ANNUAL PERFORMANCE Plan for 2019/20 A presentation
MT
Published · 39 slides · 0 views
1 / 1
Description
ANNUAL PERFORMANCE Plan for 201920 A presentation to the Portfolio Committee on Public Service and Administration 02 July 2019 Outline of Presentation 2 Key Message Legislative Mandate Background to the Annual Performance Plan 201920
Related Topics
Share
Embed code
Download this presentation From Below
"ANNUAL PERFORMANCE Plan for 2019/20 A presentation" is the property of its rightful owner. Permission is granted to download and print the materials on this website for personal, non-commercial use only, and to display it on your personal computer provided you do not modify the materials and that you retain all copyright notices contained in the materials. By downloading content from our website, you accept the terms of this agreement.
Presentation Transcript
01
ANNUAL PERFORMANCE Plan for 2019/20 A presentation to the Portfolio Committee on Public Service and Administration
02 July 2019<br>
02 July 2019<br>
02
Outline of Presentation 2 Key Message
Legislative Mandate
Background to the Annual Performance Plan 2019/20
Alignment with seven priorities of SONA
Annual Performance Plan 2019/20: Programme 1 (Vote)
Annual Performance Plan 2019/20: Programme 2 (Trade)
Budget Allocation and Revenue Generation
Human Resource Management<br>
Legislative Mandate
Background to the Annual Performance Plan 2019/20
Alignment with seven priorities of SONA
Annual Performance Plan 2019/20: Programme 1 (Vote)
Annual Performance Plan 2019/20: Programme 2 (Trade)
Budget Allocation and Revenue Generation
Human Resource Management<br>
03
Key Message The National Development Plan (NDP) envisions the building of a capable developmental state with capable institutions and the capacity to provide relevant and responsive interventions for the benefit of South African citizens
The future requires a state that is capable of playing a developmental and transformative role, with skilled public servants who are committed to the public good and capable of delivering consistently high-quality services to all South Africans
The NDP identifies critical interventions to build a professional public service and consequently a capable state. The anticipation of well-run departments staffed by skilled public servants, who are capable, motivated and ethical has significant implications for public administration education and learning programmes, and the impact they are intended to have on the functioning of the state
As the capacity building institution of the State, the National School of Government (NSG) has an important role to play in this regard 3<br>
The future requires a state that is capable of playing a developmental and transformative role, with skilled public servants who are committed to the public good and capable of delivering consistently high-quality services to all South Africans
The NDP identifies critical interventions to build a professional public service and consequently a capable state. The anticipation of well-run departments staffed by skilled public servants, who are capable, motivated and ethical has significant implications for public administration education and learning programmes, and the impact they are intended to have on the functioning of the state
As the capacity building institution of the State, the National School of Government (NSG) has an important role to play in this regard 3<br>
04
Legislative Mandate 4 The NSG derives its mandate from the Public Service Act, 1994, as amended, which is as follows:
There shall be a training institution listed as a national department (in Schedule 1). The management and administration of such institution shall be under the control of the Minister.
Such institution-
shall 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 as the Head of the institute may with the approval of the Minister decide or as may be prescribed as a qualification for the appointment or transfer of persons in or to the public service;
may issue diplomas or certificates or cause diplomas or certificates to be issued to persons who have passed such examinations.
The Public Finance Management Act and Treasury Regulations also establishes a Training Trading Account (TTA) for the purposes of generating revenue through training cost of sales
Whereas, the Public Service Act only mandated the NSG to train public servants at national and provincial government, the prescripts of PAMA defines public administration as the three spheres of government which means the NSG must also offer train to local government<br>
There shall be a training institution listed as a national department (in Schedule 1). The management and administration of such institution shall be under the control of the Minister.
Such institution-
shall 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 as the Head of the institute may with the approval of the Minister decide or as may be prescribed as a qualification for the appointment or transfer of persons in or to the public service;
may issue diplomas or certificates or cause diplomas or certificates to be issued to persons who have passed such examinations.
