Briefing to the Portfolio Committee for Public Service and Administration

The Academy as National Training Facilitator of Choice;

Budget and Strategic Plan for 2008/09

Dr FM Orkin: Director-General and Team

21 May 2008

Presentation Structure

♦ Strategic Objectives

♦ Report on 2007/08 Outputs

♦ Financial Matters

♦ Case study: Sustainable Pools Scheme

♦ Implementing Academy Reconstitution

Strategic ObjectivesSelected Contributions to G & A 2008 Cluster Priorities

♦ Good Governance: Anti-corruption, Gender and Disability training programmes

♦ Capacity of the State: Mass Induction Programme (MIP), Accelerated Development 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

♦ 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: Support JIPSA (Joint Initiative for Priority Skills); incubate AMDIN (African Management Development Institutes Network) and support DRC

Strategic ObjectivesRecent Policy Indications

ANC NEC: Building the Human Capacity of the State by:

♦ Establishing uniform and high entrance requirements and standards♦ Emphasizing professionalism, discipline and commitment to serve♦ Ensuring adequate numbers of personnel to ensure delivery

DPSA Policies:

♦ Human Resource Development Strategy♦ Leadership Development Strategic Management Framework ♦ Single Public Service to enhance collaboration and integration among all

spheres of government

State of the Nation Address 2008:

♦ “An element of government's Apex of Priorities will be deliberate focus on matters of skills development...”

Strategic Objectives

Old SAMDI Objectives and New Academy Objectives

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

Strategic ObjectivesOverview of Activities per Branch

Executive Development:

♦ Addresses the development needs of the current and emerging SMS♦ 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

♦ External review of SAMDIs existing courses

Provider Mobilization for JMMS:

♦ Mobilizes, co-ordinates, monitors and assures the quality of the organizations that will provide training at the level of JMMS

♦ Partners and associates include HEIs, FET Colleges, provincial academies and units, private sector organizations, NGOs, etc.

Strategic ObjectivesOverview of Activities per Branch - continued

Training Co-ordination for JMMS:

♦ Links prospective users of training programmes at all levels of government with massified training opportunities

Business Development:

Liaison 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:

Pro-active HR for more senior and high-tech staff, including vigorous professional development and performance management

IT services the Academy’s country-wide activities with more IT intensive facilities using massive, linked databases and outsourced IT provider

Buildings and operations support facilities and manages logistical operations across the country

Strategic ObjectivesOverview of Activities per Branch - continued

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:

♦ Expanded and modernised financial and supply chain management services to cope with the demands by facilitating “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

Initiating and managing efficient donor projects

Delivery Unit ActualPTDs

2006/07

Actual PTDs

2007/08

% Change2006/07

to2007/08

TargetedPTDs

2007/08

% Realised2007/08

Change Management and Service Delivery Improvement (CM&SDI)

22,242 15,649 -30 18,371 85

Corporate Resource Management Training (CRMT)

29,006 42,914 48 45,689 94

Management and Leadership Development (M&LD)

47,202 45,729 -3 48,940 93

Total 98,450 104,292 6 113,000 92

Report on 2007/08 OutputsTraining Statistics

Overview:

♦ Total PTDs (Person Training Days) for 2007/08 represent a 6% increase on the previous year despite the demands of the transformation programme

♦ However, 2007/08 PTDs are 8% short on the targeted 2007/08 PTDs

PTDs per Branch:

♦ The main cause of drop in CM&SDI PTDs is the shift to redesign and development of an implementation model for the MIP

♦ The increased PTDs for CRMT is as a result of the financial management training that started to roll-out

♦ MLD maintained their high intake on middle and junior management programmes to deliver slightly more training than the previous year

Report on 2007/08 OutputsTraining Statistics - continued

Report on 2007/08 OutputsTraining Statistics - continued

Year-on-Year Comparison

0

5000

10000

15000

20000

1 2 3 4 5 6 7 8 9 10 11 12

PTDs

2005/06 2006/07 2007/08

Months

Report on 2007/08 OutputsTraining Statistics - continued

0

2000

4000

6000

8000

10000

12000

14000

16000

18000

20000

2006/07 3475 4562 5650 8836 10206 13216 10444 12774 5346 4507 10367 8947

2007/08 2280 8952 4830 8317 10649 13280 16002 14570 4449 6167 8483 6313

Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar

Monthly Output of PTDs for Successive Years

Report on 2007/08 OutputsInternational Programmes

♦ Support to DRC, through training and processes, to establish own National School for Public Administration (ENA)

♦ Deployment of a full-time training manager in Kinshasa to manage the support initiative

♦ 429 DRC public servants trained in Human Resource Management; Project Management; and Management Development

♦ 24 Officials were selected for Training of Trainers (ToT) Programme ToT Programme is regarded as the main highlight as it is in line with

the goal of supporting the establishment of ENA for DRC; and Trainers are currently undergoing a Coaching Programme to prepare

them to serve as core training capacity when ENA is established.♦ 40 Officials from 12 countries received a customised ToT Programme

Under the auspices of AMDIN sponsored by the Japan International Co-operation Agency (JICA).

