at the South African Reserve Bank - staging.resbank.co.za · The South African Reserve Bank (SARB) cares about the development of its human capital, and is passionate about building

Learning and development at the South African Reserve Bank

Learn. Innovate. Grow 2018/19

Foreword

Welcome to learning

The SARB Academy team

How we engage with you

How to enrol for a programme

1. Economic analysis, statistics and econometrics

2. Fintech, cybersecurity and big data

3. Markets and operations

4. Oversight, regulation and supervision

5. Business administration

6. Communication

7. Computer skills training

8. Management and leadership development

9. Personal effectiveness

10. Team effectiveness

11. Youth development

12. Conferences, seminars and talks

SARB values

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ForewordLearning to help staff deliver on the SARB visionThe South African Reserve Bank (SARB) cares about the development of its human capital, and is passionate about building future skills and talent pipelines. In support of this commitment, the SARB Academy delivers a wide variety of interventions to equip staff members with the critical skills required to perform and excel in their roles. Whether you want to improve your communication or presentation skills, acquire a new technical skill, enhance your knowledge of central banking or improve your managerial and leadership capabilities, there should be something for you on offer.

The priority in 2018/19 is to develop central banking critical skills to support the five strategic focus areas of the SARB. These interventions are designed and delivered in close collaboration with the relevant subject matter experts in the departments and also through locally and internationally renowned experts.

The SARB Academy is embarking on an exciting new leadership development strategy. This will be rolled out in the 2018/19 financial year, with the aim of enhancing individual, team and organisational leadership development.

We continue to invest in the development of staff and, over the years, the SARB has invested over 3% of the total payroll on the training of staff. Reports show that, on an annual basis, staff spent an average of six days on training. This includes the number of days spent on attending external training.

Staff members are encouraged to take ownership of their development. This includes a review with their managers on development areas, and then selecting the most appropriate interventions that will address their needs.

iv Learn. Innovate. Grow

Mr Mogam PillayChief Operating Officer

The SARB Academy learning events reflect the wide-ranging skills required to optimise our service to South Africans. The course portfolio at the SARB Academy reflects the range of SARB functions, including macroprudential policy, bank and insurance regulation and supervision, and monetary policy. It also reflects the wide-ranging skills required to optimise our service to South Africans through the SARB strategy, including leadership, internal and external engagement, and systems and project management.

The SARB Academy plays an important role in enhancing the SARB’s organisational effectiveness and promoting the values of the SARB. Our large portfolio of technical central banking courses ranges from specific topics such as 'Principles of financial market infrastructures' to introductory courses in mathematics and accounting. Our 'Let’s Talk' series is in its third year and continuously surfacing hot topics. The new leadership programmes launch in May 2018, offering managers at every level ways to optimise their service. We have also designed a suite of developments for intact teams – helping small or large teams to optimise their projects, processes or relationships through learning.

2018/19 is readied up to be a year of learning excellence.

Dr Lucy Voss-PriceHead of the SARB Academy

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to Learning

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TheSARB Academy team

Learning and Development Consulting Services

We design programmes andoversee learning.

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Ms Sunette BothaSenior Manager:

Consulting Services

Prof. Pumela Msweli

Ms Bjefke Breebaart

Dr Sandra Adendorff

Ms Christelle van Deventer Mr Francis Tsiri

Ms Mmathema Matle

Mr Nic Spearman

Ms Sizakele Ngubane Personal Assistant

Ms Nomfundo Rabela Project Manager: Culture

Strengthening Project

Ms Shikombiso KimetoProject Manager:

Management and Leadership Development Project

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Operations and Technology

Ms Muriel Marais Team Leader

Ms Lebo Kgasago

Ms Lindiwe Kubeka Ms Tersia Mabinane

Ms Renette de Kock Mr Wayne Adams

Ms Geraldine Sons

Ms Simangele Mboyani (Letsema Learner)

Mr Joseph Mabowa

Ms Deliah SampsonSenior Manager:

Operations and Technology

Business Intelligence and Reporting

Digital Learning

Ms Yonela Sibango

We deliver high-quality training administrationand logistics.

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How we engage with you

The SARB Academy uses a client-lead model for close partnership with departments. Senior staff and learning and development consultants are allocated client departments to ensure they fully understand skills needs in the context of their business strategy.

Find your department below to learn who your client lead is.

Your client leads

Department Client leadBusiness Systems and Technology ................................................... Mr Francis Tsiri

Corporate Services ................................................................................... Ms Deliah Sampson

Currency Management ............................................................................ Ms Deliah Sampson

Economic Research and Statistics .................................................... Mr Nic Spearman

Executive Management .......................................................................... Ms Bjefke Breebaart

Financial Markets ....................................................................................... Dr Sandra Adendorff

Financial Services ...................................................................................... Ms Christelle van Deventer

Financial Stability ....................................................................................... Dr Sandra Adendorff

Financial Surveillance ................................................................................ Prof. Pumela Msweli

FinTech Unit .................................................................................................. Mr Nic Spearman

Group Security Management ................................................................ Ms Christelle van Deventer

Human Resources ...................................................................................... Dr Lucy Voss-Price

Internal Audit ................................................................................................ Mr Francis Tsiri

International Economic Relations and Policy ................................ Ms Mmathema Matle

Legal Services .............................................................................................. Ms Bjefke Breebaart

National Payment System ..................................................................... Mr Nic Spearman

Prudential Authority .................................................................................. Prof. Pumela Msweli

Risk Management and Compliance .................................................. Ms Christelle van Deventer

SARB Academy ........................................................................................... Ms Mmathema Matle

SARB cash centres ..................................................................................... Ms Deliah Sampson

Subsidiaries: ................................................................................................... Bank Note Company South African Mint

Ms Bjefke Breebaart

Clients outside the SARB Group ........................................................ Ms Mmathema Matle

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How to enrol for a programme

Learn. Innovate. Grow

Internal delegates

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ERP1

All courses offered by the SARB Academy are loaded on the SARB’s Enterprise Resource Planning (ERP) system once they are finalised. Log on to the ERP system then select Oracle E-Business Suite.