The Public Finance Management Act and Treasury Regulations also establishes a Training Trading Account (TTA) for the purposes of generating revenue through training cost of sales
Whereas, the Public Service Act only mandated the NSG to train public servants at national and provincial government, the prescripts of PAMA defines public administration as the three spheres of government which means the NSG must also offer train to local government<br>
05
Background to the Annual Performance Plan 2019/20 The Annual Performance Plan 2019/20 is aligned to the current five-year strategic plan (2015-2020), which set the following outcome-oriented goals:
A well resourced high performing learning centre of excellence
Improved learning and development opportunities influenced by impactful research, strategic diagnosis and monitoring and evaluation
Learning and development tools, quality driven curriculum, programmes and services responding to public service needs, and training and development
Integrated and collaborative network of training and development institutions and practitioners providing the public service with affordable access to quality training and development opportunities 5<br>
A well resourced high performing learning centre of excellence
Improved learning and development opportunities influenced by impactful research, strategic diagnosis and monitoring and evaluation
Learning and development tools, quality driven curriculum, programmes and services responding to public service needs, and training and development
Integrated and collaborative network of training and development institutions and practitioners providing the public service with affordable access to quality training and development opportunities 5<br>
06
Background to the Annual Performance Plan 2019/20 The performance plan of the NSG is guided by the February 2019 State of the Nation Address wherein the President announced that “In improving the capabilities of public servants, the National School of Government is introducing a suite of compulsory courses, covering areas like ethics and anti-corruption, senior management and supply chain management, and deployment of managers to the coal face to strengthen service delivery”.
In his June 2019 State of the Nation Address, the President outlined seven priorities, for which all programmes and policies across all departments and agencies will be directed in pursuit of these overarching tasks, which are: 6<br>
In his June 2019 State of the Nation Address, the President outlined seven priorities, for which all programmes and policies across all departments and agencies will be directed in pursuit of these overarching tasks, which are: 6<br>
07
Background to the Annual Performance Plan 2019/20 In 2018, the NSG also undertook a series of strategic planning workshops, including a workshop on the far horizon and future thinking that engaged on the effects of the Fourth Industrial Revolution and SA 2030 scenarios (Indlulamithi)
To strategically position the NSG in 2019/20 and beyond, we agreed that there must be an emphasis on the following:
Deliver on the compulsory and mandatory courses, as mandated by Cabinet
Undertake knowledge management, research & case study development
Review the NSG curriculum in line with the Public Service Qualifications Matrix to support the career pathing and reskilling of public servants
Address the NSG funding model and financial position
Strengthen partnerships
Improve on internal efficiency, organisational culture and structure 7<br>
To strategically position the NSG in 2019/20 and beyond, we agreed that there must be an emphasis on the following:
Deliver on the compulsory and mandatory courses, as mandated by Cabinet
Undertake knowledge management, research & case study development
Review the NSG curriculum in line with the Public Service Qualifications Matrix to support the career pathing and reskilling of public servants
Address the NSG funding model and financial position
Strengthen partnerships
Improve on internal efficiency, organisational culture and structure 7<br>
08
Alignment with seven priorities of SONA 8<br>
09
Alignment with seven priorities of SONA 9<br>
10
Alignment with seven priorities of SONA 10<br>
11
Alignment with seven priorities of SONA 11<br>
12
Alignment with seven priorities of SONA 12<br>
13
ANNUAL PERFORMANCE PLAN 2019/20:
Programme 1: Administration 13<br>
Programme 1: Administration 13<br>
14
Programme 1: Administration 14 The strategic outcome oriented goal in Programme 1 is to make the NSG a well-resourced high performing learning centre of excellence
Programme 1 comprises the Office of the Principal (incorporating Office of the CFO, Internal Audit and International, Special Projects & Communications); and Corporate Management<br>
Programme 1 comprises the Office of the Principal (incorporating Office of the CFO, Internal Audit and International, Special Projects & Communications); and Corporate Management<br>
15
Programme 1: Administration: Strategic Objectives and APP Targets 15<br>
16
Programme 1: Administration: Strategic Objectives and APP Targets 16<br>
17
Programme 1: Administration: Strategic Objectives and APP Targets 17<br>
18
Programme 1: Administration 18 Our roadmap for the development of the SDM is as follows:
Develop the Service Delivery Model (September 2019)
Develop NSG 5-year strategy
Develop the operations design (business process management, SOPs, service standards)
Align organisational structure to strategy
Complete skills audit of NSG employees for optimal utilization
Determine future infrastructure plans and ICT Enterprise Architecture
Design organisational culture/ change management<br>
Develop the Service Delivery Model (September 2019)
Develop NSG 5-year strategy
Develop the operations design (business process management, SOPs, service standards)
Align organisational structure to strategy
Complete skills audit of NSG employees for optimal utilization
Determine future infrastructure plans and ICT Enterprise Architecture
Design organisational culture/ change management<br>
