6TH CONFERENCE OF AFRICAN MINISTERS OF PUBLIC/CIVIL SERVICE

REPORT OF

THE EASTERN AND SOUTHERN REGIONAL WORKSHOP ON DEVELOPMENT OF MANAGEMENT GUIDES

SWAKOPMUND, WALVIS BAY, NAMIBIA 8TH – 10TH MARCH, 2010

MARCH 2010

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TABLE OF CONTENTS ABBREVIATIONS AND ACRONYMS ............................................................. ii EXECUTIVE SUMMARY ............................................................................. iii 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 Statement from the African Union Commission ..........................................3 2.3 Opening Remarks .......................................................................................3 CHAPTER THREE ...................................................................................... 6 3.0 Retreat Deliberations .................................................................................6 3.1 The 2010 All-Africa Public Service Innovation Awards (AAPSIA).................6 3.3 Case Studies ...............................................................................................9

3.3.1 Namibia Case Study ........................................................................ 9 3.3.2 Tanzania Case Study ..................................................................... 10

3.4 Global Perspectives on Performance Management and Measurement including Monitoring and Evaluation........................................................ 11 3.4.1 Plenary .......................................................................................... 13

3.5 Global Perspectives on Human Resource Planning (HRP) and Policy Architecture .............................................................................................. 13 3.5.1 Plenary .......................................................................................... 14

3.6 Case Studies ............................................................................................. 14 3.6.1 South Africa .................................................................................. 14 3.6.2 Kenya Case Study.......................................................................... 15 3.6.3 Botswana Case Study .................................................................... 16 3.6.4 Mozambique Case Study ................................................................ 18

3.7 Highlights of Group and Plenary Discussions ........................................... 18 3.7.1 Group 1: Theme on Leadership and Management ....................... 18 3.7.2 Group 2: Theme on Performance Management Systems (PMS) .... 20 3.7.3 Group 3: Theme on Human Resources Planning (HRP) Theme .... 21

3.8 Recommendations and Conclusion ........................................................... 22 CHAPTER FOUR ........................................................................................25 4.0 Workshop Evaluation Summary................................................................ 25 4.1 Introduction .............................................................................................. 25 4.2 The Findings ............................................................................................. 25 4.3 Comment on the general organization of the Workshop ............................ 27 4.4 Suggestions for Improving Future Regional Workshops ............................ 28 APPENDICES ............................................................................................ 30 Appendix i: Workshop Programme ................................................................ 30 Appendix ii: List of Participants ..................................................................... 33 Appendix iii: Speeches .................................................................................... 32 Appendix iv: Evaluation .................................................................................. 48

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ABBREVIATIONS AND ACRONYMS CAMPS - Conference of African Ministers for Public/Civil Service AAPSIA - All Africa Public Sector Innovation Awards CANFRAD - African Training and Research Centre in Administration

for Development AAPAM - Africa Association for Public Administration and

Management HRP - Human Resource Planning HRM - Human Resource Management PMS - Performance Management Systems AUC - African Union Commission MDGs - Millennium Development Goals EGH - Elder of the Golden Heart HRD - Human Resource Development HCD - Human Capital Development MDAs - Ministry, Department and Agencies UNDP - United Nations Development Programme PC - Performance Contracts HIV/AIDS - Human Immune Virus/Acquired Immune Deficiency

Syndrome HR - Human Resource M&E - Monitoring and Evaluation PS - Permanent Secretary CBS - Chief of Burning Spear MP - Member of Parliament CEO - Chief Executive Officer SADC - Southern Africa Development Community ECOWAS - Economic Community of West African States AU - African Union LTS - Long Term Strategy NPM - New Performance Management MAF - Management Accountability Framework

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EXECUTIVE SUMMARY

The Eastern and Southern 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 8TH – 10TH March, 2010 in Swakopmund, Walvis Bay, Namibia. The Regional Workshop was attended by 45 participants from Algeria, Botswana, Burundi, Kenya, Mozambique, Namibia, Tanzania, South Africa, and Zimbabwe. The overall objective of the workshop was to discuss and build consensus on the content of management guides for the best management practices across Africa. The workshop was facilitated by leading consultants who presented papers on the three thematic areas, namely, Performance Management and Measurement including Monitoring and Evaluation, Human Resource Planning and Policy Architecture and Leadership and Management Development. In addition, plenary sessions, global and country specific perspectives in form of case studies were presented and discussed. The Workshop recommendations towards the development of management guides were as follows:

1. There is need to build leadership and management capability in the public service;

2. There was need to strengthen the existing Human Resource Planning (HRP) units or sections within the public and private sectors through an integrated framework for all human resource planning activities within respective national development agenda. Further, there was need to professionalise and build capacity in HRP planning in the public service;

3. Reflected on was the need for manpower surveys utilising appropriate techniques for information gathering to provide reliable data for Human Resource Planning in specific countries;

4. That the context for performance management is varied and each country would require a management guide that allows adoption of PMS that fits their context;

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5. Underscored was the need to simplify performance management systems including the evaluation templates. To be considered also is the need to legislate and entrench any adopted performance management system in law to guide implementation;

6. That the strategic location of PMS in Government is of importance for the required top leadership support and the necessary clout; and

7. Expressed was the need to benchmark on best practices and share experiences of different countries within and outside the continent that would help to enhance leadership and management competencies in the public service.

The participants also suggested that more countries be encouraged to attend Regional Workshops since they are good forums to share experiences, success, challenges and create ownership of the management guides. In all, the Workshop generated valuable ideas and information that will contribute to the development of the management guides.

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CHAPTER ONE

1.0 Introduction

The Eastern and Southern 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 8TH – 10TH March, 2010 in Swakopmund,Walvis Bay, Namibia. The key objective of CAMPS is to assess and establish linkages between governance and public administration capabilities and the broader developmental agenda within the Continent. CAMPS provide fora for sharing knowledge and learning within the framework of exchange and capacity development on focused priority areas within this 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 Workshop was held to discuss the development of management guides on best management practices 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; Performance Management and Measurement including Monitoring and Evaluation; Human Resource Planning and Policy Architecture; 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 innovations in the public sector. The purpose of the Awards is to promote and encourage best practice in public sector innovation and service delivery.

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1.2 The Workshop Programme The Workshop Programme contained the following; (see appendix (i)

Participants Registration; Official Opening and Closing; Presentation in 3 thematic Areas; Six Case Studies Presentations; and Group Three Plenary discussions;

1.3 Participants The Swakopmund Regional Conference was attended by the following member countries; Namibia (host), South Africa, Kenya, Mozambique, Tanzania, Botswana, Nigeria, Zimbabwe and Algeria. There were representatives also from the Africa Union Commission, CAFRAD and the African Association for Public Administration and Management (AAPAM) (see appendix ii). 1.4 Resource Persons The Workshop was facilitated by leading experts and consultants in the areas of performance management and measurement, human resource planning; and leadership and management development.

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CHAPTER TWO

2.0 Official Opening and Closing 2.1 Welcome Remarks In her welcoming remarks, the Deputy Prime Minister of the Republic of Namibia, Dr. Libertina Amathila, recognized the importance of pooling African resources together to develop human resource capacity that is capable of owning and taking charge of the development process in the public service. She stressed that the Workshop came at the time when public administration is being criticized for implementing piece meal reforms with little success. She hoped that the output of the Workshop will go a long way in addressing the many challenges facing public administration in Africa. 2.2 Statement from the African Union Commission In her speech, Commissioner Julia D. Joiner from Africa Union Commission (AUC) expressed AUC’s deep appreciation for the continued commitment of the government and people of Namibia to the African public service capacity development efforts and particularly for hosting the Workshop and the 4th Extended Bureau meeting. She reiterated that the Workshop is driven by recognition that people’s need are at the centre of the planning of any capacity building effort. She noted that building individual and organizational capabilities in the three areas under discussion, namely, leadership and management, performance management and human resource planning is central to the developmental role of the state. Finally, she challenged the participants to reflect on the type of content to be in the management guides that would be useful to public servants in the Continent. 2.3 Opening Remarks In the opening speech, the Minister of State for Public Service, Kenya, Hon. Dalmas Otieno Anyango, EGH, who is also the Chair of the 6th Conference of African Ministers for Public/Civil Service welcomed the participants to the Regional Workshop. On behalf of the Bureau, he thanked the Government and the people of the Republic of Namibia and the Hon. Deputy Prime Minister Dr. Libertina Amathila for the hospitality and the financing of the Regional Workshop. The Minister stated out that the Conference of African Ministers for Public/Civil Service has evolved to become one of the most significant

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expressions of Africa’s political leadership to not only define and set the agenda for Africa’s development trajectory but more significantly perhaps, take ownership and provide leadership in transforming the governance and public administration in the Continent.

