SAMDI Briefing to the Select Committee on Local

SAMDI Briefing to the Select Committee on Local

SAMDI Briefing to the Select Committee on Local Government and Administration 2007/08 Budget Dr FM Orkin, Director-General, and team Thursday, 10 May 2007 Presentation Structure Strategic Objectives Report on 2006/07 Outputs Financials: ENE and 2006/07 indications Case study: Monitoring and Evaluation (M&E) training Transformation to the Academy Your Partner in Improving Service Delivery through Training and Development 2 Strategic Objectives Governance & Administration (G&A) Cluster Priorities Good Governance: Anti-corruption, Gender and disability management, Batho Pele and Public Participation programmes. Capacity of the State: Local Government Strategic Agenda, Skills Assessment and Capacity Building programmes. Macro-organisation of the State: Single Public Service, Integrated Service Delivery and E-Government Service Delivery Projects. Transversal Systems: Integration of Planning Government-wide Monitoring and Evaluation System. and Your Partner in Improving Service Delivery through Training and Development

3 Strategic Objectives SAMDI 2007/08 to 2009/10 Develop and administer a training framework for curricula and materials. Co-ordinate the provision of executive development programmes for the Senior Management Service. Develop and implement a quality management and monitoring system. Capacitate departments to identify their human resource development needs. Establish and maintain partnerships and links with national and international management development institutes and training providers. Arrange customised training programmes in support of South Africas foreign policy within the African Union (AU) and the New Partnership for Africas Development (NEPAD). Your Partner in Improving Service Delivery through Training and Development 4 Strategic Objectives Focus Areas for 2007/08 and Beyond Support JIPSA (Joint Initiative On Priority Skills Acquisition) policy formulation and training. Incubate AMDIN (African Management Development Institutes Network) and DRC (Democratic Republic of Congo). Contribute to the ASGI-SA (Accelerated and Shared Growth Initiative for South Africa) through concentrated public sector human resource development activities and operations that will strengthen economic growth and promote social inclusion. Monitoring and Evaluation refer detail slides. Transformation to the Academy refer detail slides. Your Partner in Improving Service Delivery through Training and Development 5

Strategic Objectives Governance of Resources Finance: Successful completion of the Financial Management Improvement Plan; Unqualified Audit Reports for both SAMDI Vote and Trading Account Implementation of computerised debtors management system (Pastel); Introduction of a computerised course-booking and quotation system. Internal Audit: Outsourcing of the internal audit function Reviews on Strategic Management, and Training and Development. 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). Your Partner in Improving Service Delivery through Training and Development 6 Report on 2006/07 Outputs Training Statistics: 1 April 2006 31 March 2007 Delivery Unit Actual PTDs 2005/06 Actual PTDs 2006/07 % Change

2005/06 to 2006/07 Targeted PTDs 2006/07 % Realised 2006/07 Change Management and Service Delivery Improvement (CM&SDI) 28,634 21,602 -25 27,000 80 Corporate Resource Management Training (CRMT) 24,008 29,251 22

51,100 57 Management and Leadership Development (M&LD) 26,491 46,293 75 37,100 125 Total 79,133 97,146 23 115,200 84 Your Partner in Improving Service Delivery through Training and Development 7 Report on 2006/07 Outputs

Training Statistics: 1 April 2006 31 March 2007 Total PTDs (Person Training Days) for 2006/07 represent a 23 % increase on the previous year. However, 2006/07 PTDs are 16% shortfall on the targeted 2006/07 PTDs (a rather ambitious target). The main cause of drop in CM & SDI PTDs is the reduction in requested training by Social Development, which contributed to high numbers in 2005/06. PTDs increased strongly in MLD due to a high intake on middle and junior management programmes, including Mentorship. Your Partner in Improving Service Delivery through Training and Development 8 Report on 2006/07 Outputs Training Statistics: 1 April 2006 31 March 2007 Year-on-Year Comparison 14000 12000 P T D 's 10000 8000 6000 4000 2000 0 Apr May Jun Jul

Aug Sep 2005/06 Oct Nov Dec Jan Feb Mar 2006/07 Your Partner in Improving Service Delivery through Training and Development 9 Report on 2006/07 Outputs PTDs Delivered in Provinces Report on 2006/07 Outputs 35 Percentages 30 25 20 15

10 5 0 Employees % PTD's % Your Partner in Improving Service Delivery through Training and Development 10 Report on 2006/07 Outputs Efficiency and Effectiveness Quality Assurance in curriculum development and review. Course-participants assessment. User surveys. Monitoring and Evaluation. Proportionately, SAMDI produces the same rate of person training days (PTDs) as, for example, the UK National School of Government. Your Partner in Improving Service Delivery through Training and Development 11 Report on outputs: an emerging partnership with DPLG and SALGA Programme Municipality PSLDP management Limpopo PSLDP policy

