Dr FM Orkin, Director-General, and team

31 October 2007

Briefing to the Portfolio Committee -Annual Report 2006/07

2

Presentation Structure

♦ Context and Performance - 2006/07

♦ Transformation to an Academy

♦ Implementation of New Strategy

♦ Case Studies of Training Programmes

♦ Progress with Transformation – Resources

3

ContextPublic Service Context: Profile

♦ 356 000 officials in national departments♦ 781 000 officials in provincial departments♦ 240 000 in local government and municipalities

Of the above 1,3 million public servants:♦ 75% African, 9 % Coloured, 4% Asian, 12% White;♦ 54% Female;♦ 1% in the Senior Management Services (SMS); and♦ 10% in Middle Management and 15% in Junior

Management in national and provincial departments.

4

ContextSAMDI’s Previous Approach

♦ Mandate: to provide, or arrange the provision of, high quality, user-oriented training and organisational development to the public service to improve service delivery and implementation

♦ Priorities: set by the Plan of Action, the Human Resource Development Strategy for the public service set by DPSA, user needs, and the requirements of the developmental state

♦ Business model: partial cost-recovery from fees for courses

♦ Mode of delivery: by own trainers, independent contractors; service providers, and strategic partnerships with higher education institutions

5

Delivery UnitActualPTDs

2005/06

ActualPTDs

2006/07

% Change

2005/06 -2006/07

TargetedPTDs

2006/07

% Realised2006/07

Management and Leadership Development

(M&LD)26,491 47,202 78 37,100 127

Corporate Resource Management Training

(CRMT)24,008 29,006 21 51,100 57

Change Management and Service Delivery Improvement (CM&SDI)

28,634 22,242 -22 27,000 82

Total 79,133 98,450 24 115,200 85

Performance - 2006/07 Training Statistics per Chief Directorate

6

♦ Total PTDs (Person Training Days) for 2006/07 represent a 24% increase on the previous year

♦ However, 2006/07 PTDs are 16% short of 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 reduction in CRMT 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

Performance - 2006/07 Changes in Training Statistics

7

Performance - 2006/07 Training Statistics Over Time

Year-on-Year Comparison

0

2000

4000

6000

8000

10000

12000

14000

Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar

PT

Ds

2005/06 2006/07

8

Performance - 2006/07

Portfolio of Current Programmes

Leadership capacityManaging

public financesCross-cutting programmes

Batho Pele and Community

Development

Human Resource Management

Good governance

Executive Development Programme

Advanced Management Development Programme

Emerging Management Development Programme

Foundation Management

Mentorship ProgrammeProject Management

Supply Chain Management I & II

Supply Chain Management for Municipalities and Municipal Entities

Supply Chain Management for Senior Municipal Managers

Asset ManagementAcquisition

ManagementLOGIS IBid Committee Training

on PFMA and MFMAFinancial ManagementContract Management

Diversity ManagementDisability Management Implementing the

Integrated National Disability Strategy

Gender MainstreamingChange ManagementManaging HIV & AIDS

in the WorkplaceHIV & AIDS

Development Programme for Government Planners

Domestic Violence

Excellent Customer Service: Frontline and Support Personnel

Batho Pele Implementation: Service Delivery for Operational Managers

Community Development Workers Training and Action Research

Service Delivery Improvement Plans

Induction Programme

Job Evaluation I & IIJob Evaluation Panel

TrainingHearing ProceduresGrievance Procedures Industrial Relations

Skills Development Programme

Introduction to Human Resource Management

Human Resource Planning

Staffing practicesPerformance

ManagementHuman Resource

DevelopmentSkills Development

FacilitationConflict ResolutionTraining of TrainersPresentation and

Facilitation SkillsAssessor Training

Anti-corruption and Ethics Management

Promotion of the Administrative Justice Act

Executive Support Staff Programme

Corporate GovernanceBusiness plansMonitoring and

Evaluation

9

Performance - 2006/07 Deliverables: Selected Highlights

♦ SAMDI hosted the Public Service Trainers’ Forum Conference (10-14 Sept 2006) attended by more than 600 public servants

♦ The Accelerated Development Programme (ADP) commenced in Sept 2006 for 5 cohorts and the advanced phase is completed. The ADP aims at advancing black females and people living with disabilities to the SMS

