1. SAMDI 11 October 2004 South African Management Development Institute South African Management Development Institute Portfolio Committee Presentation Contribution of SAMDI to the G&A Cabinet POA

2. SAMDI Presentation Framework 1.Introduction: SAMDI’s role and mandate 2.Involvement: G&A – POA Defining the nature of SAMDI’s Involvement Defining the nature of SAMDI’s Involvement Primary involvement Primary involvement Secondary Involvement Secondary Involvement -Key Roles in the Secondary Involvement 3.Specific Areas of Involvement Compulsory Induction and Re-orientation Compulsory Induction and Re-orientation Strengthening support Capacity for Members of the Executive Strengthening support Capacity for Members of the Executive Deal with Challenges in terms of Community Development Workers Deal with Challenges in terms of Community Development Workers Batho Pele Requirements in Performance Agreements Batho Pele Requirements in Performance Agreements Strengthening Capacity Building Strategies of the Public Service Strengthening Capacity Building Strategies of the Public Service Better Governance, Leadership and Management Better Governance, Leadership and Management 4.Conclusion

3. SAMDI 1. Introduction: SAMDI’s role and mandate SAMDI’s role and mandate is clearly defined by Cabinet and relevant legislation SAMDI’s role and mandate is clearly defined by Cabinet and relevant legislation  Public Service Act, 1994, Chapter 2 Section 4 (2): “The Institute, shall provide such training or cause such training to be provided or conduct such examinations r tests or cause such examinations or tests to be conducted as the Head: South African Management Development Institute may with the approval of the Minister decide or as may be prescribed as a qualification for the appointment, promotion or transfer of persons in or to the public service;”

4. SAMDI 1. Introduction: SAMDI’s role and mandate… Governments across the globe have realised that government management development institutes are essential in ensuring co-ordinated and well-defined public sector management, training and development initiatives Governments across the globe have realised that government management development institutes are essential in ensuring co-ordinated and well-defined public sector management, training and development initiatives SAMDI’s priority is to unlock the efficacy of departments to provide services through appropriate training and development interventions to enable them to improve service delivery SAMDI’s priority is to unlock the efficacy of departments to provide services through appropriate training and development interventions to enable them to improve service delivery

5. SAMDI 2. Involvement: Governance and Administration POA Leadership role and active participation in shaping the programme of the G & A cluster Leadership role and active participation in shaping the programme of the G & A cluster DG: SAMDI serves as a co-chair of the G&A DG Cluster DG: SAMDI serves as a co-chair of the G&A DG Cluster Lead department for the training of CDWs and the development of their curriculum framework Lead department for the training of CDWs and the development of their curriculum framework Bridging the divide between the two economies through skills development strategies Bridging the divide between the two economies through skills development strategies Responsible for driving the HRD agenda of the cluster, including the public sector HRD strategy: Responsible for driving the HRD agenda of the cluster, including the public sector HRD strategy:  The HRD Task Team supervised by DG: SAMDI and chaired by SAMDI  HRD Task Team regarded as one of the two active Task Teams  Key Departments fully represented in the Task Team

6. SAMDI 2.1 Defining the Nature of SAMDI’s Involvement Primary (Leading) Secondary (Support)

7. SAMDI 2.1.1 Primary Involvement Compulsory induction/Reorientation of the Public Servants Compulsory induction/Reorientation of the Public Servants Improving Skills and support for Members of the Executive Improving Skills and support for Members of the Executive Implementation of the Community Development Workers Project through: Implementation of the Community Development Workers Project through: Membership in the National Task Team and CDW Exco Membership in the National Task Team and CDW Exco Quality Assurance of the Design of Training Material Quality Assurance of the Design of Training Material Delivery of Training Interventions Delivery of Training Interventions Coordination of Research and Knowledge Management related to the project Coordination of Research and Knowledge Management related to the project Implementation of the Batho Pele Revitalisation Plan Implementation of the Batho Pele Revitalisation Plan Strengthening Capacity of support staff of members of the Executive Authorities Strengthening Capacity of support staff of members of the Executive Authorities

8. SAMDI 2.1.2 Secondary Involvement Batho Pele requirements in performance agreements Batho Pele requirements in performance agreements Increase Community Development Worker intake Increase Community Development Worker intake Learnership and Institutional model for Community Development Workers Learnership and Institutional model for Community Development Workers Support the proper functioning of PSETA Support the proper functioning of PSETA Strengthen the HR Planning Function Strengthen the HR Planning Function Strengthen HR function in line with Retention and Capacity Building Strengthen HR function in line with Retention and Capacity Building Aggressive Public Sector HRD campaign Aggressive Public Sector HRD campaign

