South African Management Development Institute

1
South African Management Development Institute

• Presentation to the Portfolio Committee for
  Public Service and Administration
• Cape Town
• 12 June 2002

2
PROVISIONING MANAGEMENT AND ADMINISTRATION

• LINKING TRAINING AND DEPARTMENTAL PERFORMANCES
  
• THE CASE OF DEPARTMENT OF EDUCATION
• LIMPOPO PROVINCE

3
PURPOSE

• PROGRESS WITH IMPLEMENTATION OF THE PAS
• IMPACT
• CHALLENGES
• ADDRESSING OF CHALLENGES

4
BACKGROUND

• REQUEST BY SUPERINTENDENT GENERAL - NEEDS
  ANALYSIS
• SURVEY WAS DONE ON
• Organizational performance level
• Systems and processes level
• Individual performance level
• Report submitted

5
ORGANISATIONAL PERFORMANCE LEVEL

• Lack of Management involvement
• Organogram for Logistics
• Not all activities included i.e.
• Asset and transport management
• Accommodation
• Office space inadequate
• Warehouses/stores inadequate
• Secure parking facilities inadequate
• Utilisation of officials
• Trained officials not properly placed
• Knowledge not applied in workplace
• Budget
• Insufficient though not spent in previous
  financial year
• Management information

6
SYSTEMS AND PROCESSES

• Three systems involved in PA
• Manual PA-system
• Finest computerised system to capture
  procurement of goods
• BAS Basic Accounting System for settlement of
  accounts
• Systems not linked
• Crucial management info not available
• Database for SMMES
• No database negative impact on service delivery
• Delegations
• In place but delegated to untrained personnel
• Transport Management
• Inadequate for demands
• Security System
• Inadequate for safeguarding of government
  property

7
INDIVIDUAL PERFORMANCES

• Utilisation of officials
• Trained used elsewhere
• Management reports available not used
• Duty sheets job descriptions
• Training
• Officials trained
• Head Office 90
• Regions - 50
• Districts - 5
• Utilisation of knowledge
• System not fully implemented Little or no
  support to regions

8
INDIVIDUAL PERFORMANCES

• Infrastructure not conducive to
• Prescribed workload
• Systems (BAS, Finest, PAS)
• Required office space
• Storage facilities in directorates
• Safeguarding of assets
• Chief Users appointed but not adhering to
  procedures
• Warehouse Management inadequate
• Record keeping impossible
• Finances handled by untrained staff

9
INTERVENTIONS

• Meetings November 2001
• Provincial Treasury
• Management Department of Education
• Labour Unions
• Training section Department of Education
• Operational Activities
• Training Programme (January to March 2002)
• Task Teams
• Implementation Plan (1 April 2002)

10
INTERVENTIONS

• Meetings November 2001
• Provincial Treasury
• Management Department of Education
• Labour Unions
• Training section Department of Education
• Operational Activities
• Training Programme (January to March 2002)
• Task Teams
• Implementation Plan (1 April 2002)
• Training
• Snr Managers - 23
• Implementation workshop - 28
• PA-I Course - 61
• PA-II Course - 14
• Transware - 28

11
INTERVENTIONS

• Content of courses
• PAS I - Analytical technique
• (15 days) - Internal- and external
• requisitioning
• - Accounting for stores
• PAS II - Transport Management
• (15 days) - PAS Budgeting
• - Tender Procedure
• TRANSWARE - Layout
• (5 days) - Bin allocations
• - Transit and Warehouse
• Management

12
INTERVENTIONS

• CONTENTS OF COURSES
• SEMNARS AND WORKSHOPS
• SEMINAR FOR SNR MANAGERS - Overview on PAS
• (1 Day) - Management information
• - Asset Management
• - Tender Procedures
• SEMINAR FOR CHIEF
• USERS AND CLERKS - Overview on PAS
• (3 days) - Internal Requisitioning
• - Stock taking
• - Tender Procedures
• WORKSHOP ON IMPLEMENTATION
• OF PAS - Case Study
• (2/3 days) - Structure
• - Managing of the PAS

