Dr FM Orkin: DG and Branch Heads 28 January 2009 Cape Town

1. Dr FM Orkin: DG and Branch Heads 28 January 2009 Cape Town Briefing to the Parliamentary Portfolio Committee for Public Service and AdministrationAnnual Report 2007/08 and Strategic Plan 2009/10 - 2010/11

2. Presentation Structure • Part A: Context • Part B: Annual Report 2007/08 • Part C: Strategic Plan 2009/10 • Part D: Branch Developments • Part E: Finance and Budgets • Part F: Challenges and Strategic Issues

3. Part A: ContextThe Policy Environment • Existing Policy Context: • Legislation (including Public Service Act and PFMA) • DPSA Policy Frameworks, e.g. Vision 2015 HRD Strategy, Leadership Strategic Framework, etc. • NHRDS (National Human Resources Development Strategy) led by Department of Education • Planning for a Single Public Service • State of the Nation address

4. Part A: Context The Policy Environment (continued) • Palama 2009 PoA (Plan of Action) Commitments: • Mass Induction Programme to orientate new employees in level 1 to 12 of the public service • Khaedu action learning programme for SMS and middle management • Government-wide monitoring and evaluation (GWM&E) training for various levels • Good governance programmes including Gender Mainstreaming, HIV and AIDS in the Workplace, and Anti-corruption training • Accelerated Development Programme (ADP) to fast-track women and people with disabilities in accessing SMS positions

5. Part A: ContextPublic Service Profile • There are about 356 000 officials in national departments,781 000 in provincial departmentsand240 000 in local government • Of the above 1,3 million public servants: • 75% African, 9% Coloured, 4% Asian and12% White; • 54% Female; • 1% in the Senior Management Services (SMS); and • 10% in Middle Management and 15% in Junior Management in national and provincial departments • On average national and provincial departments spend 2% of thepayroll budget on training

6. Part A: Context The Complicated Training Landscape PSETA and other SETAs authorised by SAQA to accredit unit standards LOCAL PROVINCIAL Provincial sites of national depts External providers: HEIs FETs Private NATIONAL Internal providers Dedicated colleges: Justice, Foreign Affairs, Defence, Police, etc. Support: International & Profess. assns

7. Part B: Annual Report 2007/08Overview of SAMDI’s Service Delivery

8. Part B: Annual Report 2007/08Service Delivery Table Explained • Total PTDs of 104,000 for 2007/08 is 6% greater than the figure of 98,000 PTDs for the previous financial year • Total represents a shortfall of 8% against the target of 113,000 PTDs set during operational planning • 30% down on Service Delivery and Change Management programmes because of rewriting the curriculum and the manuals for the Massified Induction Programme (MIP) • 48% up Corporate Resource Management Training because Financial Management and Supply Chain Management courses, subsidised by National Treasury, were implemented • 92% of the target is satisfactory in a period interrupted by the public service strike and our transformation process

9. Part B: Annual Report 2007/08Year-on-Year Comparison of Academy’s Performance Person Training Days • Year-on-year comparison shows that the Academy’s performance has improved over the previous year

10. Part B: Annual Report 2007/08Perceptions of Palama’s Training • Overall perception of Palama’s training is carried out through: • Reaction monitoring • Evaluation reports • More than 80% of participants felt that training is of a high quality and standard • Some excerpts obtained from reaction evaluation for the Accelerated Development Programme were: • “The materials are user-friendly and well-structured. They give proper guidance to the reader and include additional readings and bibliography.” Female respondent, KwaZulu-Natal • “[The course provided] excellent exposure to areas such as PFMA that are not necessarily currently part of our work. The crosscutting learning across departments was also valuable.” Female respondent, National Department

