Dr FM Orkin, Director-General, and team

1
Briefing to the Portfolio Committee -Annual
Report 2006/07

• Dr FM Orkin, Director-General, and team
• 31 October 2007

2
Presentation Structure

• Context and Performance - 2006/07
• Transformation to an Academy
• Implementation of New Strategy
• Case Studies of Training Programmes
• Progress with Transformation Resources

3
ContextPublic Service Context Profile

• 356 000 officials in national departments
• 781 000 officials in provincial departments
• 240 000 in local government and municipalities
• Of the above 1,3 million public servants
• 75 African, 9 Coloured, 4 Asian, 12 White
• 54 Female
• 1 in the Senior Management Services (SMS) and
• 10 in Middle Management and 15 in Junior
  Management in national and provincial
  departments.

4
ContextSAMDIs Previous Approach

• Mandate to provide, or arrange the provision
  of, high quality, user-oriented training and
  organisational development to the public service
  to improve service delivery and implementation
• Priorities set by the Plan of Action, the Human
  Resource Development Strategy for the public
  service set by DPSA, user needs, and the
  requirements of the developmental state
• Business model partial cost-recovery from fees
  for courses
• Mode of delivery by own trainers, independent
  contractors service providers, and strategic
  partnerships with higher education institutions

5
Performance - 2006/07 Training Statistics per
Chief Directorate
Delivery Unit Actual PTDs 2005/06 Actual PTDs 2006/07 Change 2005/06 - 2006/07 Targeted PTDs 2006/07 Realised 2006/07
Management and Leadership Development (MLD) 26,491 47,202 78 37,100 127
Corporate Resource Management Training (CRMT) 24,008 29,006 21 51,100 57
Change Management and Service Delivery Improvement (CMSDI) 28,634 22,242 -22 27,000 82
Total 79,133 98,450 24 115,200 85
6
Performance - 2006/07 Changes in Training
Statistics

• Total PTDs (Person Training Days) for 2006/07
  represent a 24 increase on the previous year
• However, 2006/07 PTDs are 16 short of 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
• The reduction in CRMT is as a result of the delay
  in financial management training curricula
  development and accreditation
• PTDs increased strongly in MLD due to a high
  intake on middle and junior management
  programmes, including Mentorship

7
Performance - 2006/07 Training Statistics Over
Time
8
Performance - 2006/07 Portfolio of Current
Programmes
Leadership capacity Managing public finances Cross-cutting programmes Batho Pele and Community Development Human Resource Management Good governance
Executive Development Programme Advanced Management Development Programme Emerging Management Development Programme Foundation Management Mentorship Programme Project Management Supply Chain Management I II Supply Chain Management for Municipalities and Municipal Entities Supply Chain Management for Senior Municipal Managers Asset Management Acquisition Management LOGIS I Bid Committee Training on PFMA and MFMA Financial Management Contract Management Diversity Management Disability Management Implementing the Integrated National Disability Strategy Gender Mainstreaming Change Management Managing HIV AIDS in the Workplace HIV AIDS Development Programme for Government Planners Domestic Violence Excellent Customer Service Frontline and Support Personnel Batho Pele Implementation Service Delivery for Operational Managers Community Development Workers Training and Action Research Service Delivery Improvement Plans Induction Programme Job Evaluation I II Job Evaluation Panel Training Hearing Procedures Grievance Procedures Industrial Relations Skills Development Programme Introduction to Human Resource Management Human Resource Planning Staffing practices Performance Management Human Resource Development Skills Development Facilitation Conflict Resolution Training of Trainers Presentation and Facilitation Skills Assessor Training Anti-corruption and Ethics Management Promotion of the Administrative Justice Act Executive Support Staff Programme Corporate Governance Business plans Monitoring and Evaluation
9
Performance - 2006/07 Deliverables Selected
Highlights

