implementation of nsg work plan: first quarter performance a presentation by prof. richard m levin...

Implementation of NSG Work plan:First Quarter Performance

A presentation by Prof. Richard M LevinSeptember 2015

Outline of Presentation

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1. Key Message 2. NSG Strategy for 2015-20203. Summary of Performance 4. Branch: Specialised Services 5. Branch: Training Management & Delivery6. Branch: Training Policy and Planning 7. Branch: Corporate Management 8. Office of the Chief Financial Officer9. Organisational Matters 10. Recommendations 11. Conclusion

Key Message What the National Development Plan calls for…

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The public service needs to be immersed in the development agenda but insulated from undue political influence

Staff at all levels must have the authority, experience and support they need to dotheir jobs. This will require a more long-term approach to skills development

Build a skilled and professional public service from both the top and the bottom. At senior levels, recruitment and management should be based on experience and expertise, while at junior levels the focus should be on developing the skills and expertise that will be necessary for future public service cohorts

South Africa needs a strategy for recruiting dedicated young people, developing their skills and building an ethos of public service

Rather than creating new training bodies, the focus should be on drawing on existing expertise. This should include using government departments to provide training in areas where they have specialist expertise, as well as partnerships with universities and professional associations

Key Message

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Over and above the priorities set out in the 2015/16 annual performance plan of the National School of Government the following issues are critical;

The Ministerial Directives with focus on the Induction and SMS trainingPriorities in the May 2015 Budget Speech of the MPSAOutcome 12 priorities in the 2014 – 2019 Medium Term Strategic Framework (MTSF)The National School of Government’s need to define its relevance and competitive advantage through the stability and novelty of education and learning opportunitiesPrioritising plans to improve our internal capacity and efficiencies towards improved service standards and resources management Piloting options for the future, as a way of testing integration and co-operation, towards high volume education and learning Creating organisational stability, building stakeholder confidence towards NSG offerings and massified access to its learning and development programmes

Key Message How we are responding to the developmental imperatives of the State

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NSG Strategy for 2015-2020

Strategic Outcome Goals

A fully established, well-resourced and high performance institution

Improved learning and development opportunities influenced by impactful research, strategic diagnosis and monitoring and evaluation

Cutting-edge learning and development tools, quality-driven curriculum, programmes and services responding to public service needs and training, staff development and support

Integrated and collaborative network of learning and development institutions and practitioners providing the public service with affordable access to quality learning and development opportunities

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Strategic Objectives for Programme 1 (Administration)

Implement effective policies, strategies and plans that comply with legislation, good corporate governance principles and improved organisational performance standards

Efficient and effective fiscal, infrastructure and human resource planning and management to support the sustainability of the institution

Co-ordinate the utilisation of donor funded resources and international co-operation agreements towards improving human capacity development

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Strategic Objectives for Programme 2 (Public Sector Staff and Organisational Development)

Implement effective research, knowledge management and diagnostic strategies to inform learning and development needs and opportunities

Implement an effective monitoring and evaluation framework to monitor the quality of learning and development interventions and evaluate the effectiveness of interventions on performance based on set norms and standards

Design and quality assure accredited and non-accredited curriculum which responds to public service needs, individual career pathing and lifelong learning

Manage an integrated and collaborative network of local and international learning and development institutions and practitioners to provide learning and development opportunities

Train on NSG curriculum, programmes and services with access to learning and development opportunities that provide quality training, learner materials and effective learner support

Provision of reliable and accurate learning and development information through the integration of core records management systems


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Training delivery targets per training stream

Year 1 is inclusive of addressing the CIP implementation backlogProjected figures are not inclusive of new programmes based on ministerial directives, or the review of the current suite of programmes – Research as well as programme design and development work undertaken this year will be completed in 3rd- 4th quarters of this financial year therefore contributing to adjustment of above targets for 2015/16.Targets reviewed annaully

Stream 2015/16 2016/17 2017/18 2018/19 2019/20

Induction & BB2E

32 100 22 750 23 000 23 000 23 000

Administration 5 150 5 350 5 550 5 750 6 000

Management 11 900 13 500 15 100 16 700 18 300

Leadership 10 900 11 000 11 100 11 300 11 500

TOTAL 60 500 52 600 54 750 56 750 59 000

Summary of QTR 1 Performance

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Branch Annual Performance Targets as per annual plans

Achieved Targets / Milestone on set timelines

Indicators to be closely monitored/ Contributing areas to targets not achieved

Training Management and Delivery

17 11 Officials trained within 2 months from enrolment (confirmation of bookings) – 77% achievement rate currently Digital Marketing – SITA challenges to be resolved - project on hold currently Marketing resulting in improved training uptake; Schedule of targets achieved per training stream

Training Policy and Planning

13 13 -

Specialised Services

5 5 -

Corporate Management

88 72 Policies/ Plans: (Records disposal, Security and Policy Advocacy and Infrastructure Improvement Plan) Compliance Reporting: ( HR Plan and HR Component Assessment) New Contracts: Cleaning Services, Bulk Printing Machines Job Profiles – 16 Profiles of 25 posts Labour Relations: 75% on –time finalisation rate = 3 of 4 not finalised this quarter – delays in finalising the grievance were mutually agreed to between the aggrieved employees and the department

Finance 16 14 Policy – Expenditure Management Budget Committee Review Meetings - meetings to take place as scheduled.

