Redesigning new curriculum programmes for the public sector
to implement the National Development Plan:
Vision 2030
The National School of Government
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Presentation Outline
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Building a Capable Developmental State
The National Development Plan
Defining NSG role under the NDP
Outlining the curriculum programmes
Articulation Pathways
The NSG: Building a Centre of Excellence
– Piloting options for the future
• Conclusion
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Building a Capable Developmental
State
• The National Development Plan commits South Africa to building a capable
developmental state.
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Developmental states establish capable institutions giving them the capacity for effective,
selective and sustained interventions to positively alter their countries’ development
trajectories.
• Education and learning do not happen in a void.
• Capacity building occurs in a social environment which brings with it a
particular history, traditions and knowledge.
• Capacity building requires “embeddedness”
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coordinated action by the executive, judiciary, legislative sector, independent
constitutional bodies and the public service to create platforms for civic voice and action
through integrating and facilitating programmes and the availability of resources for
people-led development
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The National Development Plan
• Given the complexity of national development, the NDP sets out
interlinked priorities.
• These priorities are aligned with the 5-year government priorities
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Improving education
Improving healthcare
Creating decent work
Fighting crime and corruption
Rural development and land reform
• Serve constitutional priorities
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People-centred public service.
Promote a high standard of professional ethics.
Be development oriented.
Be accountable.
Maximise human potential.
Promoting
gender equality and greater
opportunities for young
people
are integrated themes that
run throughout the NDP.
GMP and BB2E courses of
NSG talk to this
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Defining NSG role under NDP
Three NDP priorities stand out.
Raising
employment
through faster
economic
growth
Improving the
quality of
education, skills
development
and innovation
Building the
capability of the
state to play a
developmental,
transformative
role
The NSG is mandated to promote the progressive realisation of the values and principles
governing public administration and enhance the quality, extent and impact of the
development of human resource capacity in institutions.
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Defining NSG role under NDP
“If we are to address the twin challenges of poverty and inequality, a state is
needed that is capable of playing a developmental and transformative role.”
skilled public servants who are committed to the public good
and capable of delivering consistently high-quality services
to all South Africans
Performance results from the interplay between a complex set of factors:
politicaladministrative
interface
leadership
staffing
organisational
design
accountability
morale
Government must pursue a long-term sustained focus on tackling major
obstacles to improving performance of the public service.
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Defining NSG role under NDP
• 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 have
significant implications for public sector curricula, which include the following:
– Providing education and learning for recruits into the public sector.
– Developing technical skills, which are essential to fulfil the core functions of the State.
– Creating an in-depth understanding of the sections of society in which public servants work and
connecting them to the community they serve.
– A proactive approach to identifying and solving problems.
– A vision of public sector career paths and a long term perspective on learning and
development.
– Widened access to education and learning.
• In order to develop public servants at all levels (authority, experience,
competence and support), requires a curriculum focused on public service
learning and development needs. Such a curriculum is specialised in the
following respects:
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Has a specific philosophical underpinning;
Is linked to occupational, proficiency and performance levels in public sector;
Promotes practical, relevant and embedded delivery;
Contributes towards building the capacity of the State to deliver services; and
Promotes continuous professional development.
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Defining NSG role under NDP(cont.)
• Further to the NDP, the curriculum development process is guided by an
integrated learning framework which – Provides the basis to systematically map courses, programmes and qualifications.
– Is based on three key components inclusive of
• three broad competency types (generic, functional and sectoral);
• competency clusters aligned to existing DPSA competency frameworks; and
• expected levels of performance (basic to advanced)
– Provides a clear articulation pathway for progression in the public sector.
• The target audience is categorised in terms of occupational level,
proficiency level and performance level, which aims to promote the
usefulness and relevance of education and learning.
• In order to provide flexibility with respect to addressing learning and
development needs in the public sector to develop a caring and capable
workforce, the NSG implements a hybrid curriculum model with two
orientations.
– The curriculum is occupational to provide public servants with the knowledge, skills and
values required for improved performance in the work place.
– The curriculum caters for academic and professional development in order to provide
public servants with theoretically grounded knowledge, skills and experiences that make
them suitable to do a particular job.
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Defining NSG role under NDP(cont.)
• Focus areas of education and learning • Pre-service education and learning;
• Induction and reorientation;
• In-service education and learning;
• Administration and Support
• Management
• Leadership
• Oversight
• Continuous Professional Development
• Diagnostics and Organisational Development
The NSG prospectus provides detailed information about available courses, programmes and qualifications at the NSG.
