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the samdi Department: South African Management Development Institute REPUBLIC OF SOUTH AFRICA Deriving SAMDI’s strategy and programme from Government’s strategic priorities
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the samdiDepartment:South African Management Development InstituteREPUBLIC OF SOUTH AFRICA
Presentation to the Portfolio Committee for Public Service and Administration
SAMDI’s strategic priorities and budget: MTEF 2005/06 – 2007/08
Bobby Soobrayan, Director-GeneralParliament, 4 March 2005
the samdiDepartment:South African Management Development InstituteREPUBLIC OF SOUTH AFRICA
Presentation structure
♦Deriving SAMDI’s strategy and programme from
Government’s strategic priorities
♦Report on progress and outputs
♦Medium term strategic objectives
♦ Immediate projects
♦Budget 2005/06 and MTEF 2005/06 – 2007/08
the samdiDepartment:South African Management Development InstituteREPUBLIC OF SOUTH AFRICA
Deriving SAMDI’s strategy and programme from Government’s strategic priorities
the samdiDepartment:South African Management Development InstituteREPUBLIC OF SOUTH AFRICA
G & A priorities for 2005
♦Capacity of the State
♦Unified system of public administration
♦Government systems
♦ Integrated service delivery
♦Batho Pele and participatory governance
♦ Intergovernmental Relations
♦ Improving local government performance
the samdiDepartment:South African Management Development InstituteREPUBLIC OF SOUTH AFRICA
SAMDI’s role and mandate
♦ SAMDI’s role and mandate is clearly defined by Cabinet and relevant legislation
♦ SAMDI has the central role in developing the capability of the State
♦ Governments across the globe have realised that government management development institutes are essential in ensuring co-ordinated and well-defined public sector management, training and development initiatives
♦ SAMDI’s priority is to unlock the efficacy of departments to provide services through appropriate training and development interventions to enable them to improve service delivery
the samdiDepartment:South African Management Development InstituteREPUBLIC OF SOUTH AFRICA
G & A cluster: keys issues for SAMDI
♦Capacity of State requires improvement of management♦HRM competencies defined during current research at
DPSA should be developed through a compulsory certificate in HRM
♦Developmental ethos for the public service and work ethic required as cross-cutting issues in training programmes
♦ IMDP as a comprehensive management development programme to be extended to cover management training and development up to the level of Directors-General as well as first line supervisors at lower levels
the samdiDepartment:South African Management Development InstituteREPUBLIC OF SOUTH AFRICA
G & A cluster: keys issues for SAMDI (2)
♦ Career planning and development must link with performance management and planning of training
♦ Public sector (PS) database to be developed to store and analyse training and development needs
♦ Management skills required by municipal managers must be addressed
♦ Lead department for training of CDWs and the development of their curriculum framework
♦ Bridging the divide between the two economies through skills development strategies
♦ Responsible with DPSA for driving HRD agenda of the cluster, including the PS HRD strategy
the samdiDepartment:South African Management Development InstituteREPUBLIC OF SOUTH AFRICA
SAMDI’s key result areas
♦Full commitment to promote and implement the HRD strategy in all PS institutions and organisations and the development of a culture of high quality lifelong learning
♦An effective strategic and operational HRD planning framework established within the PS
♦Relevant competencies established within the PS♦Effective management and co-ordination of the
implementation of the HRD strategy for the PS♦To support AU programmes, with particular emphasis on
NEPAD’s strategic objectives to improve the efficacy and efficiency of public sectors on the Continent
the samdiDepartment:South African Management Development InstituteREPUBLIC OF SOUTH AFRICA