The Minister outlined CAMPS long term strategy which identifies with a capable developmental state. A state that is:

committed first to ensuring a better life for its citizens; 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 central macro-economic framework that eradicates poverty and surpasses the minimum standards set by MDGs;

implements its continental commitments on governance and administration;

mobilizes, budgets and manages its public finances effectively; and is underpinned by democratic politics.

He further indicated that the CAMPS 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.

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The Minister pointed 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 (ICT) as an enabler for

service delivery in public service; 8. Post Conflict Reconstruction and Development; 9. Performance Management and Measurement including Monitoring

and Evaluation; and 10. Africa Public Service Capacity Development Program.

The Minister recounted the three thematic areas for the development of the management guides, these are:

1. Human Resource Planning and Policy Architecture; 2. Performance Management and Measurement including Monitoring and

Evaluation; and 3. Management and Leadership development.

He concluded his speech by highlighting the objectives of the Workshop as follows, to:

(a) Provide opportunity for stakeholders to contribute to the development of the management 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.

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CHAPTER THREE

3.0 Retreat Deliberations Day 1: PRESENTATIONS

3.1 The 2010 All-Africa Public Service Innovation Awards (AAPSIA) Session Chair: Namibia Presenter: Thuli Radebe, Chief Executive Officer, 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 – 6th Conference of African Ministers for Public/Civil Service (CAMPS). That AAPSIA is an African-wide Awards programme that encourages innovation in the public sector through recognition and rewarding achievements for those who have successfully developed innovative solutions to service delivery and governance challenges. The presenter acknowledged that many individuals and institutions in African governments have developed creative solutions appropriate to the context of our Continent. This has significantly contributed to improving service delivery and changed the lives of those who have benefitted from them. Stated also were broader benefits of the Awards to Africa. These are:

(i) Serves as 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; and

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

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To sustain the initiative, an appeal was made that African countries should encourage innovations for public service improvement. That this could be done through supporting innovation projects, encouraging citizens’ participation, partnership with private and non-profit making bodies and vigorously marketing innovations achieved. Pointed out as of paramount importance, is the support of the Award initiative across Africa.

PRESENTATION 2: 3.2 Best Practices in Leadership and Management Development Session Chair: Namibia Presenter: Dr. Shehu Salihu Muhammad, Expert in Strategic

Management, Reform of Public Services and State Institutions, African Training and Research Centre in Administration for Development (CAFRAD), Tangier, Morocco

The paper examined the leadership and management development practices that have emerged as key issues, processes and methods employed in the achievement of organizational missions. To contextualize the presentation, appreciated was why Africa must be concerned with practices on leadership and management in the public service. Stated was that despite abundance in resources, Africa is confronted with myriad of development challenges. The presenter pointed that required in the 21st century, were governments to be backed with responsive, effective and efficient public service to create conditions for sustainable social and economic development. 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 serve as support instruments to strengthen public organizations in their responsibility of providing goods and services emphasizing that leadership and management conduct in Africa has serious implications for performance. The presenter outlined shortcomings which pose challenges with notable ones being; weak levels of transparency and accountability manifested in non-implementation of the adapted African public service charter; corruption which

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has almost become the norm in many countries; and training in the public service which though key in enhancing efficient and professional service, appears not to be professionally implemented. That training relevance and its practicability in addressing challenges of organizations is questionable notwithstanding the curricula. Desired was insulating training from bureaucratic politics and patronage, implementing need based training and effectively carrying out impact evaluation. Challenges notwithstanding, the presenter highlighted lessons that have implications for a renewed African public administration that connects better with the development challenges of the Continent. These are that; 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. Concrete and effective policies are necessary to confront the challenges. 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 informed the participants that a comprehensive package for leadership development has been developed with the assistance of international development partners and needed was pro-activeness by countries to implement. The governments in African need to commit to make leadership and management development a top priority. The last lesson stated was the involvement of customers in performance improvement through periodically engaging them in customer satisfaction surveys.

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In concluding, the presenter observed that the renewed concern for an effective and efficient public service that meet the aspirations of sustainable development in the continent could not have come at a better time. The search for best practices to build the future of the Continent is a priority especially in leadership and management. Stakeholders should collaborate on efforts at developing and building consensus on leadership development management systems. This should be reinforced by building partnerships, closing of knowledge gaps and promotion of information communication technology (ICT) to facilitate sharing of ideas. 3.3 Case Studies The two case studies presented focused on Human Resource Planning and Policy Architecture as a thematic area identified for the development of the management guides. 3.3.1 Namibia Case Study Session Chair: Namibia Presenter: Axel Kessler, Director, Human Resource Management, Government of Namibia The presenter started by putting into context human resource planning in Namibia in the country’s s long term development policy framework, “Vision 2030”. The Vision stipulates: “A prosperous and industrialized Namibia, developed by her human resources, enjoying peace, harmony and political stability”. He stated that capacity building in Namibia is pursued with the utmost vigor by both the private and public sectors. This includes institution restructuring and building; and human resource development. He pointed out that the critical issues to address include the specialized needs to achieve Vision 2030. Questions to be pondered on are the character of the Public Service and the kind of management and leadership profile needed to realize the Vision 2030.

He observed that human resource planning has to focus on two areas; National wide planning and on the public service itself to ensure that offices/ministries/agencies are enabled to meet challenges. That in Namibia,

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the Office of the Prime Minister, in its strategic planning process and in the context of the issues mentioned, has come to a deeper understanding of the need for better planning, better policy formulation and improved performance measurement. The presenter pointed out that the strategic planning process include review of organizations and staffing profiles to identify new skills requirements and retraining needs. He concluded by informing the delegates that Namibia has identified Information Communication Technology as the enabler. 3.3.2 Tanzania Case Study Session Chair: Namibia Presenter: Dr. Faisal H.H. Issa, Director, Public Service Management,

President’s Office, United Republic of Tanzania The Presenter stated that human resource play critical roles in delivering public services and in the achievement of socio-economic development goals. Accordingly, Government planners and decision makers have to ensure that their countries have capable human capital; the right number of people, with the right skills, attitudes and ethics. He reiterated that Governments must undertake human resource planning (HRP) and human resource development (HRD) seriously. He observed that many African countries continue to face human resource management (HRM) problems, in general and particularly human resource planning (HRP). Pointed out was that historically, human resource planning in Tanzania can be divided into three periods, corresponding to the prevailing ideologies and economic situation: 1961 – 1980s, 1980s-1990s and 1990s- to-date. He stated that the Government of Tanzania has embarked on a programme to undertake a national human resources survey as part of a regional study in the East African Community. That the study aims to support the Government’s intentions of preparing a Human Capital Data Base which would facilitate the provision of data and information about human capital development (HCD) to stakeholders. The results of the national HR survey will be a crucial input in the preparation of a human capital development strategy [and HRP in MDAs] ;

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He outlined the following experiences of human resources management in Tanzania which provide lessons to be learned: That;

1. Strategic Human Resource Planning at National Level is crucial to achieving national development agenda;

2. Investment in human resources (HRP and HRD) need to be the key priority;

3. Linking human resources planning to strategic plans; 4. Improve organizational arrangement for HRP; 5. The need to enhance planning and management capacity; 6. Improved and standardized HRP methods; and 7. The need for management support and commitment to HRD issues;

During plenary the following issues were raised:

1. A study that will guide the development of leadership competency framework for senior public servants is necessary across the countries;

2. It emerged that there are no clear career paths provided for the people 3. Needed is human resource planning for the entire nation economy and

public service; 4. Reflected on were manpower survey techniques to be able to measure

the entire economy and create global competitiveness; 5. Human Resource Planning tools to be linked with performance

standards 6. The need to institutionalize human resource planning across the

countries, and; 7. The need to link HRP to the budgeting cycle.

