Briefing to the Portfolio Committee on Public Service and Administration NSG Strategic Plan, Annual Performance Plan and Budget 21April 2015

Briefing to the Portfolio Committee on Public Service and Administration

NSG Strategic Plan, Annual Performance Plan and Budget

21April 2015

Purpose

Briefing by the National School of Government (NSG) on Annual Performance Plans (2015/16), Strategic Plans (2015-2020) and Budget

Strategic Overview Situational Analysis Training Outreach Budget and other Resources Detailed Targets per Programme

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Strategic Overview Legislative Mandate

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Current The mandate of the NSG for the provision of training is outlined in the Public Service Amendment Act, (2007) which directs that a training institution listed as a national department shall be under the control of the Minister for Public Service and Administration.

The mandate enables the NSG to provide such training or cause such training to be provided or conduct such examinations or tests or cause such examinations or tests to be conducted.

Based on this legislative provisions, the Head of the NSG may with the approval of the Minister decide on courses as may be prescribed as a qualification for the appointment or transfer of persons in or to the public service; and may issue diplomas or certificates or cause diplomas or certificates to be issued to persons who have passed such examinations.

Strategic Overview Revisions to Legislative Mandate

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The PAM Bill has been enacted to an Act of Parliament in Dec 2014 In terms of its provisions for the establishment of the NSG, (1) The National School of Government will, in consultation with the Minister responsible for higher

education and training, be established as a higher education institution contemplated in the Higher Education Act, 1997 (Act No. 101 of 1997).

(2) The School must, through education and training, promote the progressive realisation of the values and principles governing public administration and enhance the quality, extent and impact of the development of human resource capacity in institutions.

(3) Subject to the National Qualifications Framework Act, 2008 (Act No. 67 of 2008), providing such education and training or causing such education and training to be provided or conducting or cause to be conducted such examinations or tests as the Head of the School determines

(4) The Minister, in consultation with the Minister responsible for higher education and training, may direct the School to provide qualification, part-qualifications and non-formal education as recognised by the National Qualifications Framework or the South African Qualifications Authority.

Strategic Overview Alignment to National Priorities

National Development Plan (Vision 2030)

The National Development Plan (Vision 2030) proposes eight areas of targeted action:

Stabilise the political-administrative interface Make the public service and local government careers of choiceDevelop technical and specialist professional skills Strengthen delegation, accountability and oversight Improve inter-departmental coordinationTake a proactive approach to improving relations between national, provincial and local government Strengthen local governmentClarify the governance of SOEs

NSG training and development should support realisation of the above

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Strategic Overview Alignment to Medium Term Strategic Framework

National School of Government will contribute on sub-outcome 2 of Outcome 12, (a public service that is a career of choice)Areas of alignment in the NSG Strategic Plan;

Working with the DPSA, a formal graduate recruitment scheme is piloted to support departments in attracting and developing young talent (commencing 2016/17)

Working with the DPSA, assessment mechanisms are used to build confidence in recruitment processes (commencing 2015/16)

Mentoring and peer support mechanisms for senior managers are developed (commencing 2015/16)

Capacity building is undertaken through learning and development interventions (commencing 2015/16)

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Strategic Overview Alignment to MPSA Priorities

The National School of Government will Refine strategy for the roll out of the Compulsory Induction Programme Give more focus to front-line training

The National School of Government will support the implementation of the directive in relation to compulsory capacity development, mandatory training days and minimum entry requirements for SMS;

Compulsory training and mandatory training Pre-entry requirement for SMS Specific training for Heads of Departments

Training focus will geared to support the following; Closing identified development gaps as determined by a competency assessment and/or a performance

assessment at specific performer level. A combination of generic and technical/ professional training over a three year performance cycle (18 day

minimum period) Prescribed minimum entry requirements into SMS and movement within the SMS,

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Situational Analysis Business Model

Key Features of NSG as a training provider and elements of its business model:

Fully accredited public service training provider (02/2014 – 03/2016)Internal processes for training needs analysis process and curriculum design and developmentInternal processes for quality assurance and programmes’ accreditation process in liaison with accrediting bodies

Internal processes for monitoring and evaluation of training interventions including assessment of impact of application of learning Outsourced training delivery model through the utilisation of Independent Individual Contractors (IIC’s), higher education institutions (HEI’s) and private training providers

NSG Curriculum Framework combining accredited and non-accredited coursesCost-recovery approach to training delivery and revenue managed through a Training Trading Account (TTA), Transfer funds from the National Treasury and donor supported projects

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Situational Analysis Summary of Programmes

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PRE-SERVICE LEARNING AND DEVELOPMENT Breaking Barriers of Entry in the Public Service (BB2E)

ENTRY LEVEL PROGRAMME The Compulsory Induction Programme (CIP) Wamkelekile – Induction for SMS

IN-SERVICE LEARNING AND DEVELOPMENT Human Resource Management and Development Monitoring and Evaluation Financial Management Project Management Good Governance Leadership development Development programmes for Legislatures

International and Special Projects Strategic partnerships with a focus on capacity building initiatives, connecting the

NSG to the global village of knowledge institutions to benchmark public service practice and for access to learning exchange programmes and donor funded initiatives

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Situational Analysis Training Core Focus Areas and Partnerships

Partnerships core to our interventions DPSA: develop and roll-out training programmes that respond to Core

Competencies as articulated by DPSA. PSC: development of training programmes takes into account the

performance gaps identified by PSC within the Public Service. DPME: Analysis of MPAT reports informs areas of intervention – especially in

finance (NT), human resource (DPSA) DHET – PSETA: quality-assures and accredits NSG and its training

programmes. NSG further translates the Sector Skills Plan into training interventions.