Broader strategic issues
♦ Implementation of a revised PS HRD strategy to improve planning and implementation credibility
♦Active engagement of all Schedule 4 departments: Education, Health and Social Development
♦Strategic partnerships with all government training academies (provincial)
♦Actions to improve credibility and effectiveness of PS training and development market, including a review of qualifications
♦Positioning of SAMDI to be the primary service provider to all national departments – creation of a network with all resources and stakeholders
the samdiDepartment:South African Management Development InstituteREPUBLIC OF SOUTH AFRICA
Matching our strategic priorities to those of the State
Description Citizen perspective Internal business process perspective
Learning and growth perspective Financial perspective
Meeting the demands of the two economies
CM & SDI SCMT
Legal & contract management support
Professional financial support services
Procurement and provisioning systems
Social inclusion
Induction & orientation Frontline staff CM & SDI
Strategic partnerships HRM systems &
procedures M & E processes
Prioritising gender equality
MLD Gender, disability, HIV and
AIDS
M & E processes Donor relations strategy
Strengthening local government
Induction & orientation MLD Gender, disability, HIV and
AIDS
Strategic partnerships M & E processes
Donor relations strategy
Building the capacity of the State to enhance delivery
TDNA SCMT Project & financial
management MLD HRM & DT
Strategic partnerships IR strategy Marketing &
communications ICT strategy Legal & contract
management support QMS
Integrated talent management function
Research & knowledge management processes
Professional financial support services
Procurement and provisioning systems
IA support Donor relations
strategy
the samdiDepartment:South African Management Development InstituteREPUBLIC OF SOUTH AFRICA
Matching our service offerings to Government’s priorities
Induction &
Re-orientation
Frontline Staff
Supply Chain Man.
Project & Financial
Man.
Man. & Leadership
Dev.
Change Man. & SDI HRM & D
Gender, Disability & HIV&AIDS
Meeting the demands of the two economies
Social inclusion
Prioritising gender equity
Strengthening Local Government
Building the capacity of the State to enhance delivery
the samdiDepartment:South African Management Development InstituteREPUBLIC OF SOUTH AFRICA
Business model
♦ SAMDI’s business model is defined by a strategic plan submitted to Parliament in response to the planning framework
♦ SAMDI implements the strategic plan through operational plans and monthly reporting
♦ Cost recovery and how we deliver training and development interventions through our own instructional design to ensure implementation and practical relevance of learning is part of the strategy
♦ Internal capacity is multiplied through strategic partnerships – independent contractors; service providers appointed through tenders; or seconded public servants of to deliver on the demand for training
the samdiDepartment:South African Management Development InstituteREPUBLIC OF SOUTH AFRICA
Report on progress and outputs
the samdiDepartment:South African Management Development InstituteREPUBLIC OF SOUTH AFRICA
Additional progress to date
♦The implementation of the turn-around strategy is well underway
♦Changes in the Institute took place at an accelerated pace to ensure skilled staff components in delivering training and development interventions. While there is marked improvement in the functioning of SAMDI, transformation is evolutionary. 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 the Skills Development Legislation
the samdiDepartment:South African Management Development InstituteREPUBLIC OF SOUTH AFRICA
Additional progress to date (2)
♦Through the client needs driven approach and training needs analysis, SAMDI is now able to deliver relevant training and development interventions to departments
♦SAMDI is operating on a cost recovery basis. Progress made in this regard has been significant.
