Prof. LS Mollo, Principal: NSG 10 September 2014

1. NSG Programmes, Projects and Collaboration with other relevant institutions: A presentation to the Portfolio Committee on Public Service & Administration Prof. LS Mollo, Principal: NSG 10 September 2014

2. Purpose • The purpose of the presentation is to: • Provide a background to the establishment of the National School of Government • Provide and overview on NSG state of readiness to deliver on its mandate • Provide an overview of the NSG programmes and projects • Provide a synopsis of collaboration with relevant institutions in fulfilling its core mandate of training and development in the public service

3. BACKGROUND

4. Background Constitutional Mandate • The Constitution (1996) is the cornerstone of our democracy and an embodiment of our nation’s aspirations towards building a society that we can all be proud of. • The principles and values of public administration enshrined in our Constitution form the basis for public service interaction with society in delivering services to the citizens of the country. These principles and values must also be inculcated into the value system of our public servants, in particular through capacity development initiatives. • Emanating from section 195 (principles and values of public administration), several policy frameworks were developed in support of training and development • Some of these include the White Papers targeting the public service

5. Background Current 2008-2013 1999-2008 1994-1999 CORE BUSINESS OF TRAINING AND DEVELOPING PUBLIC SERVANTS

6. Background Legislative Mandate • 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 legislation 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.

7. State of Readiness

8. State of ReadinessCurrent Business Model of the NSG The business model of the institution has the following elements: • Fully accredited public service training provider (02/2014 – 03/2016) • In-house training needs analysis process and curriculum design and development • In-house quality assurance and accreditation process • In-house training logistics and training records management process in liaison with accrediting bodies • In-house 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 • Curriculum Framework in place • 146 Courses available, combining accredited (104) and non-accredited (42) courses • eLearning strategy and platform in place • Cost-recovery approach to training delivery and revenue managed through a Training Trading Account (TTA), Transfer funds from the National Treasury and donor supported projects • Strengthening back office support and improving ICT systems to support training activities

9. State of ReadinessCore Focus Areas and Partnerships • Roll-out of training in the streams of - • Induction, • Administration, • Management, and • Leadership. • International capacity building interventions • 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.

10. State of ReadinessCurrent Organisational Structure

11. State of ReadinessCurrent Organisational Structure

12. State of ReadinessCurrent Funding Model of the NSG Financial Status Aligned to Performance Imperatives for 2014-15 • NSG partially funded through the national budget appropriation process, additional budget raised through revenue collected from payments made by departments upon their officials completing training • Budget process has to projected revenue collection , informed by anticipated number of persons to be trained and courses mix uptake ( don’t fully cover costs for all courses) • Trading account use to manage revenue collected is approved by the National Treasury, • Training fees charged by the School are also approved in concurrence with the NT • Government departments use funds from their training budgets, though not directed to use NSG for training except for induction and partnership programmes with the NT • The trading account is used for the training delivery and management, marketing, curriculum development, research, monitoring and evaluation and part- payment of salaries for staff responsible for these line functions ( Notable is that no revenue is collected for some of these activities)

13. State of ReadinessCurrent Funding Model of the NSG Financial Status Aligned to Performance Imperatives for 2014-15

14. State of ReadinessCurrent Funding Model of the NSG Financial Status Aligned to Performance Imperatives for 2014-15 Cost-recovery approach to training delivery and revenue managed through a Training Trading Account (TTA) Trade Account Revenue based on the cost recovery model i.e. expected revenue to be raised from course fees

15. Programmes, Projects, and Collaborations

16. Expert Advanced Intermediate Introductory Programmes, Projects, and Collaboration • Learning and Development Framework The Framework allows for programmes to be categorized according to target groups (administrator, supervisor, junior, middle or senior manager) or levels of competency (introductory, intermediate, advanced and expert). The core competencies are as follows: (1) Financial Management; (2) People Management and Empowerment; (3) Programme and Project Management; (4) Strategic Capability and Leadership and (5) Change Management

17. Programmes, Projects, and Collaboration • Learning and Development Framework

18. Programmes, Projects, and Collaboration • Induction Training • All newly appointed employees on the Compulsory Induction Programme (CIP) – (5 Module 1-year long accredited programme of 26 contact days delivered in a blended mode by fulltime employees from departments) • programme regulated by Ministerial Directive:2012 linking probation and pay progression of new employees. • SMS Induction /Wamkelekile (isiXhosa word for Welcome!) (A 2-day course) • Annual Induction Consultative Workshop (inclusive of all Provincial & Sectoral Academies, 9 provinces and 45 National Departments) as well as Trainer Networks. The names and thematic areas for each Module: Module 1: Understanding your Constitution and your Governments’ mandate;Batho Pele Principles and overview of the entire programme. Module 2: Working the Service Delivery System and Public Administration process; fundamentals of democracy. Module 3: Being an ethical, honest and considerate public servant; Diversity, Gender matters, Anti corruption. Module 4: Building good people relationships. Module 5: Understanding the financial processes of government.