13
CHANGE MANAGEMENT AND LEADERSHIP DEVELOPMENT
CHIEF DIRECTORATE

• DIRECTORATES
• Change Management and Leadership Development
• Service Delivery

14
KEY DELIVERABLES

• Enhance the institutionalization of Service
  Delivery through training and other appropriate
  Institution Building interventions as requested
  by clients
• Design and consistently review training material
  to ensure relevance and quality
• Design and implement a performance consulting
  framework to support post training implementation
  and support

15
KEY TRAINING INTERVENTIONS

• Service Delivery courses
• Senior Managers
• Middle Managers
• Frontline staff
• Institution Building programmes
• Change Management
• Team Building
• Diversity Management
• Conflict Resolution

16
SERVICE DELIVERY COURSES

• Excellent Customer Care
• Improving Service Delivery for Operational
  Managers and
• Implementing Service Delivery Improvement for
  Senior Managers

17
EXCELLENT CUSTOMER CARE

• Target group
• Frontline staff within the Public Service
• Course Content
• Identification of customers and their needs
• Understanding and applying Batho-Pele Principles
  at the work place
• Customer Care techniques
• Dealing with difficult customers
• Effective communication skills

18
OPERATIONAL MANAGERS PROGRAMME

• Target group
• Middle Managers within the Public Service
• Course Content
• Knowledge of Batho-Pele Principles
• Legal context and implications of Service
  Delivery
• Change management and business process
  improvement
• Administration of Justice Act
• Business Process Assessment e.g. Quality circles
  and decision steps
• Organizational Development techniques
• Development of Service Delivery Improvement Plans

19
SENIOR MANAGERS PROGRAMME

• Target Group
• Senior Managers within the Public Service
• Course Content
• The Policy framework governing Service Delivery
• The Batho-Pele Principles Implementation
  Strategy
• The role of Institutional Vision and Mission in
  relation to Service Delivery improvement
• Strategic Planning through Organizational
  Analysis
• Business Excellence Models
• Interpersonal and communication skills
• Change Management Frameworks for Service Delivery

20
INSTITUTION BUILDING PROGRAMMES

• These are offered on an in-house basis and
  customized according to client needs
• Duration 1 - 3 days
• Team Building
• Diversity Management
• Conflict Management
• Ethics Management in the Public Service
• Business Process Improvement and Change
  Management

21
MONITORING AND EVALUATION

• This entails an ongoing evaluation and debriefing
  sessions with service providers and clients after
  training intervention to provide feedback and
  follow up.

22
SERVICE DELIVERY SUCCESSFUL PROJECTS

• Client The Masters Unit (Department of Justice)
• Project Conflict Resolution and Service Delivery
  training
• Project Rationale To enhance and support the
  restructuring and transformation process which is
  taking place to enhance efficiency in delivering
  services to the citizens of S.A in a way that
  complies with the BATHO PELE Principles.
• To promote Good Governance through the
  improvement of systems and procedures for
  delivering services in the Masters office
• Intervention and Progress to date
• Scoping exercise on the transformation status quo
• Training needs assessment
• Implementation of pilot programme for 20 Senior
  Managers in March
• Training to roll out in July 2002

23
SUCCESSFUL PROJECTS (contd)

• Client Department of Home Affairs
• Project Basic Administration Skills (BAS)
• Rationale Poor service delivery in the
  Departments with regard to processing of Identity
  documents, filing systems, information
  management, Processing of passports, registration
  of births and deaths and turn around time for
  delivery of service to citizens.
• Intervention and Progress
• External customer satisfaction Survey conducted
• Scoping exercise to assess status quo conducted
• Training has been conducted in four pilot
  provinces Limpopo, E Cape, KZN, Free State
• Total people trained 1280 out of targeted 1386
• Completion date end July 2002

24
SUCCESSFUL PROJECTS (contd)

• Client Pretoria West Hospital
• Project Service Delivery and institution
  building interventions
• Rationale Service Delivery Improvement and
  transformation
• The status of service delivery is hampered by the
  dynamics of conversion from the old order to the
  new order, new leadership, new client base with
  different set of needs and expectations as a
  result of inclusion of the Black population in
  the previously predominantly White hospital.
• Intervention and Progress
• Team Building sessions held for senior Managers
• 28 sessions on institution building scheduled
• 3 already conducted

