1. ANNUAL PERFORMANCE PLAN FOR THE 2017/18 FINANCIAL YEAR
Prof. Richard M Levin
Principal: National School of Government
03 May 2017

2. Outline of Presentation
Key Message
Strategic Overview
Annual Performance Plan 2017/18
Programme 1: Administration
Programme 2: Public Sector Organisational and Staff Development
Financial Allocation
Human Resources
Corporate Governance
Conclusion

3. Key Message
As a country, we have the potential and capacity to eliminate poverty and reduce inequality (NDP). This requires a new approach from a State where, amongst others, people are active champions of their own development and government works effectively to develop human capabilities in order to lead the lives they desire
The National School of Government is fulfilling its legal mandate of training public servants towards the professionalisation of the public service, as encapsulated in our National Development Plan
We continue to increase our reach across institutions, not only within the three spheres of government, but organs of state as well as internationally
The Annual Performance Plan (2017/18) financial year is being presented against the backdrop of improved organisational performance (2016/17) as compared to the prior year
The NSG also welcomed the new executive of the portfolio of Public Service and Administration (MPSA). The Minister and Deputy Minister met with the executive of the NSG and our engagements provide us with strategic direction for this financial year and beyond

4. STRATEGIC OVERVIEW

5. Strategic Overview
The NSG contributes to outcome 12 (an efficient, effective and development-oriented pubic service) through three identified projects: Developing and rolling out an Executive Coaching Programme; Developing and implementing identified in-service development programmes; and Training of unemployed youth graduates
The NSG will place greater emphasis on the rollout of the Compulsory Induction Programme across all salary levels in the public service. Work has already commenced with the induction for senior managers (CIP targeting for Directors and Chief Directors; and Executive Induction Programme targeting Deputy DGs and DGs)
The implementation of the Rutanang Ma Afrika campaign towards the utilisation of former and current serving public servants as training facilitators
The use of online learning to expand the reach across the public service and to encourage self-paced learning. We have already piloted and implemented open online courses, with much success
We will also intensify our international strategic partnership and networks
The NSG must also create thought leadership between the public and private sectors

6. Key Priorities
A mid-term review report of the NSG, highlighting the contribution of the School towards the achievement of the goals of the NDP, as well as towards outcome 12
Build a value proposition for a directive on compulsory courses in the public service
New initiatives focusing on courses and training for Government Communicators, and on Economic Development
Deepening the turn-around strategy for the NSG
Evaluation of NSG training: Change in behaviour of officials attending NSG’s courses and the return on investment must be demonstrable, and monitoring of performance

7. ANNUAL PERFORMANCE PLAN 2017/18

8. Programme 1: Administration
We are continually striving towards making the NSG a high performing centre of excellence.
In terms of the organisational environment, Programme 1 comprises the sub-programmes:
Office of the Principal, incorporating International, Special Projects and Communications; Office of the Chief Financial Officer; and Internal Audit
Corporate Management, providing services related to strategic planning and performance management, human resource development and management; ICT; legal, risk management and compliance; logistics and facilities management

9. Programme 1: Administration
During the 2017/18 financial year, the Programme 1 will undertake the following:
Strategic Objective
Performance Target
1. Improve financial sustainability, organisational performance, accountability and compliance
Unqualified or clean audit report issued by the Auditor-General
Average of 60 days for debt collection in this financial year  
All suppliers within 30 days of receipt of a valid invoice
Projected revenue generated by the Training Trading Account
2. Implement efficient and effective infrastructure and human resource management to support improved performance
Maintain a vacancy rate of 10% or less by end of the financial year
Review the Disaster Recovery Plan (if necessary) and monitor and test ICT Disaster Recovery solution
3. Establish strategic multi and bilateral partnerships to enable the NSG to deliver its learning and development programmes aimed at capacitating the public service
Facilitate 3 agreements supporting international exchanges and capacity building initiatives 

10. Programme 2: Public Sector Organisational and Staff Development
Programme 2 facilitates the transfer payments to the Training Trading Account (TTA) for the training and development of public sector employees
In terms of the organisational environment, Programme 2 comprises the sub-programmes:
Training Management and Delivery
Training Policy and Planning
Specialised Services

11. Programme 2: Public Sector Organisational and Staff Development
During the 2017/18 financial year, the Programme 2 will undertake the following:
Strategic Objective
Performance Target
1. Implement effective research to inform training and development needs and opportunities within the public sector
Complete 5 research projects to inform training needs and opportunities
Undertake 8 training needs analyses with public sector institutions
Host 6 research colloquia workshops annually
2. Implement effective monitoring of the quality of training and development interventions and the evaluation of effectiveness of interventions
Complete 60 evaluations by end of financial year
Complete 4 application of learning studies
3. Develop accredited and non-accredited curriculum responding to public service training and development needs
Develop or review 6 programmes annually
(including 2 in-service training programmes supporting outcome 12)
Institutionalise the Executive Coaching programme by end of financial year
Quality assure 6 programmes by the NSG Quality Assurance Committee
Maintain the status of the NSG as an accredited training provider by the relevant accrediting bodies

12. Programme 2: Public Sector Organisational and Staff Development
During the 2017/18 financial year, the Programme 2 will undertake the following:
Strategic Objective
Performance Target
4. Develop and offer technology mediated learning
Offer 22 eLearning interventions by the end of the financial year
5. Provide training and development opportunities for compulsory and demand-led training to current and potential public servants on NSG curriculum and programmes
Train new and current public servants on compulsory and demand-led programmes through face to face and online learning annually
Orientate unemployed youth graduates and interns through the BB2E Programme

