South African Management Development Institute

1. South African Management Development Institute Presentation to the Portfolio Committee for Public Service and Administration Cape Town 12 June 2002

2. PROVISIONING MANAGEMENT AND ADMINISTRATION LINKING TRAINING AND DEPARTMENTAL PERFORMANCES THE CASE OF DEPARTMENT OF EDUCATION LIMPOPO PROVINCE

3. PURPOSE • PROGRESS WITH IMPLEMENTATION OF THE PAS • IMPACT • CHALLENGES • ADDRESSING OF CHALLENGES

4. BACKGROUND • REQUEST BY SUPERINTENDENT GENERAL - NEEDS ANALYSIS • SURVEY WAS DONE ON • Organizational performance level • Systems and processes level • Individual performance level • Report submitted

5. ORGANISATIONAL PERFORMANCE LEVEL • Lack of Management involvement • Organogram for Logistics • Not all activities included i.e. • Asset and transport management • Accommodation • Office space inadequate • Warehouses/stores inadequate • Secure parking facilities inadequate • Utilisation of officials • Trained officials not properly placed • Knowledge not applied in workplace • Budget • Insufficient though not spent in previous financial year • Management information • Not discussed at Management meetings • Informed decisions not taken

6. SYSTEMS AND PROCESSES • Three systems involved in PA • Manual PA-system • Finest – computerised system to capture procurement of goods • BAS – Basic Accounting System for settlement of accounts • Systems not linked • Crucial management info not available • Database for SMME’S • No database – negative impact on service delivery • Delegations • In place but delegated to untrained personnel • Transport Management • Inadequate for demands • Security System • Inadequate for safeguarding of government property

7. INDIVIDUAL PERFORMANCES • Utilisation of officials • Trained – used elsewhere • Management – reports available not used • Duty sheets + job descriptions • Training • Officials trained • Head Office – 90 % • Regions - 50 % • Districts - 5 % • Utilisation of knowledge • System not fully implemented – Little or no support to regions

8. INDIVIDUAL PERFORMANCES • Infrastructure not conducive to • Prescribed workload • Systems (BAS, Finest, PAS) • Required office space • Storage facilities in directorates • Safeguarding of assets • Chief Users appointed but not adhering to procedures • Warehouse Management inadequate • Record keeping impossible • Finances – handled by untrained staff • Management not accepting responsibility for Asset Management • Morale of staff very low

9. INTERVENTIONS • Meetings: November 2001 • Provincial Treasury • Management: Department of Education • Labour Unions • Training section: Department of Education • Operational Activities • Training Programme (January to March 2002) • Task Teams • Implementation Plan (1 April 2002)

10. INTERVENTIONS • Meetings: November 2001 • Provincial Treasury • Management: Department of Education • Labour Unions • Training section: Department of Education • Operational Activities • Training Programme (January to March 2002) • Task Teams • Implementation Plan (1 April 2002) • Training • Snr Managers - 23 • Implementation workshop - 28 • PA-I Course - 61 • PA-II Course - 14 • Transware - 28

11. INTERVENTIONS • Content of courses • PAS I - Analytical technique (15 days) - Internal- and external requisitioning - Accounting for stores • PAS II - Transport Management (15 days) - PAS Budgeting - Tender Procedure • TRANSWARE - Layout (5 days) - Bin allocations - Transit and Warehouse Management

12. INTERVENTIONS • CONTENTS OF COURSES • SEMNARS AND WORKSHOPS • SEMINAR FOR SNR MANAGERS - Overview on PAS (1 Day) - Management information - Asset Management - Tender Procedures • SEMINAR FOR CHIEF USERS AND –CLERKS - Overview on PAS (3 days) - Internal Requisitioning - Stock taking - Tender Procedures • WORKSHOP ON IMPLEMENTATION OF PAS - Case Study (2/3 days) - Structure - Managing of the PAS

13. CHANGE MANAGEMENT AND LEADERSHIP DEVELOPMENT CHIEF DIRECTORATE DIRECTORATES • Change Management and Leadership Development • Service Delivery

14. KEY DELIVERABLES • Enhance the institutionalization of Service Delivery through training and other appropriate Institution Building interventions as requested by clients • Design and consistently review training material to ensure relevance and quality • Design and implement a performance consulting framework to support post training implementation and support

15. KEY TRAINING INTERVENTIONS • Service Delivery courses • Senior Managers • Middle Managers • Frontline staff • Institution Building programmes • Change Management • Team Building • Diversity Management • Conflict Resolution

16. SERVICE DELIVERY COURSES • Excellent Customer Care • Improving Service Delivery for Operational Managers and • Implementing Service Delivery Improvement for Senior Managers

17. EXCELLENT CUSTOMER CARE • Target group: Frontline staff within the Public Service Course Content: • Identification of customers and their needs • Understanding and applying Batho-Pele Principles at the work place • Customer Care techniques • Dealing with difficult customers • Effective communication skills

