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Dr FM Orkin: DG and Branch Heads 28 January 2009 Cape Town
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Transcript of Dr FM Orkin: DG and Branch Heads 28 January 2009 Cape Town
Briefing to the Parliamentary Portfolio Committee for Public Service and Administration
Annual Report 2007/08 and Strategic Plan 2009/10 - 2010/11
Dr FM Orkin: DG and Branch Heads
28 January 2009
Cape Town
2
Presentation Structure
Part A: Context
Part B: Annual Report 2007/08
Part C: Strategic Plan 2009/10
Part D: Branch Developments
Part E: Finance and Budgets
Part F: Challenges and Strategic Issues
3
Part A: ContextThe Policy Environment
Existing Policy Context:
Legislation (including Public Service Act and PFMA)
DPSA Policy Frameworks, e.g. Vision 2015 HRD Strategy, Leadership Strategic Framework, etc.
NHRDS (National Human Resources Development Strategy) led by Department of Education
Planning for a Single Public Service
State of the Nation address
4
Part A: Context The Policy Environment (continued)
Palama 2009 PoA (Plan of Action) Commitments:
Mass Induction Programme to orientate new employees in level 1 to 12 of the public service
Khaedu action learning programme for SMS and middle management
Government-wide monitoring and evaluation (GWM&E) training for various levels
Good governance programmes including Gender Mainstreaming, HIV and AIDS in the Workplace, and Anti-corruption training
Accelerated Development Programme (ADP) to fast-track women and people with disabilities in accessing SMS positions
5
Part A: Context Public Service Profile
There are about 356 000 officials in national departments, 781 000 in provincial departments and 240 000 in local government
Of the above 1,3 million public servants: 75% African, 9% Coloured, 4% Asian and12% White;
54% Female;
1% in the Senior Management Services (SMS); and
10% in Middle Management and 15% in Junior Management in national and provincial departments
On average national and provincial departments spend 2% of the payroll budget on training
6
Part A: Context The Complicated Training Landscape
NATIONAL
PROVINCIAL
LOCAL
Internalproviders
Externalproviders:HEIsFETsPrivate
Dedicated colleges: Justice, Foreign Affairs, Defence, Police, etc.
PSETA and other SETAs authorised by SAQA to accredit unit standards
Support:International &Profess. assns
Provincial sites of national depts
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Part B: Annual Report 2007/08
Overview of SAMDI’s Service Delivery
Delivery unit Actual PTDs
2006/07
Actual PTDs
2007/08
% change between 2006/07
and
2007/08
Target
PTDs
2007/08
% realised compared
To
targeted PTDs
Change Management and Service Delivery Improvements (CM&SDI)
22,242 15,649 -30 18,371 85
Corporate Resource Management Training (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
8
Part B: Annual Report 2007/08 Service Delivery Table Explained
Total PTDs of 104,000 for 2007/08 is 6% greater than the figure of 98,000 PTDs for the previous financial year
Total represents a shortfall of 8% against the target of 113,000 PTDs set during operational planning
30% down on Service Delivery and Change Management programmes because of rewriting the curriculum and the manuals for the Massified Induction Programme (MIP)
48% up Corporate Resource Management Training because Financial Management and Supply Chain Management courses, subsidised by National Treasury, were implemented
92% of the target is satisfactory in a period interrupted by the public service strike and our transformation process
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Year-on-year comparison shows that the Academy’s performance has improved over the previous year
Part B: Annual Report 2007/08
Year-on-Year Comparison of Academy’s Performance
YEAR ON YEAR COMPARISON OF PALAMA PERFORMANCE2006/07 - 2007/08
02,0004,0006,0008,000
10,00012,00014,00016,00018,00020,00022,000
Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
2006/07 Actual 2007/08 Actual
Pe
rso
n T
rain
ing
Da
ys
10
Overall perception of Palama’s training is carried out through: Reaction monitoring Evaluation reports
More than 80% of participants felt that training is of a high quality and standard
Some excerpts obtained from reaction evaluation for the Accelerated Development Programme were:
“The materials are user-friendly and well-structured. They give proper guidance to the reader and include additional readings and bibliography.” Female respondent, KwaZulu-Natal
