society in terms of enhanced quality and quantity of public goods and services. It is the ability to obtain the voluntary support of followers in such a way that individuals willingly apply their unique abilities to create and implement visions.
36

It is the management which basically is concerned with all actions focused on accomplishing the tasks in an organization.

That there is need for the creation of appropriate work environment (condition on service, work tools, ICT, etc) to support effective leadership

Leadership competencies; Stated were key competences and traits involved in leadership: A vision and purpose. Knowledge (about the total organization, and of doing the job) Carry others along An understanding of change, challenges, and of the environmental context. The motivation, willingness, and confidence to Do the job and take risks. Strong commitment. Flexible, realistic. Communicate, listen, and learn from mistakes. Resourcefulness.

Approaches for achieving the competencies; Stated were that; Leadership and management recruitment system must be based on merit - in terms of possession of knowledge, qualifications, experience and skills to create and carry out visions. For leadership to thrive there should be political commitment. There is need for creation of a conducive work environment to realize optimum output. There is need to actively support Schools and Institutes of

Administration to facilitate leadership and management training and development.

37

3.6.2 Group 2: Theme on Performance Management Systems (PMS)

The groups presentation captured the following: 1. Definition Performance management An authoritative process by which the goals of public service are linked to corporate and individual targets to deliver value for citizens. Performance measurement and evaluation are subsumed in PM

Measurement Process of establishing the extent to which public institutions have achieved agreed/ negotiated performance targets Evaluation It is the process of critically and periodically assessing the extent which public institutions have effectively and efficiently achieved national goals, including the factors affecting performance

2. Key component/Principles of PMS National Vision and Mission Development of performance architecture Planning architecture (from corporate, operational & individual) Measurement methodology Evaluation methodology Reporting The application / use of performance measurement data Improvement Review of plans Sanctions and rewards Decisions Staff differentiation Alignment and cascading (sectors, organizations and individuals)
38

 Right leadership/ managerial behaviors and philosophy Focus on outputs and outcomes (high level Results)

Benchmarking Valuing customers Agreed Targets Performance information systems Effective communication strategy Staff engagement Knowledge Replicability Capacity building Capability Reviews 3. Modalities for Institutionalizing Support at the highest political and bureaucratic levels Leadership (Strategic location of PMS/ strategic centre of the programme) Appropriate Model Legal Framework Robust and implementable homegrown tools or adapted to the realities on the ground Capacity building Public education Specifying performance indicators and levels Rewards and sanctions Stakeholder involvement Effective communication strategy Staff engagement Knowledge Consideration for availability of resources Benchmarking Regular monitoring External evaluation

39

3.6.3 Group 3: Theme on Human Resource Planning and Policy Architecture

The groups presentation:

Definition of Human Resource Planning

It is an attempt to extrapolate in future; what is going to be in the future. Moving away from people replacement to strategic HRP and forecasting on competences required, linking them to the national vision, mission and objectives of the organization. HRP is linked to the budgetary process. It is, therefore, important to have a budgetary process that allows human resource to have a long-term plan. The objective is to introduce the factor of time in the different processes of HRM process.
Overall Objective of Strategic HRP

Ensure adequate human resources to meet the strategic goals of the organization.

To ensure you have the right people with the right skills and at the right place.

Remain flexible to enable the organization manage change in view of changing environment.

Strategic HRP predicts the future HRM needs of the organization visa-vis the current organizations HR, predict the external labour market and future operating environment.

It seeks to answer the following questions:Where are we going? How will we develop HR strategies to successfully get there, given the existing circumstances?

What skills and competences do we need?

40

Steps for Strategic HRP Process Assessing the current HR Capacity Forecasting HR requirements Gap analysis Developing HR strategies to support organizational strategies

Suggested approaches to institutionalize HRP and PA The need for a legal framework The need for leadership commitment and organizational set-up to drive the process of HRP There is need for leadership support to set guidelines The is need for capacity building at all levels The need for piloting the process and implementation of HRP before rollout 3.7 Monitoring and Evaluation Plenary summary of the recommendations for the three themes

3.7.1 ALL African Public Service Innovations Award (AAPSIA)

1. AAPSIA initiative is a good strategy for knowledge management in the public service, therefore deepening the marketing of the award need to be supported by member states.

