Professional developments
| DOI | http://doi.org/10.1002/pad.4230120207 |
| Published date | 01 May 1992 |
| Date | 01 May 1992 |
PUBLIC ADMINISTRATION AND DEVELOPMENT, VOL.
12,209-214 (1992)
Professional Developments
This section exists to promote an exchange of ideas and experience between readers. Summaries
of
recent developments in management, research and training are intended
to
provide the
opportunity for interested readers to follow
up
by writing to the contact person for fuller
information.
In
addition to reports
on
activities, we would also like to receive short ‘think
pieces’ floating fresh ideas
on
some particular issue or field of work. Contributions should
be sent
to
Richard
Batley
(Assistant Editor).
The following contributions include two
on
South African human resource development:
one from
the
Commonwealth Secretariat recommending a major fund for short term training
and
the
other
by
Michael Hubbard describing a particular
case
of training for public adminis-
trators. The third contribution
by
Wendy Hollway describes a management training pro-
gramme for East African women. Lastly Cathy Watson describes a participatory approach
to project development
with
Kenyan pastoralists.
Human Resource Development in
South
Africa
A Commonwealth Expert Group has called for
a
f60
million short-term training
programme on human resource development for South Africa’s crucial transition
period on the way to becoming
a
non-racial, democratic country. The Group, chaired
by Mr John Harker of Canada, also recommended, in its final report to the Committee
of Foreign Ministers on Southern Africa (CFMSA), an Enhanced Multilateral Com-
monwealth Programme to channel such assistance. The Programme would amount
to at least
€5
million annually over a minimum of three years and focus on priority
areas identified in the report.
The Group drew up
a
strategy for development which emphasized developing
skills and institutions in such priority areas as central administration, local govern-
ment and technical services. They deemed these areas as strategically relevant
to
social transformation during the transition period.
Some
18,000
people from the present disadvantaged majority would be trained
under the
f60
million plan. Of this,
f3.6
million would be for high-level training
to enable black South Africans to take key positions in public administration. The
Group termed this a ‘crash’ programme for breaking
down
the apartheid structures
of government. The occupation of these posts by black South Africans would play
a crucial administrative and catalytic role in transforming and replacing existing
central and local government structures, the report said.
It suggested that specific targets be set for black advancement in public adminis-
tration during the transition period, especially in top management positions. A realis-
tic target would be
600
of the
3,000
top civil service positions.
Among the report’s many other recommendations was one suggesting the integ-
ration of existing bantustan and other administrative structures into an effective,
efficient, non-racial structure. It also suggested that resources be used to develop
institutions and organizations, such as universities and colleges, community organiza-
tions and trade unions, which could begin to displace the existing institutional order.
027
1-2075/92/020209-46%05.00
0
1992
by
John Wiley
t
Sons,
Ltd.
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