Briefing to the Portfolio Committee for Public Service and Administration The Academy as National Training Facilitator: Budget and Strategic Plan for 2008/09 ¨ Dr FM Orkin: DG ¨ and Team ¨ 28 May 2008
Presentation Structure ¨ The SAMDI Foundation ¨ Reconstitution of the Academy ¨ Objectives and Activities of the New Academy ¨ Improving Products and Collaborations ¨ Budget and Controls 2
The SAMDI Foundation 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 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 3
The SAMDI Foundation Contributions to G&A 2008 Cluster Priorities ¨ Projects from Jan ‘ 08 Cabinet Lekgotla: v v ¨ 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: v v v Support JIPSA (Joint Initiative for Priority Skills); Incubate AMDIN Network); and (African Management Development Institutes Provide support to DRC (Democratic Republic of Congo). 4
The SAMDI Foundation Recent Policy Indications ¨ DPSA Policies: v v ¨ ANC NEC: Building the Human Capacity of the State by: v v v ¨ 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. 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: v “An element of government's Apex of Priorities will be deliberate focus on matters of skills development. . . ” 5
The SAMDI Foundation Portfolio of SAMDI Programmes Leadership Capacity ¨ ¨ ¨ ¨ Executive Development Programme Advanced Management Development Programme Managing Public Finances ¨ Supply Chain Management I & II ¨ Supply Chain Management Municipalities and Municipal Entities ¨ Asset Management ¨ Logis 1 ¨ Bid Committee Training on PFMA ¨ Contract Management Mentorship Programme ¨ Revenue management Accelerated Development Programme ¨ ¨ Excellent customer Service: frontline and Support Personnel Batho Pele Improvement: Service Delivery for Operational Managers Human Resource Management ¨ Job Evaluation I & II ¨ ¨ Compensation Management ¨ Hearing Procedures ¨ Grievance Procedures ¨ Industrial Relations Skills Development Programme Emerging Management Development Programme Foundation Management Programme Good Governance Job Evaluation Panel Training Expenditure Management ¨ ¨ Supply Chain fo Senior Municipal Managers ¨ Batho Pele and Service Delivery ¨ Anti-corruption and Ethics Management ¨ Monitoring and Evaluation ¨ Report Writing ¨ Diversity Management ¨ Disability Management ¨ Implementation of Integrated Disability Strategy ¨ Service Delivery Implementation Plans ¨ ¨ Massified Induction Programme Introduction to Human Resource Management ¨ Human Resource Planning ¨ Staffing practices ¨ Performance Management ¨ ¨ Human Resource Development Gender Awareness and mainstreaming ¨ Risk Management ¨ Skills Development Facilitation Managing HIV/AIDS in the Workplace Governance and Audit Committees ¨ Conflict Resolution ¨ ¨ ¨ Assessment ¨ PFMA for Non-financial Managers ¨ Training of Trainers HIV/AIDS Development programme for Government planners ¨ Bank Reconciliation ¨ Presentation and Facilitation Skills ¨ Public sector Accounting ¨ Assessor training ¨ Internal Audit ¨ Moderator training Khaedu 6
The SAMDI Foundation Training Statistics Delivery Unit Actual PTDs 2006/07 Actual PTDs 2007/08 % Change 2006/07 to 2007/08 Targeted % Realised PTDs 2007/08 Change Management and Service Delivery Improvement (CM&SDI) 22, 242 15, 649 -30 18, 371 85 Corporate Management (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 Resource Training * PTDs – Person Training Days 7
The SAMDI Foundation Training Statistics - continued ¨ Overview: v v ¨ 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 per Branch: v v v 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. 8
The SAMDI Foundation Training Statistics - continued Monthly Output of PTDs for Successive Years 9
Reconstitution of the Academy Need for Paradigm Shift ¨ R 1 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: v v 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! 10
Reconstitution of the Academy 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 11
Reconstitution of the Academy Vision and Activities ¨ Three “Mantras”: v v v ¨ First Main Stream of Activity: v v v ¨ Provision to facilitation; Competition to collaboration; and Selective coverage to massification. 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: v v v 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. 12
Reconstitution of the Academy Induction Other Pensions Immigration Other Information Supply Chain Human Res. Finance Other Information Culture Projects People Performance levels Finance Example of a Learning Framework Senior Middle Junior Supervisor Generic competencies Functional competencies Sectoral competencies 13
Reconstitution of the Academy 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 14