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Curriculum programmes
Pre-service education and learning
Relevant NSG
Course /
Programme
Description
Breaking Barriers to The aim is to reduce the number
Entry into the Public of unemployed graduates by
Service
increasing their employment
opportunities.
Pre-entry into SMS
Source
Unemployed Youth
Public service as career of
choice
Straddles both pre-service and in- DPSA
service education and learning
NDP
The aim is to build the capabilities
required on senior management
occupational levels.
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Expand the opportunities for youth by offering a Cadet Graduate Programme to give young
graduates the opportunity to learn more about the operations of government and to equip them
for the world of work
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Mentoring and Coaching for Public Service Managers
Mentoring Skills for Supervisors
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Curriculum programmes
Induction and Reorientation
Relevant NSG Course /
Programme
Description
Source
Compulsory Induction
Programmes
This focus area deals with
mandatory education and
learning and is linked to an
occupational level. The
aim is to professionalise
the public service.
NDP
DPSA
PSC
Public Service
Reorientation Programme
The aim is to remind public Constitution
officials of the virtues of
NDP
being a public servant and
remind them of the values
of the public service.
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Curriculum programmes
In-service education and learning: administration and support
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Relevant NSG Course /
Programme
Description
Source
Excellent Customer Service
The aim is to develop the
required competencies to
deliver quality customer
service in line with Batho
Pele principles.
Batho Pele
Constitution
PSC
Foundation Management
Development Programme
The aim is to lay the first
building block in a
manager’s career path and
provide a solid foundation
for further development.
NDP
DPSA
Undertake studies to understand the education and learning needs of this target group
Use the competency framework for this occupational level, established by the NSG, to develop
relevant and useful capacity building interventions, e.g. Adult Basic Education and Training
Recognise the experience and knowledge of this target group through recognition of prior
learning (RPL) processes
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Curriculum programmes
In-service education and learning: management
• Enhancing management and leadership training
• 3 Functional area learning frameworks are in place
Framework
Description
Financial
Management
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Developed in collaboration with the National Treasury •
Enhances capacity of staff to comply with financial
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and supply chain management standards in all
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spheres of government
Human Resource
Management
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Based on competencies identified in the DPSA HR
Competency Dictionary
Enhances competences attached to the HR functions
performed by the various occupational levels
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DPSA
PSC
NDP
Informed by the government-wide monitoring and
evaluation framework led by the Presidency
Enhances competences attached to the M&E
functions performed by practitioners and line
managers
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MPAT - DPME
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Monitoring and
Evaluation
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Source
NT
AG
NDP
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Curriculum programmes
In-service education and learning: leadership
• Focused leadership one of the critical success factors for the NDP
• Leadership programmes are offered in partnership with HEIs
Relevant NSG Course /
Programme
Description
Source
Emerging Management
Development Programme
The programme targets emerging managers and
focuses on exponential career growth
NDP
Advanced Management
Development Programme
The programme targets middle managers and
prepares them for the challenges of Senior
Management Service
DPSA
Executive Development
Programme (Post Graduate
Certificate in Executive
Leadership)
The programme is aimed at enhancing the
capacity of public service leaders in a dynamic,
democratic, developmental state
NDP
Accelerated Development
Programme
The programme aims to fast-track the
advancement of middle managers in the public
service. This programme is also intended to
enhance the transformation of public service by
preparing women and people with disabilities for
senior management roles
Women
empowerment
People with
disabilities
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Curriculum programmes
In-service education and learning: oversight
• The NDP identifies legislative oversight as an area that requires attention
in order to achieve the aspiration of a capable and developmental state
• Oversight programmes are offered in partnership with HEIs
Relevant NSG
Course /
Programme
Description
Source
Legislatures Capacity
Building Programme
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The purpose of programme is to enhance the
quality of public leadership and contribute to
the professional development of Members of
Parliament and Members of Provincial
Legislatures
The architecture of the LCBP comprises a
series of components, from an introductory
course to postgraduate qualifications
Flexible entry and exit routes respond to the
diversity of experience, academic
qualifications and other learning needs of the
target group
Legislature
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Articulation pathways
• The NDP identifies career pathing as an area of particular
importance.
• A matrix of qualifications for career pathing in the public
service has been developed in partnership with the South
African Qualifications Authority, Quality Council for Trades
and Occupations, DPSA and the Public Service Sector
Education and Training Assurer.
