Dr FM Orkin: DGand Team

28 May 2008

Briefing to the Portfolio Committee for Public Service and Administration

The Academy as National Training Facilitator: Budget and Strategic Plan for 2008/09

2

Presentation Structure

The SAMDI Foundation

Reconstitution of the Academy

Objectives and Activities of the New Academy

Improving Products and Collaborations

Budget and Controls

3

The SAMDI FoundationContributions to G&A 2008 Cluster Priorities

Good Governance: Anti-corruption, Gender and Disability training programmes

Capacity of the State: Mass Induction Programme (MIP), Accelerated Dev. 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

4

The SAMDI FoundationContributions to G&A 2008 Cluster Priorities

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 Projects:

Support JIPSA (Joint Initiative for Priority Skills);

Incubate AMDIN (African Management Development Institutes Network); and

Provide support to DRC (Democratic Republic of Congo).

5

The SAMDI FoundationRecent Policy Indications DPSA Policies:

National Human Resource Development Strategy (NHRDS); Human Resource Development Strategic Framework for the Public

Service; Leadership Development Strategic Management Framework; and Single Public Service to enhance collaboration and integration among all

spheres of government.

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; and Ensuring adequate numbers of personnel to ensure delivery.

State of the Nation Address 2008: “An element of government's Apex of Priorities will be deliberate focus

on matters of skills development...”

6

The SAMDI FoundationPortfolio of SAMDI ProgrammesLeadership

CapacityManaging

Public Finances

Batho Pele and Service Delivery

Human Resource

Management

Good Governance

Executive Development Programme

Advanced Management Development Programme

Emerging Management Development Programme

Foundation Management Programme

Mentorship Programme

Accelerated Development Programme

Khaedu

Supply Chain Management I & II

Supply Chain Management Municipalities and Municipal Entities

Supply Chain fo Senior Municipal Managers

Asset Management Logis 1 Bid Committee Training

on PFMA Contract Management Revenue management Expenditure Management Risk Management Governance and Audit

Committees PFMA for Non-financial

Managers Bank Reconciliation Public sector Accounting Internal Audit

Excellent customer Service: frontline and Support Personnel

Batho Pele Improvement: Service Delivery for Operational Managers

Service Delivery Implementation Plans

Massified Induction Programme

Job Evaluation I & II Job Evaluation Panel Training Compensation Management Hearing Procedures Grievance Procedures Industrial Relations Skills

Development Programme Introduction to Human

Resource Management Human Resource Planning Staffing practices Performance Management Human Resource

Development Skills Development

Facilitation Conflict Resolution Assessment Training of Trainers Presentation and Facilitation

Skills Assessor training Moderator training

Anti-corruption and Ethics Management

Monitoring and Evaluation

Report Writing Diversity

Management Disability

Management Implementation of

Integrated Disability Strategy

Gender Awareness and mainstreaming

Managing HIV/AIDS in the Workplace

HIV/AIDS Development programme for Government planners

7

The SAMDI FoundationTraining Statistics

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

* PTDs – Person Training Days

8

The SAMDI Foundation Training Statistics - continued

Overview: Total PTDs for 2007/08 represent a 6% increase on the previous year,

despite the demands of the transformation process; However, 2007/08 PTDs are 8% short on the targeted PTDs.

PTDs per Branch: The main cause of the drop in CM&SDI PTDs is the decision to redesign

and develop MIP (Massified Induction Programme); The increased PTDs for CRMT is as a result of the financial

management training that started to roll-out; and MLD maintained high intake on middle and junior management courses,

but experienced a slight drop (3%) due to low SMS training.

9

The SAMDI FoundationTraining Statistics - continued

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

18,000

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

2005/06 2006/07 2007/08

Monthly Output of PTDs for Successive Years

10

Reconstitution of the Academy 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!

11

Reconstitution of the AcademyThe 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

12

Reconstitution of the Academy Vision and Activities

Three “Mantras”: Provision to facilitation; Competition to collaboration; and Selective coverage to massification.

First Main Stream of Activity: Executive development programmes for SMS; Entrant, lower and upper SMS: programmes, courses and events; and 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.

13

Reconstitution of the Academy Example of a Learning Framework

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

14

Reconstitution of the AcademyCompleted 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

15

Implementing Academy ReconstitutionProgress Made

15

Min ComCabinet

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’

Consulted with management, staff and unions

New organization designed to fulfill mandate

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

External recruitment commenced

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

16

Reconstitution of the Academy Partners and Stakeholders

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.

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; and Established Inter-Provincial Curriculum Committee.

17

Reconstitution of the Academy Controls and Efficiency

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; and A plan for migrating 98 projects to the Academy was developed at the

Jan 2008 Strategic Planning Lekgotla. The migration of these projects to the Academy commenced from mid-

Feb 2008 onwards.

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; and Monitoring and Evaluation has produced a report on the Accelerated

Development Programme (ADP).