Financial MattersEstimates of National Expenditure – 2008/09 to 2010/11

Vote 10: Budgeted Expenditure2008/09

R’000

2009/10

R’000

2010/11

R’000

Compensation of Employees 19,423 22,409 23,529

Goods and Services 32,358 35,148 41,576

Capital Assets 2,439 1,662 1,763

Sub-total 54,220 59,219 66,868

Augmentation of SAMDI Trading Entity 51,307 62,376 64,619

Total Budgeted Expenditure 105,527* 121,595* 131,487*

*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.

Financial MattersEstimates of National Expenditure - 2008/09 to 2010/11

Training Trading Account (TTA): Budgeted Revenue and Expenditure

2008/09

R’000

2009/10

R’000

2010/11

R’000

Revenue:

Course Fees 43,800 48,300 52,800

Other Non-tax Revenue 200 200 200

Transfers Received 51,307 62,376 64,619

Total Revenue 95,307 110,876 117,619

Less Expenditure:

Compensation of Employees 43,732 52,211 59,444

Goods and Services 49,044 56,023 55,401

Depreciation 915 950 980

Total Expenses 93,691 109,184 115,825

Projected Surplus (Revenue – Expenditure) 1,616 1,692 1,794

Acquisition of Assets 1,400 1,500 1,600

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♦ New delegations for Academy

Financial Matters Governance of Resources

Financial Matters Governance 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♦ 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♦ Revised HR Delegations for the Academy

Financial MattersVote 11: Unaudited Expenditure as at 31 March 2008

Vote 11 (Vote 10 for 2008/09):

Total Budget 2007/08

R’000

Actual Expenditure(12 months)

R’000

Total Budget

less Actual

Expenditure

R’000

Compensation of Employees 13,341 13,328 13

Goods and Services 54,318 54,318 0

Capital Assets 6,251 6,251 0

Transfer to Trading Entity 57,216 57,216 0

Total 131,126 131,113 13*

*The table shows a negligible under spending of R13 thousand against a budget of R131 million.

Financial MattersTTA: Unaudited Result as at 31 March 2008

(TTA)* - Training Trading Account

Total

Budget

2007/08

R‘000

Actual

(12 months)

2007/08

R'000

Total

Budget

less

Actual

R’000

Course fees 38,500 51,209 12,709

Augmentation 57,216 57,216 0

Total revenue 95,716 108,425 12,709

Less: Expenditure (94,175) (77,569) 16,606

Surplus/ (Deficit) 1,541 *30,856 29,315

* 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.

Case Study Sustainable Pools Scheme - Purpose

The sustainable pools scheme is a joint development initiative betweenSAMDI 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♦ Increase the representation of women managers and those 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

Case StudySustainable Pools Scheme - Results

♦ 77 participants on the programme from Western Cape, Mpumalanga and KwaZulu-Natal provinces

♦ Participating Departments - Home Affairs, Trade and Industry, SAMDI, DPSA and OPSC

♦ These participants will complete all modules of the EDP by the end of June 2008

♦ Based on performance about 30 of the current cohort will be admitted to the Pools

♦ The evaluation report on the first ADP has been completed with a number of recommendations for improvement

♦ 25 current participants will be undertaking a study tour to India from 13-24 October 2008

♦ China has also offered to host and fund 12 participants in November 2008♦ Executive Development Branch will review these offers and draft an

implementation strategy

Case StudySustainable Pools Scheme - Plan of Action

♦ The current challenges on the programmes will be addressed e.g. costs, length and commitment of participants

♦ The recommendations of the ADP evaluation report will be implemented by end of July 2008

♦ The new ADP requires completion of the AMDP, comprising 6 EDP modules; mentorship; seminars; and a study tour

♦ The selection of the second cohort of 300 participants will be completed by end of March 2009

♦ Nominated participants will be selected from various national departments and all provinces

♦ The first group of 20 participants for the new ADP will be nominated by the end of May 2008

♦ Co-funding opportunities will be explored with Treasury and donors

Implementing Academy Reconstitution 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!

24

Implementing Academy Reconstitution 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♦Curriculum and Training Frameworks (functional and generic); monitoring

and evaluation to regulate numerous outsource providers♦The Induction Programme for new entrants at all levels

Implementing Academy Reconstitution The Complicated Training Landscape

NATIONAL

PROVINCIAL

LOCAL

Internalproviders

Externalproviders:HEIsFETsPrivate

Dedicated colleges: Justice, Foreign Affairs, Defence, Police, etc.

