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Briefing to the Parliamentary Portfolio Committee for Public Service and Administration Annual Report 2007/08 Briefing to the Parliamentary Portfolio Committee for Public Service and Administration Annual Report 2007/08 and Strategic Plan 2009/10 - 2010/11 ¨ Dr FM Orkin: DG and Branch Heads ¨ 28 January 2009 ¨ Cape Town

Presentation Structure ¨ Part A: Context ¨ Part B: Annual Report 2007/08 ¨ Part Presentation Structure ¨ Part A: Context ¨ Part B: Annual Report 2007/08 ¨ Part C: Strategic Plan 2009/10 ¨ Part D: Branch Developments ¨ Part E: Finance and Budgets ¨ Part F: Challenges and Strategic Issues 2

Part A: Context The Policy Environment ¨ Existing Policy Context: v v v Legislation Part A: Context The Policy Environment ¨ Existing Policy Context: v v v Legislation (including Public Service Act and PFMA) DPSA Policy Frameworks, e. g. Vision 2015 HRD Strategy, Leadership Strategic Framework, etc. NHRDS (National Human Resources Development Strategy) led by Department of Education v Planning for a Single Public Service v State of the Nation address 3

Part A: Context The Policy Environment (continued) ¨ Palama 2009 Po. A (Plan of Part A: Context The Policy Environment (continued) ¨ Palama 2009 Po. A (Plan of Action) Commitments: v v v Mass Induction Programme to orientate new employees in level 1 to 12 of the public service Khaedu action learning programme for SMS and middle management Government-wide monitoring and evaluation (GWM&E) training for various levels Good governance programmes including Gender Mainstreaming, HIV and AIDS in the Workplace, and Anti-corruption training Accelerated Development Programme (ADP) to fast-track women and people with disabilities in accessing SMS positions 4

Part A: Context Public Service Profile ¨ There about 356 000 officials in national Part A: Context Public Service Profile ¨ There about 356 000 officials in national departments, 781 000 in provincial departments and 240 000 in local government ¨ Of the above 1, 3 million public servants: v 75% African, 9% Coloured, 4% Asian and 12% White; v 54% Female; v 1% in the Senior Management Services (SMS); and v ¨ 10% in Middle Management and 15% in Junior Management in national and provincial departments On average national and provincial departments spend 2% of the payroll budget on training 5

Part A: Context The Complicated Training Landscape PSETA and other SETAs authorised by SAQA Part A: Context The Complicated Training Landscape PSETA and other SETAs authorised by SAQA to accredit unit standards Provincial sites of national depts Dedicated colleges: Justice, Foreign Affairs, Defence, Police, etc. LOCAL PROVINCIAL NATIONAL Internal providers External providers: HEIs FETs Private Support: International & Profess. assns 6

Part B: Annual Report 2007/08 Overview of SAMDI’s Service Delivery unit Actual PTDs 2006/07 Part B: Annual Report 2007/08 Overview of SAMDI’s Service Delivery unit Actual PTDs 2006/07 Actual PTDs 2007/08 % change between 2006/07 and 2007/08 Target PTDs 2007/08 % realised compared To targeted PTDs Change Management and Service Delivery Improvements (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 7

Part B: Annual Report 2007/08 Service Delivery Table Explained ¨ Total PTDs of 104, Part B: Annual Report 2007/08 Service Delivery Table Explained ¨ Total PTDs of 104, 000 for 2007/08 is 6% greater than the figure of 98, 000 PTDs for the previous financial year ¨ Total represents a shortfall of 8% against the target of 113, 000 PTDs set during operational planning ¨ 30% down on Service Delivery and Change Management programmes because of rewriting the curriculum and the manuals for the Massified Induction Programme (MIP) ¨ 48% up Corporate Resource Management Training because Financial Management and Supply Chain Management courses, subsidised by National Treasury, were implemented ¨ 92% of the target is satisfactory in a period interrupted by the public service strike and our transformation process 8

