PanSALB OVERVIEW PRESENTATION

Transcription

1 PanSALB OVERVIEW PRESENTATION DATE: 26 th August 2014 VENUE: PORTFOLIO COMMITTEE ON ARTS & CULTURE, PARLIAMENT PRESENTED BY: MS K MBELE (ACEO)

2 1. Purpose 2. Constitution of the Republic 3. PanSALB s Mandate 4. Governing Legislations 5. Strategic Direction 6. Status Quo 7. Challenges 8. Special Projects 9. Recommendations 10. Annexures Litigation Case NLDTF Projects Table of Contents 2

3 Purpose of the presentation To give an overview of PanSALBs mandate and the role in the legislation and its current activities and programmes 3

4 Constitution of the republic Constitution Act 108 of 1996 section 6(4) states that the national government and provincial government, by legislation and other measures, must regulate and monitor their use of official languages. Without detracting from the provisions of sub section 2, all official languages must enjoy parity of esteem and must be treated equally. Further more section 29 (2) states that everyone has the right to receive education in the official languages of their choice in public education institution where that education is reasonably practicable. 4

5 PanSALB Mandate The Pan South African Language Board was created by the Constitution of the Republic of South Africa Act 108 of In terms of section 6(5) of the said Constitution, it states that a Pan South African Language Board be established by national legislation which must: (a) (i) (ii) (iii) (b) (i) Promote and create conditions for, the development and use ofall official languages; the Khoi, Nama and San languages; and South African Sign language; and Promote and ensure respect forall languages commonly used by communities in South Africa. 5

6 Other governing legislations PanSALB act as amended; The use of the official language act; Norms and rules; Articles of associations for PanSALB structures: Memorandum of association; PLCs NLBs NLUs PFMA Treasury regulations Public services Regulations Companies Act 6

7 The Public Finance Management Act 1 of 1999 The PFMA Act lists PanSALB as a schedule 1 institution meaning that it is one of the Institutions that Support Democracy, which is not the case in the Constitution as already indicated. 7

8 The PanSALB Act of 1995 as amended in 1999 The PanSALB Act as amended serves as a guideline to the PanSALBs operations and also touches on aspects of governance as well. The amendments made on the PanSALB Act implies that PanSALB is a schedule 3A Public Entity as it gives the Minister the authority to appoint and disband the PanSALB Board as per the Act. This also creates a contradiction to the PFMA. 8

9 Strategic Direction 9

10 Mission To provide language products and services that lead to equitable use of all South African languages including Khoi, Nama & San Languages and Sign Language, with a special emphasis on languages that were previously marginalised. This will be achieved by developing, preserving, promoting, protecting language rights, and fostering respect for Language. 10

11 Vision A nation that acts intentionally about its mother languages / tongue while promoting multilingualism

12 Monitoring and Evaluation Research Develop Use Language Rights Business Model P R O M O T I O N Customer

13 PanSALB Programmes Programme 1 Administration Programme 2 Business Development Programme 3 Public Engagement

14 Programme 1 Administration Purpose: To coordinate the provision of support services to all divisions within PanSALB Leadership Corporate Services Finance and Budgets Policy Regulation, LHR, Research, Monitoring & Evaluation Services 14

15 Programme 2 Business Development Purpose: To ensure that PanSALB meets the needs of its clients Languages Services Composition: National Language Bodies (NLBs); National Lexicography Units (NLUs); Provincial Language Committees (PLCs) Technical support services (TSS); 15

16 Programme 3 Public Engagement Purpose: To coordinate the provision of support services to all divisions within PanSALB; Public Engagement Composition: Provincial Office Co-ordination; 16

17 PanSALB Executive Structure 17

18 Management Structure 18

19 Location Head office is renting at Provisus Building, 523, Stanza Bopape Street, Arcadia, Pretoria; PanSALB has 9 provincial offices (Renting Office Space); 19

20 Situation at PanSALB Prior 15 June

21 Background Areas Constitution, mandate and Strategy Management Consultation with stakeholders Challenges Strategy was not implementable; Growth in the organisation s operational expenditure became evident although the budget was not increased; Strategic objectives were not SMART; Programmes were not aligned; Underfunding of programmes; Lack of any continuity and alignment between the plans; Lack of performance measure description forms; and Lack of monitoring of organisational performance Lack of executive management expertise; Little or no accountability of staff; No performance management system; Lack of staff meetings; Lack of consultation with PanSALB stakeholders; No national meetings and little communication with Provincial Managers; 21

