In The name of Allah Ministry of Human Resource Development and Labour Sudan Academy For Administrative Sciences (SAAS)

Transcription

1 In The name of Allah Ministry of Human Resource Development and Labour Sudan Academy For Administrative Sciences (SAAS) A profile on: Modernization of (SAAS) For By: Dr. Adil KARADAWI.D.G of SAAS Marrakech (Morocco) May 2014

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3 December 2014 (SAAS-New Look)

4 A profile on: (SAAS 1959 ) Sudan Academy for Administrative Sciences Introduction: This article includes historical background about Sudan Academy for Administrative sciences, vision, objectives & Management. It describes SAAS training capabilities concerning regular programmes, institutional links and partnership with others. Description about Leaders training programme is stated. Challenges facing managers are discussed & the new needs are defined so types programmes to correspond to the new needs are stated concerning selection of programmes and extension of training institutions.

5 Sudan Academy for Administrative Sciences 1) Historical Background: The demand for Sudanese Academy for Administrative Sciences to cater for the developmental needs of top level staff in the different sectors of national administration was reinforced in the United Nations mission report on a programme for Administrative Reform December In response, Sudan Academy for Administrative Sciences (SAAS) was set up to cater for the administrative development of top level administrators and senior executives. SAAS law was established in 1978 in 1980 the Institute of Public de Administration was incorporated with SAAS. Today, SAAS is a national multi-purpose development institution, specialized by level concentrating on poste experience administrative training and using support services in the form of problem solving pragmatic research and consultative services.

6 2) Vision, Objectives & Management: 2-1Vision: A distinguished institute in its environment, management, performance, center of excellence for leadership and Stand reference Laboratory for human and Institutional capacity building: For a comprehensive and effective development. 2-2Objectives: Training: Designing and implementing training activities. Research: Conducting research activities. Consultation: Providing consultative services. Institutional Links: Promoting networking and joint action with similar national, regional and international agencies in the field of human resources development.

7 2-3Management set-up: SAAS is an autonomous institute under the auspices of the Ministry of Labour, Public Service and Human Resources Development. As an autonomous entity, SAAS has its own policy-making Board of directors. 2-4 Organizational set-up: SAAS organization composed of 3 centers 3 clusters: 1. SAAS/ center for researches on administrative development. 2. SAAS/ center for capacity building. 3. SAAS/ center for human, financial resources and advanced assistance. Cluster 1: administration developing of political development and decentralization. Cluster2: administrative developing, of economic private sector and business administration. Cluster 3: administrative developing for social- culture development and civil society.

8 3-(3 x 3) Compulsory Policy : 1) No Training without real training needs (To train Whom? On what? By who?) 2) Bilingualism : to use Two Languages at the same time in the Training Process: (Arabic English), (Arabic French).(Arabic African Language). a- From skills to competences. b- From subjects towards Interdisciplinary Approach. c- From Lectures towards participatory training Approach.

9 Actual Training: 4) SAAS Training capabilities: 4-1Regular Programmes: Annually, SAAS offers a wide spectrum of regular or panned training activities (encompassing training courses, workshops symposiums etc..) addressing priority training needs that are common to a large number of organizations in both public and private sectors. Currently regular training activities are categorized into six distinct thematic training areas as follows: a- Fellowship and post Graduate Diploma programmes. b- Development of Management Capabilities programmes. c- Decentralization and Peace Settlement Programmes. d-english for administrative purposes and communication skills (12 modules).

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17 It is through the third component Sudan Academy for Administrative Sciences (SAAS) as one of the prominent national training institutions get involved with (PSCBP) to support the government reform efforts in public sector management and decentralized governance.

18 4-2Actual Training (1) Fellowship Program: This program targets senior officials/executes in the Pubic Private sector as well as military and police officers. It aims to achieve the following objectives: (1)To develop the capabilities of the participants of participants to understand the political, economic, social and cultural changes happening. (2) To develop their abilities concerning scientific research and to adopt is Techniques in assessing evaluating performance. (3) To lead change management. (4) Discussing peace & negotiation issues economic development as well.

19 2. Currently the focus is on the following training area: Top Management Development. Public Policy Analysis. Project Management. Business administration. Human Resources Management and Development. Development & Training skills. Management Analysis. Women in Development. Decentralization-Good Govemance. Miscellaneous. Under each training area, different training activates are designed and developed.

20 5) What are the new needs: 5-1 Challenges: (8) challenges facing Managers are: 1)Globalization: which entails new markets, new product, new products, new competences and new ways of thinking about business requires a complex network of global centers of excellence that draw on technologies invented in one locale and shared worldwide. Rapid movement of products, people, information and ideas around the world to meet local responsiveness. it requires a global mindset and a bod commitment Thinking globally but acting locally.

21 2)Value chain for Business competitiveness: A consistent theme for the competitive future s building and operating organizations that will be more consumers responsive Responsiveness includes innovation, faster decision making, leading an industry in value, and effectively linking with suppliers to build a value chain and for customers. Managers must learn to create organizations that work along the value chain and across the value network.

22 3)Profitability: During the last two decades. Downsizing reengineering and focus on quality have directed attention towards doing more with less, becoming more efficient, improving processes and cutting costs as means to becoming more profitable. The initiative focus on reducing the cost of people, processes or other business expenses. Another initiative is revenue growth through leveraging customers to buy more of its products or by creating new products and a third path to growth involves mergers acquisitions or joint ventures.

23 4) Capability Focus: Who has the organizational capability to build the best product over and over, adjusting to global markets? Soft organizations capabilities show that they are working in many directions Building capabilities of confidence so al people believe that managers do what they say and maintain their reputation; Becoming boundary less allowing information and ideas to move across internal & external boundaries achieving for change & allow constant innovation; and learning, aliening change that builds on and maintain itself. Managers should constantly seek the capabilities necessary for success by examining what capabilities currently exist, and what will be required? How to align capacities with business strategies? How to create the needed capitates? How to measure the accomplishment of the needed capabilities?