9. SAMDI 2.1.2.1 Key Roles in the Secondary Involvement Facilitation Facilitation Collaboration Collaboration Conceptualization Conceptualization Coordination Coordination Advocacy Advocacy Lobbying Lobbying Capacity building Capacity building

10. SAMDI 3. Specific Areas of Involvement 3.1 Compulsory Induction and Re-orientation Programme The Induction and reorientation processes are aligned to the principles of the peoples contract and fully inducted/reoriented Public Servants should be better able to implement the people’s contract The Induction and reorientation processes are aligned to the principles of the peoples contract and fully inducted/reoriented Public Servants should be better able to implement the people’s contract Performance Indicators: Performance Indicators: Tool Kits developed for induction and reorientation Tool Kits developed for induction and reorientation Monitoring and Evaluation Framework Developed and Implemented Monitoring and Evaluation Framework Developed and Implemented Implementation in Departments Implementation in Departments SAMDI’s Role: expand, improve and implement

11. SAMDI 3. Specific Areas of Involvement… Progress to Date: Pilot completed by DPSA Pilot completed by DPSA Project in the planning stage for phase two Project in the planning stage for phase two Products and services for SMS identified Products and services for SMS identified Products and services for general staff identified Products and services for general staff identified Final hand over of the project to SAMDI by GTZ and DPSA to take place on the 18 Oct. Final hand over of the project to SAMDI by GTZ and DPSA to take place on the 18 Oct. Proposal on the way forward for the programme developed and presented to G & A Cluster for DGs Proposal on the way forward for the programme developed and presented to G & A Cluster for DGs

12. SAMDI 3. Specific Areas of Involvement… 3.2 Strengthening support Capacity for Members of the Executive Performance Indicators: Performance Indicators: Report containing findings, proposals and advice Report containing findings, proposals and advice Policy guidelines if applicable Policy guidelines if applicable SAMDI’s Role: Secondary (support to Task Team) – in the long run it will be primary in providing training to support staff

13. SAMDI 3. Specific Areas of Involvement… 3.3 Deal with Challenges in terms of Community Development Workers (CDW) 3.3 Deal with Challenges in terms of Community Development Workers (CDW) Learnerships and Institutional models for CDWs Learnerships and Institutional models for CDWs Performance Indicators: Performance Indicators: Secure funding for the Learnerships Secure funding for the Learnerships Ensure workplace readiness Ensure workplace readiness Develop institutional model for the CDW Programme Develop institutional model for the CDW Programme

14. SAMDI 3. Specific Areas of Involvement… Progress to Date: Project plan for investigating the extent of capacity constraints in order to generate solutions developed and approved by Public Service Commission (PSC) Project plan for investigating the extent of capacity constraints in order to generate solutions developed and approved by Public Service Commission (PSC) Investigation tools and strategy developed and due for approval before end October 2004 Investigation tools and strategy developed and due for approval before end October 2004

15. SAMDI 3. Specific Areas of Involvement… Increase CDWs intake Increase CDWs intake Performance Indicators: Performance Indicators: Increase the intake of CDWs from the intake to cover 200 municipalities Increase the intake of CDWs from the intake to cover 200 municipalities SAMDI’s Role: Capacity Building and collaboration with stakeholders

16. SAMDI 3. Specific Areas of Involvement… Progress to Date: First orientation training of the Gauteng CDWs successfully implemented and documented (103 delegates) First orientation training of the Gauteng CDWs successfully implemented and documented (103 delegates) Development of Curriculum framework for Learnerships finalised Development of Curriculum framework for Learnerships finalised Training Material for Learnerships in progress Training Material for Learnerships in progress Provincial profiles in respect of CDWs compiled and reported to National Task Team (NTT) for action to be taken in respect of achieving uniformity in project management and deployment strategies. Provincial profiles in respect of CDWs compiled and reported to National Task Team (NTT) for action to be taken in respect of achieving uniformity in project management and deployment strategies. Facilitation of the e-Platform project for optimal information sharing and knowledge management Facilitation of the e-Platform project for optimal information sharing and knowledge management Action research geared at picking on lessons learnt Action research geared at picking on lessons learnt

17. SAMDI 3. Specific Areas of Involvement… 3.4 Batho Pele Requirements in Performance Agreements (PAs) in terms of Believe Set “we belong, we care, we serve” Service Delivery Improvement Plan Service Delivery Improvement Plan Performance Indicators: Performance Indicators: Revised SMS Performance Management and Development System (PMDS) Revised SMS Performance Management and Development System (PMDS) Guidelines to factor Batho Pele requirements into PAs and the assessment process Guidelines to factor Batho Pele requirements into PAs and the assessment process SAMDI’s Role: Training and Consulting

