Dr Stephen Mohlokoane

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PALAMAs Strategy to capacitate the Public
Service through collaborative partnerships

• Dr Stephen Mohlokoane
• The 7th Batho Pele Learning Network
• 11th November 2008

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Presentation Structure

• Background
• Implementing Academy Reconstitution
• Collaboration and relationship building
• Portfolio of Programmes
• PALAMA approaches to training

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Minister
DPSA (Policy Development)
CPSI (Innovation Rewards)
MPSA
PALAMA (TD)
OPSC (ME)
SITA (IT)
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BackgroundAcademy Reconstitution
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Background New Structure
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Implementing Academy Reconstitution 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. and
• Allowing for 50 of training already occurring in
  departments still requires 600,000 PTDs p.a.
• Compulsory induction, staff turn-over is 100, 000
  people p.a. requiring another 200, 000 PTDs
• Thus, the total-demand driven requirement is
  800,000 PTDs, nearly 10 times SAMDIs output!

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Implementing Academy ReconstitutionVision and
Activities

• Three Mantras
• Provision to facilitation
• Competition to collaboration and
• Selective coverage to massification.
• First Main Stream of Activity
• Executive development programmes for SMS
• Entrant, lower and upper SMS programmes, courses
  and events and
• In collaboration with universities and
  counterparts.
• Second Main Stream of Activity
• Massified management training for junior and
  middle managers
• Curriculum and Training Frameworks (functional
  and generic) monitoring and evaluation to
  regulate numerous outsource providers
• The Induction Programme for new entrants at all
  levels.

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Implementing Academy Reconstitution The
Complicated Training Landscape
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Implementing Academy Reconstitution Financial
Model and Organizational Systems

• New Financial Model
• To cater for increase in Person Training Days
  (PTDs) from approx. 100,000 to 475,000 at end of
  MTEF period (800,000 by 2011/12)
• Recover direct costs such as trainer, venue and
  course material costs from end users
• Institutional fee for research, curricula
  development, ME, etc.
• Standard tariff pricing for normal bookings, and
  zero based budgeting for once-off training
• New course tariffs have been approved by Treasury
  (as needed for new programmes)
• New Systems
• Improved electronic booking system to reduce
  processing time by 70, and to achieve real-time
  reconciliation of training statistics to invoices
  
• The new website is functional and being populated
  with relevant content
• E-Learning for massified training being
  researched for implementation
• The new Monitoring and Evaluation System is to be
  integrated into the Course Management System

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Implementing Academy ReconstitutionOverview of
Activities per Branch

• Executive Development
• Addresses the development needs of the current
  and emerging SMS and
• Delivers executive development programmes in
  collaboration with HEIs, regional, and
  international partners.
• Curriculum and Materials Development for JMMS
• Develops curricula within an integrated learning
  framework for 250,000 junior and middle managers
  and
• Conducts external reviews of SAMDIs existing
  courses.
• Provider Mobilization for JMMS
• Mobilizes, co-ordinates, monitors and assures the
  quality of the organizations that will provide
  training at the level of JMMS
• Partners and associates include HEIs, FET
  Colleges, provincial academies and units,
  private sector organizations, NGOs, etc.

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Implementing Academy Reconstitution Overview of
Activities per Branch - continued

• Training Co-ordination for JMMS
• Links prospective users of training programmes at
  all levels of government with massified training
  opportunities.
• Business Development
• Liaises with top officials in departments to
  identify their key training needs and to match
  groups of delegates to most suitable programmes
• A priority will be the development of the
  Training Needs Analysis Model.
• Corporate Services
• Provides pro-active HR service for senior and
  high-tech staff, including vigorous professional
  development and performance management
• Ensures that IT services of the Academys
  country-wide activities are supported by IT
  intensive infrastructure and databases and
• Manages buildings and operations support
  facilities and logistical operations across the
  country.

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Implementing Academy Reconstitution Overview of
Activities per Branch - continued

• Governance and Strategic Support
• Supports the DG and top-management with strategic
  and allied support functions required to position
  the Academy
• The activities of this branch includes corporate
  communication and knowledge management.
• Finance
• Provides expanded and modernised financial and
  supply chain management services to cope with the
  demands of massified training
• This branch deals with financial management and
  accounting.
• International and Special Projects
• Supports the Academys strategy by forging
  strategic international partnerships,
  co-ordinating bi- and multi-lateral
  international projects
• This branch is also responsible for initiating
  and managing efficient donor projects.

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Implementing Academy ReconstitutionPALAMA Regions
National Region I Region II Region III
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Collaboration and Relationship Building

• Create partnerships with government departments
• Assist departments to identify development areas
  (TNA)
• Build relations working relationship with SDF/
  HRMD
• Joint planning (sharing of resources) maximize
  output e.g. WSP, training calendars, workshops,
  etc
• Research to gather business intelligence in the
  field
• Participation in Provincial fora / Learning
  Networks, eg HRD, SDF Fora

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Collaboration and Relationship Building cont..

• Facilitate the establishment of consortia of HEIs
• Elimination of unnecessary competition
• Building of each others capacity
• Forming of professional communities of practice
• Sharing of experience and expertise
• Standardization of programme design and delivery
• Foster alignment of short courses with formal
  qualifications

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Portfolio of Training programmes
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Portfolio of Training programmes
Workshops-Workshop-Workshops
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PALAMA approaches to training

• Short courses for skills betterment of service
  delivery at the place of work e.g Finance by
  National Treasury
• Training via HEIs (Competence certificate)
• Off the shelf programmes (Attendance certificate)
• Customized training programmes (Workshops)
• Collaboration with Provincial Academies

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Re a leboga Siyabonga Thank
you Rolivhuwa Dankie Nakhensa Enkosi
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Contact Details

• PALAMA Contact Centre 012 441 6777
• www.Palama.gov.za
• BUSINESS DEVELOPMENT TEAM
• DDG Mr Oliver Seale
• Director Dr. S Mohlokoane Cell 082 0977 584
• Director Ms E MatholeKhiba Cell 083 5911 092
• Manager Ms S Khan Cell082 2578 736
• Manager Mr. K Perumal Cell084 4065 605
• Manager Mr. SA Nhlonipho Cell 073 1777 552
• Manager Mr. T Moloi Cell 084 2259 155