Presentation to the Portfolio Committee for Public Service and Administration

the samdiDepartment:South African Management Development InstituteREPUBLIC OF SOUTH AFRICA

Presentation to the Portfolio Committee for Public Service and Administration

SAMDI’s strategic priorities and budget: MTEF 2005/06 – 2007/08

Bobby Soobrayan, Director-GeneralParliament, 4 March 2005


Presentation structure

♦Deriving SAMDI’s strategy and programme from

Government’s strategic priorities

♦Report on progress and outputs

♦Medium term strategic objectives

♦ Immediate projects

♦Budget 2005/06 and MTEF 2005/06 – 2007/08


Deriving SAMDI’s strategy and programme from Government’s strategic priorities


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


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


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


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


SAMDI’s key result areas

♦Full commitment to promote and implement the HRD strategy in all PS institutions and organisations and the development of a culture of high quality lifelong learning

♦An effective strategic and operational HRD planning framework established within the PS

♦Relevant competencies established within the PS

♦Effective management and co-ordination of the implementation of the HRD strategy for the PS

♦To support AU programmes, with particular emphasis on NEPAD’s strategic objectives to improve the efficacy and efficiency of public sectors on the Continent


Broader strategic issues

♦ Implementation of a revised PS HRD strategy to improve planning and implementation credibility

♦Active engagement of all Schedule 4 departments: Education, Health and Social Development

♦Strategic partnerships with all government training academies (provincial)

♦Actions to improve credibility and effectiveness of PS training and development market, including a review of qualifications

♦Positioning of SAMDI to be the primary service provider to all national departments – creation of a network with all resources and stakeholders


Matching our strategic priorities to those of the State

Description Citizen perspectiveInternal business process perspective

Learning and growth perspective

Financial perspective

Meeting the demands of the two economies

CM & SDI SCMT

Legal & contract management support

Professional financial support services

Procurement and provisioning systems

Social inclusion

Induction & orientation Frontline staff CM & SDI

Strategic partnerships HRM systems &

procedures M & E processes

Prioritising gender equality

MLD Gender, disability, HIV and

AIDS

M & E processes Donor relations strategy

Strengthening local government

Induction & orientation MLD Gender, disability, HIV and

AIDS

Strategic partnerships M & E processes

Donor relations strategy

Building the capacity of the State to enhance delivery

TDNA SCMT Project & financial

management MLD HRM & DT

Strategic partnerships IR strategy Marketing &

communications ICT strategy Legal & contract

management support QMS

Integrated talent management function

Research & knowledge management processes

Professional financial support services

Procurement and provisioning systems

IA support Donor relations

strategy


Matching our service offerings to Government’s priorities

Induction &

Re-orientation

Frontline Staff

Supply Chain Man.

Project & Financial

Man.

Man. & Leadership

Dev.

Change Man. & SDI HRM & D

Gender, Disability & HIV&AIDS

Meeting the demands of the two economies

Social inclusion

Prioritising gender equity

Strengthening Local Government

Building the capacity of the State to enhance delivery


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


Report on progress and outputs


Additional progress to date

♦The implementation of the turn-around strategy is well underway

♦Changes in the Institute took place at an accelerated pace to ensure skilled staff components in delivering training and development interventions. While there is marked improvement in the functioning of SAMDI, transformation is evolutionary. There is still a need to align structure with the new unfolding vision of SAMDI.

♦Significant steps have been taken to align the training and development interventions offered with the Skills Development Legislation


Additional progress to date (2)

♦Through the client needs driven approach and training needs analysis, SAMDI is now able to deliver relevant training and development interventions to departments

♦SAMDI is operating on a cost recovery basis. Progress made in this regard has been significant.

♦Financial management and budgeting systems effectively turned around – after receiving a disclaimed audit opinion for 2002/ 03, SAMDI received an unqualified audit on the Vote and Trading Entity for 2003/ 04


Training statistics: 1 April 2004 – January 2005

Delivery Unit

ProjectedPTD

Actual Trading

PTD

Actual DonorPTD

Difference from

projected

% of target achieved in

strategic plan

CM&SDI 14,700 8,156 6,544 55%

HR&PTS 31,235 17,721 13,514 56%

MLD 29,930 18,800 6,656 4,474 85%

Total 75,865 44,677 6,656 24,532 67%


Monthly comparison 2003/04 and 2004/05 budget cycle

0

2000

4000

6000

8000

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

PTD'

s

2003/04 2004/05 Average 2004/05


Training provided to Provinces during Apr 04 - Jan 05

11078

3190

84184145

7299

2159

1952

3381

1271

KZN Mpumalanga Limpopo North West Gauteng

Free State Northern Cape Eastern Cape Western Cape


Medium term strategic objectives


Strategic priorities: citizen perspective

♦ We will design and deliver high quality and relevant skills development solutions to all three spheres of government, which will improve the capacity of the PS 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 PS, 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 PS, which clearly identifies training needs against organisational objectives

♦ 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


Strategic priorities: citizen perspective (2)

♦ 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 improvement 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 PS 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


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 PS training and development

♦ Develop and implement marketing and communication strategies that effectively project SAMDI to current and potential clients, both locally and internationally


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


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.