Part B: Annual Report 2007/08 Person Training Days Year-on-Year Comparison of Academy’s Performance ¨ Part B: Annual Report 2007/08 Person Training Days Year-on-Year Comparison of Academy’s Performance ¨ Year-on-year comparison shows that the Academy’s performance has improved over the previous year 9

Part B: Annual Report 2007/08 Perceptions of Palama’s Training ¨ Overall perception of Palama’s Part B: Annual Report 2007/08 Perceptions of Palama’s Training ¨ Overall perception of Palama’s training is carried out through: v v Reaction monitoring Evaluation reports ¨ More than 80% of participants felt that training is of a high quality and standard ¨ Some excerpts obtained from reaction evaluation for the Accelerated Development Programme were: v v “The materials are user-friendly and well-structured. They give proper guidance to the reader and include additional readings and bibliography. ” Female respondent, Kwa. Zulu-Natal “[The course provided] excellent exposure to areas such as PFMA that are not necessarily currently part of our work. The crosscutting learning across departments was also valuable. ” Female respondent, National Department 10

Part B: Annual Report 2007/08 Posts and Vacancies Through the Transition ¨ During the Part B: Annual Report 2007/08 Posts and Vacancies Through the Transition ¨ During the last 3 years our staff complement, measured at year-end, has varied: v v v ¨ New organogram provides for 237 posts: v v ¨ 2006/07 – 152 total staff in the old SAMDI 2007/08 – 131 during the transforming into the Academy 2008/09 – 128 presently in Palama with filling of new vacancies under way Approximately 200 posts are funded The balance to be paid by increasing As at the end of January 2009 128 posts were filled, and: v v There are 12 SMS vacancies, recently re-advertised The remaining 60 funded vacancies are middle and junior management (JMMS) and administrative positions These positions are presently filled with temporary staff Interviews are currently underway for the JMMS positions 11

Part B: Annual Report 2007/08 Percentage Gender Profile as at 31 March 2008 Total Part B: Annual Report 2007/08 Percentage Gender Profile as at 31 March 2008 Total Overall Staff 2006/07 - 152 2007/08 - 131 2008/09 - 127 * At end-January – 12 vacancies to be filled Total SMS Staff 2006/07 - 21 2007/08 - 22 2008/09 - 43 12

Part B: Annual Report 2007/08 Percentage Race Profile as at 31 March 2008 Total Part B: Annual Report 2007/08 Percentage Race Profile as at 31 March 2008 Total SMS Staff 2006/07 - 21 2007/08 - 22 2008/09 - 43 Palama SMS Disability Profile: End March 2007 – 0. 0%, 2008 – 0. 0%, 2009 – 2. 3% 13

Part B: Annual Report 2007/08 Percentage Race Profile as at 31 March 2008 Total Part B: Annual Report 2007/08 Percentage Race Profile as at 31 March 2008 Total Staff 2006/07 - 152 2007/08 - 131 2008/09 - 127 Palama Disability Profile: End-March 2007, 0. 8%; 2008, 0. 8%; 2009, 1. 6% 14

Part C: Strategic Plan 2009/10 Broadly Based Strategy for Palama ¨ Palama’s Strategy is Part C: Strategic Plan 2009/10 Broadly Based Strategy for Palama ¨ Palama’s Strategy is expressed in three ‘mantras’: v v v ¨ First main stream of activity: v v ¨ From being a provider to facilitator of training From being a competitor to a collaborator with the full range of training providers From selective to comprehensive coverage or ‘massified’ delivery Executive Development Programmes for entrant, lower and upper SMS In collaboration with universities and counterparts and provincial academies Second main stream of activity: v v v Massively extended management training for junior and middle managers Training frameworks of curriculum, materials and accreditation Induction Programme for new entrants and blended learning approach 15