18. SAMDI 3. Specific Areas of Involvement… Progress to Date: SAMDI has been involved in the team that conceptualized the Batho Pele (BP) change management programme as well as the national launch thereof. A roll out strategy of the program was presented at the first pilot in the Eastern Cape SAMDI has been involved in the team that conceptualized the Batho Pele (BP) change management programme as well as the national launch thereof. A roll out strategy of the program was presented at the first pilot in the Eastern Cape Frontline staff training that has been recommended by cabinet has been implemented and is under review to capture the philosophy of the belief set Frontline staff training that has been recommended by cabinet has been implemented and is under review to capture the philosophy of the belief set SAMDI facilitated the BP service delivery summit in Mpumalanga in July 2004 SAMDI facilitated the BP service delivery summit in Mpumalanga in July 2004

19. SAMDI 3. Specific Areas of Involvement… A programme on Institutionalizing Batho Pele (BP) has been conceptualized and implemented with the Dept of Soc. Dev. A programme on Institutionalizing Batho Pele (BP) has been conceptualized and implemented with the Dept of Soc. Dev. SAMDI is reviewing the North West change management project to incorporate the ethos of BP and revise the approach to resonate with the BP philosophy and belief set SAMDI is reviewing the North West change management project to incorporate the ethos of BP and revise the approach to resonate with the BP philosophy and belief set Coordination of Letsema and Izimbizo, as vehicles for promoting BP and responsiveness to the people’s contract Coordination of Letsema and Izimbizo, as vehicles for promoting BP and responsiveness to the people’s contract Most of the training that takes place during the occasions referred to above intend to add to the promotion of BP Most of the training that takes place during the occasions referred to above intend to add to the promotion of BP

20. SAMDI 3. Specific Areas of Involvement… 3.5 Strengthening Capacity Building Strategies of the Public Service Focus Areas Focus Areas Human Resource Development (HRD) Issues, particularly priorities Human Resource Development (HRD) Issues, particularly priorities Determining future Skills needs and emerging scarce skills for the Public Sector Determining future Skills needs and emerging scarce skills for the Public Sector Support the development of the skills planning capacity within the Public Sector Support the development of the skills planning capacity within the Public Sector

21. SAMDI 3. Specific Areas of Involvement … Taking forward the project of constituting a developmental state Taking forward the project of constituting a developmental state Enhancing the capacity of the state for improved service delivery and for effective stewardship of Government priorities Enhancing the capacity of the state for improved service delivery and for effective stewardship of Government priorities Optimisation of our Human Resources and Institutions Optimisation of our Human Resources and Institutions SAMDI’s Role: Primary in driving the HRD Strategies of the Public Service

22. SAMDI 3. Specific Areas of Involvement… Progress to Date: Link between HRD Coordinating Committee and G & A HRD Task Team established Link between HRD Coordinating Committee and G & A HRD Task Team established SAMDI involved in the generation of the Sector Skills Plans for the Public Service SAMDI involved in the generation of the Sector Skills Plans for the Public Service Plans for HRD workshops for the Public Service finalised Plans for HRD workshops for the Public Service finalised

23. SAMDI Specific Areas of Involvement… Specific Areas of Involvement… 3.6 Better Governance, Leadership and Management Performance Indicators: Performance Indicators: Improves Service delivery by eliminating red tape Improves Service delivery by eliminating red tape Public Service Act and PFMA facilitate rather than create problems Public Service Act and PFMA facilitate rather than create problems SAMDI’s Role: Development of Management and Leadership Capacity in line with Public Service Act and PFMA

24. SAMDI Specific Areas of Involvement … Progress to Date: Integrated Management Development Programme implemented (Senior, Middle and Emerging Managers) Integrated Management Development Programme implemented (Senior, Middle and Emerging Managers) Current finance related programs under review in consultation with National Treasury Current finance related programs under review in consultation with National Treasury Supply Chain Management Training Programme finalised with the approval of Treasury – Roll-out of training commissioned Supply Chain Management Training Programme finalised with the approval of Treasury – Roll-out of training commissioned Comprehensive financial, project and Contract management training roll-out underway Comprehensive financial, project and Contract management training roll-out underway

25. SAMDI 4. Conclusion SAMDI’s active response to the G&A Programme of Action is a critical imperative in driving the capacity building strategies within the Public Sector. The milestones that have been recorded are a clear indication of the seriousness with which SAMDI is taking this programme in it’s turnaround strategy. turnaround strategy. Where the organization is working in collaboration with other departments, opportunities for capacity building have been and will continue to be identified, and challenges addressed.

26. SAMDI Thank You