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Dr FM Orkin: DG and Team 28 May 2008

Dr FM Orkin: DG and Team 28 May 2008. Briefing to the Portfolio Committee for Public Service and Administration The Academy as National Training Facilitator: Budget and Strategic Plan for 2008/09. Presentation Structure. The SAMDI Foundation Reconstitution of the Academy

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Dr FM Orkin: DG and Team 28 May 2008

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  1. Dr FM Orkin: DG and Team 28 May 2008 Briefing to the Portfolio Committee for Public Service and Administration The Academy as National Training Facilitator: Budget and Strategic Plan for 2008/09

  2. Presentation Structure • The SAMDI Foundation • Reconstitution of the Academy • Objectives and Activities of the New Academy • Improving Products and Collaborations • Budget and Controls

  3. The SAMDI FoundationContributions to G&A 2008 Cluster Priorities • Good Governance: Anti-corruption, Gender and Disability training programmes • Capacity of the State: Mass Induction Programme (MIP), Accelerated Dev. Programme (ADP), Khaedu Training Programme • Macro-organisation of the State: Single Public Service, Integrated Service Delivery and E-Government Service Delivery Projects • Transversal Systems: Government-Wide Monitoring and Evaluation System Training Programme - launched in April 2008

  4. The SAMDI FoundationContributions to G&A 2008 Cluster Priorities • Projects from Jan ‘08 Cabinet Lekgotla: • Design and delivery of an integrated curriculum for executive development and junior managers; and • Strategy for the provision of massified training by the Academy. • Other Projects: • Support JIPSA (Joint Initiative for Priority Skills); • Incubate AMDIN (African Management Development Institutes Network); and • Provide support to DRC (Democratic Republic of Congo).

  5. The SAMDI FoundationRecent Policy Indications • DPSA Policies: • National Human Resource Development Strategy (NHRDS); • Human Resource Development Strategic Framework for the Public Service; • Leadership Development Strategic Management Framework; and • Single Public Service to enhance collaboration and integration among all spheres of government. • ANC NEC: Building the Human Capacity of the State by: • Establishing uniformand high entrance requirements and standards; • Emphasizing professionalism,disciplineand commitment to serve; and • Ensuring adequate numbers ofpersonnel to ensure delivery. • State of the Nation Address 2008: • “An element of government's Apex of Priorities will be deliberate focus on matters of skills development...”

  6. The SAMDI FoundationPortfolio of SAMDI Programmes

  7. The SAMDI FoundationTraining Statistics * PTDs – Person Training Days

  8. The SAMDI Foundation Training Statistics - continued • Overview: • Total PTDs for 2007/08 represent a 6% increase on the previous year, despite the demands of the transformation process; • However, 2007/08 PTDs are 8% short on thetargetedPTDs. • PTDs per Branch: • The main cause of the drop in CM&SDI PTDs is the decision to redesign and develop MIP (Massified Induction Programme); • The increased PTDs for CRMT is as a result of the financial management training that started to roll-out; and • MLD maintained high intake on middle and junior management courses, but experienced a slight drop (3%) due to low SMS training.

  9. The SAMDI FoundationTraining Statistics - continued Monthly Output of PTDs for Successive Years

  10. Reconstitution of the Academy Need for Paradigm Shift • R1 billion p/a spent in departments but 43% of staff in provincial departments reported no training in 2006 • International benchmarks suggest at least 5 days training per annum: • For approx. 250,000 middle and junior managers requires 1,25 million PTDs p.a.; and • Allowing for 60% of training already occurring in departments still requires 0,5 million PTDs p.a. • For induction, staff turn-over is 120 000 people p.a. requiring another 0,2 million PTDs • Thus, the total-demand driven requirement is 0,7 million PTDs, nearly 10 times SAMDI’s present output!

  11. Reconstitution of the AcademyThe 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

  12. Reconstitution of the Academy Vision and Activities • Three “Mantras”: • Provision to facilitation; • Competition to collaboration; and • Selective coverage to massification. • First Main Stream of Activity: • Executive development programmes for SMS; • Entrant, lower and upper SMS: programmes, courses and events; and • In collaboration with universities and counterparts. • Second Main Stream of Activity: • Massified management training for junior and middle managers; • Curriculum and Training Frameworks (functional and generic); monitoring and evaluation to regulate numerous outsource providers; • The Induction Programme for new entrants at all levels.