Day 2: PRESENTATIONS 3.4 Global Perspectives on Performance Management and Measurement

including Monitoring and Evaluation Session Chair: Mozambique Presenter: Joyce Maphorisa, Consultant, Performance Growth Consultancies, Botswana

The speaker of the session Ms. Joyce Maphorisa made a presentation on the Global Perspectives on Performance Management and Measurement including Monitoring and Evaluation. She highlighted the state of performance

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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 in the public service. 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 management and accountability of Governments to the citizens.

For the above reason, there has been mounting pressures on Governments to reform their 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 paper stressed on global approach to performance measurement, integrated planning and measurement, framework for 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.

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.

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3.4.1 Plenary Discussed was that the context for performance management is varied and each country would require to adopt 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. PRESENTATION 2:

3.5 Global Perspectives on Human Resource Planning (HRP) and Policy Architecture

Session Chair: Botswana Presenter: Dr. Harold Kuchande, Managing Director/Head of Human

Resource, Business Development, Management Solutions Consulting (Malawi Ltd.) and Senior Technical Advisor Dfid, Ministry of Health, Malawi

A paper on Global Perspectives on Human Resource Planning (HRP) and Policy Architecture was presented by Dr. Harold Kuchande. He discussed situational analysis regarding weak status of HRP in Southern and Eastern African Countries. The need for reforms in the area of human resource planning was emphasized as a strategy for professionalizing HR in Africa.

He pointed out that in 2009, Malawi with the support of UNDP took initiatives in developing HRP guides. The initiatives are aimed at strengthening HRP function in Malawi.

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The paper also focused on the objectives of HRP, summary of the content of HRP guide, and the general assumptions. The speaker highlighted the three steps followed in the development of HRP guides namely, forecast of requirement, forecast of available personnel and develop and implement strategies. 3.5.1 Plenary During the plenary session the following observations were noted:

1. Why is the recognition of the role of HRP not taking centre stage in public service?

2. Who should be in HRP? Traditionally economists were hired for HRP. Need to demystify HRP in the public service. What kinds of competencies/qualifications are required for staff to carry out HRP responsibilities?

3. What is the global perspectives regarding the function of HRP. Are they economists or HR professionals? Need to demystify the HRP by using modern software so that all HRM and HRD with training can handle HRP.

3.6 Case Studies Four case studies were presented. These were from Kenya, Botswana, South Africa and Mozambique. 3.6.1 South Africa Session Chair: Botswana Presenter: Lydia Phalwane, Director, Enabling Environment for Innovation,

Centre for Public Service Innovation, South Africa The presentation was in the thematic area Performance Management and Measurement. Pointed out was that in South Africa, there is a Performance Management System which is central to the attainment of the priorities of Government. That planning, performance management and M&E are core

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practices in the implementation of the national development agenda and policies. To emphasize the importance of these functions, planning and performance management are located at the Presidency. The location of PMS in Government is critical for implementation of PMS activities. The presenter stated that Unique to South Africa, the PMS system is entrenched in legislation:

The Public Service Act and Regulations, requires departments to have a strategic plan with measurable objectives, a performance management system and individuals to sign performance agreements with linkage to their personal development plans and work plans.

The Public Finance Management Act and related legislation and regulations, which require reporting on performance against predetermined objectives; and

At the Local Authorities level (Municipal), PMS is guided by Municipal Systems Act.

She pointed out that there was need to simplify PM systems and approaches, including the evaluation templates. The numerous systems per province and/or sector in South Africa pose a challenge and need to be integrated and consolidated. Other performance management challenges posed were recognizing performance of individuals that work in matrix arrangements including team performance, administering monetary incentives and taking remedial steps or dismissal of non-performing employees. These challenges are experienced in other countries and need to be addressed.

To note is that in South Africa, there is senior management handbook that details competencies, values and character requirements for engaging senior managers alongside a standardized performance system. This could be a point to consider when developing the guides. 3.6.2 Kenya Case Study Session Chair: Mozambique Presenter: Mr. Richard E. Ndubai, CBS, Permanent Secretary,

Performance Contracting Department, Kenya

The presentation was on Performance Evaluation and Measurement in the Public Service in Kenya. The presenter stated by providing the background

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leading to the establishment of the Performance Contracting system. He stated that the introduction of performance contracting was part of the reform agenda in Kenya in the reorientation of public sector management which require public entities to develop clear performance indicators and targets; focus on outputs/outcomes, not on processes; and sign performance agreements. He pointed out that Performance Contract (PC) as a Management Accountability Framework (MAF) provides mechanism to cascade national policy priorities to public institutions for implementation; a tool to ensure linkage between planning, budgeting and results; tool for monitoring and measuring performance; a tool for enhancing service delivery; and synergizes performance assessment at the individual level. That implementation of PC has created transparency and accountability in the management of public resources; enhanced effectiveness and efficiency in project implementation; changed cultures and work ethics in public institutions; restored confidence in the public service; enhanced public private partnerships in the management of public service; and it is a potent tool for creating, enhancing and sustaining competitive advantage for a country. The presenter was emphatic that PC implementation is bearing fruits in Kenya as acknowledged through the United Nations Public Service Award in 2007 in the first category of; transparency; accountability; and responsiveness in service delivery. He concluded by underscoring the fact that PC implementation in Kenya may offer valuable input in the development of the Performance Management and Measurement guide.

3.6.3 Botswana Case Study Session Chair: Mozambique Presenter: Montishiwa Monty Montshiwa, National governance Coordinator, Office of the President, Botswana The presentation highlighted leadership development, human resources management and reforms implementation in Botswana.

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Botswana was described as a capable state whose ability to formulate and implement policies, manage delivery of services, grow the economy and regulate society is premised on the capacity of its human capital, processes and institutions/structures. The presenter stated that Botswana has a clearly defined national governance agenda with strong leadership buy-in and focus on delivery of services to the citizens. That in the agenda Human capability (people) places emphasis on building the knowledge, skills, values and attitudes of public service providers and, capacity for greater citizen engagement in service delivery; Processes places emphasis on increasing the efficiency in the delivery of the services and Structures on strengthening and informing the development of appropriate systems in an integrated manner for service delivery. He pointed out that the agenda now is to sustain past achievements as well as ensuring efficient and effective service delivery to the people of Botswana. Concern is on ensuring quality of the services, quality of life and not so much about basic provision of services. That Botswana has already embarked on where it wants to be in future without the diamond industry to sustain gains made in this area. Emphasized was that performance management and measurement takes place at different levels with top leadership ownership for its implementation to succeed. The presenter reiterated that human resource development and planning should focus on talent management and succession management besides other HR functions. That establishment of assessment and development centres for recruitment and nurturing of competencies as in the case of Botswana is another learning point. Emphasized was the need for continuous M&E to ensure improvement and sustainability of initiatives put in place.

