portfolion committee of ARTS and culture pansalb PRESENTATION 06 TH November 2012

portfolion committee of ARTS and culture pansalb PRESENTATION06TH November 2012

Outline • Background • First 30 days • Turnaround Implementation • Conclusion

Background • The Minister in the Department of Arts and Culture (DAC) the Honorable Mr. Paul Mashatile, after dissolving the Board of Directors of Pan South African Language Board (PanSALB), appointed Mr. M Zwane as a Caretaker Chief Executive Officer (CCEO) with full executive powers of both the Board and the Executive. • This presentation is a summary report on the PanSALB turnaround as implemented by the Caretaker CEO, Mr.. Zwane. • This presentation, besides providing progress feedback, seeks to introduce the revised strategic direction that informs the turnaround strategy and the 2013 to 2017 long-term strategy of PanSALB.

First 30 Days • At the onset of his engagement the CCEO appointed Ntumba and Associates Consultants (the Team) as independent arbiter to assist him in the process of implementing the intervention. • The focus during the first 30 days was to conduct a detailed situational analysis, which incorporated document review, information gathering and verification and one on one interviews. • During this phase there were also specific interventions implemented. A summary of these is listed in the next slide

First 30 Days – cont. • Employee Engagement • Stakeholder Engagement • Additional Achievements • Skills audit conducted for all Head office staff; • Expenditure committee set up; • Engagement with the Auditor General; • Implementation of initiatives that address the Auditor General findings; • Forensic audit of the Legal Fees; • Review and alignment of all contracts; • Alignment of the structure to address redundant positions; • Alignment of the structure to address corporate governance deficiencies identified; • Appointment of Executives.

Turn Around • The PanSALB turnaround strategy (TS) is intended to ensure that the organisation effectively discharges its mandate. The Turnaround strategy sets a foundation for PanSALB readiness to implement their 2013/14 to 2017/18 strategy. • The Turnaround Strategy (TS) adopted by the CCEO and the Team is broken into three phases i.e. • first sixty days – stabilisation of the organisation; • turnaround – put the organisation in the right operational mode; • long term – implementing a PanSALB strategy in line with national treasury guidelines to deliver on the mandate.

Turnaround – Stabilisation Phase • The first thirty days and stabilation phase was intended to grab the organisations attention to stabilise operations by stopping the bleeding, establish the turnaround strategy action plan, and develop a comprehensive stakeholder engagement plan. • The following initiatives were commenced to arrest the negative direction of the organisation: • Stop the bleeding by monitoring payments, reviewing contracts, conducting forensic investigations; • Close the skills gaps by conducting commencing the organisational structure review, conducting a skills audit to determine the organisational capacity to deliver, placement of Executives and skills in critical position, and reorganizing the office layout in order to ensure increased efficiency and productivity; • Engage stakeholders to obtain their buy-in in the journey going forward; • Develop a strategy to guide the PanSALB operations over the next five years.

Turnaround – Revised PanSALB Strategic Direction In the preceding process a strategy workshop was conducted and culminated in the development of a strategic direction for PanSALB. This was adopted as a guide to the turnaround strategy and the future strategy of PanSALB. The Vision • A nation that acts intentionally about its mother languages / tongue The Mission • To provide language products and services that lead to equitable use of all South African languages including Khoe, Nama & San Languages and Sign Language, with a special emphasis on languages that were previously marginalised. This will be achieved by developing, preserving, promoting, protecting language rights, and fostering respect for other Languages.

Turnaround – Revised PanSALB Strategic Direction The Strategic Theme • The strategy of PanSALB is focused on growing the number of people who prefer the use of mother tongue while multilingual Predetermined Strategic Objectives The PanSALB strategy has adopted the following Strategic Objectives: • Ensure the sustainability of PanSALB; • Deliver language products and services that create a conducive environment; • Build PanSALB capability; • Create an effective service delivery Infrastructure; • Create awareness of language use.

Turnaround – Aligned Organisational Structure • In line with the newly developed Turnaround strategy and the draft 5 year MTEF strategy the current PanSALB organisational structure was reviewed and aligned to ensure that it does not only enable the delivery of the strategy but also addresses all concerns that came form the Resolve Group report and Auditor General concerns and opinions. • The newly aligned organisational structure ensures that there is adequate balance between the core mandate of PanSALB and support functions. The functions the newly aligned structure are listed in the following slide:

Turnaround – Aligned Organisational Structure • Office of the CEO – Strategy, Monitoring and Evaluation, Revenue Generation, Stakeholder Engagement; • Language Services – Delivery of language products and services that create a conducive environment (Lexicography, Language Framework, Language in Use, Language Technical Support and Provincial Coordination and Operations); • Legal Services - Linguistic Human Rights and Corporate Legal, Board Support and Governance; • Finance – Financial Management, Accounting and Supply Chain Management; and • Corporate Services – Communications, Promotions and Stakeholder Management, Human Resources Management, ICT.

Turnaround – Establishment of the Tribunal In terms of Section 11 Of the PanSALB Act of 1995 as amended, the Board has powers to establish a body to deal with language violations. To date the following has been achieved; • Public nomination of commissioners has been finalised; • Nominations from other Chapter 9 institutions (e.g. HRC, NHC, etc.) and stakeholders has been initiated; • Operating procedure are currently being finalised; • Tribunal Manager has been appointed; • The Tribunal is scheduled to be launched in January 2013.

