1. Learn Grow Serve STRATEGIC PLAN OVERVIEW, BUDGET AND ANNUAL PERFORMANCE PLAN (2016/17) Prof. Richard M Levin 4 May 2016

2. Learn Grow Serve Outline of Presentation 2 1. Mandate and Strategic Plan Overview 2. MTEF Budget Allocation 3. Annual Performance Plan Targets 3.1Programme 1: Administration 3.2Programme 2: Public Sector Organisational and Staff Development 4. In conclusion 4.1 Strengthening NSG Performance

3. Learn Grow Serve Strategic Plan Overview Alignment to MPSA Priorities  The National School of Government will  Strengthen implementation of the Compulsory Induction Programme (CIP)  Give more focus to front-line ecucation and training  The National School of Government will support the implementation of the directive on compulsory capacity development, mandatory training days and minimum entry requirements for SMS;  Compulsory training and mandatory training  Pre-entry requirement  Specific training for Heads of Departments  Training focus will support:  Closing identified capacity gaps as determined by a competency assessment and/or a performance assessment at specific performer level.  A combination of generic and technical/ professional training (Induction, Vocational, Thought Leadership)  Prescribed minimum entry requirements into SMS and movement within the SMS. 3

4. Learn Grow Serve MTEF Budgetary Allocation 4

5. Learn Grow Serve 5 MTEF Allocation Amendments NSG Budget Cut Implications  The 2016/17 budget transfer to the NSG has been reduced by R91.2m from R146.3m to R55.1m.  With the reduced budget, the revenue generation projection for 2016/17 will have to increase to ensure full self funding and the NSG will use up all its current reserves of R91.2m.  The Trading Account will have to raise R153.4m from course fees and interest income, based on an annual budget of R211.1m.  Historically, and with the current approaches to the execution of year plans, the NSG has never raised more than R134m (2012/13).

6. Learn Grow Serve MTEF Allocation- Vote Account Actual Budget Aligned to MTEF Budget Cuts 6 Audited outcome Audited outcome Revised Estimate Revised Baseline Revised Baseline Revised Baseline 2012/132013/142014/152015/162016/172017/182018/19 Administration 68 631 85 622 82 911 84 643 55 101 96 042105 421 Public Sector Organisational and Staff Development 52 097 49 000 55 597 55 796 0 60 520 64 030 Total Allocation 120 728 134 622 138 508 140 439 55 101 156 562169 451 Funding from the Trading reserves - Administration ----33 489-- Total budget for Programme 1 Administration 88 590

7. Learn Grow Serve 7 MTEF Allocation Trade Account Forecast Budget Aligned to the MTEF Budget Cuts Training Trading Account Audited outcome Audited outcome Revised Budget Estimate 2012/132013/142014/152015/162016/172017/182018/19 REVENUE Course Fees & Interest 134 807108 77094 252145 951153 405161 225169 877 Reserve Funds 57 786 Transfers received52 31749 41955 59755 796060 52064 030 Total revenue187 124158 189149 849201 747211 191221 745233 907 EXPENSES Compensation of employees 55 639 58 202 61 471 82 619 86 713 90 911 99 989 Goods and services 104 453 99 753 86 934 119 128 124 478 130 834 133 918 Total expenses 160 092 157 955 148 405201 747211 191221 745233 907 Surplus / (Deficit) 27 032 234 1 444 - - - -

8. Learn Grow Serve Strategic Objectives Targets and Annual Performance Plan Targets

9. Learn Grow Serve Strategic Objectives and Performance Targets 9 Strategic Objective2016/172017/182018/19 Implement effective policies, strategies and plans annually that comply with legislation, good corporate governance principles and improve organisational performance standards Develop the Annual Performance Plan (2017/18) and Annual Report (2015/16) in accordance with guidelines and table within prescribed timelines in Parliament Develop the Annual Performance Plan (2018/19) and Annual Report (2016/17) in accordance with guidelines and table within prescribed timelines in Parliament Develop the Annual Performance Plan (2019/20) and Annual Report (2017/18) in accordance with guidelines and table within prescribed timelines in Parliament Implement the approved annual Workplace Skills Plan (2016/17) in line with the compliance prescripts, and measured through quarterly monitoring reports Implement the approved annual Workplace Skills Plan (2017/18) in line with the compliance prescripts, and measured through quarterly monitoring reports Implement the approved annual Workplace Skills Plan (2018/19) in line with the compliance prescripts, and measured through quarterly monitoring reports Implement the ICT strategy towards improvement in business efficiency, and measured through quarterly monitoring reports Review and implement the ICT strategy and annual implementation plan towards improvement in business efficiency, and measured through quarterly monitoring reports MPAT results with overall score not less than 3, 80% of scores at level 4 MPAT results with overall score not less than 4, 90% of scores at level 4 21 policies to be developed/ reviewed annually and implemented, monitored on a quarterly basis 21 policies to be developed/ reviewed annually and implemented, monitored on a quarterly basis 21 policies to be developed/ reviewed annually and implemented, monitored on a quarterly basis Programme 1