♦ Demand for Supply Chain Management training for Local Government is overwhelming and SAMDI covered 280 municipalities (including a second round of training) by November 2006

♦ Financial Management Training – 11 programmes were approved by National Treasury during Sept 2006 and training programmes are being finalised for roll-out

♦ Modeling and implementation strategy for the Mass Induction Programme (MIP) have been developed targeting 100 000 new entrants into the public service each year

10

Performance - 2006/07 Deliverables: Selected Highlights - continued

♦ The DRC training implementation plan was approved by our DRC counterparts in 2006 and assistance with capacity building commenced in February 2007

♦ The ITC/ILO partnered with SAMDI to build capacity for government departments to mainstream gender and 20 public servants were enrolled, with 9 completing the course

♦ A gender mainstreaming unit standard was developed for the CIDA-funded Gender Mainstreaming Training Programme and has been registered with SAQA

♦ SAMDI has requested and received two tranches (800 000 Canadian Dollars) from CIDA for the Gender Mainstreaming Project

♦ 281 Senior Managers in the department of Correctional Services were trained on Ethics Management and Anti-Corruption

♦ 261 Anti-Corruption Officers from National, Provincial and Local Government departments have been trained on the Minimum Anti-Corruption Capacity Requirement

11

Performance - 2006/07 State of Expenditure as at 31 March 2007 - Vote 12

Economic classification

2005/06 2006/07

ActualExpenditure

as at 31 March ’06

R’000BudgetR’000

ActualExpenditure

as at 31 March ‘07

R’000

VarianceBudget to

Actual Expenditure

R’000

Compensation of Employees 10,956 13,667 13,231 436

Goods and Services 16,423 19,492 19,728 (236)

Capital Assets 3,220 2,689 2,241 448

Provincial and Local Gov. 34 11 9 2

Augmentation of SAMDI TTA 24,754 23,059 23,059 0

Total 55,387 58,918 58,268 650

12

Performance - 2006/07 State of Revenue and Expenditure as at 31 March 2007 – SAMDI Training Trading Account (TTA)

Economic classification

2005/06 2006/07

Actualas at

31 March’06R’000

BudgetR’000

Actualas at

31 March ’07R’000

VarianceBudget to

Actual R’000

Course fees 39,361 33,000 48,976 15,976

Augmentation Received 24,754 23,059 23,059 0

Total Revenue 64,115 56,059 72,035 15,976

Compensation of Employees 18,724 27,885 21,654 6,231

Goods and Services 25,183 27,805 35,853 -8,048

Depreciation 420 288 814 -526

Provincial & Local Gov. 55 20 16 4

Total Expenditure 44,382 55,998 58,337 -2,339

Surplus 19,733 61 13,698 13,637

13

♦ Vote 12

The minor total under-spending of R 650,000 (1.1%) on the Vote is primarily due to vacancies on the staff establishment.

♦ Training Trading Account

The surplus for the 2006/07 financial year is partly as a result of the enhanced debt recovery process particularly in respect of historical debt and partly as a result of a 24% increase in PTDs.

Performance - 2006/07 State of Revenue & Expenditure SAMDI: Vote 12 & Training Trading Account as at 31 March 2007

14

2007 Estimates of National Expenditure - Vote 11 Previously Budgeted Expenditure – 2007/08 to 2009/10

Description2007/08

R’000

2008/09

R’000

2009/10

R’000

Compensation of Employees – Vote 11 17,500* 19,400* 22,400*

Goods and Services 22,800* 22,800* 25,800*

Sub-total - Current Payments 40,300 42,200 48,200

Capital Assets 1,600 2,400 1,700

Augmentation of SAMDI TTA 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 and R 4 million per year for infrastructure & accommodation.

