1. ANNUAL PERFORMANCE Plan for 2019/20
A presentation to the Portfolio Committee on Public Service and Administration
02 July 2019

2. Outline of Presentation
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

3. 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

4. Legislative Mandate
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

5. Background to the Annual Performance Plan 2019/20
The Annual Performance Plan 2019/20 is aligned to the current five-year strategic plan ( ), 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

6. 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:
Economic transformation and job creation
Education, skills and health
Consolidating the social wage through reliable and quality basic services
Spatial integration, human settlements and local government
Social cohesion and safe communities
A capable, ethical and developmental state
A better Africa and World

7. 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

8. Alignment with seven priorities of SONA
SONA Priority
NSG Performance Area
Economic transformation and job creation
Train 3000 interns and unemployed youth on the Breaking Barriers to Entry into the Public Service (BB2E) to enhance youth employment opportunities
Revamp the BB2E programme to support the Formal Graduate Recruitment Scheme in the public service
Rollout of suite of Supply Chain Management programmes for public service and local government to strengthen government capacity to support job creation and localisation
Education, skills and health
Rollout the course on Leading Innovation in the Public Service. Furthermore, working with the CPSI, a strategy for the reskilling of public servants to mitigate the opportunities and threats of the 4IR will be developed
Collaborate with the Government’s Information Technology Officers Council (GITOC) to develop a programme for Chief Information Officers in the Public Service
In support of the NHI implementation, the NSG is ready to roll out targeted training programmes for nursing personnel, including the Compulsory Induction Programme; Managing Performance in the Public Service; Citizen Centred Service Delivery; and Excellent Customer Care for Frontline Service

9. Alignment with seven priorities of SONA
SONA Priority
NSG Performance Area
Consolidating the social wage through reliable and quality basic services
NSG courses and programmes are aligned to government policy frameworks and seek to address quality service delivery
The NSG also undertakes individual training needs analyses within departments and analyses of oversight reports (Auditor-General) to identify ways to improve in all areas of weaknesses /challenges of departments
The NSG revamped its Batho Pele courses to be citizen centred and worked with the Public Service Commission to mainstream the Constitutional Values and Principles (CVPs) in all its courses.
Spatial integration, human settlements and local government
Collaborate with SALGA and enhance cooperation with National Treasury, COGTA, LGSETA and MISA in the sphere of capacity building for local government
There is a need for a “Scenario Planning” course for senior leaders and planners in government. The use of case studies should be strengthened and evidence-based planning promoted and developed as a skill
NSG will work in consultation with the DPSA, SALGA and COGTA on the further determination of specified education, training, examinations or tests as a prerequisite for specified appointments or transfers; and compulsory in order to meet development needs (PAMA requirement)

10. Alignment with seven priorities of SONA
SONA Priority
NSG Performance Area
Social cohesion and safe communities
Develop a compulsory course for public servants in addressing all forms of discrimination in the Public Service
Progressive Realisation of Socio-economic Rights of Communities Handbook focussing on fundraising, budgeting, partnerships and networking, communication and feedback, conflict resolution, project management and report writing, to be made available to CDWs and Ward Councillors
NSG will promote thought leadership between the public and private sector, and civil society to strengthen active citizenry, to include dialogues on transformation issues of Youth Development, Gender-Based Empowerment and Budgeting, and designing interventions to serve and advance the plight of People with Disabilities (PWDs)
The NSG will also be engaging with relevant stakeholders and collaborating with the Department of Traditional Affairs on developing a programme for Traditional Leaders
A capable, ethical and developmental state
The NSG in collaboration with the DPSA and the PSC developed a suite of ethics and accredited anti-corruption courses, to build and strengthen competencies to prevent, detect, and investigate corruption in the public sector
Skilling public servants through rolling out training and development opportunities. For the 2019/20 financial year, the NSG is projecting to train a total of learners in all training streams, either through face-to-face or online learning.

11. Alignment with seven priorities of SONA
SONA Priority
NSG Performance Area
A capable, ethical and developmental state
The NSG will expand the coaching and mentoring programme across the public service. The training of senior managers should address the erosion of governance, accountability and consequence management. The NSG is rolling out the Executive Development Programme to address the erosion of accountability and consequence management.
The NSG developed an online Senior Management Service (SMS) Pre-entry Programme in line with the Directive which prepares prospective applicants to be ready to work in the senior management echelons in government. We will also strengthen the implementation of mandatory training days for senior managers, coaching and executive development of HODs
The NSG and DPSA is cooperating in an extensive study focussing on the options, and an implementation plan, for an assessment centre for the public service