18. OPERATIONAL MANAGERS PROGRAMME • Target group Middle Managers within the Public Service Course Content: • Knowledge of Batho-Pele Principles • Legal context and implications of Service Delivery • Change management and business process improvement • Administration of Justice Act • Business Process Assessment e.g. Quality circles and decision steps • Organizational Development techniques • Development of Service Delivery Improvement Plans

19. SENIOR MANAGERS PROGRAMME Target Group: Senior Managers within the Public Service • Course Content: • The Policy framework governing Service Delivery • The Batho-Pele Principles Implementation Strategy • The role of Institutional Vision and Mission in relation to Service Delivery improvement • Strategic Planning through Organizational Analysis • Business Excellence Models • Interpersonal and communication skills • Change Management Frameworks for Service Delivery

20. INSTITUTION BUILDING PROGRAMMES • These are offered on an in-house basis and customized according to client needs Duration: 1 - 3 days • Team Building • Diversity Management • Conflict Management • Ethics Management in the Public Service • Business Process Improvement and Change Management

21. MONITORING AND EVALUATION • This entails an ongoing evaluation and debriefing sessions with service providers and clients after training intervention to provide feedback and follow up.

22. SERVICE DELIVERY SUCCESSFUL PROJECTS • Client: The Masters Unit (Department of Justice) • Project: Conflict Resolution and Service Delivery training • Project Rationale: To enhance and support the restructuring and transformation process which is taking place to enhance efficiency in delivering services to the citizens of S.A in a way that complies with the BATHO PELE Principles. • To promote Good Governance through the improvement of systems and procedures for delivering services in the Master”s office • Intervention and Progress to date • Scoping exercise on the transformation status quo • Training needs assessment • Implementation of pilot programme for 20 Senior Managers in March • Training to roll out in July 2002

23. SUCCESSFUL PROJECTS (contd) • Client: Department of Home Affairs • Project: Basic Administration Skills (BAS) • Rationale: Poor service delivery in the Departments with regard to processing of Identity documents, filing systems, information management, Processing of passports, registration of births and deaths and turn around time for delivery of service to citizens. • Intervention and Progress • External customer satisfaction Survey conducted • Scoping exercise to assess status quo conducted • Training has been conducted in four pilot provinces: Limpopo, E Cape, KZN, Free State • Total people trained: 1280 out of targeted 1386 • Completion date: end July 2002

24. SUCCESSFUL PROJECTS (contd) • Client: Pretoria West Hospital • Project: Service Delivery and institution building interventions • Rationale: Service Delivery Improvement and transformation • The status of service delivery is hampered by the dynamics of conversion from the old order to the new order, new leadership, new client base with different set of needs and expectations as a result of inclusion of the Black population in the previously predominantly White hospital. • Intervention and Progress • Team Building sessions held for senior Managers • 28 sessions on institution building scheduled • 3 already conducted

25. SUCCESSFUL PROJECTS (contd) • Client: Department of Social Development • Project: Basic Administration Skills for Social Grants Administration • Rationale: Backlog in the registration of grants, limited access, poor arrangements at pay points, Poor filing systems, skills gaps in managing the pay points and registering information. • Intervention and Progress • Needs assessment completed • Training Programme finalized

26. SUCCESSFUL PROJECTS (contd) • Ministerial Project I (Letsema): Ngqushwa Intervention • Rationale: Backlog in the administration of social grants in the Amatole district • Sensitization of the Public on volunteerism for improving service delivery • Launch the National HRD strategy • Intervention and Progress • Letsema Drive:Volunteers from Government involved in the practical registration of Applications of social grants • Registration of Social Grants by Volunteers including the Minister of Public Service and Administration • Launch of the National HRD strategy for the Public Service in April 2002 • Service Delivery and Basic Administration Skills Training • 76 participants trained and issued with certificates of attendance.

27. SUCCESSFUL PROJECTS (contd) • Ministerial Project II: Upington • Rationale: Furthering the aims of the Letsema Drive in the Province • Intervention and Progress • Scoping process conducted to mobilise and sensitise Public Servants and the community in the area about Letsema and Imbizo • Cleaning up campaign and imbizo held on the 8th June 2002 • Training interventions started on 10 –13 June 2002 • Training in Service Delivery, Project Management, HIV/Aids, Presentation and Facilitation Skills

28. SUCCESSFUL PROJECTS (contd) • Service Delivery enrichment Programmes • Clients: • Frere Hospital, E Cape • G J Crookes Hospital, KZN • Strategic Thrust of the Programme; • To assist the two Hospitals in responding to the challenge of ; • Intergration of services across the previously biased racial lines through programmes on ; • Service Delivery Improvement • Change Management with a view to Business process improvement • Performance Consulting to support the initiatives mentioned above. • Progress to date • Buy-in process with senior managers completed • Implementation programme to adress the above on track