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3.6.4 Mozambique Case Study Session Chair: Botswana Paper by: Abdurremane Lino de Almaida, Deputy Minister of Public

Service, Republic of Mozambique

The presentation was on Mozambique’s experience in strategic management of human resources in the public/civil service. Outlined were the phases of the reform initiatives; 2001 – 2005 and 2006-2011 and the components. State was that reform agenda in Mozambique aims at improving service delivery and good governance. The case study offered the following for consideration when developing the management guides based on the good practices in strategic human resource management in Mozambique:

Need to create reliable HR database Establishing career and remuneration systems aimed at building a

competitive and motivated public service Need for policies and strategies for the development of HR taking into

consideration the current issues such as HIV/AIDs at workplace, gender and people with special needs.

A legal framework for implementation of initiatives to be undertaken.

In conclusion, all the case studies offered valuable ideas and information that will contribute to the development of the management guides. 3.7 Highlights of Group and Plenary Discussions 3.7.1 Group 1: Theme on Leadership and Management

The following were highlights from the Group:

(a) Definition of Leadership and Management: That the definition of leadership remains a debate. However, an

operational definition is necessary to give us a common understanding of what we are trying to communicate. The Group agreed that in the context of public service leadership is the capability to influence and move people to a desired better social economic position. A leader therefore, must have certain

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attributes such as ability to share vision, motivate teams, communicate goals and deliver better results to the citizens. Stated was that management is the process of planning, organizing, coordinating, leading and controlling to achieve the set goals;

That focus at this stage, therefore should emphasize on knowledge, values, ethics, and attributes that enable accomplishment of goals and objectives. The definition of these could draw from what obtained across the continent and beyond;

Pointed out was that consideration need be given to why we are concerned in the first place with improvement in the public service; This provides the critical context within which we have to devise mechanisms to having an efficient and effective public service through better leadership and management;

Arising from the above, stated was leadership is critical, not only for the attainment of public service mandates, but also ensuring sustainable development;

That the test of presence of competencies must be determined by the extent of results that have been achieved;

Reiterated was that the experiences of different countries within and outside the continent could help to provide a broad perspective that can serve as lessons; and

The Group concluded that bringing about pertinent competencies may entail the use of varied perspectives and approaches: draw upon practical success stories, adapting to pertinent best practices from around the world, and of course an examination of the situation on the ground can lead to development of management guides for use in the public service.

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3.7.2 Group 2: Theme on Performance Management Systems (PMS) (a) Definition of Performance Management System (PMS):

Performance Management System (PMS) was given an operational definition as an authoritative process by which the goals of public service are linked to corporate and individual targets to deliver value for citizens.

(b) Key Components/Principles of PMS

Key component/principles of PMS were identified as follows: National Vision and Mission; National Development Plan cascaded to sectors, organizations and

individuals; Right Managerial behaviours and philosophy; Focus on outputs and outcomes (high level Results); Agreed incremental targets driven by the value of continuous

improvement; An Accountability Framework; Valuing customers/people centered; Aligning organizational and individual goals; Measurement System that is reliable and valid; and Sanctions and Rewards.

(c) Modalities for Implementation of PMS

Modalities for implementing PMS were identified as follows: Appropriate Model adopted to countries unique context; Legal Framework to guide implementation; Ownership and political and managerial buy-in; Leadership ( Strategic location of PMS); Robust and implementable home grown tools or adapted to the

realities on the ground; Involving stakeholders in formulation, implementation and

Evaluation; Effective communication strategies; and Capacity building at all levels.

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3.7.3 Group 3: Theme on Human Resources Planning (HRP) Theme

(a) Definition of Human Resource Planning: Human Resource Planning (HRP) was defined as the process by which a Ministry or Department systematically assesses and forecasts the numbers and types of employees that will be required to effectively deliver its programmes and ensures that necessary interventions and/or strategies such as recruitment, training and staff development, redeployment and transfers, career planning, outsourcing/consultancies, automation, etc are put in place to provide the required human resources.

That it is a process involving a systematic assessment and forecasting of HRP requirements at the national, sectoral, organisational and occupational levels with a view to undertaking necessary strategies to have the right type of people, right skills and competencies with the right profile at the right time for the delivery of the national development agenda.

(b) Definition of Policy Architecture It was defined as a government instrument to guide human resource planning activities in all areas. The areas include, education, labour, informal and formal sector employment.

(c) Key Components of HRP Outlined were:

• Institutional framework; • Capacity and skills; • Robust educational system- lack of the relevant skills required; • Commitment of long term policy; • Monitoring and Evaluation – right framework, capacity – not meet

the required target; • Required was information gathering to provide reliable statistical

data for HRP in specific countries; • That there is a link between Performance Management and HRP as

you can get the gaps in an environment; and • Pointed out was the need for a clear instrument for HRP.

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(d) Suggested Approaches and Modalities • Legislation should be enacted with clear mandate; • Creation of a national HRP body with strong forward and backward

linkages with existing HR Planning institutions in the Public and Private sectors;

• Strengthen the existing units or sections within the Public and Private sector for HRP planning e.g. Training and budgetary support;

• Need for an integrated framework for all HRP activities within the national framework;

• Need to professionalise and build capacity in HRP planning; • Need to put in place a permanent training plan; • HRP should be taken as part of sectoral planning; • The evolution of the mission of the public service and the

competence necessary in order to fulfil the needs of the citizen; • Involvement of line management to help determine needs

supported by the HR professionals; • That planners should be empowered with technical skills and

resources; and • Called for was the need for institutional capacity to be enhanced in

order for the HRP to have an impact on the entire HR process.

3.8 Recommendations and Conclusion The following recommendations were made during the Workshop:

1. It was agreed African countries should support the All- African Public Service Innovation Awards (AAPSIA) programme that encourages innovation in the public sector for service improvement and good governance. This is to be realized through the countries networking to share experiences, providing support for innovation projects, encouraging citizens and the private sector to vigorously participate in innovation ventures and marketing of achievements.

2. There is need to build leadership and management capability in the

public service. Starting point would be to undertake a study that will guide the development of leadership competency framework for senior

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public servants across the continent. Such a framework will detail competencies, performance levels, values and character requirements expected of senior public officials.

3. Suggested was the establishment of assessment and development

centres for recruitment and nurturing of leadership competencies as is the case in Botswana.

4. There is need to strengthen the existing Human Resource Planning

(HRP) in the public and private sector through an integrated framework for all HRP activities in the context of respective national development agenda.

5. Effort be made to institutionalize and build capacity in Human

Resource Planning in the Public Service across the Continent and to align HRP activities with national budgetary cycles. This will help in the effective implementation of HRP activities.

6. Reflected on was the need for manpower surveys utilising appropriate

techniques for information gathering to provide reliable data for HRP in specific countries. Amplified was the need to create reliable HR database that can be used in the specific countries to identify the HR needs for the entire economy and for global competitiveness.

7. That the context for performance management is varied and each

country would require a management guide that allows adoption of PMS that fits their context. That the PMS system adopted should focus more on performance improvement rather than on pay rewards since this posed challenges of sustainability and manipulation in target setting. Underscored was the need to simplify performance management systems including the evaluation templates.

8. That there is need to legislate and entrench any adopted performance

management system in law as is the case in South Africa to guide implementation.

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9. That the strategic location of PMS in Government is of importance for the required top leadership support and the necessary clout.

10. Agreed upon was the need to benchmark on best practices and share experiences of different countries within and outside the continent that would help to enhance leadership and management competencies in the public service.

The participants concluded that the recommendations made during the Regional Workshop are to be considered in the development of the management guides.

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CHAPTER FOUR

4.0 Workshop Evaluation Summary 4.1 Introduction The Eastern and Southern 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 8th – 10th March, 2010 in Swakopmund, Walvis Bay, Namibia.

The objectives of the Workshop were to; (a) Share experiences on the best management practices; (b) Provide opportunity for stakeholders to share experiences on

management practices; (c) Build consensus on the content of guides; and (d) Exchange knowledge and peer learning.

After the three days workshop, a questionnaire was administered to forty-five (45) participants to evaluate the extent to which the Workshop objectives were achieved. In addition, the participants were asked to give suggestions on how to improve the next Regional Workshop. A total of twenty-five (25) questionnaires were received, a return rate of 56%.

