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Briefing to the Portfolio Committee -Annual Report 2006/07

This presentation provides an overview of the context and performance of SAMDI (South African Management Development Institute) in the 2006/07 financial year, including the implementation of new strategies and case studies of training programs. It also highlights the progress made in transforming the public service through training initiatives.

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Briefing to the Portfolio Committee -Annual Report 2006/07

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  1. Dr FM Orkin, Director-General, and team 31 October 2007 Briefing to the Portfolio Committee -Annual Report 2006/07

  2. Presentation Structure • Context and Performance - 2006/07 • Transformation to an Academy • Implementation of New Strategy • Case Studies of Training Programmes • Progress with Transformation – Resources

  3. ContextPublic Service Context: Profile • 356 000 officials in national departments • 781 000 officials in provincial departments • 240 000 in local government and municipalities Of the above 1,3 million public servants: • 75% African, 9 % Coloured, 4% Asian, 12% 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.

  4. ContextSAMDI’s Previous Approach • Mandate: to provide, or arrange the provision of, high quality, user-oriented training and organisational development to the public service to improve service delivery and implementation • Priorities: set by the Plan of Action, the Human Resource Development Strategy for the public service set by DPSA, user needs, and the requirements of the developmental state • Business model:partial cost-recovery from fees for courses • Mode of delivery:by own trainers, independent contractors; service providers, and strategic partnerships with higher education institutions

  5. Performance - 2006/07 Training Statistics per Chief Directorate

  6. Performance - 2006/07 Changes in Training Statistics • Total PTDs (Person Training Days) for 2006/07 represent a 24% increaseon the previous year • However, 2006/07 PTDs are 16% shortof the targeted 2006/07 PTDs (a rather ambitious target) • The main cause of drop in CM & SDIPTDs is the reduction in requested training by Social Development, which contributed to high numbers in 2005/06 • The reduction inCRMT is as a result of the delay in financial management training curricula development and accreditation • PTDs increased strongly in MLD due to a high intake on middle and junior management programmes, including Mentorship

  7. Performance - 2006/07 Training Statistics Over Time Year-on-Year Comparison 14000 12000 10000 8000 PTDs 6000 4000 2000 0 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar 2005/06 2006/07

  8. Performance - 2006/07 Portfolio of Current Programmes

  9. Performance - 2006/07 Deliverables: Selected Highlights • SAMDI hosted the Public Service Trainers’ Forum Conference (10-14 Sept 2006) attended by more than 600 public servants • The Accelerated Development Programme (ADP) commenced in Sept 2006 for 5 cohorts and the advanced phase is completed. The ADP aims at advancing black females and people living with disabilities to the SMS • Demand for Supply Chain Management training for Local Government is overwhelming and SAMDI covered 280 municipalities (including a second round of training) by November 2006 • Financial Management Training – 11 programmes were approved by National Treasury during Sept 2006 and training programmes are being finalised for roll-out • Modeling and implementation strategy for the Mass Induction Programme (MIP) have been developed targeting 100 000 new entrants into the public service each year

  10. Performance - 2006/07 Deliverables: Selected Highlights - continued • The DRC training implementation plan was approved by our DRC counterparts in 2006 and assistance with capacity building commenced in February 2007 • The ITC/ILO partnered with SAMDI to build capacity for government departments to mainstream genderand 20 public servants were enrolled, with 9 completing the course • A gender mainstreaming unit standard was developed for the CIDA-funded Gender Mainstreaming Training Programmeand has been registered with SAQA • SAMDI has requested and received two tranches (800 000 Canadian Dollars) from CIDA for the Gender Mainstreaming Project • 281 Senior Managers in the department of Correctional Services were trained on Ethics Management and Anti-Corruption • 261 Anti-Corruption Officers from National, Provincial and Local Government departments have been trained on theMinimum Anti-Corruption Capacity Requirement

  11. Performance - 2006/07 State of Expenditure as at 31 March 2007 - Vote 12

  12. Performance - 2006/07 State of Revenue and Expenditure as at 31 March 2007 – SAMDI Training Trading Account (TTA)

  13. Performance - 2006/07 State of Revenue & Expenditure SAMDI: Vote 12 & Training Trading Account as at 31 March 2007 • Vote 12 The minortotal under-spending of R 650,000 (1.1%) on the Vote is primarily due to vacancies on the staff establishment. • Training Trading Account The surplus for the 2006/07 financial year is partly as a result of the enhanced debt recovery process particularly in respect of historical debt and partly as a result of a 24% increase in PTDs.