18

Objectives and Activities of the New Academy Old SAMDI versus 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

19

Objectives and Activities of the New Academy Provider Mobilisation Branch: Example

Services to be delivered 2008/09

Stakeholders 2008/09

Lateral contribution2008/09

Corporate governance

2008/09

Transformation2008/09

Mobilisation of providers for massification of the JMMS programmes

Recruitment, contracting and professionalisation of partners

Provide support for identification of providers for provincial training programmes, and OD

Implement a programme and participant-based M&E system

Implement new strategy/guidelines and procedures for provider mobilisation

Audit of current providers by May ’08

Develop relations with 10 partners by Sep ’08

Draft provider deployment guidelines for regional training by Sep ’08

Define and develop procedures for implementing the massified M&E system by Dec ’08

Review and develop new guidelines and procedures for provider recruitment by Dec ’08

Expiring contracts of existing private providers renewed by Apr ’08 for an initial period of one year

Develop systematic engagement with all provincial academies and training entities by Sep ’08

Strategy paper on parameters for OD and sectoral consulting developed by Sep ’08

New guidelines and procedures on provider mobilisation completed and consulted upon by Jul ’08

Convene partner/ provider consultative forum by Dec ’08

Channels for co-ordination of department specific training defined by Dec ’08

Framework on professional training development by may ‘08

Database of providers established by Aug ‘08

20

Objectives and Activities of the New Academy Organogram

* Massive recruitment drive presently underway20

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

21

Objectives and Activities of the New Academy Overview of Activities per New Branch

Executive Development: Addresses the development needs of the current and emerging SMS;

and 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; and Conducts external reviews of SAMDIs existing courses.

Provider Mobilization for JMMS: Mobilizes, co-ordinates, monitors and assures the quality of the

organizations that will provide training at JMMS levels; Partners and associates include HEIs, FET Colleges, provincial

academies and units, private sector organizations, NGOs, etc.

22

Objectives and Activities of the New Academy Overview of Activities per New Branch – cont.

Training Co-ordination for JMMS: Links prospective users of training programmes at all levels of

government with massified training opportunities.

Business Development: Liaises 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: Provides pro-active HR service for senior and high-tech staff, including

vigorous professional development and performance management; Ensures that IT services of the Academy’s country-wide activities are

supported by IT intensive infrastructure and databases; and Manages buildings and operations support facilities and logistical

operations across the country.

23

Objectives and Activities of the New Academy Overview of Activities per New Branch – cont.

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: Provides expanded and modernised financial and supply chain

management services to cope with the demands of “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; This branch is also responsible for initiating and managing efficient

donor projects.

24

Objectives and Activities of the New Academy 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 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 Massify training opportunities at three levels of government per

Academy strategy in phases and sectors

25

Improving Products and CollaborationAdvanced Management Dev. Programme

Advanced Management Dev. Programme (AMDP) was developed for public service middle managers (Assistant and Deputy Directors)

This programme is aligned to the middle management service (MMS) competencies for the public service

Aim: To capacitate them to perform their duties and to prepare them for senior roles within the public service.

It is offered in collaboration with a consortia of universities organised in three regional groups: North Consortium – UP, TUT, Limpopo and UNISA academics)

Central Consortium – UFS, KZN and UNW;

South Consortium – Stellenbosch, UWC and Nelson Mandela)

26

Improving Products and CollaborationAdvanced Management Dev. Programme cont.

After pilot, the materials were revised before massive roll-out through a consortia of universities

Some of the themes covered in the programme include: Project management Financial and Human Resources management Policy implementation Knowledge management and Quality management

In the 07/08 AMDP achieved 15000 PTDs, making it the 2nd highest performing course after Emerging Management Dev. Programme

AMDP serves as one of the building blocks for the Accelerated Development Programme (ADP)

27

Improving Products and CollaborationSustainable 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; and Increase the representation of women managers and people 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.

28

Improving Products and CollaborationSustainable Pools Scheme - Results

77 officials participated on the programme from Western Cape, Mpumalanga and KwaZulu-Natal provinces

Participating Departments - Home Affairs, Trade and Industry, SAMDI, DPSA and OPSC

Participants will complete all modules of the Executive Development Programme (EDP) by the end of June 2008

The evaluation report on the first ADP is completed with a number of recommendations for improvement of the programme

25 current participants will be undertaking a study tour to India in October 2008; and 12 to China in November 2008

The selection of the second cohort of 300 participants will be completed by end of March 2009

29

Improving Products and CollaborationRepresentation on Management Course Intake

0

500

1000

1500

2000

2500

Black Coloured Indian White Black Coloured Indian White

Female Male

PSLDP - 3 Days                          

Project Khaedu: SMS - Core Skills

Emerging Management Development Program

EDP-Strategic Human Resource Management

EDP-SA Economy in a Global Context

EDP-Research Methodology for SMS

EDP-Programme and Project Management

EDP-Policy Formulation & Implementation

EDP-Leadership for Good Governmence

EDP-Change Management

EDP Strat Planning & Management

Advanced Management Development Programme

Sum of PT

Gender Race

Course

30

Improving Products and CollaborationProject Khaedu - Design and Implementation

Core Skills Development

Deployment to the ‘coal face’