“[The course provided] excellent exposure to areas such as PFMA that are not necessarily currently part of our work. The crosscutting learning across departments was also valuable.” Female respondent, National Department
Part B: Annual Report 2007/08 Perceptions of Palama’s Training
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Part B: Annual Report 2007/08 Posts and Vacancies Through the Transition During the last 3 years our staff complement, measured at
year-end, has varied: 2006/07 – 152 total staff in the old SAMDI 2007/08 – 131 during the transforming into the Academy 2008/09 – 128 presently in Palama with filling of new vacancies
under way
New organogram provides for 237 posts: Approximately 200 posts are funded The balance to be paid by increasing
As at the end of January 2009 128 posts were filled, and: There are 12 SMS vacancies, recently re-advertised The remaining 60 funded vacancies are middle and junior
management (JMMS) and administrative positions These positions are presently filled with temporary staff Interviews are currently underway for the JMMS positions
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Gender profile
56
38
67
4556
40
0
20
40
60
80
100
Female - Overall Female - SMS
2006/07 2007/08 2008/09*
Per
cen
tag
e
Part B: Annual Report 2007/08 Gender Profile as at 31 March 2008
Total Overall Staff2006/07 - 1522007/08 - 1312008/09 - 127
Total SMS Staff2006/07 - 212007/08 - 222008/09 - 43* At end-January – 12 vacancies to be filled
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SMS Race Profile
43
1910
2832
1914
35
49
712
32
0
10
20
30
40
50
60
African Coloured Indian White
2006/07 2007/08 2008/09
Per
cen
tag
e
Total SMS Staff2006/07 - 212007/08 - 222008/09 - 43
Part B: Annual Report 2007/08 Race Profile as at 31 March 2008
Palama SMS Disability Profile: End March 2007 – 0.0%, 2008 – 0.0%, 2009 – 2.3%
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Overall Race Profile
69
6 619
62
10 923
61
8 823
0
20
40
60
80
100
African Coloured Indian White
2006/07 2007/08 2008/09
Per
cen
tag
e
Total Staff2006/07 - 1522007/08 - 1312008/09 - 127
Palama Disability Profile: End-March 2007, 0.8%; 2008, 0.8%; 2009, 1.6%
Part B: Annual Report 2007/08 Race Profile as at 31 March 2008
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Palama’s Strategy is expressed in three ‘mantras’: From being a provider to facilitator of training From being a competitor to a collaborator with the full range of training
providers From selective to comprehensive coverage or ‘massified’ delivery
First main stream of activity: Executive Development Programmes for entrant, lower and upper SMS In collaboration with universities and counterparts and provincial
academies
Second main stream of activity: Massively extended management training for junior and middle
managers Training frameworks of curriculum, materials and accreditation Induction Programme for new entrants and blended learning approach
Part C: Strategic Plan 2009/10 Broadly Based Strategy for Palama
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Part A: Context The Transformation Process: Mincom to Palama
MinCom
Cabinet mandate for
new two-stream
strategy
Strategic planning 2007 and
task teams
New organ’gram and match- and-place
Strategic planning 2008 and new org. structure
Balanced Scorecard objectives,
roll out strategy
• SAMDI too inflexible for a training institution
• In competition with other service providers
• Form of cost-recovery resulting in short-term, demand-driven offerings rather than a long-term strategy
• Section 1 department reporting to DG
• Foster and co-ordinate the delivery, on a meaningful scale
• Practical management skills for a developmental state
• Common ethos and value for a professional public service
• Nine 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 high-volume
• New organization designed to fulfill mandate
• Consulted with management, staff and unions
• First and second preferences, competency exercises, interviews and selection tools
• External Adverts
• Framework for curriculum design
• Cooperation with provincial academies
• New financial model to facilitate a strategic framework and recover costs
• Mass Induction Prgm roll out
• Action learning roll out
• Continuity in JMMS course provision
• AMDP and EDP roll out as accredited SMS training
• New building, regional sites
• Palama launch• Balanced
scorecard
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Performance levels
Senior
Middle
Junior
Supervisor
Fin
ance
Peo
ple
Pro
ject
s
Cul
ture
Info
rmat
ion
Oth
er
Fin
ance
Hum
an R
es.
