Strategic repositioning: A briefing to the Portfolio

Committee for Public Service and Administration

South African Management Development Institute

10 September 2003, Parliament

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Background and contextSAMDI’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

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Strategic planning processIdentification 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 analysisSWOT analysisCore business

Analysis of cost recoveryManagement information system

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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

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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

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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

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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

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Key strategic priorities deriving from country priorities4. Sustainable pools

SAMDI position paper submitted to MPSATask team established with DPSALink to the compulsory programme

5. e-Learning as a mode of deliveryCross-cutting issueTask team established and report provided

6. International collaborationFocus group sessions held, report generatedBenchmarking: CCMD, INTAN, CSC etc

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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

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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

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Institutional priorities1. Meet all PFMA, financial reporting and financial

management systems, PSA and other statutory reporting obligations.

2. Institutional processes, e.g. annual report3. Monitoring, evaluation, reporting and accountability

systems4. Quality assurance5. Marketing and communications strategy6. Structure aligned to strategy7. Research capability8. Appropriate facilities9. Integrated management information system

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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

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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