Follow-up during implementation

Supervised 5-day deployment to the ‘Coal Face’

Participants analyse service delivery problems and write a short report

Follow-up in the manager’s own environment

Use Core Skills to solve a current delivery issues

4.5 day course Case-based Very practical Build ‘Core Skills’

for solving service delivery problems

Khaedu

* Khaedu is a TshiVenda word meaning “challenge”

31

Health& SocDev

Works,Roads

&Trans

Edu LocGovt

&Housing

Agric& Land

Aff

DCS OTP Treasury

JusticeCluster

Eco Dev& Tour

Sport,Recr,

Arts &Culture

Labour DPSA/OPSC/SAMDI

GCIS/Comms

Other HomeAffairs

Science& Tech

292275

248238

214

175165

134

108 103

67 6251 46

36 27 21

0

50

100

150

200

250

300

Number of Khaedu participants

E CapeFSGPKZNLimpopoMPNationalNCNWW Cape

Improving Products and CollaborationProject Khaedu - Achievements to date

Successfully delivered to over 2,200 SMS in all nine provinces and national departments

32

Improving Products and Collaboration Supply Chain Management

SAMDI delivered Supply Chain Management (SCM) programmes to all three spheres of government

SCM was also offered to MPs belonging to the Association of Public Accounts Committee from National & Provincial legislatures,

SCM training was also rolled-out in all 283 municipalities and municipal entities in partnership with the National Treasury.

The 1st Bid Committee e-Learning Course, as part of SCM portfolio of programmes, was designed and piloted. 18 learners from Department of Correctional Services (DCS) and

National Treasury (NT) participated in the pilot with excellent results; 66% on-time completion rate was achieved, which is considered high

for any form of remote learning.

33

Improving Products and CollaborationGender Mainstreaming

Received R25 million from Canadian International Development Agency (CIDA) for an accredited Gender Mainstreaming training: 1500 Public sector managers on all levels to receive training on

mainstreaming gender into strategies, delivery, etc; Unit standard registered with the SA 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

34

Improving Products and CollaborationInternational 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

In 2007 429 DRC officials trained in HRM; Project Management; and Management Development

24 Officials selected for DRC Training of Trainers (ToT) Programme ToT Programme supporting the establishment of ENA for DRC; and Trainers are currently undergoing a Coaching Programme

40 Officials from 12 countries received a customised ToT course Under the auspices of AMDIN Sponsored by the Japan International Co-operation Agency (JICA).

35

Improving Products and CollaborationHealth and Employee Wellness

Hosted free health screening and two wellness days with Voluntary Counseling 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 Participation in social responsibility programmes such as: 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 and Teambuilding; and Employee Wellness Programme aligned to DPSA’s Draft Strategic

Framework on Employee Health and Wellness Programme.

36

Budget and ControlsVote 11: Unaudited Expenditure at 31 Mar.’08

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.

37

Budget and ControlsTTA: Unaudited Result as at 31 Mar. 2008

(TTA)* - Training Trading Account

TotalBudget 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.

38

Budget and ControlsEstimates of National Expenditure (ENE) – 2008/09 to 2010/11

Vote 10: Budgeted Expenditure2008/09R’000

2009/10R’000

2010/11R’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.

39

Budget and ControlsENE - 2008/09 to 2010/11

Training Trading Account (TTA): Budgeted Revenue and Expenditure

2008/09R’000

2009/10R’000

2010/11R’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 Expenditure 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

40

Budget and ControlsGovernance of Resources

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; and

New delegations for Academy.

41

Budget and ControlsGovernance 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; and 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; and Revised HR Delegations for the Academy.

42

Budget and ControlsFinancial 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; and New course tariffs submitted and 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; Course Management System to integrate new M&E System.

43

Challenges to Monitor, Towards the Academy

Collaboration among partners needed by interactive approach: HEIs, provincial academies tend to “defend turf” In fact, there is sufficient need to over-extend everyone, generate desired “third

stream” income

Quality (alignment, relevance) required from numerous providers: False reaction to “fly-by-nights” is D.I.Y. – scale will be too small; Align curricula, ensure accreditation, follow-up M&E

Resources – imaginative way of securing them Help departments spend 1-2% of personnel budgets on suitable external and

internal provision New Academy financial model seeks to earn more as provision expands, through

a design, management and monitoring fee.

Continuity and change Possible shifts of emphasis, approach or funding with”changing of guard” But essential continuity in practical management training needs on “massified

scale” for improved service delivery among middle and junior managers

44

Re a leboga

Siyabonga

Thank you

Rolivhuwa

Dankie

Nakhensa