Briefing to the Portfolio Committee for Public Service and Administration The Academy as National...
-
Upload
homer-mckinney -
Category
Documents
-
view
216 -
download
0
Transcript of Briefing to the Portfolio Committee for Public Service and Administration The Academy as National...
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 ObjectivesSelected 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 ObjectivesRecent 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 ObjectivesOverview 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 ObjectivesOverview 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 ObjectivesOverview 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 Unit ActualPTDs
2006/07
Actual PTDs
2007/08
% Change2006/07
to2007/08
TargetedPTDs
2007/08
% Realised2007/08
Change Management and Service Delivery Improvement (CM&SDI)
22,242 15,649 -30 18,371 85
Corporate Resource Management Training (CRMT)
29,006 42,914 48 45,689 94
Management and Leadership Development (M&LD)
47,202 45,729 -3 48,940 93
Total 98,450 104,292 6 113,000 92
Report on 2007/08 OutputsTraining 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 OutputsTraining Statistics - continued
Report on 2007/08 OutputsTraining Statistics - continued
Year-on-Year Comparison
0
5000
10000
15000
20000
1 2 3 4 5 6 7 8 9 10 11 12
PTDs
2005/06 2006/07 2007/08
Months
Report on 2007/08 OutputsTraining Statistics - continued
0
2000
4000
6000
8000
10000
12000
14000
16000
18000
20000
2006/07 3475 4562 5650 8836 10206 13216 10444 12774 5346 4507 10367 8947
2007/08 2280 8952 4830 8317 10649 13280 16002 14570 4449 6167 8483 6313
Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
Monthly Output of PTDs for Successive Years
Report on 2007/08 OutputsInternational 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 MattersEstimates of National Expenditure – 2008/09 to 2010/11
Vote 10: Budgeted Expenditure2008/09
R’000
2009/10
R’000
2010/11
R’000
Compensation of Employees 19,423 22,409 23,529
Goods and Services 32,358 35,148 41,576
Capital Assets 2,439 1,662 1,763
Sub-total 54,220 59,219 66,868
Augmentation of SAMDI Trading Entity 51,307 62,376 64,619
Total Budgeted Expenditure 105,527* 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 MattersEstimates of National Expenditure - 2008/09 to 2010/11
Training Trading Account (TTA): Budgeted Revenue and Expenditure
2008/09
R’000
2009/10
R’000
2010/11
R’000
Revenue:
Course Fees 43,800 48,300 52,800
Other Non-tax Revenue 200 200 200
Transfers Received 51,307 62,376 64,619
Total Revenue 95,307 110,876 117,619
Less Expenditure:
Compensation of Employees 43,732 52,211 59,444
Goods and Services 49,044 56,023 55,401
Depreciation 915 950 980
Total Expenses 93,691 109,184 115,825
Projected Surplus (Revenue – Expenditure) 1,616 1,692 1,794
Acquisition of Assets 1,400 1,500 1,600
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 MattersVote 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 Employees 13,341 13,328 13
Goods and Services 54,318 54,318 0
Capital Assets 6,251 6,251 0
Transfer to Trading Entity 57,216 57,216 0
Total 131,126 131,113 13*
*The table shows a negligible under spending of R13 thousand against a budget of R131 million.
Financial MattersTTA: 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 fees 38,500 51,209 12,709
Augmentation 57,216 57,216 0
Total revenue 95,716 108,425 12,709
Less: Expenditure (94,175) (77,569) 16,606
Surplus/ (Deficit) 1,541 *30,856 29,315
* 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 betweenSAMDI 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 StudySustainable 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 13-24 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 StudySustainable 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 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 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
Internalproviders
Externalproviders:HEIsFETsPrivate
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)
Personal Assistant: DG Director: ODG
JMMS Curriculum & Materials Design
(CM)
JMMS Providers
(P)
JMMS Training Coordination
(TC)
Business Development & Training Needs Analysis
(BD)
Corporate Services(CS)
Governance & Strategic Support
(GS)
Finance(F)
International & Special projects
(IR)
Upper-SMS
Lower-SMS
Entrant-SMS
Research
Curriculum Design
Accreditation Process
Quality Assurance
M&E(Qualitative & Quantitative)
Provider & PartnerMobilisation
Sectoral & OD Consulting
Trainer ProfessionalDevelopment
Call Centre
Course Coordination
Central Unit for Databases
National
Region I
Region II
Region III
Human Resource
Information Technology
Buildings & Operations
Corporate Communications
Strategic Cycle
Knowledge Management & Resource Centre
Legal & Contract Management
Project Management
Management Accounts
Financial Accounts
Supply Chain
Donor Management
Facilitation: International Special Projects
Facilitation: Local Special Projects
Advisory Council Coordination
E-Learning
Internal Auditor(Outsourced)
FILLED VACANT *TOTAL
Permanent 101 127 228
Excess 12 0 12
Contract 8 1 9
TOTAL: 121 128 249
Vote
Trade
Outsourced
*Massive recruitment drive presently underway
27
Implementing Academy ReconstitutionLearning Frameworks
Performance levels
Senior
Middle
Junior
Supervisor
Fin
ance
Peo
ple
Pro
ject
s
Cul
ture
Info
rmat
ion
Oth
er
Fin
ance
Hum
an R
es.
Sup
ply
Cha
in
Info
rmat
ion
Oth
er
Oth
er
Imm
igra
tion
Pen
sion
s
Indu
ctio
n
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 ReconstitutionProgress Made
29
Min Com Cabinet Mandate forMassification
Strategic Planning 2007
and Task Teams
New Organo’m and Match and Place
Strategic Planning 2008and New Org.
Structure
Balanced Scorecard Objectives,
Roll-outStrategy
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 2008.
♦ 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♦ 20 000 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