11. Part B: Annual Report 2007/08Posts and Vacancies Through the Transition • During the last 3 years our staff complement, measured at year-end, has varied: • 2006/07 – 152 total staff in the old SAMDI • 2007/08 – 131 during the transforming into the Academy • 2008/09 – 128 presently in Palama with filling of new vacancies under way • New organogram provides for 237 posts: • Approximately 200 posts are funded • The balance to be paid by increasing • As at the end of January 2009 128 posts were filled, and: • There are 12 SMS vacancies, recently re-advertised • The remaining 60 funded vacancies are middle and junior management (JMMS) and administrative positions • These positions are presently filled with temporary staff • Interviews are currently underway for the JMMS positions

12. Part B: Annual Report 2007/08Gender Profile as at 31 March 2008 Percentage Total Overall Staff 2006/07 - 152 2007/08 - 131 2008/09 - 127 Total SMS Staff 2006/07 - 21 2007/08 - 22 2008/09 - 43 * At end-January – 12 vacancies to be filled

13. Part B: Annual Report 2007/08 Race Profile as at 31 March 2008 Percentage Total SMS Staff 2006/07 - 21 2007/08 - 22 2008/09 - 43 Palama SMS Disability Profile: End March 2007 – 0.0%, 2008 – 0.0%, 2009 – 2.3%

14. Part B: Annual Report 2007/08Race Profile as at 31 March 2008 Percentage Total Staff 2006/07 - 152 2007/08 - 131 2008/09 - 127 Palama Disability Profile: End-March 2007, 0.8%; 2008, 0.8%; 2009, 1.6%

15. Part C: Strategic Plan 2009/10Broadly Based Strategy for Palama • Palama’s Strategy is expressed in three ‘mantras’: • From being a provider to facilitator of training • From being a competitor to a collaborator with the full range of training providers • From selective to comprehensive coverage or ‘massified’ delivery • First main stream of activity: • Executive Development Programmes for entrant, lower and upper SMS • In collaboration with universities and counterparts and provincial academies • Second main stream of activity: • Massively extended management training for junior and middlemanagers • Training frameworks of curriculum, materials and accreditation • Induction Programme for new entrants and blended learning approach

16. Part A: Context The Transformation Process: Mincom to Palama MinCom Cabinet mandate for new two-stream strategy Strategic planning 2007 and task teams New organ’gram and match- and-place Strategic planning 2008 and new org. structure Balanced Scorecard objectives, roll out strategy • SAMDI too inflexible for a training institution • In competition with other service providers • Form of cost-recovery resulting in short-term, demand-driven offerings rather than a long-term strategy • Section 1 department reporting to DG • Foster and co-ordinate the delivery, on a meaningful scale • Practical management skills for a developmental state • Common ethos and value for a professional public service • Nine task teams • From a provider of training to a facilitator • From being a competitor to collaborating with other service providers • To extend its coverage from selective to comprehensive high-volume • New organization designed to fulfill mandate • Consulted with management, staff and unions • First and second preferences, competency exercises, interviews and selection tools • External Adverts • Framework for curriculum design • Cooperation with provincial academies • New financial model to facilitate a strategic framework and recover costs • Mass Induction Prgm roll out • Action learning roll out • Continuity in JMMS course provision • AMDP and EDP roll out as accredited SMS training • New building, regional sites • Palama launch • Balanced scorecard

17. Part C: Strategic Plan 2009/10Outline of Learning Framework Supply Chain Performance levels Information Immigration Human Res. Information Pensions Induction Finance Projects Finance People Culture Other Other Other Senior Middle Junior Supervisor Generic competencies Functional competencies Sectoral competencies

18. Part C: Strategic Plan 2009/10Partners and Stakeholders • Some Engagements with Partners: • Research on programmes offered by HEIshas been conducted • With HEI input, and help from French ENA, extra top SMS offerings • Network of sectoral collegesof departments like Correctional Services, Home Affairs, Foreign Affairs, Defence etc. • Provincial Training Entities and Other Stakeholders: • Discussing DPSA Framework for HR practitioners taught by Palama with provinces • Five Inter-Government Workshopshave been held, which included provinces, DPSA, DPLG, PSETA, DBSA, Vulindlela, Academy for Local Government and LOGOLA • Inter-Provincial Curriculum Committee working on sharing

