1. Dr FM Orkin, Director-General, and team Thursday, 10 May 2007
SAMDI Briefing to the Select Committee on Local Government and Administration 2007/08 Budget
Dr FM Orkin, Director-General, and team
Thursday, 10 May 2007

2. Presentation Structure
Strategic Objectives
Report on 2006/07 Outputs
Financials: ENE and 2006/07 indications
Case study: Monitoring and Evaluation (M&E) training
Transformation to the Academy

3. Strategic Objectives Governance & Administration (G&A) Cluster Priorities
Good Governance: Anti-corruption, Gender and disability management, 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 Africa’s foreign policy within the African Union (AU) and the New Partnership for Africa’s Development (NEPAD).

5. Strategic Objectives Focus 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 Objectives Governance 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 Outputs Training Statistics: 1 April 2006 – 31 March 2007
Delivery Unit
Actual
PTDs
2005/06
2006/07
% Change to
Targeted
% Realised
Change Management and Service Delivery Improvement (CM&SDI)
28,634
21,602
-25
27,000 80
Corporate Resource Management Training (CRMT)
24,008
29,251 22
51,100 57
Management and Leadership Development (M&LD)
26,491
46,293 75
37,100
125
Total
79,133
97,146 23
115,200 84

8. Report on 2006/07 Outputs Training Statistics: 1 April 2006 – 31 March 2007
Total PTDs (Person Training Days) for 2006/07 represent a 23 % increase on the previous year.
However, 2006/07 PTDs are 16% 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.
PTDs increased strongly in MLD due to a high intake on middle and junior management programmes, including Mentorship.

9. Report on 2006/07 Outputs Training Statistics: 1 April 2006 – 31 March 2007

10. Report on 2006/07 Outputs PTD’s Delivered in Provinces

11. Report on 2006/07 Outputs Efficiency and Effectiveness
Quality Assurance in curriculum development 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. Report on outputs: an emerging partnership with DPLG and SALGA
Programme
Municipality
Limpopo
Sekhukhune
Municipalities in 9 provinces
Uthungulu
260 Municipalities in 9 provinces
LG municipalities
PSLDP management
PSLDP policy
Ethics management
Gender mainstreaming
Supply chain management
Consultation services
SCM for senior managers
EMDP

13. An emerging partnership with DPLG and SALGA: the roadmap
An intradepartmental committee between DPLG and SAMDI was established in 2006 to co-ordinate activities of SAMDI at the local government level.
Are seeking to establish a periodic forum which will include SALGA for dialogue, progress mapping, programme updates and decisions on multilateral activities.
Develop and explore new and emerging development opportunities.
Initiate joint planning and strategic development processes for long range curriculum development, norms and standards.
Implement trilateral reporting mechanisms.

14. Estimates of National Expenditure SAMDI: Vote 11 Budgeted Expenditure – 2007/08 to 2009/10
Description
2007/08
R’000
2008/09
2009/10
Compensation of Employees – Vote 11
17,500*
19,400*
22,400*
Goods and Services
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.

15. Estimates of National Expenditure SAMDI: Training Trading Account (TTA) Revenue and Expenditure /08 to 2009/10
Description
2007/08
R’000
2008/09
2009/10
Revenue:
Course fees
38,300
43,800
48,300
Other non-tax revenue
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
Total expenses
66,200
73,700
84,200
Projected Surplus
1,500
1,600
1,700

16. Economic classification Budget to Actual Expenditure
State of Expenditure as at 31 March 2007 SAMDI: Vote 12 (Parliamentary Grant)
Economic classification
2005/06
2006/07
Actual
Expenditure
as at
31 March ’06
R’000
Budget
31 March ‘07
Variance
Budget to Actual Expenditure
Compensation of Employees
10,956
13,667
13,228
439
Goods and Services
16,423
19,393
19,520
(127)
Capital Assets
3,220
2,789
2,611
178
Provincial and Local Government 34 10
Augmentation of SAMDI Training Trading Account
24,754
23,059
Total
55,387
58,918
58,428
490