Part A: Context The Transformation Process: Mincom to Palama Min. Com • SAMDI too Part A: Context The Transformation Process: Mincom to Palama Min. Com • SAMDI too inflexible for a training institution • In competition with other service providers • Form of costrecovery resulting in short-term, demand-driven offerings rather than a long-term strategy Ca bin et ma nd ate for • Sectio ne n 1 w depart two ment reporti str ng to ea DG m • Foster str and co ate gy ordinat e the deliver y, on a meani ngful scale • Practic Str ate gic pla nni ng 20 • Nine 07 task an teams d • From a tas provid k er of tea trainin ms g to a facilitat or • From being a compe titor to collab orating with Ne w or ga n’ gr a • New m organi an zation d design m ed to at fulfill ch manda te an • Consul dted pl with ac manag e ement, staff and unions • First and St ra te gi c pl an • Frame ni work ng for 20 curricu 08 lum an design d • Coope ne ration w with or provin g. cial st acade ru mies ct • New ur financi e al model to Ba lan ce d Sc or ec • Mass ard Inducti obj on ect Prgm ive roll out s, • Action roll learnin out g roll str out ate • Contin gy uity in JMMS course provisi on • AMDP and 16 EDP

Part C: Strategic Plan 2009/10 Induction Other Pensions Immigration Other Information Supply Chain Human Part C: Strategic Plan 2009/10 Induction Other Pensions Immigration Other Information Supply Chain Human Res. Finance Other Information Culture Projects Performance levels People Finance Outline of Learning Framework Senior Middle Junior Supervisor Generic competencies Functional competencies Sectoral competencies 17

Part C: Strategic Plan 2009/10 Partners and Stakeholders ¨ Some Engagements with Partners: v Part C: Strategic Plan 2009/10 Partners and Stakeholders ¨ Some Engagements with Partners: v Research on programmes offered by HEIs has been conducted v With HEI input, and help from French ENA, extra top SMS offerings v ¨ Network of sectoral colleges of departments like Correctional Services, Home Affairs, Foreign Affairs, Defence etc. Provincial Training Entities and Other Stakeholders: v v v Discussing DPSA Framework for HR practitioners taught by Palama with provinces Five Inter-Government Workshops have been held, which included provinces, DPSA, DPLG, PSETA, DBSA, Vulindlela, Academy for Local Government and LOGOLA Inter-Provincial Curriculum Committee working on sharing 18

Part C: Strategic Plan 2009/10 Old SAMDI versus new Palama Balanced. Scorecard Objectives Old Part C: Strategic Plan 2009/10 Old SAMDI versus new Palama Balanced. Scorecard 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 Palama Strategic Objectives: ¨ Service delivery ¨ Stakeholder relations ¨ Lateral contribution to organisation Corporate governance Transformation into the Academy ¨ ¨ 19

Part C: Strategic Plan 2009/10 Example of Palama Objectives and Activities: Executive Development Services Part C: Strategic Plan 2009/10 Example of Palama Objectives and Activities: Executive Development Services to be delivered 2009/10 Stakeholders 2009/10 Lateral contribution 2009/10 Corporate governance 2009/10 Transformation 2009/10 Co-ordination of training delivery Build and maintain relationships with national and international stakeholders SMS learning framework and programme portfolio Operationalise Design and deliver eresearch component learning programmes for the Academy for SMS Roll-out of EDP by select service providers to 1, 000 officials in national and provincial departments by Mar ‘ 10 Monthly electronic communication to clients on training offerings and advice by Mar ‘ 09 Evaluation of integrated training and development strategy by Jun ‘ 09 Three major research projects designed and operationalised by Dec ‘ 09 Develop e-learning components in support of three EDP modules for SMS by Mar ‘ 10 1 conference, 8 workshops 100 SMS participants and 12 seminars delivered to in international 2, 000 officials by Mar ‘ 10 exchange programme by Dec ‘ 09 Implementation of the learning framework in all national and provincial departments by Apr ‘ 09 Reports and publications on research projects by Mar ‘ 10 Pilot e-learning components for three EDP modules with 300 participants each by Sep ‘ 09 Second round of selection and appointment of external service providers by Apr ’ 09 New SMS programmes and initiatives piloted in five national departments, four provinces and three municipal districts by Jul ‘ 09 Presentation of research papers at public management conferences Full-scale rollout of elearning components for the three EDP modules to SMS by Dec ‘ 10 Help-line on SMS training and development established and operational by Jun ‘ 09 20