19. Old SAMDI Strategic Objectives: Curriculum framework for JMMS Executive development programmes for SMS Partnerships: management institutes, providers Training programmes in support of AU countries Capacitate departments to identify training needs Implement a quality management system New Palama Strategic Objectives: Service delivery Stakeholder relations Lateral contribution to organisation Corporate governance Transformation into the Academy Part C: Strategic Plan 2009/10 Old SAMDI versus new Palama Balanced-Scorecard Objectives

20. Part C: Strategic Plan 2009/10Example of Palama Objectives and Activities: Executive Development

21. Vote Trade Outsourced Part C: Strategic Plan 2009/10The Palama Organogram 21

22. Part D: Branch developmentsExecutive Development • Purpose: Management development for 10 000 SMS members, in partnerships with Higher Education Institutions • Recent Developments: • Last three PSLDP cohorts graduated in November 2008 • Project Khaedu currently running in provinces and national departments • Successful Flemish seminar with DGs concluded • India study tour by top AMD graduates successfully completed • SMS seminar with Canadian specialist conducted in December 2008 • Executive Development Programme launched with a consortium of 8 institutions led by the Tshwane University of Technology • Accelerated Development Programme (ADP) successfully implemented, and out of 114 initial participants 77 went on to underwent the executive phase of the programme

23. Part D: Branch developmentsExecutive Development (continued) • New Developments: • Build on engagements with India, ENA in France, Brazil and Harvard • Research on local HEI landscape ready for presentation • Protocol and Diplomacy course awaiting approval of rates • Innovation in the Public Service - collaboration with CPSI underway • IT Policy Formulation course is under discussion • Accelerated Development Programme (ADP) graduation scheduled for May 2009 • Executive Development Programme (EDP) rollout on track • Induction programmes for Ministers and Directors-General, now also MPs, being designed

24. Part D: Branch developmentsLeadership Development Certificates of competence. Masters in public leadership. Public leadership curricula development. International development. Research scanning trends, improving the discipline & profession and innovation. Induction. Khaedu. Fellowship programmes. Peer support. Fast tracking talent. Arm chair discussions. Coaching. Mentoring. Process competencies. Decision making, strategic and organisational process. Skills, knowledge and competence. Technical and professional skills. Commitment, culture and ethos. Skills Will Space Goals, values and strategies. A supportive institutional environment. Planning system Career pathing, performance management systems, HR and organisational strategy. Context - regulatory requirements, political processes and socio-economic process.

25. Part D: Branch developmentsCurriculum and Materials • Purpose: Facilitates the development, quality assurance, and accreditation of curricula for 250,000 JMMS in a blended approach • Recent Developments: • Integrated and area-specific curriculum frameworks developed • Audit of Palama’s existing 50 courses conducted • Learning materials developed for e.g. Gender Mainstreaming, Massified Induction Programme, Ethics Management for Local Government, etc. • Draft Quality policy on procedures and tools for JMMS curriculum developed • Draft Curriculum and Assessment policies for Palama developed

26. Part D: Branch developmentsCurriculum and Materials (continued) • Recent Developments continued: • Five workshops with provincial and local counterparts to extend collaboration • Inter-departmental e-Learning Forum constituted (LOGOLA and provincial academies, and other government departments) • e-Learning version of the Bid Committee Course developed and piloted • New Developments: • Curriculum sharing process involving provincial academies, DPSA, SETAs, SAQA • Curriculum committee for peer review (Provincial academies/premier’s offices, DPSA,PALAMA, LOGOLA, experts)

