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

Presentation Structure ♦Strategic Objectives ♦Report on 2007/08 Outputs ♦Financial Matters ♦Case study: Sustainable Pools Scheme ♦Implementing Academy Reconstitution

Strategic Objectives Selected 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

Strategic Objectives Recent 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...”

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

Strategic Objectives Overview 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.

Strategic Objectives 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:  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 Academy’s 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

Strategic Objectives 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: ♦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 Academy’s strategy by forging strategic international partnerships, co-ordinating bi- and multi-lateral international projects  Initiating and managing efficient donor projects

Delivery UnitActual 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 (CM&SDI) 22,24215, ,37185 Corporate Resource Management Training (CRMT) 29,00642, ,68994 Management and Leadership Development (M&LD) 47,20245, ,94093 Total 98,450104, ,00092 Report on 2007/08 Outputs Training Statistics

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 CM&SDI 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 Report on 2007/08 Outputs Training Statistics - continued

Months

Report on 2007/08 Outputs Training Statistics - continued Monthly Output of PTDs for Successive Years

Report on 2007/08 Outputs International 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).

Financial Matters Estimates of National Expenditure – 2008/09 to 2010/11 Vote 10: Budgeted Expenditure 2008/09 R’ /10 R’ /11 R’000 Compensation of Employees19,42322,40923,529 Goods and Services32,35835,14841,576 Capital Assets2,4391,6621,763 Sub-total54,22059,21966,868 Augmentation of SAMDI Trading Entity51,30762,37664,619 Total Budgeted Expenditure105,527*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.

Financial Matters Estimates of National Expenditure /09 to 2010/11 Training Trading Account (TTA): Budgeted Revenue and Expenditure 2008/09 R’ /10 R’ /11 R’000 Revenue: Course Fees43,80048,30052,800 Other Non-tax Revenue200 Transfers Received51,30762,37664,619 Total Revenue95,307110,876117,619 Less Expenditure: Compensation of Employees43,73252,21159,444 Goods and Services49,04456,02355,401 Depreciation Total Expenses93,691109,184115,825 Projected Surplus (Revenue – Expenditure)1,6161,6921,794 Acquisition of Assets1,4001,5001,600

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 Financial Matters Governance of Resources

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

Financial Matters Vote 11: Unaudited Expenditure as at 31 March 2008 Vote 11 (Vote 10 for 2008/09): Total Budget 2007/08 R’000 Actual Expenditure (12 months) R’000 Total Budget less Actual Expenditure R’000 Compensation of Employees13,34113,32813 Goods and Services54,318 0 Capital Assets6,251 0 Transfer to Trading Entity57,216 0 Total131,126131,11313* *The table shows a negligible under spending of R13 thousand against a budget of R131 million.

Financial Matters TTA: Unaudited Result as at 31 March 2008 (TTA)* - Training Trading Account Total Budget 2007/08 R‘000 Actual (12 months) 2007/08 R'000 Total Budget less Actual R’000 Course fees38,50051,20912,709 Augmentation57,216 0 Total revenue95,716108,42512,709 Less: Expenditure(94,175)(77,569)16,606 Surplus/ (Deficit)1,541*30,85629,315 * 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.

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

Case Study Sustainable 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 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

Case Study Sustainable 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

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 people p.a. requiring another 0,2 million PTDs ♦Thus, the total-demand driven requirement is 0,7 million PTDs, nearly 10 times SAMDI’s present output!

24 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

Implementing Academy Reconstitution The Complicated Training Landscape NATIONAL PROVINCIAL LOCAL Internal providers External providers: HEIs FETs Private Dedicated colleges: Justice, Foreign Affairs, Defence, Police, etc. PSETA and other SETAs authorised by SAQA to accredit unit standards Support: International & Profess. assns Provincial sites of national depts

Implementing Academy Reconstitution Organogram 26 Director-General Executive Development (ED) Upper-SMS Lower-SMS Entrant-SMS Research JMMS Curriculum & Materials Design (CM) Curriculum Design Accreditation Process Quality Assurance E-Learning JMMS Providers (P) M&E (Qualitative & Quantitative) Provider & Partner Mobilisation Sectoral & OD Consulting Trainer Professional Development JMMS Training Coordination (TC) Call Centre Course Coordination Central Unit for Databases Business Development & Training Needs Analysis (BD) National Region I Region II Region III Corporate Services (CS) Human Resource Information Technology Buildings & Operations Governance & Strategic Support (GS) Corporate Communications Strategic Cycle Knowledge Management & Resource Centre Legal & Contract Management Project Management Finance (F) Management Accounts Financial Accounts Supply Chain International & Special projects (IR) Donor Management Facilitation: International Special Projects Facilitation: Local Special Projects Advisory Council Coordination Personal Assistant: DGDirector: ODG Internal Auditor (Outsourced) FILLEDVACANT*TOTAL Permanent Excess Contract TOTAL: Vote Trade Outsourced * Massive recruitment drive presently underway

27 Implementing Academy Reconstitution Learning Frameworks Performance levels Senior Middle Junior Supervisor Finance People Projects Culture Information Other Finance Human Res. Supply Chain Information Other Immigration Pensions Induction Generic competencies Functional competencies Sectoral competencies

28 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

Implementing Academy Reconstitution Progress Made 29 Min ComCabine t Manda te for Massifi cation Strateg ic Planni ng 2007 and Task Teams New Organo’ m and Match and Place Strateg ic Planni ng 2008 and New Org. Structu re Balanced Scorecar d Objective s, Roll-out Strategy Too inflexible and bureaucratic for a training institution In competition with other service providers Form of cost- recovery resulting in short-term, demand-driven offerings rather than a long-term strategy From a provider of training to a facilitator From being a competitor to collaborating with other service providers To extend its coverage from selective to comprehensive or ‘massified’ New organization designed to fulfill mandate Consulted with management, staff and unions First and second preferences, competency exercises, interviews and selection tools Framework for curriculum design Cooperation with provincial academies New financial model to facilitate a strategic framework and recover costs Cabinet Mandate for Massification Mass induction roll out Action learning roll-out, gradual introduction to all SMS AMDP and EDP roll-out as accredited SMS training New building, regional sites Section 1 department reporting to DG Foster and co- ordinate the delivery, on a meaningful scale Practical management skills for a developmental state Common ethos and value for a professional public service

30 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, M&E, 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

31 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

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

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 ♦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

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 C’s Take a Girl Child to work Day and The Sunflower Fund’s 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 DPSA’s Draft Strategic Framework on Employee Health and Wellness Programme.

35 Implementing Academy Reconstitution Next Big Steps ♦Advertise and fill vacant positions in new organogram in line with budget ♦ 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

Re a leboga Siyabonga Thank you Rolivhuwa Dankie Nakhensa