17. Economic classification
State of Revenue and Expenditure SAMDI: Training Trading Account as at 31 March 2007
Economic classification
2005/06
2006/07
Actual
as at
31 March’06
R’000
Budget
31 March ’07
Variance
Budget to Actual
Course fees
37,921
33,000
42,636
9,636
Augmentation Received
24,754
23,059
Total Revenue
62,675
56,059
65,695
Compensation of Employees
18,724
27,885
22,261
5,624
Goods and Services
24,143
27,805
36,263
-8,458
Depreciation
420
288 -
Provincial & Local Government 55 20 16 4
Total Expenditure
43,342
55,998
58,540
-2,542
Surplus / (Deficit)
19,333 61
7,155
7,094

18. State of Revenue & Expenditure SAMDI: Vote 12 & Training Trading Account as at 31 March 2007
The minor (less than 1%) total under-spending of R 490,000 (0.83%) on the Vote is primarily due to vacancies on the staff establishment.
Training Trading Account
The surplus for the 2006/07 financial year is as a result of the enhanced debt recovery process.

19. Government-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.
Ensure transparency and accountability;
Promote service delivery improvement;
Ensure compliance with statutory and other requirements; and
Promote a learning culture in the public sector.

20. Government-Wide Monitoring & Evaluation System Institutional Responsibilities
Principles and Standards
Reporting and Databases
Capacity Building Work Stream
Lead Agency
OPSC
DPSA
SAMDI
Partner Agencies
Presidency
Stats SA
National Treasury
SITA
DPLG

21. Government-Wide Monitoring & Evaluation System SAMDI Capacity Building Strategy
Progress Report
Terms of reference developed for Task Team.
15 Workshops on M&E for programme and Project Management (340 officials).
Initial needs analysis on provincial M&E capacity.
Consultation with key stakeholders (8 March ‘07).
Plan of Action
Research on M&E training needs - SMS, MMS, JMS, practitioners (March ‘07).
Determine current providers of M&E - HEIs, privates, NGOs etc. (March ‘07).
Undertake training needs analysis for M&E (May ‘07).
Develop M&E training programme (Sept ‘07); roll-out (Nov. ‘07).

22. Transformation to the Academy Indication of Demand: ENE Training Spend

23. 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 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. 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.

25. Transformation to the Academy 2006/7 Sources of SAMDI Outputs

26. Transformation to the Academy Learning framework: tentative harmonised modules
Performance levels
Human Res.
Supply Chain
Information
Information
Immigration
Pensions
Induction
Finance
Finance
People
Projects
Culture
Other
Other
Other
Senior
Middle
Junior
Supervisor
Generic competencies
Functional competencies
Sectoral competencies

27. Transformation to the Academy Projects for Internal Task Teams
Audits of junior and middle management courses
Planning and implementing the training framework
Enhancing the monitoring and evaluation system
Streamlining accreditation processes
Planning for massified induction programme
Preparing for service provider mobilisation
Planning executive programmes for SMS level
Recasting delegations and policies
Scoping operational system for outsourced training
Conceive a knowledge management system

28. Transformation to the Academy Engagement with Provinces
Consultation and collaboration with provinces and other stakeholders are a key foundation for establishing the Academy.
Engagement at the Technical President’s Co-ordinating Council
On 28 – 29 March SAMDI, provincial HRD units and academies, incl. DPSA, DBSA, DPLG & SAQA came together as stakeholders to talk and share training and development in the matters.
Some of the key outcomes of this gathering include:
Support for the establishment of the Academy and its strategy;
Endorsement of a need to network, share, copy from each other and populate the learning framework;
A follow-up workshop involving the same stakeholders
A forum for Heads of Academies and DDGs HRD.
Mobilisation of stakeholders as a collective response to capacity building needs of the public service
The configuration of the training and development landscape in the public service was also discussed (see next slide)

29. Transformation to the Academy Engagement with Provinces - continued
The configuration of the training and development landscape in the public service and the Academy’s relationship other important stakeholders and institutions was also discussed.

30. Transformation to the Academy Engagement with Provinces - continued
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

31. Transformation to the Academy The challenging way forward
Executive development programmes.
Learning framework for massified middle and junior management learning.
Curricula and material development, quality assurance and accreditation.
Provider and user relations; M&E of large-scale provision.
Provincial infrastructure.
Research capacity and networking.
Continental support for Management Development Institutes, international relations.
Impending restructuring process.

32. Siyabonga
Thank you
Rolivhuwa
Dankie
Nakhensa
Re a leboga