• SAMDI hosted the Public Service Trainers Forum
  Conference (10-14 Sept 2006) attended by more
  than 600 public servants
• The Accelerated Development Programme (ADP)
  commenced in Sept 2006 for 5 cohorts and the
  advanced phase is completed. The ADP aims at
  advancing black females and people living with
  disabilities to the SMS
• Demand for Supply Chain Management training for
  Local Government is overwhelming and SAMDI
  covered 280 municipalities (including a second
  round of training) by November 2006
• Financial Management Training 11 programmes
  were approved by National Treasury during Sept
  2006 and training programmes are being finalised
  for roll-out
• Modeling and implementation strategy for the Mass
  Induction Programme (MIP) have been developed
  targeting 100 000 new entrants into the public
  service each year

10
Performance - 2006/07 Deliverables Selected
Highlights - continued

• The DRC training implementation plan was approved
  by our DRC counterparts in 2006 and assistance
  with capacity building commenced in February 2007
• The ITC/ILO partnered with SAMDI to build
  capacity for government departments to mainstream
  gender and 20 public servants were enrolled, with
  9 completing the course
• A gender mainstreaming unit standard was
  developed for the CIDA-funded Gender
  Mainstreaming Training Programme and has been
  registered with SAQA
• SAMDI has requested and received two tranches
  (800 000 Canadian Dollars) from CIDA for the
  Gender Mainstreaming Project
• 281 Senior Managers in the department of
  Correctional Services were trained on Ethics
  Management and Anti-Corruption
• 261 Anti-Corruption Officers from National,
  Provincial and Local Government departments have
  been trained on the Minimum Anti-Corruption
  Capacity Requirement

11
Performance - 2006/07 State of Expenditure as at
31 March 2007 - Vote 12
Economic classification 2005/06 2006/07 2006/07 2006/07
Economic classification 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 13,231 436
Goods and Services 16,423 19,492 19,728 (236)
Capital Assets 3,220 2,689 2,241 448
Provincial and Local Gov. 34 11 9 2
Augmentation of SAMDI TTA 24,754 23,059 23,059 0
Total 55,387 58,918 58,268 650
12
Performance - 2006/07 State of Revenue and
Expenditure as at 31 March 2007 SAMDI Training
Trading Account (TTA)
Economic classification 2005/06 2006/07 2006/07 2006/07
Economic classification Actual as at 31 March06 R000 Budget R000 Actual as at 31 March 07 R000 Variance Budget to Actual R000
Course fees 39,361 33,000 48,976 15,976
Augmentation Received 24,754 23,059 23,059 0
Total Revenue 64,115 56,059 72,035 15,976
Compensation of Employees 18,724 27,885 21,654 6,231
Goods and Services 25,183 27,805 35,853 -8,048
Depreciation 420 288 814 -526
Provincial Local Gov. 55 20 16 4
Total Expenditure 44,382 55,998 58,337 -2,339
Surplus 19,733 61 13,698 13,637
13
Performance - 2006/07 State of Revenue
Expenditure SAMDI Vote 12 Training Trading
Account as at 31 March 2007

• Vote 12
• The minor total under-spending of R 650,000
  (1.1) on the Vote is primarily due to vacancies
  on the staff establishment.
• Training Trading Account
• The surplus for the 2006/07 financial year is
  partly as a result of the enhanced debt recovery
  process particularly in respect of historical
  debt and partly as a result of a 24 increase in
  PTDs.

