Dr FM Orkin: Director-General and Team

1
Briefing to the Portfolio Committee for Public
Service and Administration The Academy as
National Training Facilitator of Choice Budget
and Strategic Plan for 2008/09

• Dr FM Orkin Director-General and Team
• 21 May 2008

2
Presentation Structure

• Strategic Objectives
• Report on 2007/08 Outputs
• Financial Matters
• Case study Sustainable Pools Scheme
• Implementing Academy Reconstitution

3
Strategic ObjectivesSelected Contributions to G
A 2008 Cluster Priorities

• Good Governance Anti-corruption, Gender and
  Disability training programmes
• Capacity of the State Mass Induction Programme
  (MIP), Accelerated Development Programme (ADP),
  Khaedu Training Programme
• Macro-organisation of the State Single Public
  Service, Integrated Service Delivery and
  E-Government Service Delivery Projects
• Transversal Systems Government-Wide Monitoring
  and Evaluation System Training Programme
  launched in April 2008
• Projects from Jan 08 Cabinet Lekgotla
• Design and delivery of an integrated curriculum
  for executive development and junior managers
  and
• Strategy for the provision of massified training
  by the Academy.
• Other Support JIPSA (Joint Initiative for
  Priority Skills) incubate AMDIN (African
  Management Development Institutes Network) and
  support DRC

4
Strategic ObjectivesRecent Policy Indications

• ANC NEC Building the Human Capacity of the State
  by
• Establishing uniform and high entrance
  requirements and standards
• Emphasizing professionalism, discipline and
  commitment to serve
• Ensuring adequate numbers of personnel to ensure
  delivery
• DPSA Policies
• Human Resource Development Strategy
• Leadership Development Strategic Management
  Framework
• Single Public Service to enhance collaboration
  and integration among all spheres of government
• State of the Nation Address 2008
• An element of government's Apex of Priorities
  will be deliberate focus on matters of skills
  development...

5
Strategic Objectives Old SAMDI Objectives and
New Academy Objectives

• Old SAMDI Strategic Objectives
• Curriculum framework for JMMS
• Executive development programmes for SMS
• Partnerships management institutes, providers
• Training programmes in support of AU countries
• Capacitate departments to identify training needs
• Implement a quality management system

• New Academy Strategic Objectives
• Delivery of Academy outputs
• Relationship to external stakeholders
• Lateral contribution to organisation
• Corporate governance
• Transformation into the Academy

6
Strategic ObjectivesOverview of Activities per
Branch

• Executive Development
• Addresses the development needs of the current
  and emerging SMS
• 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
• External review 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.

7
Strategic ObjectivesOverview 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
• Liaison 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
• Pro-active HR for more senior and high-tech
  staff, including vigorous professional
  development and performance management
• IT services the Academys country-wide activities
  with more IT intensive facilities using massive,
  linked databases and outsourced IT provider
• Buildings and operations support facilities and
  manages logistical operations across the country

8
Strategic ObjectivesOverview 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
• Expanded and modernised financial and supply
  chain management services to cope with the
  demands by facilitating 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
• Initiating and managing efficient donor projects

9
Report on 2007/08 OutputsTraining Statistics
Delivery Unit Actual PTDs 2006/07 Actual PTDs 2007/08 Change 2006/07 to 2007/08 Targeted PTDs 2007/08 Realised 2007/08
Change Management and Service Delivery Improvement (CMSDI) 22,242 15,649 -30 18,371 85
Corporate Resource Management Training (CRMT) 29,006 42,914 48 45,689 94
Management and Leadership Development (MLD) 47,202 45,729 -3 48,940 93
Total 98,450 104,292 6 113,000 92
10
Report on 2007/08 OutputsTraining Statistics -
continued

• Overview
• Total PTDs (Person Training Days) for 2007/08
  represent a 6 increase on the previous year
  despite the demands of the transformation
  programme
• However, 2007/08 PTDs are 8 short on the
  targeted 2007/08 PTDs
• PTDs per Branch
• The main cause of drop in CMSDI PTDs is the
  shift to redesign and development of an
  implementation model for the MIP
• The increased PTDs for CRMT is as a result of the
  financial management training that started to
  roll-out
• MLD maintained their high intake on middle and
  junior management programmes to deliver slightly
  more training than the previous year

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Report on 2007/08 OutputsTraining Statistics -
continued
Months
12
Report on 2007/08 OutputsTraining Statistics -
continued
Monthly Output of PTDs for Successive Years
13
Report on 2007/08 OutputsInternational Programmes

• Support to DRC, through training and processes,
  to establish own National School for Public
  Administration (ENA)
• Deployment of a full-time training manager in
  Kinshasa to manage the support initiative
• 429 DRC public servants trained in Human Resource
  Management Project Management and Management
  Development
• 24 Officials were selected for Training of
  Trainers (ToT) Programme
• ToT Programme is regarded as the main highlight
  as it is in line with the goal of supporting the
  establishment of ENA for DRC and
• Trainers are currently undergoing a Coaching
  Programme to prepare them to serve as core
  training capacity when ENA is established.
• 40 Officials from 12 countries received a
  customised ToT Programme
• Under the auspices of AMDIN sponsored by the
  Japan International Co-operation Agency (JICA).

