Dr FM Orkin, Director-General, and team

1
SAMDI Briefing to the Select Committee on Local
Government and Administration 2007/08 Budget

• Dr FM Orkin, Director-General, and team
• Thursday, 10 May 2007

2
Presentation Structure

• Strategic Objectives
• Report on 2006/07 Outputs
• Financials ENE and 2006/07 indications
• Case study Monitoring and Evaluation (ME)
  training
• Transformation to the Academy

3
Strategic ObjectivesGovernance Administration
(GA) Cluster Priorities

• Good Governance Anti-corruption, Gender and
  disability management, Batho Pele and Public
  Participation programmes.
• Capacity of the State Local Government Strategic
  Agenda, Skills Assessment and Capacity Building
  programmes.
• Macro-organisation of the State Single Public
  Service, Integrated Service Delivery and
  E-Government Service Delivery Projects.
• Transversal Systems Integration of Planning and
  Government-wide Monitoring and Evaluation System.

4
Strategic ObjectivesSAMDI 2007/08 to 2009/10

• Develop and administer a training framework for
  curricula and materials.
• Co-ordinate the provision of executive
  development programmes for the Senior Management
  Service.
• Develop and implement a quality management and
  monitoring system.
• Capacitate departments to identify their human
  resource development needs.
• Establish and maintain partnerships and links
  with national and international management
  development institutes and training providers.
• Arrange customised training programmes in support
  of South Africas foreign policy within the
  African Union (AU) and the New Partnership for
  Africas Development (NEPAD).

5
Strategic ObjectivesFocus Areas for 2007/08 and
Beyond

• Support JIPSA (Joint Initiative On Priority
  Skills Acquisition) policy formulation and
  training.
• Incubate AMDIN (African Management Development
  Institutes Network) and DRC (Democratic Republic
  of Congo).
• Contribute to the ASGI-SA (Accelerated and Shared
  Growth Initiative for South Africa) through
  concentrated public sector human resource
  development activities and operations that will
  strengthen economic growth and promote social
  inclusion.
• Monitoring and Evaluation refer detail slides.
• Transformation to the Academy refer detail
  slides.

6
Strategic ObjectivesGovernance of Resources

• Finance
• Successful completion of the Financial Management
  Improvement Plan
• Unqualified Audit Reports for both SAMDI Vote and
  Trading Account
• Implementation of computerised debtors management
  system (Pastel)
• Introduction of a computerised course-booking and
  quotation system.
• Internal Audit
• Outsourcing of the internal audit function
• Reviews on Strategic Management, and Training
  and Development.
• 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).

7
Report on 2006/07 OutputsTraining Statistics 1
April 2006 31 March 2007
Delivery Unit Actual PTDs 2005/06 Actual PTDs 2006/07 Change 2005/06 to 2006/07 Targeted PTDs 2006/07 Realised 2006/07
Change Management and Service Delivery Improvement (CMSDI) 28,634 21,602 -25 27,000 80
Corporate Resource Management Training (CRMT) 24,008 29,251 22 51,100 57
Management and Leadership Development (MLD) 26,491 46,293 75 37,100 125
Total 79,133 97,146 23 115,200 84
8
Report on 2006/07 OutputsTraining Statistics 1
April 2006 31 March 2007

• Total PTDs (Person Training Days) for 2006/07
  represent a 23 increase on the previous year.
• However, 2006/07 PTDs are 16 shortfall on 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.
• PTDs increased strongly in MLD due to a high
  intake on middle and junior management
  programmes, including Mentorship.

9
Report on 2006/07 OutputsTraining Statistics 1
April 2006 31 March 2007
10
Report on 2006/07 OutputsPTDs Delivered in
Provinces
11
Report on 2006/07 Outputs Efficiency and
Effectiveness

• Quality Assurance in curriculum development and
  review.
• Course-participants assessment.
• User surveys.
• Monitoring and Evaluation.
• Proportionately, SAMDI produces the same rate of
  person training days (PTDs) as, for example, the
  UK National School of Government.

12
Report on outputs an emerging partnership with
DPLG and SALGA
Programme
Municipality

• Limpopo
• Sekhukhune
• Municipalities in 9 provinces
• Uthungulu
• 260 Municipalities in 9 provinces
• Municipalities in 9 provinces
• Municipalities in 9 provinces
• LG municipalities

• PSLDP management
• PSLDP policy
• Ethics management
• Gender mainstreaming
• Supply chain management
• Consultation services
• SCM for senior managers
• EMDP

13
An emerging partnership with DPLG and SALGA the
roadmap

• An intradepartmental committee between DPLG and
  SAMDI was established in 2006 to co-ordinate
  activities of SAMDI at the local government
  level.
• Are seeking to establish a periodic forum which
  will include SALGA for dialogue, progress
  mapping, programme updates and decisions on
  multilateral activities.
• Develop and explore new and emerging development
  opportunities.
• Initiate joint planning and strategic development
  processes for long range curriculum development,
  norms and standards.
• Implement trilateral reporting mechanisms.

