Programme%20and%20Budget%20of%20the%20South%20African%20Management%20Development%20Institute:%202004/05

1
Programme and Budget of the South African
Management Development Institute 2004/05

• Presentation to the Select Committee on Local
  Government and Administration
• 26 May 2004

2
Governments Programme of Action

• Reducing unemployment by half
• Reducing poverty by half
• Achieving an adequate supply of skills required
  in the economy
• Ensuring that all SAns exercise democratic rights
• Ensuring govt is compassionate and accessible
• Reducing incidence of ermerging and re-emerging
  diseases
• Significantly reducing the number of serious and
  priority crimes
• Positioning SA strategically to be a global force
  in global relations

3
Framework of Governments Programme

• Responding to the two economies
• Constituting the Developmental State
• Establishing a Peoples Contract

4
A summary of the governance challenges Emerging
from the Governance and Administration cluster

• Focus on practical implementation as distinct
  from setting out a policy framework which now
  exists, through the adoption of project
  management practices and Community Development
  Workers.
• Improve service delivery by building the
  necessary institutions and initiatives.
• Make use of the NSDP to focus governments
  attention on localities that have the greatest
  potential for development and poverty alleviation
  whilst rebuilding other areas.
• Improve the capacity of provincial and local
  government at key technical levels especially
  where it impinges on service delivery and
  financial management
• Improve accountability to, and contact with, the
  electorate by all levels of government.
• Develop and maintain partnerships with civil
  society with an emphasis on practical programmes.
• Provide leadership to social partners through the
  (re) articulation of an encompassing framework
  for South Africas development in the next decade
  and beyond.
• These challenges all take place within the
  context of the social, economic challenges, JCPS
  challenges, and IRPS challenges and the
  imperative of playing an active and leading role
  in the implementation of NEPAD and the African
  Peer Review Mechanism, and ensuring that AU
  structures and programmes are implemented,
  operationalised and consolidated.

5
Capacity of Government

• What is the nature of the problem?
• Capacity for service delivery uneven with
  pockets of excellence for challenges of low
  capacity in all three spheres
• New delivery system introduced (e.g. MPCCs) but
  not fully utilised
• 25 procurement budget spent on consultants
  policy advice, IT, with limited skills transfer
• Highly mobile senior management echelon
• In some cases, interventions to correct failures
  are too late for inadequate

6
Capacity of Government

• Human Resource Development
• Eastern Cape Intervention lessons learned
• Support to Home Affairs

7
Human Resource Development

• Goals of human resource development
• To reorientate the norms, attitudes and values of
  public servants
• To enhance the capacity of the state for improved
  service delivery
• To take further our project to constitute the
  developmental state
• To develop strategies to effectively harness
  civil societys ability to contribute to
  governments efforts

8
Human Resource Development

• Priorities for 2004
• To develop and begin implementation of a
  comprehensive, credible and outcomes-focused
  programme for skills development within the
  framework of the public sector HRD strategy
• Focus on strategic skills gaps such as financial
  and project management
• Based on rigorous review of existing efforts,
  institutions and systems, and should be based on
  an analysis of needs
• Focus on norms, values, attitudes and
  orientations of public servants that are
  consistent with the objective of the
  developmental state

9
Human Resource Development

• Medium term 2005 2008
• Accelerate implementation of public sector HRD
  strategy
• Comprehensive implementation of capacity
  development at local government level
• Ensuring effectiveness and sustainability of
  capacity development programmes and institutions
• Effective monitoring and evaluation of training
  and development programmes
• Ensuring that the results of capacity improvement
  programmes are visible and discernable in key
  delivery departments

10
Human Resource Development

• Long term 2014
• Ensuring that capacity development programmes in
  the public sector are sustainable and
  outcomes-focused
• Ensuring we have a sustainable, effective,
  responsive and professional cadre of public
  servants by 2014

11
SAMDIs Strategic Objectives (External)

• CDWs programme significantly accelerated linked
  to Peoples Contract and focussed on second
  economy
• Design and delivery of quality programmes aimed
  at improving governments capacity to deliver
• Focus on priority skills financial management,
  project management, supply chain management
• Training in Batho Pele

12
SAMDIs Strategic Objectives (External)

• Development and implementation of a compulsory
  programme for civil servants
• Programmes focused on management and leadership
  development, service delivery improvement and
  customer service, ethics, HIV/AIDS, Gender and
  disability
• Support to AU and NEPAD objectives through
  development of public sector capacity on the
  Continent

13
Broader strategic issues

• Review of the public sector HRD strategy to
  improve planning and implementation credibility
• Active engagement with all schedule 4
  departments education, health and social
  development
• Strategic partnerships with all government
  training academies
• Actions to improve credibility and effectiveness
  of public sector training and development market
  include a review of qualifications)
• Position SAMDI to be primary service provider to
  all national departments

14
Internal processes to ensure that SAMDI is able
to meet these objectives

• In order to enable SAMDI to achieve these
  objectives, SAMDI will develop the requisite
  institutional capacity to enable the institution
  to effectively and efficiently carry out the
  activities outlined in the strategic plan,
  including by developing, fostering and
  maintaining partnerships, managing stakeholders
  and ensuring effective communication in support
  of the programmatic interventions. Including
  through