19. Programmes, Projects, and Collaboration • Induction Category • Unemployed graduates – Breaking Barriers to Entry in the Public Service (5 day course in partnership with NYDA, DOD and Rural Development in support of NARYSEC). • in 2014/15 financial year more than 3000 rural unemployed graduates benefited in the NSG joint initiative with the Department of Rural Development and Land Reform undergoing Breaking Barriers to Entry Programme.

20. Programmes, Projects, and Collaboration • Administration Training • Training which advance the Anti-Corruption, Service Delivery (Batho Pele) and Gender Mainstreaming frameworks and policies of the public service – key partners and departments are the DPSA, Ministry for Women, Gender Commission and Justice & Corrections. • Key programmes • Project Khaedu (Cabinet-sanctioned coal-face intervention for SMS and Middle managers) • Anticorruption course for practitioners • Excellent Customer Care for Frontline Staff, • PAJA; PAIA • Gender Mainstreaming Programme (GMP) • Office Administration Skills for Supervisors • Designing Service Delivery Improvement Plans for departments.

21. Programmes, Projects, and Collaboration • Management Training • Training which advances the Financial Management Capacity Building, Job Access, Managing Disabilities, HRM& D, M&E frameworks and policies of the public service – key partners and departments are the National Treasury, Competition Commission, Auditor General, OPSC, DPSA and DPME. • Key programmes • Risk Management and Audit; SCM, Municipal Financial Management Programmes (25 Modules) • Disability Management in the Public Service; PILIR; • Designing HRD Plans, • Monitoring and Evaluation Programme (7 Module Skills Programme) • Combatting Bid-rigging in the Public Service, • Office Administration Skills for Supervisors • The Financial Management Capacity Building Framework was started in 2008 with NT where joint design and development of programmes occurred. NT off-loaded some of its programmes to NSG to roll-out while setting norms for trainers (e.g. SCoA; Inventory, Logistics Management). • Other partners for Management Training : IPM (Institute of People Management); SAMEA (South African Monitoring and Evaluation Association); PSETA (registering trainers).

22. Programmes, Projects, and Collaboration • Leadership Training • Training which advances the • SMS Handbook in the public service – OPSC and DPSA as key partners. • Key programmes • Foundation, Emerging, Advanced and Executive Development Programmes • Mentoring and Coaching for Senior Managers, • Innovation in the Public Service. • Certificate, Advanced Programme, and Post Graduate Diploma in Governance and Leadership. • Leadership Seminars and Roundtables • Legislatures Capacity Building Programme (LCBP) – Speakers Forum as key partner. • By December 2014, approximately 190 MPLs and MPs will be completing post graduate diploma qualifications in Governance and Leadership

23. Programmes, Projects, and Collaboration • Training roll-out SLAs currentlywith - • The PSTF (Public Sector Trainer’s Forum) • Which is a network of over 1000 HRD officials across all spheres of government contributing to theory and practice for public service human resource management and training and development through - • Provincial workshops, • Annual Conference also attracting contributions from other MDIs (Management Development Institutes) from the African Continent, UK, India, Korea etc. – 17th Forum Conference planned for 24-26 November 2014. • Trainer Awards of Excellence are presented in this conference.

24. Categories of Training Providers * For Training of Trainers; **Fulltime employees in provinces and departments

25. Training Roll-out

26. International Programmes, Projects, and Collaborations • Focus: International strategic partnerships aligned to South Africa’s international relations policy framework with focus on capacity building initiatives in South Africa and the African continent • Value Add: Connects the NSG to the global village of knowledge institutions to benchmark public service practices and knowledge access through learning exchange programmes • Resources: Programmes implemented through Overseas Development Aide (ODA)/ bi-and multilateral agreements – Funds channelled to NSG through NT / procurement done by Donor. Funds received form part of the audited accounts for NSG • Nature of Projects: Following are examples of current and recently completed projects and partners; • Regional Capacity Building Programme (Supporting Management Development Institutes (MDIs) in S.Sudan, Burundi, Rwanda) funded by CIDA (Canadian) • Training Courses and workshop seminars funded by S.Korean and French Governments • Participating in AU CAMPS service champions and regional research projects through the AMDIN network funded by UNDP • Technical assistance for NSG projects implementation, primarily from GIZ and EU

27. Critical Issues for Consideration Impacting on our state of readiness • The carry-over of the PALAMA business model into the NSG means that the institution continues to operate on a cost-recovery and outsourced delivery model. This impacts on the ability to introduce strategic shifts to result in the desired state moving from PALAMA to the NSG • Stronger emphasis and alignment of programmes to the National Development Plan and MTSF outcomes as well as other compulsory programmes will ensure that government departments are being trained in line with the government imperatives and developmental agenda, however, this requires additional resources for NSG as new programme areas are being introduced • Implications of the enactment of the PAM Bill will expand scope for NSG to also train in local government, currently only selective training programmes are offered to this sphere of government based on partnership programmes ( ODA partners, NT, Dept of Cooperative Governance). • Implications of the enactment of the PAM Bill may also impact on the legal form of the NSG and therefore its business and funding model

28. Thank you