♦Financial management and budgeting systems effectively turned around – after receiving a disclaimed audit opinion for 2002/ 03, SAMDI received an unqualified audit on the Vote and Trading Entity for 2003/ 04
the samdiDepartment:South African Management Development InstituteREPUBLIC OF SOUTH AFRICA
Training statistics: 1 April 2004 – January 2005
Delivery Unit
ProjectedPTD
Actual Trading
PTD
Actual DonorPTD
Difference from
projected
% of target achieved in
strategic plan
CM&SDI 14,700 8,156 6,544 55%HR&PTS 31,235 17,721 13,514 56%MLD 29,930 18,800 6,656 4,474 85%Total 75,865 44,677 6,656 24,532 67%
the samdiDepartment:South African Management Development InstituteREPUBLIC OF SOUTH AFRICA
Monthly comparison 2003/04 and 2004/05 budget cycle
020004000
60008000
Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
PTD's
2003/04 2004/05 Average 2004/05
the samdiDepartment:South African Management Development InstituteREPUBLIC OF SOUTH AFRICA
Training provided to Provinces during Apr 04 - Jan 05
11078
3190
84184145
7299
2159
1952
3381
1271
KZN Mpumalanga Limpopo North West GautengFree State Northern Cape Eastern Cape Western Cape
the samdiDepartment:South African Management Development InstituteREPUBLIC OF SOUTH AFRICA
Medium term strategic objectives
the samdiDepartment:South African Management Development InstituteREPUBLIC OF SOUTH AFRICA
Strategic priorities: citizen perspective
♦ We will design and deliver high quality and relevant skills development solutions to all three spheres of government, which will improve the capacity of the PS to deliver on Government’s strategic priorities
Strategic Priorities:♦ Manage the roll-out of the compulsory induction and re-
orientation programme, so that all new public servants are effectively inducted into the PS, and all public servants are effectively re-oriented to the new challenges and approaches in the public service.
♦ Develop and utilise an approach to conducting training needs analyses within the PS, which clearly identifies training needs against organisational objectives
♦ Deliver supply chain management training programmes and consulting services so that public servants have the skills necessary to implement the new supply chain management procedures
the samdiDepartment:South African Management Development InstituteREPUBLIC OF SOUTH AFRICA
Strategic priorities: citizen perspective (2)♦ Deliver project management and financial management training
programmes which enable public servants to effectively and efficiently manage the implementation of projects, and properly manage and control finances
♦ Deliver management and leadership development programmes which enable the development of a fully capacitated management and leadership component within the public service
♦ Deliver change management and service delivery improvement training programmes to ensure that public servants have the skills necessary to meet the implementation requirements of Batho Pele
♦ Deliver human resource management and development training programmes so that the PS has the human resource capacity required to deliver on the Government’s strategic priorities
♦ Deliver programmes that mainstream issues of gender, disability and HIV and AIDS, so that these strategic priorities of Government are continuously addressed
the samdiDepartment:South African Management Development InstituteREPUBLIC OF SOUTH AFRICA
Strategic priorities: internal business processes
♦ We will continuously strengthen the institutional capacity of SAMDI to enable us to effectively, efficiently and economically operationalise our strategic plan
Strategic Priorities:♦ Develop and manage strategic partnerships with other
institutions, both locally and internationally, so that SAMDI is able to maximise opportunities for the delivery of best practice training and development interventions
♦ Develop and implement an international relations strategy so that SAMDI both contributes to and benefits from international approaches to PS training and development
♦ Develop and implement marketing and communication strategies that effectively project SAMDI to current and potential clients, both locally and internationally
the samdiDepartment:South African Management Development InstituteREPUBLIC OF SOUTH AFRICA
Strategic priorities: internal business processes (2)
♦ Develop and implement human resource management systems and procedures that result in a diverse and well managed Department
♦ Develop and implement an effective information strategy and information technology infrastructure that supports the achievement of our objectives
♦ Provide legal and contract management support to ensure compliance with legislative prescripts and practices
♦ Develop and implement effective monitoring and evaluation processes over all of our products and services, so that we are able to measure the impact, effectiveness and quality of our work
♦ Develop and implement a quality management system as a central component to all business processes within SAMDI
the samdiDepartment:South African Management Development InstituteREPUBLIC OF SOUTH AFRICA
Strategic priorities: learning and growth (people)
♦We will ensure and encourage the continual learning and development of the organisation, in a manner which contributes to the development of a positive culture in which individuals are highly motivated and productive
Strategic Priorities:♦Develop an integrated talent management function
for SAMDI that will ensure continual learning, development and improved performance.