4.2 The Findings The participants were asked to rate each of the four objectives as excellent, very good, good and fair. The following are the findings from the analysis of the returned questionnaire per item:

(a) Share experiences on the best management practices;

Ratings Frequency Percent Cumulative % Fair Good Very Good Excellent Total

1 10 12 2 25

4 40 48 8 100

4 48 96 100

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A majority 14(52%) of the participants rated the achievement of the objective on sharing experiences on the best management practices during the Regional Workshop on the Development of Management Guides as excellent and very good. A considerable number 10(40%) rated it as good while only 1 (4%) participant rated it as fair. The data indicates that 24(96%) of the participants felt the first objective was achieved.

(b) Provided opportunity for stakeholders to share experiences on

management practices

Ratings Frequency Percent Cumulative % Fair 1 4 4 Good 6 24 28 Very Good 16 64 92 Excellent 2 8 100 Total 25 100

A majority 18(72%) of the participants rated the achievement of the objective on providing opportunity for stakeholders to share experiences on management practices during the Workshop as excellent and very good while a considerable number 6(24%) rated it as good. Only 1 (4%) participant rated it as poor. The data finding show that 24(96%) of the participants felt the second objective was achieved.

(c) Build consensus on the content of guides

Ratings Frequency Percent Cumulative % Fair Good Very Good Excellent Total

5 9 9 2 25

20 36 36 8 100

20 56 92 100

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A considerable number 11(44%) of the participants rated the achievement of the objective as excellent and very good. 9(36%) rated it good while 5(20%) rated it as fair. In other words, 20(80%) felt that the workshop gave them an opportunity to build a consensus on the content of the management guide.

(d) Exchange knowledge and peer learning

Ratings Frequency Percent Cumulative % Fair 2 8 8 Good 7 28 36 Very Good 13 52 88 Excellent 3 12 100 Total 25 100

A majority 16(64%), of the participants rated the achievement of objective of exchanging knowledge and peer learning as excellent and very good. A considerable number 7(28%) rated it as good while 2 (8%) participants rated it as fair.

Overall, majority of the participants 91% rated the achievement of the Workshop objectives as fully met whereas 9% rated it as partially met.

4.3 Comment on the general organization of the Workshop

Ratings Frequency Percent Cumulative % Fair 4 16 16 Good 10 40 56 Very Good 7 28 84 Excellent 4 16 100 Total 25 100

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A considerable number of the participants 11(44%) felt that the general organization of the Workshop was in the categories of excellent and very good. 10(40%) felt that it was good while 4(16%) felt that the general organization was fair.

4.4 Suggestions for Improving Future Regional Workshops

The Participants gave the following suggestions for improving future Regional Workshop for development of the management guides for the three thematic areas as follows:

There is need to articulate upfront to the participants the key

objective of developing management guides and the necessity of presenting draft guides/templates for discussion during the Workshops.

More time is required during the plenary sessions and during

thematic working group discussions.

More countries to be encouraged to attend the Regional Workshops since they are good forums to share experiences, success, challenges and create ownership of the guides.

Limit the number of country case studies to those countries which

can showcase best practices in the three thematic areas.

Member countries to give serious thoughts on financing 6th CAMPS and setting up a permanent secretariat for the smooth transition whenever there is change of the chair person.

The consultants on the three thematic areas need to be involved in

the foundational stages of the development of the management guides.

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Need to improve on hospitality aspects with regard to transport and accommodation.

The Workshop was professionally handled, discussions were lively

and the venue was good.

In conclusion, the workshop objectives were met and the participants gave several suggestions as indicated on how to improve organization future regional workshop.

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APPENDICES

Appendix i: Workshop Programme

AFRICAN UNION 6TH CONFERENCE OF AFRICAN MINISTERS FOR PUBLIC/CIVIL SERVICE

EASTERN AND SOUTHERN AFRICA REGIONAL WORKSHOP ON DEVELOPMENT OF MANAGEMENT GUIDES: 8TH- 10TH MARCH, 2010

IN SWAKOPMUND, WALVIS BAY, NAMIBIA

DAY ONE: 8TH MARCH 2010

Time Item Facilitator Session’s Chair 9.00 – 10.00 Registration All Participants Host/Secretariat

10.00 -10. 30 Presentation on AAPSIA Republic of South Africa Namibia 10.30 -11.30 Global perspective on Leadership and

Management Development Dr. Shehu Salihu Muhammad

11.30-12.00 Health Break All 12.00 – 12.30 Country Specific Case Study Tanzania

12.30 – 13.00 Plenary Discussion Namibia

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Time Item Facilitator Session’s Chair 13.00-14.00 Lunch Break All

14.00 -15.30 Country Specific Case Study Namibia Tanzania 14.45-15.30 Plenary Discussions Tanzania 15.30- 16.30 Welcoming Remarks

Address by AUC

Opening Address

Dr. Libertina Amathila Deputy Prime Minister

Commissioner Julia D. Joiner(Mrs.)

Hon. Dalmas Otieno Anyango, EGH, MP- Chairperson 6th CAMPS

Namibia

16.30 End All DAY TWO: 9TH MARCH 2010 9.00– 9.30 Recap of Previous Day’s discussions Workshop Rapporteur Mozambique

9.30 – 10.30 Global Perspective on Performance Management and Measurement including Monitoring and Evaluation

Ms. Joyce Maphorisa

10.30-11.00 Health Break All 11.00-11.20 Plenary Discussions Mozambique 11.20-11.50 Country Specific Case Study Kenya 11.50-12.10 Plenary Discussions 12.10-12.40 Country Specific Case Study Botswana 12.40-13.00 Plenary Discussions 13.00-14.00 Lunch Break All 14.00-14.30 Country Specific Case Study South Africa 14.30-14.20 Plenary Discussions Botswana

14.20-14.50 Country Specific Case Study Mozambique 14.50-15.10 Plenary Discussions

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Time Item Facilitator Session’s Chair 15.10-15.30 Health Break All 15.30-16.00 Global Perspective on Human Resource

Planning and Policy Architecture Dr. Harold Kuchande

16.00-16.30 Plenary Discussions 16.30 END All DAY THREE: 10TH MARCH 2010 09.00-09.20 Recap of the Previous days’ discussions Workshop Rapporteur Kenya

09.20-09.30 Briefing on group discussions Kenya GROUP DISCUSSIONS 09.30-11.00 Leadership and Management Development Chairperson group A 09.30-11.00 Performance Management and Measurement

including Monitoring and Evaluation Chairperson group B

09.30-11.00 Human Resource Development and Policy Architecture

Chairperson group C

11.00-11.30 Health break All GROUP PRESENTATIONS 11.30-11.50 Presentations by Group A Chairperson group A 11.50-12.10 Presentations by Group B Chairperson group B 12.10-12.30 Presentations by Group C Chairperson group C 12.30-13.00 Plenary Discussions Dr. Harold Kuchande

Ms. Joyce Maphorisa Dr. Shehu Salihu Muhammad

13.00-14.00 Lunch Break All

14.00-14.20 Summary of Recommendations Workshop Rapporteur Algeria 14.20-14.30 Closing Remarks Namibia

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Appendix ii: List of Participants

6th CONFERENCE OF AFRICAN MINISTERS FOR PUBLIC/CIVIL SERVICE

Southern and Eastern Africa Regional Workshop held on 8 – 10 March, 2010 Swakopmund, NAMIBIA

No. Name Country Designation Telephone Contacts E-Mail Address 1. Hon. Dr. Libertina Amathila Namibia Deputy Prime Minister +264 61 2872191 rswartz@opm.gov.na 2. Hon. Dalmas Otieno

