SAMDI 11 October 2004 South African Management Development Institute South African Management Development Institute Portfolio Committee Presentation Contribution

SAMDI

11 October 200411 October 200411 October 200411 October 2004

South African Management South African Management Development InstituteDevelopment Institute

Portfolio Committee PresentationPortfolio Committee Presentation

Contribution of SAMDI to the G&A Cabinet Contribution of SAMDI to the G&A Cabinet POAPOA

SAMDIPresentation FrameworkPresentation Framework

1.1. Introduction: SAMDI’s role and mandateIntroduction: SAMDI’s role and mandate2.2. Involvement: G&A – POAInvolvement: G&A – POA

Defining the nature of SAMDI’s InvolvementDefining the nature of SAMDI’s Involvement Primary involvementPrimary involvement Secondary InvolvementSecondary Involvement

-- Key Roles in the Secondary InvolvementKey Roles in the Secondary Involvement

3.3. Specific Areas of InvolvementSpecific Areas of Involvement Compulsory Induction and Re-orientationCompulsory Induction and Re-orientation Strengthening support Capacity for Members of the ExecutiveStrengthening support Capacity for Members of the Executive Deal with Challenges in terms of Community Development Workers Deal with Challenges in terms of Community Development Workers Batho Pele Requirements in Performance AgreementsBatho Pele Requirements in Performance Agreements Strengthening Capacity Building Strategies of the Public ServiceStrengthening Capacity Building Strategies of the Public Service Better Governance, Leadership and ManagementBetter Governance, Leadership and Management

4.4. ConclusionConclusion

SAMDI

1. Introduction: SAMDI’s role 1. Introduction: SAMDI’s role and mandateand mandate

SAMDI’s role and mandate is clearly defined by Cabinet and relevant SAMDI’s role and mandate is clearly defined by Cabinet and relevant

legislationlegislation

Public Service Act, 1994, Chapter 2 Section 4 (2):Public Service Act, 1994, Chapter 2 Section 4 (2):

““The Institute, shall provide such training or cause such training to be The Institute, shall provide such training or cause such training to be

provided or conduct such examinations r tests or cause such provided or conduct such examinations r tests or cause such

examinations or tests to be conducted as the Head: South African examinations or tests to be conducted as the Head: South African

Management Development Institute may with the approval of the Management Development Institute may with the approval of the

Minister decide or as may be prescribed as a qualification for the Minister decide or as may be prescribed as a qualification for the

appointment, promotion or transfer of persons in or to the public appointment, promotion or transfer of persons in or to the public

service;”service;”

SAMDI

1. Introduction: SAMDI’s role and 1. Introduction: SAMDI’s role and mandate…mandate…

Governments across the globe have realised that Governments across the globe have realised that government management development institutes are government management development institutes are essential in ensuring co-ordinated and well-defined essential in ensuring co-ordinated and well-defined public sector management, training and development public sector management, training and development initiativesinitiatives

SAMDI’s priority is to unlock the efficacy of departments SAMDI’s priority is to unlock the efficacy of departments to provide services through appropriate training and to provide services through appropriate training and development interventions to enable them to improve development interventions to enable them to improve service deliveryservice delivery

SAMDI

2. Involvement: Governance 2. Involvement: Governance and Administration POAand Administration POA

Leadership role and active participation in shaping the programme of the G & A Leadership role and active participation in shaping the programme of the G & A clustercluster

DG: SAMDI serves as a co-chair of the G&A DG ClusterDG: SAMDI serves as a co-chair of the G&A DG Cluster Lead department for the training of CDWs and the development of their Lead department for the training of CDWs and the development of their

curriculum frameworkcurriculum framework

Bridging the divide between the two economies through skills development Bridging the divide between the two economies through skills development

strategiesstrategies

Responsible for driving the HRD agenda of the cluster, including the public Responsible for driving the HRD agenda of the cluster, including the public

sector HRD strategy:sector HRD strategy:

The HRD Task Team supervised by DG: SAMDI and chaired by SAMDIThe HRD Task Team supervised by DG: SAMDI and chaired by SAMDI

HRD Task Team regarded as one of the two active Task TeamsHRD Task Team regarded as one of the two active Task Teams