14
2007 Estimates of National Expenditure - Vote 11
Previously 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
Sub-total - Current Payments 40,300 42,200 48,200
Capital Assets 1,600 2,400 1,700
Augmentation of SAMDI TTA 29,200 31,300 37,400
Total Budgeted Expenditure 71,100 75,900 87,300
() 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 and R 4
million per year for infrastructure
accommodation.
15
2007 Estimates of National Expenditure - SAMDI
Training Trading Account Previously Budgeted
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
Other Revenue 200 200 200
Transfers Received 29,200 31,300 37,400
Total Budgeted Revenue 67,700 75,300 85,900

Expenditure
Compensation of Employees 31,200 33,700 37,200
Goods and Services 34,700 39,800 46,800
Depreciation 300 200 200
Total Budgeted Expenditure 66,200 73,700 84,200

Projected Surplus 1,500 1,600 1,700
16
Performance - 2006/07Governance of Recourses

• Finance
• Successful completion of the Financial Management
  Improvement Plan
• Enhancement of asset management
• Implementation of computerised debtors management
  system (Pastel)
• Introduction of a computerised course-booking and
  quotation system
• Unqualified Audit Reports for both SAMDI Vote and
  Trading Account for four consecutive years
• Internal Audit / Audit Committee
• Reviews on Strategic Management, and Training and
  Development
• Risk Assessment conducted and enhancement of Risk
  Management
• Fully functional Audit Committee
• 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).

17
Performance - 2006/07Human Resource Oversight
ReportEmployment and Vacancies by Programme as
at 31 March 2007
Programme Number of posts Number of posts filled Vacancy rate Number of posts filled additional to the establishment
Vote Programme 1 57 47 17.5 2
Vote Programme 2 7 7 0 1
Training Trading Account 128 98 23.4 8
Total 192 152 20.8 11
18
Performance - 2006/07Human Resource Oversight
ReportEmployment Vacancies by Salary Bands as
at 31 March 2007
Salary band Number of posts Number of posts filled Vacancy rate No of posts filled additional to the establishment
Lower skilled (Levels 1 - 2) 2 0 100 0
Skilled (Levels 3 - 5) 31 23 25.8 2
Highly skilled production (Levels 6 - 8) 54 49 9.3 2
Highly skilled supervision (Levels 9 - 12) 80 59 26.3 7
Senior management (Levels 13 - 16) 25 21 16 0
Total 192 152 20.8 11
19
Performance - 2006/07Human Resource Oversight
ReportRace Profile as at 31 March 2007
20
Performance - 2006/07Human Resource Oversight
ReportGender profile as at 31 March 2007
21
Performance - 2006/07Human Resource Oversight
ReportGender profile per Salary Level as at 31
March 2007
22
Performance - 2006/07Human Resource Oversight
ReportDisability Profile as at 31 March 2007
2
1

• The information profile above were informed by
  self disclosure of employees on Application for
  Appointment (Z83)
• SAMDI recently participated in the Public Service
  Commissions hearings on disability

23
Performance - 2006/07Human Resource Oversight
ReportSelected other HR issues - PILIR
Policy on Incapacity Leave and Ill Health
Retirements (PILIR) Implemented with effect from
1 April 2006. Applications for Temporary
Incapacity Leave (TIL) are submitted to the
Health Risk Manager for assessment and are
approved/ disapproved by the HoD.
Total number of applications received per salary band Total number of applications received per salary band Recommendation by the Health Risk Manager Decision by HoD
Lower skilled (Levels 1 2) 0 None None
Skilled (Levels 3 5) 1 1 Declined 1 TIL Disapproved
Highly skilled production (Levels 6 -8) 2 1 Declined 1 Accepted 1 TIL Disapproved 1 TIL Approved
Highly skilled supervision (Levels 9 -12) 5 5 Declined 5 TIL Disapproved
Senior management (Levels 13 - 16) 5 5 Declined 4 TIL Disapproved 1 TIL Approved
Total 13 12 Declined 1 Accepted 11 TIL Disapproved 2 TIL Approved
24
Performance - 2006/07Human Resource Oversight
ReportSelected other HR issues - HIV/AIDS
Health Promotion
During our recent Health Wellness Day free
Health Screening and HIV/AIDS VCT services were
provided to our employees. The results were
25
Transformation to an Academy State of the Nation
Address 9 February 2007