15

2007 Estimates of National Expenditure - SAMDI Training Trading Account Previously Budgeted Revenue and Expenditure - 2007/08 to 2009/10

Description2007/08

R’000

2008/09

R’000

2009/10

R’000

Revenue:

Course Fees 38,300 43,800 48,300

Other Revenue 200 200 200

Transfers Received 29,200 31,300 37,400

Total Budgeted Revenue 67,700 75,300 85,900

Expenditure:

Compensation of Employees 31,200 33,700 37,200

Goods and Services 34,700 39,800 46,800

Depreciation 300 200 200

Total Budgeted Expenditure 66,200 73,700 84,200

Projected Surplus 1,500 1,600 1,700

16

Performance - 2006/07Governance of Recourses

♦ Finance: Successful completion of the Financial Management Improvement Plan; Enhancement of asset management; Implementation of computerised debtors management system (Pastel); Introduction of a computerised course-booking and quotation system; Unqualified Audit Reports for both SAMDI Vote and Trading Account for

four consecutive years;

♦ Internal Audit / Audit Committee: Reviews on Strategic Management, and Training and Development; Risk Assessment conducted and enhancement of Risk Management; Fully functional Audit Committee;

♦ 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).

17

Performance - 2006/07

Human Resource Oversight ReportEmployment and Vacancies by Programme as at 31 March 2007

ProgrammeNumber of

posts

Number of posts

filled

Vacancy rate

Number of posts filled

additional to the

establishment

Vote Programme 1 57 47 17.5% 2

Vote Programme 2 7 7 0% 1

Training Trading Account 128 98 23.4% 8

Total 192 152 20.8% 11

18

Performance - 2006/07

Human Resource Oversight ReportEmployment & Vacancies by Salary Bands as at 31 March 2007

Salary bandNumber of posts

Number of posts

filled

Vacancy rate

No of posts filled

additional to the

establishment

Lower skilled (Levels 1 - 2) 2 0 100% 0

Skilled (Levels 3 - 5) 31 23 25.8% 2

Highly skilled production(Levels 6 - 8)

54 49 9.3% 2

Highly skilled supervision (Levels 9 - 12)

80 59 26.3% 7

Senior management (Levels 13 - 16)

25 21 16% 0

Total 192 152 20.8% 11

19

Race profile

98

6 8

29

104

10 8

30

0

20

40

60

80

100

120

African Coloured Indian White

2005/06 2006/07

Performance - 2006/07

Human Resource Oversight ReportRace Profile as at 31 March 2007

20

Performance - 2006/07

Human Resource Oversight ReportGender profile as at 31 March 2007

Gender profile

58

83

67

85

0

20

40

60

80

100

Male Female

2005/06 2006/07

21

Performance - 2006/07

Human Resource Oversight ReportGender profile per Salary Level as at 31 March 2007

M1-4

M 1-4

F 1-4

F 1-4

M 5-8

M 5-8

F 5-8

F 5-8

M 9-12

M 9-12

F 9-12

F 9-12

M 13-16

M13-16

F 13-16

F13-16

0

5

10

15

20

25

30

35

40

45

2005/06 2006/07

22

Performance - 2006/07

Human Resource Oversight ReportDisability Profile as at 31 March 2007

Disability profile

2

3

0

0.5

1

1.5

2

2.5

3

3.5

2005/06 2006/07

1%2%

The information & profile above were informed by self disclosure of employees on Application for Appointment (Z83)

SAMDI recently participated in the Public Service Commission’s hearings on disability

23

Performance - 2006/07

Human Resource Oversight ReportSelected other HR issues - PILIR

Policy on Incapacity Leave and Ill Health Retirements (PILIR)

Implemented with effect from 1 April 2006. Applications for Temporary Incapacity Leave (TIL)

are submitted to the Health Risk Manager for assessment and are approved/ disapproved by the HoD.

Total number of applications received per salary bandRecommendation by the

Health Risk Manager Decision by HoD

Lower skilled (Levels 1 – 2) 0 None None

Skilled (Levels 3 – 5) 1 1 Declined 1 TIL Disapproved

Highly skilled production (Levels 6 -8) 2 1 Declined1 Accepted

1 TIL Disapproved1 TIL Approved

Highly skilled supervision (Levels 9 -12) 5 5 Declined 5 TIL Disapproved

Senior management (Levels 13 - 16) 5 5 Declined 4 TIL Disapproved1 TIL Approved

Total 13 12 Declined1 Accepted

11 TIL Disapproved2 TIL Approved

24

Performance - 2006/07

Human Resource Oversight Report

Selected other HR issues - HIV/AIDS & Health Promotion

Health Screening

128128128111

9798

9136 71824

0

50

100

150

Blood Pressure Glucose Cholesterol

no of staff acceptable low high

During our recent Health & Wellness Day free Health Screening and HIV/AIDS VCT services were provided to our employees. The results were:

HIV/AIDS Voluntary Counselling & Testing

52

16

36

4

48

0102030405060

VCT

no of staff Male Female Positive Negative

25

Transformation to an Academy State of the Nation Address 9 February 2007

The Honorable President T Mbeki mentioned in the State of the Nation address:

“What has emerged, among others, as a critical area for strategic intervention is the content of training that public servants receive in various institutions and the role of the SA Management Development Institute (SAMDI) which in actual fact should be the major service provider including in the mass induction of public servants”

26

Transformation to an Academy Sources of SAMDI Output

0

5000

10000

15000

20000

25000

30000

35000

MDT ELD HRDT SCM HRMT FPMT SDT ID

MLD MLD MLD CRMT CRMT CRMT CMSDI CMSDI

Pers

on

-Tra

inin

g D

ays (

PT

Ds) Univ. etc

ContractorSAMDI

2006/07

27

Transformation to an Academy

National Departments Training Expenditure

0.00

1.00

2.00

3.00

4.00

5.00

6.00Per

cent

Training as % of curent expenditure

Training as % of personnel spend

Note: Across the provinces the claimed spending on training also averages 2%

28

Transformation to an Academy The Need for a Paradigm Shift

♦ Start by thinking of user demand, not what is presently supplied

♦ One week’s management training per year for junior and middle managers requires

five times the present total output of SAMDI and all the provincial academies

♦ Then add induction for 100,000 new employees p.a. and local government training

♦ 70% of the training will occur in the provinces: “national” is a tenth province

♦ This clearly demands a novel strategy:

Engage all reputable suppliers: universities, universities of technology, further education

colleges, and the private sector

Align their offerings by quality-assured curriculum and materials, and blended learning

Ensure quality through accreditation, checked by monitoring

♦ Reconstitute SAMDI into an Academy, oriented to provide alignment and

collaborations among providers and users, especially via provincial academies

29

Transformation to an Academy

Justification for the Academy

♦ The Minister for Public Service and Administration appointed a Committee to consider SAMDI’s adequacy to the challenge

♦ It found that SAMDI in its present form will be unable to meet it:

Cost-recovery sets SAMDI in competition with providers

The scale of activities (and of the provincial academies) is small

♦ The Minister gained Cabinet’s approval for a new Academy;

SAMDI will be reconstituted as the Public Service Academy

It will be a Schedule 1 Department headed by a Director-General

It will move from being a provider on a small-scale, to facilitating nationwide provision on a large-scale by broad range of providers

This will be done through two main streams of activity.

30

Transformation to an Academy Aims and Objectives of the Academy

♦Three “mantras”From provision to facilitationFrom competition to collaborationFrom selective coverage to massification.

♦First main stream of activityExecutive development programmes for SMSEntrant, 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 managersTraining frameworks of curriculum, materials; monitoring and evaluation

to regulate numerous outsource providers The Induction Programme for new entrants at all levels

31

Transformation to an Academy Programmes for Senior Management Service

♦Focussed on SMS, levels 13-16: entrants and incumbents

♦In collaboration with existing initiatives of provincial academies

♦Covering greater volumes and more senior levels, with the help

of higher education institutions:Leadership skills for SMS: strategy, policy, communication, etc.

“Hard” and “soft” skills, e.g. strategic finance, conflict resolution

Practitioner-oriented inputs and mentoring from experts

♦Cognate activities: research on training, networking, etc.

