Executive Development Programme (EDP): Curriculum Management and Leadership Development

1. Curriculum Management BranchCadre and Leadership Development (C&LD)EXECUTIVE DEVELOPMENT PROGRAMME (EDP)

2. The Executive Development Programme (EDP) Accreditation of the EDP Curriculum and material development Facilitator selection, approval and executive training Cadre and Leadership Development Overview

3. Curriculum Management BranchCadre and Leadership Development (C&LD)EXECUTIVE DEVELOPMENT PROGRAMME (EDP)

4. Aim of the Executive Development Programme (EDP) The Executive Development Programme is a professional development programme, aligned to the Senior Management Service (SMS) Competency Framework. It aims to equip senior managers with the knowledge and skills required to perform effectively in their day-to-day operations in a democratic, developmental state. Entry requirements Applicants must: Be a senior manager in the South African public sector with a minimum of three years managerial experience; Be in possession of at least a three year qualification to obtain entry into the 6 Core modules of the EDP; Be in possession of a B-degree in order to pursue admission into the Masters degree in Public Administration (MPA); Have submitted an EDP Application document and certified copies of required documentation. The Executive Development Programme (EDP)

5. Interviews with Ministers, Directors-General and public sector senior managers Desk-top research: Best practice African and international honours and masters management and leadership development programmes South African public sector context: Democratic, developmental state Senior Management Services (SMS) Competency Framework SMS Competency proficiency level toolkit Research identified 10 areas for public sector Senior Management Services professional development The Executive Development Programme (EDP)

6. The Executive Development Programme (EDP)

7. The Executive Development Programme (EDP) Strategic Planning & Management (SP&M) Communication and Customer Focused Strategies (CCFS) Finance Management & Budgeting (FM&B) Leading Change (LC) Research Methodology for SMS in the public sector (RM) Strategic Human Resource Management (SHRM) Leadership for Good Governance (LGG) South African Economy in a Global Context (SAEGC) Policy Formulation and Implementation (PFI) Programme and Project Management (PPM)

8. 4 Regions and Consortia of Higher Education Institutes: Northern region: North-West University Consortium University of Johannesburg; University of the Witwatersrand Mpumalanga, Limpopo and Gauteng province Central region: North-West University Consortium University of the Free State; University of KwaZulu Natal; Central University of Technology; Durban University of Technology North West, Free State and KwaZulu Natal Southern region: Nelson Mandela Metropolitan University Consortium University of Stellenbosch; Cape Peninsula University of Technology Northern Cape, Western Cape and Eastern Cape National region: Vaal University of Technology Consortium University of the Witwatersrand; University of Stellenbosch; Central University of Technology; Durban University of Technology; Tshwane University of Technology All national departments The Executive Development Programme (EDP)

9. The Executive Development Programme (EDP) Summative assignments assessed and moderated – results available online Formative assignments assessed – results available online Discipline solutions to the learner’s selected organisational strategic challenge is researched Upload organisational strategic challenge onto e-Platform e-Platform Forums, academic journal articles, video clips, e-library, results, URLs, strategic challenge database, assignment archive Research, interpretation, application * Orientation session Identification of a strategic challenge 3. Formative assignment Upload onto e-Platform 4. Summative assignment Upload onto e-Platform 2. Contact session Group assignment (Research, interpretation, application) 3 days EDP methodology: Research, interpretation and application EDP approach: Blended approach = Contact sessions and e-Platform

10. Assignments and assessments: Group assignment (presentation on the third day of each contact session) Formative assignment (submit online) Summative assignment (submit online) Assessments (online – track changes) Moderation (quality assurance) Results are made available online (strictly confidential) Results are reported to departments via final EDP report The Executive Development Programme (EDP)

11. The Executive Development Programme (EDP) Government Programme of Action NWU Project Office G&A Cluster Pool of approved facilitators NMMU Project Office PALAMA Project Office VUT Project Office EDP Client Base Nat depts Prov depts Local govt Northern Region Central Region I MP L EME N T A T I ON Southern Region National Region Academic discipline specialists Practitioner discipline specialists

12. Learner support: Project offices: PALAMA and the three lead Higher Education Institutes Electronic Learning Administrators (ELAs) Module coordinators Module contact session facilitators e-Help desk Study leaders: Research Methodology for SMS in the public sector The Executive Development Programme (EDP)

13. The future of the EDP The Executive Development Programme (EDP)

14. EDP is academically and professionally sound It enables SA public sector senior management EDP learners get to appreciate global and national force fields DPSA Core competencies are included Process competencies are embedded in the EDP modules EDP methodology supports both academic and professional skills development EDP support professional skills enhancement in the political and economical dimensions of a developmental state but competence initiatives in the social dimension could be enhanced The Executive Development Programme (EDP)

15. A clear and thorough understanding of the Developmental state landscape, inclusive of the unpredictability and instabilities that the landscape offers could be incorporated into the programme Such knowledge would concretise an ability amongst senior managers to continuously seek innovative solutions within dynamic circumstances – always with citizens best interest at heart The Executive Development Programme (EDP)

16. To instil aspects such as: societal challenges, characteristics and transformation, elements of sociology, implementation of a socio-political and socio-economic infrastructure, socio-cultural issues, the facilitation of public policy communities, enabling various forms of citizen participation and access to information and services, as well as the facilitation and management of social capital and equality may enhance the professional competence of public sector senior managers to achieve South Africa’s Millennium Development Goals. The Executive Development Programme (EDP)

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18. Curriculum Management BranchCadre and Leadership Development (C&LD)EDP:ACCREDITATION

19. Accreditation of the EDP • The EDP is currently accredited through 4 South African Higher Education Institutions: • Nelson Mandela Metropolitan University (NMMU) • North-West University (NWU) • Vaal University of Technology (VUT) • Tshwane University of Technology (TUT)