27. Part D: Branch developments Provider Mobilisation • Purpose: Facilitates the creation and management of providers of training for junior and middle management • Recent Developments: • Audit of training providers’ contracts conducted and contracts renewed • Broad guidelines for provider mobilisation developed and used • Appointment of first group of Gender Mainstreaming Independent Individual Contractors (IICs) completed • Fifth Inter-government training stakeholders workshop for the sharing of training strategies and curriculum frameworks was held in Cape Town • First meeting held with sector department training academies for networking and sharing of best practices • The 12th Public Service Trainers Forum (PSTF) was held in Durban • M&E report in the Accelerated Development Programme completed

28. Part D: Branch developments Provider Mobilisation (continued) New Developments: • Draft guidelines for Palama training facilitators are under development • Trainer professional development framework underway • Draft provider deployment guidelines for regional training under development • Provincial roadshows for recruitment of providers • Monitoring and evaluation (M&E) system is being revamped to document a multitude of course presentations, and numerous trainees: • M&E of training is conducted at 3 levels; participant responses, on-site monitoring on a sample basis and impact evaluation when needed • M&E function provides qualitative and quantitative intelligence for programme quality improvement, provider management and planning processes

29. Part D: Branch developmentsInternational Relations • Purpose: Supports Palama programmes through the establishment of strategic partnerships aligned to South Africa’s foreign policy priorities • Recent Developments: • Training for public service and support for the Ecole Nationale Administration (ENA) in DRC. 600 DRC officials were trained • International Exchange programmes with partner institutions, includes India and Brazil (IBSA) seminar series • Extension programme for graduates of ADP in India • The Netherlands provided R2.4m to pilot for equipping Municipal Managers with core skills for improved service delivery • On behalf of African Management Development Institutes Network (AMDIN) 23 officials from 11 African countries were trained • Exchange programme with senior Flemish government officials implemented in May 2007

30. Part D: Branch developmentsInternational Relations (continued) • New Developments: • South-South partnership to build MDI capability in Burundi, Rwanda and Southern Sudan through R70m CIDA funding over five years • Collaborating with provinces on donor funding for development of provincial academies • R20m funding received from African Renaissance Fund for training and refurbishment of ENA building • An agreement was signed with the Canadian International Development Agency to support 3 post conflict countries (Rwanda, Burundi and South Sudan)

31. Part D: Branch developments Training Co-ordination • Purpose: Links prospective users in departments on all levels with training providers • Recent Developments: • Backlog withissuing of certificates was reduced from 9 300 to 700 • Operational dashboards have been made available to all teams • Contract management data was made available to users • A sophisticated electronic training management system (TMS) has been developed and is being expanded • High-tech customer contact centre, to connect users to providers in thousands of events per year, and handle billings and evaluation reports • New Developments: • Post course model – development in progress • Align Executive Development business processes with those of Junior and Middle Management Service

32. Part D: Branch developments Business Development • Purpose: Ensures that opportunities for massified training, development and support are proactively conveyed to users • Recent Developments: • A training plan with SASSA provided training for 1862 officials and 5526 PTDs by October 2008 • Market segmentation in terms of spheres and levels of target audience conducted • Regionalising operations for business relations and TNA • Significant uptake in Finance for Non Financial Managers and Supply Chain Management, which received subsidy from National Treasury

33. Part D: Branch developments Business Development (continued) • New Developments: • Ongoing training of Thusong service centre managers in different fields, need to train 1600 service providers on Excellent Customer Care • Process mapping, systems and databases development underway • Brand management • Comprehensive, multi-prong strategy - brochures, letters, toolkit, video clip • Exhibitions, emails and sms to previous participants • 17 training courses to be offered to Department of Land Affairs for 300 officials

34. Part D: Branch developments Corporate Services • Purpose: Provides support services related to Information Technology, Buildings and Operations, and Human Resources Management • Recent Developments: • HRM facilitated the restructuring process • IT and Buildings & Ops facilitated the relocation to the new ZK Matthews Building • HRM handled 23 000 applications for vacant SMS and MMS positions and as at January 2009, 30 of the 42 (71%) SMS positions were filled • Establishment and restructuring approved by the Executive Authority • Extensive consultation with labour for match-and-place process completed

