Presentation to the Portfolio Committee for Public Service and Administration

1. SAMDI’s strategic priorities and budget: MTEF 2005/06 – 2007/08 Presentation to the Portfolio Committee for Public Service and Administration Bobby Soobrayan, Director-GeneralParliament, 4 March 2005

2. Presentation structure • Deriving SAMDI’s strategy and programme from Government’s strategic priorities • Report on progress and outputs • Medium term strategic objectives • Immediate projects • Budget 2005/06 and MTEF 2005/06 – 2007/08

3. Deriving SAMDI’s strategy and programme from Government’s strategic priorities

4. G & A priorities for 2005 • Capacity of the State • Unified system of public administration • Government systems • Integrated service delivery • Batho Pele and participatory governance • Intergovernmental Relations • Improving local government performance

5. SAMDI’s role and mandate • SAMDI’s role and mandate is clearly defined by Cabinet and relevant legislation • SAMDI has the central role in developing the capability of the State • Governments across the globe have realised that government management development institutes are essential in ensuring co-ordinated and well-defined public sector management, training and development initiatives • SAMDI’s priority is to unlock the efficacy of departments to provide services through appropriate training and development interventions to enable them to improve service delivery

6. G & A cluster: keys issues for SAMDI • Capacity of State requires improvement of management • HRM competencies defined during current research at DPSA should be developed through a compulsory certificate in HRM • Developmental ethos for the public service and work ethic required as cross-cutting issues in training programmes • IMDP as a comprehensive management development programme to be extended to cover management training and development up to the level of Directors-General as well as first line supervisors at lower levels

7. G & A cluster: keys issues for SAMDI (2) • Career planning and development must link with performance management and planning of training • Public sector (PS) database to be developed to store and analyse training and development needs • Management skills required by municipal managers must be addressed • Lead department for training of CDWs and the development of their curriculum framework • Bridging the divide between the two economies through skills development strategies • Responsible with DPSA for driving HRD agenda of the cluster, including the PS HRD strategy

8. SAMDI’s key result areas • Full commitment to promote and implement the HRD strategy in all PS institutions and organisations and the development of a culture of high quality lifelong learning • An effective strategic and operational HRD planning framework established within the PS • Relevant competencies established within the PS • Effective management and co-ordination of the implementation of the HRD strategy for the PS • To support AU programmes, with particular emphasis on NEPAD’s strategic objectives to improve the efficacy and efficiency of public sectors on the Continent

9. Broader strategic issues • Implementation of a revised PS HRD strategy to improve planning and implementation credibility • Active engagement of all Schedule 4 departments: Education, Health and Social Development • Strategic partnerships with all government training academies (provincial) • Actions to improve credibility and effectiveness of PS training and development market, including a review of qualifications • Positioning of SAMDI to be the primary service provider to all national departments – creation of a network with all resources and stakeholders

10. Matching our strategic priorities to those of the State

11. Matching our service offerings to Government’s priorities

12. Business model • SAMDI’s business model is defined by a strategic plan submitted to Parliament in response to the planning framework • SAMDI implements the strategic plan through operational plans and monthly reporting • Cost recovery and how we deliver training and development interventions through our own instructional design to ensure implementation and practical relevance of learning is part of the strategy • Internal capacity is multiplied through strategic partnerships – independent contractors; service providers appointed through tenders; or seconded public servants of to deliver on the demand for training

13. Report on progress and outputs

14. Additional progress to date • The implementation of the turn-around strategy is well underway • Changes in the Institute took place at an accelerated pace to ensure skilled staff components in delivering training and development interventions. While there is marked improvement in the functioning of SAMDI, transformation is evolutionary. There is still a need to align structure with the new unfolding vision of SAMDI. • Significant steps have been taken to align the training and development interventions offered with the Skills Development Legislation