  13. Reconstitution of the Academy Example of a 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

  14. Reconstitution of the AcademyCompleted Projects of Internal Task Teams

  15. Implementing Academy ReconstitutionProgress Made • Too inflexible and bureaucratic 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 • 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 or ‘massified’ • Consulted with management, staff and unions • New organization designed to fulfill mandate • First and second preferences, competency exercises, interviews and selection tools • Framework for curriculum design • Cooperation with provincial academies • New financial model to facilitate a strategic framework and recover costs • External recruitment commenced • Cabinet Mandate for Massification • Mass induction roll out • Action learning roll-out, gradual introduction to all SMS • AMDP and EDP roll-out as accredited SMS training • New building, regional sites Min Com Cabinet Mandate for Massification Strategic Planning 2007 and Task Teams New Organo’m and Match and Place Strategic Planning 2008 and New Org. Structure Balanced Scorecard Objectives, Roll-out Strategy 15

  16. Reconstitution of the Academy Partners and Stakeholders • Engagement with Partners: • Research on programmes offered by HEIshas been conducted; • With HEI input, and help from French ENA, extra top SMS offerings; • We have brought together sectoral colleges of the various departments like Correctional Services, Home Affairs, Foreign Affairs, etc. • Provincial Training Entities and Other Stakeholders: • Discussing DPSA and SAMDI Integrated Learning Framework with provinces for HRM use across the Public Service; • Three Inter-Provincial Workshops held and meeting with the DBSA Vulindlela Academy for Local Government has taken place; and • Established Inter-Provincial Curriculum Committee.

  17. Reconstitution of the AcademyControls and Efficiency • Handover Matrix: • A key concern during the transition process is to ensure that our clients receive services in a seamless manner; • Pre-Lekgotla planningin Dec 2007 to plan the handover process; and • A plan for migrating 98 projects to the Academy was developed at the Jan 2008 Strategic Planning Lekgotla. • The migration of these projects to the Academy commenced from mid-Feb 2008 onwards. • Examples of Efficiency and Effectiveness: • Quality Assurance and Curriculum Development serve as the engine rooms where quality programmes are conceptualised and developed; • Course-participants’ assessment provides feedback; and • Monitoring and Evaluation has produced a report on the Accelerated Development Programme (ADP).

  18. 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 Academy Strategic Objectives: Delivery of Academy outputs Relationship to external stakeholders Lateral contribution to organisation Corporate governance Transformation into the Academy Objectives and Activities of the New AcademyOldSAMDI versus New Academy Objectives

  19. Objectives and Activities of the New AcademyProvider Mobilisation Branch: Example

  20. Objectives and Activities of the New AcademyOrganogram Vote Trade Outsourced FILLED VACANT* TOTAL Permanent 101 127 228 Excess 120 12 Contract 8 1 9 TOTAL: 121 128 249 20 * Massive recruitment drive presently underway

  21. Objectives and Activities of the New AcademyOverview of Activities per New Branch • Executive Development: • Addresses the development needs of the current and emerging SMS; and • Delivers executive development programmes in collaboration with HEIs, regional, and international partners. • Curriculum and Materials Development for JMMS: • Develops curricula within an integrated learning framework for 250,000 junior and middle managers; and • Conducts external reviewsof SAMDIs existing courses. • Provider Mobilization for JMMS: • Mobilizes, co-ordinates, monitors and assures the quality of the organizations that will provide training at JMMS levels; • Partners and associates include HEIs, FET Colleges, provincial academies and units, private sector organizations, NGOs, etc.

  22. Objectives and Activities of the New AcademyOverview of Activities per New Branch – cont. • Training Co-ordination for JMMS: • Links prospective users of training programmes at all levels of government with massified training opportunities. • Business Development: • Liaises with top officials in departments to identify their key training needs and to match groups of delegates to most suitable programmes; • A priority will be the development of the Training Needs Analysis Model. • Corporate Services: • Provides pro-active HR service for senior and high-tech staff, including vigorous professional development and performance management; • Ensures that IT services of the Academy’s country-wide activities are supported by IT intensive infrastructure and databases; and • Manages buildings and operations support facilities and logistical operations across the country.

  23. Objectives and Activities of the New AcademyOverview of Activities per New Branch – cont. • Governance and Strategic Support: • Supports the DG and top-management with strategic and allied support functions required to position the Academy; • The activities of this branch includes corporate communication and knowledge management. • Finance: • Provides expanded and modernised financial and supply chain management services to cope with the demands of “massified” training; • This branch deals with financial management and accounting. • International and Special Projects: • Supports the Academy’s strategy by forging strategic international partnerships, co-ordinating bi- and multi-lateral international projects; • This branch is also responsible for initiating and managing efficient donor projects.