2. APPSIA is being seen differently by member states. Therefore, there is need to develop appropriate capacity for effective participation in the member states

41

3.7.2 Global Perspectives on Performance Management System (PMS)

1. PMS need to be institutionalized at corporate level for the system to cascade to all levels in the public service and hold each staff accountable for their targets. The PMS implementation framework needs to be supported by legislation. 2. There was consensus that country unique situation need to be considered when planning and implementing PMS. Therefore, the management guides developed will be flexible enough to take into accounts the needs of each member state. 3. Critical factors for successful implementation of PMS include top level support, staff commitment, conducive environment, courage to adapt to changes and efficient monitoring and evaluation. Therefore, staff engagement at all levels is important. 4. Management guides need to be informed by data from research (baseline survey) on the status of performance management and measurement in the region.
3.7.3 Global Perspective on Leadership and Management

1. It was resolved that there is need to develop requisite work environment that supports leadership in the public service. Environmental factors that hinder the nurturing of effective leadership in the public sector have to be identified and addressed. 2. Quality leadership development programs targeting various cadres in the public service are central to performance improvement. MDIs to review leadership programs with a view of coming up with standard curriculum that can be replicated in the member states. GIMPA leadership program gives a good starting point.
3.7.4 Global Perspectives on Human Resource Planning and Policy Architecture

1. Public service may not deliver on their promise unless the people issues in public sector management are properly addressed. There is
42

need to professionalise human resource management in the public service with emphasis on accountability and result orientation in the management of people. 2. HR practice in the public sector would remain uncoordinated, lack internal consistency and amount to a waste of resources if appropriate HR planning and policy framework is not put in place. 3. Development of the management guide in HRP and Policy Architecture need collaboration with the private sector with a view of exchanging best practices from both sectors. 4. That the HRP & PA Management Guide being developed should allow anticipation of changes in the future workforce in view of globalization and changes taking place in the workplace. HR managers in public service need to move from narrow focus on employment/administrative issues to take on the different emerging strategic roles of a modern HR manager in the 21st century organisation. This entails adoption of best approaches in human resource management in the public service. 5. Noted that there exists wide gaps in the remuneration of permanent secretaries and their deputies hence the need to review performance management framework that harmonizes pay structure in the public service. 6. Concern was raised regarding old human resource structures that no longer support public service reforms such as the rigid grading and pay structure. Therefore the management guide needs to address such concerns.
3.7.5 General Comments

1. Top leadership in the Civil Services in the member states need to actively participate in CAMPS activities including workshops to ensure successful implementation of the Ministers Programme.

43

2. A concern was raised regarding low participation in this workshop which may affect the quality and degree of ownership of the management guides.

44

CHAPTER FOUR 4.0 The Abuja Communiqu The Central, North and West African Combined Regional Workshop on Development of Management Guides under the 6th Conference of African Ministers for Public/Civil Service (6th CAMPS) was held in Abuja, Nigeria from May 14th 16th 2010. It was declared open by the Chairman of the 6th CAMPS, Hon. Dalmas Otieno Anyango, EGH, MP, represented by 2nd Vice Chair, Hon. Alhassan Azong, MP, Minister of State, Office of the President, Ghana, who read the Chairmans Keynote Address. Earlier on, Nigerias Head of the Civil Service of the Federation, Mr. Steven Oronsaye, CON, in his Opening Address, welcomed all delegates to the Workshop. Also, Dr. Dia Mamadou, representing the AU Commissioner for Political Affairs, H. E. Julie Dolly Joiner (Mrs), delivered the AUCs Goodwill Message. Participants included delegates from Kenya, Nigeria, Ghana, Algeria, Mozambique, South Africa, Tanzania, AUC, UNDP, CAFRAD and Resource Persons. The overarching objective of the Abuja three-day Workshop was to develop Guides on Best Management Practices (GBMP) which

can be shared and replicated across Africa. Specifically, the Workshop was designed to: (a) Provide opportunity for stakeholders from the three regions to contribute to the development of the Guides on Best Management Practices (GBMP) in the three thematic areas of: Leadership and Management Development, Human Resource Development and Policy Architecture in the Public Service, and Performance Management and Measurement, including Monitoring and Evaluation; (b) Identify and agree on the content of the Guides; (c) Facilitate exchange of knowledge and peer learning; and (d) Build consensus on the guides in order to facilitate their adoption upon completion.

45

To achieve the foregoing, the Workshop was structured to enable participants share information on global trends, exchange country specific practices, challenges and lessons learnt and identify issues that should be addressed in drafting the respective Guides on Best Management Practices. Accordingly, the Workshop deliberated on the following presentations: i) ii) 2010 All-Africa Public Service Innovation Awards (AAPSIA); Global Perspective on Performance Management and Measurement including Monitoring & Evaluation;

iii) iv) v) vi)

Human Resource Planning and Policy Architecture: A Global Perspective; Best Practices in Leadership and Management Development; Country Specific Case Studies of Ghana, Nigeria, and Algeria; Recommendations from Group Discussions on the indicative content of the Guides on Best Management Practices in the thematic areas of:

vii) viii)

Leadership and Management Development (Group A) Human Resource Development and Policy Architecture in the Public Service (Group B)

ix)

Performance Management and Measurement, including Monitoring and Evaluation (Group C)

4.1

Summary of Deliberations and Conclusions

After extensive deliberations at both plenary and break-out sessions, with particular attention on what should constitute the content of the evolving three Guides on Best Management Practices, participants concluded that:

1) Key leadership and management competencies required in driving the African Public/Civil Service should include: having a vision and purpose; possessing deep knowledge about the organization; carrying along followers and all arms of the organization; understanding changes, challenges, and the environmental context; being motivational; exuding
46

willingness and confidence to do the job and take risks; demonstrating strong commitment and flexibility; being effective in communicating and in listening; learning from mistakes; and being resourceful. 2) Core approaches to achieving these competencies should comprise: meritbased recruitment system in terms of cognate knowledge, qualifications, experience and skills; political commitment; creation of a good work environment; active support of Schools and Institutes of Administration to facilitate leadership and management training and development. 3) Key components/principles required for an effective performance

management and measurement system should consist of: national vision and mission; development of performance architecture; planning architecture (from corporate, operational & individual); measurement methodology; evaluation methodology; reporting strategy; application/use of performance measurement data; review of plans; sanctions and rewards; staff differentiation; alignment and cascading (sectors, organizations and individuals); right leadership/ managerial behaviors and philosophy; focus on outputs and outcomes (high level results); benchmarking; valuing customers; agreed targets; performance

information systems; effective communication strategy; staff engagement; knowledge; capacity building; and capability reviews.

4) Critical modalities for institutionalising performance management and measurement system should consist of: support at the highest political and bureaucratic levels; leadership (strategic location of PMS/strategic centre of the programme); appropriate model; legal framework; robust and implementable homegrown tools or adapted to the realities on the ground; capacity building; public education; specified performance indicators and levels; rewards and sanctions; stakeholder involvement; effective communication strategy (staff engagement and knowledge); consideration for availability of resources; benchmarking; regular monitoring; and external evaluation. 5) Significant steps for Human Resource Planning and Policy Architecture should comprise: assessing the current
47

HR

capacity;

forecasting

HR

requirements;

gap

analysis;

and

developing

HR

strategies

to

support

organizational strategies. 6) Major approaches/modalities to institutionalizing Human Resource Planning and Policy Architecture should include: appropriate legal framework; leadership commitment and apt organizational set-up to drive the process; relevant guidelines; capacity building at all levels; piloting the process and implementing HRP before roll-out; and monitoring and evaluation.

Finally, participants expressed appreciation to the Government, people of the Federal Republic of Nigeria, and Nigerias Head of the Civil Service of the Federation, Mr. Steven Oronsaye, CON, for successfully hosting the Workshop; and thanked the Chair of the 6th CAMPS, Hon. Dalmas Otieno Anyango, EGH, MP, for providing effective leadership.

Abuja, Nigeria, 16th May, 2010.

48

4.2 Workshop Participants Evaluation Report 4.2.1 Introduction This report presents the results of the participants evaluation of the Central, North and West African Regional Workshop on the development of management guides that was held in Abuja, Nigeria on 14 -16 May 2010. The aim of the workshop was to discuss the development of management guides on best management practices in identified thematic areas which can be shared and replicated across Africa. The thematic areas covered during the Workshop were; Performance Management and Measurement including Monitoring and Evaluation; Human Resource Planning and Policy Architecture; and Leadership and Management Development. A total of 22 respondents participated in the evaluation exercise. The exercise was carried out by the use of a three part questionnaire. Part 1 asked participants to rate the achievement of four workshop objectives as excellent, very good, good or fair. These workshop objectives were: (i) Sharing of experiences on the best management practices; (ii) Providing an opportunity for stakeholders to share experiences on management practices; (iii)Building consensus on the content of the guides, and; (iv) Exchanging knowledge and peer learning Part 2 of the questionnaire asked participants to suggest ways of improving future management guides development workshops, while part 3 asked them to comment on the general organization of the workshop. Achievement of the workshop objectives The objectives rated are; sharing experience on the best management practices, providing opportunities for stake holders to share experience on management practices, building consensus on the content of guides, and; the exchange of knowledge and peer learning. The results of the survey is as shown on table1
49

Table 1: Achievement of workshop objectives Fair Sharing experiences on the best 1(4.5%) Good 6(27.3 %) Very good 13(59.1%) excellent 2(9.1%)

management practices Provide for opportunity to 1(4.5%) 8(36.4 %) 9(40.9%) 4(18.2%)

stakeholders

share experiences on management practices Build consensus on 2(9.1%) 8(36.4 %) 8(36.4%) 4(18.2%)

the content of the guides Exchange knowledge and peer learning 0(0.0%)

5(22.7 %)

9(40.9%)

8(36.4%)

Average

4.5%

30.7%

44.3%

20.5%

On the sharing of experiences on the best management practices 1 participant (4.5%) rated it as fair. 6 participants (27.3%) as good, 13 participants (59.1%) as very good and 2 participants (9.1%) as excellent; On the view that the workshop provided an opportunity for stakeholders to share experiences on management practices one participant (4.5%) rated it as fair, 8 participants (36.4%) rated it as good, 9 participants (40.9%) rated it as very good and 4 participants (18.2%) rated it as excellent; On building consensus on the content of the guides 2 participants (9.1%) rated this as fair, 8 participants (36.4%) rated it as good, 8 participants (36.4%) rated it as very good and 4 participants rated it as (18.2%);
50

On exchanging knowledge and peer learning 5 (22.7%) participants rated it as fair, 9(40.9) %) as very good and 8(36.4%) as excellent. None of the participants rated the exchange of knowledge and peer learning as fair. Overall, on average 4.5% of the workshop participants rated the achievement of the objectives of the workshop as fair, 30.7% as good, 44.3% as very good while 20.5% of the participants rated the achievement of the workshop objectives as excellent. This is shown in figure 1.