10. Learn Grow Serve Strategic Objectives and Performance Targets 10 Strategic Objective2016/172017/182018/19 Efficient and effective fiscal, infrastructure and human resource planning and management monitored on a quarterly basis to support the sustainability of the institution Reduce the average number of days for debt collection to 60 in this financial year Ensure payment of 100% of suppliers within 30 days of receipt of a valid invoice, monitored on a quarterly basis Reduce the vacancy rate based on positions remaining vacant for more than six months to 8% by financial year-end Reduce the vacancy based on positions remaining vacant for more than six months rate 8% by financial year-end Design phase for the implementation a student information system, linked to the enterprise architecture framework Monitor and test ICT Disaster Recovery solution in line with Disaster Recovery Plan Implementation of a student information system, linked to the enterprise architecture framework Monitor and test ICT Disaster Recovery solution in line with Disaster Recovery Plan Implementation of a student information system, linked to the enterprise architecture framework Monitor and test ICT Disaster Recovery solution in line with Disaster Recovery Plan Develop a Strategic Facilities Management Plan (SFMP) support departmental objectives by financial year-end Implement 80% of the SFMP and monitor on a quarterly basis to secure the development of appropriate buildings and facilities by financial year-end Develop a fully operational campus with appropriate buildings and facilities by financial year-end Programme 1

11. Learn Grow Serve Strategic Objectives and Performance Targets 11 Strategic Objective2016/172017/182018/19 Co-ordinate the utilisation of donor funded resources and international co-operation agreements towards improving human capacity development Implement 3 bi- and multilateral agreements/ programmes supporting international exchanges/ capacity building initiatives Implement 3 bi- and multilateral agreements/ programmes supporting international exchanges/ capacity building initiatives Implement 3 bi- and multilateral agreements/ programmes supporting international exchanges/ capacity building initiatives Develop an annual plan for the utilisation of donor resources against approved projects and monitor implementation through progress reports, on a quarterly basis Programme 1

12. Learn Grow Serve Strategic Objectives and Performance Targets 12 Strategic Objective2016/172017/182018/19 Implement effective research, knowledge management and diagnostic strategies to inform learning and development needs and opportunities Undertake a total of 4 quality research projects to inform learning and development needs and opportunities Undertake a total of 5 quality research projects to inform learning and development needs and opportunities Undertake a total of 5 quality research projects to learning and development needs and opportunities Undertake 4 training needs analyses with public service institutions, to inform learning and development interventions 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 Sixty qualitative evaluations and four application of learning studies to be carried out Sixty qualitative evaluations and six application of learning studies to be carried out Sixty qualitative evaluations and six application of learning studies to be carried out Design and quality assure accredited and non-accredited curriculum which responds to public service needs, individual career pathing and lifelong learning Six curriculum programmes/ courses to be designed, developed and/or reviewed Quality assure six programmes/ courses designed/ developed and/or reviewed. Six curriculum programmes/ courses to be designed, developed and/or reviewed Quality assure six programmes/ courses designed/ developed and/or reviewed Six curriculum programmes/ courses to be designed, developed and/or reviewed Quality assure six programmes/ courses designed/ developed and/or reviewed Programme 2

13. Learn Grow Serve Strategic Objectives and Performance Targets 13 Strategic Objective2016/172017/182018/19 Manage an integrated and collaborative network of local and international learning and development institutions and practitioners to provide learning and development opportunities Annually have 500 learning and development facilitators, moderators and assessors actively training, out of the identified pool of pre-qualified trainers – including contracted providers, partners and existing public servants Annually have 500 learning and development facilitators, moderators and assessors actively training, out of the identified pool of pre-qualified trainers – including contracted providers, partners and existing public servants Annually have 500 learning and development facilitators, moderators and assessors actively training, out of the identified pool of pre- qualified trainers – including contracted providers, partners and existing public servants Implement a hybrid model to achieve a balanced approach regarding facilitation and provisioning of education, training and development Monitor and review model to achieve a balanced approach regarding facilitation and provisioning of education, training and development Undertake four stakeholder engagements annually with public sector HRD forums and other related stakeholders to increase the uptake of NSG programmes and offerings Programme 2

