curriculum management branch cadre and leadership development (c&ld) executive development...

Curriculum Management BranchCadre and Leadership Development (C&LD)

EXECUTIVE DEVELOPMENT PROGRAMME (EDP)

• The Executive Development Programme (EDP)

• Accreditation of the EDP

• Curriculum and material development

• Facilitator selection, approval and executive training

• Cadre and Leadership Development

Overview

Curriculum Management BranchCadre and Leadership Development (C&LD)

EXECUTIVE DEVELOPMENT PROGRAMME (EDP)

• Aim of the Executive Development Programme (EDP)The Executive Development Programme is a professional development programme, aligned to the Senior Management Service (SMS) Competency Framework. It aims to equip senior managers with the knowledge and skills required to perform effectively in their day-to-day operations in a democratic, developmental state.

• Entry requirementsApplicants must:

– Be a senior manager in the South African public sector with a minimum of three years managerial experience;

– Be in possession of at least a three year qualification to obtain entry into the 6 Core modules of the EDP;

– Be in possession of a B-degree in order to pursue admission into the Masters degree in Public Administration (MPA);

– Have submitted an EDP Application document and certified copies of required documentation.

The Executive Development Programme (EDP)

• Interviews with Ministers, Directors-General and public sector senior managers

• Desk-top research: Best practice African and international honours and masters management and leadership development programmes

• South African public sector context: Democratic, developmental state

• Senior Management Services (SMS) Competency Framework

• SMS Competency proficiency level toolkit

• Research identified 10 areas for public sector Senior Management Services professional development


The Executive Development Programme (EDP)Executive Development Programme (EDP)Compulsory Orientation session (3 days)

6 Core modulesNQF Level 8

4 Additional modulesNQF Level 9

Research sessions at different HEIs

+

Mini dissertation

Postgraduate certificate in Executive Leadership

Masters degree inPublic Administration

Strategic Planning & Management (SP&M)

Strategic Planning & Management (SP&M)

Finance Management & Budgeting (FM&B)

Finance Management & Budgeting (FM&B)

Strategic Human Resource Management (SHRM)

Strategic Human Resource Management (SHRM)

Leadership for Good Governance (LGG)

Leadership for Good Governance (LGG)

Policy Formulation and Implementation (PFI)

Policy Formulation and Implementation (PFI)

Programme and Project Management (PPM)

Programme and Project Management (PPM)

Communication and Customer Focused Strategies (CCFS)

Communication and Customer Focused Strategies (CCFS)

Leading Change (LC)Leading Change (LC)

Research Methodology for SMS in the public sector (RM)

Research Methodology for SMS in the public sector (RM)

South African Economy in a Global Context (SAEGC)

South African Economy in a Global Context (SAEGC)

• 4 Regions and Consortia of Higher Education Institutes:• Northern region: North-West University Consortium

– University of Johannesburg; University of the Witwatersrand– Mpumalanga, Limpopo and Gauteng province

• Central region: North-West University Consortium– University of the Free State; University of KwaZulu Natal; Central University of Technology;

Durban University of Technology– North West, Free State and KwaZulu Natal

• Southern region: Nelson Mandela Metropolitan University Consortium– University of Stellenbosch; Cape Peninsula University of Technology – Northern Cape, Western Cape and Eastern Cape

• National region: Vaal University of Technology Consortium– University of the Witwatersrand; University of Stellenbosch; Central University of Technology;

Durban University of Technology; Tshwane University of Technology– All national departments



* Orientation session

Identification of a strategic challenge

Upload organisational

strategic challenge onto

e-Platform

Upload organisational

strategic challenge onto

e-Platform

2. Contact sessionGroup assignment

(Research, interpretation, application)

3 days

2. Contact sessionGroup assignment

(Research, interpretation, application)

3 days

Discipline solutions to the learner’s

selected organisational

strategic challenge is researched

3. Formative assignment

Upload onto e-Platform

4. Summative assignment

Upload onto e-Platform

e-PlatformForums, academic journal articles, video clips, e-library, results, URLs,

strategic challenge database, assignment archive

e-PlatformForums, academic journal articles, video clips, e-library, results, URLs,

strategic challenge database, assignment archive

Research, interpretation, application

Formative assignments

assessed – results available online

Summative assignments

assessed and moderated – results

available online

EDP methodology: Research, interpretation and application

EDP approach: Blended approach = Contact sessions and e-Platform

Assignments and assessments:• Group assignment (presentation on the third day of each contact session)• Formative assignment (submit online)• Summative assignment (submit online)• Assessments (online – track changes)• Moderation (quality assurance) • Results are made available online (strictly confidential)• Results are reported to departments via final EDP report