Figure 1: Average rating of the workshop objectives General organization of the workshop While commenting on the general organization of the workshop, (3)13.6%

participants rated it as fair, 27.3% as good, 50.0% as very good and 9.1% as excellent. The ratings on the general organization of the workshop are shown in the graph of figure 2.

51

Figure 2: Workshop organization ratings The reasons given by participants for their comments on the general organization of the workshop categorized as excellent, very good, good and fair are presented as follows:
Excellent

the workshop was very good the workshop was well organized Despite the late start of the workshop due to logistical problems the workshop achieved its objectives.

Very good

The organization was able to change things around to compensate for the low turnout.

The meeting was well organized and constructed The low attendance may have an impact on the development of the guides.

There were too many delays in the ICT set up. The poor projection of power point on the screens and lights had to be switched off making the use of individual laptop impossible.

It is an opportunity to change the experiences about human resource management of the members country and adopting the uniform models of human resource planning.
52

The whole management and organizations of the workshop needs to be improved.

The country was fantastic. The hospitality was excellent time keeping was a problem

except that

There was a lot of interference in the first day because of electricity surges.

Time management has room for improvement. The program was too cramped. Putting hands to handle things There was good planning, Good organization can only be implemented by a good budget Everything was okay except the frequent power fluctuations No proper instruction on hotels The logistics could have been much better

Good

Fair

Ways of improving future Workshops The participants suggested the following ways of improving future workshops on the development of management guides: The presentations especially country case studies should be in the context of either of the thematic areas and not just general There was wastage of time since workshop arrangements were not in place. The holding of the workshop in a bigger hall. Develop guidelines for paper and case presenters. They should ensure that inputs are widely circulated to elicit comments and suggestions. There should be a constant power supply. There should be pre-preparations prior to the arrival of the delegates into the hall.
53

There should be effective promotion of the workshop in order to increase the number of countries participating in the region.

Have as many countries represented as possible to build consensus. Bring on board many private sector players. They should find ways of attracting more member countries. They should fast tract engagement of consultant to assemble best international practices in tools and instruments. They should emphasize more on practical aspects as opposed to academic institutions. Everything possible should be done to get an improved attendance of member countries to enable more sharing of experiences More case studies and country experiences should be emphasized and shared. There should be more time allocated for group discussions. Team work. Good planning, Good budget, Good consideration, and insist on excellent. Good budget brings good results. -Organization good -Can still improve Inclusion of the Heads of civil service in member countries. Member states should be informed earlier to the conference to attract more members to the workshops. Broader distribution of the resource paper before the meeting. Allow more participation of the member state from the different regions They should bring a fair mix of practitioners, stake holders, etc, They should insist that all countries concerned with the workshop should participate

54

4.2.2 Conclusion The results of the evaluation show that a majority of the participants found the workshop had met its objectives. They suggested a number of ways to improve the workshop, namely; The holding of the workshop in a bigger hall, developing guidelines for paper and case presenters, ensure that inputs are widely circulated to elicit comments and suggestions, there should be constant power supply, there should be pre-preparations prior to the arrival of the delegates into the hall among others. In general they rated the achievement of workshop objectives and workshop organization as very good.

55

APPENDICES Appendix i: List of Participants

6TH CONFERENCE OF AFRICAN MINISTERS OF PUBLIC/CIVIL SERVICE , CENTRAL, NORTH AND WEST AFRICAN REGIONAL WORKSHOP ON DEVELOPMENT OF MANAGEMENT COUNTRY S/N NAME ORGANISATION Office of the President PSR DESIGNATION Minister of State in charge of PSR TELEPHONE NOS. E-MAIL GUIDES 14TH - 16TH MAY, 2010 ABUJA NIGERIA

1 Hon. Alhassan Azong MP

Ghana

O244229114

alhassanazong@yahoo.com

Esther Pokoo-Aikins

Ghana

Office of the President President PSR

Asst. Director

O24020440

ewumana@yahoo.com

Patricia Agyepong

Ghana

Secretariat

Director

242833198

56

Dr. Josiah Cobbah

Ghana

GIMPA

Technical

,233202000202

joscobbah@yahoo.com

Mr.Stephen Orosanye

Nigeria

OHCSF

HOS

,08036650406

stephenoronsanye@yahoo.com

Alh.Gaya I. Mahe Amb. Stephen Kayode

Nigeria

OHCSF

PS

Olukorede Willoughby

Nigeria

OHCSF

PS

,+2348028876082

olukoredew@yahoo.com

Mr. Kigbu Dauda

BPSR

PS

Dr. Tunji Olaopa

Nigeria

BPSR

Director

,2348037020617

tolaopa2003@yahoo.com

10

Dr. Oladimeji Alo

Nigeria

EPS Ltd

MD

8055770000

dal@excelpros.net

11

Sheriff, A. K.