Sekhukhune Ethics management Municipalities in 9 provinces Gender mainstreaming Uthungulu Supply chain management 260 Municipalities in 9 provinces Consultation services Municipalities in 9 provinces SCM for senior managers Municipalities in 9 provinces EMDP LG municipalities Your Partner in Improving Service Delivery through Training and Development 12 An emerging partnership with DPLG and SALGA: the roadmap An intradepartmental committee between DPLG and SAMDI was established in 2006 to co-ordinate activities of SAMDI at the local government level.

Are seeking to establish a periodic forum which will include SALGA for dialogue, progress mapping, programme updates and decisions on multilateral activities. Develop and explore new and emerging development opportunities. Initiate joint planning and strategic development processes for long range curriculum development, norms and standards. Implement trilateral reporting mechanisms. Your Partner in Improving Service Delivery through Training and Development 13 Estimates of National Expenditure SAMDI: Vote 11 Budgeted Expenditure 2007/08 to 2009/10 Description 2007/08 R000 2008/09 R000 2009/10 R000 Compensation of Employees Vote 11 17,500* 19,400* 22,400* Goods and Services 22,800*

22,800* 25,800* Current Payments 40,300 42,200 48,200 1,600 2,400 1,700 Augmentation of SAMDI Training Trading Account 29,200* 31,300* 37,400* Total Budgeted Expenditure 71,100* 75,900* 87,300*

Capital Assets (*) 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. Your Partner in Improving Service Delivery through Training and Development 14 Estimates of National Expenditure SAMDI: Training Trading Account (TTA) Revenue and Expenditure - 2007/08 to 2009/10 Description 2007/08 R000 2008/09 R000 2009/10 R000 Revenue: Course fees 38,300 43,800 48,300 200 200

200 Transfers received 29,200 31,300 37,400 Total revenue 67,700 75,300 85,900 Compensation of Employees - TTA 31,200 33,700 37,200 Goods and services 34,700 39,800 46,800 300

200 200 Total expenses 66,200 73,700 Your Partner in Improving Service Delivery through Training and Development 84,200 Other non-tax revenue Expenditure: Depreciation 15 Projected Surplus 1,500 1,600 1,700 State of Expenditure as at 31 March 2007 SAMDI: Vote 12 (Parliamentary Grant) 2005/06 Economic classification

2006/07 Actual Expenditure as at 31 March 06 R000 Budget R000 Actual Expenditure as at 31 March 07 R000 Variance Budget to Actual Expenditure R000 Compensation of Employees 10,956 13,667 13,228 439 Goods and Services

16,423 19,393 19,520 (127) 3,220 2,789 2,611 178 34 10 10 0 Augmentation ofImproving SAMDI Your Partner in Service Delivery through Training and Development 24,754 23,059 23,059 Training Trading Account

0 Capital Assets Provincial and Local Government 16 Total 55,387 58,918 58,428 490 State of Revenue and Expenditure SAMDI: Training Trading Account as at 31 March 2007 2005/06 Economic classification 2006/07 Actual as at 31 March06 R000 Budget R000

Actual as at 31 March 07 R000 Variance Budget to Actual R000 Course fees 37,921 33,000 42,636 9,636 Augmentation Received 24,754 23,059 23,059 0 Total Revenue 62,675 56,059

65,695 9,636 Compensation of Employees 18,724 27,885 22,261 5,624 Goods and Services 24,143 27,805 36,263 -8,458 420 288 - 288 55

20 16 4 Total Expenditure 43,342 55,998 58,540 -2,542 Surplus / (Deficit) 19,333 61 7,155 7,094 Depreciation Provincial & Local Government Your Partner in Improving Service Delivery through Training and Development 17 State of Revenue & Expenditure SAMDI: Vote 12 & Training Trading Account as at 31 March 2007

Vote 12 The minor (less than 1%) total under-spending of R 490,000 (0.83%) on the Vote is primarily due to vacancies on the staff establishment. Training Trading Account The surplus for the 2006/07 financial year is as a result of the enhanced debt recovery process. Your Partner in Improving Service Delivery through Training and Development 18 Government-Wide Monitoring & Evaluation System Background Aims and objectives The aim of the system is to contribute to improved governance and enhanced effectiveness of public sector institutions. The system aims to collect, collate, analyse and disseminate information on the progress and impact of programmes. Result Areas Accurate information on progress in the implementation of public sector programmes is updated on an ongoing basis; Information on the outcomes and impact achieved government is periodically collected and presented; by The quality of monitoring and evaluation practices in government and public bodies is continuously improved. Your Partner in Improving Service Delivery through Training and Development 19 Government-Wide Monitoring & Evaluation System Institutional Responsibilities Principles and Standards