  24. Objectives and Activities of the New AcademyNext Big Steps • Advertise andfill vacant positions in new organogram in line with budget • 20 000 applicationsfor 85 posts funded new/vacant posts - short listing and interviewing during May to August 2008 • New building to be named and launched by the President • Communication campaign towards the August launch • Migration matrix unfolding • Planning for DPLG / DPSA landscape workshop • International relations - CIDA/SAMDI Project on Public Sector Training and Development in Countries Emerging from Conflict • Massify training opportunities at three levels of government per Academy strategy in phases and sectors

  25. Improving Products and CollaborationAdvanced Management Dev. Programme • Advanced Management Dev. Programme (AMDP) was developed for public service middle managers(Assistant and Deputy Directors) • This programme is aligned to the middle management service (MMS) competencies for the public service • Aim: To capacitate them to perform their duties and to prepare them for senior roles within the public service. • It is offered in collaboration with a consortia of universities organised in three regional groups: • North Consortium – UP, TUT, Limpopo and UNISA academics) • Central Consortium – UFS, KZN and UNW; • South Consortium – Stellenbosch, UWC and Nelson Mandela)

  26. Improving Products and CollaborationAdvanced Management Dev. Programme cont. • After pilot, the materials were revised before massive roll-out through a consortia of universities • Some of the themes covered in the programme include: • Project management • Financial and Human Resources management • Policy implementation • Knowledge management and • Quality management • In the 07/08 AMDP achieved 15000 PTDs, making it the 2nd highest performing course after Emerging Management Dev. Programme • AMDP serves as one of the building blocks for the Accelerated Development Programme (ADP)

  27. Improving Products and CollaborationSustainable Pools Scheme - Purpose • The sustainable pools scheme is a joint development initiative between SAMDI and DPSA • Aims and Objectives: • Accelerate the development of high performing middle managers to increase the selection pool for SMS appointment; • Enhance and support transformation in the public service; and • Increase the representationof women managers and people living with disabilities in the SMS substantially. • Programme Architecture: • Participants must successfully complete the Advanced Management Development Programme for access; • Other components include: Action Learning; SMS competency test; Executive Development Programme; etc. • An international study tour (10 days) provides opportunities for situational learning in another context.

  28. Improving Products and CollaborationSustainable Pools Scheme - Results • 77 officials participated on the programme from Western Cape, Mpumalanga and KwaZulu-Natal provinces • Participating Departments - Home Affairs, Trade and Industry, SAMDI, DPSA and OPSC • Participants will complete all modules of the Executive Development Programme (EDP) by the end of June 2008 • The evaluation report on the first ADP is completed with a number of recommendations for improvement of the programme • 25 current participants will be undertaking a study tour to India in October 2008; and 12 to China in November 2008 • The selection of the second cohort of 300 participants will be completed by end of March 2009

  29. Improving Products and CollaborationRepresentation on Management Course Intake

  30. Improving Products and CollaborationProject Khaedu - Design and Implementation Khaedu Core Skills Development Deployment to the ‘coal face’ Follow-up during implementation • Follow-up in the manager’s own environment • Use Core Skills to solve a current delivery issues • 4.5 day course • Case-based • Very practical • Build ‘Core Skills’ for solving service delivery problems • Supervised 5-day deployment to the ‘Coal Face’ • Participants analyse service delivery problems and write a short report * Khaedu is a TshiVenda word meaning “challenge”

  31. Improving Products and CollaborationProject Khaedu - Achievements to date Successfully delivered to over 2,200 SMS in all nine provinces and national departments

  32. Improving Products and Collaboration Supply Chain Management • SAMDI delivered Supply Chain Management (SCM) programmes to all three spheres of government • SCM was also offered to MPs belonging to the Association of Public Accounts Committee from National & Provincial legislatures, • SCM training was also rolled-out in all 283 municipalities and municipal entities in partnership with the National Treasury. • The 1st Bid Committee e-Learning Course, as part of SCM portfolio of programmes, was designed and piloted. • 18 learners from Department of Correctional Services (DCS) and National Treasury (NT) participated in the pilot with excellent results; • 66% on-time completion rate was achieved, which is considered high for any form of remote learning.

