SAMDI Briefing to the Portfolio Committee for Public Service and Administration 2007/08 Budget Dr FM...

SAMDI Briefing to the Portfolio Committee for Public Service and Administration 2007/08 Budget

Dr FM Orkin, Director-General, and team

Friday, 16 March 2007

Your Partner in Improving Service Delivery through Training and DevelopmentYour Partner in Improving Service Delivery through Training and DevelopmentYour Partner in Improving Service Delivery through Training and DevelopmentYour Partner in Improving Service Delivery through Training and Development

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Presentation Structure

♦Strategic Objectives♦Report on 2006/07 Outputs♦Financials: ENE and 2006/07 indications♦Case study: Monitoring and Evaluation

(M&E) training♦Transformation to the Academy


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♦ Good Governance: Anti-corruption, Gender and disability, 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.

Strategic ObjectivesGovernance & Administration (G&A) Cluster Priorities


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♦ 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 Africa’s foreign policy within the African Union (AU) and the New Partnership for Africa’s Development (NEPAD).

Strategic Objectives SAMDI 2007/08 to 2009/10


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♦ 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.

Strategic ObjectivesFocus areas for 2007/08 and beyond


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♦ 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).

Strategic ObjectivesGovernance of Resources


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Delivery UnitActualPTDs

2005/06

Actual *PTDs

2006/07

% Change2005/06

to2006/07

TargetedPTDs

2006/07

% Realised2006/07

Change Management and Service Delivery Improvement (CM&SDI)

32,300 20,300 -37 27,000 75

Corporate Resource Management Training (CRMT)

25,400 28,900 14 51,100 57

Management and Leadership Development (M&LD)

28,100 38,900 38 37,100 105

Total 85,800 88,100 3 115,200 76

Report on 2006/07 OutputsTraining Statistics: 1 April 2006 – 28 February 2007

(*) Eleven months scaled to twelve months.


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♦ Total PTDs (Person Training Days) for 2006/07 represent a 2% increase on the previous year.

♦ However, 2006/07 PTDs are 24% 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.

♦ The CRMT figure (an increase on last year, but short of target) 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.

Report on 2006/07 OutputsTraining Statistics: 1 Apr. 2006 – 28 Feb. 2007


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Year-on-Year Comparison

0

2000

4000

6000

8000

10000

12000

14000

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

PT

D's

2005/06 2006/07

Report on 2006/07 OutputsTraining Statistics: 1 Apr. 2006 – 28 Feb. 2007


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Report on 2006/07 Outputs PTDs* delivered in Provinces (to end-Jan. 2007)

KZN

Mpumalanga

Limpopo

Western Cape

Eastern Cape

Norhern Cape

Free State

Gauteng

North West

National

Distribution of Government Employees per Province

Distribution of PTDs per Province

14% 18%

5%5%

10%14%

6%2%11%

5%2% 3%5% 3%

10%

18%6%

31%

20%

12%

* PTDs = Person Training Days


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Report on 2006/07 Outputs Efficiency and Effectiveness

♦ Quality Assurance in curriculum dev’t 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.


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Estimates of National Expenditure SAMDI: Vote 11 Budgeted Expenditure – 2007/08 to 2009/10

Description2007/08

R’000

2008/09

R’000

2009/10

R’000

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.


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Estimates of National Expenditure SAMDI: Training Trading Account (TTA) Revenue and Expenditure - 2007/08 to 2009/10

Description2007/08

R’000

2008/09

R’000

2009/10

R’000

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


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State of Expenditure as at 28 February 2007SAMDI: Vote 12 (Parliamentary Grant)

Economic classification

2005/06 2006/07

ActualExpenditure

as at March’06

R’000

BudgetR’000

Budget 11/12

months

ActualExpenditureas at Feb’07

R’000

VarianceBudget 11/12 to Actual

ExpenditureR’000

Compensation of Employees 10,956 14,254 13,066 12,365 701

Goods and Services 16,423 18,227 16,708 13,597 3,111

Capital Assets 3,220 3,368 3,087 1,628 1,459

Provincial and Local Government

34 10 10 10 0

Augmentation of SAMDI Training Trading Account

24,754 23,059 21,137 21,149 -12

Total 55,387 58,918 54,008 48,749 5,259


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State of Revenue and Expenditure SAMDI: Training Trading Account as at 28 February 2007