PSETA and other SETAs authorised by SAQA to accredit unit standards

Support:International &Profess. assns

Provincial sites of national depts

Implementing Academy Reconstitution Organogram

26

Director-General

Executive Development (ED)

Personal Assistant: DG Director: ODG

JMMS Curriculum & Materials Design

(CM)

JMMS Providers

(P)

JMMS Training Coordination

(TC)

Business Development & Training Needs Analysis

(BD)

Corporate Services(CS)

Governance & Strategic Support

(GS)

Finance(F)

International & Special projects

(IR)

Upper-SMS

Lower-SMS

Entrant-SMS

Research

Curriculum Design

Accreditation Process

Quality Assurance

M&E(Qualitative & Quantitative)

Provider & PartnerMobilisation

Sectoral & OD Consulting

Trainer ProfessionalDevelopment

Call Centre

Course Coordination

Central Unit for Databases

National

Region I

Region II

Region III

Human Resource

Information Technology

Buildings & Operations

Corporate Communications

Strategic Cycle

Knowledge Management & Resource Centre

Legal & Contract Management

Project Management

Management Accounts

Financial Accounts

Supply Chain

Donor Management

Facilitation: International Special Projects

Facilitation: Local Special Projects

Advisory Council Coordination

E-Learning

Internal Auditor(Outsourced)

FILLED VACANT *TOTAL

Permanent 101 127 228

Excess 12 0 12

Contract 8 1 9

TOTAL: 121 128 249

Vote

Trade

Outsourced

*Massive recruitment drive presently underway

27

Implementing Academy ReconstitutionLearning Frameworks

Performance levels

Senior

Middle

Junior

Supervisor

Fin

ance

Peo

ple

Pro

ject

s

Cul

ture

Info

rmat

ion

Oth

er

Fin

ance

Hum

an R

es.

Sup

ply

Cha

in

Info

rmat

ion

Oth

er

Oth

er

Imm

igra

tion

Pen

sion

s

Indu

ctio

n

Generic competencies

Functional competencies

Sectoral competencies

28

Implementing Academy Reconstitution Completed Projects of Internal Task Teams

Preparing for the commissioning of audits of existing junior and middle management courses

Planning the training framework and the phases of its implementation

Enhancing and integrating the monitoring and evaluation system

Streamlining accreditation processes under the training framework

Planning in detail a massified Induction programme

Preparing for the widespread mobilisation of networks of external service providers

Planning the differentiated executive development programmes for upper, lower and entrant SMS members

Recasting financial and HR delegations and policies

Planning and scoping an operational system for training

Implementing Academy ReconstitutionProgress Made

29

Min Com Cabinet Mandate forMassification

Strategic Planning 2007

and Task Teams

New Organo’m and Match and Place

Strategic Planning 2008and New Org.

Structure

Balanced Scorecard Objectives,

Roll-outStrategy

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

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’

New organization designed to fulfill mandate

Consulted with management, staff and unions

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

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

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

30

Implementing Academy Reconstitution Financial 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♦ New course tariffs submitted approved by Treasury

New Systems:

♦ Improved electronic booking system to reduce processing time by 70%, and to achieve real-time reconciliation of training statistics to invoices

♦ The new website is already fully populated with relevant content ♦ E-Learning for massified training being researched for implementation♦ The new Monitoring and Evaluation System is to be integrated into the

Course Management System

31

Implementing Academy Reconstitution Partners and Handover Matrix

Engagement with Partners:

♦ Research on programmes offered by HEIs has 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.

Handover Matrix:

♦ A key concern during the transition process is to ensure that our clients receive services in a seamless manner

♦ Pre-Lekgotla planning in Dec 2007 to plan the handover process

♦ In Jan 2008 a Strategic Planning Lekgotla developed a migration map of how 98 programmes/projects will be migrated to the Academy from mid-Feb 2008 onwards

Implementing Academy Reconstitution Efficiency, Effectiveness and Stakeholders

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 ♦ Monitoring and Evaluation has produced a report on the Accelerated

Development Programme (ADP)

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

♦ Established Inter-Provincial Curriculum Committee

Implementing Academy Reconstitution Selected Priorities - Gender Mainstreaming

♦ Received R25 million from Canadian International Development Agency (CIDA) for an accredited gender mainstreaming training programme 1500 Public sector managers on all levels to receive training on

mainstreaming gender into strategies, delivery, etc; Unit standard registered with the South African 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

Implementing Academy Reconstitution Selected Priorities - Employee Health and Wellness

Hosted free health screening and two wellness days with Voluntary Counselling 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, workplace and social issues

Participation in social responsibility programmes such as: Cell C’s 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, Corporate branding and

Teambuilding; and Employee Wellness Programme aligned to DPSA’s Draft Strategic

Framework on Employee Health and Wellness Programme.

35

Implementing Academy Reconstitution Next Big Steps

♦ Advertise and fill vacant positions in new organogram in line with budget♦ 20 000 applications for 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♦ Expand training opportunities at three levels of government per Academy

strategy in phases and sectors♦ 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

Re a leboga

Siyabonga

Thank you

Rolivhuwa

Dankie

Nakhensa