Anyango, EGH. MP Kenya Minister +254 722 817516 tasley@wananchi.com

3. H. E. Julia D. Joiner (Mrs.) AUC Commissioner for Political Affairs

4. Hon. A. Sendazirasa Burundi Minister a.sendazirasa@yahoo.fr 5. Abdurremmane Almeida Mozambique Deputy Minister a.almeida@mfp.gov.mz 6. Richard Ndubai, CBS Kenya Permanent Secretary endubai@yahoo.com 7. Titus Ndambuki, CBS Kenya Permanent Secretary tndambuki@yahoo.com 8. Grilo Lubrino Mozambique National Director +288 glubrino@utresp.gov.mz 9. Amb. Rose Boit Kenya Kenya High Comm 10. Steven H. Isaack Namibia Director +264 61 812684243 sisaack@opm.gov.na 11. Jane Chege Kenya Deputy Director/HRM +254 722852233 janechege2005@yahoo.com 12. Thuli Radebe South Africa thuli.radebe@cpsi.co.za

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No. Name Country Designation Telephone Contacts E-Mail Address 13. Japhet Hasunga Tanzania Director hasunga@tpsc.go.tz 14. Shehu Salihu Muhammad Morocco Facilitator ssmuhammad@cafrad.org 15. Hassan Omari Kitenge Tanzania Asst. Director hassankitenge@estabs.go.tz 16. Jorge de Sousa Mozambique Chief jorgedesousa@yahoo.com 17. Hendrix Tonde SADC Senior Officer HR +267 71347132 htonde@sadc.int 18. Dr. Margaret Kobia, CBS Kenya Director/CEO +254 722722637 mkobia@kia.ac.ke 19. Dr. C. N. Wamwea Kenya D. Director +254 722852233 janechege2005@yahoo.com 20. Lily C. Sambu Kenya Principal Counsellor +264 813282452 Sambu_lily@yahoo.com 21. Boualem Alouache Algeria Inspector 001234484317 tonsef@yahoo.fr 22. A. Kessler Namibia D/HRM 2873154 akessler@opm.gov.na 23. Lydia Phalwane South Africa Director +27126832834 lydia.phalwane@cpsi.gov.na 24. Faisal H. Issa Tanzania Director +255 755948808 faisalissa@utumishi.go.tz 25. Zamaradi Kawawa Tanzania Information Officer +255 784434776 zamaradikawawa@estabs.go.tz 26. R. G. Sisimayi Zimbabwe Principal Director 263 – 4- 703624 rsisimayi@yahoo.com 27. Joyce W. Mukubi Namibia Dep. Director 264 – 61- 2873116 jmukubi@opm.gov.na 28. Jafet Nelongo Namibia Chief T. Officer 264 – 61 – 254636 jnelongo@opm.gov.na 29. Tjirorua Tjihambuma Namibia Chief Policy Analyst 061 287 2182 atjihambuma@opm.gov.na 30. Rebekka Kakololo Namibia Dep. Director 264 61 2872186 rkakololo@opm.gov.na 31. Deon Van Zyl Namibia 061 287 3086 dvanzyl@opm.gov.na 32. Lienette Goosar Namibia Namibia Economist

Journalist 064 404547 lienette.goosar@gmail.com

33. Potame Hakizimana Burundi Director h_potame@yahoo.fr 34. Samuel Ndayiragije Burundi Director ndajesam@yahoo.fr 35 Esperance Habonimana Burundi Director habonimanas@yahoo.fr 36. Juster Nkoroi, EBS CAMPS Head of Secretariat +254 720 787809 mwalimnkoroi@yahoo.com 37. Kimathi Mburugu CAMPS Programme Manager kimathimburugu@yahoo.com

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No. Name Country Designation Telephone Contacts E-Mail Address 38. Dabasso Saru CAMPS Programme Officer 39. Judy Ongolo CAMPS Administration/Protoco

l +254 722 529851 ongolo.judy@yahoo.com

40. Victor O. Mayomi Nigeria Technical Assistant to Head of Service(Reforms)

+2348035914784 vicmayo2002@yahoo.com vicmayo2007@gmail.com

41. Dr. Tunji Olaopa Nigeria Director +2348037020617 tolaopa2003@yahoo.com 42. Dr. Alves D’Almada J. ECOWAS Principal Programme

Officer +2347036622982 alvesdalmadn@hotmail.com

43. Dr. Harold Kuchande Facilitator Managing Director & Head of HR/Business Development

+265 993989706 +265 88153544

hkuchande@yahoo.com

44. Joyce Maphorisa Facilitator 45. Rendha Swartz Namibia Personal Assistant +26461811221809 rswartz@opm.gov.na

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Appendix iii: Speeches Director of Ceremony, Chairperson of the 6th Conference of African Ministers for Public/Civil Service, Hon. Dalmas Otieno Anyango, AU Commissioner, Mrs. Julia Joiner Hon. Ministers, Excellencies, Members of the Diplomatic Corp, Governor of Erongo Region, Hon. Samuel Nuuyoma, Distinguished participants, Ladies and Gentlemen, Members of the media This workshop is taking place at the tail-end of the African Union Commission’s "DECADE FOR CAPACITY BUILDING IN AFRICA" (2002 − 2011). This initiative is based on the contention that local Capacity Building should feature prominently in the development policies of our respective countries. It further seeks greater commitment to Capacity Building on the continent by pooling African resources and capacities, and allowing the African people to take ownership of their development processes. Our coastal resort town of Swakopmund is thus offering you an ideal setting to start the processing of re-writing our own history in governance and public administration. Performance Management and Measurement! Monitoring and Evaluation! Human Resources Planning and Policy Architecture! And Leadership and Management Development! – these are topical issues in our African Governance and Public Administration Programme. In developing guides/manuals it is important for you to note that African public administrations have neither been shielded from overall developments in the public administration field, nor escaped the influence of different models that periodically emerge and are advocated directly and indirectly by, for example, international organisations.

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As a result of the continents’ colonial history, but in more recent times also the excessive use of consultants from elsewhere and heavy reliance on conditional technical assistance, public administration in Africa is a mixture of ideas, initiatives, tools and techniques influenced and underpinned by very different philosophical and normative stances. As such it is often incoherent or at best weighed down by serious internal tensions that hinders effective performance. Director of Ceremonies, It is equally important to note that our governance and public administration efforts have been criticized and found wanting in terms of lasting impact. They have been described as suffering from being piecemeal, poorly sequenced and not adequately underpinned by programme design, monitoring and evaluation. The outcome of this workshop is critical in establishing not only communities of practise and learning, but also to come up with templates of best practices that can be readily adapted and applied in our respective member states to enhance efficient and effective public service delivery. I am hopeful and confident -as I am preparing to leave Public Service after many decades of active service, that your work and the results thereof at the end of this week, will go a long way in addressing the many-fold governance and public administration challenges such as:

leadership transformation; citizen transformation; knowledge-based and innovation-driven decision and

development; utilization of African potentials, skills and resources for

development; improvement of capacity of the capacity builders; and the need for integrated planning and implementation

approaches and continuous improvement processes.

I am also hopeful that the outcomes generated at the end of this week will have the potential to infuse public sector organisations and employees with the ideas and values underpinning the collectively formulated African policy agenda with respect to public sector

34

transformation and continuous improvement. I once again welcome you to the Republic of Namibia (and Swakopmund in particular) and trust that you will have a pleasant stay while engaging in robust debate, sharing of know- how and experiences. I would like to tender my apology for any mishap you suffered on your arrival, it was not deliberate. Once again you are most welcome. It is now my pleasure to declare this Regional Workshop for East and Southern Africa on the Development of Guides for Best Practices officially opened. I Thank You!