  33. Improving Products and CollaborationGender Mainstreaming • Received R25 million from Canadian International Development Agency (CIDA) for an accredited Gender Mainstreaming training: • 1500 Public sector managers on all levels to receive training on mainstreaming gender into strategies, delivery, etc; • Unit standard registered with the SA Qualifications Authority (SAQA); • Training material in final stages of development; and • Roll-out of training begins in October 2008. • Public Service Commission recommendations on Gender Mainstreaming taken into consideration • Programme incorporated into MPSA Gender Strategy for the Public Service which articulates 8 principles for HODs

  34. Improving Products and CollaborationInternational Programmes • Support to DRC, through training and processes to establish own National School for Public Administration (ENA) • Deployment of a full-time training managerin Kinshasa to manage the support initiative • In 2007 429 DRC officials trained in HRM; Project Management; and Management Development • 24 Officials selected for DRC Training of Trainers (ToT)Programme • ToT Programme supporting the establishment of ENA for DRC; and • Trainers are currently undergoing a Coaching Programme • 40 Officials from 12 countries received a customised ToT course • Under the auspices of AMDIN • Sponsored by the Japan International Co-operation Agency (JICA).

  35. Improving Products and CollaborationHealth and Employee Wellness • Hosted free health screening and two wellness days with Voluntary Counseling and Testing (VCT) for all staff during September 2007 • 31% of total staff complement participated, with a gender breakdown of 16 Male and 36 Female • Ongoing communication strategy to address wellness • Participation in social responsibility programmes such as: Take a Girl Child to Work Day and The Sunflower Fund’s Bandanna Day • Planned Programmes: • Monthly outsourced VCT drive; • Quarterly health screening services for all staff; • Financial health and management and Teambuilding; and • Employee Wellness Programme aligned to DPSA’s Draft Strategic Framework on Employee Health and Wellness Programme.

  36. Budget and ControlsVote 11: Unaudited Expenditure at 31 Mar.’08 * The table shows a negligible under spending of R13 thousand against a budget of R131 million.

  37. Budget and ControlsTTA: Unaudited Result as at 31 Mar. 2008 * The cash surplus of R30,9 million is as a result of enhanced debt recovery, and appropriated funds (received in Dec ’07) on the Induction Programme to be utilized in 2008/09.

  38. Budget and ControlsEstimates of National Expenditure (ENE) – 2008/09 to 2010/11 * The figures include the additional funding of R10 million for ’08/09; R10 million for ’09/10 and R15 million for ’10/11 respectively, for developments under the new Academy.

  39. Budget and ControlsENE - 2008/09 to 2010/11

  40. Budget and ControlsGovernance of Resources • Finance: • Successful implementation of the 2007/08 Financial Management Improvement Plan; • Unqualified 2006/07 Audit Reports for both SAMDI Vote and Trading Account; • Enhancement and successful implementation of computerized debtors management system (Pastel); • Improved debt recovery from clients; • Upgrading of the computerised Course Management System; and • New delegations for Academy.

  41. Budget and ControlsGovernance of Resources - continued • Internal Audit: • Outsourced Internal Audit function; • Fully functional Audit Committee (4 meetings per year); • Functional Risk Management Committee; • Review and update of Risk Register; • Follow-up reviews on Strategic Management and Training and Development; and • Risk based internal audit on Debtors’ Administration. • Human Resource Management and Development: • Revised Performance Appraisal Rewards; • Sourcing of Senior Management and staff for the Academy; and • Revised HR Delegations for the Academy.

  42. Budget and ControlsFinancial Model and Organizational Systems • New Financial Model: • To cater for increase in Person Training Days (PTDs) from approx. 100,000 to 475,000 at end of MTEF period (600,000 by 2011/12); • Recover direct costs such as trainer, venue and course material costs from end users; • Institutional fee for research, curricula development, M&E, etc. • Standard tariff pricing for normal bookings, and zero based budgeting for once-off training; and • New course tariffs submitted and approved by Treasury. • New Systems: • Improved electronic booking systemto reduce processing time by 70%, and to achieve real-time reconciliation of training statistics to invoices; • The new websiteis already fully populated with relevant content; • E-Learning for massified training being researched for implementation; • Course Management System to integrate new M&E System.

  43. Challenges to Monitor, Towards the Academy • Collaboration among partners needed by interactive approach: • HEIs, provincial academies tend to “defend turf” • In fact, there is sufficient need to over-extend everyone, generate desired “third stream” income • Quality (alignment, relevance) required from numerous providers: • False reaction to “fly-by-nights” is D.I.Y. – scale will be too small; • Align curricula, ensure accreditation, follow-up M&E • Resources – imaginative way of securing them • Help departments spend 1-2% of personnel budgets on suitable external and internal provision • New Academy financial model seeks to earn more as provision expands, through a design, management and monitoring fee. • Continuity and change • Possible shifts of emphasis, approach or funding with”changing of guard” • But essential continuity in practical management training needs on “massified scale” for improved service delivery among middle and junior managers

  44. Re a leboga Siyabonga Thank you Rolivhuwa Dankie Nakhensa

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