The Executive Development Programme (EDP)Northern Region

National Region

Southern Region

Central Region

IMPLEMENTATION

G&A Cluster

PALAMAProject Office

PALAMAProject Office

Government Programme of Action

NMMU Project Office

NMMU Project Office

VUT Project Office

VUT Project Office

NWU Project Office

NWU Project Office

Pool of approve

d facilitato

rs

EDP Client Base

Local govt

Prov deptsNat depts

Academic discipline specialist

s

Practitioner

discipline specialist

s

Learner support:

• Project offices: PALAMA and the three lead Higher Education Institutes

• Electronic Learning Administrators (ELAs)

• Module coordinators

• Module contact session facilitators • e-Help desk

• Study leaders: Research Methodology for SMS in the public sector


• The future of the EDP


EDP is academically and professionally sound

It enables SA public sector senior management

EDP learners get to appreciate global and national force fields

DPSA Core competencies are included

Process competencies are embedded in the EDP modules

EDP methodology supports both academic and professional skills development

EDP support professional skills enhancement in the political and economical dimensions of a developmental state but competence initiatives in the social dimension could be enhanced


A clear and thorough understanding of the Developmental state landscape, inclusive of the unpredictability and instabilities that the landscape offers could be incorporated into the programme

Such knowledge would concretise an ability amongst senior managers to continuously seek innovative solutions within dynamic circumstances – always with citizens best interest at heart


To instil aspects such as: societal challenges, characteristics and transformation, elements of sociology, implementation of a socio-political and socio-economic infrastructure, socio-cultural issues, the facilitation of public policy communities, enabling various forms of citizen

participation and access to information and services, as well as the facilitation and management of social capital and equality may enhance the

professional competence of public sector senior managers to achieve South Africa’s Millennium Development Goals.


Re a leboga Siyabonga

Thank You

Rolivhuwa Dankie

Nakhensa

Curriculum Management Branch Cadre and Leadership Development (C&LD)

EDP: ACCREDITATION

Accreditation of the EDP

• The EDP is currently accredited through 4 South African Higher Education Institutions:

- Nelson Mandela Metropolitan University (NMMU)

- North-West University (NWU)

- Vaal University of Technology (VUT)

- Tshwane University of Technology (TUT)

Accreditation of the EDPQUALIFICATION CREDITS NQF

Postgraduate Certificate in Executive Leadership / Postgraduate

119

Level 8Modules 1-5Module 6

2019

Compulsory one day session:Research Methodology 1 Level 8

MPACourse work component:Electives: Modules 7-10Mini-dissertation

180

80 (x20 / Module)100

Level 9

10 Certified credit bearing Short Courses


Thank You

Rolivhuwa Dankie

Nakhensa


EDP: CURRICULUM AND MATERIAL DEVELOPMENT

Curriculum and material development

Palama IIC

Academic discipline specialists

Palama IIC

Academic discipline specialists

Public sectorPractitioner discipline

specialists

Public sectorPractitioner discipline

specialists

5. Editing and desktop publishing(Quality assurance process)

7. Facilitator / LREQ are considered to support next upgrade

6. Module is facilitated to EDP learners

1. Approval of Project team ToR, Contracts

2. Module report submitted to PALAMA: developed / upgraded / customised 3. Module report is

approved and development commences

4. Module is developed / upgraded / customised and submitted to PALAMA for approval(Quality assurance process)

• The EDP offers:– 2 Full qualifications (Postgraduate Certificate in Executive Leadership and a Masters

degree in Public Administration) – 10 Credit bearing certificates

• The EDP is accredited through the Senates of each Higher Education lead institution

– As the programme expand, participating universities will accredit the EDP– Not more than 50% of each module’s content may change during customisation or

upgrade

• The EDP course material is on National Qualification Framework (NQF) Levels 8 & 9– Equivalent to Honours and Masters programmes

• Council on Higher Education (CHE)

Curriculum and material development


Thank You

Rolivhuwa Dankie

Nakhensa


EDP: FACILITATOR SELECTION, APPROVAL AND EXECUTIVE TRAINING

Facilitator selection, approval and executive training

Facilitator selection

PALAMA exercises internal quality measures when EDP facilitators are appointed

PALAMA places high expectations on EDP facilitators as they engage in a number of activities such as online communication with EDP learners, facilitation, assessment of assignments, module coordination (in selected instances), study leaders amongst others

• The process entails:

- Individual facilitators are proposed by Higher Education lead institutions in all ten disciplines, in all four regions

- PALAMA approves proposed facilitators that adheres to a per-determined criteria

- Approved EDP facilitator’s information are released into a ‘pool of facilitators’ from which lead Higher Education Institutions may select for the facilitation of EDP modules in a particular region


• The pre-determined criteria entails:

- Academic background

The proposed facilitator should have a Masters or PhD as academic qualification to facilitate on the EDP

- Public sector experience and exposure

The proposed facilitator should be able to display an in-depth public sector knowledge;

The proposed facilitator should have facilitated interventions in the particular discipline in the public sector; and