24 5) Change: Managers employees and organizations must learn to change faster and more comfortably. Certain aspects have to be taken into consideration in change process. That is to honor the past for adaptation for the future, encourage the risk taking without putting the firm in jeopardy, determine practices to change for transformation, engage the hearts and minds of everybody in the organization and How to change & lean more rapid.

25 6) Technology: It made our world smaller. Closer and faster. It overcomes geographic distance as well as language and cultural differences. It changes the flow and use of information. Ideas are the currency of this century & intellectual capital can be captured and communicated. Technology affects how and where work is done & has redefined work time.

26 7) Attracting, retaining and measuring competence and intellectual capital. Successful firms will be those most adept at attracting, developing & retaining individuals with the skills, perspective, and experience sufficient to drive a global business. Securing intellectual capital means upgrading the leadership bench to be team-focused & shared rather than driven by a single person. Securing intellectual capital involves learning to share ideas and information, New ideas must be generated and recognized. Rapid learn is needed for the quick spread of ideas and innovation through improved information flow processes which leads managers to turn opportunities into vision, transform vision into action and align action with customers. It changes traditional measures of firms which focused on economic capital to be coupled with measures of intellectual capital.

27 8) Transformation: To change from turnaround efforts which concern with downsizing & restructuring to transformation efforts which focus on creating a mind share more than market share which results in similar issues for the customer and employees images through aggressive leadership. Transformation needs quality, freedom, recommitment of employees, new values & business process. It leads employees to build better quality bikes. To communication their pride in their products to customers and transform their own mindset.

28 5-2 The new needs: Leaders/managers have many roles to play mainly public relations, information, decision making and managerial roles. The managerial role needs technical, human, analatical, perspective and communications skills. So the new roles of Leaders/managers have to focus on Long-term/strategic and short-term operational, which needs strategic thinking & capabilities and operational skills. So the leaders should focus on the concern for Excellence.

29 1/Types of programmed to set up to correspond to the new needs:- General Frame:- 1) Selection: To define the target group from different sectors of the Govt. to be nominated. To define the personal traits such as adaptability individual influencing/leadership, information monitoring, creativity, open mind, initiation, innovation integrity, strategic & Visionary skills. To design a pretest program to measure their abilities.

30 2) Designing of Training programmes covering the following:- (i)knowledge: To cover these topics in broad terms: Political issues, Management, Economics, culture & Technology. (ii)skills and attitudes: to develop diagnostic skills of problem solving, human relations attitudes to improve the ability to deal with others diversity & technicalities of work. (iii)empowerment: By giving the managers the authority & power to achieve the target goals with excellence results.

31 5-3 Future Training Programmes: 1/ Strategic Planning. 2/ Stategic Management. 3/ Leadership. 4/ global marketing. 5/ negotiation and peace settlement. 6/ team building. 7/ Developmental Planning, monitoring & Evaluation. 8/ Good Governance, Democracy & Rule Law. 9/ Decentralization. 10/ Public expenditure management. 11/ Poverty reduction. 12/ Project management 13/ information technology. 14/ Total quality management Leading to Excellency.

32 5-4 Remarks: 1-Staff training institutions act as facilitators. 2-Participatory Approach. 3-Use ease studies for discussions. 4.Continuous training for Leaders.

33 6)A set of policies for the government training institutions: Government training institutions lie at the heart of the training system. They are the repositories of the expertise distilled from the real world. The quality and manner of their functioning has a mainstay for training of civil servants. Given their role it becomes imperative for them to become leaders in the process of enabling learning and change they should:

34 1) Have the requisite staff, infrastructure and finance to perform their functions. 2) Move to becoming models of excellence in the quality of the training they impart and as learning organization through a process of self-assessment and bench-marking. 3) Provide technical assistance and advice in preparation of annual training plans for the ministry/department and in outsourcing training (if so required). 4) Play a key role in assisting the Ministries/Departments in the process shifting to a competency based-framework for training (as applicable). 5) Assimilate technologies with a view to enabling learning anywhere, anytime for their clients. 6) Supplement their current programmes with distance and elearning courses.

35 7) Conduct field studies and research as part of the process of becoming repositories of knowledge in the areas of their sectoral or functional specialization (as applicable). 8) Provide advisory and/or consultancy services (as applicable). 9) Constantly review and modify their curricula, content and training methodologies to take account of training feedback and needs of client. 10) Network with other institution to share learning resources, experiences and expertise. 11) Facilitate the development of domain specific trainers and provide stability of opportunities for faculty development. 12) Put in place a rigorous system of evaluation of training programmes and assessment of their impact on individuals performance over time.

36 7)Recommendations: The structure of any training institution encharge of training of Leaders should be more organic in the dimensions of decentralization, delegation of authority & participative decisionmaking broad contact and multichannel of communications using new technology. The training institute has to collaborate with civil society and the private sectors in value adding ventured.

37 Certain activates have to be mind:- Link with international & regional institutions. Customer oriented - consumer responsive. To lead the organization in values & link with suppliers to be build value chain customers. To become more profitable by reducing cost of people leveraging customers and to merge and make joint venture with other partners. Building capabilities of confidence among employees becoming boundary less, achieving capacity for change & learning more faster & comfortably. Use of modern technology which affect how and where work is done and has redefined working time. Attracting individuals with kills; securing intellectual capital. Commitment of employees imposing new values & business processes.

38 By: Dr. Adil Karadawi D. G. of SAAS

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