Reporting and Databases Capacity Building Work Stream Lead Agency OPSC DPSA SAMDI Partner Agencies Presidency Presidency Presidency Stats SA Stats SA Stats SA National Treasury SITA DPSA DPSA DPLG

DPLG National Treasury National Treasury Your Partner in Improving Service Delivery through Training and Development 20 Government-Wide Monitoring & Evaluation System SAMDI Capacity Building Strategy Progress Report Terms of reference developed for Task Team. 15 Workshops on M&E for programme and Project Management (340 officials). Initial needs analysis on provincial M&E capacity. Consultation with key stakeholders (8 March 07). Plan of Action Research on M&E training needs - SMS, MMS, JMS, practitioners (March 07). Determine current providers of M&E - HEIs, privates, NGOs etc. (March 07). Undertake training needs analysis for M&E (May 07). Develop M&E training programme (Sept 07); roll-out (Nov. 07). Your Partner in Improving Service Delivery through Training and Development 21 Transformation to the Academy Indication of Demand: ENE Training Spend 6.00 Tr/Curr % Tr/Pers %

5.00 Percent 4.00 3.00 2.00 1.00 0.00 Your Partner in Improving Service Delivery through Training and Development 22 Transformation to the Academy SAMDI: 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.; 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 SAMDIs present output! Your Partner in Improving Service Delivery through Training and Development 23 Transformation to the Academy

Vision and Activities Three mantras Provision to facilitation. Competition to collaboration. 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. Your Partner in Improving Service Delivery through Training and Development 24 Transformation to the Academy 2006/7 Sources of SAMDI Outputs 35000 2006/07 Person-Training Days (PTDs) 30000 Univ. etc Contractor SAMDI 25000

20000 15000 10000 5000 0 MDT ELD HRDT SCM HRMT FPMT SDT ID MLD MLD MLD CRMT CRMT

CRMT CMSDI CMSDI Your Partner in Improving Service Delivery through Training and Development 25 Transformation to the Academy Induction Other Immigratio n Pensions Other Information Supply Chain Human Res. Finance Other Information Culture Projects

People Performance levels Finance Learning framework: tentative harmonised modules Senior Middle Junior Supervisor Generic competencies Functional competencies Sectoral competencies Your Partner in Improving Service Delivery through Training and Development 26 Transformation to the Academy Projects for Internal Task Teams 1. Audits of junior and middle management courses 6. Preparing for service provider mobilisation

2. Planning and implementing the training framework 7. Planning executive programmes for SMS level 3. Enhancing the monitoring and evaluation system 8. Recasting delegations and policies 4. Streamlining accreditation processes 9. Scoping operational system for outsourced training 5. Planning for massified induction programme 10.Conceive a knowledge management system Your Partner in Improving Service Delivery through Training and Development 27 Transformation to the Academy Engagement with Provinces Consultation and collaboration with provinces and other stakeholders are a key foundation for establishing the Academy. Engagement at the Technical Presidents 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 Academy and 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 A forum for Heads of Academies and DDGs HRD. 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 was also discussed (see next slide) Your Partner in Improving Service Delivery through Training and Development 28 Transformation to the Academy Engagement with Provinces - continued The configuration of the training and development landscape in the public service and the Academys relationship other important stakeholders and institutions was also discussed. Your Partner in Improving Service Delivery through Training and Development 29 Transformation to the Academy Engagement with Provinces - continued PSETA and other SETAs authorised by SAQA to accredit unit standards

Provincial sites of national depts Dedicated colleges: Justice, Foreign Affairs, Defence, Police, etc. LOCAL PROVINCIAL External providers: HEIs FETs Private NATIONAL Internal providers Support:: International & Profess. assns Your Partner in Improving Service Delivery through Training and Development 30 Transformation to the Academy The challenging way forward Executive development programmes. Learning framework for massified middle and junior

management learning. Curricula and material development, quality assurance and accreditation. Provider and user relations; M&E of large-scale provision. Provincial infrastructure. Research capacity and networking. Continental support for Management Development Institutes, international relations. Impending restructuring process. Your Partner in Improving Service Delivery through Training and Development 31 Siyabonga Thank you Rolivhuwa Dankie Nakhensa Re a leboga Your Partner in Improving Service Delivery through Training and Development 32

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