14
Financial MattersEstimates of National
Expenditure 2008/09 to 2010/11
Vote 10 Budgeted Expenditure 2008/09 R000 2009/10 R000 2010/11 R000
Compensation of Employees 19,423 22,409 23,529
Goods and Services 32,358 35,148 41,576
Capital Assets 2,439 1,662 1,763
Sub-total 54,220 59,219 66,868
Augmentation of SAMDI Trading Entity 51,307 62,376 64,619
Total Budgeted Expenditure 105,527 121,595 131,487
The figures include the additional funding of
R10 million for 08/09 R10 million for 09/10
and R15 million for 10/11 respectively, for
developments under the new Academy.
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Financial MattersEstimates of National
Expenditure - 2008/09 to 2010/11
Training Trading Account (TTA) Budgeted Revenue and Expenditure 2008/09 R000 2009/10 R000 2010/11 R000
Revenue
Course Fees 43,800 48,300 52,800
Other Non-tax Revenue 200 200 200
Transfers Received 51,307 62,376 64,619
Total Revenue 95,307 110,876 117,619
Less Expenditure
Compensation of Employees 43,732 52,211 59,444
Goods and Services 49,044 56,023 55,401
Depreciation 915 950 980
Total Expenses 93,691 109,184 115,825
Projected Surplus (Revenue Expenditure) 1,616 1,692 1,794
Acquisition of Assets 1,400 1,500 1,600
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Financial Matters Governance of Resources

• Finance
• Successful implementation of the 2007/08
  Financial Management Improvement Plan
• Unqualified 2006/07 Audit Reports for both SAMDI
  Vote and Trading Account
• Enhancement and successful implementation of
  computerized debtors management system (Pastel)
• Improved debt recovery from clients
• Upgrading of the computerised Course Management
  System
• New delegations for Academy

17
Financial Matters Governance
of Resources - continued

• Internal Audit
• Outsourced Internal Audit function
• Fully functional Audit Committee (4 meetings per
  year)
• Functional Risk Management Committee
• Review and update of Risk Register
• Follow-up reviews on Strategic Management and
  Training and Development
• Risk based internal audit on Debtors
  Administration
• Human Resource Management and Development
• Revised Performance Appraisal Rewards
• Sourcing of Senior Management and staff for the
  Academy
• Revised HR Delegations for the Academy

18
Financial MattersVote 11 Unaudited Expenditure
as at 31 March 2008
Vote 11 (Vote 10 for 2008/09) Total Budget 2007/08 R000 Actual Expenditure (12 months) R000 Total Budget less Actual Expenditure R000
Compensation of Employees 13,341 13,328 13
Goods and Services 54,318 54,318 0
Capital Assets 6,251 6,251 0
Transfer to Trading Entity 57,216 57,216 0
Total 131,126 131,113 13
The table shows a negligible under spending of
R13 thousand against a budget of R131 million.

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Financial MattersTTA Unaudited Result as at
31 March 2008
(TTA) - Training Trading Account Total Budget 2007/08 R000 Actual (12 months) 2007/08 R'000 Total Budget less Actual R000
Course fees 38,500 51,209 12,709
Augmentation 57,216 57,216 0
Total revenue 95,716 108,425 12,709
Less Expenditure (94,175) (77,569) 16,606
Surplus/ (Deficit) 1,541 30,856 29,315
The cash surplus of R30,9 million is as a
result of enhanced debt recovery, and
appropriated funds (received in Dec 07) on the
Induction Programme to be utilized in 2008/09.
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Case Study Sustainable Pools Scheme - Purpose

• The sustainable pools scheme is a joint
  development initiative between
• SAMDI and DPSA
• Aims and Objectives
• Accelerate the development of high performing
  middle managers to increase the selection pool
  for SMS appointment
• Enhance and support transformation in the public
  service
• Increase the representation of women managers and
  those living with disabilities in the SMS
  substantially
• Programme Architecture
• Participants must successfully complete the
  Advanced Management Development Programme for
  access
• Other components include Action Learning SMS
  competency test Executive Development Programme
  etc.
• An international study tour (10 days) provides
  opportunities for situational learning in another
  context

21
Case StudySustainable Pools Scheme - Results

• 77 participants on the programme from Western
  Cape, Mpumalanga and KwaZulu-Natal provinces
• Participating Departments - Home Affairs, Trade
  and Industry, SAMDI, DPSA and OPSC
• These participants will complete all modules of
  the EDP by the end of June 2008
• Based on performance about 30 of the current
  cohort will be admitted to the Pools
• The evaluation report on the first ADP has been
  completed with a number of recommendations for
  improvement
• 25 current participants will be undertaking a
  study tour to India from 13-24 October 2008
• China has also offered to host and fund 12
  participants in November 2008
• Executive Development Branch will review these
  offers and draft an implementation strategy