Sup
ply
Cha
in
Info
rmat
ion
Oth
er
Oth
er
Imm
igra
tion
Pen
sion
s
Indu
ctio
n
Generic competencies
Functional competencies
Sectoral competencies
Part C: Strategic Plan 2009/10 Outline of Learning Framework
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Some Engagements with Partners:
Research on programmes offered by HEIs has been conducted
With HEI input, and help from French ENA, extra top SMS offerings
Network of sectoral colleges of departments like Correctional Services, Home Affairs, Foreign Affairs, Defence etc.
Provincial Training Entities and Other Stakeholders: Discussing DPSA Framework for HR practitioners taught by
Palama with provinces
Five Inter-Government Workshops have been held, which included provinces, DPSA, DPLG, PSETA, DBSA, Vulindlela, Academy for Local Government and LOGOLA
Inter-Provincial Curriculum Committee working on sharing
Part C: Strategic Plan 2009/10 Partners and Stakeholders
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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 Palama Strategic Objectives:
Service delivery
Stakeholder relations
Lateral contribution to organisation Corporate governance Transformation into the Academy
Part C: Strategic Plan 2009/10 Old SAMDI versus new Palama Balanced-Scorecard Objectives
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Part C: Strategic Plan 2009/10Example of Palama Objectives and Activities: Executive Development
Services to be delivered 2009/10
Stakeholders 2009/10
Lateral contribution
2009/10
Corporate governance
2009/10
Transformation
2009/10
Co-ordination of training delivery
Build and maintain relationships with national and international stakeholders
SMS learning framework and programme portfolio
Operationalise research component for the Academy
Design and deliver e-learning programmes for SMS
Roll-out of EDP by select service providers to 1,000 officials in national and provincial departments by Mar ‘10
Monthly electronic communication to clients on training offerings and advice by Mar ‘09
Evaluation of integrated training and development strategy by Jun ‘09
Three major research projects designed and operationalised by Dec ‘09
Develop e-learning components in support of three EDP modules for SMS by Mar ‘10
1 conference, 8 workshops and 12 seminars delivered to 2,000 officials by Mar ‘10
100 SMS participants in international exchange programme by Dec ‘09
Implementation of the learning framework in all national and provincial departments by Apr ‘09
Reports and publications on research projects by Mar ‘10
Pilot e-learning components for three EDP modules with 300 participants each by Sep ‘09
Second round of selection and appointment of external service providers by Apr ’09
Help-line on SMS training and development established and operational by Jun ‘09
New SMS programmes and initiatives piloted in five national departments, four provinces and three municipal districts by Jul ‘09
Presentation of research papers at public management conferences
Full-scale rollout of e-learning components for the three EDP modules to SMS by Dec ‘10
2121
Director-General
Executive Development (ED)
Personal Assistant: DG Director: ODG
JMMS Curriculum & Materials Design
(CM)
JMMS Providers
(P)
JMMS Training Coordination
(TC)
Business Development & Training Needs Analysis
(BD)
Corporate Services(CS)
Governance & Strategic Support
(GS)
Finance(F)
International & Special projects
(IR)
Upper-SMS
Lower-SMS
Entrant-SMS
Research
Curriculum Design
Accreditation Process
Quality Assurance
M&E(Qualitative & Quantitative)
Provider & PartnerMobilisation
Sectoral & OD Consulting
Trainer ProfessionalDevelopment
Call Centre
Course Coordination
Central Unit for Databases
National
Region I
Region II
Region III
Human Resource
Information Technology
Buildings & Operations
Corporate Communications
Strategic Cycle
Knowledge Management & Resource Centre
Legal & Contract Management
Project Management
Management Accounts
Financial Accounts
Supply Chain
Donor Management
Facilitation: International Special Projects
Facilitation: Local Special Projects
Advisory Council Coordination
E-Learning
Internal Auditor(Outsourced)
Vote
Trade
Outsourced
Part C: Strategic Plan 2009/10The Palama Organogram
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Purpose: Management development for 10 000 SMS members, in partnerships with Higher Education Institutions
Recent Developments: Last three PSLDP cohorts graduated in November 2008 Project Khaedu currently running in provinces and national
departments Successful Flemish seminar with DGs concluded India study tour by top AMD graduates successfully completed SMS seminar with Canadian specialist conducted in December
2008 Executive Development Programme launched with a consortium of
8 institutions led by the Tshwane University of Technology Accelerated Development Programme (ADP) successfully
implemented, and out of 114 initial participants 77 went on to underwent the executive phase of the programme
Part D: Branch developmentsExecutive Development
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Part D: Branch developmentsExecutive Development (continued)
New Developments:
Build on engagements with India, ENA in France, Brazil and Harvard
Research on local HEI landscape ready for presentation
Protocol and Diplomacy course awaiting approval of rates
Innovation in the Public Service - collaboration with CPSI underway
IT Policy Formulation course is under discussion
Accelerated Development Programme (ADP) graduation scheduled for May 2009
Executive Development Programme (EDP) rollout on track Induction programmes for Ministers and Directors-General, now also
MPs, being designed
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Part D: Branch developments Leadership Development
Context - regulatory requirements, political processes and socio-economic process.
