South African Management Development Institute: progress report

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SOUTH AFRICAN MANAGEMENT DEVELOPMENT INSTITUTION: PROGRESS REPORT

PUBLIC SERVICE AND ADMINISTRATION PORTFOLIO COMMITTEE
27 September 2000
SOUTH AFRICAN MANAGEMENT DEVELOPMENT INSTITUTION: PROGRESS REPORT

Documents handed out
Implementation of New SAMDI Structure - text outline only (See Appendix 1)
Public Service Management Development Program (PSMDP) (See Appendix 2)

SUMMARY
Director General Mokgoro, Chief Finance Officer Mr Siebert and a third person represented SAMDI. Mr Mokgoro made a presentation about the progress SAMDI has made so far in relation to the following three issues:
- turnaround strategy
- output issues in terms of training programs and new programs suggested by customers, and
- activities and movements around expenditure.

MINUTES
SAMDI Presentation
Mr Mokgoro, Director General of SAMDI, provided a progress report on three areas:
- turnaround strategy
- output issues in terms of training programs and new programs their customers have suggested and
- activities and movement around expenditure.

Mr TJ Mokgoro referred the Committee to the 'Implementation New SAMDI Structure' document. Giving background on SAMDI, Mr Mokgoro mentioned that SAMDI believes that the lack of effectiveness of many organisations is due to not giving enough attention to aligning strategy, structure and human resource capability.

A strategic plan was needed to address this concern. Therefore, an organizational structure, approved by the Minister, had been developed, as well as project teams. Mr Mokgoro added that they found it critical to appoint first senior management structure staff and then junior management staff.

On the question of the criteria they use in appointing staff, he mentioned that they follow a system based on competency, rather than one based on qualifications. This means that the ability to perform competently is the determining factor in filling positions. People are assessed in terms of their performance and not their qualifications.

Mr Mokgoro said they had found the 'Behavioral Event Interview' a good mechanism to assess suitable candidates. He stressed that they structured the BEI so as to be relevant to the particular abilities they were looking for in each particular job. For example, when they needed a person in the finance department; they looked for competency in management in general, and particular competency in financial management. All in all, the questions to be asked in the interview are structured around behavioural competencies. This, they believe, provides an equal and fair chance to all candidates. Behaviour and responses are recorded, discussed and analysed and the best candidate identified. This mechanism was confirmed to be the most effective selection process.

On the question of Senior Management Staff (SMS) demographics, Mr Mokgoro referred the Committee to the chart in the document which reflected the new SAMDI structure.

He referred the Committee to the document 'Public Service Management Development Program'(PSMDP), which focuses on progress made in relation to the development of training programs and expenditure of EU Funds by the SAMDI. It talks about the annual working plan from 1997 to 2000, special achievements and highlights for SAMDI over the past 4 months under AWP 2000, and the programs that are offered such as the Presidential Strategic Leadership Development Programme, the MEC Executive Management Programme, Information Technology and Information Management, Human Resource Management, the Partnership Programme etc. It also talks about new activities planned from October 2000 onwards.

Discussion
The Chairperson asked SAMDI whether there was a dispute between SAMDI and NEHAWU. He also asked about the competency based system as opposed to the qualification based system.

Committee members asked the following questions:
- Clarity was asked for on whether the request to the EU for an extension until 31 December 2000 had been accepted?
- On the question of the distribution of senior managers - when do you envisage these positions to be filled, does the process hamper your progress?
- Is EU happy with the progress you have made?
- On the Partnership programme mentioned in the PSMDP document - how do you feel about improvements so far?
- On the question of the qualification requirement - does SAMDI have some minimal qualification standards for the appointment of senior managers? This question was asked in the light that SAMDI is taking a new approach in using a competence-based, rather than a qualification-based system.
- Are people being trained for IT?

One member commented that it is clear from their presentation that SAMDI is making progress in its turnaround strategy and that it is clear where SAMDI is going.

In response, Mr Mokgoro said that SAMDI did not see itself as being in dispute with NEHAWU but that NEHAWU seemed to think there was a dispute and that SAMDI was deciding on issues behind their backs.