19
ANNUAL PERFORMANCE PLAN 2019/20:
Programme 2: Public Sector Organisational and Staff Development 19<br>
Programme 2: Public Sector Organisational and Staff Development 19<br>
20
Programme 2: Public Sector Organisational & Staff Development 20 The strategic outcome oriented goals in Programme 2 are:
Improved learning and development opportunities influenced by impactful research, strategic diagnosis and M&E
Learning and development tools, quality-driven curriculum, programmes and services responding to public service needs
Integrated and collaborative network of training and development institutions and practitioners providing public service with access to quality learning and development opportunities
Programme 2 comprises the Training Management & Delivery; Specialised Services; and Training Policy & Planning<br>
Improved learning and development opportunities influenced by impactful research, strategic diagnosis and M&E
Learning and development tools, quality-driven curriculum, programmes and services responding to public service needs
Integrated and collaborative network of training and development institutions and practitioners providing public service with access to quality learning and development opportunities
Programme 2 comprises the Training Management & Delivery; Specialised Services; and Training Policy & Planning<br>
21
Programme 2: Public Sector Organisational & Staff Development The NSG course matrix is made up of 128 accredited and non-accredited courses and programmes covering the training streams and is reflected as follows:
All learning programmes are internally quality assured. Credit bearing programmes aligned to registered qualifications on the NQF are externally accredited by quality assurance bodies
The NSG is an accredited provider of training and development – credibility and recognition 21<br>
All learning programmes are internally quality assured. Credit bearing programmes aligned to registered qualifications on the NQF are externally accredited by quality assurance bodies
The NSG is an accredited provider of training and development – credibility and recognition 21<br>
22
Programme 2: Public Sector Organisational & Staff Development 22 In February 2016, Cabinet granted approval for the utilisation of retired and in-service public servants to increase the training capacity of the NSG. The NSG has termed the mobilisation of the former and current public servants Rutanang Ma Afrika and undertaken mobilisation and recruitment processes.
The use of knowledgeable public servants further enables the NSG to provide quality education and learning to the public sector. Through the project, 162 Independent Individual Contractors were contracted, 21 serving officials were found suitable, and 30 NSG officials are already facilitating various courses.
Engagements are underway with the DPSA to align the policy of releasing trainers (public servants) to RMA
The NSG also maintains partnerships with HEIs to roll out accredited training programmes
The use of the eLearning modality enables the NSG to offer 22 facilitated eLearning courses and establishment of communities of practice, as well as open online courses (PILIR, Managing Performance, Ethics Online, Delegations)<br>
The use of knowledgeable public servants further enables the NSG to provide quality education and learning to the public sector. Through the project, 162 Independent Individual Contractors were contracted, 21 serving officials were found suitable, and 30 NSG officials are already facilitating various courses.
Engagements are underway with the DPSA to align the policy of releasing trainers (public servants) to RMA
The NSG also maintains partnerships with HEIs to roll out accredited training programmes
The use of the eLearning modality enables the NSG to offer 22 facilitated eLearning courses and establishment of communities of practice, as well as open online courses (PILIR, Managing Performance, Ethics Online, Delegations)<br>
23
Compulsory and Mandatory Courses 23<br>
24
Programme 2: Public Sector Organisational & Staff Development 24<br>
25
Programme 2: Public Sector Organisational & Staff Development 25<br>
26
Programme 2: Public Sector Organisational & Staff Development 26<br>
27
Programme 2: Public Sector Organisational & Staff Development 27<br>
28
Training Targets for 2019/20 28<br>
29
BUDGET ALLOCATION & REVENUE GENERATION 29<br>
30
Financial Management 30 In fulfilling the mandate, the NSG recovers costs for revenue generation to augment the Training Trading Account (TTA) for financial viability and institutional sustainability. The Minister of Finance established and opened the Training Trading Account (TTA) in April 2001 in terms of Treasury Regulations for the purpose of revenue generation. Currently, the School is required to recover all costs associated with the training. This includes costs associated with developing materials, marketing, logistics, and infrastructure for the School
The current funding model is made up of partial funding appropriated by Parliament and income derived from cost recovery through training course fees, which is managed in the TTA
The current MTEF allocation is as follows:<br>
The current funding model is made up of partial funding appropriated by Parliament and income derived from cost recovery through training course fees, which is managed in the TTA
The current MTEF allocation is as follows:<br>
31
Budget Allocation Vote Account 2019/20 31<br>
32
32 Budget Allocation Trade Account 2019/20<br>
33
HUMAN RESOURCE MANAGEMENT 33<br>
34
Human Resource Management 34<br>
35
Vacancy Rate 35 The NSG has a total of 229 posts on the approved establishment for Programmes 1 & 2 with 208 posts filled, representing a vacancy rate of 9.2% by end of March 2019. The vacancy rate includes unfunded posts which are in the process of being abolished<br>
36
Vacancy Rate per Occupational Category<br>
37
37 Employment Equity Gender, Disability & Youth Profile<br>
38
38 Employment Equity Race Profile<br>
39
Ngiyabonga, Enkosi, Realeboga, Thank you 39<br>