25
SUCCESSFUL PROJECTS (contd)

• Client Department of Social Development
• Project Basic Administration Skills for Social
  Grants Administration
• Rationale Backlog in the registration of grants,
  limited access, poor arrangements at pay points,
  Poor filing systems, skills gaps in managing the
  pay points and registering information.
• Intervention and Progress
• Needs assessment completed
• Training Programme finalized

26
SUCCESSFUL PROJECTS (contd)

• Ministerial Project I (Letsema) Ngqushwa
  Intervention
• Rationale Backlog in the administration of
  social grants in the Amatole district
• Sensitization of the Public on volunteerism for
  improving service delivery
• Launch the National HRD strategy
• Intervention and Progress
• Letsema DriveVolunteers from Government involved
  in the practical registration of Applications of
  social grants
• Registration of Social Grants by Volunteers
  including the Minister of Public Service and
  Administration
• Launch of the National HRD strategy for the
  Public Service in April 2002
• Service Delivery and Basic Administration Skills
  Training
• 76 participants trained and issued with
  certificates of attendance.

27
SUCCESSFUL PROJECTS (contd)

• Ministerial Project II Upington
• Rationale Furthering the aims of the Letsema
  Drive in the Province
• Intervention and Progress
• Scoping process conducted to mobilise and
  sensitise Public Servants and the community in
  the area about Letsema and Imbizo
• Cleaning up campaign and imbizo held on the 8th
  June 2002
• Training interventions started on 10 13 June
  2002
• Training in Service Delivery, Project Management,
  HIV/Aids, Presentation and Facilitation Skills

28
SUCCESSFUL PROJECTS (contd)

• Service Delivery enrichment Programmes
• Clients
• Frere Hospital, E Cape
• G J Crookes Hospital, KZN
• Strategic Thrust of the Programme
• To assist the two Hospitals in responding to the
  challenge of
• Intergration of services across the previously
  biased racial lines through programmes on
• Service Delivery Improvement
• Change Management with a view to Business process
  improvement
• Performance Consulting to support the initiatives
  mentioned above.
• Progress to date
• Buy-in process with senior managers completed
• Implementation programme to adress the above on
  track

29
HIGHLIGHTS AND ACHIEVEMENTS

• Increased participation to the Service Delivery
  courses
• 90 of the trainees felt that they can implement
  the skills acquired
• More diversified training interventions to
  enhance institutionalization of Service Delivery
  within public service
• More requests for customized training
  interventions in Conflict Resolution, Team
  Building and Diversity Management
• Increased in-house capacity to enhance skills
  transfer and more effective coordination
• In-house capacity developed in training material
  design
• Successful implementation and completion of BAS
  Project
• Design and implementation of performance
  consulting framework
• Successful setting up of the pilot projects as
  learning centres
• Increased participation in integrated projects
  within the Ministry e.g. HRD Launch in E Cape,
  Social Development project, Letsema and
  Ministerial Imbizos
• Implementation programme to adress the above on
  track

30
NUMBERS TRAINEDAPRIL 2001-MARCH 2002
Course EU SAMDI Total
Frontline 870 460 1330
Operational Managers 522 623 1145
Senior Managers 192 23 215
Other Interventions e..g Conflict Resolution, Change Mgt., Team Building 19 854 873
TOTAL 1603 1960 3563
31
FUTURE CHALLENGES

• Vulnerability to last minute cancellations
• Capacity to enhance and maintain regular
  monitoring and evaluation
• Capacity to expand programmes to other
  stakeholders e.g. local government, civil society
  and parastatals
• Sustainability and continuity of Programmes
• Homogeneity of participants to ensure achievement
  of the learning outcomes
• Increased participation of Senior Managers to
  courses in order to enhance client buy-in and
  facilitate effective implementation of Batho Pele
  action plans at the workplace.