14. Learn Grow Serve Strategic Objectives and Performance Targets 14 Strategic Objective2016/172017/182018/19 Train on NSG curriculum, programmes and services with access to learning and development opportunities that provide quality training, learner materials and effective learner support Train 29 850 newly appointed public servants on the Compulsory Induction Programme, monitored through quarterly reporting Train 36 000 newly appointed public servants on the Compulsory Induction Programme, monitored through quarterly reporting Train 20 000 persons (excluding CIP & BB2E training), in line with courses and programmes on the NSG Course Matrix Secure partnerships to sponsor 2,750 unemployed youth graduates to be oriented in the public service through the BB2E Programme and facilitate participation of public service interns in the programme Secure partnerships to sponsor 3,000 unemployed youth graduates to be oriented in the public service through the BB2E Programme and facilitate participation of public service interns in the programme Provision of reliable and accurate learning and development information through the integration of core records management systems Issue certificates of competence within 3 calendar months of receiving assignment or test Programme 2

15. Learn Grow Serve Annual Performance Plan Training Targets for 2016/17 15 Training delivery targets per training stream Stream2016/172017/182018/192019/20 Compulsory Induction Programme 29 85036 000 Breaking Barriers to Entry Programme 2 750 3 000 Administration4 000 Management10 000 Leadership6 000 TOTAL52 60058 750 59 000

16. Learn Grow Serve In Conclusion … Strengthening NSG Performance 16

17. Learn Grow Serve 17 What needs to happen Total focus on results War against performance failure Execute relentlessly Collective Responsibility NSG as an employer of choice Position NSG as a Centre of Excellence and Thought Leader for the public and the private sectors Build capacity up for delivery of high volume learning and development interventions - reaching learners across all components of the state

18. Learn Grow Serve Total Focus on Results  Testing and incubation of a sales unit and key account management function  Develop an integrated training calendar for CIP and non-CIP programmes  Review course offerings for salary levels 1-9 in the public service  Propose a suite of mandatory programmes  Finalise the Marketing, Communication and Brand strategy for the NSG 18

19. Learn Grow Serve War Room is a war against failure  Weekly war room meetings to track requests, quotations, scheduling of pre-payments, bookings, deals and training interventions  Monitor revenue generation and forecasting  Implement improvement plan for training delivery  Develop methodologies and capabilities for Training Needs Analysis (aligned to workplace knowledge/ competency requirements), training priorities and curriculum design processes 19

20. Learn Grow Serve Build a culture of Collective Responsibility for capacity development across the state  Implement the strategy for utilizing on-board (serving and retired) public servants for education, training and mentoring programmes (recruitment, selection and professional development)  Identify training capacity within the NSG and develop it further  Plan review of the current suite of courses and programmes (including updating of outdated programmes) aligned to the needs of the capable developmental state, outcomes of government and institutional priorities  Develop NSG capacity to spearhead thought leadership across the public and private sectors 20

21. Learn Grow Serve Execute Relentlessly  Review the current practice of full groups, mixed groups and international groups, and related tariff structures  Intensify implementation of NSG’s eLearning strategy (outlining suite of course offerings, mandatory and demand-led courses, target market, infrastructure) for high volume delivery  A strategy for targeting training in the local government sphere (who we should meet, what our course offerings should include, course tariffs)  A concept document for annual event on thought leadership between public and private sector 21

22. Learn Grow Serve Make NSG an employer of choice  Develop a comprehensive plan and roll out internal communication  Develop mechanisms for redress and suggestions  Develop a policy and implementation plan for employee recognition 22

23. Learn Grow Serve In conclusion  The NSG reality as a public institution in the context of South Africa’s current fiscal constraints, is that it needs to generate revenue of R153.4 m this financial year  It is critical for the NSG to widen and deepen its training reach and broaden its stakeholders to include all relevant organs of State, including Local Government  This highlights the importance of piloting and incubating a sales and key account management function within the NSG  The NSG has to operate on business management principles (Trading Account, cost recovery) and close “training deals”, while focusing on building the “Capable Developmental State, as espoused in the NDP  The NSG is committed to achieving and exceeding performance targets for the 2016/17 financial year and welcomes the guidance of the Portfolio Committee for successful implementation 23

24. Learn Grow Serve Enkosi, Realeboga, Dankie, Thank you 24