Intro

1. Briefing by PanSALB on 2006/07 Annual Report Hearings Mrs Ntombenhle Nkosi; Chief Executive OfficerTuesday, 06 November 2007Arts and Culture Portfolio CommitteeParliament, Cape Town

2. Intro Legislative Mandate • The Pan South African Language Board (PanSALB) was established in 1995 in terms of the PanSALB Act 1995 as amended in 1999 and other enabling Acts.

3. Intro The powers and functions of the Board are to: • (a) Make recommendations with regard to any proposed or existing legislation, practice and policy dealing directly or indirectly with language matters at any level of government, and with regard to any proposed amendments to or the repeal or replacement of such legislation, practice and policy; • (b) Make recommendations to organs of state at all levels of government where it considers such action advisable for the adoption of measures aimed at the promotion of multilingualism within the framework of the Constitution;

4. Intro The powers and functions (cont.) • Actively promote an awareness of multilingualism as a national resource; • (d) Actively promote the development of the previously marginalised languages; • (e) Initiate studies and research aimed at promoting and creating conditions for the development and use of (i) all the official languages of the Republic; (ii) Khoe and San languages and (iii) South African Sign Language; • (f) Promote and ensure respect for all other languages commonly used by communities in South Africa;

5. Intro The powers and functions (cont.) • (g) Advise on the co-ordination of language planning in South Africa; • (h) Facilitate co-operation with language planning agencies outside South Africa; • (i) Establish Provincial Language Committees and National Bodies to advise it on any language matter affecting a province or a specific language; and • (j) Establish National Lexicography Units to operate as companies limited by guarantee under section 21 of the Companies Act, 1973 (Act 61 of 1973); and allocate funds to the units for the fulfilment of their functions.

6. Intro Vision • To achieve the equal status and use of all official languages of South Africa Mission • To provide for the recognition, the promotion and the development of all South African languages, with particular attention being given to those languages that were previously marginalized Values • Respect for all languages in South Africa • Equal treatment of all languages in South Africa • Non discrimination on the basis of language

7. Purpose • Create conditions for; • Multilingualism by developing and promoting equal use and status of all official languages • National unity and respect for the Bill of Rights as it pertains to respect and cultural tolerance of all languages and restoration of dignity of formally marginalised languages

8. Purpose • See to the Implementation of; • Language policies at all levels of government • Language development plans, projects and initiatives • Appropriate research in support of language development • All measures meant to protect and support Constitutional democracy with respect to language

9. Purpose • Be agents of change by; • Promoting public dialogue to change mindsets and attitudes to language • Promoting the value of indigenous languages • Monitoring the application of language legislation • Advising government on linguistic matters

10. Overview of Past Performance • In pursuant of the vision and mission and being informed by the PanSALB Act, the Board has established the following structures, namely, • 13 National language Bodies representing each of the 11 official languages, San, Nama and Khoe and Sign Languages; • 11 National Lexicography Units and 9 Provincial Language Committees. These structures are tasked with different responsibilities. For example, the National Language Bodies focus on the development of each official language, as well as Khoe, Nama and San languages, Sign languages in terms of standardizing through verification and authentification, developing and promoting these languages’ literature and addressing language in education matters.

11. Overview of Past Performance cont… • Provincial Language Committees on the other hand, are responsible for status planning, linguistic right mediation and protection against linguistic violation. In this regard PanSALB has held a number of hearings on behalf of individuals and groups whose language rights have been violated. Provincial language Committees also advice MEC’s and government departments in terms of language matters. For example, we expect government departments, by now to have implemented the National Language Policy Framework of the National Language Services, but not all departments have set up language units within their sections, this in our view a blatant violation of citizen’s rights. The concomitant result of this neglect to institute these language units has caused unwarranted suffering of the ordinary South African citizens. • PanSALB welcomes the National Cabinet’s announcement of the 24 July 2007 that compels all government departments to set up Language Policy Units. This is the step in the right direction given what has been alluded to above.