  14. 2007 Estimates of National Expenditure - Vote 11 Previously Budgeted Expenditure – 2007/08 to 2009/10 (*) The figures include the additional funding of R 10 million for ’07/8; R 15 million for ’08/9; and R 25 million for ’09/10 respectively, for developments under the new Academy and R 4 million per year for infrastructure & accommodation.

  15. 2007 Estimates of National Expenditure - SAMDI Training Trading Account Previously Budgeted Revenue and Expenditure - 2007/08 to 2009/10

  16. Performance - 2006/07Governance of Recourses • Finance: • Successful completion of the Financial Management Improvement Plan; • Enhancement of asset management; • Implementation of computerised debtors management system (Pastel); • Introduction of a computerised course-booking and quotation system; • Unqualified Audit Reports for both SAMDI Vote and Trading Account for four consecutive years; • Internal Audit / Audit Committee: • Reviews on Strategic Management, and Training and Development; • Risk Assessment conducted and enhancement of Risk Management; • Fully functional Audit Committee; • Human Resource Management & Development: • Implementation of PILIR (Policy and Procedure on Incapacity Leave and Ill-Health Retirement); and • Implementation of GEMS (Government Employees Medical Scheme).

  17. Performance - 2006/07Human Resource Oversight ReportEmployment and Vacancies by Programme as at 31 March 2007

  18. Performance - 2006/07Human Resource Oversight ReportEmployment & Vacancies by Salary Bands as at 31 March 2007

  19. Performance - 2006/07Human Resource Oversight ReportRace Profile as at 31 March 2007

  20. Performance - 2006/07Human Resource Oversight ReportGender profile as at 31 March 2007

  21. Performance - 2006/07Human Resource Oversight ReportGender profile per Salary Level as at 31 March 2007

  22. Performance - 2006/07Human Resource Oversight ReportDisability Profile as at 31 March 2007 2% 1% • The information & profile above were informed by self disclosure of employees on Application for Appointment (Z83) • SAMDI recently participated in the Public Service Commission’s hearings on disability

  23. Performance - 2006/07Human Resource Oversight ReportSelected other HR issues - PILIR Policy on Incapacity Leave and Ill Health Retirements (PILIR) Implemented with effect from 1 April 2006. Applications for Temporary Incapacity Leave (TIL) are submitted to the Health Risk Manager for assessment and are approved/ disapproved by the HoD.

  24. Performance - 2006/07Human Resource Oversight ReportSelected other HR issues - HIV/AIDS & Health Promotion During our recent Health & Wellness Day free Health Screening and HIV/AIDS VCT services were provided to our employees. The results were:

  25. Transformation to an Academy State of the Nation Address 9 February 2007 The Honorable President T Mbeki mentioned in the State of the Nation address: “What has emerged, among others, as a critical area for strategic intervention is the content of training that public servants receive in various institutions and the role of the SA Management Development Institute (SAMDI) which in actual fact should be the major service provider including in the mass induction of public servants”

  26. Transformation to an Academy Sources of SAMDI Output

  27. Transformation to an Academy National Departments Training Expenditure Note: Across the provinces the claimed spending on training also averages 2%

  28. Transformation to an Academy The Need for a Paradigm Shift • Start by thinking of user demand, not what is presently supplied • One week’s management training per year for junior and middle managers requires five timesthe present total output of SAMDI and all the provincial academies • Then add inductionfor 100,000 new employees p.a. and local government training • 70% of the training will occur in the provinces: “national” is a tenth province • This clearly demands a novel strategy: • Engage all reputable suppliers: universities, universities of technology, further education colleges, and the private sector • Align their offerings by quality-assured curriculum and materials, and blended learning • Ensure quality through accreditation, checked by monitoring • Reconstitute SAMDI into an Academy, oriented to provide alignment and collaborations among providers and users, especially via provincial academies

  29. Transformation to an Academy Justification for the Academy • The Minister for Public Service and Administration appointed a Committee to consider SAMDI’s adequacy to the challenge • It found that SAMDI in its present form will be unable to meet it: • Cost-recovery sets SAMDI in competition with providers • The scale of activities (and of the provincial academies) is small • The Minister gained Cabinet’s approval for a new Academy; • SAMDI will be reconstituted as the Public Service Academy • It will be a Schedule 1 Department headed by a Director-General • It will move from being a provider on a small-scale, to facilitating nationwide provision on a large-scale by broad range of providers • This will be done through two main streams of activity.