Implementing Academy Reconstitution Progress Made Min Com ¨ Too inflexible and bureaucratic 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 Cabine t Manda te for Massifi cation ¨ Section 1 department reporting to DG ¨ Foster and coordinate the delivery, on a meaningful scale ¨ Practical management skills for a developmental state ¨ Common ethos and value for a professional public service Strateg ic Plann ing 2007 and Task Teams ¨ 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 Organo’ m and Match and Place ¨ Consulted with management, staff and unions ¨ New organization designed to fulfill mandate ¨ First and second preferences, competency exercises, interviews and selection tools Strateg ic Planni ng 2008 and New Org. Structu ¨ Framework re for curriculum design ¨ Cooperation with provincial academies ¨ New financial model to facilitate a strategic framework and recover costs ¨ External recruitment commenced Balanced Scorecar d Objective s, Roll-out Strategy ¨ 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 1515
Reconstitution of the Academy Partners and Stakeholders ¨ Engagement with Partners: v v v ¨ 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: v v v 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. 16
Reconstitution of the Academy Controls and Efficiency ¨ Handover Matrix: v v ¨ 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: v v v 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). 17
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 18
Objectives and Activities of the New Academy Provider Mobilisation Branch: Example Services to be delivered 2008/09 Stakeholders 2008/09 Lateral contribution 2008/09 Corporate governance 2008/09 Transformation 2008/09 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 coordination of department specific training defined by Dec ’ 08 Framework on professional training development by may ‘ 08 Database of providers established by Aug ‘ 08 19
Objectives and Activities of the New Academy 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 FILLED Permanent 101 Excess VACANT* TOTAL 127 228 12 0 12 Contract 8 1 9 TOTAL: 121 128 249 * Massive recruitment drive presently underway Region III Facilitation: Local Special Projects Legal & Contract Management Project Management Advisory Council Coordination Vote Trade Outsourced 2020
Objectives and Activities of the New Academy Overview of Activities per New Branch ¨ Executive Development: v v ¨ Curriculum and Materials Development for JMMS: v v ¨ Addresses the development needs of the current and emerging SMS; and Delivers executive development programmes in collaboration with HEIs, regional, and international partners. 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: v v 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. 21
Objectives and Activities of the New Academy Overview of Activities per New Branch – cont. ¨ Training Co-ordination for JMMS: v ¨ Business Development: v v ¨ Links prospective users of training programmes at all levels of government with massified training opportunities. 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: v v v 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. 22
Objectives and Activities of the New Academy Overview of Activities per New Branch – cont. ¨ Governance and Strategic Support: v v ¨ Finance: v v ¨ 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. 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: v v 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. 23
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 24
Improving Products and Collaboration Advanced 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: v North Consortium – UP, TUT, Limpopo and UNISA academics) v Central Consortium – UFS, KZN and UNW; v South Consortium – Stellenbosch, UWC and Nelson Mandela) 25
Improving Products and Collaboration Advanced Management Dev. Programme cont. ¨ After pilot, the materials were revised before massive roll-out through a consortia of universities ¨ Some of themes covered in the programme include: v v v 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 2 nd highest performing course after Emerging Management Dev. Programme ¨ AMDP serves as one of the building blocks for the Accelerated Development Programme (ADP) 26
Improving Products and Collaboration Sustainable Pools Scheme - Purpose ¨ The sustainable pools scheme is a joint development initiative between SAMDI and DPSA ¨ Aims and Objectives: v v v ¨ 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: v v v 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. 27
Improving Products and Collaboration Sustainable Pools Scheme - Results ¨ ¨ ¨ 77 officials participated on the programme from Western Cape, Mpumalanga and Kwa. Zulu-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 28
Improving Products and Collaboration Representation on Management Course Intake 29
Improving Products and Collaboration Project Khaedu - Design and Implementation Khaedu Core Skills Development 4. 5 day course ¨ Case-based ¨ Very practical ¨ Build ‘Core Skills’ for solving service delivery problems ¨ Deployment to the ‘coal face’ ¨ ¨ Supervised 5 -day deployment to the ‘Coal Face’ Participants analyse service delivery problems and write a short report Follow-up during implementation ¨ Follow-up in the manager’s own environment ¨ Use Core Skills to solve a current delivery issues * Khaedu is a Tshi. Venda word meaning “challenge” 30