♦Support the development of research and knowledge management processes to ensure the development of a learning organisation and an approach to lifelong learning in SAMDI.
the samdiDepartment:South African Management Development InstituteREPUBLIC OF SOUTH AFRICA
Strategic priorities: financial perspective
♦ We will ensure that SAMDI is sustainable and is able to operate in a cost effective manner in line with sound financial management principles.
Strategic Priorities:♦ Provide professional financial support services that are fully compliant with
the legislative framework and Government’s requirements♦ Establish and maintain a procurement and provisioning system that is fair,
equitable, transparent, competitive and cost effective♦ Provide internal audit support based on accurate risk assessment and
analysis♦ Develop and implement a comprehensive donor relations management
strategy so that opportunities for utilising donor funding are maximised and the relationship between SAMDI and the donor agencies is strengthened
the samdiDepartment:South African Management Development InstituteREPUBLIC OF SOUTH AFRICA
Priority areas going forward
♦ Developing the capacity of departments to effectively plan, procure and institutionalise training and development interventions – leverage government’s substantial investment in PS HRD
♦ Development of SAMDI’s Comprehensive Training and Development Solution model
♦ Leveraging Government investment in high priority public good interventions: CDWs, Compulsory Induction Programme, contract/service provider management – specifically with respect to research, development and M & E interventions
♦ Enhance the implementation of learning for better return on investment
the samdiDepartment:South African Management Development InstituteREPUBLIC OF SOUTH AFRICA
Priority areas going forward (2)
♦Development of a credible e-Learning platform for PS wide training and development
♦Support to PS development work within the NEPAD/AU programme – specifically in promoting the capacity of Management Development Institutes on the Continent
♦Strengthening SAMDI’s institutional capacity – specifically in respect of quality assurance, curriculum development, professional development of trainers, research and knowledge management, financial planning and management, and M & E
the samdiDepartment:South African Management Development InstituteREPUBLIC OF SOUTH AFRICA
Immediate projects
the samdiDepartment:South African Management Development InstituteREPUBLIC OF SOUTH AFRICA
Newly introduced business model
We will ask our clients what they need
We will provide guidance through research and benchmarking
We will deliver innovative & appropriate training
We will measure the effect of ourservice offerings on performance
Proposals on this model have been favourably received by departments: DEAT, DCS, DSD, DPW
the samdiDepartment:South African Management Development InstituteREPUBLIC OF SOUTH AFRICA
Regional and international collaboration
♦ SAMDI is responsible for developing a research proposal for AMDIN and for designing a curriculum framework
♦ MoUs/ agreements have been entered into with the Rwanda (RIAM), China, Malaysia (INTAN), and Namibia
♦ We will also be providing assistance to the DRC in terms of the reconstruction of their civil service
♦ The Institute is actively involved in an exchange process with the Canadian School for Public Service, formerly known as the Canadian Centre for Management Development
♦ The Canadians participated in an information and knowledge exchange programme to SAMDI in February 2004
♦ Visits to India and Brasilia provide further workplans
the samdiDepartment:South African Management Development InstituteREPUBLIC OF SOUTH AFRICA
Specific projects and programmes
♦Community Development Workers♦Social Security – service delivery improvement♦ Induction and orientation♦Project and financial management♦ Integrated Management Development Programme
(IMDP) to support sustainable pools♦Senior Executive Programme♦Local government capacity building ♦Project management and financial management
the samdiDepartment:South African Management Development InstituteREPUBLIC OF SOUTH AFRICA
Specific projects: donor funding
♦ CIDA Gender empowerment proposal submitted ♦ Flemish – Integrated Management Development Programme
(IMDP) implemented and extension approved to utilise savings
♦ Governance and Institutional Development Division approved project to enhance delivery platforms through technical support with upgrading of the web site and e-Learning systems in SAMDI
♦ ILO/ Flemish SAMDI multilateral to provide training and development solutions that address Government priorities in support of the developmental state through collaboration with ILO (ICT) in a trilateral agreement supported by the Flemish Government.