32

Transformation to an Academy “Massification” of Sub-SMS Training

♦ Focussing on mid- and junior management, a nationwide public-service training framework will: Cover generic and functional training, in all spheres of government

Draw on the full range of providers: universities, further education colleges, and the private sector

Encompass modern methodologies, e.g. blended use of e-learning

♦ Alignment to government purposes will be achieved by:

Quality-assured curricula and materials, accredited through SETAs

Monitoring and evaluating delivery by providers, linked to payment from earmarked portions of departments’ training budgets

♦ As “massified” capacity comes on-line, specified courses can gradually be made compulsory – e.g. the President’s induction programme

33

Implementation of New StrategyLearning Framework: Harmonized Modules

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

34

Implementation of New Strategy

Progress– 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 to discuss curriculum matters A proposal for the establishment of a forum for Heads of Academies and HRD:DDGs

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 with other stakeholders was also discussed (see next slide)

35

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

Implementation of New Strategy National Training Landscape

36

Implementation of New Strategy Progress– Local Government♦ An intradepartmental committee between DPLG and SAMDI

was established in 2006 to co-ordinate activities of SAMDI at the

local government level

♦ There is a proposal for the establishment of a periodic forum

which will include SALGA for dialogue, progress mapping,

programme updates and decisions on multilateral activities

♦ Worked together on a programme for SCM and Financial

Management training programmes covering three municipalities

in three provinces.

♦ Initiate joint planning and strategic development processes

for long range curriculum development, norms and standards

♦ Implement trilateral reporting mechanisms

37

Case Study of Training ProgrammesAccelerated Development Programme

♦ Study was concluded during 2003 for the creation of a Sustainable Pools programme of middle managers to prepare them to contest for SMS positions within the public service

♦ The Accelerated Development Programme was developed as a training element of the Pools and aims amongst others, to accelerate the development of a number of high performing middle managers in the public service;

♦ 100 candidates from three departments and two provinces were involved in the Advanced Phase of the ADP and 77 are proceeding to the Executive Phase

38

Case Study of Training Programmes Executive Development Programme (EDP)

♦ The EDP is the first offering of the envisaged capacity building suite of programmes for SMS

♦ The EDP materials development and current pilot are led by Tshwane University of Technology (TUT) in a consortium of 6 Universities and 2 Business Schools

♦ The objective of the EDP is to increase the management and leadership capacity of the Senior Management Service

♦ The modules are based on the SMS competency framework and can lead to a Masters in Public Administration with a supplementary dissertation

39

♦ Interactive Mass Induction Programme (MIP) materials are undergoing final quality checks

Pilot of rewritten workbooks is planned to commence in KZN in November 2007.

♦ Support JIPSA (joint Initiative On Priority Skills Acquisition) policy formulation and training; e.g. partnered with Old Mutual to train municipal 100 officials on project management and working with Liberty Life for the training of the CFO

♦ Training of Trainers programme supported by JICA (Japan International Cooperation Agency) currently implemented through AMDIN for Management Development Institutes in Africa (MDIs), which SAMDI is supporting

♦ DRC (Democratic Republic of Congo), wherein 300 Congolese officials have been trained since may 2007

♦ GWM&E (Government Wide Monitoring and Evaluation) supported through needs analysis and development of training material to be presented from early 2008 (currently M&E workshops presented from 2006 will continue)

Case Studies of Training Programmes Focus Areas for 2007/08 and Beyond

40

Case Study of Training Programmes Donor Funded Programmes

♦ Development programme for women managers (bi- lateral agreement with the Flemish). 63 Women managers completed advanced phase of programme

♦ Gender Mainstreaming Programme (supported by Canadian International Development Agency CIDA) and ILO support for training on gender sensitive service delivery

♦ The GTZ is supporting materials development for the Induction Programme (MIP) and the inter-provincial consultations.

♦ Netherlands Embassy approved funding for management development to municipalities in Chris Hani (EC), Ilembe (KZN) and Bojanala (NW) District Municipalities

41

Case StudyPost-conflict Countries with CIDA Support

♦ Purpose: To enhance SA’s contribution towards Africa’s reconstruction through improving the capacity of the public service in targeted post conflict countries

♦ Recent Output: 300 people trained in DRC on HRM & Project Management

since May 2007 Engagement with DRC re future planning and

refurbishment for the DRC public service institute Four countries in which a scoping exercises are currently

undertaken – Southern Sudan, Rwanda, Burundi and DRC

42

Progress with Transformation

Internal Project Teams

1. Audit of junior and middle management courses

2. Planning and implementing the training framework

3. Enhancing the monitoring and evaluation system

4. Streamlining accreditation processes

5. Planning for massified induction programme

6. Preparing for service provider mobilisation

7. Planning executive programmes for SMS level

8. Recasting delegations and policies

9. Scoping operational system for outsourced training

10.Conceive a knowledge management system

43

Progress with Transformation New Organisation

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

Gauteng

Limpopo

Eastern Cape

Northern Cape

Western Cape

Kwazulu-Natal

Northwest

Free State

Mpumalanga

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)

