1. PanSALB Annual Report Presentation (2013/2014) DATE: 15 October 2014 VENUE: PORTFOLIO COMMITTEE ON ARTS & CULTURE, PARLIAMENT PRESENTED BY: Prof Mbulungeni Madiba (Chairperson) Prof Wannie Carstens (Deputy Chairperson)

2. TABLE OF CONTENTS 1.Purpose 2.Constitution of the Republic 3.PanSALB’s Mandate 4.Governing Legislations 5.Structure of PanSALB 6.Overview of PanSALB Strategy 7.Overview of staff establishment 8.PanSALB committees 9.Challenges 10.Recommendations 2

3. 3 PURPOSE OF THE PRESENTATION To give an overview of PanSALB’s Annual Report for 2013/204

4. 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. Constitution provides for the establishment of the Pan South African Language Board

5. 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

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. INTRODUCTION In terms of the Pan South African Language Board (PanSALB) Act No. 59 of 1995 as amended, the organisation is mandated to: a) make recommendations with regard to any proposed or existing legislation, practice or policy dealing directly or indirectly with language matters at any level of government, and with regard to any proposed amendments to or the repeal or replacement of such legislation, practice or policy; b) make recommendations to organs of state at all levels of government where it considers such action advisable for the adoption of measures aimed at the promotion of multilingualism within the framework of the Constitution; c) actively promote an awareness of multilingualism as a national resource; d) actively promote the development of the previously marginalized languages; 9

10. e ) initiate studies and research aimed at promoting and creating conditions for the development and use of (i) all the official languages of South Africa, (ii) the Khoe and San languages and (iii) South African Sign Language; f) promote and ensure respect for all other languages commonly used by communities in South Africa; g) advise on the coordination of language planning in South Africa; h) facilitate cooperation with language planning agencies outside South Africa; i) establish provincial language committees and national language bodies to advise it on any language matter affecting a province or a specific language; and j) Establish national lexicography units to operate as companies limited by guarantee under section 21 of the Companies Act (No. 61 of 1973), and to allocate funds to the units for the fulfilment of their functions. 10 INTRODUCTION CONT.

11. VISION “A nation that acts intentionally about its mother languages / tongue while promoting multilingualism”

12. 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.” 12

13. PANSALB STRATEGIC OBJECTIVES 13 NoObjective 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

14. PANSALB PROGRAMMES Programme 1 – Administration Programme 2 – Business Development Programme 3 – Public Engagement

15. PROGRAMME 1 – ADMINISTRATION 15 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

16. 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 ); 16

17. PROGRAMME 3 – PUBLIC ENGAGEMENT 17 Purpose: To coordinate the provision of support services to all divisions within PanSALB; Public Engagement –Composition: Provincial Office Co-ordination;

18. BUSINESS MODEL Research DevelopUse Monitoring and Evaluation PROMOTIONPROMOTION Language Rights Customer

19. PANSALB EXECUTIVE STRUCTURE 19

20. MANAGEMENT STRUCTURE 20

21. EMPLOYMENT AND VACANCIES Programme2013/2014 Approved Posts 2013/2014 No. of Employees 2013/2014 Vacancies % of vacancies Senior Management (Level 13 -16) 35 27 (3 Contract) 822.2% Highly Skilled Supervision (Level 9 - 12) 62402261.1% Highly Skilled Production (Level 6 – 8) 27 22 (1 Contract) 616.7% Skilled (Level 3-5) 16 00% Unskilled (Level 1 – 2) 02 (Contract)-2 (Contract)0% TOTAL14010736100% 21 Wednesday, 15 October 2014

22. EQUITY TARGET AND EMPLOYMENT EQUITY STATUS 22 Levels MALE AFRICANCOLOUREDINDIANWHITE CurrentTargetCurrentTargetCurrentTargetCurrentTarget Senior Management (Level 13 -16) 17 (2 Contract) 0000000 Highly Skilled Supervision (Level 9 - 12) 240000000 Highly Skilled Production (Level 6-8) 5 (1 Contract) 0000000 Skilled (Level 3-5) 10000000 Unskilled (Level 1 – 2) 1 (Contract) 0000000 TOTAL48 0000000 Wednesday, 15 October 2014

23. 23 EQUITY TARGET AND EMPLOYMENT EQUITY STATUS…CONT. Levels FEMALE AFRICANCOLOUREDINDIANWHITE CurrentTargetCurrentTargetCurrentTargetCurrentTarget Senior Management (Level 13 -16) 9 (1 contract) 0000000 Highly Skilled Supervision (Level 9 - 12) 160000010 Highly Skilled Production (Level 6-8) 170000000 Skilled (Level 3-5) 150000000 Unskilled (Level 1 – 2) 1 (Contract) 0000000 TOTAL580000010 Wednesday, 15 October 2014