With regard to the question of a competency-based system as opposed to a qualification-based system, SAMDI said that they were aware of the South African Qualifications Authority Act. They are not trying to undermine it in any way. However, they see a competency approach as producing better results. This means that through a competency-based system one is able to assess and see the abilities of a candidate. He mentioned that there is unit standards system, meaning fundamental qualities to look for from a potential candidate. He stressed that it is not a Bachelor's degree that should guarantee one a job but competence and the ability to perform. He further stressed that competence should determine one's place in life. However they noted that competence obviously goes with qualifications - one cannot acquire competency in a vacuum.

Regarding vacant positions, Mr Mokgoro said that there are about five positions that need to be filled and that they are looking for competent people to fill them.

On financial reports to the EU, SAMDI said that they have put in place a mechanism that will enable it to report on its progress. They added that to assist with this the Minister also instituted a task team to form a funding programme, which will meet once a month.

Regarding partnerships, SAMDI said that there has been great improvement and development. Mr Mokgoro made it clear that SAMDI agrees that working in a partnership is the route to go. He pointed out that in forming a partnership with an organization they look at the organization's credibility. He also noted that organizations have shown interest in their work, such as Standard Bank and ABSA Bank.

Regarding the question of senior management qualifications, SAMDI replied that the lowest acceptable qualification would be a Bachelor's degree. However, he emphasized that competency remains the basis for an appointment and that if an appointee had a PhD, it would be a coincidence.

On their request to the EU for an extension from end of October to 31 December 2000, they said that the EU would consider the request if SAMDI can show input and output in their expenditure, and that they are confident the request would be accepted.

SAMDI said that there are programmes that require departments to develop IT and Information Management (IM) courses to teach the managers.

In closing the Chair said that this Portfolio Committee would interact with SAMDI to check on the progress they are making. The meeting was adjourned.

Appendix 1
IMPLEMENTATION - New SAMDI Structure

ALIGNMENT
"Effectiveness and efficiency of Public Service requires alignment between strategy, structure and human resource capability" (skills, knowledge, values)

BACKGROUND
Emanating from the development of SAMDI's turn-around strategy and management plan, an appropriate organisational structure was developed and approved by the Minister

-Step 1 : Project teams were established, convened and an implementation plan was agreed upon.
-Step 2 : Appointment of Senior Management
-
Step 3 : Proceed with implementation of structure for junior level positions.

IMPLEMENTATION PLAN
SENIOR MANAGEMENT POSITIONS
Line Function
1. Draft job descriptions compiled for senior management line function jobs, consulted and integrated with the results of the competency profiling initiative.
2. Information gained from these two developmental processes used as a basis for determining grading of relevant positions (job evaluation system)
3. Grading of positions approved by Minister - 12 June 2000, advertised in 3 national newspapers - 25 June 2000.
4. Closing date - 10 July 2000, 1200 applications
5. Short listing done by DG and consultant
6. Interviews commenced on 29 July 2000 and continued through August 2000. Competency-based selection process followed.

Staff Function
1. Senior management staff function positions were dealt with on the same basis as line function positions. Results of gradings were approved by Minister on 10 July 2000.
2. Advertisements placed in national newspapers on 16 July 2000 (closing date-28 July 2000)
(305 applications)

BEHAVIOURAL EVENT INTERVIEW (BEI)
The BEI differs from the traditional interviews in that :
-Structured around relevant competencies
-Questions targeted on identifying whether a person has indeed built up the necessary competencies in their past work experiences
-Provided an equal and fair opportunity for all candidates to discuss their past performances/experience/expertise
- Candidates were asked the same questions with no room for arbitrary questioning
-Specific job interview guides were provided to the panel members prior to the interviews
-Provided an equal and fair opportunity for all candidates to discuss their past performances/experience/expertise
-Candidates were asked the same questions with no room for arbitrary questioning
-Specific job interview guides were provided to the panel members prior to the interviews
-Candidate's behaviour and responses were recorded after which these were discussed and analysed. Panel reached consensus on the candidate's competency score.
-Threshold principles were applied as described in the BEI Guide and the best candidate for the job identified.
Successful candidates were identified and confirmation was given that this process is the most effective selection process