Part C: Strategic Plan 2009/10 The Palama Organogram Director-General Personal Assistant: DG Director: ODG Part C: Strategic Plan 2009/10 The Palama Organogram Director-General Personal Assistant: DG Director: ODG Internal Auditor (Outsourced) JMMS Curriculum & Materials Design (CM) Executive Development (ED) JMMS Providers (P) JMMS Training Coordination (TC) Business Development & Training Needs Analysis (BD) Corporate Services (CS) Governance & Strategic Support (GS) International & Special projects (IR) Finance (F) Upper-SMS Curriculum Design M&E (Qualitative & Quantitative) Call Centre National Human Resource Corporate Communications Management Accounts Donor Management Lower-SMS Accreditation Process Provider & Partner Mobilisation Course Coordination Region I Information Technology Strategic Cycle Financial Accounts Facilitation: International Special Projects Entrant-SMS Quality Assurance Sectoral & OD Consulting Central Unit for Databases Region II Buildings & Operations Knowledge Management & Resource Centre Supply Chain Research E-Learning Trainer Professional Development Region III Legal & Contract Management Project Management Facilitation: Local Special Projects Advisory Council Coordination Vote Trade Outsourced 2121

Part D: Branch developments Executive Development ¨ Purpose: Management development for 10 000 SMS Part D: Branch developments Executive Development ¨ Purpose: Management development for 10 000 SMS members, in partnerships with Higher Education Institutions ¨ Recent Developments: v v v v Last three PSLDP cohorts graduated in November 2008 Project Khaedu currently running in provinces and national departments Successful Flemish seminar with DGs concluded India study tour by top AMD graduates successfully completed SMS seminar with Canadian specialist conducted in December 2008 Executive Development Programme launched with a consortium of 8 institutions led by the Tshwane University of Technology Accelerated Development Programme (ADP) successfully implemented, and out of 114 initial participants 77 went on to underwent the executive phase of the programme 22

Part D: Branch developments Executive Development (continued) ¨ New Developments: v Build on engagements Part D: Branch developments Executive Development (continued) ¨ New Developments: v Build on engagements with India, ENA in France, Brazil and Harvard v Research on local HEI landscape ready for presentation v Protocol and Diplomacy course awaiting approval of rates v Innovation in the Public Service - collaboration with CPSI underway v IT Policy Formulation course is under discussion v v v Accelerated Development Programme (ADP) graduation scheduled for May 2009 Executive Development Programme (EDP) rollout on track Induction programmes for Ministers and Directors-General, now also MPs, being designed 23

Part D: Branch developments Leadership Development al a nd Sk pro fe ills , Part D: Branch developments Leadership Development al a nd Sk pro fe ills , k ssio co no na m w l s pe le ki te dg lls nc e . Sk e. an ills d ni c Te ch d an c gi. te ss tra ce s o g, pr in al re ak n ltu m tio cu n isa t, s. io is an en tho ec org itm e D m nd om a Induction. Khaedu. Fellowship programmes. Peer support. Fast tracking talent. Arm chair discussions. Coaching. Mentoring. Process competencies. ill W Planning system Space C Certificates of competence. Masters in public leadership. Public leadership curricula development. International development. Research scanning trends, improving the discipline & profession and innovation. A supportive institutional environment. Goals, values and strategies. Career pathing, performance management systems, HR and organisational strategy. Context - regulatory requirements, political processes and socio-economic process. 24

Part D: Branch developments Curriculum and Materials ¨ Purpose: Facilitates the development, quality assurance, Part D: Branch developments Curriculum and Materials ¨ Purpose: Facilitates the development, quality assurance, and accreditation of curricula for 250, 000 JMMS in a blended approach ¨ Recent Developments: v Integrated and area-specific curriculum frameworks developed v Audit of Palama’s existing 50 courses conducted v v v Learning materials developed for e. g. Gender Mainstreaming, Massified Induction Programme, Ethics Management for Local Government, etc. Draft Quality policy on procedures and tools for JMMS curriculum developed Draft Curriculum and Assessment policies for Palama developed 25