12. Alignment with seven priorities of SONA
SONA Priority
NSG Performance Area
A better Africa and World
Strengthen management development institutes through the African Management Development Institutes’ Network (AMDIN) and play a crucial role in providing capacity building on the continent
Customisation and roll out of the Project Khaedu programme on the African continent
NSG has partnerships with National Chinese Academy of Governance and French National School of Administration to promote knowledge and student exchanges
The NSG will also explore partnerships with the other international Schools in order for the public service to benefit its leaders in niche learning areas such as managing large-scale projects

13. ANNUAL PERFORMANCE PLAN 2019/20:
Programme 1: Administration

14. Programme 1: Administration
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

15. Programme 1: Administration: Strategic Objectives and APP Targets
Performance Indicators
2019/20
Improve financial sustainability, organisational performance, accountability and compliance
Achieve an unqualified or clean audit opinion in the annual report by Auditor- General
Unqualified or clean audit report issued by the Auditor-General
Number of days taken to collect current outstanding NSG debt
Reduce the average number of days for current debt collection to 60 days
Number of days for payment of suppliers from the date of receipt of a valid invoice
All suppliers within 30 days of receipt of a valid invoice
Amount of revenue generated by the Training Trading Account, as part of the cost-recovery
Projected revenue of R119m generated by the Training Trading Account

16. Programme 1: Administration: Strategic Objectives and APP Targets
Performance Indicators
2019/20
Implement efficient and effective infrastructure and human resource management to support improved performance
Percentage of posts vacant by the end of FY
Vacancy rate of 10% or less by end of the financial year
Average number of days taken to resolve disciplinary cases
All disciplinary cases resolved within 60 days from the date of receiving the case
Effective ICT Disaster Recovery solution
Monitor and test ICT Disaster Recovery solution through the
Disaster Recovery Plan

17. Programme 1: Administration: Strategic Objectives and APP Targets
Performance Indicators
2019/20
Establish strategic multi and bilateral partnerships to enable the NSG to deliver its learning and development programmes aimed at capacitating the public service
Number of international exchanges and capacity building initiatives facilitated to support the mandate
of the NSG
Facilitate 3 agreements supporting international exchanges and capacity building initiatives 
Provide capacity development platform for African Public Service institutions through AMDIN initiatives
Host AMDIN to steer capacity development

18. Programme 1: Administration
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

19. ANNUAL PERFORMANCE PLAN 2019/20:
Programme 2: Public Sector Organisational and Staff Development

20. Programme 2: Public Sector Organisational & Staff Development
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

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
HEI approved 14
ETQA accredited 82
QCTO accredited 1
Total number of accredited courses/programmes (ETQA & QCTO) 97
Number of non-accredited courses/programmes 32
Grand total number of courses/programmes
129

22. Programme 2: Public Sector Organisational & Staff Development
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)

23. Compulsory and Mandatory Courses
Compulsory Induction Programme (salary levels 1-14)
Executive Induction Programme (salary levels 15-16)
Khaedu training and deployment to service delivery sites (salary levels 13-16)
Senior Management Service (SMS) Pre-entry Programme
Ethics in the Public Service
Managing Performance in the Public Service
Introduction to Financial Management:  Delegations of Authority (salary levels 9-16)
Supply Chain Management for the Public Service (salary levels 9-16) – Workshop
Mandatory
Citizen-centred Service Delivery
Supply Chain Management for Practitioners (salary levels 9-16) – Accredited
Programme and Project Management (salary levels 13-16)
Avoiding Irregular, Fruitless and Wasteful Expenditure (salary levels 9-16)
Art of Facilitation for progressive realization of socio economic rights
Coaching for Leadership Development (salary levels 13-16)
Orientation and Support to the Public Service Formal Graduate Recruitment Scheme
Evidence-based policy making and implementation (salary levels 9-16)

24. Programme 2: Public Sector Organisational & Staff Development
Strategic Objective
Performance Indicators
2019/20
Implement effective research to inform training and development needs and opportunities within the public sector
Number of research projects to
inform training and development needs and opportunities completed
6 research projects to inform training needs and opportunities completed
Number of training needs analyses
completed to inform training and
development needs and opportunities
10 training needs analyses undertaken with public sector institutions
Number of research colloquia
or workshops hosted by the NSG
as a knowledge sharing platform
Host 6 research colloquia workshops annually