DISTRIBUTION OF SENIOR MANAGEMENT

DISTRIBUTION OF STAFF PER SALARY LEVEL AS ON 01 OCTOBER 2000

SALARY GRADING

TOTAL POSTS

TOTAL FILLED

TOTAL VACANT

DISABLED

AFRICAN

ASIAN

COLOURED

WHITE

TOTAL FILLED

LEVEL

FEMALE

MALE

FEMALE

MALE

FEMALE

MALE

FEMALE

MALE

FEMALE

MALE

DIRECTOR GENERAL
(16)

1

1

 

 

 

1

 

 

 

 

 

 

 

1

DEPUTY DIR GENERAL
(15)

1

 

13

 

 

 

 

 

 

 

 

 

 

 

CHIEF DIRECTORS
(14)

81

71

13

 

41

2

 

 

 

 

 

1

41

3

DIRECTORS
(13)

112

102

13

1

22

32

 

 

 

 

1

4

32

72

TOTAL

214

184

33

1

64

6

0

0

0

0

1

5

7

11

Includes 2 CD's who have not yet been absorbed/additional
Includes 3 D's who have not yet been absorbed/additional
Three positions not yet finalised (DDG, CD:HRM, D:HR&AS)
Include 5 additional managers

SMS DEMOGRAPHICS
"As determined in the Senior Management Project Report in respect of Employment Equity, departments should report on progress made i.r.o SMS demographics."

SAMDI's targets iro senior managers are as at 1 October 2000 :

 

SAMDI

PS

SMS

Males

61%

79%

70%

Females

39%

21%

30%

Black

67%

53%

60%

White

33%

47%

40%


JUNIOR LEVEL POSITIONS
Staff Function
1. A process which attends to junior-level positions, below senior management level has commenced.
2. Project teams are currently involved in the drafting of job descriptions for staff function positions where-after job descriptions will be integrated with
competency profiles.
3. Job analysis will be conducted for newly defined positions and submitted to a job evaluation panel for ratification.
The aforementioned will enable the filling of the relevant posts where existing staff will be absorbed.

Line Function
It is important to provide senior managers in the line function with the opportunity to make decisions on junior level support staff.
This can only be done once they are appointed.

COMMUNICATION
Implementation of a new organisational structure has potential to create anxiety and uncertainty among employees

In order to manage this, SAMDI has taken the following steps to ensure that employees are kept abreast of developments:

-Meeting: Minister, senior management and all project managers 2 May 2000-10-04
-Full plenary: Minister, senior management and all SAMDI employees 02 May 2000-10-04
-Second plenary : 22 June 2000, DG, and all SAMDI employees.
-Emanating from the meeting, a comprehensive communiqué covering all aspects of the re-organisation of SAMDI, dated 23 June 2000, was distibuted to all staff.
-Current senior staff members and project managers also informed at various MinSam meetings of the process, Project Management Forum -28 July 2000.

Where possible the process was consulted (job descriptions,interviews/
discussions with individuals)

In addition various meetings were also held between DG and representatives of Unions.

Appendix 2

South African Management Development Institute

Public Service Management Development Programme (PSMDP)

Report to the Portfolio Committee on Public Service and Administration by TJ Mokgoro, Director-General: SAMDI, 27 September 2000


1. Introduction

As a follow up to the last meeting on 21 June 2000 with the Portfolio Committee, SAMDI's programme of accelerating training delivery and therefore expenditure of EU funds was highlighted.

SAMDI made a commitment to bring about substantial improvement in training and development programmes especially utilizing EU funding. At the time SAMDI committed itself to spending at a rate of about R4 million per month. In doing so SAMDI was to focus on both quantitative and qualitative aspects of delivery. During the intervening period between the last meeting and now, there has been an upsurge in interaction between SAMDI and the EU Delegation. In particular a significant development in this interaction was a meeting between the Minister and EU Ambassador. The purpose of the meeting was to review progress and identify any possible obstacles in policy and operational levels. One outcome of the meeting was the establishment of a task team comprising of SAMDI, the EU and JUPMET.

This report seeks to:

  • Provide a realistic but summarized overview of delivery by SAMDI against targets over the duration of the Public Service Management Development Programme to date.
  • Provide realistic, achievable proposals (programmes and capacity) aimed at addressing delivery against target, as well as ensuring enhanced training impact to increase both immediate value for money and sustainable future benefit to the SA Public Service.
  • Brief the Portfolio Committee on the efforts made by SAMDI to seek an extension of the PSMDP for another year.