15. Additional progress to date (2) • Through the client needs driven approach and training needs analysis, SAMDI is now able to deliver relevant training and development interventions to departments • SAMDI is operating on a cost recovery basis. Progress made in this regard has been significant. • Financial management and budgeting systems effectively turned around – after receiving a disclaimed audit opinion for 2002/ 03, SAMDI received an unqualified audit on the Vote and Trading Entity for 2003/ 04

16. Training statistics: 1 April 2004 – January 2005

19. Medium term strategic objectives

20. Strategic priorities: citizen perspective • We will design and deliver high quality and relevant skills development solutions to all three spheres of government, which will improve the capacity of the PS to deliver on Government’s strategic priorities Strategic Priorities: • Manage the roll-out of the compulsory induction and re-orientation programme, so that all new public servants are effectively inducted into the PS, and all public servants are effectively re-oriented to the new challenges and approaches in the public service. • Develop and utilise an approach to conducting training needs analyses within the PS, which clearly identifies training needs against organisational objectives • Deliver supply chain management training programmes and consulting services so that public servants have the skills necessary to implement the new supply chain management procedures

21. Strategic priorities: citizen perspective (2) • Deliver project management and financial management training programmes which enable public servants to effectively and efficiently manage the implementation of projects, and properly manage and control finances • Deliver management and leadership development programmes which enable the development of a fully capacitated management and leadership component within the public service • Deliver change management and service delivery improvement training programmes to ensure that public servants have the skills necessary to meet the implementation requirements of Batho Pele • Deliver human resource management and development training programmes so that the PS has the human resource capacity required to deliver on the Government’s strategic priorities • Deliver programmes that mainstream issues of gender, disability and HIV and AIDS, so that these strategic priorities of Government are continuously addressed

22. Strategic priorities: internal business processes • We will continuously strengthen the institutional capacity of SAMDI to enable us to effectively, efficiently and economically operationalise our strategic plan Strategic Priorities: • Develop and manage strategic partnerships with other institutions, both locally and internationally, so that SAMDI is able to maximise opportunities for the delivery of best practice training and development interventions • Develop and implement an international relations strategy so that SAMDI both contributes to and benefits from international approaches to PS training and development • Develop and implement marketing and communication strategies that effectively project SAMDI to current and potential clients, both locally and internationally

23. Strategic priorities: internal business processes (2) • Develop and implement human resource management systems and procedures that result in a diverse and well managed Department • Develop and implement an effective information strategy and information technology infrastructure that supports the achievement of our objectives • Provide legal and contract management support to ensure compliance with legislative prescripts and practices • Develop and implement effective monitoring and evaluation processes over all of our products and services, so that we are able to measure the impact, effectiveness and quality of our work • Develop and implement a quality management system as a central component to all business processes within SAMDI

24. Strategic priorities: learning and growth (people) • We will ensure and encourage the continual learning and development of the organisation, in a manner which contributes to the development of a positive culture in which individuals are highly motivated and productive Strategic Priorities: • Develop an integrated talent management function for SAMDI that will ensure continual learning, development and improved performance. • Support the development of research and knowledge management processes to ensure the development of a learning organisation and an approach to lifelong learning in SAMDI.

25. Strategic priorities: financial perspective • We will ensure that SAMDI is sustainable and is able to operate in a cost effective manner in line with sound financial management principles. Strategic Priorities: • Provide professional financial support services that are fully compliant with the legislative framework and Government’s requirements • Establish and maintain a procurement and provisioning system that is fair, equitable, transparent, competitive and cost effective • Provide internal audit support based on accurate risk assessment and analysis • Develop and implement a comprehensive donor relations management strategy so that opportunities for utilising donor funding are maximised and the relationship between SAMDI and the donor agencies is strengthened

26. Priority areas going forward • Developing the capacity of departments to effectively plan, procure and institutionalise training and development interventions – leverage government’s substantial investment in PS HRD • Development of SAMDI’s Comprehensive Training and Development Solution model • Leveraging Government investment in high priority public good interventions: CDWs, Compulsory Induction Programme, contract/service provider management – specifically with respect to research, development and M & E interventions • Enhance the implementation of learning for better return on investment

