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This briefing provides an overview of the National School of Government's strategic plan, annual performance plan, and budget for the year 2015/2016. It includes information on the legislative mandate, revisions to the mandate, alignment to national priorities, and key features of the NSG's business model.
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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
Strategic Overview Legislative Mandate • 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 • 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, • 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). • 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. • 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 • 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 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)
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 ofGovernment 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,
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 development • Internal processes for quality assurance and programmes’ accreditation processin 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 courses • 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
Situational Analysis Summary of Programmes • 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
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 Review of strategic goals following the launch of the NSG
Training Outreach Training Streams, Historic Performance Trends and Annual Targets
ResourcesCurrent Budget Forecast – Revenue Generation 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
Budget Programme Structure of the NSG 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
Resources Programme Structure and current capacity (31 March 2015)