2.Background

During 1995 to 1997, it was established that the unification and transformation of the SA Public Service to one that is accountable and representative of the nation, in accordance with the Reconstruction and Development Programme had resulted in a demand for management training, which clearly outstripped the existing capacity to deliver.

In an attempt to address some of the shortfall between existing training capacity and demand, the PSMDP was developed, and a Financing Agreement (FA) was signed between the European Commission and the SA Government during 1997. Rider no 2 to this FA extended the expiry date of this FA from October 2000 to 31 December 2000.


3. Overview: October 1997 - June 2000

3.1 Annual Workplan (AWP) 1997

The PSMDP came into functional existence during the latter part of October 1997. SAMDI elected to focus on drafting a workplan for 1998 during this start-up phase of the programme.

3.2 Annual Workplan 1998

The first SAMDI workplan was approved for the period from July to December 1998. Delivery against targets was severely hampered due to:

  • The on-going changes in the structure and staffing of SAMDI, and especially the physical absence of a dedicated "Head of SAMDI". Although technically the Head of SAMDI was Professor Harry Nengwekhulu, he was seconded to Provincial duty for the most part of 1998.
  • Late receipt of funds to implement the workplan. Although funds were disbursed from Brussels and arrived in SA during July 1998, a four month effort ensued to release the money from the government-controlled RDP fund, into the PMU administered training fund, from where funds could be accessed for training activities.

As a result, delivery against target was very low. SAMDI consequently requested that they be allowed to implement the 1998 AWP alongside the approved 1999 AWP (in 1999). Delivery against target in respect of the 1998 AWP increased dramatically during the second half of 1999, but the poor start was reflected in the final delivery figures.

Table 1 below illustrates delivery against projected targets under the AWP 1998.

Table 1 Summary of outputs and expenditure: 1998

Projected

Actual

% of Target

PTD

PT

Spent

PTD

TP

Spent

PTD

PT

Spent

27,940

5,950

11,162,750

12,520

2,876

7,400,577

44.81

48.34

66.30

Total unspent funds for AWP 1998: R3, 762,173

3.3 Annual Workplan 1999

Initial delivery of AWP 1999 against target was slow due to:

  • During 1999 SAMDI was descheduled, and physically integrated into the Department of Public Service and Administration, under direct control of the then Director General of DPSA, Dr. P. Ncholo.
  • Under the guidance of DPSA, SAMDI staff were restructured into project management teams, to facilitate integration into the staffing structure of DPSA.
  • Official instruction to halt all training activities, pending design and development of new curricula, course materials and training strategy that would reflect alignment of the training priorities of DPSA and SAMDI.
  • Parallel implementation of the 1998 workplan

It was further against this (unstable) background that the Technical Assistance Link Programme (TALP) was initiated, through interventions by experts from the three Link Institutions, Civil Service College, Institute for Public Administration (IPA) and Maastricht Institute of Public Management. While these interventions would have yielded greater results in a secure stable environment, the experts contributed substantially to individual capacitating and creating sustainable links for future efforts. The two most significant contributions made by the TALP Programme is the development of the cost recovery strategy of SAMDI and the conceptualizing of an automated booking office to support course delivery.

Table 2 below illustrates delivery against projected targets under the 1999 AWP.

Summary of outputs and expenditure: AWP 1999

Projected

Actual

% of Target

PTD

PT

Spent

PTD

TP

Spent

PTD

PT

Spent

27,350

6,840

20,374,000

20,704

5,998

6,803,624

75.70

87.69

33.39

Total unspent funds for 1999: R 13,570,376

3.4 Annual Workplan 2000

The SAMDI 2000 AWP was approved with a projected target training output of 15,935 persons trained and 79,850 person training days, and projected expenditure of R38, 7 million. This in effect projects more than the combined outputs and expenditure projected for the previous two workplans together.

In addition to this enormous projected delivery load, SAMDI was re-scheduled during the last part of 1999, and Mr TJ Mokgoro was appointed as Director-General: SAMDI.