A supportive institutional environment.
Skills
Space
Will
Comm
itment, culture
and ethos.Skills,
kno
wledg
e an
d
com
pete
nce.
Decision making, strategic and
organisational process.
Techn
ical a
nd p
rofe
ssion
al sk
ills.
Induction.Khaedu.
Fellowship programmes.Peer support.
Fast tracking talent.Arm chair discussions.
Coaching.Mentoring.
Process competencies.
Certificates of competence.Masters in public leadership.Public leadership curricula development.International development.Research scanning trends, improving the discipline &professionand innovation.
Career pathing, performance management systems, HR and organisational strategy.
Planning system
Goals, values and strategies.
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Part D: Branch developmentsCurriculum and Materials
Purpose: Facilitates the development, quality assurance, and accreditation of curricula for 250,000 JMMS in a blended approach
Recent Developments:
Integrated and area-specific curriculum frameworks developed
Audit of Palama’s existing 50 courses conducted
Learning materials developed for e.g. Gender Mainstreaming, Massified Induction Programme, Ethics Management for Local Government, etc.
Draft Quality policy on procedures and tools for JMMS curriculum developed
Draft Curriculum and Assessment policies for Palama developed
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Part D: Branch developmentsCurriculum and Materials (continued)
Recent Developments continued:
Five workshops with provincial and local counterparts to extend collaboration
Inter-departmental e-Learning Forum constituted (LOGOLA and provincial academies, and other government departments)
e-Learning version of the Bid Committee Course developed and piloted
New Developments:
Curriculum sharing process involving provincial academies, DPSA, SETAs, SAQA
Curriculum committee for peer review (Provincial academies/premier’s offices, DPSA, PALAMA, LOGOLA, experts)
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Part D: Branch developments Provider Mobilisation
Purpose: Facilitates the creation and management of providers of training for junior and middle management
Recent Developments: Audit of training providers’ contracts conducted and contracts renewed Broad guidelines for provider mobilisation developed and used Appointment of first group of Gender Mainstreaming Independent
Individual Contractors (IICs) completed Fifth Inter-government training stakeholders workshop for the sharing of
training strategies and curriculum frameworks was held in Cape Town First meeting held with sector department training academies for
networking and sharing of best practices The 12th Public Service Trainers Forum (PSTF) was held in Durban M&E report in the Accelerated Development Programme completed
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Part D: Branch developments Provider Mobilisation (continued)
New Developments: Draft guidelines for Palama training facilitators are under development
Trainer professional development framework underway Draft provider deployment guidelines for regional training under
development Provincial roadshows for recruitment of providers
Monitoring and evaluation (M&E) system is being revamped to document a multitude of course presentations, and numerous trainees: M&E of training is conducted at 3 levels; participant responses, on-
site monitoring on a sample basis and impact evaluation when needed
M&E function provides qualitative and quantitative intelligence for programme quality improvement, provider management and planning processes
29
Part D: Branch developments International Relations
Purpose: Supports Palama programmes through the establishment of strategic partnerships aligned to South Africa’s foreign policy priorities
Recent Developments: Training for public service and support for the Ecole Nationale
Administration (ENA) in DRC. 600 DRC officials were trained International Exchange programmes with partner institutions, includes
India and Brazil (IBSA) seminar series Extension programme for graduates of ADP in India The Netherlands provided R2.4m to pilot for equipping Municipal
Managers with core skills for improved service delivery On behalf of African Management Development Institutes Network
(AMDIN) 23 officials from 11 African countries were trained Exchange programme with senior Flemish government officials
implemented in May 2007
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Part D: Branch developments International Relations (continued)
New Developments: South-South partnership to build MDI capability in Burundi, Rwanda
and Southern Sudan through R70m CIDA funding over five years Collaborating with provinces on donor funding for development of
provincial academies R20m funding received from African Renaissance Fund for training
and refurbishment of ENA building An agreement was signed with the Canadian International
Development Agency to support 3 post conflict countries (Rwanda, Burundi and South Sudan)
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Part D: Branch developments Training Co-ordination
