12th International SPMA Conference

Presenter: Nyaradzai Mukari

An analysis of continuing professionaldevelopment as a contemporary driver ofcompetence: case of the National School ofGovernment

“the illiterate of the 21st Century will not be those who cannot

read and write, but those who cannot learn, unlearn and relearn”

Alvin Toffler

Research Topic

Problem statement

The public sector in South Africa is characterised by a lack of

skills (Public Service Commission, 2017).

The public sector employs 24.1% of the population in the

three government spheres, including companies owned by the

state (2015 Labour Force Survey published by Statistics

South Africa)

66% of the auditees failed to obtain clean audits in the

2014/2015 financial year (AGSA, 2014/15: 28).

National School of Government (NSG) provides continuous

learning and development, but not compulsory CPD.

This study aims to evaluate the need for compulsory CPD for

the public sector employees with specific reference to that

which is offered by the NSG.

Research objectives

To determine and contextualise the importance of compulsory CPD in the public sector

To determine appropriate CPD for public sector employees

To examine the role of the NSG in the implementation of CPD for the public sector

To propose practical recommendations for CPD implementation in the public sector.

Research method and case study

This study employed the qualitative approach.

The case study was the National School ofGovernment (NSG)

However, the training offered by the NSG hasnot yet been made compulsory to the publicsector. This leaves gaps of standardisation inthe sector.

Definition of CPD

Continuing Professional Development (CPD):

maintaining and enhancing knowledge, competencyand expertise by individuals throughout their career.

It should be tailor-made to the individual needs, takinginto consideration the benefit of– the individual,

– the profession,

– employer and

– society.

(Mulvey, 2013:267; Megginson and Whitaker, 2007:3-4;Rutter, 2013:1).

Importance of CPD (some insights)

Updating of knowledge - “…it is absurd to think that the knowledge acquired inany profession 10 to 20 years ago will be adequate for a lifetime”.

Grayson (2010:9)

Damage to the profession -If professionals do not keep abreast of thetechnological and other disruptions.

Dell (2010:39) and Mulvey (2013:269)

Gaining the trust of the public. assuring stakeholders that standards are monitored.Mulvey (2013: 268)

Expanding knowledge capabilities affirming the coherence in professional identity.Mackay (2017:1056)

Comparative analysis of capacity building in

Botswana, Zimbabwe and South Africa

ZIMBABWE

• Public Service Commission

• Ministry of Public Service

• Zimbabwe Institute of Public Administration and Management (ZIPAM)

• Government Ministries and Departments

BOTSWANA

• Institute of Development Management

• Commerce and Botswana Public Service College

• Development Partners

SOUTH AFRICA

• Sector Education and Training Authority

• National School of Government

Common capacity building implementation challenges

Scarce financial resources;o Governments have reduced their budgets regarding

the development of human resources (Tshukudu &Lucas 2015:53).

o Training of employees is the last priority on aninstitution’s programme owing to financial constraints(Haruna, 2015:158).

Unstable political climate;

Corruption;

Emigration of skilled public sector officialscausing a massive brain drain.

Common capacity building implementation challenges

Lack of proper evaluation of the current trainingand development intervention.

Lack of proper guidelines to train public officials(Tshukudu & Lucas, 2015:55).

There is a disjuncture between the training andthe training needs of public officials (Tshukuduand Lucas, 2015:56).

Public functionaries are sometimes sent to othercountries that are more technologically advancedfor training (Haruna, 2015:158).

Comparative analysis of CPD at SAICA and NSGCriteria South African Institute of

Chartered Accountants

(SAICA)

National School of Government(NSG)

Mandate It is a professional body. It is a training institution listed as a

national department..

Partnership SAICA acknowledges and accepts

relevant CPD earned from other

institutions.

NSG does not recognise CPD from other

institutions. It only focuses on its own

courses.

Supporting documents for CPD

Constitution SAICA has a constitution that

emphasises professionalism of

members.

NSG does not have an institution- specific

constitution. It relies on the Constitution

of South Africa.

Code of

professional

conduct

SAICA has a code of professional

conduct for its members.

All government employees are subject to a

Public Service code of conduct.

CPD policy SAICA has a CPD policy NSG does not have a CPD policy.

Appeals policy SAICA has a CPD appeals policy NSG does not have a CPD appeals policy.

Comparative analysis of CPD at SAICA and NSG

Criteria South African Institute of

Chartered Accountants

(SAICA)

National School of

Government(NSG)

CPD activities

CPD

participation

Participation in CPD activities is

compulsory and members are

supposed to be responsible for their

own learning.

Not compulsory to take part in the CPD

activities though there is an induction

programme that is indicated as compulsory for

all the public sector employees who have just

entered in the sector.

Reporting SAICA has mechanisms in place that

allow for the reporting of CPD

activities.

NSG does not have a mechanism in place that

allows for public officials to report their training

activities as these are not compulsory.

Compliance It is a prerequisite to comply with CPD

activities if you are a member of the

professional body.

Public sector officials are not forced to take part

and earn points in the activities at NSG.

Measuring CPD SAICA has CPD activities that are point

bearing.

NSG has credit-bearing courses. The majority of

their courses are measured in days.

Membership

database

SAICA has a membership database. The NSG does not have a permanent database

for members since public servants periodically

attend courses.

Findings and Recommendations

Findings Recommendations

Changing the NSG mandate

The government should consider amending the current mandate of the NSG to create a professional body through an act of parliament.

Lack of a membership database for the purposes of monitoring CPD

It is recommended that the NSG should develop a database for all public functionaries so that it will be able to record all the public officials as CPD will be a compulsory requirement.

Absence of documents that enforce CPD

The NSG needs to develop a constitution, code of professional conduct and CPD policy that are aligned to its proposed new mandate of ensuring a professional public sector.

Findings and Recomendations

Findings Recommendations

Lack of mechanisms to enforce compulsory CPD

The public sector must have compulsory CPD as their environment is not immune to disruptions and constant change that require greater agility from employees.

A narrow focus on CPD initiatives by the NSG

The NSG’s main focus is on training and development which is but a component of CPD. CPD should include formal, informal and non-formal activities. CPD is an extension of education, practical experience and training.

Need for a professional body and funding mechanisms for CPD activities

The establishment of a professional body assists with gaining independence where separate governance structures will be formed for the purposes of making independent decisions.