27. Priority areas going forward (2) • Development of a credible e-Learning platform for PS wide training and development • Support to PS development work within the NEPAD/AU programme – specifically in promoting the capacity of Management Development Institutes on the Continent • Strengthening SAMDI’s institutional capacity – specifically in respect of quality assurance, curriculum development, professional development of trainers, research and knowledge management, financial planning and management, and M & E

28. Immediate projects

29. Newly introduced business model We will ask our clients what they need Proposals on this model have been favourably received by departments: DEAT, DCS, DSD, DPW We will provide guidance through research and benchmarking We will deliver innovative & appropriate training We will measure the effect of our service offerings on performance

30. Regional and international collaboration • SAMDI is responsible for developing a research proposal for AMDIN and for designing a curriculum framework • MoUs/ agreements have been entered into with the Rwanda (RIAM), China, Malaysia (INTAN), and Namibia • We will also be providing assistance to the DRC in terms of the reconstruction of their civil service • The Institute is actively involved in an exchange process with the Canadian School for Public Service, formerly known as the Canadian Centre for Management Development • The Canadians participated in an information and knowledge exchange programme to SAMDI in February 2004 • Visits to India and Brasilia provide further workplans

31. Specific projects and programmes • Community Development Workers • Social Security – service delivery improvement • Induction and orientation • Project and financial management • Integrated Management Development Programme (IMDP) to support sustainable pools • Senior Executive Programme • Local government capacity building • Project management and financial management

32. Specific projects: donor funding • CIDA Gender empowerment proposal submitted • Flemish – Integrated Management Development Programme (IMDP) implemented and extension approved to utilise savings • Governance and Institutional Development Division approved project to enhance delivery platforms through technical support with upgrading of the web site and e-Learning systems in SAMDI • ILO/ Flemish SAMDI multilateral to provide training and development solutions that address Government priorities in support of the developmental state through collaboration with ILO (ICT) in a trilateral agreement supported by the Flemish Government.

33. Specific projects: donor funding (2) • Flemish bilateral (gender equity and empowerment) design and implementation of a framework for a Gender Equality and Empowerment Programme, including the roll-out of management and other training programmes, and the requisite support structures • Sida support to the establishment of responsive, accountable and efficient governments across the African Continent, through: • The launch of the African Management Development Institutes Network (AMDIN). • The development of a framework for establishing or re-establishing Management Development Institutes (MDIs) in Africa

34. Budget 2005/06 and MTEF 2005/06 – 2007/08

35. Cost recovery improvement

36. Revenue Trading Entity: • The anticipated revenue was based upon the projection of the statistical information (database) in respect of the Person Training Days (PTDs) • The current fee structure, as approved by National Treasury, was utilised • The result was evaluated for reasonability and adjusted accordingly Vote: • The revenue of the Vote (Programmes 1 & 2) consists mainly of receipts in respect of commission on insurance premiums deducted from employees’ salaries, parking fees and interest on departmental debt

37. MTEF allocations: 2005/06 – 2007/08

38. Expenditure Trading Entity and Vote • The requirements per directorate were established • Emphasis on: • Recurring versus non-recurring • Evaluation and projection of recurring administrative expenditure • The current personnel structure plus additional required positions • Cost-saving strategies • Elimination of obsolete activities or activities with low priorities • Matching policy priorities & resources • The draft Annual Report was reviewed – over / under performance

39. Trading entity

40. Trading entity (2) • Revenue reduced from ENE to MTEC • Audited revenue: • 2002/03 – 10,499 • 2003/04 – 14,944 • Increase on audited revenue 2003/04: • 2004/05 – 34% • 2005/06 – 67% • 2006/07 – 101% • 2007/08 – 134%