Branch: Specialised Services

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The NSG quality assured 8 programmes/courses: 4 Human Resource Programmes (Human Resource Monitoring and Reporting;

Developing HRD Implementation Plans for the Public Service; Recruitment and Selection in the Public Service; Strategic HR Planning for the achievement of organisational results)

Mentoring and Coaching for the Public Service Organisational Design Supply Chain Management for the Public Service

In-house course development for: Performance Management training; Finance for

Non-financial managers; Compulsory Induction Programme (CIP)13-14; and Improvement of African leadership values and practices in the curriculum

Planning implementation of NSG programmes in collaboration with the provincial academies for the Lead Facilitator Development Programmes (Re-orientation of Public Servants and Citizen Centred Service Delivery)

Trained 30 ETD staff from Western Cape Provincial academy to design and develop its eLearning platform

Branch: Training Management & Delivery

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The Branch instituted and customised the Harmonised Assessment Tool (HAT) for disability management with the Department of Social Development preparing for the roll out in the second quarter

Collaboration agreements being discussed with the Western Cape Provincial Training Institute, the Gauteng City Region Academy, Kwa-Zulu Natal Provincial Academy, and the Department of Cooperative Government (DCOG)

Contracting of 114 learning and development facilitators, moderators and assessors to support massified training

Three Evaluation Courses sanctioned by the DPME to institutionalise evaluation of programmes and organisational performance in Government

Preparation for the hosting of the Public Sector Trainers’ Forum (PSTF Conference) in Kimberly, Northern Cape (October 2015)

Total No of Quotations Issued, Confirmed Bookings and Actual Trained

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MonthNo Quoted 2011-12

No Trained 2011-12

No Quoted 2012-13

No Trained 2012-13

No Quoted 2013-14

No Trained 2013-14

No Quoted 2014-15

No Trained 2014-15

No Quoted 2015-16

Confirmed 2015-16

No Trained 2015-16

April 961 657 4,562 1,123 2,801 1,366 3,575 880 1,831 1,070 885

May 3,192 1,755 3,471 1,846 4,028 1,842 5,259 3,052 4,643 1,118 1,046

June 1,876 1,180 2,845 3,499 3,075 1,789 5,570 2,336 5,449 2,845 979

Totals 6,029 3,592 10,878 6,468 9,904 4,997 14,404 6,268 11,923 5,033 2,910

Average conversion from quotes to actual training is 47%

Total No of Persons Trained

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MonthNo of Persons trained 2011/12

No of Persons trained 2012/13




April 657 1123 1366 880 885

May 1180 3499 1789 2336 979

June 1755 1846 1842 3052 1046

3592 6468 4997 6268 2910

CIP Training

MonthNo of Persons trained 2011/12





April 0 0 645 296 238

May 0 0 597 1326 540

June 0 0 137 1681 512

0 0 1379 3303 1290

Totals PT excluding CIP 3592 6468 3618 2965 1620

Revenue from Training fees

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1st quarter performance tend to reflect a dip in training uptake compared to other performance quarters in the financial year

Revenue generated from training activities for period to 30 June is R7.5 million

Excluded are prepayments invoices for future periods

Sales 2011-12

Sales 2012-13

Sales 2013-14

Sales 2014-15

Sales 2015-16

April 2,758,039 6,372,529 4,009,642 3,774,473 2,357,373

May 5,987,625 11,966,604 5,882,715 4,400,569 2,413,290

June 5,984,523 6,714,113 6,770,845 5,867,923 2,748,475

14,730,18825,053,24

516,663,20

214,042,96

5 7,519,138

Branch: Training Policy and Planning

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Scoping for project on research capacity and culture in the public sector, instruments for implementation developed

The training needs analysis (TNA) tool for Finance and Human Resources developed and customised

Nineteen (19) selected onsite evaluations of education and learning programmes and courses were undertaken

Exploratory discussions on the creation of a concept framework related to the recognition of prior learning, development and experience of military veterans

Branch: Corporate Management

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Fourteen (14) positions filled, with a reduced vacancy rate from 15.4 % to 11%

2014/15 external audit completed with unqualified audit results and the annual internal audit plan finalised

MPAT reporting files assessed in preparation for the 2015 report submission

IT hardware and solutions upgrades, licence agreements and contracts reviews finalised

Annual policy review and updates completed and all compliance reports due this quarter submitted.