Economic classification

2005/06 2006/07

Actualas at

March’06R’000

BudgetR’000

Budget 11/12

months

Actualas at Feb

’07R’000

VarianceBudget 11/12

to Actual R’000

Course fees 37,921 33,000 30,250 28,313 -1,937

Augmentation Received 24,754 23,059 21,137 21,149 12

Total Revenue 62,675 56,059 51,387 49,462 -1,925

Compensation of Employees 18,724 27,885 25,561 20,181 5,380

Goods and Services 24,143 27,805 25,488 29,105 -3,617

Depreciation 420 288 264 - 264

Provincial & Local Government 55 20 20 16 4

Total Expenditure 43,342 55,998 51,333 49,302 2,031

Surplus / (Deficit) 19,333 61 54 160 106


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♦ Vote 12

The under-spending on goods is primarily because of rent budgeted for new office accommodation not occurring yet.

♦ Training Trading Account

The surplus projected for the 2006/07 financial year is slight. It will be of assistance for development costs, e.g. curriculum, of the new Academy.

State of Revenue & Expenditure SAMDI: Vote 11 & Training Trading Account as at 28 February 2007


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Gov’t-Wide Monitoring & Evaluation System BackgroundAims 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.


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Gov’t-Wide Monitoring & Evaluation System Institutional Responsibilities

Principles and Standards

Reporting and Databases

Capacity Building Work Stream

Lead Agency

OPSC DPSA SAMDI

Partner Agencies

Presidency Presidency Presidency

Stats SA Stats SA Stats SA

National Treasury SITA DPSA

DPSA DPLG DPLG

National Treasury National Treasury


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Gov’t-Wide Monitoring & Evaluation System SAMDI Capacity Building Strategy♦ Progress Report

Terms of reference developed for Task Team. 15 workshops on M&E for programme and project management

(340 officials). Initial needs analysis on provincial M&E capacity. Consultation with key stakeholders (8 March ‘07).

♦ Plan of Action Research on M&E training needs - SMS, MMS, JMS,

practitioners (March ‘07). Determine current providers of M&E - HEIs, privates, NGOs etc.

(March ‘07). Undertake training needs analysis for M&E (May ‘07). Develop M&E training programme (Sept ‘07); roll-out (Nov. ‘07).


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Transformation to the Academy Indication of demand: ENE training spend

0.00

1.00

2.00

3.00

4.00

5.00

6.00P

erc

en

t

Tr/Curr %

Tr/Pers %


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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 SAMDI’s present output!


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Transformation to the Academy Vision and activities ♦Three “mantras”

Provision to facilitation.Competition to collaboration.Selective coverage to massification.

♦First main stream of activityExecutive 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.


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Transformation to the Academy 2006/7 sources of SAMDI outputs

0

5000

10000

15000

20000

25000

30000

35000

MDT ELD HRDT SCM HRMT FPMT SDT ID

MLD MLD MLD CRMT CRMT CRMT CMSDI CMSDI

Per

son

-Tra

inin

g D

ays

(PT

Ds)

Univ. etcContractorSAMDI

2006/07


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Transformation to the Academy Learning frameworks

Elementary

Intermediate

Advanced

Executive

Depth of Learning

Levels of Performance

Core Learning Areas

Project Management

Financial

Management

HR Management

Change Management

Service Delivery Innovation

Communication

Quality Management

Note: Core learning areas and levels of performance for illustrative purposes only

Overview

Some detailMore detail

Leadership


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Transformation to the Academy Projects for Internal Task Teams

Preparing for the commissioning of audits of existing junior and middle management courses.

Planning the training framework and the phases of its implementation.

Enhancing and integrating the monitoring and evaluation system.

Streamlining accreditation processes for offerings under the training framework.

Planning in detail a massified Induction programme.


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Preparing for the widespread mobilisation of networks of external service providers.

Planning the differentiated executive development programmes for upper, lower and entrant SMS members.

Recasting financial and HR delegations and policies.

Planning and scoping an operational system for organizing outsource training.

Transformation to the Academy Projects for Internal Task Teams (cont.)


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Transformation to the Academy The challenging way forward

♦ Executive development programmes.♦ Learning framework for massified middle and junior management

learning.♦ Curricula and material development, guality assurance and

accreditation.♦ Provider and user relations; M&E of large-scale provision ♦ Provincial infrastructure.♦ Research capacity and networking.♦ Continental support for Management Development Institutes,

international relations.♦ Impending restructuring process.


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Siyabonga

Thank you

Rolivhuwa

Dankie

Nakhensa

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