22 Background..cont. Areas Legal Costs and concerns Travel costs Governance Finance and SCM Challenges High litigation costs due to cases brought against PanSALB by staff members Extremely high travelling costs; The number of persons appointed to the Board should be approximately 13, whereas they were approximately 6 ; Board members interfered with PanSALB staff members; Inadequate Board oversight; Moral and motivation of some Board Members was extremely low; Failure of the Board to translate its mandate into a set of clear and cogent set of programmes of action; No audit committees; No risk committee; PanSALB was underfunded to meet its constitutional mandate; High increase of operational costs; Financial resources within PanSALB have been directed away from its operations; No proper supply chain management processes ; Lack of proper acquisition processes; 22

23 Situation at PanSALB After 15 June

24 Introduction The CCEO was appointed on 15 th June 2012; Main objective was to turn around PanSALB to effectively discharge the mandate; Turnaround strategy was developed and rolled out for implementation; 24

25 PanSALB consultative process 1, Development of TA Strategy Internal structures (NLBs, NLUs, PLCs, Editors in Chief, Senior & Provincial Managers 4,Launch stakeholder forums Establishment of Executives; Development of Language Programs Consultation 2,Provincial Visits Structures, Provincial staff, & external key stakeholders 3,Provincial Indabas Establishment of stakeholder forums and sub committees 25

26 Turn Around strategy The Turnaround Strategy adopted was broken into three phase: Strategy Phases First Sixty Days Turnaround Long term Impact Stability of the organisation Put the organisation in the right operational mode Implementing a PanSALB strategy in line with National Treasury guidelines 26

27 PanSALB Strategic Objectives No SO1 SO2 SO3 SO4 SO5 Objective Ensure the sustainability of PanSALB Deliver language products and services that create a conducive environment for languages Build PanSALB capability Create an effective service delivery Infrastructure Create awareness of language use 27

28 PanSALB Core Competencies Managing Performance Managing Partnerships Language Project Development PanSALB Brand Managing Service Delivery Network at Provinces Research Develop, Promotion & Use Managing Development of Support Programs 28

29 Status Quo 29

30 Past allocations vs. Expenditure Period Allocation Expenditure Shortfall 2010/ ( ) 2011/ ( ) 2012/ ( ) 2013/ ( ) Revenue Generated Service offered: 2013/14 Nil NB. The institution overspending is due to inadequate funding allocation that does not cater for its constitutional mandate. Therefore revenue generation initiatives are in place to mitigate some of the underfunding issues. 30

31 Achievements No Objective Achievement SO1 Ensure the sustainability of PanSALB Developed PanSALB Language Policy; Established Revenue Generation Unit; Raised 20 million worth of revenue outside of the grant; Appointed internal auditors; SO2 Deliver language products and services that create a conducive environment for languages Held colloquiums - Academic debate; Verified, Authenticated various language products; Established Dr. Neville Alexandra Language Scholarship; SO3 Build PanSALB capability Vacancy rate is at 29%; (The required vacancy rate is 5%) Monitoring & Evaluation unit is established; 31

32 Achievements No Objective Achievement SO4 Create an effective service delivery Infrastructure Developed ICT strategy; Developed ICT compliance and Governance framework; SO5 Create awareness of language use Held Provincial Language Indabas; Establishment of language chairperson forums; Establishment of stakeholder engagement; Establishment of linguistic human rights unit; Colloquiums - Academic debate; Establishment of a library at head office and in the provinces e.g. Limpopo, Free State Establishment of Language Stakeholder Forums (North West) 32

33 Non Achievements No Objective Non Achievements SO1 Ensure the sustainability of PanSALB Lack of PanSALB Budget revision by Treasury; SO2 Deliver language products and services that create a conducive environment for languages Development of PanSALB products and services; Implementation the language framework; SO3 Build PanSALB capability 29% of staff not filled; The 11 dictionaries units, under the companies act are facing going concern which has a negative impact on the organisation; SO4 Create an effective service delivery Infrastructure Installation of Tshwanelex; Reconstitution of PanSALB structures in some of the provinces; e.g. Limpopo, EC, KZN Technical resource for support structures; SO5 Create awareness of language use In some provinces reading clubs are not established; Implementation of the stakeholder forums; Establishment of libraries in some provinces; 33