29. HIGHLIGHTS AND ACHIEVEMENTS • Increased participation to the Service Delivery courses ; • 90% of the trainees felt that they can implement the skills acquired • More diversified training interventions to enhance institutionalization of Service Delivery within public service • More requests for customized training interventions in Conflict Resolution, Team Building and Diversity Management • Increased in-house capacity to enhance skills transfer and more effective coordination • In-house capacity developed in training material design • Successful implementation and completion of BAS Project • Design and implementation of performance consulting framework • Successful setting up of the pilot projects as learning centres • Increased participation in integrated “projects within the Ministry e.g. HRD Launch in E Cape, Social Development project, Letsema and Ministerial Imbizos • Implementation programme to adress the above on track

30. NUMBERS TRAINED:APRIL 2001-MARCH 2002

31. FUTURE CHALLENGES • Vulnerability to last minute cancellations • Capacity to enhance and maintain regular monitoring and evaluation • Capacity to expand programmes to other stakeholders e.g. local government, civil society and parastatals • Sustainability and continuity of Programmes • Homogeneity of participants to ensure achievement of the learning outcomes • Increased participation of Senior Managers to courses in order to enhance client buy-in and facilitate effective implementation of Batho Pele action plans at the workplace.

32. Training, Development and Quality Assurance Overview (TDQ) • Aim • Relevance of Programmes • Training of Trainers • HIV/Aids Training • Skills Development Facilitation Training • Certificate in Public Management • Training Statistics • Highlights • Challenges

33. Broad Aim of TDQ • To enhance the performance of Public Service managers and education, training & development practitioners through accredited HRD interventions and quality assurance services

34. Relevance of Programmes Training of Trainers Programme • This programme aims at improving the professional competence of Public Service Trainers • Strategic Link • The target group of this programme is all national & provincial trainers and various departments are participating in the programme for various strategic reasons • For example, SAPS is appointing 24000 new recruits in the next 3 years to address the problems of safety and security in our country • SAMDI responded accordingly • So far 178 trainers have completed the programme at the Graff Reinette Police College

35. Value of Intervention • The same principle applies to other Departments who opt for the SAMDI Training of Trainers Programme • Properly trained trainers will lead to the development of efficient, committed and professional police officers

36. Areas of Focus • Philosophy of ETD Practice • Planning and delivery of outcome based learning • Presentation and facilitation skills • Use of technology in training • Management and Evaluation • Competency approach in assessment and moderation • Continuous occupational expertise development

37. HIV/Aids Training • Relevance of the Programme • Employers and employees need to know how to support and handle people who are infected and affected by HIV/Aids in the workplace • Strategic Link and Value • Statistics of HIV/Aids infected and affected people are released regularly

38. Strategic Link and Value (contd) • SAMDI to build capacity of coping and managing the situation • A joint effort with other stakeholders like Department of Health and Social Development will make the required impact

39. Skills Development Facilitation • Relevance of the Programme • There are a number of requirements that Public Service Departments need to comply with • Personal Development Plans (PDP) • Workplace Skills Plans (WPSP) • Implementation and monitoring of WPSP • Skills Levies • Career Management, etc • Compliance to these requirements need technically skilled HRD Managers and Skills Development Facilitators (SDF)

40. Strategic Link (contd) • SAMDI and organisations like PSETA need to ensure that Departments are able to comply with the relevant legislation • All Department is compelled by the Skills Development Act to appoint SDFs • These SDFs, together with HRD Managers/Heads of Training, need to receive practical training in skills development facilitation • SAMDI is responding by providing a Public Service specific practical programme for both SDFs & HRD Managers

41. Certificate in Public Management Relevance of the Programme • The Challenge facing many organisations, including the Public Service is to create a pool of “an amoeba type” middle managers • All-rounder who can make things happened through translating strategy into operational plans and making people implement these plans • Once this pool of skilled managers is created, issues of delivery will be solved, because this target group is at the delivery point • Leadership gap will be reduced

42. Certificate in Public Management • Strategic Link and Value • This programme came about as a result of needs within Departments for a Public Service oriented Middle Management Skills Programme • It covers for key areas: • Strategic Leadership • Financial Management • Project Management • Management Development Key Competencies for Service Delivery

43. Training statistics

44. Highlights • Launch and implementation of the SAMDI/ INTAN programme covering Middle Management, Leadership Development and ToT • Trained 25 officials from the People’s Republic of China on Quality Assurance of training and development in collaboration with SAQA (3-Day programme) • Participated in the technical team to East Africa as part of NEPAD initiative

45. Highlights cntd. • Strategic partnership between SAMDI and SAPS on various programmes like HIV/ AIDS Training • All new SAMDI course linked to unit standards and evaluated by the SAMDI Curriculum Review Committee • Pre– and post-course work introduced for most SAMDI training interventions

46. Challenges • Resource limitations • International partnerships I.t.o. funding • Maintenance of high standards already set by SAMDI • Staff retention – many staff on EU contract • Collaboration with Schools of Public Management • Comprehensive financial and project management training of managers • Linking financial management with performance management in accordance with the Public Service Regulations • Implications of cost recovery