32
Training, Development and Quality Assurance
Overview (TDQ)

• Aim
• Relevance of Programmes
• Training of Trainers
• HIV/Aids Training
• Skills Development Facilitation Training
• Certificate in Public Management
• Training Statistics
• Highlights
• Challenges

33
Broad Aim of TDQ

• To enhance the performance of Public Service
  managers and education, training development
  practitioners through accredited HRD
  interventions and quality assurance services

34
Relevance of Programmes

• Training of Trainers Programme
• This programme aims at improving the professional
  competence of Public Service Trainers
• Strategic Link
• The target group of this programme is all
  national provincial trainers and various
  departments are participating in the programme
  for various strategic reasons
• For example, SAPS is appointing 24000 new
  recruits in the next 3 years to address the
  problems of safety and security in our country
• SAMDI responded accordingly
• So far 178 trainers have completed the programme
  at the Graff Reinette Police College

35
Value of Intervention

• The same principle applies to other Departments
  who opt for the SAMDI Training of Trainers
  Programme
• Properly trained trainers will lead to the
  development of efficient, committed and
  professional police officers

36
Areas of Focus

• Philosophy of ETD Practice
• Planning and delivery of outcome based learning
• Presentation and facilitation skills
• Use of technology in training
• Management and Evaluation
• Competency approach in assessment and moderation
• Continuous occupational expertise development

37
HIV/Aids Training

• Relevance of the Programme
• Employers and employees need to know how to
  support and handle people who are infected and
  affected by HIV/Aids in the workplace
• Strategic Link and Value
• Statistics of HIV/Aids infected and affected
  people are released regularly

38
Strategic Link and Value (contd)

• SAMDI to build capacity of coping and managing
  the situation
• A joint effort with other stakeholders like
  Department of Health and Social Development will
  make the required impact

39
Skills Development Facilitation

• Relevance of the Programme
• There are a number of requirements that Public
  Service Departments need to comply with
• Personal Development Plans (PDP)
• Workplace Skills Plans (WPSP)
• Implementation and monitoring of WPSP
• Skills Levies
• Career Management, etc
• Compliance to these requirements need technically
  skilled HRD Managers and Skills Development
  Facilitators (SDF)

40
Strategic Link (contd)

• SAMDI and organisations like PSETA need to ensure
  that Departments are able to comply with the
  relevant legislation
• All Department is compelled by the Skills
  Development Act to appoint SDFs
• These SDFs, together with HRD Managers/Heads of
  Training, need to receive practical training in
  skills development facilitation
• SAMDI is responding by providing a Public Service
  specific practical programme for both SDFs HRD
  Managers

41

Certificate in Public Management

• Relevance of the Programme
• The Challenge facing many organisations,
  including the Public Service is to create a pool
  of an amoeba type middle managers
• All-rounder who can make things happened through
  translating strategy into operational plans and
  making people implement these plans
• Once this pool of skilled managers is created,
  issues of delivery will be solved, because this
  target group is at the delivery point
• Leadership gap will be reduced

42

Certificate in Public Management

• Strategic Link and Value
• This programme came about as a result of needs
  within Departments for a Public Service oriented
  Middle Management Skills Programme
• It covers for key areas
• Strategic Leadership
• Financial Management
• Project Management
• Management Development

Key Competencies for Service Delivery
43
Training statistics
Programme April 2001 to March 2002 April 2002 to date
Project management 404 98
Operational planning and budgeting 242 78
Training of trainers 87 274
HRD needs analysis 105 156
Skills development training 103 161
HIV/ AIDS - 120
Assessor and moderator training 24 -
Malaysian project 83 35
Certificate in Public Management - 459
Public Service Trainers Conference 466 -
Limpopo training project (overall) 259 -
Total 1 773 1 381
44
Highlights

• Launch and implementation of the SAMDI/ INTAN
  programme covering Middle Management, Leadership
  Development and ToT
• Trained 25 officials from the Peoples Republic
  of China on Quality Assurance of training and
  development in collaboration with SAQA (3-Day
  programme)
• Participated in the technical team to East Africa
  as part of NEPAD initiative

45
Highlights cntd.

• Strategic partnership between SAMDI and SAPS on
  various programmes like HIV/ AIDS Training
• All new SAMDI course linked to unit standards and
  evaluated by the SAMDI Curriculum Review
  Committee
• Pre and post-course work introduced for most
  SAMDI training interventions

46
Challenges

• Resource limitations
• International partnerships I.t.o. funding
• Maintenance of high standards already set by
  SAMDI
• Staff retention many staff on EU contract
• Collaboration with Schools of Public Management
• Comprehensive financial and project management
  training of managers
• Linking financial management with performance
  management in accordance with the Public Service
  Regulations
• Implications of cost recovery