1. Strategic repositioning: A briefing to the Portfolio Committee for Public Service and Administration South African Management Development Institute 10 September 2003, Parliament

2. 2 Background and context SAMDI’s last strategic plan was for the period 2002 – 2005 Format not consistent with what is expected in terms of the PFMA and PSA Previous strategic plans were not linked to the MTEF and the MTSF Strategic planning must be credible – tool for management, implementation and accountability Institutional problems at SAMDI contributed to the delay in submitting the strategic plan for 2004 – 2007 Most of these problems have now been addressed, giving rise to an enabling context for the present strategic planning process

3. 3 Strategic planning process Identification of strategic priorities: (1) Capacity of government to deliver on strategic priorities, (2) Institutional development and re-engineering, and (3) Contribution to regional and international priorities Situation analysis SWOT analysis Core business Analysis of cost recovery Management information system

4. 4 Situational Analysis Capacity to identify training needs and source provision is very poor Workplace skills plans lack credibility Little monitoring of spending trends Little information on impact and outcomes Training market very perverse at present Solution: have to improve monitoring and evaluation, analysis and capacity building to improve capacity to identify training needs

5. 5 Context SAMDI – reputation and track record, although varied, is not satisfactory Education and training market has a large number of institutional and perception problems Government demand, including need to constitute the developmental state makes it difficult to simply, (less simple than we often assume), source training Contribution by higher education institutions to training and research – very varied Management Development Institutes – in regional and global contexts face similar pressures

6. 6 Government Priorities Government capacity to deliver – recurring theme in all inputs and analyses on government performance Further recurring theme – purposefully constituting the Developmental State Specific projects relate to: Public Sector HRD strategy, internships and learnerships and Community Development Workers NEPAD/AU – SAMDI to contribute to public sector capacity development in the Continent

7. 7 Key strategic priorities deriving from country priorities 1.Community development workers Logframe and project plan developed 2.Internships and learnerships Task team established and reports generated Linked to PSETA and SSP 3.HRD strategy for the public sector Task team established and reports generated High level collaboration with DPSA, DoE and DoL

8. 8 Key strategic priorities deriving from country priorities 4.Sustainable pools SAMDI position paper submitted to MPSA Task team established with DPSA Link to the compulsory programme 5.e-Learning as a mode of delivery Cross-cutting issue Task team established and report provided 6.International collaboration Focus group sessions held, report generated Benchmarking: CCMD, INTAN, CSC etc

9. 9 Key strategic priorities deriving from country priorities 7.Building/strengthening strategic partnerships DPSA: sustainable pools, competencies for CDWs, executive programmes, bilaterals PSETA: strategic partnership and development of the 2005 SSP DPLG: capacity building for local government SITA: integrated information systems DoL and DoE: HRD strategy Clusters: information sharing

10. 10 Cost Recovery Making good progress - retain and enhance good revenue streams Cost recovery strategy integrally linked to our marketing strategy Need a comprehensive and balanced approach, that acknowledges that certain strategic priorities will generate training needs that must be treated as a public good In such cases, need a different approach to traditional cost recovery

11. 11 Institutional priorities 1.Meet all PFMA, financial reporting and financial management systems, PSA and other statutory reporting obligations. 2.Institutional processes, e.g. annual report 3.Monitoring, evaluation, reporting and accountability systems 4.Quality assurance 5.Marketing and communications strategy 6.Structure aligned to strategy 7.Research capability 8.Appropriate facilities 9.Integrated management information system

12. 12 SAMDI capacity Need to think flexibly and expansively Associate arrangement for senior officials, private sector people and people in higher education institutions Strategic partnership with other departments and institutes – DPSA, CPSI, OPSC, Provincial institutes, etc Strategic partnerships with overseas institutions

13. 13 Conclusion Achievements so far are considerable – present strategic plan intends to consolidate and extend these achievements Stronger articulation with government priorities with a focus on demand driven programme offerings Comprehensive service offering with emphasis on results and impact Increasing role in public sector capacity development in the continent