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Your Excellency, Dr Libertina Amathila, Deputy Prime Minister, Republic of Namibia Honourable Dalmas Otieno, Chairperson of the Bureau of the 6th Conference of African Ministers of Public Service and Minister of State for Public Service of the Republic of Kenya Members of the Diplomatic Community Heads of Delegation Delegates. This beautiful country, it will be recalled, was the host for the 3rd Conference of African Ministers of Public Service. Through the hosting of that historic event and indeed through subsequent visible commitment to the work of the African Ministers of Public Service, the Republic of Namibia has made its mark on Public Service Capacity Development in Africa. As I recall from my last visit in October 2007, Namibia was also the first country to host a Continental Workshop to share information on the occasion of Africa Public Service Day celebrations. These and all other efforts of Namibia to contribute to the cause of Africa’s development are most commendable. Your Excellency, Dr Libertina Amathila, allow me to express again, through you, the African Union Commission’s deep appreciation for the continuing commitment of the Government and people of Namibia to the African Public Service capacity enhancement efforts and indeed for the wonderful facilities made available for this Workshop as well as for the 4th Bureau Meeting to be held on Thursday. It is most pleasing for me to be back in Namibia, in this stunning setting in the budding City of Swakopmund, and I very much cherish the opportunity to address you all in this Opening Session of the Eastern and Southern Africa Workshop on the Development of Management Guides. The organization of this workshop is a clear testimony to the efforts of our Ministers to facilitate knowledge exchange amongst Member States, as a basis for enhancing African State Capacity. It is indeed also a clear indication of the leadership and determination of Honourable Dalmas Otieno, Chairperson of the Bureau of the 6th Conference of African Ministers of Public Service and Minister of State

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for Public Service of the Republic of Kenya. Your efforts Minister, are recognised with a deep sense of appreciation. Excellency, Minister, Ladies and Gentlemen The theme for the 6th Conference of African Ministers of Public Service that was as the coherence of the Public Service as a whole. In order to achieve coherence and to make the best use of human resources, Governments are compelled to move beyond traditional personnel planning practices towards more sophisticated approaches to human resource management. If we look towards the matter of Leader Development it is also imperative that we develop a wider conception of what is required. In my view, the exercise of leadership is something that needs to be demonstrated at all levels in our Public Services. Whilst there is a propensity to delegate upwards, appropriate Leadership Development interventions would seek to create and develop people who are able to respond to unfolding realities with creativity and a commitment to accountability. In the Public Service environment there is a clear need for people who are able to implement articulated polices. All too often we are faced with the reality that those entrusted with implementation fail to exercise leadership within their sphere of influence and hence fail to deliver. To overcome these challenges we must establish sophisticated approaches to Leadership Development and recognise that such a process cannot be relegated to short term training interventions. It must be rooted in recognising that the process of Leadership Development takes time and should, as best as possible, be spread across all sectors and levels of our Public Service organisations. The area of Performance Management has always been very complex and many of our Public Service Organisations continue to struggle with this. There are no easy answers to what would be an optimal system of Performance Management, but it could be argued that such a system must serve to enhance the impact of the Public Service on the overall society. Whilst there is a tendency to measure performance on the basis of activities, reality suggests that we must find ways of measuring overall impact and should link individual performance to the outcomes we are seeking to achieve. Having said this, I am also mindful that keeping a

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system simple and usable is often most important in any setting. Such a system would also do well if it is able to reward those who perform and also serve to remove from our Public Services, those who fail to deliver. If it serves this basic function, then the system we set in place would go a long way in contributing to the professionalization of our Public Service Organisations. With more sophisticated approaches to Human Resource Management, Performance Measurement and Leadership Development, we can look positively towards having Public Services that are able to attract and retain the ‘best and the brightest. In shaping these approaches, it is important that we look towards experiences amongst Member States and indeed from across the world. In particular, it is most imperative that we look at sharing innovative strategies that can be established to overcome situations where patronage-based appointments and poor leadership serve to undermine the professionalism of Public Service Organisation. A professional Public Service, as you all know, would go a long way in securing the developmental role of the state and ensuring that services are delivered in an efficient and responsive manner. It is indeed for this reason that our Ministers of Public Service adopted the Draft African Charter on the Principles and Values of Public Service and Administration. As you reflect on your own and global strategies in Human Resource Management and as you work towards establishing particular benchmarks, it is essential that you look towards the principles and provisions of this Draft Charter for guidance and as a basis for strengthening the commitment to held in South Africa during October 2008 was Developing the Public Service and Administrative Capacity of the State’. This theme was adopted on the basis that a ‘Capable State’ is one that is able to, amongst others, achieve the Millennium Development Goals (MDGs) and contribute positively to development processes by establishing efficient and responsive service delivery mechanisms. In carrying forward the mandate established through the 5th Conference, it stands to reason that capacity building through Human Resource Planning, Performance Management and Leadership Development would be most significant as areas of engagement amongst African Union Member States. Whilst the specific topics for this Workshop would require detailed

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reflections over the next three days, as a consolidated whole, they are, in my view, driven by the recognition that people are and should be at the centre of ‘state capability’ enhancement efforts. Indeed, the idea of a ‘Capable Developmental State’ is dependent upon the strength and competency of individual Public Servants, as well Performance Management and Leadership Development as key components of a Professional Public Service. If one looks carefully at the provisions of the Draft Charter, you will find direct reference to Performance, Leadership and Human Resource Planning.

Looking at the programme established for this workshop and reflecting on efforts to enhance knowledge exchange in the area of Public Service, I am compelled to urge all the experts gathered here to examine carefully ways of moving beyond the confines of this Workshop as just another event. Outside of the value of this Workshop, as an event in itself and as an opportunity to exchange information, it would be essential to look carefully at the intended Management Guides and reflect on what would be most useful to all Member States and Public Servants who could not be here with us. Such a reflection must be driven by building an understanding, through your inputs, on what type of information would be most useful for Public Servants responsible for Human Resource Planning, Leadership Development and Performance Management. In other words, if the intention is to produce a Guide, what should the content of such a Guide be, so that it proves useful to Public Servants across our vast Continent?

There are indeed no easy answers to questions about the utility of what is intended. However, this should not detract us from making sure that what is intended is engaged with in a critical manner and we ensure that this Workshop and the intended product has wider value. Indeed, if we are to remain true to our commitment to optimal performance, the results established must relate to a larger impact across all Public Service Organisations in the Continent. I am confident that as experts from Member States, you would all be better placed to engage with the matter of ensuring that your deliberations create a basis for wider learning and change. After all, we are, as Public Representatives and Officials all compelled to ask whether indeed our actions are contributing to a better world. On this note of encouraging optimal performance from all us, allow me

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Your Excellency Deputy-Prime Minister, to re-articulate, in my own word, the challenge you posed at the 6th Conference of African Ministers of Public Service. Whilst it is all great and imperative to have wonderful ideas of what constitutes a Developmental State and all of the wonderful components that need to be in place, the actions we take and the deliberations we engage upon must have demonstrable, practical and real value to Member States. In fact, from my own recollection, your specific intervention Your Excellency was reflected in the Declaration of the Conference, which provided that emphasis needs to be focused ‘on more immediate challenges and concerns affecting Member States’. The message for all us, it seem to me, is very clear, be practical and focused in what you do, as a basis for ensuring real value. To avoid the temptation of going into detail on matters relating to this Workshop, I must humble myself and accept that the deliberations will be in the hands of nominated experts from Member States. It is indeed most pleasing that many of you have made it to this Workshop and this does reflect that the topics for discussion are important and close to the realities you confront on a day-to-day basis. As always, I welcome the opportunity for dialogue on matters relating to the various topics, I do also appreciate that the product of your deliberations or at least, a brief summary report will be presented to the Ministers Bureau Meeting to be held on Thursday this week.

In concluding, allow me to join Her Excellency, Dr Libertina Amathila, in welcoming you to this workshop, held under the auspices of the 6th Conference of African Ministers of Public Service. I wish you well with the deliberations and am certain that you will return home with fond memories of the wonderful Namibian hospitality and most enriched from the experiences and insights shared during these three days of interactions. Thank you.