Purpose: Links prospective users in departments on all levels with training providers
Recent Developments: Backlog with issuing of certificates was reduced from 9 300 to 700 Operational dashboards have been made available to all teams Contract management data was made available to users A sophisticated electronic training management system (TMS) has been
developed and is being expanded High-tech customer contact centre, to connect users to providers in
thousands of events per year, and handle billings and evaluation reports
New Developments: Post course model – development in progress Align Executive Development business processes with those of Junior
and Middle Management Service
32
Part D: Branch developments Business Development
Purpose: Ensures that opportunities for massified training, development and support are proactively conveyed to users
Recent Developments: A training plan with SASSA provided training for 1862 officials and
5526 PTDs by October 2008 Market segmentation in terms of spheres and levels of target
audience conducted Regionalising operations for business relations and TNA Significant uptake in Finance for Non Financial Managers and Supply
Chain Management, which received subsidy from National Treasury
33
Part D: Branch developments Business Development (continued)
New Developments: Ongoing training of Thusong service centre managers in different
fields, need to train 1600 service providers on Excellent Customer Care
Process mapping, systems and databases development underway Brand management Comprehensive, multi-prong strategy - brochures, letters, toolkit,
video clip Exhibitions, emails and sms to previous participants 17 training courses to be offered to Department of Land Affairs for
300 officials
34
Part D: Branch developments Corporate Services
Purpose: Provides support services related to Information Technology, Buildings and Operations, and Human Resources Management
Recent Developments: HRM facilitated the restructuring process IT and Buildings & Ops facilitated the relocation to the new ZK
Matthews Building HRM handled 23 000 applications for vacant SMS and MMS
positions and as at January 2009, 30 of the 42 (71%) SMS positions were filled
Establishment and restructuring approved by the Executive Authority Extensive consultation with labour for match-and-place process
completed
35
Part D: Branch developments Corporate Services (continued)
Recent Developments continued: Cabinet has approved appointment of the 3 DDGs, and 12 CD’s
selected On the Annual Wellness Day, 46 of 123 staff members undertook
voluntary HIV and AIDS tests. 4 members were found to be HIV positive. Counseling and treatment support is provided
New Developments: Selection process is underway for MMS positions 12 SMS positions were re-advertised in January 2009 Administrator positions will be advertised in early February 2009
36
Purpose: Supports the Director-General and top management with strategic and allied support functions
Recent Developments: Production and tabling of the current Strategic Plan and Annual
Report 2007/08 according to legislative requirements Logistics, planning and successful rollout of the Academy launch Implementation and maintenance of the stakeholder database Support to line functions in marketing the Academy
New Developments: The creation of an online directory of training services Development a communications strategy relevant to Palama Team-building of newly extended SMS via strategy and planning
workshops
Part D: Branch developments Governance and Support
37
Part D: Branch developments Corporate Finance
Purpose: Provides financial management, accounting and supply chain services to the Academy
Recent Developments: Unqualified Audit Reports for both entities for the fifth consecutive year Revision of financial model for sustainable cost-recovery Internal audit reports on debtors and the Course Management System Preparation of the Financial and IT Management Improvement Plans Implemented the SCOA toning project on BAS effective 1 April 2008 New overall financial and charging model and revised tariffs approved
New Developments: Development of the monthly management information “dashboard” Investigation of Supply Chain system to supplement LOGIS
38
Part E: Finance and BudgetsComparison of Palama’s PTDs Performance
YEAR ON YEAR COMPARISON OF PALAMA PERFORMANCE2006/07 - 2007/08 - 2008/09
as at 22 January 2009
02,0004,0006,0008,000
10,00012,00014,00016,00018,00020,00022,000
Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
Pers
on
Tra
inin
g D
ays
2006/07 Actual 2007/08 Actual 2008/09 Actual 2008/09 Projected
The total PTDs for 2008/09 year are going to be slightly below the projected figure because of: capacity constraints during the recruitment drive following the new organogram flooding at the old building required temporary relocation before the new building the impact of the shift into the new financial model
39
Part E: Finance and BudgetsPalama Financial Overview (Rm)
a This total Parliamentary allocation included R32m once-off to equip the new building, and R28m ongoing for capacity building, initially for Mass Induction Programme (MIP) start-up.