Part D: Branch developments Curriculum and Materials (continued) ¨ Recent Developments continued: v v Part D: Branch developments Curriculum and Materials (continued) ¨ Recent Developments continued: v v v ¨ Five workshops with provincial and local counterparts to extend collaboration Inter-departmental e-Learning Forum constituted (LOGOLA and provincial academies, and other government departments) e-Learning version of the Bid Committee Course developed and piloted New Developments: v v Curriculum sharing process involving provincial academies, DPSA, SETAs, SAQA Curriculum committee for peer review (Provincial academies/premier’s offices, DPSA, PALAMA, LOGOLA, experts) 26

Part D: Branch developments Provider Mobilisation ¨ Purpose: Facilitates the creation and management of Part D: Branch developments Provider Mobilisation ¨ Purpose: Facilitates the creation and management of providers of training for junior and middle management ¨ Recent Developments: v v v v Audit of training providers’ contracts conducted and contracts renewed Broad guidelines for provider mobilisation developed and used Appointment of first group of Gender Mainstreaming Independent Individual Contractors (IICs) completed Fifth Inter-government training stakeholders workshop for the sharing of training strategies and curriculum frameworks was held in Cape Town First meeting held with sector department training academies for networking and sharing of best practices The 12 th Public Service Trainers Forum (PSTF) was held in Durban M&E report in the Accelerated Development Programme completed 27

Part D: Branch developments Provider Mobilisation (continued) New Developments: ¨ ¨ Draft guidelines for Part D: Branch developments Provider Mobilisation (continued) New Developments: ¨ ¨ Draft guidelines for Palama training facilitators are under development v Trainer professional development framework underway v Draft provider deployment guidelines for regional training under development v Provincial roadshows for recruitment of providers Monitoring and evaluation (M&E) system is being revamped to document a multitude of course presentations, and numerous trainees: v M&E of training is conducted at 3 levels; participant responses, onsite monitoring on a sample basis and impact evaluation when needed v M&E function provides qualitative and quantitative intelligence for programme quality improvement, provider management and planning processes 28

Part D: Branch developments International Relations ¨ Purpose: Supports Palama programmes through the establishment Part D: Branch developments International Relations ¨ Purpose: Supports Palama programmes through the establishment of strategic partnerships aligned to South Africa’s foreign policy priorities ¨ Recent Developments: v v v Training for public service and support for the Ecole Nationale Administration (ENA) in DRC. 600 DRC officials were trained International Exchange programmes with partner institutions, includes India and Brazil (IBSA) seminar series Extension programme for graduates of ADP in India The Netherlands provided R 2. 4 m to pilot for equipping Municipal Managers with core skills for improved service delivery On behalf of African Management Development Institutes Network (AMDIN) 23 officials from 11 African countries were trained Exchange programme with senior Flemish government officials implemented in May 2007 29

Part D: Branch developments International Relations (continued) ¨ New Developments: v v South-South partnership Part D: Branch developments International Relations (continued) ¨ New Developments: v v South-South partnership to build MDI capability in Burundi, Rwanda and Southern Sudan through R 70 m CIDA funding over five years Collaborating with provinces on donor funding for development of provincial academies R 20 m funding received from African Renaissance Fund for training and refurbishment of ENA building An agreement was signed with the Canadian International Development Agency to support 3 post conflict countries (Rwanda, Burundi and South Sudan) 30

Part D: Branch developments Training Co-ordination ¨ Purpose: Links prospective users in departments on Part D: Branch developments Training Co-ordination ¨ Purpose: Links prospective users in departments on all levels with training providers ¨ Recent Developments: v v v ¨ Backlog with issuing of certificates was reduced from 9 300 to 700 Operational dashboards have been made available to all teams Contract management data was made available to users A sophisticated electronic training management system (TMS) has been developed and is being expanded High-tech customer contact centre, to connect users to providers in thousands of events per year, and handle billings and evaluation reports New Developments: v v Post course model – development in progress Align Executive Development business processes with those of Junior and Middle Management Service 31