The proposed facilitator should be informed of all the latest public sector developments in their field/s of expertise


• The pre-determined criteria entails:

- Experience as executive facilitator

The proposed facilitator should be able to provide evidence that s/he has facilitated interventions to senior management in the public sector

- Subject knowledge

The proposed facilitator should display an in-depth subject knowledge through which s/he can facilitate a particular discipline an advice EDP learners in terms of strategic solutions, a variety of applicable models and frameworks as well as additional reading material amongst many other supportive tools

- Equity measures

The ‘pool of facilitators’ should be representative of the larger South African population


Executive training:

• PALAMA provides executive Training of Trainer interventions through which approved EDP facilitators:

- are exposed to PALAMA facilitator requirements;

- ‘Getting to know Government’

- are exposed to adult learning principles (Andragogy);

- Case study development;

- Story telling techniques and approaches;

- International best-practice

- Focus group expectations


Thank You

Rolivhuwa Dankie

Nakhensa

Curriculum Management Branch

CADRE AND LEADERSHIP DEVELOPMENT

• Public sector cadre development programme;• Ethics, anti-corruption and administrative justice training;• Management and leadership development;• Breaking barriers to Public Service employment;• Human, financial, project and programme management;• Building the capacity of public servants to implement programmes through skills

development and deployment to the coal face of service delivery;• Frontline and support staff training;• Support local government turn-around strategy through training;• Monitoring and evaluation training; and• Continental and international capacity building.

The Minister for Public Service and Administration’s 10 priorities

C&LD: Developing managers who care, serve and deliver

Skill

s, k

now

ledg

e an

d co

mpe

tenc

eA supportive institutional environment

Abili

tySpace

Will

Comm

itment, culture and ethos

PERFORMANCE

I can!Building knowledge and skills through:• skills development• training• networks• research• sharing knowledge• education

I want to!Organisational culture and ethos define the ways things are done: • norms to support delivery• supportive leadership• value driven delivery

I am allowed!Formal and informal authority, structures, regulations enable or limit

participation and engagement to move beyond policy to practice.

C&LD: Developing managers who care, serve and deliver Functional at work:

Management development – providing the core skills for effective

management of government services

Responsive to/at work:Developing responsible

leadership by understanding the bigger impact of

decisions and cultivating good judgement

Relevant at work: Continuing professional

development to keep updated on new approaches, research and

information

Performing at work:Doing what needs to be done to ensure

delivery

Ready to work:Induction and action

learning

C&LD: Conceptual areas of work• To design, develop and maintain a leadership pathway for the

public service through leadership development programmes for entry, junior, middle, senior managers, political principals at local, provincial and national level.

• To provide opportunities for middle and senior managers to be accelerated to senior levels through relevant accelerated development programmes

• To provide real time learning interventions, and networking opportunities for senior managers and political principals in an innovative, high impact manner

• To ensure cadre development at all levels in all spheres through induction and cadre development courses

C&LD: Leadership Development Pathway

1st Self Managemen

t

2nd Managing Others

3rd

Managing Self and Others

4th

Managing managers/ functions

5th

Managing a group of functions

6th Managing an enterprise

Accelerate Dev. Moving

from 2nd to 4th and skipping

3rd

Accelerated Dev.Movingfrom 4th to 6th and skipping 5th Accelerated

Dev. Moving from 3rd to

5th and skipping 4th

Accelerated Dev. Moving

from 1st to 3rd and skipping 2nd

FMDPEMDP

AMDP

EDP

DDG

DG/Ministers

CADRESHIP

DEV

BREAKING BARRIERS TO ENTRY

C&LD: Leadership programmes and interventions Leadership Development Programmes

Ministers round tables

DG round tables

Members of Parliament and Legislatures capacity building programme

Executive Development Programme (EDP)

Advanced Management Development Programme (AMDP)

Emerging Management Development Programme (EMDP)

Foundation Management Development Programme (FMDP)

Breaking Barriers to Entry

Accelerated Development Programmes

ADP (CD to DDG/DG)

ADP (D to CD)

Accelerated Development Programme (JMMS to SMS)

Delegations exam for all SMS levels

Real Time Interventions

Executive seminar series

International leadership conference (internal and external)

Seminar series (GIBS)

Alumni discussion forums held on-line

CADRESHIP

DEVELOPMENT

INDUCTION

C&LD: what do we do

• Empower junior, middle and senior managers and executives as leaders who can direct people, processes, and institutions to deliver • Design and development of course materials

• Coordination of programme rollout

• Course logistics and administration

• Coordinate and integrate providers and partners to meet needs with quality

• Undertake research to ensure best practice and impact

• Quality assurance

• Certification of successful learners


Thank You

Rolivhuwa Dankie

Nakhensa

curriculum management branch cadre and leadership development (c&ld) executive development...

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