  30. Transformation to an Academy Aims and Objectives of the Academy • Three “mantras” • From provision to facilitation • From competition to collaboration • From selective coverage to massification. • First main stream of activity • Executive development programmes for SMS • Entrant, lower and upper SMS: programmes, courses and events. • In collaboration with universities and counterparts. • Second main stream of activity • “Massified” management training for junior and middle managers • Training frameworks of curriculum, materials; monitoring and evaluation to regulate numerous outsource providers • The Induction Programme for new entrants at all levels

  31. Transformation to an Academy Programmes for Senior Management Service • Focussed on SMS, levels 13-16: entrants and incumbents • In collaborationwith existing initiatives of provincial academies • Covering greater volumes and more senior levels, with the help of higher education institutions: • Leadership skills for SMS: strategy, policy, communication, etc. • “Hard” and “soft” skills, e.g. strategic finance, conflict resolution • Practitioner-oriented inputs and mentoring from experts • Cognate activities: research on training, networking, etc.

  32. Transformation to an Academy “Massification” of Sub-SMS Training • Focussing on mid- and junior management, a nationwide public-service training framework will: • Cover generic and functional training, in all spheres of government • Draw on the full range of providers: universities, further education colleges, and the private sector • Encompass modern methodologies, e.g. blended use of e-learning • Alignment to government purposes will be achieved by: • Quality-assured curricula and materials, accredited through SETAs • Monitoring and evaluating delivery by providers, linked to payment from earmarked portions of departments’ training budgets • As “massified” capacity comes on-line, specified courses can gradually be made compulsory – e.g. the President’s induction programme

  33. Implementation of New StrategyLearning Framework: Harmonized Modules Supply Chain Performance levels Immigration Information Human Res. Information Pensions Induction Finance Projects Finance People Culture Other Other Other Senior Middle Junior Supervisor Generic competencies Functional competencies Sectoral competencies

  34. Implementation of New Strategy Progress– Engagement with Provinces • Consultation and collaboration with provinces and other stakeholders are a key foundation for establishing the Academy. • Engagement at the Technical President’s Co-ordinating Council • On 28 – 29 March SAMDI, provincial HRD units and academies, incl. DPSA, DBSA, DPLG & SAQA came together as stakeholders to talk and share training and development in the matters. • Some of the key outcomes of this gathering include: • Support for the establishment of the Academyand its strategy; • Endorsement of a need to network, share, copy from each other and populate the learning framework; • A follow-up workshop involving the same stakeholders to discuss curriculum matters • A proposal for the establishment of a forum for Heads of Academies and HRD:DDGs • Mobilisation of stakeholders as a collective response to capacity building needs of the public service • The configuration of the training and development landscape in the public service with other stakeholders was also discussed (see next slide)

  35. Implementation of New StrategyNational 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

  36. Implementation of New StrategyProgress– Local Government • An intradepartmental committee between DPLG and SAMDI was established in 2006 to co-ordinate activities of SAMDI at the local government level • There is a proposal for the establishment of a periodic forum which will include SALGA for dialogue, progress mapping, programme updates and decisions on multilateral activities • Worked together on a programme for SCM and Financial Management training programmes covering three municipalities in three provinces. • Initiate joint planning andstrategic development processes for long range curriculum development, norms and standards • Implement trilateral reporting mechanisms

  37. Case Study of Training ProgrammesAccelerated Development Programme • Study was concluded during 2003 for the creation of a Sustainable Pools programme of middle managers to prepare them to contest for SMS positions within the public service • The Accelerated Development Programme was developed as a training element of the Pools and aims amongst others, to accelerate the development of a number of high performing middle managers in the public service; • 100 candidates from three departments and two provinces were involved in the Advanced Phase of the ADP and 77 are proceeding to the Executive Phase

  38. Case Study of Training ProgrammesExecutive Development Programme (EDP) • The EDP is the first offering of the envisaged capacity building suite of programmes for SMS • The EDP materials development and current pilot are led by Tshwane University of Technology (TUT) in a consortium of 6 Universities and 2 Business Schools • The objective of the EDP is to increase the management and leadership capacity of the Senior Management Service • The modules are based on the SMS competency framework and can lead to a Masters in Public Administration with a supplementary dissertation