b The R28m, for MIP's start-up, was transferred to the TRADE ACCOUNT, alongside the usual transfer, of R29m in this case.c The amount assigned for transfer in the Parliamentary allocation was R51m. Permission is being sought to retain R10m in the VOTE for transformation
process expenditure.d The TRADE revenue and expenditure for 08/09 are a prediction based on PTDs delivered and projected, that will be invoiced by year-end.e The VOTE figures shown for 09/10 reflect the allocation letter from National Treasury. The TRADE figures assume a delivery of 185 000 PTDs through
Palama's cost-recovery model, and represented like previous years on the accrual basis of accounting, as in the Annual Reports.
VOTE 06/07 07/08 08/09 09/10e
Total Parliamentary allocation (VOTE + TRADE ACCOUNT) 58 71+32+28a 105 119
Less: Amount transferred to TRADE ACCOUNT 23 29+28b 41c 61
VOTE allocation 35 73 64 58
Less: VOTE expenditure 35 73 64 58
Surplus or (Deficit) - - - -
TRADE
Amount transferred from VOTE 23 29+28b 41c 61
Plus: Income (Mainly form Course fees) 44 58 96 177
Total TRADE revenue 67 115 137d 238
Less: TRADE expenditure 54 78 136d 232
Surplus or (Deficit) 13 37 1 6
40
Part E: Finance and BudgetsExpenditure per Economic Classification Actual, Projected, and ENE (2009/10 – 2011/12)
Vote 10: Economic
classification (Rm)
07/08
Actual
08/09
Proj
09/10
ENE
10/11
ENE
11/12
ENE
Compensation of
Employees13 15 23 24 25
Goods and Services 53 41 33 37 38
Capital Assets 8 8 2 2 2
Sub-total 74 64 58 63 65
Augmentation of Palama Trading Entity
57 41 61 64 68
Total Expenditure 131 105 119 127 133
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Training Trading Account (TTA): Revenue and Expenditure (Rm)
07/08
Actual
08/09
Proj
09/10
ENE
10/11
ENE
11/12
ENE
Revenue:
Income (Mainly Course Fees) 65 96 177 294 474
Transfers Received 57 41 61 64 68
Total Revenue 122 137 238 358 542
Less Expenditure:
Compensation of Employees 27 44 52 59 63
Goods and Services 58 92 180 290 467
Total Expenditure 85 136 232 349 530
Surplus (Revenue – Expenditure) 37 1 6 9 12
Part E: Finance and BudgetsRevenue and ExpenditureActual, Projected, and ENE (2009/10 – 2011/12)
42
Part F: Strategic Issues and Priorities
Key transition issues for new strategy: Executive development conference with HEIs re offerings Improvement and accreditation of curricula following review Provincial engagements to extend training-provider pool Communication to user departments regarding uptake Extended Management Information System to link databases Future collaborative extension of scope to local government “People systems”: induction of new staff, recruits, representivity, etc.
Priorities from Makgotla, Minister, and Portfolio Committee Post-election orientation of Ministers and DGs, also of MPs Tackling “barriers to access” for unemployed graduates Exit strategy for DRC, roll-out of Rwanda/Burundi/S. Sudan capacity
building of management development institutes Taking Mass Induction Programme up to full sclae
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Siyabonga