Part D: Branch developments Business Development ¨ Purpose: Ensures that opportunities for massified training, Part D: Branch developments Business Development ¨ Purpose: Ensures that opportunities for massified training, development and support are proactively conveyed to users ¨ Recent Developments: v v A training plan with SASSA provided training for 1862 officials and 5526 PTDs by October 2008 Market segmentation in terms of spheres and levels of target audience conducted Regionalising operations for business relations and TNA Significant uptake in Finance for Non Financial Managers and Supply Chain Management, which received subsidy from National Treasury 32

Part D: Branch developments Business Development (continued) ¨ New Developments: v v v Ongoing Part D: Branch developments Business Development (continued) ¨ New Developments: v v v Ongoing training of Thusong service centre managers in different fields, need to train 1600 service providers on Excellent Customer Care Process mapping, systems and databases development underway Brand management Comprehensive, multi-prong strategy - brochures, letters, toolkit, video clip Exhibitions, emails and sms to previous participants 17 training courses to be offered to Department of Land Affairs for 300 officials 33

Part D: Branch developments Corporate Services ¨ Purpose: Provides support services related to Information Part D: Branch developments Corporate Services ¨ Purpose: Provides support services related to Information Technology, Buildings and Operations, and Human Resources Management ¨ Recent Developments: v v v HRM facilitated the restructuring process IT and Buildings & Ops facilitated the relocation to the new ZK Matthews Building HRM handled 23 000 applications for vacant SMS and MMS positions and as at January 2009, 30 of the 42 (71%) SMS positions were filled Establishment and restructuring approved by the Executive Authority Extensive consultation with labour for match-and-place process completed 34

Part D: Branch developments Corporate Services (continued) ¨ Recent Developments continued: v v ¨ Part D: Branch developments Corporate Services (continued) ¨ Recent Developments continued: v v ¨ Cabinet has approved appointment of the 3 DDGs, and 12 CD’s selected On the Annual Wellness Day, 46 of 123 staff members undertook voluntary HIV and AIDS tests. 4 members were found to be HIV positive. Counseling and treatment support is provided New Developments: v v v Selection process is underway for MMS positions 12 SMS positions were re-advertised in January 2009 Administrator positions will be advertised in early February 2009 35

Part D: Branch developments Governance and Support ¨ Purpose: Supports the Director-General and top Part D: Branch developments Governance and Support ¨ Purpose: Supports the Director-General and top management with strategic and allied support functions ¨ Recent Developments: v v ¨ Production and tabling of the current Strategic Plan and Annual Report 2007/08 according to legislative requirements Logistics, planning and successful rollout of the Academy launch Implementation and maintenance of the stakeholder database Support to line functions in marketing the Academy New Developments: v v v The creation of an online directory of training services Development a communications strategy relevant to Palama Team-building of newly extended SMS via strategy and planning workshops 36

Part D: Branch developments Corporate Finance ¨ Purpose: Provides financial management, accounting and supply Part D: Branch developments Corporate Finance ¨ Purpose: Provides financial management, accounting and supply chain services to the Academy ¨ Recent Developments: v v v ¨ Unqualified Audit Reports for both entities for the fifth consecutive year Revision of financial model for sustainable cost-recovery Internal audit reports on debtors and the Course Management System Preparation of the Financial and IT Management Improvement Plans Implemented the SCOA toning project on BAS effective 1 April 2008 New overall financial and charging model and revised tariffs approved New Developments: v v Development of the monthly management information “dashboard” Investigation of Supply Chain system to supplement LOGIS 37

Part E: Finance and Budgets Comparison of Palama’s PTDs Performance ¨ The total PTDs Part E: Finance and Budgets Comparison of Palama’s PTDs Performance ¨ The total PTDs for 2008/09 year are going to be slightly below the projected figure because of: v capacity constraints during the recruitment drive following the new organogram v flooding at the old building required temporary relocation before the new building v the impact of the shift into the new financial model 38

