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
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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
Re a leboga
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