• The Honorable President T Mbeki mentioned in the
  State of the Nation address
• What has emerged, among others, as a critical
  area for strategic intervention is the content of
  training that public servants receive in various
  institutions and the role of the SA Management
  Development Institute (SAMDI) which in actual
  fact should be the major service provider
  including in the mass induction of public
  servants

26
Transformation to an Academy Sources of SAMDI
Output
27
Transformation to an Academy National
Departments Training Expenditure
Note Across the provinces the claimed spending
on training also averages 2
28
Transformation to an Academy The Need for a
Paradigm Shift

• Start by thinking of user demand, not what is
  presently supplied
• One weeks management training per year for
  junior and middle managers requires five times
  the present total output of SAMDI and all the
  provincial academies
• Then add induction for 100,000 new employees p.a.
  and local government training
• 70 of the training will occur in the provinces
  national is a tenth province
• This clearly demands a novel strategy
• Engage all reputable suppliers universities,
  universities of technology, further education
  colleges, and the private sector
• Align their offerings by quality-assured
  curriculum and materials, and blended learning
• Ensure quality through accreditation, checked by
  monitoring
• Reconstitute SAMDI into an Academy, oriented to
  provide alignment and collaborations among
  providers and users, especially via provincial
  academies

29
Transformation to an Academy Justification for
the Academy

• The Minister for Public Service and
  Administration appointed a Committee to consider
  SAMDIs adequacy to the challenge
• It found that SAMDI in its present form will be
  unable to meet it
• Cost-recovery sets SAMDI in competition with
  providers
• The scale of activities (and of the provincial
  academies) is small
• The Minister gained Cabinets approval for a new
  Academy
• SAMDI will be reconstituted as the Public Service
  Academy
• It will be a Schedule 1 Department headed by a
  Director-General
• It will move from being a provider on a
  small-scale, to facilitating nationwide provision
  on a large-scale by broad range of providers
• This will be done through two main streams of
  activity.

30
Transformation to an Academy Aims and Objectives
of the Academy

• Three mantras
• From provision to facilitation
• From competition to collaboration
• From 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

31
Transformation to an Academy Programmes for
Senior Management Service

• Focussed on SMS, levels 13-16 entrants and
  incumbents
• In collaboration with existing initiatives of
  provincial academies
• Covering greater volumes and more senior levels,
  with the help of higher education institutions
• Leadership skills for SMS strategy, policy,
  communication, etc.
• Hard and soft skills, e.g. strategic finance,
  conflict resolution
• Practitioner-oriented inputs and mentoring from
  experts
• Cognate activities research on training,
  networking, etc.

32
Transformation to an Academy Massification of
Sub-SMS Training

• Focussing on mid- and junior management, a
  nationwide public-service training framework
  will
• Cover generic and functional training, in all
  spheres of government
• Draw on the full range of providers
  universities, further education colleges, and the
  private sector
• Encompass modern methodologies, e.g. blended use
  of e-learning
• Alignment to government purposes will be achieved
  by
• Quality-assured curricula and materials,
  accredited through SETAs
• Monitoring and evaluating delivery by providers,
  linked to payment from earmarked portions of
  departments training budgets
• As massified capacity comes on-line, specified
  courses can gradually be made compulsory e.g.
  the Presidents induction programme

33
Implementation of New StrategyLearning
Framework Harmonized Modules
Supply Chain
Performance levels
Information
Immigration
Human Res.
Information
Pensions
Induction
Finance
Projects
Finance
People
Culture
Other
Other
Other




Senior
Middle
Junior
Supervisor
Generic competencies
Functional competencies
Sectoral competencies
34
Implementation of New Strategy Progress
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 to discuss curriculum matters
• A proposal for the establishment of a forum for
  Heads of Academies and HRDDDGs
• 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 with other
  stakeholders was also discussed (see next slide)

35
Implementation of New Strategy National
Training Landscape
36
Implementation of New Strategy Progress Local
Government