Part E: Finance and Budgets Palama Financial Overview (Rm) VOTE 06/07 07/08 08/09 09/10 Part E: Finance and Budgets Palama Financial Overview (Rm) VOTE 06/07 07/08 08/09 09/10 e Total Parliamentary allocation (VOTE + TRADE ACCOUNT) 58 71+32+28 a 105 119 Less: Amount transferred to TRADE ACCOUNT 23 29+28 b 41 c 61 VOTE allocation 35 73 64 58 Less: VOTE expenditure 35 73 64 58 Surplus or (Deficit) - - TRADE Amount transferred from VOTE 23 29+28 b 41 c 61 Plus: Income (Mainly form Course fees) 44 58 96 177 Total TRADE revenue 67 115 137 d 238 Less: TRADE expenditure 54 78 136 d 232 Surplus or (Deficit) 13 37 1 6 a This total Parliamentary allocation included R 32 m once-off to equip the new building, and R 28 m ongoing for capacity building, initially for Mass Induction Programme (MIP) start-up. b The R 28 m, for MIP's start-up, was transferred to the TRADE ACCOUNT, alongside the usual transfer, of R 29 m in this case. c The amount assigned for transfer in the Parliamentary allocation was R 51 m. Permission is being sought to retain R 10 m in the VOTE for transformation process expenditure. d The TRADE revenue and expenditure for 08/09 are a prediction based on PTDs delivered and projected, that will be invoiced by year-end. e The VOTE figures shown for 09/10 reflect the allocation letter from National Treasury. The TRADE figures assume a delivery of 185 000 PTDs through Palama's cost-recovery model, and represented like previous years on the accrual basis of accounting, as in the Annual Reports. 39

Part E: Finance and Budgets Expenditure per Economic Classification Actual, Projected, and ENE (2009/10 Part E: Finance and Budgets Expenditure per Economic Classification Actual, Projected, and ENE (2009/10 – 2011/12) Vote 10: Economic classification (Rm) 07/08 Actual 08/09 Proj 09/10 ENE 10/11 ENE 11/12 ENE Compensation of Employees 13 15 23 24 25 Goods and Services 53 41 33 37 38 8 8 2 2 2 Sub-total 74 64 58 63 65 Augmentation of Palama Trading Entity 57 41 61 64 68 131 105 119 127 133 Capital Assets Total Expenditure 40

Part E: Finance and Budgets Revenue and Expenditure Actual, Projected, and ENE (2009/10 – Part E: Finance and Budgets Revenue and Expenditure Actual, Projected, and ENE (2009/10 – 2011/12) Training Trading Account (TTA): Revenue and Expenditure (Rm) 07/08 Actual 08/09 Proj 09/10 ENE 10/11 ENE 11/12 ENE Revenue: Income (Mainly Course Fees) 65 96 177 294 474 Transfers Received 57 41 61 64 68 122 137 238 358 542 Compensation of Employees 27 44 52 59 63 Goods and Services 58 92 180 290 467 Total Expenditure 85 136 232 349 530 Surplus (Revenue – Expenditure) 37 1 6 9 12 Total Revenue Less Expenditure: 41

Part F: Strategic Issues and Priorities ¨ Key transition issues for new strategy: v Part F: Strategic Issues and Priorities ¨ Key transition issues for new strategy: v v v v ¨ Executive development conference with HEIs re offerings Improvement and accreditation of curricula following review Provincial engagements to extend training-provider pool Communication to user departments regarding uptake Extended Management Information System to link databases Future collaborative extension of scope to local government “People systems”: induction of new staff, recruits, representivity, etc. Priorities from Makgotla, Minister, and Portfolio Committee v v Post-election orientation of Ministers and DGs, also of MPs Tackling “barriers to access” for unemployed graduates Exit strategy for DRC, roll-out of Rwanda/Burundi/S. Sudan capacity building of management development institutes Taking Mass Induction Programme up to full sclae 42

Siyabonga 43 Siyabonga 43