Turnaround - Governance and Reporting To date the following reports have been produced; • 30 day report detailing organisational analysis findings, recommendations and immediate implemented actions was developed and presented to DAC; • 60 day report detailing progress on implementation of some of the 30 day report recommendations and the 12 months Turn around strategy was developed and presented to DAC; • An executive summary progress report was submitted to the DAC at the end of September; • A forensic report that includes investigation into the Legal Fees has been completed and submitted to DAC;

Turnaround - Governance and Reporting • The 2012 Annual Report has been completed and submitted to DAC; • Quarter Two Report with an explanation for unsubmitted Quarter One Report; • The AG regulatory audit has been completed and PanSALB has averted a Disclaimer and ended up with a Qualified Audit. The organisation has enjoyed constructive on-going engagement with the AG wherein even in the finalisation of the Annual Report AG staff provided valuable input and support; • Internal controls have been developed and implemented.

Turnaround – Policies and Procedures The Executives have put a lot of effort in reviewing and devloping policies in line the Turn around strategy. The following policies have been developed and approved: • Finance – • Travel and Subsistence Allowance; • Cellphone and 3G card; • Procurement of Goods and Services; • Delagation of Authority; • Newly developed Standard Operating Procedures for Finance and SCM are currently being utilised.

Turnaround – Policies and Procedures • Human Resources- • Recruitment and Selection; • Job Evaluation; • Overtime; • Employee Relations; • Leave; • Conditions of Service; • Employee Wellness; • Internship, Leanership, Bursaries; • Employee Performance Management and Development. The rest of the HR policies are in final draft and in the process of consultation with the union. They rest will be approved by the 30 of November subject to the Management Union consultation session.

Turnaround – Implementation of the Strategy • The first draft of the Five Year MTEF strategy was submitted to the DAC on the 20th August 2012. The process of refining this document and developing specif initiatives for all the programmes is currently underway; • This process includes development of performance measures in line with the Auditor General requirements; • The next submission is in November and the final is at the end of January 2013.

Turnaround – Implementation of the Structure The organisational structure implementation is underway with the following milestones; • Presentation of the structure to the following structures; union, Exco, Manco, Head Office staff, Provincial Staff, PLCs, NLUs and NLBs • Consultation with affected employees; • Assessment of affected employees; • Confirmation of current staff into the new structure; • Advertising of critical vacant positions; • Signing of performance agreements with Head Office staff.

Turnaround – Implementation of the Structure The roll out of the following activities is underway: • Signing of performance agreements for provincial staff; • Roll out of the Skills audit to the provinces; • Selection and appointment for the advertised position; • Skills Audit feedback to the Head Office staff and incorporation of the information into the Individual Personal Development Plan; • Confirmation and placement of affected employees; • Development of Linguistic Human Rights and Language processes and standard operating procedures; • Grading of all the positions in the structure; • Internal and external salary benchmarking; • Development and implementation of a remuneration strategy.

Turnaround – Employee and Stakeholder Engagement • The CCEO and his Executives continue to engage and share information with the employees. This is done in the form of Head Office monthly staff meetings held on the last Friday of the month. The provincial staff are currently being covered through the provincial visits that the CCEO and his Executive team undertook during the months of September and October 2012. • A management union monthly meeting has been instituted with two meetings held already. It is in this forum that management discusses the implementation of the Turn around strategy and any other issues that the union puts on the agenda.

Turnaround – Provincial Visits During the months of September to October the CCEO accompanied by the Executive Team visited all PanSALB Provincial offices. The purpose of these visits were as follows; • Provide the PanSALB provincial structures and operations with feedback and obtain their input on the Turnaround Strategy and the PanSALB 2013 – 2017 Strategy; • Obtain input through a consultative process from all PanSALB structures; • Conduct an analysis of the status of the provincial offices and their ability to deliver on the PanSALB mandate; • Present the realigned PanSALB organisational structure;

Turnaround – Provincial Visits • Engage all PanSALB provincial stakeholders with a view of bringing them up to date with developments, progress made and future plans. • To establish relationships with the stakeholders in the provinces; • Establish provincial language stakeholder forums. • Foster cooperation and synergistic working relations among all provincial based PanSALB structures

Turnaround – PanSALB Structures Workshops • As part of the implemntation of the Turn Around strategy and finalisation of the PanSALB 2013 – 2018 together with the APP workshops with all the PanSALB structures are underway; • The NLU workshop was held on the 22nd October 2012; • The NLB workshop washeld on the 05th November 2012; • the PLCs together with Provincial Managers workshop will be held on the 08th November 2012; • The aim of the workshops is to develop and finalise the APP and the operational plans.

Conclusion • The turnaround strategy is intended to build PanSALB readiness to effectively discharge on its mandate as outlined in the long term 2013/14 to 2017/18 strategy. • The turnaround strategy (TS) is centred on the implementation of predetermined strategic objectives that are common to the TS and the long term strategy. (2013/14 to 2017/18). This will enable continuity and alignment with National treasury guidelines for strategy implementation. The three phase turnaround process, viz. first thirty days, stabilasation phase,turnaround, and long term, has commenced.

Conclusion • This process has delivered the following benefits i.e. an understanding of the problem, halted unnecessary expenditure, appointment of key personnel and optimised structure. • These benefits will be able to bring about the much needed change and continue to turnaround the focus of the organisation to deliver.

Thank You

portfolion committee of ARTS and culture pansalb PRESENTATION 06 TH November 2012