20. Accreditation of the EDP

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22. Curriculum Management BranchCadre and Leadership Development (C&LD)EDP: CURRICULUM AND MATERIAL DEVELOPMENT

23. Curriculum and material development • 2. Module report submitted to PALAMA: developed / upgraded / customised • 1. Approval of Project team ToR, Contracts • 3. Module report is approved and development commences Palama IIC Academic discipline specialists Public sector Practitioner discipline specialists • 4. Module is developed / upgraded / customised and submitted to PALAMA for approval • (Quality assurance process) 7. Facilitator / LREQ are considered to support next upgrade 6. Module is facilitated to EDP learners 5. Editing and desktop publishing (Quality assurance process)

24. The EDP offers: 2 Full qualifications (Postgraduate Certificate in Executive Leadership and a Masters degree in Public Administration) 10 Credit bearing certificates The EDP is accredited through the Senates of each Higher Education lead institution As the programme expand, participating universities will accredit the EDP Not more than 50% of each module’s content may change during customisation or upgrade The EDP course material is on National Qualification Framework (NQF) Levels 8 & 9 Equivalent to Honours and Masters programmes Council on Higher Education (CHE) Curriculum and material development

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26. Curriculum Management BranchCadre and Leadership Development (C&LD)EDP: FACILITATOR SELECTION, APPROVAL AND EXECUTIVE TRAINING

27. Facilitator selection, approval and executive training • Facilitator selection • PALAMA exercises internal quality measures when EDP facilitators are appointed • PALAMA places high expectations on EDP facilitators as they engage in a number of activities such as online communication with EDP learners, facilitation, assessment of assignments, module coordination (in selected instances), study leaders amongst others • The process entails: • - Individual facilitators are proposed by Higher Education lead institutions in all ten disciplines, in all four regions • PALAMA approves proposed facilitators that adheres to a per-determined criteria • Approved EDP facilitator’s information are released into a ‘pool of facilitators’ from which lead Higher Education Institutions may select for the facilitation of EDP modules in a particular region

28. Facilitator selection, approval and executive training • The pre-determined criteria entails: • Academic background • The proposed facilitator should have a Masters or PhD as academic qualification to facilitate on the EDP • Public sector experience and exposure • The proposed facilitator should be able to display an in-depth public sector knowledge; • The proposed facilitator should have facilitated interventions in the particular discipline in the public sector; and • The proposed facilitator should be informed of all the latest public sector developments in their field/s of expertise

29. Facilitator selection, approval and executive training • The pre-determined criteria entails: • Experience as executive facilitator • The proposed facilitator should be able to provide evidence that s/he has facilitated interventions to senior management in the public sector • Subject knowledge • The proposed facilitator should display an in-depth subject knowledge through which s/he can facilitate a particular discipline an advice EDP learners in terms of strategic solutions, a variety of applicable models and frameworks as well as additional reading material amongst many other supportive tools • Equity measures • The ‘pool of facilitators’ should be representative of the larger South African population

30. Facilitator selection, approval and executive training • Executive training: • PALAMA provides executive Training of Trainer interventions through which approved EDP facilitators: • - are exposed to PALAMA facilitator requirements; • - ‘Getting to know Government’ • - are exposed to adult learning principles (Andragogy); • - Case study development; • - Story telling techniques and approaches; • - International best-practice • - Focus group expectations

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32. Curriculum Management BranchCADRE AND LEADERSHIP DEVELOPMENT

33. Public sector cadre development programme; Ethics, anti-corruption and administrative justice training; Management and leadership development; Breaking barriers to Public Service employment; Human, financial, project and programme management; Building the capacity of public servants to implement programmes through skills development and deployment to the coal face of service delivery; Frontline and support staff training; Support local government turn-around strategy through training; Monitoring and evaluation training; and Continental and international capacity building. The Minister for Public Service and Administration’s 10 priorities

34. C&LD: Developing managers who care, serve and deliver Skills, knowledge and competence Ability Commitment, culture and ethos Will PERFORMANCE Space A supportive institutional environment I want to! I can! • Organisational culture and ethos define the ways things are done: • norms to support delivery • supportive leadership • value driven delivery • Building knowledge and skills through: • skills development • training • networks • research • sharing knowledge • education I am allowed! Formal and informal authority, structures, regulations enable or limit participation and engagement to move beyond policy to practice.

35. C&LD: Developing managers who care, serve and deliver Functional at work: Management development – providing the core skills for effective management of government services Responsive to/at work: Developing responsible leadership by understanding the bigger impact of decisions and cultivating good judgement Ready to work: Induction and action learning Performing at work: Doing what needs to be done to ensure delivery Relevant at work: Continuing professional development to keep updated on new approaches, research and information

36. C&LD: Conceptual areas of work • To design, develop and maintain a leadership pathway for the public service through leadership development programmes for entry, junior, middle, senior managers, political principals at local, provincial and national level. • To provide opportunities for middle and senior managers to be accelerated to senior levels through relevant accelerated development programmes • To provide real time learning interventions, and networking opportunities for senior managers and political principals in an innovative, high impact manner • To ensure cadre development at all levels in all spheres through induction and cadre development courses

37. C&LD: Leadership Development Pathway C A D R E S H I P D E V BREAKING BARRIERS TO ENTRY

38. C&LD: Leadership programmes and interventions

39. C&LD: what do we do • Empower junior, middle and senior managers and executives as leaders who can direct people, processes, and institutions to deliver • Design and development of course materials • Coordination of programme rollout • Course logistics and administration • Coordinate and integrate providers and partners to meet needs with quality • Undertake research to ensure best practice and impact • Quality assurance • Certification of successful learners

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