November and December 1999 was a period of consolidating organizational history within SAMDI, and determining future focus. In the interest of sustainable capacity and delivery - not only in respect of donor-funded activities, but also in respect of the SAMDI long term mandate as the government training and development institution - the focus during the first four to five months of 2000 was on creating an institution capable of fulfilling its mandate, whilst progressing towards self-financing over the next three to five years. This transformation of the organization was balanced with the need to increase and maintain training delivery.


4. Special achievements and highlights for SAMDI over the past 4 months under AWP 2000

Since the appointment of the new DG, SAMDI has been able to raise the level of its senior management programmes to include DGs, HoDs and MECs. There is now real appreciation and demonstrated political support for the work of SAMDI.

4.1 Programmes currently on offer

a) Presidential Strategic Leadership Development Programme (PSLDP)

This is a high-level strategic development programme aimed at increasing the capacity of the senior management and leadership in the public service. The programme is informed by the needs analysis conducted amongst Directors-General. It seeks "To achieve, through the development of strong leaders, the President's vision of highly effective public service, which works to improve the lives of South African people" by providing relevant and practical information to the areas identified by the needs analysis.

Inputs have been sourced from local and international experts and counterparts ensuring exchange of the best practices at senior executive level.

The successful launch of the programme took place on 23 July 2000 where the President emphasized the importance of improving management skills in the public service. This was followed by successful learning sessions in:

  • "Actioning Strategy".
  • "Policy Knowledge Management"

b) MEC Executive Management Programme

A recent and interesting development has been the decision by the political leadership of provincial government to update their own professional skills. In that respect, SAMDI was approached by the legislature of the Northern Cape, and subsequently by a further four provincial legislatures, for assistance with hosting executive programmes for the political leadership. The request was for a programme which would be geared to the specific needs of senior political office bearers and in a setting, and which would permit them to escape from the constant demands on their time. This is joint venture between the JUPMET schools of management and SAMDI.

The programme at hand will be run in five provinces; the Northern Cape, Eastern Cape, the Northern Province, Free State and North West. The first phase of the programme, hosted for the Premier and MECs from the Northern Cape and conducted in conjunction with the Graduate School of Business of the University of Cape Town, commenced on the 23 - 26 August 2000 in Stellenbosch. The programme as a whole comprises five thematic areas covering such key areas as policy formulation, strategic planning, the delegation of powers, leadership, conflict resolution, budgeting, intergovernmental relations, public/ private partnerships and change management.

The aim of this programme is to further strengthen the capacity of participating MECs to make informed choices on the complex policy issues that constantly confront them in their provincial legislatures.

c) Information Technology and Information Management

One essential programme being run by SAMDI in provinces is the Information Technology and Information Management course for managers. The impact of technology in the work place has a significant effect on the productivity and efficiency of the public service. The key to understanding this positive impact lies in managers understanding the technological work place. The Information Technology & Information Management course therefore put more emphasis on hands - on training techniques. IT/IM aims at exposing managers to best methods and practices on information assessment, analysis and selection of appropriate technologies. The programme aims at creating awareness of the importance of IT/IM in the public service and to familiarize managers with the application of IT in the workplace.

The first round of courses has been successfully conducted in all provinces and the second advance modules are now in process.

d) Human Resource Management

SAMDI continues to provide training in HRM to enable provinces and national departments in the public service to acquire common knowledge, skills and attributes of current Human Resource Management practices that are aligned to SAQA and contextualised within the statutory framework of the public service to implement the new Public Service Management Framework. This will be achieved through capacity building and appropriate training interventions. The Human Resource Management training focuses on the following courses:

  • Human Resource Development

The objective of this course is the practical implementation and evaluation of all policies, regulations and legislation. It looks at the needs analysis and evaluation of training and development plans. The HRD programmes also provide strategic leadership on development plans.

  • Performance Management and Development

This course links performance management with the overall organizational strategic plans. As a key human resource management tool it ensures that both strategic and developmental goals are met.

  • Staffing and Remuneration Practices

This course promotes effective and efficient recruitment, selection, filling of posts and the remuneration practices in a more creative and cost effective way.

  • Compensation Management

Compensation Management aims at developing knowledge and skills on job description, Job Evaluation and Code of Remuneration in support of the implementation of the new regulation.