Key Departments fully represented in the Task TeamKey Departments fully represented in the Task Team

SAMDI

2.1 Defining the Nature of SAMDI’s 2.1 Defining the Nature of SAMDI’s

InvolvementInvolvement

Primary (Leading) Secondary (Support)

SAMDI

2.1.1 Primary Involvement2.1.1 Primary Involvement

Compulsory induction/Reorientation of the Public Servants Compulsory induction/Reorientation of the Public Servants Improving Skills and support for Members of the Executive Improving Skills and support for Members of the Executive Implementation of the Community Development Workers Implementation of the Community Development Workers

Project through:Project through: Membership in the National Task Team and CDW ExcoMembership in the National Task Team and CDW Exco Quality Assurance of the Design of Training MaterialQuality Assurance of the Design of Training Material Delivery of Training InterventionsDelivery of Training Interventions Coordination of Research and Knowledge Management Coordination of Research and Knowledge Management

related to the projectrelated to the project Implementation of the Batho Pele Revitalisation PlanImplementation of the Batho Pele Revitalisation Plan Strengthening Capacity of support staff of members of the Strengthening Capacity of support staff of members of the

Executive AuthoritiesExecutive Authorities

SAMDI

2.1.2 Secondary Involvement2.1.2 Secondary Involvement

Batho Pele requirements in performance agreementsBatho Pele requirements in performance agreements Increase Community Development Worker intake Increase Community Development Worker intake Learnership and Institutional model for Community Learnership and Institutional model for Community

Development WorkersDevelopment Workers Support the proper functioning of PSETASupport the proper functioning of PSETA Strengthen the HR Planning FunctionStrengthen the HR Planning Function Strengthen HR function in line with Retention and Strengthen HR function in line with Retention and

Capacity BuildingCapacity Building Aggressive Public Sector HRD campaignAggressive Public Sector HRD campaign

SAMDI

2.1.2.1 Key Roles in the Secondary 2.1.2.1 Key Roles in the Secondary InvolvementInvolvement

FacilitationFacilitation CollaborationCollaboration ConceptualizationConceptualization CoordinationCoordination AdvocacyAdvocacy LobbyingLobbying Capacity buildingCapacity building

SAMDI

3. Specific Areas of 3. Specific Areas of InvolvementInvolvement

3.1 Compulsory Induction and Re-orientation3.1 Compulsory Induction and Re-orientation ProgrammeProgramme

The Induction and reorientation processes are aligned The Induction and reorientation processes are aligned to the principles of the peoples contract and fully to the principles of the peoples contract and fully inducted/reoriented Public Servants should be better inducted/reoriented Public Servants should be better able to implement the people’s contractable to implement the people’s contract

Performance Indicators:Performance Indicators: Tool Kits developed for induction and reorientationTool Kits developed for induction and reorientation Monitoring and Evaluation Framework Developed Monitoring and Evaluation Framework Developed and Implementedand Implemented Implementation in DepartmentsImplementation in Departments

SAMDI’s Role: expand, improve and implementSAMDI’s Role: expand, improve and implement

SAMDI

3. Specific Areas of 3. Specific Areas of Involvement…Involvement…

Progress to Date:Progress to Date:

Pilot completed by DPSAPilot completed by DPSA Project in the planning stage for phase twoProject in the planning stage for phase two

Products and services for SMS identifiedProducts and services for SMS identified Products and services for general staff identifiedProducts and services for general staff identified

Final hand over of the project to SAMDI by GTZ and Final hand over of the project to SAMDI by GTZ and DPSA to take place on the 18 Oct. DPSA to take place on the 18 Oct.