• Identifying a pool of visiting scholars, and
  practitioners,

• Appointing associates from public, academic,
  private and international sectors,

• Forming strategic partnerships with National MDIs,

• Relocating institution to premises that are
  conducive to our vision and mission

• Supporting the development of HR policies and
  processes that encourage employee wellness and
  facilitate flexible work arrangements

• Ensuring effective communication with
  stakeholders through creating and participating
  in relevant forums and

• The development of an effective information
  strategy and an information technology
  infrastructure to support the design and delivery
  of agreed upon interventions

15
Internal processes to ensure that SAMDI is able
to meet these objectives

• SAMDI will work as an institution that is able
  to continually learn and that promotes lifelong
  learning for its staff. Through this approach to
  learning and development SAMDI will strive to
  create a positive culture in which individuals
  are highly motivated and productive. This will be
  achieved through

• An integrated change management and skills
  development process for SAMDI staff to ensure
  continual learning and development,

• to develop and implement an approach to
  curriculum development and quality assurance so
  that curricula aligns with quality standards,

• Modes of delivery is appropriate to the needs of
  the learners including an emphasis on
  e-learning, and curricula is contextualised to
  meet the needs of clients,

• To support the development of research and
  knowledge management processes to ensure the
  development of a learning organization and an
  approach to Life Long Learning in SAMDI

16
Financial Management

• SAMDI will offer relevant and quality
  interventions and operate in a cost effective
  manner in line with sound financial management
  principles (in line with PFMA).
• SAMDI will be put in place a cost recovery
  strategy coupled with donor mobilisation, which
  ensures its long-term sustainability.

17
Expenditure trends

• Expenditure increased by 34,9 in 02/03
• An additional R5,7 million was allocated to
  enable SAMDI to retain contract staff
• The budget for 03/04 increased by 37,5 to allow
  for an augmentation of the TA
• This augmentation will will decrease over the
  medium-term as the Institute moves towards
  self-sustainability

18
Programme 1 Administration

• The aim of the programme is to facilitate the
  overall management of SAMDI and to provide for
  the policy formulation and management
  responsibilities of the MPSA, DG and senior
  managers.
• Other functions include organising the
  department administrative, legal and office
  support services, financial management etc

19
Programme 1 expenditure trends

• The 31,9 growth of expenditure between 00/01 and
  03/04 was due to an increased demand for SAMDI
  programmes
• The average annual increase of 21,3 over the
  medium term is to accommodate capacity building

20
Programme 2 Public Sector Organisation Staff
Development

• The aim of this programme is to provide
  demand-driven OD interventions to the public
  sector, which leads to improved performance and
  service delivery
• The programme also co-ordinates, manages and
  administers the TA

21
Programme 2 expenditure trends

• Annual average growth of 31,1 between 00/01 and
  03/04 was due to an increased demand for
  training programmes by national and provincial
  departments
• All training functions have been moved to the TA,
  and this, together with the decreased
  augmentation of the TA, is the reason for the
  decreasing budget over the medium term

22
Training Trading Account

• R4,3 million was transferred to the TA in
  2002/03, and a surplus of R6,1 million was
  generated
• The TA aims to generate revenue of R15 million,
  R20 million and R21,2 million over the medium
  term
• R11 million has been received from the Flemish
  Government for the IMDP
• SAMDIs website has been established

23
Challenges emerging

• Winning support for compulsory certificate for
  the public sector (at the different SMS levels)
• Facilitating effective HR Planning
• Supporting the development of quality standards
  for SMS provision (through PSETA)
• Develop quality curricula and alternative modes
  of delivery (e-learning)
• Supporting the development of learning
  organisations (including workplace readiness)
• Consolidating our regional strategy

24
Challenges (continued)

• Aligning training with the challenges the
  departments/ provincial adminstration face in
  implemeting new Public Service regulations and
  other policies that give effect to the
  transformation process
• Equipping public servants with competencies to
  enable enhaced performance
• Forging closer links between policy developers
  and trainers
• Cross-fertilisation across functions and
  competencies in DPSA

25
Progress to date

• The implementation of the turn-around strategy
  led to the new structure that promised to deliver
  more effectively on the mandate of SAMDI. Changes
  in the Institute took place at an accelerated
  pace to ensure skilled staff component in
  delivering training and development
  interventions. While there is marked improvement
  in the functioning of SAMDI, transformation was
  not done with surgical precision. There is still
  a need to align structure with the new unfolding
  vision of SAMDI.
• Significant steps have been taken to align the
  training and development interventions offered
  with with the Skills Development Legislation.
  SAMDI has obtained the necessary recognition as a
  provider of education and training by the Public
  Service SETA.

26
Progress to date (cntd)

• Most of the courses offered by SAMDI have been
  designed to be outcome based, with pre-course
  work and post-course assignments as inherent
  requirements for successful completion of the
  course.
• Through the customer needs driven approach and
  training needs analysis, SAMDI is now able to
  deliver relevant training and development
  interventions to departments.
• SAMDI has begun to operate on a cost recovery
  basis. Progress made in this regard has been
  significant, with the Institute exceeding targets
  set for 2002/03
• SAMDI established the Project Assistance Team in
  2000 to coordinate and facilitate donor funding.
  The roll-out of the EC funding was completed
  successfully as a result.