Nigeria

OHCSF

DD

8054949111

12

Gambari, A. A.

Nigeria

ASCON

,2348033264449

tolagambari-ascon@yahoo.com

13

Dr. Eleke Igwe

Nigeria

OHCSF

DD

8033007971

igweleke@yahoo.com

14

Gabriel Adnda

Nigeria

EFCC

H,SARU

7080281979

15 Ade Iyabo Ogunyannwo

Nigeria

FMLHUD

AD

8033267827

ogunyannwoiyabo2002@yahoo.com

57

Teamprint 16 Dr. Gabriel A. Gundu Nigeria Consult Ltd MD 8065329201 gundugab@gmail.com

17 18

Adegoke, E. E. Dr. A. O. Oluwadiya

Nigeria Nigeria

BPSR OHCSF

AO1 Director

8033138724 O8022034092

adegokefam@yahoo.com oauba@yahoo.com.

19

D. k. Kumuyi

Nigeria

OHCSF

Deputy Director

O8033116771

davkumuyi@yahoo.com

20

Ajayi, J. O.

Nigeria

BPSR

ACAO

O8O70306598

tundeagbalagba@yahoo.com

21

Oche, G. A.

Nigeria

ICPC

Head (Res/Statistic)

O7030428362

godivy@yahoo.com

22

Ajibade Peters

Nigeria

ASCON

DG

8037160818

ajibadep@hotmail.com

23

A. M. Daniel-Nwaobia

Nigeria

OHCSF

DD

8033208935

mabuze@yahoo.com

24

Adeyemo M. Tunde

Nigeria

FCSC

DD

8055058600

adeyemotunde@yahoo.com

25

Amb. M. A. Wali

Nigeria

DSI

8065668407

26

Ahmed Yusuf

Nigeria

FMA

PA

8036354310

27

Adebola, O.K

Nigeria

OHCSF

AD

8033117441

lasbat39@yahoo.com.

28

Mayomi Victor

Nigeria

OHCSF

AD

,08035914784

vicmayo2002@yahoo.com

58

29 30

Mustapha Olu Adesoye, B. S.

Nigeria Nigeria

OHCSF OHCSF

CAO ACAO

O8055790058 O8O28817299

olumorenike@yahoo.com bsadesoye@yahoo.com

31

Mr. Bouyagoub Taieb

Algeria

DGFP

Inspector

O8036490413

ebouyagoub@yahoo.org.

32 Richard E. Ndubai PS

Kenya

Governor of Kenya

Permanent Secretary

O722280638

endubai@yahoo.com

33

Juster Nkoroi HOS Dr. Margaret Kobia

Kenya

Governor of Kenya Ministry of

HOS CAMPS

2.54E+12

34

- CEO/KIA

Kenya

Public Service KIA Ministry of State

Director CEO

722722637

mkabia@kia

35

Steven Lusweti

Kenya

for Public Service KIA Minister of state for

DD/HRD

722274391

stevenlusweti@yahoo.com

36

Jane Chege

Kenya

Public Service

DD/HRM

722852233

janechege2005@yahoo.com

37 38

John Mburugu Florence Myagah

Kenya Kenya

CAMPS Secretariat CAMPS Office of the Prime Minister, Performance

Technical Manager Programme Officer

O722880518 O722332624

kimathimburugu@yahoo.com. goldanhint@yahoo.com.

39

John Ng'ang'a Magua

Kenya

Contracting

Snr. Asst. Inspector General

254-722-378061

jamagua@yahoo.com

59

40

Mamadou DIA

AUC

AUC

Head

2.57912E+11

41

Mr. Hassan Kitenge

Tanzania

President's Office

Asst. Director

2.55754E+11

hassankitenge@embs.go.12

Mr. Jeremiah J. 42 Mukhandi Tanzania President's Office

Coordinator- Pub.Adm. Leadership & Mgt 2.55783E+11 mukhandij@tpsc.go.tz

43

Carlos Natividade

Mozambique

MFP

Senior Consultant

OO2581221890

natividade@vtgp.gov.mz

44

Ana Laura Milisse

Mozambique South

MFP

Human Resource Mgt

OO25823031579

45

Pierre Schoonraad

Africa South

CPSI

HEAD:RHD

27534456888

pierreschoonraad@cpsi.co.za

46

Lindani Mthethwa

Africa

CPSI

HEAD:851

27824257130

lindani.mthethwa@cpsi.co.za

47

Brian Kagoro

UNDP Resource

UNDP

Programme Advisor AGPAP

27797934838

brian.kagoro@undp.org.

48

Joyce Maphorisa Dr. Shehu S.