SAQA and Quality Councils (CHE, QCTO) – matrix of qualifications for the public service jointly development and implemented.

Situational Analysis Strategic Planning Process and Goals of the NSG

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Review of strategic goals following the launch of the NSG

Training Outreach Training Streams, Historic Performance Trends and Annual Targets

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Targets

Stream Baseline 2013/14

Projected 2014/15

2015/16 2016/17 2017/18

Induction & BB2E 10 095 22 500 32 100 22 750 23 000

Administration 1 769 4720 5 150 5 350 5 550

Management 7 309 10 180 11 900 13 500 15 100

Leadership 1 1185 9 400 10 900 11 000 11 100

TOTAL 30 358 46 800 60 050 52 600 54750

ResourcesCurrent Budget –NT Allocation

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Vote Account: Audited outcome

Audited outcome

Audited outcome MTEF Estimates

Funding from the National Treasury received through the DPSA

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18Administration 62,517 71,015 85,622 82,911 84,289 88,590 96,042Public Sector Organizational and Staff Development 49,049 52,477 49,000 55,597 55,247 57,786 60,520Total for Programmes 111,566 123,492 134,622 138,508 139,536 146,376 156,562

Economic classificationAudited outcome

Audited outcome

Audited outcome MTEF Estimates

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18Current payments 61,241 66,812 84,380 80,553 81,931 86,232 93,578

Compensation of employees 28,924 31,443 36,258 45,691 47,790 49,989 52,488Goods and services 32,294 35,326 48,112 34,862 34,141 36,243 41,090

Interest and rent on land 23 43 - - - - -

Transfers and subsidies 49,049 52,097 49,000 55,597 55,247 57,786 60,520Payments for capital assets 1,259 1,819 1,242 2,358 2,358 2,358 2,464Payments for financial assets 17 - - - - - - Total economic classification 111,566 120,728 134,622 138,508 139,536 146,376 156,562

ResourcesCurrent Budget Forecast – Revenue Generation

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Trade Account Revenue based on the cost recovery model i.e. expected revenue to be raised from course fees

Trade Account Audited Outcome

Audited Outcome

Audited Outcome MTEF Estimates

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18Revenue Tax revenue 104,497 134,841 107,984 130,822 145,951 153,405 161,225Course Fees 98,362 128,541 102,126 128,613 143,632 150,971 158,669 Interest 6,135 6,300 5,858 2,209 2,319 2,434 2,556 Transfers and donations received 49,049 52,097 50,205 55,597 55,247 57,786 60,520 Total revenue 153,546 186,938 158,189 186,419 201,198 211,191 221,745 Expenses Current expense 136,482 160,083 157,995 186,419 201,198 211,191 221,745

Compensation of employees 53,118 55,639 58,202 72,531 82,070 86,583 90,911 Goods and services 83,364 104,444 99,753 113,888 119,128 124,608 130,834

Total expenses 136,482 160,083 157,955 186,419 201,198 211,191 221,745

Surplus / (Deficit) 17,064 26,855 234

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Cost-recovery approach to training delivery and revenue managed through a Training Trading Account (TTA)

Budget Programme Structure of the NSG

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Programme 1: Administration

Office of the Principal, comprising of Finance and Internal Audit (outsourced)

Corporate Management comprising of Strategic Planning and ICT, Corporate Services, International & Special Projects, Communications as well as Legal and Contract Management

Programme 2: Public Sector Organisational and Staff Development

Training Policy and Planning comprising of Research and Innovation, Monitoring and Evaluation: (Curriculum Policy and Planning Coordination, Training Quality Assurance - Norms and Standards not created) ,

Training Management and Delivery comprising of Induction, Leadership, Administration, Management, Technical Support and Marketing

Specialised Services comprising of NSG Curriculum Design and Development, Quality Assurance, Accreditation, and ELearning

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Resources Programme Structure and current capacity (31 March 2015)

AdministrationProgramme 1 No of posts Filled VacantSalary level 13 - 16 19 14 5Salary level 11 - 12 15 12 3Salary level 7 - 10 30 29 1Salary level 1 - 6 26 24 2Sub Total 90 79 11

DepartmentProgramme 2 No of posts Filled VacantSalary level 13 - 16 31 24 7Salary level 11 - 12 34 26 8Salary level 7 - 10 34 26 8Salary level 1 - 6 38 37 1Sub Total 137 113 24Total 227 192 35

Detailed Targets Per Programme

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Performance Objectives: Programme 2 Key Annual Targets

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No.

