Strategic plan 2005/06 – 2009/10

1. Presentation to the Portfolio Committee on Public Service and Administration, Parliament, Cape Town, 7 September 2005 Strategic plan 2005/06 – 2009/10 Bobby Soobrayan, Director-General

2. Structure of presentation • SAMDI’s mandate • SAMDI’S overarching objective: responsiveness to Government’s strategic priorities • Overview of SAMDI’s 2005/06-2009/10 Strategic Plan • Overview of high priority strategic priorities over the medium term • Budgets, projected targets and projected revenue • Overview of progress to date • Conclusion

3. Mandate, vision, mission and values • Mandate: to provide high quality, customised training and development to the public service to ensure increased capacity for service delivery and the implementation of government initiatives aligned to national priorities • Vision: to create a self-sustaining organisational transformation centre of excellence for public service delivery • Mission: to provide customer-driven training and organisation development interventions that lead to public service transformation and improved service delivery • Values: to achieve quality, to respond to customer needs, to be effective and efficient, to promote a culture of learning and to value and empower staff

4. 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

5. SAMDI’S overarching objective: Responsiveness to Government’s strategic priorities

6. 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

7. 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

8. 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

9. HRD challenges in the public sector • Sub-optimal efficacy of the institutions charged with skills development in the public sector • Line managers face challenges in articulating exactly what skills are required to deliver on the objectives of the department or province • Poor quality and relevance of training programmes, including curriculum design, assessment strategies and training methodologies • Lack of effective focus on the development of norms, values, attitudes and orientation of public officials • Shortage of comprehensive and credible data on the quantity and quality of training conducted • Alarming escalation of training costs when compared with value gained

10. Matching our strategic priorities to those of the State

11. Matching our service offerings to Government’s priorities

12. Overview of SAMDI’s Strategic Plan: 2005/06 - 09/10

13. The building blocks to establish SAMDI Vision, Mission, Values, Culture Scenarios, Strategies Goals, Objectives Strategy Governs Business Processes Value Added (What Processes) Work Flow (How-to Processes) Utilizes Resources IT Assets People

14. Balanced Scorecard to measure progress Strategy Processes Mandate Vision Mission Client People

15. 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

16. Strategic framework • In response to the challenges facing HRD in the public sector, SAMDI is responding through a concerted focus on: • Skills development institutions • HRM & D capacity in the public sector • Improving partnerships and linkages with training providers • Improving the impact of training • Improving the cost-effectiveness and quality of spending on training in the public sector

17. Strategic priorities: client perspective We will design and deliver high quality and relevant skills development solutions to all three spheres of government, which improve the capacity of the public service 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 public service, 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 public service, which clearly identifies training needs against organisational objectives

18. Strategic priorities: client perspective (2) • 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 • 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 innovation 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 public service 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

19. 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 public service training and development • Develop and implement marketing and communication strategies that effectively project SAMDI to current and potential clients, both locally and internationally

20. 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

21. 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.

22. Strategic priorities: financial 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

23. Note: Some of these projects are still under discussion with the Minister Overview of high priority strategic projects over the medium term

24. Local Government Capacity Development • Formulation of a joint capacity development strategy with dplg as a sub-set of the public sector HRD strategy • Two broad categories: • training needs related to generic and specific technical competencies • specific programmes linked to Project Consolidate

25. Accelerated programme for the development of basic skills • Public Service largest employer with large number of employees at low skills level • Embark on extensive ABET programme to ensure basic literacy throughout the public sector • Strong focus on training and impact of training on world of work • Capacitation at this level will contribute to the improvement of government capacity and productivity, and will also impact on social inclusion

26. Key offerings within current programme • Compulsory induction and re-orientation programme • Acquisition of competencies that will enable all civil servants to initiate and implement the programme and processes which lead to the achievement of the State’s objectives • Management and leadership programmes • Comprehensive PSLDP (SMS - all) • Executive PSLDP (SMS - levels 15 and 16) • Senior Executive Programme (SMS – levels 15 and 16)

27. A new model for training and development • Attempting to link learning directly to performance improvement • Focus on building the human resources capacity of the State – looking at how the skills and capability of human resources are affected by and affect capacity constraints within both the organisation and the environment • In other words, if we take it as a reality that the public service will always be faced with an escalating demand for services, and that the resources required to meet this demand will always be limited, then we need to understand who must receive training, who should deliver training, and what and how public servants should learn, in order to optimise performance in this type of environment