22
Case StudySustainable Pools Scheme - Plan of
Action

• The current challenges on the programmes will be
  addressed e.g. costs, length and commitment of
  participants
• The recommendations of the ADP evaluation report
  will be implemented by end of July 2008
• The new ADP requires completion of the AMDP,
  comprising 6 EDP modules mentorship seminars
  and a study tour
• The selection of the second cohort of 300
  participants will be completed by end of March
  2009
• Nominated participants will be selected from
  various national departments and all provinces
• The first group of 20 participants for the new
  ADP will be nominated by the end of May 2008
• Co-funding opportunities will be explored with
  Treasury and donors

23
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 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!

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Implementing Academy Reconstitution 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
• 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 Organogram
FILLED VACANT TOTAL Permanent 101 127
228 Excess 12 0
12 Contract 8 1 9 TOTAL
121 128 249
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Massive recruitment drive presently underway
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Implementing Academy ReconstitutionLearning
Frameworks




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Implementing Academy Reconstitution Completed
Projects of 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 under the training framework
Planning in detail a massified Induction programme
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 training
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Implementing Academy ReconstitutionProgress Made
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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 (600,000 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 submitted approved by Treasury
• 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 already fully 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 Reconstitution Partners and
Handover Matrix

• Engagement with Partners
• Research on programmes offered by HEIs has been
  conducted
• With HEI input, and help from French ENA, extra
  top SMS offerings
• We have brought together sectoral colleges of the
  various departments like Correctional Services,
  Home Affairs, Foreign Affairs, etc.
• Handover Matrix
• A key concern during the transition process is to
  ensure that our clients receive services in a
  seamless manner
• Pre-Lekgotla planning in Dec 2007 to plan the
  handover process
• In Jan 2008 a Strategic Planning Lekgotla
  developed a migration map of how 98
  programmes/projects will be migrated to the
  Academy from mid-Feb 2008 onwards

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Implementing Academy Reconstitution Efficiency,
Effectiveness and Stakeholders

• Examples of Efficiency and Effectiveness
• Quality Assurance and Curriculum Development
  serve as the engine rooms where quality
  programmes are conceptualised and developed
• Course-participants assessment provides feedback
  
• Monitoring and Evaluation has produced a report
  on the Accelerated Development Programme (ADP)
• Provincial Training Entities and Other
  Stakeholders
• Discussing DPSA and SAMDI Integrated Learning
  Framework with provinces for HRM use across the
  Public Service
• Three Inter-Provincial Workshops held and meeting
  with the DBSA Vulindlela Academy for Local
  Government has taken place
• Established Inter-Provincial Curriculum Committee
  

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Implementing Academy Reconstitution Selected
Priorities - Gender Mainstreaming

• Received R25 million from Canadian International
  Development Agency (CIDA) for an accredited
  gender mainstreaming training programme
• 1500 Public sector managers on all levels to
  receive training on mainstreaming gender into
  strategies, delivery, etc
• Unit standard registered with the South African
  Qualifications Authority (SAQA)
• Training material in final stages of development
  and
• Roll-out of training begins in October 2008.
• Public Service Commission recommendations on
  gender mainstreaming taken into consideration
• Programme incorporated into MPSA Gender Strategy
  for the Public Service which articulates 8
  principles for HODs

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Implementing Academy Reconstitution Selected
Priorities - Employee Health and Wellness

• Hosted free health screening and two wellness
  days with Voluntary Counselling and Testing (VCT)
  for all staff during September 2007
• 31 of total staff complement participated, with
  a gender breakdown of 16 Male and 36 Female
• Ongoing communication strategy to address
  wellness, workplace and social issues
• Participation in social responsibility programmes
  such as Cell Cs Take a Girl Child to work Day
  and The Sunflower Funds Bandanna Day
• Planned Programmes
• Monthly outsourced VCT drive
• Quarterly health screening services for all
  staff
• Financial health and management, Corporate
  branding and Teambuilding and
• Employee Wellness Programme aligned to DPSAs
  Draft Strategic Framework on Employee Health and
  Wellness Programme.

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Implementing Academy Reconstitution Next Big
Steps

• Advertise and fill vacant positions in new
  organogram in line with budget
• 20 000 applications for 85 posts funded
  new/vacant posts - short listing and interviewing
  during May to August 2008
• New building to be named and launched by the
  President
• Communication campaign towards the August launch
• Expand training opportunities at three levels of
  government per Academy strategy in phases and
  sectors
• Migration matrix unfolding
• Planning for DPLG/DPSA landscape workshop
• International relations - CIDA/SAMDI Project on
  Public Sector Training and Development in
  Countries Emerging from Conflict

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Re a leboga Siyabonga Thank
you Rolivhuwa Dankie Nakhensa