Strategic Objective Strategic Plan Target Medium Term Targets2015/16 2016/17 2017/18

1 Implement effective research, knowledge management and diagnostic strategies to inform learning and development needs and opportunities

Over the next five year period, the NSG will measure performance by a total of 15 quality research projects that will be identified and undertaken

In this financial year, the NSG will identify and undertake a total of 4 quality research projects



2 Implement an effective monitoring and evaluation framework to monitor the quality of learning and development interventions and evaluate the effectiveness of interventions on performance based on set norms and standards

Over the next five year period, the NSG will measure performance by a total of 400 on-site evaluations of training interventions undertaken

In this financial year, the NSG will achieve 90 on site evaluations and 4 application of learning studies to be carried out



3 Design and quality assure accredited and non-accredited curriculum which responds to public service needs, individual career pathing and lifelong learning

Over the next five year period, the NSG will measure performance by a total of 30 new programmes designed and developed in line with a curriculum framework

In this financial year, the NSG will achieve 6 curriculum programmes/ courses to be designed, developed and/or reviewed




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No Strategic Objective Strategic Plan Target Medium Term Targets

2015/16 2016/17 2017/18

4 Manage an integrated and collaborative network of local and international learning and development institutions and practitioners to provide learning and development opportunities

Over the next five year period, the NSG will measure performance by an average of 500 learning and development facilitators, moderators and assessors contracted annually

In this financial year, the NSG will achieve the following targets: 500 learning and development facilitators, moderators and assessors to be contracted annually This will include the use of existing public servants, in line with outcome 12



5 Train on NSG curriculum, programmes and services with access to learning and development opportunities that provide quality training, learner materials and effective learner support

Over the next five year period, the NSG will measure performance as follows: Enroll a total of 100,000 new public servants to undergo the Compulsory Induction Programme

In this financial year, the NSG will achieve the following targets: A total of 32 100 new public servants undergone the Compulsory Induction Programme

In this financial year, the NSG will achieve the following targets: A total of 22 750 new public servants to undergo the Compulsory Induction Programme

In this financial year, the NSG will achieve the following targets: A total of 23 000 new public servants to undergo the Compulsory Induction Programme


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No Strategic Objective Strategic Plan Target Medium Term Targets5 2015/16 2016/17 2017/18

Train on NSG curriculum, programmes and services with access to learning and development opportunities that provide quality training, learner materials and effective learner support

Manage an integrated and collaborative network of local and international learning and development institutions and practitioners to provide learning and development opportunities

Train a total of 186 500 in-service public servants on all training programmes of the NSG

27 950 persons to be trained on all training programmes in Leadership, Management and Administration streams



Orientate 2,750 unemployed youth graduates through the BB2E Programme




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No Strategic Objective Strategic Plan Target Medium Term Targets

6 2015/16 2016/17 2017/18

Implement effective policies, strategies and plans annually that comply with legislation, good corporate governance principles and improve organisational performance standards

Development and tabling of the organisational performance plans and reports quarterly and annually in accordance with applicable guidelines

Develop and table 5 year Strategic Plan, Annual Performance Plan and Annual Report in accordance with guidelines

Review 5 year Strategic Plan, develop and table Annual Performance Plan and Annual Report in accordance with guidelines

Review 5 year Strategic Plan, develop and table Annual Performance Plan and Annual Report in accordance with guidelines

Develop and implement a communication strategy and corporate identity manual

Review of communication strategy and corporate identity manual

Review of communication strategy and corporate identity manual

Achieve scores of 4 on each MPAT area

MPAT results with overall score not less than 4, 90% of scores at level 4



An average of 21 new policies developed and existing policies reviewed annually, based on a rolling policy plan

21 policies to be developed/ reviewed and implemented




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Strategic Objective Strategic Plan Target Medium Term Targets

7 2015/16 2016/17 2017/18Efficient and effective fiscal, infrastructure and human resource planning and management monitored on a quarterly basis to support the sustainability of the institution

The reduction in the average number of days taken to collect outstanding debts to 60 calendar days by 2019/20

Average of 60 days for debt collection



Reduced percentage vacancy rate in NSG to 8% by 2019/20

Reduce the vacancy rate 10% by financial year-end

Reduce the vacancy rate to 8% by financial year-end

Reduce the vacancy rate to 8% by financial year-end

Implementation of enterprise architecture plans; monitor and review ICT Disaster Recovery Plan Review plan for additional facilities




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No

Strategic Objective Strategic Plan Target Medium Term Targets

8 2015/16 2016/17 2017/18Co-ordinate the utilisation of donor funded resources and international co-operation agreements towards improving human capacity development

The objective is to ensure that there is effective co-ordination of donor funded resources in supporting the performance of the NSG as well as international co-operation agreements with the NSG.

Facilitate 3 bi- and multilateral programmes Monitor the utilisation of donor resources against approved projects and progress reports



Thank you

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Documents

Briefing to the Portfolio Committee on Public Service and Administration NSG Strategic Plan, Annual Performance Plan and Budget 21April 2015