13. Training Targets 2017/18 – 2019/20 Stream 2017/18 2018/19 2019/20
Compulsory Induction Programme
26 320
Breaking Barriers to Entry Programme
2 750
3 000
Administration
4 050
Management
9 000
9 394
9 913
Leadership
6 000
TOTAL
48 120
48 514
49 283

14. Training Delivery
The NSG is shifting from a solely a facilitator of training, to a mixed model of provider and/or facilitator of training depending on the nature of the programme. In order to achieve the training targets that is set for the 2017/18 financial year, training will be delivered using the following modalities:
The NSG has partnerships with four higher education institutions for the delivery of the Emerging/ Advanced Management Development Programme
The University of the Free State (UFS) has 31 trainers
The Tshwane University of Technology (TUT) has 26 trainers
The University of Fort Hare (UFH) has 15 trainers
The University of Western Cape (UWC) has 17 trainers
There is a partnership with the North West University (NWU), which has 22 trainers for the delivery of the Executive Development Programme (EDP)
The NSG is also contracted with 162 individual independent contractors (IICs) for the rollout of NSG courses and programmes
The NSG has prepared department officials to deliver on the CIP. There is also a project management unit comprising 15 trainers dedicated to the delivery of the CIP, and 23 NSG officials who conduct training on CIP and other Induction programmes such as the BB2E

15. Monitoring and Evaluation
Types of evaluation:
Onsite training
Design evaluations - i.e. evaluate the development and design of the curriculum
Process evaluations –evaluate the implementation of the programme
Application of Learning Studies
Impact Assessment
The NSG conducts “Application of Learning” Studies (ALS) with selected programmes which is linked to the outcome level – i.e. the change in the participants’ knowledge and behaviour within the context of his/her own work. The objective of the study is to determine if the training has been applied by participants in the workplace
Studies conducted in the following areas: Khaedu; Supply Chain Management; Executive Development Programme; PILIR; Recruitment and Selection (not yet complete); and Excellent Customer Service
Currently the following studies are undertaken: Foundation Management Development Programme (FMDP) and CIP (13-14)

16. FINANCIAL ALLOCATION

17. MTEF Allocation Programme Audited outcome Revised Baseline 2013/14
2014/15
2015/16
2016/17
2017/18
2018/19
2019/20
R’000 
R’000
Administration
85 622
78 293
89 843
71 067
95 894
Public Sector Organisational and Staff Development
49 000
55 597
47 795 0 
64 612
68 982
71 638
Total Allocation
 Economic classification
Audited outcome
Revised
Baseline
2013/14
2014/15
2015/16
2016/17
2017/18
2018/19
2019/20
R’000 
R’000
Compensation of employees
36 259
37 127
44 122
49 989
51 911
58 687
63 148
Goods and services
48 000
36 630
40 957
21 078 
41 019
43 415
45 851
Transfers and subsidies
49 000
55 597
47 795
64 612
68 082
71 638
Payments for capital assets
1 363
4 536
4 764
2 964
3 107
3 253
Total economic classification
71 067

18. MTEF Trade Account: Forecast Budget
Training Trading Account
Economic Classification
Audited
outcome
Audited outcome
Revised Budget Estimate
2013/14
2014/15
2015/16
2016/17
2017/18
2018/19
2019/20
R’000 
R’000
Training related revenue (course fees)
86 617
60 134
167184
Interest & other income
6 644
6 859
8 286
2 434
2 556
2693
2 844
Transfers received
49 419
55 597
47 795 0 
64 612
68 082
71 638
Reserve Funds
91 275
Total revenue
Compensation of employees
58 202
61 471
71 506
86 713
93 911
Goods and services
99 753
87 354
84 895
Total expenses
Surplus / (Deficit)
234
248
(40 186)

19. HUMAN RESOURCES

20. Vacancy Rate
The NSG has a total of 227 posts on the approved establishment for Programmes 1 & 2 with 207 posts filled, representing a vacancy rate of 7,5% by 31 March 2017

21. Employment Equity

22. CORPORATE GOVERNANCE

23. Corporate Governance
The NSG continues to improve corporate governance and will ensure that in 2017/18:
All oversight meetings including the Audit, Risk and departmental management are convened to ensure operational efficiency
The strategic risk assessment is continually monitored
All Performance Agreements are signed within the required timeline, and financial disclosure forms submitted on time
The NSG completed the MPAT 1.6 assessment administered by the DPME – for the first time the NSG has obtained an outright score of 4 in the KRA: Financial Management. We are putting in place improvement plans and mechanisms to improve the MPAT scores in the other KRAs

24. CONCLUSION

25. Conclusion
Our Constitution declares public administration to be development-oriented (s195), and therefore any developmental public administration requires a professionalised public service with public servants with the necessary attributes, skills and competencies.
The NSG, in terms of its legal mandate, remains the focal institution for capacity development in the public service. We remain committed to the mandate and fulfilling the ideals of the Constitution and the NDP
We seek to reach across all three spheres of government and other organs of State to build a capable and developmental state. Our gains in the previous financial year (such the memorandums of understanding with SALGA and other state entities) lead us to believe we can achieve this

26. Enkosi, Realeboga, Dankie, Thank you