Person Resource Person

PGC CAFRAD, TANGIER MOROCCO

Resource Person Expert in Strategic Management

267 71306402 O8066017459 +212656057993

joyce.pgc@info.bac

49

Muhammad

ssmuhammad@cafrad.corg.

60

Appendix ii: Workshop Programme CENTRAL, NORTH & WEST AFRICAN REGIONAL WORKSHOP ON DEVELOPMENT OF MANAGEMENT GUIDE PROGRAMME DAY ONE: 14TH MAY, 2010 Time 08.30-09.00 09.00-10.00 Item Registration Welcoming Remarks Opening Address Facilitator Host/CAMPS Secretariat Mr. Steve Oronsaye, CON, Head of Civil Nigeria Service of the Federation Hon. Dalmas Otieno Anyango, EGH, MPChairperson 6th CAMPS All on Republic of South Africa Dr. Shehu Salihu Muhammad Sessions Chair

10.00-10.30 10.30 -11. 00 11. 00 -12.00

Health Break Presentation AAPSIA

Global perspective on Leadership and Management Development

12.00 -13.00

Global perspective on Ms. Joyce Maphorisa Performance Management and Measurement including Monitoring and Evaluation Lunch Break Global perspective on Human Resource All Dr. Israel Alo Oladimeji, Ph.D 61 Ghana

13.00-14.00 14.00-15.00

Planning and Policy Architecture 15.00-16.30 16.30 Plenary Discussions Health Break Tanzania All DAY TWO: 15TH May, 2010 09.00-09.30 09.30-10.00 10.00-10.30 10.30-11.00 11.00-11.30 11.30-12.00 12.00-12.30 12.30-13.00 13.00-14.00 14.00-14.30 14.00-15.00 15.00-15.20 Recap of Discussions previous Days Workshop Rapporteur Ghana Gambia All Cameroon Egypt Algeria Nigeria All Democratic Republic of Congo Cameroon Kenya Cameroon

Country Specific Case Study Country Specific Case Study Health Break Country Specific Case Study Country Specific Case Study Country Specific Case Study Country Specific Case Study Lunch Break Country Specific Case Study Plenary Discussions Briefing on group discussions

62

Group A 15.20-17.20 Leadership and Management Development Group B 15.20-17.20 Performance Management and Measurement including Monitoring and Evaluation Group C 15.20 -17.20 Human Resource Development and Policy Architecture 17.20 Health Break All DAY THREE: 16TH May, 2010 Kenya 09.20-09.50 09.50-10.20 10.20-10.50 10.50-11.20 11.20-13.00 09.00-09.20 Presentations by group B Presentations by group C Health break Plenary Discussions Recap of the discussions Previous days Chairperson group C Chairperson group B-Kenya Chairperson group A-Ghana

Chairperson group B Chairperson group C All Dr. Israel Ola Oladimeji, Ph.D Ms. Joyce Maphorisa Dr. Shehu Salihu Muhammad All Workshop Rapporteur Nigeria 63 Algeria

13.00-14.00 14.00-14.20 14.20-14.30

Lunch Break Summary of Recommendations Closing Remarks

64

Appendix iii: SPEECHES KEYNOTE ADDRESS BY HON. DALMAS OTIENO ANYANGO, EGH, MP, CHAIRPERSON OF THE 6TH CONFERENCE OF AFRICAN MINISTERS FOR PUBLIC/CIVIL SERVICE, DURING THE REGIONAL WORKSHOP FOR DEVELOPMENT OF MANAGEMENT GUIDES, HELD ON 14 th - 16th MAY, 2010 IN ABUJA, NIGERIA.
Mr. Stephen Oronsaye, CON, Head of Civil Service of the Federation of the Republic of Nigeria and our host here today, Hon. Alhassan Azong, MP, Minister of State at the Presidency in charge of Public Sector Reforms, Office of the President, Ghana; Distinguished Resource Persons; Distinguished Participants; Ladies and Gentlemen;

It gives me immense pleasure to welcome you all to this regional workshop for Central, North and West Africa here in Abuja, Nigeria. I sincerely thank the government of the Federal Republic of Nigeria and the Head of the Civil Service Mr. Steve Oronsaye for graciously hosting this very important workshop. I further acknowledge and appreciate the financing of this workshop by both the Government of Nigeria and the UNDP. On my own behalf and that of the Bureau, I also wish to deeply express my gratitude to the government and the people of the Federal Republic of Nigeria for the warm welcome and generous hospitality accorded to us since our arrival in Abuja. Ladies and Gentlemen; This workshop is organized as part of the activities being implemented under the 6th Conference of African Ministers of Public/Civil Service (CAMPS). The Conference of African Ministers of Public/Civil Service is a program under the auspices of the African Union whose objective is to support public administration in Africa through initiation of reforms, codes and standards. The first Conference of African Ministers was held in Tangiers, Morocco in June 1994 where the ministers program, as the
65