Proposal on the way forward for the programme Proposal on the way forward for the programme developed and presented to G & A Cluster for DGsdeveloped and presented to G & A Cluster for DGs

SAMDI


3.2 Strengthening support Capacity for Members of the 3.2 Strengthening support Capacity for Members of the ExecutiveExecutive

Performance Indicators:Performance Indicators: Report containing findings, proposals and advice Report containing findings, proposals and advice Policy guidelines if applicablePolicy guidelines if applicable

SAMDI’s Role: Secondary (support to Task Team) – SAMDI’s Role: Secondary (support to Task Team) –

in the long run it will be primary in providing in the long run it will be primary in providing

training to support stafftraining to support staff

SAMDI


3.33.3 Deal with Challenges in terms of Community Deal with Challenges in terms of Community Development Workers (CDW)Development Workers (CDW)

Learnerships and Institutional models for CDWsLearnerships and Institutional models for CDWs Performance Indicators:Performance Indicators:

Secure funding for the LearnershipsSecure funding for the Learnerships

Ensure workplace readinessEnsure workplace readiness

Develop institutional model for the CDW Develop institutional model for the CDW ProgrammeProgramme

SAMDI


Progress to DateProgress to Date::

Project plan for investigating the extent of capacity Project plan for investigating the extent of capacity constraints in order to generate solutions developed and constraints in order to generate solutions developed and approved by Public Service Commission (PSC)approved by Public Service Commission (PSC)

Investigation tools and strategy developed and due for Investigation tools and strategy developed and due for approval before end October 2004approval before end October 2004

SAMDI


Increase CDWs intakeIncrease CDWs intake

Performance Indicators:Performance Indicators:

Increase the intake of CDWs from the intake to Increase the intake of CDWs from the intake to cover 200 municipalitiescover 200 municipalities

SAMDI’s Role: Capacity Building andSAMDI’s Role: Capacity Building and

collaboration with stakeholderscollaboration with stakeholders

SAMDI



First orientation training of the Gauteng CDWs successfully First orientation training of the Gauteng CDWs successfully implemented and documented (103 delegates)implemented and documented (103 delegates)

Development of Curriculum frameworkDevelopment of Curriculum framework for Learnerships finalisedfor Learnerships finalised Training Material for Learnerships in progressTraining Material for Learnerships in progress Provincial profiles in respect of CDWs compiled and reported to Provincial profiles in respect of CDWs compiled and reported to

National Task Team (NTT) for action to be taken in respect of National Task Team (NTT) for action to be taken in respect of achieving uniformity in project management and deployment achieving uniformity in project management and deployment strategies.strategies.

Facilitation of the e-Platform project for optimal information sharing Facilitation of the e-Platform project for optimal information sharing and knowledge managementand knowledge management

Action research geared at picking on lessons learntAction research geared at picking on lessons learnt

SAMDI


3.4 Batho Pele Requirements in Performance 3.4 Batho Pele Requirements in Performance Agreements (PAs) in terms of Believe Set “we Agreements (PAs) in terms of Believe Set “we belong, we care , we serve”belong, we care , we serve”

Service Delivery Improvement PlanService Delivery Improvement Plan Performance Indicators:Performance Indicators:

Revised SMS Performance Management and Revised SMS Performance Management and Development System (PMDS)Development System (PMDS)

Guidelines to factor Batho Pele requirements into PAs Guidelines to factor Batho Pele requirements into PAs and the assessment processand the assessment process

SAMDI’s Role: Training and ConsultingSAMDI’s Role: Training and Consulting

SAMDI



SAMDI has been involved in the team that SAMDI has been involved in the team that conceptualized the Batho Pele (BP) change conceptualized the Batho Pele (BP) change management programme as well as the national launch management programme as well as the national launch thereof. A roll out strategy of the program was thereof. A roll out strategy of the program was presented at the first pilot in the Eastern Capepresented at the first pilot in the Eastern Cape

Frontline staff training that has been recommended by Frontline staff training that has been recommended by cabinet has been implemented and is under review to cabinet has been implemented and is under review to capture the philosophy of the belief setcapture the philosophy of the belief set

SAMDI facilitated the BP service delivery summit in SAMDI facilitated the BP service delivery summit in Mpumalanga in July 2004Mpumalanga in July 2004

SAMDI


A programme on Institutionalizing Batho Pele (BP) has A programme on Institutionalizing Batho Pele (BP) has been conceptualized and implemented with the Dept of been conceptualized and implemented with the Dept of Soc. Dev.Soc. Dev.