the samdiDepartment:South African Management Development InstituteREPUBLIC OF SOUTH AFRICA
Specific projects: donor funding (2)
♦ Flemish bilateral (gender equity and empowerment) design and implementation of a framework for a Gender Equality and Empowerment Programme, including the roll-out of management and other training programmes, and the requisite support structures
♦ Sida support to the establishment of responsive, accountable and efficient governments across the African Continent, through:The launch of the African Management Development
Institutes Network (AMDIN).The development of a framework for establishing or re-
establishing Management Development Institutes (MDIs) in Africa
the samdiDepartment:South African Management Development InstituteREPUBLIC OF SOUTH AFRICA
Budget 2005/06 and MTEF 2005/06 – 2007/08
the samdiDepartment:South African Management Development InstituteREPUBLIC OF SOUTH AFRICA
Cost recovery improvement
05,000
10,00015,00020,00025,00030,00035,000
2002/03 2004/05 2006/07
Course Fees Net tansfer payments
the samdiDepartment:South African Management Development InstituteREPUBLIC OF SOUTH AFRICA
Revenue
Trading Entity:♦ The anticipated revenue was based upon the projection of the
statistical information (database) in respect of the Person Training Days (PTDs)
♦ The current fee structure, as approved by National Treasury, was utilised
♦ The result was evaluated for reasonability and adjusted accordingly
Vote:♦ The revenue of the Vote (Programmes 1 & 2) consists mainly
of receipts in respect of commission on insurance premiums deducted from employees’ salaries, parking fees and interest on departmental debt
the samdiDepartment:South African Management Development InstituteREPUBLIC OF SOUTH AFRICA
MTEF allocations: 2005/06 – 2007/08
2005/06R’000
2006/07R’000
2007/08R’000
2004 MTEF allocation – baseline 37,447 39,668 41,651Changes to baseline 17,600 16,800 12,900Capacity building 2,000 3,000 3,000Implementation of MSP 3,000 3,000 1,000Augmentation of Trading Entity 12,600 10,800 8,900Earmarked amounts: roll-out of financial management training
2,000 2,100 2,200
2005 MTEF allocations 57,047 58,568 56.751
the samdiDepartment:South African Management Development InstituteREPUBLIC OF SOUTH AFRICA
ExpenditureTrading Entity and Vote♦The requirements per directorate were established♦Emphasis on:
Recurring versus non-recurringEvaluation and projection of recurring administrative
expenditureThe current personnel structure plus additional required
positionsCost-saving strategiesElimination of obsolete activities or activities with low
prioritiesMatching policy priorities & resourcesThe draft Annual Report was reviewed – over / under
performance
the samdiDepartment:South African Management Development InstituteREPUBLIC OF SOUTH AFRICA
Trading entity
Description2005/06R ‘000
2006/07R ‘000
2007/08R ‘000
ENE MTEC ENE MTEC MTECRevenue:Revenue 49,431 25,000 52,256 30,000 35,000Transfers received 5,229 24,754 5,543 23,059 21,216
Total revenue 54,660 49,754 57,799 53,059 56,216Expenses:Comp of employees 22,292 25,607 23,630 26,889 28,234Goods & Services 32,155 22,676 34,083 24,769 26,364Capital expenses 0 1,471 0 1,401 1,618Total expenses 54,447 49,754 57,713 53,059 56,216Surplus 213 0 86 0 0
the samdiDepartment:South African Management Development InstituteREPUBLIC OF SOUTH AFRICA
Trading entity (2)
♦Revenue reduced from ENE to MTEC♦Audited revenue:
2002/03 – 10,4992003/04 – 14,944
♦ Increase on audited revenue 2003/04:2004/05 – 34%2005/06 – 67%2006/07 – 101%2007/08 – 134%