Improving Products and Collaboration Project Khaedu - Achievements to date Successfully delivered to over 2, 200 SMS in all nine provinces and national departments 31
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 1 st Bid Committee e-Learning Course, as part of SCM portfolio of programmes, was designed and piloted. v v 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. 32
Improving Products and Collaboration Gender Mainstreaming ¨ Received R 25 million from Canadian International Development Agency (CIDA) for an accredited Gender Mainstreaming training: v 1500 Public sector managers on all levels to receive training on mainstreaming gender into strategies, delivery, etc; v Unit standard registered with the SA Qualifications Authority (SAQA); v Training material in final stages of development; and v Roll-out of training begins in October 2008. ¨ Public Service Commission recommendations Mainstreaming taken into consideration on Gender ¨ Programme incorporated into MPSA Gender Strategy for the Public Service which articulates 8 principles for HODs 33
Improving Products and Collaboration International 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 (To. T) Programme v v ¨ To. T Programme supporting the establishment of ENA for DRC; and Trainers are currently undergoing a Coaching Programme 40 Officials from 12 countries received a customised To. T course v v Under the auspices of AMDIN Sponsored by the Japan International Co-operation Agency (JICA). 34
Improving Products and Collaboration Health 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: ¨ ¨ ¨ v v 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. 35
Budget and Controls Vote 11: Unaudited Expenditure at 31 Mar. ’ 08 Total Budget 2007/08 Actual Expenditure (12 months) Total Budget less Actual Expenditure R’ 000 Vote 11 (Vote 10 for 2008/09): Compensation of Employees 13, 341 13, 328 13 Goods and Services 54, 318 0 6, 251 0 57, 216 0 131, 126 131, 113 13* Capital Assets Transfer to Trading Entity Total * The table shows a negligible under spending of R 13 thousand against a budget of R 131 million. 36
Budget and Controls TTA: Unaudited Result as at 31 Mar. 2008 Actual (12 months) 2007/08 R‘ 000 (TTA)* - Training Trading Account Total Budget 2007/08 R'000 Total Budget less Actual R’ 000 Course fees 38, 500 51, 209 12, 709 Augmentation 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 R 30, 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. 37
Budget and Controls Estimates of National Expenditure (ENE) – 2008/09 to 2010/11 Vote 10: Budgeted Expenditure 2008/09 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 2, 439 1, 662 1, 763 54, 220 59, 219 66, 868 51, 307 62, 376 64, 619 105, 527* 121, 595* 131, 487* Capital Assets Sub-total Augmentation Entity of SAMDI Trading Total Budgeted Expenditure * The figures include the additional funding of R 10 million for ’ 08/09; R 10 million for ’ 09/10 and R 15 million for ’ 10/11 respectively, for developments under the new Academy. 38
Budget and Controls ENE - 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, 800 200 200 Transfers Received 51, 307 62, 376 64, 619 Total Revenue 95, 307 110, 876 117, 619 Compensation of Employees 43, 732 52, 211 59, 444 Goods and Services 49, 044 56, 023 55, 401 915 950 980 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 Other Non-tax Revenue Less Expenditure: Depreciation Total Expenditure 39
Budget and Controls Governance of Resources ¨ Finance: v v v 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); v Improved debt recovery from clients; v Upgrading of the computerised Course Management System; and v New delegations for Academy. 40
Budget and Controls Governance of Resources - continued ¨ Internal Audit: v v v ¨ 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: v v v Revised Performance Appraisal Rewards; Sourcing of Senior Management and staff for the Academy; and Revised HR Delegations for the Academy. 41
Budget and Controls Financial Model and Organizational Systems ¨ New Financial Model: v v v ¨ 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: v v 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. 42
Challenges to Monitor, Towards the Academy ¨ Collaboration among partners needed by interactive approach: v v ¨ Quality (alignment, relevance) required from numerous providers: v v ¨ 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 v v ¨ HEIs, provincial academies tend to “defend turf” In fact, there is sufficient need to over-extend everyone, generate desired “third stream” income 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 v v 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 43
Re a leboga Siyabonga Thank you Rolivhuwa Dankie Nakhensa 44
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