28. A new model for training and development (2) • Who delivers the training? • SAMDI will co-ordinate the establishment of a network of associates, drawn from the ranks of public officials, including elected officials. These officials will have a demonstrable record of successful service delivery in their area of work. • They will be supported in the classroom by learning facilitators, and will be encouraged to share best practices, examples and methods of good decision making and innovations, and their overall experiences • And who is trained? • Line managers need to be able to clearly identify ‘who needs training in what’ in order to improve service delivery – this requires proper analysis of the real cause of the experienced problem, and a clear understanding of each person’s role in the value chain of delivery

29. A new model for training and development (3) • What is trained? • This goes to the ‘content’ of the training material – the link between learning outcomes and workplace requirements for improved performance • SAMDI will be developing learning (or competency) frameworks in specific and transversal functional areas, with associated ‘platform’ qualifications and skills programmes which directly relate to skills required for organisational improvement • This will enable learners, and their managers to select learning pathways that are most appropriate to their context, interest and desired career paths

30. A new model for training and development (4) • How do we deliver training that is both impactful and cost-effective? • This section of the model looks at the context within which training takes place, and the ‘blend’ in methodologies which best suit the content of the programmes and our target audience. • We will be focusing on integrating on- and off-the-job learning, and on integrating learning and organisational change • We will be developing a comprehensive mentoring programme, and working directly with managers to build their receptiveness to learning • Our e-Learning strategy forms a critical component of this, as does our new, standardised methodology.

31. Improving long-term supply of technically competent and committed public servants • Shortcomings of compulsory examination model • Dedicated programme, coupled with strong experiential component – e.g. France and India • Recruit on competitive basis fixed number (starting with 30, growing to 60) candidates who have completed basic degree • 2-year professional diploma • Well structured experiential learning – placements in accredited departments with accredited tutors/supervisors • Guaranteed employment with condition of deployment at state’s discretion • Immediately included in Sustainable Pools programme • Highest recognition – cadreship consciousness

32. Improving long-term supply of new recruits into the junior ranks of the public service • Presently face very specific supply problems • Dedicated FET college • Curriculum focused on working in the public sector, with emphasis on technical skills as well as values and orientations • Recruitment consistent with Equity targets – race, gender, class and geographic location • Full costs carried by state • Strong experiential component • All successful candidates guaranteed employment in public sector • All enter Sustainable Pools programme immediately on joining public sector full-time

33. Budgets, projected outputs and projected revenue

34. Allocation of funding (R’000)

35. Person Training Day Projections

36. Year on year comparison

37. Overview of progress to date

38. Performance against PTDs per unit

39. PTDs per month 2005/06

40. Training provided in Provinces and national departments 2005/2006

41. International Relations • SAMDI’s programme is based on the country’s international relations strategic priorities • Focus on AU, through support for successful implementation of NEPAD • Specifically, SAMDI’s activities relate to the Programme of Action of the Conference of Pan African Ministers of Public Service (chaired by Minister Fraser-Moleketi) • Establishment and implementation of the African Management Development Institutes Network (AMDIN) is a major part of our work • AMDIN was successfully launched at conference in Jhb, 24 - 26 August 2005

42. International Relations (2) • AMDIN Executive Council elected as well as an Executive Committee comprised of: Zimbabwe - ZIPAM (chair), Nigeria – ASCON (vice-chair) and South Africa – SAMDI (treasurer) • Resolved that AMDIN will be headquartered in SA and that SAMDI will serve as secretariat in interim • AMDIN programme of action will be formulated and presented as proposals to the 5th Conference of Pan African Ministers of Public Service to take place from 18 - 20 October in Addis Ababa

43. International Relations (3) • Other international relations activities include the following: • DRC • Sudan • IBSA • Various bilateral agreements • Overseas Development Assistance (donors)

44. Conclusion • Implementation of the strategic plan has been steady and we anticipate to deliver on the outputs stipulated • SAMDI’s success will to a large extent depend on its ability to harness the energy of new leadership, to consolidate and learn from the transformation process, and to implement the different aspects of the strategic plan in a manner that builds itself a credible place in the public service training and development environment • Political support, will and context extremely conducive to SAMDI’s mission • SAMDI is building on gains of turnaround strategy to implement more far-reaching and strategic interventions for improving the capability of the Developmental State