Dr FM Orkin, Director-General, and team

1
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

2
Presentation Structure

• Strategic Objectives
• Report on 2006/07 Outputs
• Financials ENE and 2006/07 indications
• Case study Monitoring and Evaluation (ME)
  training
• Transformation to the Academy

3
Strategic ObjectivesGovernance Administration
(GA) Cluster Priorities

• 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.

4
Strategic Objectives SAMDI 2007/08 to 2009/10

• 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 Africas foreign policy within the
  African Union (AU) and the New Partnership for
  Africas Development (NEPAD).

5
Strategic ObjectivesFocus areas for 2007/08 and
beyond

• 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.

6
Strategic ObjectivesGovernance of Resources

• 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).

7
Report on 2006/07 OutputsTraining Statistics 1
April 2006 28 February 2007
Delivery Unit Actual PTDs 2005/06 Actual PTDs 2006/07 Change 2005/06 to 2006/07 Targeted PTDs 2006/07 Realised 2006/07
Change Management and Service Delivery Improvement (CMSDI) 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 (MLD) 28,100 38,900 38 37,100 105
Total 85,800 88,100 3 115,200 76
() Eleven months scaled to twelve months.
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Report on 2006/07 OutputsTraining Statistics 1
Apr. 2006 28 Feb. 2007

• 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.

9
Report on 2006/07 OutputsTraining Statistics 1
Apr. 2006 28 Feb. 2007
10
Report on 2006/07 Outputs PTDs delivered in
Provinces (to end-Jan. 2007)
Distribution of Government Employees per Province
Distribution of PTDs per Province
14
18
20
5
31
5
10
12
14
6
6
18
11
2
5
10
2
3
3
5
PTDs Person Training Days
11
Report on 2006/07 Outputs Efficiency and
Effectiveness

• Quality Assurance in curriculum devt 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.

12
Estimates of National Expenditure SAMDI Vote 11
Budgeted Expenditure 2007/08 to 2009/10
Description 2007/08 R000 2008/09 R000 2009/10 R000
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.
13
Estimates of National Expenditure SAMDI Training
Trading Account (TTA) Revenue and Expenditure -
2007/08 to 2009/10
Description 2007/08 R000 2008/09 R000 2009/10 R000
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 2006/07 2006/07 2006/07
Economic classification Actual Expenditure as at March06 R000 Budget R000 Budget 11/12 months Actual Expenditure as at Feb07 R000 Variance Budget 11/12 to Actual Expenditure R000
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
15
State of Revenue and Expenditure SAMDI Training
Trading Account as at 28 February 2007
Economic classification 2005/06 2006/07 2006/07 2006/07 2006/07
Economic classification Actual as at March06 R000 Budget R000 Budget 11/12 months Actual as at Feb 07 R000 Variance Budget 11/12 to Actual R000
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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State of Revenue Expenditure SAMDI Vote 11
Training Trading Account as at 28 February 2007

• 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.

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Govt-Wide Monitoring Evaluation System
Background

• Aims 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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Govt-Wide Monitoring Evaluation System
Institutional Responsibilities
Principles and Standards Reporting and Databases Capacity Building Work Stream
Lead Agency Lead Agency Lead Agency
OPSC DPSA SAMDI
Partner Agencies Partner Agencies 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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Govt-Wide Monitoring Evaluation System SAMDI
Capacity Building Strategy

• Progress Report
• Terms of reference developed for Task Team.
• 15 workshops on ME for programme and project
  management (340 officials).
• Initial needs analysis on provincial ME
  capacity.
• Consultation with key stakeholders (8 March 07).
• Plan of Action
• Research on ME training needs - SMS, MMS, JMS,
  practitioners (March 07).
• Determine current providers of ME - HEIs,
  privates, NGOs etc. (March 07).
• Undertake training needs analysis for ME (May
  07).
• Develop ME training programme (Sept 07)
  roll-out (Nov. 07).

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Transformation to the Academy Indication of
demand ENE training spend
21
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 SAMDIs present
  output!

22
Transformation to the Academy 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.
• Training frameworks of curriculum, materials
  monitoring and evaluation to regulate numerous
  outsource providers
• The induction programme for new entrants at all
  levels.

23
Transformation to the Academy 2006/7 sources of
SAMDI outputs
24
Transformation to the Academy Learning
frameworks
Depth of Learning
Executive
Leadership
Advanced
Communication
Financial Management
Service Delivery Innovation
Levels of Performance
HR Management
Project Management
Change Management
Quality Management
More detail
Intermediate
Some detail
Elementary
Overview
Core Learning Areas
Note Core learning areas and levels of
performance for illustrative purposes only
25
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.
26
Transformation to the Academy Projects for
Internal Task Teams (cont.)
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.
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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 ME 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