44

Progress with Transformation New Organization Numbers as on 15/10/2007

  DG DDG CD D Mgr Admin Supp Total

Director General 1     1 1     3

Executive Development   1 4 3 7 8   23

JMMS Curriculum & Materials Design   1 4 5 11 4   25

JMMS Providers   1 2 4 7 9 23

JMMS Training Coordination     1 3 9 12   25

Business Development & Training Needs Analysis

  1   12 5 12   30

Corporate Services     1 3 20 14 9 47

Governance and Strategic Support   1 1 4 5 6 1 18

Finance     1 3 8 14   26

International and Special Projects     1 4 5 4   14

Total posts in Academy 1 5 15 42 78 83 10 234

Current staff per level 1 2 6 13 49 50 8 129

Additional posts per level 0 3 9 29 29 31 3 105

45

Progress with Transformation Recruitment Strategy for the New Academy

♦ Approval by the Minister to present the restructuring proposal to the organization)

♦ Key Performance Areas and Job profiles defined for new positions♦ Consultation process with employees and representatives of the

employees completed♦ Process for match and place for new positions at all levels

underway♦ HR needs for the new Academy

More senior Technologically enabled More expert Flatter structure

46

Progress with Transformation Appropriation as Submitted to MTEC 2008

R'000 2007/08 2008/09 2009/10 2010/11

Expenditure (excluding once-off & capital) 108,100 268,681 478,143 617,350

Once - off and Capital Cost 70,967 58,981 4,738

Total Projected Expenditure 108,100 339,648 537,124 622,088

Course Fees 38,500 146,893 359,138 523,840

Current Appropriation 71,100 75,954 87,221 92,890

Total Projected Revenue 109,600 222,847 446,359 616,730

Additional Appropriation 2007 MTEF - 116,801 90,765 5,358

Current Appropriation 71,100 75,954 87,221 92,890

Total Appropriation Sought 71,100 192,755 177,986 98,248

Projected PTDs ('000) 114 170 350 475

47

Progress with Transformation Projected Growth in Revenue, Expenditure & PTDs

0

100

200

300

400

500

600

700

2007/08 2008/09 2009/10 20010/11

R '000

0

50

100

150

200

250

300

350

400

450

500

PT

Ds (

'000)

PTD's Revenue Expenditure

48

Progress with Transformation Implications of Cost Recovery

♦ Cost recovery requires departments to pay for their courses

♦ This comes from existing training budgets and is not ‘new money’

♦ In addition the budget assumes a 40% markup by the Academy

contributing to revenue

♦ Development of curricula and training material are covered within

the cost recovery structure

♦ The academy needs to be able to respond flexibly: to make decisions within the fee structure

to manage the sustainability of programmes over the lifespan

to respond to new priorities and key interventions

49

Progress with Transformation Early Thinking on Future Nationwide Developments

♦ Alongside existing training within departments, meeting the identified need requires 20 courses every week per average province, (3 of them on Induction)

♦ In coming years, the Academy and provincial counterparts would spend billions of rands on training venues and accommodation

♦ The financial sector is seeking suitable PPP projects with Treasury, for its mandatory investments in public infrastructure: A nationwide network of academies, coupled with mandatory training, will yield

the secure income stream required for a PPP If premises for several provincial academies and the new Academy are built or

refurbished together, the size will warrant a PPP♦ Western Cape and KZN academies may provide useful precedents for

other provinces♦ With help from the Treasury PPP unit, a business model will soon be

developed, to consult with provinces and seek interested co-participants

50

Progress with Transformation Quality Assurance

♦ Integrated Curriculum Framework to position SAMDI to respond to mass - based training

♦ Structured Relationship entered via JIP with SAQA and PSETA to facilitate generation of unit standards for SAMDI programmes

♦ In preparation for massification, marketing campaigns on selected programmes e.g. Good Governance

♦ New Course Management System provides integrated and holistic real time data on programs subjected to internal M & E