Full Version (251Kb ~ 1 min)

Introduction

1. This paper was requested by the substance committee supporting the preparations for the conference of Ministers for Public and Civil Service in October 2008. The theme for the conference, i.e."Capacity Building for the future capability of the African public service" and the mandate for the African Management Development Institutes’ Network (AMDIN) and its member institutions conflates naturally in this task.


2. As part of its commitments under the preparatory process for implementation of the African Governance and Public Administration Programme (AGPAP) AMDIN is in the process of concluding a macro level assessment process of Management Development Institute (MDI) capacities and planning consultation with member organizations across the continent. The Ministers’ conference offers an ideal platform to share some of the findings, and to allow for alignment with and guidance from the Ministers’ Conference on how to create the most optimal policy and operational environment for MDIs to optimize their efforts with respect to capacity development on the African continent – at least as far as their purview would allow for.


3. The work of the AMDIN is strongly supportive of the agenda of the Ministers’ Conference, particularly with respect to Human Resource Development (HRD) and Capacity Development for the African public sector. Since its inception a solid structural and organic link has been formed between the All Africa Conference of Ministers of Public/Civil Service and AMDIN. AMDIN constitutes an important vehicle for the Conference of Ministers. Through the training efforts of its member institutions it has the potential to infuse public sector organizations and employees with the ideas and values underpinning the collectively formulated African policy agenda with respect to public sector transformation. For example, it has a potentially critical role to play in the domestication of the African Public Service Charter and sharing knowledge with respect to African innovations in the public administration terrain. These MDIs include the schools and institutes of administration (SIAs) in the higher education sector, public administration research institutes (PAIs) and other public sector training institutions (PSTIs). The network organisational form of AMDIN is ideally suited for rapid communication across a broad spectrum of ever-growing organizations, with their embedded expertise, to support African ownership and content, and to encourage the sharing of whatever resources are at our disposal – even if that does not imply significant financial resources. The network, independent from other formal governmental and regional structures, offers the added advantage of flexibility, rapid response and limited bureaucracy to negotiate in implementation of programmes and projects. However, the regular exchange and quality interaction with those responsible on the political/ policy level of public sector change on the African continent is critical. As will be argued throughout this paper, such interaction constitutes a sine qua non if AMDIN and its member institutions want to be relevant and responsive to the overall agenda for development and the fight against poverty.


4. The paper sets out to briefly establish the importance and relevance of the capacity agenda, drawing the connections between capacity, development, the MDG process, good governance, effective institutions and people. It proceeds to make some cursory comments on the current status of African public sector capacity, the continued gap between what we need and what we actually have, as well as put forward some of the most common reasons for the continued existence of such discrepancies between what is intended, desired and real. The paper then shifts its emphasis to the MDIs themselves: outlining what potential roles the MDIs can play, acknowledging that capacity development is much more than only training. The paper shows how MDIs see themselves contributing more successfully to developing public sector capacity (and to a lesser degree in other sectors) by re-asserting their roles in terms of consulting/ organizational development, as well as in the critical area of (applied/ policy) research. The paper would be misleading if it does not include an honest reflection on the current capacity of the MDIs themselves and flag some of the most important impediments that are preventing MDIs from giving optimal effect to their potential role. However, an option of sidelining the existing institutions because of their shortcomings in favour of embarking on a programme of establishing new capacity development or leadership development institutions will be counterproductive. The paper argues that should the same amount of resources, energy and goodwill be channeled to the existing, but struggling institutions, than what new organizations will demand, the results will be exponentially better and more likely be more efficient and effective. It simply makes more sense improving what you have already invested in, rather than starting all over again, with no guarantees for better results.


5. Finally the paper sets out to focus the discussion by listing recommendations within the domain of this paper that were previously made and that could be considered by the Conference of Ministers. Similarly some suggestions emanating from the AMDIN consultative process which would require commitment by the Ministers, either as a collective or in their respective national settings, are outlined


6. The paper is reflective of many limitations. Obviously the area under discussion is huge and cannot be dealt with comprehensively in a single paper. However, the most important limitation that requires flagging is that we depart from an understanding that optimal performance can only take place when competence, motivation and opportunity intersect. Therefore, although the role of MDIs in improving public sector performance is crucial, it is not exclusive. All problems associated with capacity cannot be attributed to the MDIs. Note for example a review of Ghana’s capacity found:

   "Ghana possesses considerable human capacity. Talented individuals are found in government, non-governmental organizations, educational institutions and the private sector, and at all levels–national, district and community. An institutional framework of under-performing organizations, poor policies and a fractious polity has often stifled their talents."

   Much of the policy and operational environments needed to ensure a motivated public sector workforce what are appropriately utilised, fall largely outside the purview of MDIs. They can at best advise governments on some of these aspects, and as far as possibly sensitise managers as to how best achieve ideal situations in the workplace, but certainly they cannot take the decisions, nor on a daily basis implement those decisions and create a workplace that brings the best out of public servants. Salary reforms, better public sector infrastructure and working conditions; merit appointments and sound performance management practices belongs to government in general, and to the policy departments responsible for public sector reform and management of the line departments specifically.


7. MDIs are not in control of the environment in which new learning imparted by the MDI will be applied in practice. The point in theory is very clear that unless a base can be established for the transfer of learning between what takes place on a training course and what can be applied within the "sending" organisation’s context any training efforts’ impact is fundamentally compromised. By focussing on the MDIs the paper in no means want to create the impression of MDIs being the savour to all capacity problems and all the above issues need to be taken into consideration if headway is to be made in respect of capacity development.