• An intradepartmental committee between DPLG and
  SAMDI was established in 2006 to co-ordinate
  activities of SAMDI at the local government level
• There is a proposal for the establishment of a
  periodic forum which will include SALGA for
  dialogue, progress mapping, programme updates and
  decisions on multilateral activities
• Worked together on a programme for SCM and
  Financial Management training programmes covering
  three municipalities in three provinces.
• Initiate joint planning and strategic development
  processes for long range curriculum development,
  norms and standards
• Implement trilateral reporting mechanisms

37
Case Study of Training ProgrammesAccelerated
Development Programme

• Study was concluded during 2003 for the creation
  of a Sustainable Pools programme of middle
  managers to prepare them to contest for SMS
  positions within the public service
• The Accelerated Development Programme was
  developed as a training element of the Pools and
  aims amongst others, to accelerate the
  development of a number of high performing
  middle managers in the public service
• 100 candidates from three departments and two
  provinces were involved in the Advanced Phase of
  the ADP and 77 are proceeding to the Executive
  Phase

38
Case Study of Training Programmes Executive
Development Programme (EDP)

• The EDP is the first offering of the envisaged
  capacity building suite of programmes for SMS
• The EDP materials development and current pilot
  are led by Tshwane University of Technology (TUT)
  in a consortium of 6 Universities and 2 Business
  Schools
• The objective of the EDP is to increase the
  management and leadership capacity of the Senior
  Management Service
• The modules are based on the SMS competency
  framework and can lead to a Masters in Public
  Administration with a supplementary dissertation

39
Case Studies of Training Programmes Focus Areas
for 2007/08 and Beyond

• Interactive Mass Induction Programme (MIP)
  materials are undergoing final quality checks
• Pilot of rewritten workbooks is planned to
  commence in KZN in November 2007.
• Support JIPSA (joint Initiative On Priority
  Skills Acquisition) policy formulation and
  training e.g. partnered with Old Mutual to train
  municipal 100 officials on project management and
  working with Liberty Life for the training of the
  CFO
• Training of Trainers programme supported by JICA
  (Japan International Cooperation Agency)
  currently implemented through AMDIN for
  Management Development Institutes in Africa
  (MDIs), which SAMDI is supporting
• DRC (Democratic Republic of Congo), wherein 300
  Congolese officials have been trained since may
  2007
• GWME (Government Wide Monitoring and Evaluation)
  supported through needs analysis and development
  of training material to be presented from early
  2008 (currently ME workshops presented from 2006
  will continue)

40
Case Study of Training Programmes Donor Funded
Programmes

• Development programme for women managers (bi-
  lateral agreement with the Flemish). 63 Women
  managers completed advanced phase of programme
• Gender Mainstreaming Programme (supported by
  Canadian International Development Agency CIDA)
  and ILO support for training on gender sensitive
  service delivery
• The GTZ is supporting materials development for
  the Induction Programme (MIP) and the
  inter-provincial consultations.
• Netherlands Embassy approved funding for
  management development to municipalities in Chris
  Hani (EC), Ilembe (KZN) and Bojanala (NW)
  District Municipalities

41
Case StudyPost-conflict Countries with CIDA
Support

• Purpose To enhance SAs contribution towards
  Africas reconstruction through improving the
  capacity of the public service in targeted post
  conflict countries
• Recent Output
• 300 people trained in DRC on HRM Project
  Management since May 2007
• Engagement with DRC re future planning and
  refurbishment for the DRC public service
  institute
• Four countries in which a scoping exercises are
  currently undertaken Southern Sudan, Rwanda,
  Burundi and DRC

