PanSALB OVERVIEW

PRESENTATION

DATE: 26th August 2014

VENUE: PORTFOLIO COMMITTEE ON ARTS & CULTURE, PARLIAMENT

PRESENTED BY: MS K MBELE (ACEO)

Table of Contents 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

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

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.

5

The Pan South African Language Board was created by the Constitution of the

Republic of South Africa Act 108 of 1996. 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) Promote and create conditions for, the development and use of-

(i) all official languages;

(ii) the Khoi, Nama and San languages; and

(iii) South African Sign language; and

(b) Promote and ensure respect for-

(i) all languages commonly used by communities in South Africa.

PanSALB Mandate

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

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.

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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.

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Strategic Direction

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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.”

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Vision

• “A nation that acts intentionally about its mother

languages / tongue while promoting multilingualism”

Business Model

Research Develop Use

Monitoring and Evaluation P R OMOTI ON

Language Rights

Customer

PanSALB Programmes

Programme 1 – Administration

Programme 2 – Business Development

Programme 3 – Public Engagement

Programme 1 – Administration

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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

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);

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Programme 3 – Public Engagement

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Purpose: To coordinate the provision of support services to all divisions

within PanSALB;

• Public Engagement

– Composition:

• Provincial Office Co-ordination;

PanSALB Executive Structure

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Management Structure

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Location

• Head office is renting at Provisus Building,

523, Stanza Bopape Street, Arcadia,

Pretoria;

• PanSALB has 9 provincial offices

(Renting Office Space);

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Situation at PanSALB Prior 15 June

2012

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Background

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Areas Challenges

Constitution,

mandate and

Strategy

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 2010-2013 plans;

Lack of performance measure description forms; and

Lack of monitoring of organisational performance

Management Lack of executive management expertise;

Little or no accountability of staff;

No performance management system;

Consultation with

stakeholders

Lack of staff meetings;

Lack of consultation with PanSALB stakeholders;

No national meetings and little communication with Provincial Managers;

Background…..cont.

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Areas Challenges

Legal Costs and

concerns

High litigation costs due to cases brought against PanSALB by staff members

Travel costs Extremely high travelling costs;

Governance 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;

Finance and SCM 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;

Situation at PanSALB

After 15 June 2012

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Introduction

• The CCEO was appointed on 15th June 2012;

• Main objective was to turn around PanSALB to

effectively discharge the mandate;

• Turnaround strategy was developed and rolled

out for implementation;

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PanSALB consultative process

Consultation

Internal structures

(NLBs, NLUs, PLCs,

Editors in Chief,

Senior & Provincial

Managers

Structures,

Provincial staff, &

external key

stakeholders

Establishment of

stakeholder forums

and sub committees

Establishment of

Executives;

Development of

Language Programs

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1, Development of

TA Strategy

2,Provincial Visits

3,Provincial

Indabas

4,Launch

stakeholder forums

Turn Around strategy

The Turnaround Strategy adopted was broken into

three phase:

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Strategy Phases Impact

First Sixty Days Stability of the organisation

Turnaround Put the organisation in the right operational mode

Long term Implementing a PanSALB strategy in line with

National Treasury guidelines

PanSALB Strategic Objectives

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No Objective

SO1 Ensure the sustainability of PanSALB

SO2 Deliver language products and services that create a conducive

environment for languages

SO3 Build PanSALB capability

SO4 Create an effective service delivery Infrastructure

SO5 Create awareness of language use

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PanSALB Core Competencies

PanSALB

Brand

Managing

Service Delivery

Network at

Provinces

Managing

Performance

Managing

Development of

Support

Programs

Language

Project

Development

Managing

Partnerships

Research

Develop,

Promotion &

Use

Status Quo

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Past allocations vs. Expenditure Period Allocation ® Expenditure ® Shortfall ®

2010/11 53 545 000 61 080 000 (7 033 000)

2011/12 57 962 000 56 081 000 (2 069 000)

2012/13 69 480 000 84 480 000 (15 000 000)

2013/14 78 180 000 92 384 000 (14 204 000)

Revenue Generated – Service offered:

2013/14 Nil

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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.

Achievements

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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;

Achievements

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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)

Non Achievements

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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;

The 11 dictionaries units, under the companies

act are facing going concern which has a

negative impact on the organisation;

SO3 Build PanSALB capability 29% of staff not filled;

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;

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;

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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 under-

funding.

• 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.

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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, 000,000.00 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.

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Special Language Projects

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SPECIAL PROJECTS PURPOSE

JUDICIARY TRANSLATION & EDITING SERVICES TO ENABLE THE JUDICIARY

ENVIROMENT FOR REPRESENTATION

IN PREVIOUSLY MARGINALISED

LANGUAGE

DR NIVILLE ALEXANDER LANGUAGE SCHOLARSHIP TO ENCOURAGE THE LANGUAGE IN

EDUCATION

LANGUAGE PUBLISHING HOUSE TO CREATE CODUCIVE PUBLISHING

ENVIROMENT

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Overview

Progress

• Judiciary Translation & Interpreting project

is still at initiation phase;

• Dr Neville Alexander Scholarship and

Publishing House Projects are at execution

phase ;

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IT Architecture

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Overview

• 95% uptime of infrastructure services, which include

WAN & LAN based email , internet and web based

services;

• 95% uptime of application services, which include Pastel

Payroll and accounting Modules;

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Overview…cont.

• 80% Expedition of the Technical Transition Project;

• That includes : upgrade from 1MB to 2MB WAN line;

• Resulting into : speedily email, 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

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Progress

• ICT infrastructure could not be fully

implemented due to lack of funding; &

• Business operation processes for the

organisational units could not be

implemented;

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Risk Assessment

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Overview

• Internal auditors appointed (PWC);

• PanSALB updated risk register;

• Organisational risks discussed with

stakeholders;

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Overview

• PanSALB has internal audit plan that

covers 2014/15-2017/18;

• Internal audit charter is developed;

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Progress

• Advertisement for the audit committee has

been done and ;

• shortlist of the audit committee is

outstanding;

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Supply Chain Management

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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; &

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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;

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Litigation Case

• See annexure attached

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National Lotteries Distribution

Trust Fund Projects

• See annexure attached

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Thank You

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