SAMDI is reviewing the North West change management SAMDI is reviewing the North West change management project to incorporate the ethos of BP and revise the project to incorporate the ethos of BP and revise the approach to resonate with the BP philosophy and belief setapproach to resonate with the BP philosophy and belief set

Coordination of Letsema and Izimbizo, as vehicles for Coordination of Letsema and Izimbizo, as vehicles for promoting BP and responsiveness to the people’s contractpromoting BP and responsiveness to the people’s contract

Most of the training that takes place during the occasions Most of the training that takes place during the occasions referred to above intend to add to the promotion of BPreferred to above intend to add to the promotion of BP

SAMDI


3.5 Strengthening Capacity Building Strategies of the 3.5 Strengthening Capacity Building Strategies of the Public ServicePublic Service

Focus AreasFocus Areas Human Resource Development (HRD) Issues, Human Resource Development (HRD) Issues,

particularly prioritiesparticularly priorities Determining future Skills needs and emerging scarce Determining future Skills needs and emerging scarce

skills for the Public Sectorskills for the Public Sector Support the development of the skills planning Support the development of the skills planning

capacity within the Public Sectorcapacity within the Public Sector

SAMDI

3. Specific Areas of 3. Specific Areas of InvolvementInvolvement……

Taking forward the project of constituting a Taking forward the project of constituting a developmental statedevelopmental state

Enhancing the capacity of the state for improved Enhancing the capacity of the state for improved service delivery and for effective stewardship of service delivery and for effective stewardship of Government prioritiesGovernment priorities

Optimisation of our Human Resources and Optimisation of our Human Resources and InstitutionsInstitutions

SAMDI’s Role: Primary in driving the HRDSAMDI’s Role: Primary in driving the HRD

Strategies of the Public ServiceStrategies of the Public Service

SAMDI



Link between HRD Coordinating Committee and G & A Link between HRD Coordinating Committee and G & A HRD Task Team establishedHRD Task Team established

SAMDI involved in the generation of the Sector Skills SAMDI involved in the generation of the Sector Skills Plans for the Public Service Plans for the Public Service

Plans for HRD workshops for the Public Service finalisedPlans for HRD workshops for the Public Service finalised

SAMDI

Specific Areas of Specific Areas of Involvement…Involvement…

3.6 Better Governance, Leadership and Management3.6 Better Governance, Leadership and Management

Performance Indicators:Performance Indicators: Improves Service delivery by eliminating red tapeImproves Service delivery by eliminating red tape Public Service Act and PFMA facilitate rather than Public Service Act and PFMA facilitate rather than

create problemscreate problems

SAMDI’s Role: Development of Management and SAMDI’s Role: Development of Management and

Leadership Capacity in line with Public Service Act Leadership Capacity in line with Public Service Act

and PFMAand PFMA

SAMDI

Specific Areas of Specific Areas of InvolvementInvolvement……


Integrated Management Development Programme Integrated Management Development Programme implemented (Senior, Middle and Emerging Managers)implemented (Senior, Middle and Emerging Managers)

Current finance related programs under review in Current finance related programs under review in consultation with National Treasuryconsultation with National Treasury

Supply Chain Management Training Programme Supply Chain Management Training Programme finalised with the approval of Treasury – Roll-out of finalised with the approval of Treasury – Roll-out of training commissionedtraining commissioned

Comprehensive financial, project and Contract Comprehensive financial, project and Contract management training roll-out underway management training roll-out underway

SAMDI4. Conclusion4. Conclusion

SAMDI’s active response to the G&A Programme of Action is a criticalSAMDI’s active response to the G&A Programme of Action is a criticalimperative in driving the capacity building strategies within the Publicimperative in driving the capacity building strategies within the PublicSector.Sector.

The milestones that have been recorded are a clear indication of the The milestones that have been recorded are a clear indication of the seriousness with which SAMDI is taking this programme in it’sseriousness with which SAMDI is taking this programme in it’s turnaround strategy.turnaround strategy.

Where the organization is working in collaboration with other Where the organization is working in collaboration with other departments, opportunities for capacity building have been and will departments, opportunities for capacity building have been and will continue to be identified, and challenges addressed. continue to be identified, and challenges addressed.

SAMDI

Thank YouThank You

Documents

SAMDI 11 October 2004 South African Management Development Institute South African Management Development Institute Portfolio Committee Presentation Contribution