Strategic priorities: financial perspective

♦ 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


Priority areas going forward

♦ Developing the capacity of departments to effectively plan, procure and institutionalise training and development interventions – leverage government’s substantial investment in PS HRD

♦ Development of SAMDI’s Comprehensive Training and Development Solution model

♦ Leveraging Government investment in high priority public good interventions: CDWs, Compulsory Induction Programme, contract/service provider management – specifically with respect to research, development and M & E interventions

♦ Enhance the implementation of learning for better return on investment


Priority areas going forward (2)

♦Development of a credible e-Learning platform for PS wide training and development

♦Support to PS development work within the NEPAD/AU programme – specifically in promoting the capacity of Management Development Institutes on the Continent

♦Strengthening SAMDI’s institutional capacity – specifically in respect of quality assurance, curriculum development, professional development of trainers, research and knowledge management, financial planning and management, and M & E


Immediate projects


Newly introduced business model

We will ask our clients what they need

We will provide guidance through research and benchmarking

We will deliver innovative & appropriate training

We will measure the effect of ourservice offerings on performance

Proposals on this model have been favourably received by departments: DEAT, DCS, DSD, DPW


Regional and international collaboration

♦ SAMDI is responsible for developing a research proposal for AMDIN and for designing a curriculum framework

♦ MoUs/ agreements have been entered into with the Rwanda (RIAM), China, Malaysia (INTAN), and Namibia

♦ We will also be providing assistance to the DRC in terms of the reconstruction of their civil service

♦ The Institute is actively involved in an exchange process with the Canadian School for Public Service, formerly known as the Canadian Centre for Management Development

♦ The Canadians participated in an information and knowledge exchange programme to SAMDI in February 2004

♦ Visits to India and Brasilia provide further workplans


Specific projects and programmes

♦Community Development Workers

♦Social Security – service delivery improvement

♦ Induction and orientation

♦Project and financial management

♦ Integrated Management Development Programme (IMDP) to support sustainable pools

♦Senior Executive Programme

♦Local government capacity building

♦Project management and financial management


Specific projects: donor funding

♦ CIDA Gender empowerment proposal submitted ♦ Flemish – Integrated Management Development Programme

(IMDP) implemented and extension approved to utilise savings

♦ Governance and Institutional Development Division approved project to enhance delivery platforms through technical support with upgrading of the web site and e-Learning systems in SAMDI

♦ ILO/ Flemish SAMDI multilateral to provide training and development solutions that address Government priorities in support of the developmental state through collaboration with ILO (ICT) in a trilateral agreement supported by the Flemish Government.


Specific projects: donor funding (2)

♦ Flemish bilateral (gender equity and empowerment) design and implementation of a framework for a Gender Equality and Empowerment Programme, including the roll-out of management and other training programmes, and the requisite support structures

♦ Sida support to the establishment of responsive, accountable and efficient governments across the African Continent, through:The launch of the African Management Development

Institutes Network (AMDIN).The development of a framework for establishing or re-

establishing Management Development Institutes (MDIs) in Africa


Budget 2005/06 and MTEF 2005/06 – 2007/08


Cost recovery improvement

0

5,000

10,000

15,000

20,000

25,000

30,000

35,000

2002/03 2004/05 2006/07

Course Fees Net tansfer payments


Revenue

Trading Entity:♦ The anticipated revenue was based upon the projection of

the statistical information (database) in respect of the Person Training Days (PTDs)

♦ The current fee structure, as approved by National Treasury, was utilised

♦ The result was evaluated for reasonability and adjusted accordingly

Vote:♦ The revenue of the Vote (Programmes 1 & 2) consists mainly

of receipts in respect of commission on insurance premiums deducted from employees’ salaries, parking fees and interest on departmental debt


MTEF allocations: 2005/06 – 2007/08

2005/06

R’000

2006/07

R’000

2007/08

R’000

2004 MTEF allocation – baseline 37,447 39,668 41,651

Changes to baseline 17,600 16,800 12,900

Capacity building 2,000 3,000 3,000

Implementation of MSP 3,000 3,000 1,000

Augmentation of Trading Entity 12,600 10,800 8,900

Earmarked amounts: roll-out of financial management training

2,000 2,100 2,200

2005 MTEF allocations 57,047 58,568 56.751


Expenditure

Trading Entity and Vote♦The requirements per directorate were established♦Emphasis on:

Recurring versus non-recurringEvaluation and projection of recurring administrative

expenditureThe current personnel structure plus additional required

positionsCost-saving strategiesElimination of obsolete activities or activities with low

prioritiesMatching policy priorities & resourcesThe draft Annual Report was reviewed – over / under

performance


Trading entity

Description

2005/06

R ‘000

2006/07

R ‘000

2007/08

R ‘000ENE MTEC ENE MTEC MTEC

Revenue:

Revenue 49,431 25,000 52,256 30,000 35,000

Transfers received 5,229 24,754 5,543 23,059 21,216

Total revenue 54,660 49,754 57,799 53,059 56,216Expenses:

Comp of employees 22,292 25,607 23,630 26,889 28,234

Goods & Services 32,155 22,676 34,083 24,769 26,364

Capital expenses 0 1,471 0 1,401 1,618Total expenses 54,447 49,754 57,713 53,059 56,216

Surplus 213 0 86 0 0


Trading entity (2)

♦Revenue reduced from ENE to MTEC

♦Audited revenue:2002/03 – 10,499

2003/04 – 14,944

♦ Increase on audited revenue 2003/04:2004/05 – 34%

2005/06 – 67%

2006/07 – 101%

2007/08 – 134%

Date post:	09-Jan-2016
Category:	Documents
Upload:	zoltin
View:	21 times
Download:	1 times

Presentation to the Portfolio Committee for Public Service and Administration

Documents