Conference is popularly known, was born. Subsequently a series of conferences have since been held in different regions across the continent, with each conference achieving key developments in shaping implementation of this program. The Conference of African Ministers for Public Service brings together, every two years, African Ministers responsible for Public/Civil service to deliberate and address issues affecting public administration and governance in the continent with a view to creating capacity within individual member States public administration to ensure delivery of effective and efficient services to the citizenry. A Bureau of Ministers comprising representatives from the five African regions is elected by member States to provide overall guidance and strategic leadership for the Ministers Program. The current Bureau for the 6th Conference of Ministers is constituted as follows: 1. Chair 2. 1st Vice Chair 3. 2nd Vice Chair 4. 3rd Vice Chair Kenya Algeria Ghana (a country to be elected from central Africa region) 5. Rapporteur Ladies and Gentlemen; The Conference of African Ministers has evolved to become one of the most significant expressions of Africas political leadership to not only define and set the agenda for Africas development trajectory but more significantly perhaps, take ownership and provide leadership in transforming the governance and public administration in the continent. The overall goal of the Ministers program is to have a transformed public sector in the continent by providing a forum for exchanging best practices, mentoring, coaching, sharing comparative advantage and scrutiny on the reform agenda in the continent. enhancing Mozambique

66

The vision of the Ministers Program is well articulated in the Long Term Strategy on African Governance and Public Administration Program (LTS) which was adopted by the Conference of Ministers during the 6th Conference in October 2008. The vision is to build capable developmental states in Africa over a long-term period of 10 years. The strategy identifies a capable developmental state as one; that is committed first to ensuring a better life for its citizens, that promotes popular participation and the indigenous ownership of its entire development agenda; whose public service is people-oriented, based on meritocracy and driven by service to its citizenry, that has sound systems of public administration decentralized, Is transparent and accountable to its citizenry and to its institutions as central tenets; has a sound macro-economic framework that eradicates poverty and surpasses the minimum standards set by MDGs; implements its continental commitments on governance and public administration; mobilizes, budgets and manages its public finances effectively; and Is underpinned by democratic politics.

This vision reflects the future planning around capacity development for African Union member States and emerges from realization that short-term capacity development interventions have diverted attention from the development of a long-term strategy for public administration capacity development. Capacity development is a long-term process that requires a systemic approach that matches effective demand and supply with the overall objective of improved public administration performance. The Conference of African Ministers of Public/Civil Service thus presents member States and stakeholders with a consultative and decision-making platform to assess the transformative processes taking place globally and locally within public administration. In addition, it establishes collective and
67

individual interventions, appropriate for the African context, to achieve excellence in public administration and service delivery among the member States. Ladies and Gentlemen; The adoption of the Long-Term Strategy on African governance and public administration has propelled the Ministers programme to a higher level. It outlines the value and importance of a transformative approach particularly in institutional change processes as these are both about the changing ways of working. The Strategy argues that although change is difficult to identify within large organizations such as the State, it remains critical to have social indicators to assess the impact. The Long-Term Strategy has identified six pillars, to be implemented progressively with a view to support public administration and governance. These pillars include: 1. Service delivery and development; 2. Human resources; 3. Information and technology in public service; 4. Organizational and institutional development; 5. Budget, finance and resource mobilization; and 6. Monitoring and evaluation. Out of these six pillars, the Bureau identified ten thematic areas as focus for implementation during the 6th Conference. These are: 1. Africa Public Service Day. 2. African Public Service Charter. 3. All Africa Public Sector Innovations Awards. 4. Public Sector Anti-corruption. 5. Human Resource Planning and Policy Architecture in the public service 6. Leadership and Management Development. 7. Information, communication and technology as an enabler for service delivery in Public Service. 8. Post Conflict Reconstruction and Development.
68

9. Performance Management and Measurement including Monitoring and Evaluation. 10. Africa Public Service Capacity Development Program. Ladies and Gentlemen; Implementation of these thematic areas is spearheaded by member States referred to as service champions. A service champion in the context of the Ministers program refers to a country that has been requested and agreed or volunteered to spearhead implementation of a thematic area within the overall implementation framework by facilitating and coordinating thematic area activities within the continent. Service championship therefore is a delivery mechanism through which a cluster of countries commit themselves to work collectively on a given thematic area with the aim of spearheading implementation of Program activities including show casing best practices and driving their approaches to benchmark levels, thus providing leadership to the continent. Service champions work closely with the Chairpersons office and African Union Commission (AUC) The overall objective of Service champions is to broaden ownership and ensure political buy-in of the programme across the continent. Other objectives are; Enhance participation by member States at the regional and continental level Domesticate the programmes at national level

This energizes programme implementation, enhances accountability and promotes decentralization of activities. It also allows participation of many member States. Ladies and Gentlemen; The Bureau has adopted a work-plan that details the deliverables and activities for each thematic area. We are here today because of the following three thematic areas: 1. Human Resource Planning and Policy Architecture in the public service;