14
Estimates of National Expenditure SAMDI Vote 11
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
Current Payments 40,300 42,200 48,200
Capital Assets 1,600 2,400 1,700
Augmentation of SAMDI Training Trading Account 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.
15
Estimates of National Expenditure SAMDI Training
Trading Account (TTA) 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 non-tax revenue 200 200 200
Transfers received 29,200 31,300 37,400
Total revenue 67,700 75,300 85,900

Expenditure
Compensation of Employees - TTA 31,200 33,700 37,200
Goods and services 34,700 39,800 46,800
Depreciation 300 200 200
Total expenses 66,200 73,700 84,200

Projected Surplus 1,500 1,600 1,700
16
State of Expenditure as at 31 March 2007SAMDI
Vote 12 (Parliamentary Grant)
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 13,228 439
Goods and Services 16,423 19,393 19,520 (127)
Capital Assets 3,220 2,789 2,611 178
Provincial and Local Government 34 10 10 0
Augmentation of SAMDI Training Trading Account 24,754 23,059 23,059 0
Total 55,387 58,918 58,428 490
17
State of Revenue and Expenditure SAMDI
Training Trading Account as at 31 March 2007
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 37,921 33,000 42,636 9,636
Augmentation Received 24,754 23,059 23,059 0
Total Revenue 62,675 56,059 65,695 9,636
Compensation of Employees 18,724 27,885 22,261 5,624
Goods and Services 24,143 27,805 36,263 -8,458
Depreciation 420 288 - 288
Provincial Local Government 55 20 16 4
Total Expenditure 43,342 55,998 58,540 -2,542
Surplus / (Deficit) 19,333 61 7,155 7,094
18
State of Revenue Expenditure SAMDI Vote 12
Training Trading Account as at 31 March 2007

• Vote 12
• The minor (less than 1) total under-spending of
  R 490,000 (0.83) on the Vote is
  primarily due to vacancies on the staff
  establishment.
• Training Trading Account
• The surplus for the 2006/07 financial year is as
  a result of the enhanced debt recovery process.

19
Government-Wide Monitoring Evaluation System
Background

• Aims and objectives
• The aim of the system is to contribute to
  improved governance and enhanced effectiveness of
  public sector institutions.
• The system aims to collect, collate, analyse and
  disseminate information on the progress and
  impact of programmes.
• Result Areas
• Accurate information on progress in the
  implementation of public sector programmes is
  updated on an ongoing basis
• Information on the outcomes and impact achieved
  by government is periodically collected and
  presented
• The quality of monitoring and evaluation
  practices in government and public bodies is
  continuously improved.

20
Government-Wide Monitoring Evaluation System
Institutional Responsibilities
Principles and Standards Reporting and Databases Capacity Building Work Stream
Lead Agency Lead Agency Lead Agency
OPSC DPSA SAMDI
Partner Agencies Partner Agencies Partner Agencies
Presidency Presidency Presidency
Stats SA Stats SA Stats SA
National Treasury SITA DPSA
DPSA DPLG DPLG
National Treasury National Treasury
21
Government-Wide Monitoring Evaluation System
SAMDI Capacity Building Strategy

• Progress Report
• Terms of reference developed for Task Team.
• 15 Workshops on ME for programme and Project
  Management (340 officials).
• Initial needs analysis on provincial ME
  capacity.
• Consultation with key stakeholders (8 March 07).
• Plan of Action
• Research on ME training needs - SMS, MMS, JMS,
  practitioners (March 07).
• Determine current providers of ME - HEIs,
  privates, NGOs etc. (March 07).
• Undertake training needs analysis for ME (May
  07).
• Develop ME training programme (Sept 07)
  roll-out (Nov. 07).

22
Transformation to the Academy Indication of
Demand ENE Training Spend
23
Transformation to the Academy SAMDI 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.
• 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 SAMDIs present
  output!

24
Transformation to the Academy 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.
• Training frameworks of curriculum, materials
  monitoring and evaluation to regulate numerous
  outsource providers
• The induction programme for new entrants at all
  levels.

25
Transformation to the Academy 2006/7 Sources of
SAMDI Outputs
26
Transformation to the Academy Learning
framework tentative harmonised modules
Supply Chain
Human Res.
Information
Immigration
Performance levels
Information
Pensions
Induction
Finance
Finance
Projects
Culture
Other
Other
People
Other




Senior
Middle
Junior
Supervisor
Generic competencies
Functional competencies
Sectoral competencies
27
Transformation to the Academy Projects for
Internal Task Teams
Audits 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
28
Transformation to the Academy 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
• A forum for Heads of Academies and DDGs HRD.
• 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 was also
  discussed (see next slide)

29
Transformation to the Academy Engagement with
Provinces - continued

• The configuration of the training and development
  landscape in the public service and the Academys
  relationship other important stakeholders and
  institutions was also discussed.

30
Transformation to the Academy Engagement with
Provinces - continued
31
Transformation to the Academy The challenging
way forward

• Executive development programmes.
• Learning framework for massified middle and
  junior management learning.
• Curricula and material development, quality
  assurance and accreditation.
• Provider and user relations ME of large-scale
  provision.
• Provincial infrastructure.
• Research capacity and networking.
• Continental support for Management Development
  Institutes, international relations.
• Impending restructuring process.

32
Siyabonga Thank you Rolivhuwa Dankie Nakhensa
Re a leboga