35. Part D: Branch developments Corporate Services (continued) • Recent Developments continued: • Cabinet has approved appointment of the 3 DDGs, and 12 CD’s selected • On the Annual Wellness Day, 46 of 123 staff members undertook voluntary HIV and AIDS tests. 4memberswere found to be HIV positive. Counseling and treatment support is provided • New Developments: • Selection process is underway for MMS positions • 12 SMS positions were re-advertised in January 2009 • Administrator positions will be advertised in early February 2009

36. Part D: Branch developments Governance and Support • Purpose: Supports the Director-General and top management with strategic and allied support functions • Recent Developments: • Production and tabling of the current Strategic Plan and Annual Report 2007/08 according to legislative requirements • Logistics, planning and successful rollout of the Academy launch • Implementation and maintenance of the stakeholder database • Support to line functions in marketing the Academy • New Developments: • The creation of an online directory of training services • Development a communications strategy relevant to Palama • Team-building of newly extended SMS via strategy and planning workshops

37. Part D: Branch developments Corporate Finance • Purpose: Provides financial management, accounting and supply chain services to the Academy • Recent Developments: • Unqualified Audit Reports for both entities for the fifth consecutive year • Revision of financial model for sustainable cost-recovery • Internal audit reports on debtors and the Course Management System • Preparation of the Financial and IT Management Improvement Plans • Implemented the SCOA toning project on BAS effective 1 April 2008 • New overall financial and charging model and revised tariffs approved • New Developments: • Development of the monthly management information “dashboard” • Investigation of Supply Chain system to supplement LOGIS

38. Part E: Finance and BudgetsComparison of Palama’s PTDs Performance • The total PTDs for 2008/09 year are going to be slightly below the projected figure because of: • capacity constraints during the recruitment drive following the new organogram • flooding at the old building required temporary relocation before the new building • the impact of the shift into the new financial model

39. Part E: Finance and BudgetsPalama Financial Overview (Rm) a This total Parliamentary allocation included R32m once-off to equip the new building, and R28m ongoing for capacity building, initially for Mass Induction Programme (MIP) start-up. b The R28m, for MIP's start-up, was transferred to the TRADE ACCOUNT, alongside the usual transfer, of R29m in this case. c The amount assigned for transfer in the Parliamentary allocation was R51m. Permission is being sought to retain R10m in the VOTE for transformation process expenditure. d The TRADE revenue and expenditure for 08/09 are a prediction based on PTDs delivered and projected, that will be invoiced by year-end. e The VOTE figures shown for 09/10 reflect the allocation letter from National Treasury. The TRADE figures assume a delivery of 185 000 PTDs through Palama's cost-recovery model, and represented like previous years on the accrual basis of accounting, as in the Annual Reports.

40. Part E: Finance and BudgetsExpenditure per Economic Classification Actual, Projected, and ENE (2009/10 – 2011/12)

41. Part E: Finance and BudgetsRevenue and ExpenditureActual, Projected, and ENE (2009/10 – 2011/12)

42. Part F: Strategic Issues and Priorities • Key transition issues for new strategy: • Executive development conference with HEIs re offerings • Improvement and accreditation of curricula following review • Provincial engagements to extend training-provider pool • Communication to user departments regarding uptake • Extended Management Information System to link databases • Future collaborative extension of scope to local government • “People systems”: induction of new staff, recruits, representivity, etc. • Priorities from Makgotla, Minister, and Portfolio Committee • Post-election orientation of Ministers and DGs, also of MPs • Tackling “barriers to access” for unemployed graduates • Exit strategy for DRC, roll-out of Rwanda/Burundi/S. Sudan capacity building of management development institutes • Taking Mass Induction Programme up to full sclae

43. Siyabonga