The school is part of the Ministry for Public Service and Administration (MPSA), under the leadership of Minister Ayanda Dlodlo and Deputy Minister Chana Pilane-Majeke.
Minister: Ms. Ayanda Dlodlo, MP
Deputy Minister: Dr Chana Pilane-Majeke, MP
Executive Management Team
Prof Richard M Levin holds a PhD in Political Theory and Institutions from the University of Liverpool, England; a BA Honours in Development Studies from the University of the Witwatersrand, South Africa; and is a graduate of the Senior Executive Programme from Harvard/University of the Witwatersrand. He is an accomplished scholar and is currently a visiting professor at the Nelson Mandela Metropolitan University, Port Elizabeth, South Africa. Additionally, he is a visiting professor at the University of the Witwatersrand, South Africa where he chairs the Advisory Board of the Wits School of Governance. He has previously held various academic and lecturing positions at the Universities of the Witwatersrand, Swaziland and Liverpool.
Prof Levin has held numerous leading roles in the South African Government since 1997. He has served as the Director-General of the Department of Public Service and Administration (2004-10) as well as the Economic Development Department whose establishment as a new department he led (2010-2012). He was the Director-General of the Office of the Public Service Commission from 2012-2015. He joined the National School of Government in June 2015 as the Principal. He will be responsible for steering the NSG as a centre from which public sector training is coordinated, provided and facilitated, curriculum and training standards directed and as a hub for learning and development.
The Office of the Principal is the executive office in NSG. The Principal, provides strategic vision and direction; orchestrate activities and create harmony within the department; and allocate resources. The Principal also leads the organisational change and transformation agenda, whilst at the same time ensuring adherence to good corporate governance practices, and financial viability and sustainability of the trading entity of the School.
The following are the Business Units under the Office of the Principal:
Communication, International and Special Projects
The Office of the Principal must also contribute to strategic and intellectual discourse on capacity building in the public service, domestically and internationally. These responsibilities also include communication, public and stakeholder engagements, forging strategic international partnerships, mobilising resources from the donor community, and facilitating the School’s engagement in the global knowledge exchange network through mutually beneficial partnerships with institutions on the African continent and around the world.
Office of the Chief Financial Officer
The core function of the Office of the Chief Financial Officer is to provide overall management of the financial affairs of the School. The sub-programme provides services to support planning, controlling and monitoring financial performance targets through its units, namely: supply chain management, financial management and reporting, and management accounting. This also covers the establishment and continuous improvement of effective systems for the management and safeguarding of NSG assets.
The core function of the Internal Audit Unit is to provide independent, objective assurance and consulting services designed to add value and improve NSG’s operations. It helps NSG to accomplish its objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control and governance processes. The Internal Audit Unit therefore assists the Principal, as Accounting Officer, in maintaining efficient and effective controls by evaluating administrative procedures and control measures to determine their effectiveness and efficiency, thereby developing recommendations for enhancements and improvements needed. Internal Audit has an administrative reporting line to the Corporate Management sub-programme. Risk management is also supported through Internal Audit.
The core function of the Corporate Management sub-programme is to provide support to the School on matters of strategic and allied functions to position the School and drive through its transformation and development.
Strategic Planning and ICT Management
The Strategic Planning and ICT Management Business Unit is responsible for the coordination and management of strategic cycle activities. ICT is outsourced to enhance and provide a more efficient and modern provision of services to the School.
The Corporate Service Business Unit consists of Human Resource Management and Development as well as Logistics and Facilities Management. These units play a strategic role of enabling and supporting all Branches within the School with human and physical space resources and operational tools to meet their strategic objectives.
Legal, Compliance, Contract Management and Risk Management
The function of this Business Unit is to support executive activities through the provision of legal, contractual, administrative efficiency and continuous monitoring of risks as well as implementation of risk mitigation measures.
Specialised Services Branch
The branch focuses on the specialised and transversal support competencies that are core to NSG as defined through functions of the business units listed below:
The core function of the Curriculum Design Unit is the management of the entire curriculum development cycle of training programmes and courses covering the spectrum of induction, leadership, management, and administration competencies. Capacity gaps identified as part of the training needs analyses informs the curriculum design processes and course (and programme) development.
The core function of the Quality Assurance Unit is to enhance the credibility of NSG courses and resultant training. All NSG programmes and courses – whether credit bearing or not – are subjected to rigorous quality assurance processes.
The core function of the Accreditation Unit is to increase available accredited programmes and courses (though not at the expense of non-credit bearing professional development programmes) that are linked to targeted qualifications on the National Qualification Framework.
The core function of the E-Learning Unit is to explore and implement modes of training delivery that take advantage of new and existing technologies to inform training rollout beyond the traditional face-to-face classroom-based training.
Training Management & Delivery
The sub-programme is responsible for the roll-out of training and post-training delivery support in induction, leadership, management, and administration as defined in the following units:
The core function of the Induction Unit is the implementation of programmes that give effect to the induction and orientation of all public servants in line with the constitutional requirements, the principles of Batho Pele and values and ethos of the public service. In addition, the unit also looks into the preparation of unemployed youth graduates for entry into the public service.
The core function of the Leadership Training Unit is to build leadership capacity across all levels in the public service, from initial access to on-going professional development throughout the leadership pipeline. Its approach is grounded in distributed leadership at all performer levels. Leadership development and support will include training programmes on effective leadership in the public service, mentoring and coaching, workshops and seminars.
The core function of the Management Training Unit is to develop technical skills for generic management competencies. These cover the following core areas: Financial Management; Human Resource Management; Project Management; Supply Chain Management; Monitoring and Evaluation; Planning and Organisation Design.
The core function of the Administration Training Unit is to improve the administrative capacity of the State, for which there has been repeated calls by key role players. NSG will focus on the following core administrative areas: Ethics and Anti-Corruption, Diversity Management, Communication and Service Delivery to the Citizen, which includes training on Project Khaedu.
The Unit focuses on training delivery logistics management, maintenance of the training management system (TMS), management of training provider contracts, caterers, and printers and training records management.
The Marketing Unit is responsible for the undertaking of marketing initiatives to increase opportunities for training and development, through initiatives such as exhibitions, marketing material and brand development and enhancement. The Sales function is also located in this chief directorate.
Training Policy and Planning
This branch has not been fully established as functions relating to policy and planning have not been created. Currently, the key line functions of the branch is Research and Innovation as well as Monitoring and Evaluation. In addition, curriculum policy and planning, quality assurance policy and planning as well as norms and standards functions will be developed.
Research and Innovation
The core functions and purpose of the Research and Innovation Unit is to:
- undertake, disseminate and provide access to relevant research,
- conduct training needs analyses to inform the capacity development requirements of client departments,
- create proper facilities equipped to provide knowledge management services and
- give access to resource material and assist with benchmarking practices.
It entails conducting broad research studies into the nature of the South African State, its character and attributes towards informing capacity development for improved service delivery.
Monitoring and Evaluation
The core functions of the Monitoring and Evaluation Unit is to monitor and evaluate the effectiveness and quality of training programmes offered by the National School of Government. A further level of evaluation, i.e. the Application of Learning Studies has been implemented by the Chief Directorate. The objective is to determine whether learning programmes make any difference to the performance of the participants after attending a particular training programme. It is anticipated that, as data is collected over a period of time from specific departments, a determination can eventually be made as to the effect of the training on the department.