Presentation%20to%20the%20Portfolio%20Committee%20for%20Public%20Service%20and%20Administration

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Presentation to the Portfolio Committee for
Public Service and Administration
SAMDIs strategic priorities and budget MTEF
2005/06 2007/08
Bobby Soobrayan, Director-GeneralParliament, 4
March 2005
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Presentation structure

• Deriving SAMDIs strategy and programme from
  Governments strategic priorities
• Report on progress and outputs
• Medium term strategic objectives
• Immediate projects
• Budget 2005/06 and MTEF 2005/06 2007/08

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Deriving SAMDIs strategy and programme from
Governments strategic priorities
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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

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SAMDIs role and mandate

• SAMDIs 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
• SAMDIs priority is to unlock the efficacy of
  departments to provide services through
  appropriate training and development
  interventions to enable them to improve service
  delivery

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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

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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

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SAMDIs 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 NEPADs strategic objectives to
  improve the efficacy and efficiency of public
  sectors on the Continent

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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

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Matching our strategic priorities to those of the
State
Description Citizen perspective Internal 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
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Matching our service offerings to Governments
priorities
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Business model

• SAMDIs 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

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Report on progress and outputs
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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

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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

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Training statistics 1 April 2004 January 2005
Delivery Unit Projected PTD Actual Trading PTD Actual Donor PTD Difference from projected of target achieved in strategic plan
CMSDI 14,700 8,156 6,544 55
HRPTS 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
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Medium term strategic objectives
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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 Governments
  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

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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
  Governments strategic priorities
• Deliver programmes that mainstream issues of
  gender, disability and HIV and AIDS, so that
  these strategic priorities of Government are
  continuously addressed

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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

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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

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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.

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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 Governments 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

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Priority areas going forward

• Developing the capacity of departments to
  effectively plan, procure and institutionalise
  training and development interventions leverage
  governments substantial investment in PS HRD
• Development of SAMDIs 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

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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 SAMDIs 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

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Immediate projects
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Newly introduced business model
We will ask our clients what they need
Proposals on this model have been favourably
received by departments DEAT, DCS, DSD, DPW
We will provide guidance through research and
benchmarking
We will deliver innovative appropriate training
We will measure the effect of our service
offerings on performance
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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

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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

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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.

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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

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Budget 2005/06 and MTEF 2005/06 2007/08
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Cost recovery improvement
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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

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MTEF allocations 2005/06 2007/08
2005/06 R000 2006/07 R000 2007/08 R000
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
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Expenditure

• Trading Entity and Vote
• The requirements per directorate were established
• Emphasis on
• Recurring versus non-recurring
• Evaluation and projection of recurring
  administrative expenditure
• The current personnel structure plus additional
  required positions
• Cost-saving strategies
• Elimination of obsolete activities or activities
  with low priorities
• Matching policy priorities resources
• The draft Annual Report was reviewed over /
  under performance

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Trading entity
Description 2005/06 R 000 2005/06 R 000 2006/07 R 000 2006/07 R 000 2007/08 R 000
Description ENE MTEC ENE MTEC MTEC
Revenue Revenue Revenue Revenue Revenue 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 56,216
Expenses Expenses Expenses Expenses Expenses Expenses
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 1,618
Total expenses 54,447 49,754 57,713 53,059 56,216
Surplus 213 0 86 0 0
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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