34 Key challenges at PanSALB Failure to deliver on our constitutional mandate; Going concern revealed that : Programmes are underfunded as follows: o Dictionary Development by 77% o Linguistic Human Rights by 59% o Language Furtherance and use by 81% o Promotion and stakeholder mobilization by 48% o Support services by 43% Shortfall of 38 million for the 2013/14; 34

35 Challenges: Lack of funding resulted on the following; Non achievement of core services; Non implementation of key projects; & Non compliant; The Board is unable to carry its mandate as it is unable to hold its six meetings per annum as required by PanSALB Act and the good co-operate governance is compromised due to lack of funds to hold meetings. Audit and Risk Committees is unable to hold its four meetings as stipulated in the Audit and Risk Committee charter. Tribunal for language complaints is unable to hold its four meetings to handle language complaints due to underfunding. Sub-committees for PLCs, NLBs and NLUs are unable to hold its four meetings per year to advice the Board about language matters in the Country. AGSA has continuously raised a going concern problem as the liabilities exceed the assets including the Non-Profit Companies being the internal structures. 35

36 Challenges:.Cont. Non compliant; The Non-Profit Companies complain to PanSALB as the mother body and the feeling is that PanSALB is not prepared to fund them whereas they were established by its Act; In terms of the PanSALB Act of 1995, the section 21 Companies were not part of PanSALB mandate under section 8 (it was only PLCs and NLBs), but the amended Act of 1999 includes section 21 Companies for eleven dictionary units to be funded by PanSALB under section 8 (c) of the PanSALB Act but there was no extra funding to cater these section 21 Companies and the Board had to take funds from other areas to fund these units currently amounting to R16, 000, per annum; Due to unclear reporting lines, the organisation s strategy document 2013/14 was not tabled in parliament. Lack of capability cause the organisation not to achieve its mandate; Non alignment of the funding allocation to the new language Act 12 of 2012 that require PanSALB to have a language unit will result in the organization not fulfilling its mandate. 36

37 Special Language Projects 37

38 Overview SPECIAL PROJECTS JUDICIARY TRANSLATION & EDITING SERVICES DR NIVILLE ALEXANDER LANGUAGE SCHOLARSHIP LANGUAGE PUBLISHING HOUSE PURPOSE TO ENABLE THE JUDICIARY ENVIROMENT FOR REPRESENTATION IN PREVIOUSLY MARGINALISED LANGUAGE TO ENCOURAGE THE LANGUAGE IN EDUCATION TO CREATE CODUCIVE PUBLISHING ENVIROMENT 38

39 Progress Judiciary Translation & Interpreting project is still at initiation phase; Dr Neville Alexander Scholarship and Publishing House Projects are at execution phase ; 39

40 IT Architecture 40

41 Overview 95% uptime of infrastructure services, which include WAN & LAN based , internet and web based services; 95% uptime of application services, which include Pastel Payroll and accounting Modules; 41

42 Overview cont. 80% Expedition of the Technical Transition Project; That includes : upgrade from 1MB to 2MB WAN line; Resulting into : speedily , internet and web services; Highly standardised server room requirements: Upgraded server room, installed fire extinguisher systems- meeting 2007/2008 AD; Capacity Planning and delivery; Capacity Differentiation and Communication 42

43 Progress ICT infrastructure could not be fully implemented due to lack of funding; & Business operation processes for the organisational units could not be implemented; 43

44 Risk Assessment 44

45 Overview Internal auditors appointed (PWC); PanSALB updated risk register; Organisational risks discussed with stakeholders; 45

46 Overview PanSALB has internal audit plan that covers 2014/ /18; Internal audit charter is developed; 46

47 Progress Advertisement for the audit committee has been done and ; shortlist of the audit committee is outstanding; 47

48 Supply Chain Management 48

49 Overview Supply Chain procedure manuals in place (procurement system); Supplier Data base in place; Demand management in place; Acquisition management in place; Asset management; Logistics in place; & 49

50 Recommendations Additional funding is requested to cover the short fall in order to fulfil PanSALB mandate; PanSALB budget needs to be increased in order to cover the core services; Technical resource for support structures must be funded; PanSALB must be transformed to become a constitutional entity; The language infrastructure must be fully implemented & The institution must fully implement the governing bodies; 50

51 Litigation Case See annexure attached 51

52 National Lotteries Distribution Trust Fund Projects See annexure attached 52

53 Thank You 53