  39. Case Studies of Training Programmes Focus Areas for 2007/08 and Beyond • Interactive Mass Induction Programme (MIP) materials are undergoing final quality checks • Pilot of rewritten workbooks is planned to commence in KZN in November 2007. • Support JIPSA (joint Initiative On Priority Skills Acquisition) policy formulation and training; e.g. partnered with Old Mutual to train municipal 100 officials on project management and working with Liberty Life for the training of the CFO • Training of Trainers programme supported by JICA(Japan International Cooperation Agency) currently implemented through AMDIN for Management Development Institutes in Africa (MDIs), which SAMDI is supporting • DRC (Democratic Republic of Congo), wherein 300 Congolese officials have been trained since may 2007 • GWM&E(Government Wide Monitoring and Evaluation) supported through needs analysis and development of training material to be presented from early 2008 (currently M&E workshops presented from 2006 will continue)

  40. Case Study of Training Programmes Donor Funded Programmes • Development programme for women managers(bi- lateral agreement with the Flemish). 63 Women managers completed advanced phase of programme • Gender Mainstreaming Programme(supported by Canadian International Development Agency CIDA) and ILO support for training on gender sensitive service delivery • The GTZ is supporting materials development for the Induction Programme (MIP) and the inter-provincial consultations. • Netherlands Embassyapproved funding for management development to municipalities in Chris Hani (EC), Ilembe (KZN) and Bojanala (NW) District Municipalities

  41. Case StudyPost-conflict Countries with CIDA Support • Purpose: To enhance SA’s contribution towards Africa’s reconstruction through improving the capacity of the public service in targeted post conflict countries • Recent Output: • 300 people trained in DRC on HRM & Project Management since May 2007 • Engagement with DRC re future planning and refurbishment for the DRC public service institute • Four countries in which a scoping exercises are currently undertaken – Southern Sudan, Rwanda, Burundi and DRC

  42. Progress with TransformationInternal Project Teams

  43. Progress with TransformationNew Organisation

  44. Progress with TransformationNew Organization Numbers as on 15/10/2007

  45. Progress with Transformation Recruitment Strategy for the New Academy • Approval by the Minister to present the restructuring proposal to the organization) • Key Performance Areas and Job profiles defined for new positions • Consultation process with employees and representatives of the employees completed • Process for match and place for new positions at all levels underway • HR needs for the new Academy • More senior • Technologically enabled • More expert • Flatter structure

  46. Progress with TransformationAppropriation as Submitted to MTEC 2008

  47. Progress with TransformationProjected Growth in Revenue, Expenditure & PTDs

  48. Progress with TransformationImplications of Cost Recovery • Cost recovery requires departments to pay for their courses • This comes from existing training budgets and is not ‘new money’ • In addition the budget assumes a 40% markup by the Academy contributing to revenue • Development of curricula and training material are covered within the cost recovery structure • The academy needs to be able to respond flexibly: • to make decisions within the fee structure • to manage the sustainability of programmes over the lifespan • to respond to new priorities and key interventions

  49. Progress with TransformationEarly Thinking on Future Nationwide Developments • Alongside existing training within departments, meeting the identified need requires 20 courses every weekper average province, (3 of them on Induction) • In coming years, the Academy and provincial counterparts would spend billions of rands on training venuesand accommodation • The financial sector is seeking suitable PPP projectswith Treasury, for its mandatory investments in public infrastructure: • A nationwide network of academies, coupled with mandatory training, will yield the secure income stream required for a PPP • If premises for several provincial academies and the new Academy are built or refurbished together, the size will warrant a PPP • Western Cape and KZN academies may provide useful precedentsfor other provinces • With help from the Treasury PPP unit, a business model will soon be developed, to consult with provinces and seek interested co-participants

  50. Progress with TransformationQuality Assurance • Integrated Curriculum Framework to position SAMDI to respond to mass - based training • Structured Relationship entered via JIP with SAQA and PSETA to facilitate generation of unit standards for SAMDI programmes • In preparation for massification, marketing campaigns on selected programmes e.g. Good Governance • New Course Management System provides integrated and holistic real time data on programs subjected to internal M & E

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