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SPEECH BY CHAIRPERSON HON. DALMAS OTIENO ANYANGO, EGH, MP, CHAIRPERSON OF THE 6TH CONFERENCE OF AFRICAN MINISTERS FOR PUBLIC/CIVIL SERVICE DURING THE 1ST REGIONAL WORKSHOP HELD ON 8th - 10th MARCH, 2010 IN SWAKOPMUND, WALVIS BAY, NAMIBIA. Your Excellency Dr. Libertina Amathila, the Deputy Prime Minister, Office of the Prime Minister of the Republic of Namibia and our host here today, Your Excellency Julia Dolly Joiner (Mrs.) AU Commissioner for Political Affairs, Distinguished Resource Persons,

Distinguished Participants,

Ladies and Gentlemen.

It gives me great pleasure to welcome you all to the Southern and Eastern Africa regional workshop here in Swakopmund, Walvis Bay, Namibia. This is the first regional workshop from among a series of workshops planned for across the continent. I sincerely thank Hon. Minister Dr. Libertina Amathila and the Government of the Republic of Namibia for graciously hosting this very important workshop. May I on behalf of the Bureau, express my deepest gratitude for the warm welcome and generous hospitality accorded to us by the Government and the people of the Republic of Namibia since our arrival in Swakopmund, Namibia. I recognize and appreciate the financing of this workshop by both the Government of Namibia and the UNDP. Ladies and Gentlemen; This workshop is organized as part of activities being implemented under the Conference of African Ministers of Public/Civil Service (CAMPS). The Conference of African Ministers of Public Service/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. At this Conference, the Ministers

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Program, as the 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 is held biennially. A Bureau of Minister’s comprising representatives from the 5 African region 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 - Kenya 2. 1st Vice Chair - Algeria 3. 2nd Vice Chair - Ghana 4. 3rd Vice Chair - (from Central Africa to be elected

after consultation) 5. Rapporteur - Mozambique

Ladies and Gentlemen; The Conference of African Ministers has evolved to become one of the most significant expressions of Africa’s political leadership to not only define and set the agenda for Africa’s 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 enhancing scrutiny on the reform agenda in the continent. 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 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,

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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 central macro-economic framework that eradicates poverty and surpasses the minimum standards set by MDGs;

implements its continental commitments on governance and 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 individual interventions, appropriate for the African context, to achieve excellence in public administration and service delivery among the member States. Ladies and Gentlemen; 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

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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 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 10. Monitoring and Evaluation. 11. 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 volunteers to take leadership of a thematic area by facilitating and coordinating its implementation 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. Ladies and Gentlemen; The Bureau has adopted a work plan that details the deliverables and activities for each of the thematic area. We are here today because of the following three thematic areas:

1. Human Resource Planning and Policy Architecture; 2. Performance Management and Measurement including Monitoring

and Evaluation; and 3. Management and Leadership development.

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The planned outcome for these thematic areas is development of management guides. The process of developing the guides is to commence by holding regional workshops across the continent.

The purpose of the workshops is to:

Provide opportunity for stakeholders to contribute to development of the guides;

Identify and agree on the outline and content of the guides to be developed;

Facilitate exchange of knowledge and peer learning; and Build consensus early enough 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 regarding these areas, exchange country practices and identify issues that should be addressed in drafting the various guides.

Ladies and Gentlemen; At the end of this workshop you are expected to 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. Once all the regional workshops have been held, the champions will work with a consultant to develop draft guides. The draft guides will be submitted to member States in a continental workshop to be held in the 3rd quarter of the year before finalization and presentation to the Conference of Ministers later in the year. My expectation is that the guides should be finalized quickly and 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 transformation efforts.

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Ladies and Gentlemen; The agenda before us for the next three days is an ambitious one and it calls for our full attention and participation of all present. It is now my honour and pleasure to declare this workshop officially open and wish you all successful and fruitful deliberations. Thank you.

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Closing Remarks: Read by the Director of Ceremony Hon. Dr.Libertina Amathila, Deputy Prime, Minister, Republic of Namibia, Hon. Dalmas Otieno Anyango, Chairperson of the 6th Conference of African Ministers for Public/Civil Service, Mrs. Julia Dolly Joiner, AUC Commissioner, Honorable Ministers and Deputy Ministers, Excellencies- Members of the Diplomatic Corps, Permanent Secretaries, Senior Officials, Ladies and Gentlemen, Members and Media. I would like to express- on behalf of the Deputy Prime Minister of the Republic of Namibia- our profound gratitude to ALL the distinguished participants for attending this important Regional Workshop for East and Southern Africa under the auspices of the Conference of Ministers for Public/Civil Service in Africa. Namibia’s readiness to host as well as the substantial resources that we allocated to this event stem from our continued commitment and dedication to the African Governance and Public Administration Programme. The hosting of this event was in direct response to the call by the Chairperson of the Conference on member States to host events to foster continental-wide ownership, buy-in and commitment of own resources to the work of the Conference. We are confident that Swakopmund has provided you with the right setting to discuss and interrogate the three thematic areas;

Human Resource Planning and Policy Architecture; Performance Management and Measurement (including Monitoring

and Evaluation); and Leadership Development and Management.

The proposed development and consolidation of best practice guides will go a long way in informing African Governance and Public Administration. However, we cannot and should not loose side of

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country specific realities, priorities and perspectives as well as global experiences and developments. The adage of “think globally, act locally” is indeed a useful pointer in this regard. The substantive and quality feedback generated through the group discussions provides ample proof that justice has been done in the interrogation of the thematic area under discussion. We should, however, be conscious of the fact that different jurisdictions across the continent have varying legislative, institutional and governance frameworks, structures, procedures and systems. The work we have started should therefore not be seen to be the end in itself and need to be further developed.

The fact that these management templates are being developed by ourselves as Africans is proof of the fact that we need to consciously rewrite our own history, particularly with regard to governance and public administration. It will be important for these templates to be readily adaptable in our respective member states to enhance efficient and effective public service delivery, we are hopeful-above all-that these templates will contribute towards (sustained) continuous improvement of public services; changing of inherent negative mindsets; as well as the fostering of transformational leadership across the Continent. The outcomes of this workshop will thus go a long way in achieving the vision of “building capable developmental states in Africa” as reflected in our Long Term Strategy.

In conclusion! Your presence, input and deliberations have made this Regional Workshop a huge success. This 1st Regional Workshop was a test –run for the CAMPS Secretariat and the host country. If there were any administrative hiccups I would like to sincerely apologize for any inconvenience caused. I am confident that the lesson learnt from this workshop will inform all future events. Let me use this opportunity to wish you safe trip to your respective destinations. For those of you who will remain for an additional day or two please make it a point to enjoy the beautiful scenery, cuisine and all else that Swakopmund has to offer. It is now my pleasure to declare this Regional Workshop for East and Southern Africa on the Development of Guides for Best Practices Official closed.

I Thank You! Shall we please rise for the African Union and National Anthems.

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Appendix iv: Evaluation

Workshop Evaluation EASTERN AND SOUTHERN REGIONAL WORKSHOP ON DEVELOPMENT OF MANAGEMENT GUIDES: (8TH -10TH MARCH, 2010, SWAKOPMUND, NAMIBIA) We would appreciate your feedback on the proceedings of the Workshop improvement of future Workshops Questions 1. How would you rate the achievement of each Workshop objective

listed below? (Tick appropriately)) (a) Share experiences on the best management practices;

Excellent Very Good Good Fair

(b) Provide opportunity for stakeholders to share experiences on management practices;

Excellent Very Good Good Fair

(c) Build consensus on the content of guides;

Excellent Very Good Good Fair

(d) Exchange knowledge and peer learning. Excellent Very Good Good Fair

2. Suggest ways of improving future management guides

development workshops ……………………………………………………………………………………

……………………………………………………………………………………

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…………………………………………………………………………

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3. Comment on the general organization of this Workshop.

Excellent Very Good Good Fair Please explain ……………………………………………………………………………………

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