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Articulation pathways
Role
Salary Level
Qualifications proposed
Leadership
Executive Management
PhD in Public Service Leadership (PSL)
15-16
Senior Management
Masters in PSL
Post Graduate (PG) Dip in PSL
13-14
Management
Middle Management
11-12
Junior Management
Advanced Dip in Public Service
Management (PSM)
Advanced Certificate in PSM
9-10
Administration
6-8
Certificate in Public Service
Administration (PSA), Level 4
4-5
Certificate in PSA, Level 3
1-3
Certificate in PSA, Level 2
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The NSG: Building a Centre of
Excellence
• The NSG seeks to build an effective and professional public
sector.
• This implies, firstly, the development of public servants who
display the knowledge, skills and values necessary to diligently
and with commitment serve the citizens of South Africa.
• Over and above developing public servants who are selfmotivated, committed and ready to work with, and motivate
others, the NSG seeks to enable the development of required
competences for improved performance in the work place.
• A competent work force is required to build a caring and
capable state.
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Piloting options for the future
• Understanding curriculum as broader than just the “what” (content), but
equally inclusive of the “to whom” (community), the “conditions”
(context), the “purpose” (commitments), and the “effect” (desired
outcomes) – the NSG is undergoing a regeneration of the way it works to
further align it to meeting the NDP objectives.
• The organisation is currently piloting an integrated delivery model that
seeks to test:
– Embracing provision and /or facilitation according to programme intervention need
– An integrated capacity development model, including planning, design, development,
delivery and evaluation
– A hybrid funding model including voted funds, the skills development levy through
PSETA, cost recovery and donors
– Multi-mode delivery with enhanced eLearning presence
– Mix of mandatory and voluntary programme provision
• Four pilots are planned:
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Government Leadership Platform
Performance Management Development System
Induction- CIP 13-14
Partnerships – China-SA relations
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Government Leadership Platform
• The NSGLP is integrative by design and focuses on:
– Key priorities of government and the leadership obligation of all mangers
in realising national developmental goals;
– Administrative and occupational requirements of heads of departments
and executives, and of the senior and middle managers who support
them;
– The complex and necessary relationships within the spheres of
government and across sectors, including political, business, and civil
society; and
– Support strategies to leverage individual and collective learning and
leadership.
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Government Leadership Platform
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Performance Management
Development System
• Performance management is one of the key
areas requiring improvement in the public
service
– Target pilot of levels 1-12
– Pilot of integrated delivery mode combining face
to face with online
– Linked to temporary placement at NSG and
related recognition
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Compulsory Induction Programme
13-14
• Compulsory Induction Programme for newly
appointed Directors and Chief Directors
– Linked to the Ministerial Directive of MPSA
– 3 modules( Mentoring and Coaching and peer
learning) to be offered over 3 days
– Infusion of African Leadership values and ethos
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Partnerships – China-SA relations
• International Exchange Programme
– Pilot exchange programme with China Academy of
Governance (CAG)
• Short learning programme for +- 30 sms
• Target areas on - planning, economic development,
resource nationalism, infrastructure, integrated rural
development, industrialisation, governance and
building human capabilities, performance
management, and evaluation
– Malaysia academy on Operation Phakisa lessons
– Harvard School of Government exchange
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Conclusion
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Consistent with its curriculum philosophy and approach, the NSG adopts a strategy that is
designed to ensure that the whole system of learning and development is geared to
improving public sector performance and promoting development and increasing impact.
Through a combination of interventions, services and processes, the NSG will give attention
to the pre-service, induction and in-service professional development needs of public
servants and the legislature.
The NSG will serve a uniform public service in all aspects of implementation of an
overarching strategy, guided by well-defined ETD norms and standards.
Strategically partnering with provincial academies and human resource development units at
multiple and geographically dispersed sites of delivery will give due regard to priorities of all
spheres of government, as well as the needs and plans of specific sectors, institutions and
individuals.
Other role players and partners locally and internationally will include higher education
institutions (HEIs), further education and training institutions (FETs), prominent academics
and private sector institutions based on their ability to respond to the strategic, political and
economic demands of the public service.
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Conclusion
I want!
I can!
An organisational culture
and ethos that define the
ways things are done:
• norms to support delivery
• supportive leadership
• value driven delivery
Build knowledge and
skills through:
• skills development
• education and learning
• networks
• research
• sharing knowledge
PERFORMANCE
Space
A supportive institutional environment
I am allowed!
Legislation and regulations enable or limit participation and engagement
to move beyond policy to practice.
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The National School of Government
– A Centre of Excellence
Siyabonga
Thank you
Realeboha
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