69

2. Performance Management and Measurement including Monitoring and Evaluation; and 3. Management and Leadership development. The planned outcome for the three thematic areas is development of management guides on best practices. Once adopted by the Ministers Conference, the guides are meant to assist member States in benchmarking their practices. The process of developing the guides commenced with a regional workshop in Namibia on 8th 10th March, 2010, which brought together member States and stakeholders from East and South Africa regions. This is a second workshop which brings together countries from Central, North and Central Africa regions. The purpose of this workshop is to: Provide opportunity for stakeholders from these regions to contribute to development of the guides; Identify and agree on the content of the guides Facilitate exchange of knowledge and peer learning; and Build consensus on the guides in order to facilitate their adoption upon completion. To achieve this objective, the workshop has been designed to enable participants to share information on global trends, exchange country specific practices, challenges and lessons learnt and identify issues that should be addressed in drafting respective guides. Ladies and Gentlemen; At the end of this workshop it is my expectation that you will have discussed and established a common understanding on what constitutes best management practices for each of the stated thematic areas, built consensus on the content of the guides and identified issues you would wish to see incorporated in the guides in order to assist our various states and institutions as they strive to move these areas to benchmark levels globally. After this regional workshop, the champions will work with consultants to develop draft guides. The draft guides will be submitted to member States
70

for finalization in a continental workshop to be held by end of August, 2010. The draft guides will then be presented for adoption to the Conference of Ministers on 25th November 2010. The guides should be finalized quickly to be used as a tool by member States to transform their public administration processes in these respective sectors which are cornerstones of good governance and overall

transformational efforts. Ladies and Gentlemen; I wish to conclude by registering my appreciation to you all for availing yourselves for this workshop and urge you as you embark on the busy schedule ahead of us, to look at those viable options that will boost our systems and enable us benchmark with best global practices. It is now my honour and pleasure to declare this workshop officially open and wish you all successful and fruitful deliberations.

Thank you.

71

OPENING ADDRESS BY THE HEAD OF THE CIVIL SERVICE OF THE FEDERATION, MR. STEPHEN ORONSAYE, CON AT THE COMBINED 6TH CAMPS REGIONAL WORKSHOP FOR WEST, CENTRAL AND NORTH AFRICA ON DEVELOPMENT OF MANAGEMENT GUIDE
ABUJA, MAY 14, 2010 PROTOCOL

It is my pleasure to welcome all delegates to this combined Regional Workshop on the Development of Management Guides. Hon. Dalmas Otieno Anyango, Chairperson of CAMPS and Minister of State for Public Service, Kenya is unable to be here for the commencement this meeting due to minor health challenges which he hopes to overcome by today to enable him be with us tomorrow. However, I wish to place on

record our appreciation of Hon. Anyango for keeping the flag of CAMPS flying, through spirited effort to take forward the governance and public administration reform programmes of the Ministerial Bureau. Let me also express our profound gratitude to the Champions and coChampions, especially those who have seen through the continental integration vision that CAMPS pursues under the auspices of the African Union (AU), to recognize its value proposition sufficiently, to invest in the process. I wish to equally recognize our resource persons and representatives of member states who are here to present their countries but to feed the emerging management guides that will be reference models for deepening and consolidation reform programmes. As we progress with the development of the management guides, we should be clear on the specific short, medium and long-term objectives that the guides will serve at continental, regional and country levels, so that the involvement of member-states in the process of their development will have
72

continent-wide reform perspective and country level

required incentive for them to invest much more of their time, resources and goodwill to the entire process, with desired results in view. Distinguished delegates, ladies and gentlemen, given the steep learning curve required to make good the CAMPS objectives, I suggest that we begin informal discussions on the future of CAMPS. This is most critical, if our efforts so far would not be eroded by possible inaction, after now, if adequate preparation is not made as we move towards the 7th CAMPS. How specifically we can take immediate advantage of the action plan to translate the three domain areas being elaborated into management guides is of great concern. I understand that the Champions and co-Champions of the thematic areas are meeting in the margin of this conference. I hope we would utilize this process to address the specific concerns to deepen incountry reform efforts even as we elaborate models for continent-wide adoption. This is of course calls for the need for emergent action plans to address, for practical purpose, the quick-wins, short, medium and longterms dimensions to whatever action plans are being worked out. Distinguished delegates, there is need to reinforce our performance management metrics with training-based assessment (TBA) methodology especially for promotion administration. There is also the need for extensive governance reforms for better constitutional order, election-based democratic legitimacy, enhanced respect for human rights etc, which would remain topical in the African reform agenda for some time to come. Lastly, what is the prospect of achieving a clean wage regime in Africa that enhances our chances of attracting, developing and retaining high competences and rare skills to bridge skills gaps at strategic, tactical and operation levels of operations in our respect Public Services? While inviting delegates to take the full benefit of participation to explore Nigerias hospitality in and around our beautiful and cherished Federal Capital of Abuja, I welcome delegates once again and I wish you a most rewarding time at this workshop. Thank you and God bless.

73