42
Progress with TransformationInternal Project
Teams
Audit of junior and middle management courses
Planning and implementing the training framework
Enhancing the monitoring and evaluation system
Streamlining accreditation processes
Planning for massified induction programme
Preparing for service provider mobilisation
Planning executive programmes for SMS level
Recasting delegations and policies
Scoping operational system for outsourced training
Conceive a knowledge management system
43
Progress with Transformation New Organisation
44
Progress with Transformation New Organization
Numbers as on 15/10/2007
  DG DDG CD D Mgr Admin Supp Total
Director General 1     1 1     3
Executive Development   1 4 3 7 8   23
JMMS Curriculum Materials Design   1 4 5 11 4   25
JMMS Providers   1 2 4 7 9 23
JMMS Training Coordination     1 3 9 12   25
Business Development Training Needs Analysis   1   12 5 12   30
Corporate Services     1 3 20 14 9 47
Governance and Strategic Support   1 1 4 5 6 1 18
Finance     1 3 8 14   26
International and Special Projects     1 4 5 4   14
Total posts in Academy 1 5 15 42 78 83 10 234
Current staff per level 1 2 6 13 49 50 8 129
Additional posts per level 0 3 9 29 29 31 3 105
45
Progress with Transformation Recruitment
Strategy for the New Academy

• Approval by the Minister to present the
  restructuring proposal to the organization)
• Key Performance Areas and Job profiles defined
  for new positions
• Consultation process with employees and
  representatives of the employees completed
• Process for match and place for new positions at
  all levels underway
• HR needs for the new Academy
• More senior
• Technologically enabled
• More expert
• Flatter structure

46
Progress with Transformation Appropriation as
Submitted to MTEC 2008
R'000 2007/08 2008/09 2009/10 2010/11
Expenditure (excluding once-off capital) 108,100 268,681 478,143 617,350
Once - off and Capital Cost 70,967 58,981 4,738
Total Projected Expenditure 108,100 339,648 537,124 622,088
Course Fees 38,500 146,893 359,138 523,840
Current Appropriation 71,100 75,954 87,221 92,890
Total Projected Revenue 109,600 222,847 446,359 616,730

Additional Appropriation 2007 MTEF - 116,801 90,765 5,358
Current Appropriation 71,100 75,954 87,221 92,890
Total Appropriation Sought 71,100 192,755 177,986 98,248

Projected PTDs ('000) 114 170 350 475
47
Progress with Transformation Projected Growth in
Revenue, Expenditure PTDs
48
Progress with Transformation Implications of
Cost Recovery

• Cost recovery requires departments to pay for
  their courses
• This comes from existing training budgets and is
  not new money
• In addition the budget assumes a 40 markup by
  the Academy contributing to revenue
• Development of curricula and training material
  are covered within the cost recovery structure
• The academy needs to be able to respond flexibly
• to make decisions within the fee structure
• to manage the sustainability of programmes over
  the lifespan
• to respond to new priorities and key
  interventions

49
Progress with Transformation Early Thinking on
Future Nationwide Developments

• Alongside existing training within departments,
  meeting the identified need requires 20 courses
  every week per average province, (3 of them on
  Induction)
• In coming years, the Academy and provincial
  counterparts would spend billions of rands on
  training venues and accommodation
• The financial sector is seeking suitable PPP
  projects with Treasury, for its mandatory
  investments in public infrastructure
• A nationwide network of academies, coupled with
  mandatory training, will yield the secure income
  stream required for a PPP
• If premises for several provincial academies and
  the new Academy are built or refurbished
  together, the size will warrant a PPP
• Western Cape and KZN academies may provide useful
  precedents for other provinces
• With help from the Treasury PPP unit, a business
  model will soon be developed, to consult with
  provinces and seek interested co-participants

50
Progress with Transformation Quality Assurance

• Integrated Curriculum Framework to position SAMDI
  to respond to mass - based training
• Structured Relationship entered via JIP with SAQA
  and PSETA to facilitate generation of unit
  standards for SAMDI programmes
• In preparation for massification, marketing
  campaigns on selected programmes e.g. Good
  Governance
• New Course Management System provides integrated
  and holistic real time data on programs subjected
  to internal M E