24. 24 EQUITY TARGET AND EMPLOYMENT EQUITY STATUS…CONT. LevelsDisabled Staff MaleFemale CurrentTargetCurrentTarget Senior Management (Level 13 - 16) 0000 Highly Skilled Supervision (Level 9 - 12) 0010 Highly Skilled Production (Level 6 - 8) 0000 Skilled (Level 3 – 5) 0000 Lower Skilled (Level 1 – 2) 0000 TOTAL0010 Wednesday, 15 October 2014

25. ANNUAL PERFORMANCE ACHIEVEMENTS 2013/2014 25

26. CHALLENGES ON PRESENTING THE REPORT PanSALB 2013/18 strategy was: Not approved by the Minister of Arts and Culture; Misaligned (not in line with SMART principles) –Not specific; –Not measurable; –Not achievable; –Not realistic. 26

27. Lack of congruence between the actual performance and reported performance; Language and editing problems Lack of consultation of staff Lack of staff involvement and ownership 27 CHALLENGES ON PRESENTING THE REPORT

28. PERFORMANCE ACHIEVEMENTS 28 Wednesday, 15 October 2014

29. ORGANISATIONAL 29 Wednesday, 15 October 2014

30. LEADERSHIP 30 Wednesday, 15 October 2014

31. PROGRAMME 2 – CORPORATE SERVICES 31 Wednesday, 15 October 2014

32. PROGRAMME 3 – FINANCE SERVICE 32 Wednesday, 15 October 2014

33. PROGRAMME 4 – LANGUAGES SERVICE 33 Wednesday, 15 October 2014

34. PROGRAMME 5 – LEGAL SERVICES AND LINGUISTIC HUMAN RIGHTS 34 Wednesday, 15 October 2014

35. CHALLENGES/ UNDERPERFORMANCE Lack of audit, risk and ICT committee; Unable to implement PanSALB strategy; Non-compliance with legal prescripts; –Auditor General’s disclaimer Skills mismatch; Underutilization of resources; No internal Audit; Bloated structure; Equity vs. Work skills plan; Languages Unit budget allocation for structures utilised by Leadership Programme; (97 185m); Linguistic Human Rights Tribunal had no budget allocation due to lack of planning; Overspending of the allocated budget for 2013/14 due to: –Lack of planning; –Misappropriation of funds; –Mismanagement; 35 Wednesday, 15 October 2014

36. REMEDIAL ACTIONS TO ADDRESS UNDERPERFORMANCE 36 Key ChallengeRemedial Action Lack of audit, risk and ICT committee Appointed the audit, risk and ICT committee on the 1 st August 2014 Unable to implement PanSALB strategyDevelop and implement the new PanSALB strategy by 1 st April 2015. Non-compliance with legal prescriptsImplementation of AG’s audit findings’ action plan before end of 2014/2015 financial year. Skills Mismatch Develop and implement a resource plan as part of the new PanSALB strategy from 1 st April 2015. Underutilization of resourcesDevelop and implement a resource plan as part of the new PanSALB strategy from 1 st April 2015. No internal auditProcured external auditors on the 4 th April 2014 to conduct internal auditing going forward. Risks identified in the 2013/2014 AG’s report will be tabled according to the audit plan presented in the audit, risk and ICT committee. Bloated structure Equity vs. Work place plan Linguistic Human Rights Tribunal had no budget allocation; Costed in the new PanSALB strategy; Overspending of the allocated budget for 2013/14 due to: Forensic Investigation Wednesday, 15 October 2014

37. FINANCIAL MANAGEMENT 37

38. PAST ALLOCATIONS VS. EXPENDITURE PeriodAllocation ®Expenditure ®Shortfall ® 2010/1153 545 00061 080 000(7 033 000) 2011/1257 962 00056 081 000(2 069 000) 2012/1369 480 00084 480 000(15 000 000) 2013/1478 180 00092 384 000(14 204 000) Revenue Generated – Service offered: 2013/14 Nil 38

39. OVERVIEW OF EXPENDITURE Grant 2013/14 Allocation for 2013/14 was 78,180 m Conditional grant of 17,5m Total grant: 95 680m 39 Actual expenditure 2013/14 Operations: 15 245m Personnel costs: 55 573m Administrative expenses: 10 545m Transfers and Subsidiaries: 16 609m Total: 97 972m PanSALB showed an overspending of (2 292m) PanSALB had a Shortfall of 38 million in 2013/2014 budget Wednesday, 15 October 2014

40. SPECIAL PROJECTSPURPOSE JUDICIARY TRANSLATION & EDITING SERVICESTO ENABLE THE JUDICIARY ENVIROMENT FOR REPRESENTATION IN PREVIOUSLY MARGINALISED LANGUAGE ( suspended ) DR NEVILLE ALEXANDER LANGUAGE SCHOLARSHIP TO ENCOURAGE THE LANGUAGE IN EDUCATION LANGUAGE PUBLISHING HOUSETO CREATE CONDUCIVE PUBLISHING ENVIROMENT ( suspended ) 40 SPECIAL LANGUAGE PROJECTS

41. THANK YOU 41