Employee training and development programme in accordance to the department’s workplace skills plan ( WSP) implemented

Two donor funding proposals completed and “in principle approvals” obtained

Office of the Chief Financial Officer

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Vote: Allocation from National Treasury for the 2015/16 financial year is R139.5 million. The allocation is split between Programme 1: Administration referred to as the Vote and Programme 2: Transfer to Trade referred to as Training Trading Account (TTA).


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The Training Trading Account budget for 2015/16 financial year amounts to R 201.1 million. The budget is made up of revenue from training course fees (70%), interest and transfer from the Vote (30%). Expenditure budget which matches the revenue is split between training costs and operational costs of the three branches in the Training Trading Account


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Vote: Total year to date planned expenditure is R26.9m and actual expenditure is R25.6m Actual expenditure for the 3 months period ended 30 June 2015 was

below budget and resulted in under expenditure of R1.3 million. The variance is attributed to current vacancies, late invoices from suppliers and delayed completion of projects that have already commenced

TTA: Total year to date planned expenditure is R23.6m and actual expenditure is R22.1m Revenue generated from training activities for June is R7.5 million - low

uptake of courses in this quarter The total expenditure excluding cost of sales. Savings made on

expenditure on training venues

DEBTORS COLLECTION

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The outstanding debtors book at 30 June 2015 is R33.6 million made up of R5.2 million for 2011 and older, R2.3 million for 2011/12 financial year , R1.1 million for 2012/13 financial year and R6.2 million for 2013/14 financial year R16.6 million for financial year 2014/15 and R2.0 million for the current year.

Month 2011/12 2012/13 2013/14 2014/15 2015/16

April 14,434,069 9,941,374 9,120,196 4,808,053 8,823,667

May 3,229,330 6,823,293 5,390,789 8,241,998 6,419,502

Jun 3,007,129 4,560,221 3,463,104 1,987,478 2,741,003

Total 20,670,528 21,324,888 17,974,089 15,037,529 17,984,172

30 Days Payments

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10 DAYS 20 DAYS 30 DAYS TOTAL100 14 2 116

10 DAYS 20 DAYS 30 DAYS TOTAL

51 15 4 70

All payments were made within 30 days of receipt of invoice

Organisational Matters

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The first quarter performance target is significantly lower than projected, and also impacts directly on the revenue-generation as part of the cost-recovery model of the NSG

The Compulsory Induction Programme (CIP) roll out is still accumulating a backlog on a monthly basis. In response, the NSG is considering a revised CIP Modular tariff, as well as the establishment of a Project Management Unit to cover the backlog

The NSG has engaged with SITA on ICT infrastructure projects towards improving business efficiency within the institution. Some of these projects include the enhancement of the existing Training Management System; NSG Learner Enrolment Centre; and NSG Library Management System. Systems challenges and project delays have been experienced in these projects

The NSG will focus on a feasibility study for infrastructure related to additional training facilities

Organisational Matters

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The Portfolio Committee has previously been briefed on the piloting options being tested, focusing on the Compulsory Induction Programme (13-14), Performance Management & Development System, Government Leadership Platform, and an international exchange programme with the China Academy of Governance

The NSG also acknowledges the lack of capacity and strength in its marketing initiatives, and is committed towards a new approach

The NSG is also at advanced levels in the Trainer Capacity Development Programme, towards the capacitation of public servants as training facilitators. In this regard, a total of 775 public servants from all provinces were identified and trained as facilitators for the Compulsory Induction Programme

The NSG developed a proposal for an assessment centre, to develop and implement a diagnostic tool to identify and support appointment, promotion and development requirements in the workplace. The Centre will be implemented in two phases. The first phase will involve the development of a concept framework and diagnostic assessment tool for implementation in selected Departments, and the second phase would use the diagnostic tool to identify and support appointment, promotion, and learning and development requirements in the workplace

Recommendations

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It is recommended that the Portfolio Committee:

Notes the first quarter performance, acknowledging the low numbers of public servants trained and the NSG commitment to raise performance in the succeeding quarters

Re-affirms support for the pilot programme testing, with commitment by the NSG to provide feedback to the Portfolio Committee on progress

Supports the initiative of “pre-payment” by government departments to ensure financial sustainability of the NSG, and avoidance of a burgeoning debtors book

Conclusion

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The NSG cannot sustain a contracted brokerage service (not only from a financial perspective) but from the perspective of supporting the South African Capable, Developmental State. The piloting of an integrated delivery model will assist the NSG in finding the optimal means of providing high volume education and learning programmes

The NSG corporate governance record still remains in good stead, with another unqualified audit in this financial year

The NSG is also intensifying work on the continental and international fronts. Currently negotiating partnership agreements with Harvard Kennedy School of Government and with NSG equivalent institutions in Namibia, Lesotho, France, China and Malaysia

The NSG will be having meetings with Provinces led by the Deputy Minister, aim is to communicate the plans of the NSG and to foster cooperative arrangements with Provinces to aid the delivery of the NSG programmes

Thank you

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implementation of nsg work plan: first quarter performance a presentation by prof. richard m levin...

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