25. Programme 2: Public Sector Organisational & Staff Development
Strategic Objective
Performance Indicators
2019/20
Implement effective research to inform training and development needs and opportunities within the public sector
Number of articles/ papers submitted for publication to promote thought leadership, knowledge creation and dissemination
Submit 4 articles/ papers to promote thought leadership
Number of leadership platforms convened
Convene 4 leadership platforms annually
Implementation plan for establishing a national competency assessment centre for public servants
Develop an implementation plan
Online diagnostic tool aimed at creating skills database in the public service
Implement the diagnostic tool by end of FY
Implement effective monitoring of the quality of training and development interventions and the evaluation of effectiveness of interventions
Number of evaluations to be carried out by end of financial year
Complete 66 evaluations
Number of application of learning studies progress reports produced by end of financial year
7 application of learning studies completed

26. Programme 2: Public Sector Organisational & Staff Development
Strategic Objective
Performance Indicators
2019/20
Develop accredited and non-accredited curriculum responding to public service training and development needs
Number of programmes/ courses developed or reviewed annually
Develop or review 6 programmes/ courses annually
Number of programmes/ courses quality assured annually
Quality assure 6 programmes/ courses by the NSG Quality Assurance Committee
NSG status as an accredited training provider maintained 
Facilitate and manage various accreditation processes to maintain the status of the NSG as an accredited training provider 
Develop and offer technology mediated learning
Number of online courses offered by the NSG by the end of the financial year
26 eLearning interventions offered

27. Programme 2: Public Sector Organisational & Staff Development
Strategic Objective
Performance Indicators
2019/20
Provide training and development opportunities for compulsory and demand-led training to current and potential public servants on NSG curriculum and programmes
Number of new and current public servants trained through face to face and online learning (Including Compulsory Induction and demand led trainings)
Train new and current public servants on compulsory and demand-led programmes through face to face and online learning annually
Number of public servants trained on mandatory courses (Cabinet approval)
Train public servants on mandatory courses
Number of unemployed graduates and internships undergoing public service
orientation through the NSG
Orientate unemployed youth graduates and interns through the BB2E Programme

28. Mandatory Programme Target
Training Targets for 2019/20
Stream
Training Target
Mandatory Programme Target
Total Training Target
Induction
26320
700
27020
Administration
4343
800
5143
Management
9100
1500
10600
Leadership
6520
1000
7520
BB2E
3000 - 
TOTAL
49283
4000
53283

29. BUDGET ALLOCATION & REVENUE GENERATION

30. Financial Management
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:
Financial Year 2019/20
Financial Year 2020/21
Financial Year 2021/22 R R R

31. Budget Allocation Vote Account 2019/20
Annual Budget 2019/20
Programme
R’000
Administration
109,446
Public Sector Organisational and Staff Development
79,847
Total Vote Expenditure
189,293
Economic Classification
Compensation of Employees
58,416
Goods and Services
47,777
Capital Assets
3,253
Transfer to Trading Entity
Donor Funding (EU Project)
10,027
Total Expenditure
199,320

32. Budget Allocation Trade Account 2019/20
Annual Budget 2019/20
R’000
Training related revenue (course Fees)
143,351
Transfer from the Vote
79,847
Other Revenue (Interest)
3,200
Total Revenue
226,398
Compensation of Employees
(105,353)
Goods and services
(121,045)
Payments for capital assets
Total Trade Expenditure
(226,398)
Surplus/(Deficit) -

33. HUMAN RESOURCE MANAGEMENT

34. Human Resource Management
Principal
DDG: Corporate Management
CD: Strategic Planning and ICT
CD: Corporate Services
D: Legal, Contract Management & Compliance
DDG: Specialised Services
CD: Curriculum Design
CD: Accreditation
CD: Quality Assurance
CD: e-Learning
Training Policy & Planning
CD: Monitoring & Evaluation
CD: Research & Innovation
DDG: Training Management & Delivery
CD: Induction
CD: Leadership
CD: Management
CD: Administration
CD: Technical Support
CD: Marketing
Internal Audit
D: Executive Office Management Support
CD: International, Special Projects & Communication
D: ODA & International Projects
D: Africa Affairs & Special Projects
D: Communications
CD: Finance
D: Management Accounting
D: Financial Accounting
D: Supply Chain Management

35. Vacancy Rate
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

36. Vacancy Rate per Occupational Category
No of posts
Filled
Vacant
Vacancy Rate
Senior Management (SL 13 – 16) 49 42 7
14.3%
Highly skilled supervision (SL 9 – 12) 80 77 3
3.8%
Highly skilled production (SL 6 – 8) 76 67 9
11.8%
Skilled (SL 4 – 5) 24 22 2
8.3%
Total
229
208 21
9.2%

37. Employment Equity Gender, Disability & Youth Profile

38. Employment Equity Race Profile

39. Ngiyabonga, Enkosi, Realeboga, Thank you