12. Overview of Past Performance: PanSALB Structures • National Language Bodies (NLB) are now operating within our Provincial Offices • Senior Languages Practioners operating within the Provincial Offices

13. Overview of Past Performance PanSALB Structures: Provincial Language Committees’Advice to MECs • All 11 PLCs gave advice to MECs and to Departmental Officials regarding: • their obligations to the development & implementation of language policies • reconstitution of PLCs where their term of office have expired

14. Overview of Past Performance PanSALB Structures: PLC Advice cont… • PanSALB regrets the lack of positive response by some Departmental officials, and provincial legislatures in this regard which leads to delays in establishing new PLC structures e.g • Eastern Cape is without the PLC for the past 4 years • North West PLC should have been in place in March 2007 • Gauteng PLC should have been in place in March the interim will operate as from the 1 Nov. 2007 • In KZN there is an interim PLC operating while the MEC is finalising the reconstitution process

15. Overview of Past Performance PanSALB Structures: National Lexicography Units • PanSALB challenge to control NLU as they operate as section 21 companies • The qualification PanSALB got on the basis of failure to submit audited financial is evidence of this challenge • Steps taken by PanSALB with relevant institutions

16. Overview of Past Performance PanSALB Structures: Corporate Services –Human Resources • PanSALB is pleased to report on HR in this financial year • Staffing issue is being addressed eg work shop held during 28-29 March to address low morale issue • Appointment of professional services to overhaul the HR processes

17. Past Spending Patterns • The administrative functions of the Board are performed by staff appointed and managed by the Chief Executive Officer who is accountable to the Board. • The budget of PanSALB has shown some growth over the past five years from R19 521 934 over the 2002/2003 financial year to R39 095 000 for the 2006/2007 financial year. The allocation for the 2007/2008 financial year is the amount of R43 600 000 with a further R47 112 000 allocated for 2008/2009.

18. Past Spending Patterns (cont.) • A breakdown of PanSALB’s budget in the past few years demonstrates an upward trend in salary spending patterns, particularly moving from 21.55% in 2003 to 30.23% in 2006 at the PanSALB Head Office and the Provincial Offices. • As far as direct spending on the core business is concerned, an average 47.62% over the past five years was dedicated to this expense. The biggest chunk, 36.53%, went to the National Lexicography Units which are charged with the development and publication of dictionaries in all the official languages. The balance has been utilised by the National Language Bodies and the Provincial Language Committees to revise, inter alia, the spelling and orthography rules as well as to standardise terminology.

19. Past Spending Patterns (Cont)

20. Past Spending Patterns (Cont)

21. Performance against objectives • PanSALB is pleased to present a report that has complied with the procedure of presenting performance against the set objectives

22. Output from the Strategy Session Strategic Priority No. 1 Perform a critical appreciation of PANSALB’s effectiveness, understanding forces that are supportive and against its organisational performance. Clarify the performance gap and come up with action plans to eliminate such a gap. • Engage Parliament with a view to enable PanSALB’s Act to tighten aspects of its legislation on enforcement, against non-complying organisations. For example to ensure compliance by departments to deliver on the decision of Cabinet to establish establish language units with a view to implementing the National Language Policy Framework, PanSALB must be empowered to enforce compliance. • Embark on vigorous awareness campaigns across all governments spheres and private sector on the mandate of PANSALB • Develop partnerships with relevant institutions e.g Microsoft

23. Output from the Strategy Session(cont.) Strategic Priority No. 2Develop an operating model enabling consistent management understanding of the performance imperatives of PANSALB, its key drivers and how they impact delivery of the organisation’s mandate • To review and strengthen human resources policies, organisational capability and performance to deliver on its mandate. • To acquire information systems, risk management capability • To review and reconcile the PANSALB Act to ensure consistency with the Public Service Act • To review the remuneration structure of the members of PLC’s, NLB’s and NLU’s to match that of the board members in order to attract quality contributors

24. Output from the Strategy Session(cont.) Strategic Priority No.3To monitor, evaluate and communicate the impact of PanSALB to its stakeholders and customers • Reaffirm the organisation’s vision and purpose • Develop 12 to 36 month strategic framework, goals and objectives • Translate such goals into PANSALB’s operations model with clear priorities for people perspective, internal process perspective, customer, financial and stakeholder perspectives

25. Output from the Strategy Session(cont.) Strategic Priority No.3 (cont.) • Use the operations framework to develop balanced scorecard measures per perspective • Cascade the PANSALB balanced scorecard to all the units and develop unit scorecards • Translate unit scorecards into individual performance contracts • Use the scorecards as input into Performance Management and review system of the total organisation

26. PANSALB PROPOSED CORPORATE STRUCTURE COO CFO COO Language Units Provincial Managers Admin Services Procurement, Finance Corporate Services HR, Legal, Commu.

27. Thank You