  • Human Resource Planning

This course provides the participants with the tools and techniques of Human Resource Planning so that participants will be able to develop human resource plans and processes in accordance with the new public Service Regulations, implement the plan in their departments and evaluate its impact.

  • Mentoring Programmes

Mentoring is a powerful organization intervention. It offers a cost effective approach to developing a seasoned workforce. Formal mentoring programmes will be instituted in departments and will be customized to meet a variety of needs ranging from complying with equal opportunity and affirmative action needs to career-pathing, individual developmental plans and change management

e) Partnership Programme

Effectively delivery at SAMDI will be greatly enhanced by establishing partnerships with various institutions. SAMDI has already been delivering its services in partnership with tertiary and private sector institutions. SAMDI recently concluded a partnership arrangement with the Kagiso Leadership School (KLS) in delivering the Director's General and Senior management learning and development programme, recently successfully launched by the President. One strength KLS brings to this partnership is sound knowledge and experience in work-based learning, an approach very useful and appropriate for executive development.

Another worthy partnership is with Malaysian Training Institute. Together with them SAMDI will be working with three provinces viz. North West, Free State and Eastern Cape in developing their training units during this month (September).

Discussions with the French Embassy are at an advanced stage for a partnership in training delivery. Currently being planned is an anti-corruption programme.

Partnerships do not mean that SAMDI relinquishes its training function, but comprise a mixture of outsourcing and partnerships where SAMDI retains ownership of its programmes and products. For SAMDI to be a viable, relevant and competitive training and organisation development agency, it has to position itself as the key provider in respect of key government policies, and as internal consultant to government departments. The SAMDI partnership strategy has been in place for months and is based on a national database of service providers, which is widely used by the Contract Management Team.

f) Vulindlela Report

The Vulindlela Human resource report is a comprehensive HR statistical report produced by DPSA. The report provides a department with essential HR information and comparable statistics for other levels of government for benchmarking purposes. The report will be produced on a quarterly basis by the DPSA in conjunction with the national treasury. The inaugural issue of the report was released during August 2000. One of the major weaknesses identified in most departments is the utilization of statistics for planning and monitoring purposes. The report will fill a major gap in the effective management of human resources and enhance the capacity of most government departments. SAMDI will assist with the implementation and promotion of the reports and to ensure the report is integrated into the work of the departments.

g) Ministerial Support Programme

This is a training and Development Programme for Ministerial, Premier and MEC support staff. It is aimed at improving service delivery, performance and support in these offices. Workshops have been conducted in all provinces with the relevant and targeted office bearers on:

  • An organizational needs assessment.
  • A skills and competency profiling of all support staff.

The next series of courses will concentrate on training of support staff in: Structures and core functions of the respective political offices; Training about the key policies and prescripts that regulate the operations of these particular offices and the public service in general.

4.2 New activities planned from October 2000

A series of meetings were held with provincial and departmental representatives from the 25 July - 10 August 2000 to discuss their specific training requirements. The project proposals from the provinces and departments were discussed in detail with the Programme Management Unit and the SAMDI Contract Management Team. These proposals were combined with the training requests from all the other provinces and departments. Clearly, SAMDI is not able to respond to all requests and had to prioritize the requests based on its core business and the availability of funds.

The following proposed new training activities will increase SAMDI's outputs, capacity and will require careful management and co-ordination with the provinces and departments concerned.

a) Corporate Management/Governance

To provide training to Provincial Management Committees in the Corporate Management of the Province in order to achieve maximum efficiency and effectiveness by ensuring programmes are interrelated and progress continually renewed and results assessed at the higher managerial level. The programme will involve all Heads of Department to ensure the development of common objectives and a common purpose.

b) HIV/AIDS Policy Management

The programme strives to strengthen capacity of the police and correctional services managers and professionals in implementing the management of HIV/AIDS policies for their departments. The participants will include 1000 Managers, professional staff such as doctors, trainers and psychologists representing the SAPS and Correctional Services.

c) Public Finance Management Act (PMFA)

The primary objective of the programme is to develop a cadre of managers with the necessary knowledge, skills and capabilities to successfully implement the PMFA. This will be located within the broader framework of financial management in the public service.

A new culture of empowered and capable employees must be built and sustained through out the service. Accordingly, successful implementation of the PFMA (and other financial Management reform initiatives) must be preceded by a thorough implementation of a capacity building programme for all levels of management. To this end, this programme is designed to assist in the development of the capacity of managers to effectively manage financial resources. The programme will be a joint venture between the JUPMET Schools of Management, IPFA and SAMDI.

d) Communication Services Programme

This will be a joint venture between SAMDI and GCIS to train government officials in order to enhance their ability to provide an excellent service to all their clients. These will be skills in various types of specialist communication skills.

4.3 Revised AWP 2000 expenditure

The unspent funds of AWP 1998 and 1999, which totals R 17,332,549 have been included in the new revised AWP 2000.

Projected Amount

Actual Expenditure

31 August 2000

Projected Expenditure

1 September - 31 Dec 2000

Revised AWP 2000

Spent

Committed

Work in progress to be spent by above date

38,700,000

7,988,419

4,043,845

12,969,080

The projected roll over amount of R 13,798,656 will be used to fund ongoing SAMDI training activities, the new proposed activities and the Integrated Implementation Programme (IIP) of SAMDI, which will be delivered by 31 December 2001.

Committed funds refer to approved tenders, and work started.

Work in progress refers to tenders that have been posted or are being evaluated.

SAMDI's, current expenditure is over R 4 million per month, which is well within the projected budget of R 20 million by the end of December 2000.

4.4 Impact of Organisational Transformation

It should be noted that the organizational difficulties ('97 - '99), and the restructuring process negatively impacted on delivery of both EU and government funded activities. The government-funded activities were less affected, as procedures, course material and implementation strategies have been in place for a longer period than that of the additional EU funded activities.

The above efforts have both positive and negative implications.

Negative implication

Delivery against target under the 2000 AWP was hugely impeded by the need to prioritize SAMDI's turn around strategy during first 6 months of 2000.

Positive implication

SAMDI has now reached an organizational position, which can guarantee delivery and sustainable impact on Public Service management training.

It is essential that SAMDI has the opportunity to translate these internal changes into external delivery, underpinned by a solid image as a training institution of excellence. To facilitate the building of this image, SAMDI has revised its 2000 AWP with the view to identifying:

  • Those approved activities that are currently being implemented, or which will be implemented in the foreseeable future, without any changes
  • Activities which have not been included in the approved 2000 AWP, but which have high priority. Such activities mainly result from requests received from provincial governments and national departments.

SAMDI proposed a revised workplan to the EU Delegation, taking the new requests into consideration. Projections will be based on required implementation, but it should be understood that SAMDI couldn't realistically achieve all the targets by 31 December 2000. SAMDI therefore proposed to the EU to implement the revised AWP 2000 into 3 phases completing it by 30 November 2001.

The Joint University Public Management Education Trust (JUPMET) will also endeavour to submit, to the EU for consideration a proposal in respect of extending the current expiry date of 31 December 2000. The SAMDI/JUPMET partnership, together with committed management and political support, will ensure delivery under the Public Service Management Development Programme, which will exceed targets posed in the Finance Agreement, within the funds committed in the Finance Agreement. Such delivery will significantly contribute to the sustainable impact of this programme on service delivery and management in the South African Public Service.


5. Conclusion

A number of factors that impeded progress and delivery by SAMDI have been raised with the Portfolio committee and also highlighted in this report. However, development over the past 10 months indicate very strongly that the historical pattern of delivery at SAMDI is being drastically reversed. For example, the implementation strategy is at an advanced stage; management interventions such as the introduction of a contract management unit have yielded positive results; and the substantial increase in requests from departments and provinces, thus turning SAMDI from a supply driven to a demand led institution. It is on the basis of these developments that SAMDI has with great confidence submitted a request to the EU for an extension 31 December 2001. The proposal submitted to the EU asks for no additional funds but merely a roll over of funds already committed by the EU.

The extension of the PSMDP Programme is vital to SAMDI's future and to enable SAMDI to show significant delivery and to prove to Government and the EU that the investment in SAMDI and its current transformation have been worthwhile. SAMDI is finally geared up to make the most of its opportunities. All that is necessary now is for SAMDI to be given a reasonable period to complete the job.

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