4Click on Enrol to enrol for a course or programme.A pop-up block will appear. Select Enrolment Justification from the list of values, then scroll down to the bottom of the page to find the list of approvers and the Submit button. The enrolment will be displayed in the My Current Internal Learning section of the homepage, with a status of ‘not approved yet’.

Navigate to Learner Self-Service, My Learning, and Learner Home.

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Make sure you enrol before the enrolment end date.

Select the required category, then scroll through the category to find the courses and programmes on offer.

Learning and development on the Hub

*Before enrolling, go to the SARB Academy’s departmental page on the SARBhub to learn more about the short courses and programmes on offer. This page is updated every month to include new courses, seminars and conferences for SARB employees to stay abreast of ways to keep learning, innovating and growing.

External delegatesOnline courses are currently not accessible to delegates outside the SARB. For all other programmes, external delegates will receive an enrolment form to complete, depending on the nature of the intervention.

For more information, please contact Mmathema Matle

+27 12 313 3581

[email protected]

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If you are unable to attend a course you have already registered for, it is important that you de-register or inform the course director. If your place is booked and you do not arrive, we will request you not to register for courses in future, until we have satisfied confirmed attendees. As this is part of your development to serve the SARB, we will also reach out to your manager to find ways to reduce obstructions to your attendance of future courses.

Central banking technical courses

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Highly technical programmes to provide in-depth application of

expertise

Advanced

• Advanced econometrics• Advanced statistical courses• Big data and central banks• Artificial intelligence• Machine learning• IFRS and statistical analysis• Advanced time series econometrics• General equilibrium analysis• Advanced financial modelling• Balance of payments statistics

Intermediary

Technical programmes aimed at a more expert application in the field

• Research methodology• Seasonal adjustment of data• FinTech• Financial modelling• Financial markets and indicators• Mathematics for economists• Bank financial statement analysis• Public finance• National payment systems• Time series econometrics• Foundations of financial risk• Conglomerate supervision• Derivatives and forex trading on the JSE• Principles for financial market infrastructures• Multivariate statistical analysis

Technical programmes to equip delegates with a

basic understanding of a particular field of expertise

Elementary

• Introduction to central banking (eLearning)• Economic concepts and indicators• Advanced Excel• Introductory data analysis• Report writing• Communication skills• Presentation skills• Anti-money laundering• Cybersecurity awareness• Data analysis

Fundamental

Introductory programmeson eLearning

• Introduction to mathematics• Introduction to statistics• Introduction to accounting• Compliance training

Figure 1: Levels of complexity for technical courses in central banking

The SARB Academy specialises in creating high-impact and engaging central banking programmes that are customised to the requirements of its clients. These highly technical central banking programmes are most often aimed at specialists and intend to equip them with an even greater and in-depth understanding of their particular areas of expertise.

The programmes offered vary in terms of the level of complexity and the target audience (see Figure 1). For example, non-specialists are able to attend a programme at fundamental and elementary levels, such as ‘Introduction to mathematics’ and ‘Introduction to central banking’; on the other end, a high level of existing knowledge of the subject matter is required for programmes at intermediary and advanced levels. Such programmes are facilitated by leading international and local experts.

Introduction

“After climbing a great hill one only finds that there are many more hills to climb

– Nelson Mandela ”

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Economic analysis, statistics and econometrics



Description

The aim of this course is to provide an overview of the key concepts, methodologies and analysis underlying the external account statistics. It covers balance of payments, the international investment position, debt statistics as well as the relationship between the balance of payments and integrated economic accounts.

Key concepts and methodological aspects include residence, institutional units and sectors, flows and positions, accounting principles, valuation, time of recording, unit of measure, netting, and dimensions of disaggregation.

Learning outcomes

At the end of this course delegates should be able to:

• demostrate an understanding of the guidelines which govern the compilation of external account statistics;

• explain the methodological and data sourcing dimensions in the compilation of external account statistics; and

• explain the analytical possibilities associated with the suite of external statistics as well as the relationship with other macroeconomic statistical domains.

Prerequisites

A degree in economics, financial markets, statistics and/or banking. Prepatory reading of prescribed reference chapters in applicable macroeconomic statistical manuals

Target group

Specialists in the Economic Research and Statistics, Financial Markets, Financial Surveillance and Financial Stability departments who are responsible for analysing balance of payments statistics

Duration

Five days

Format

Face-face training in a classroom environment with practical exercises

Balance of payments statistics


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Description

The course is aimed at equipping delegates with an understanding of macroeconomic concepts and indicators to assist in policy application.

Learning outcomes

At the end of the course, delegates should be able to:

• use and interpret economic data (basic concepts, techniques and common pitfalls);

• analyse national accounts in terms of basic concepts and relationships; and

• interpret economic data.

Prerequisites

A degree in economics, banking, finance or statistics

Target group

Employees from the Financial Markets, Economic Research and Statistics, and Financial Stability departments, and other relevant specialists

Duration

Two days

Format

Face-to-face training in a classroom environment

Economic concepts and indicators

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Description

The course will enable attendees to do financial modelling in an MS Excel environment. The aim of the course is to upskill delegates in the field of financial modelling to forecast, in particular, participating banks’ financial statements which are employed in the satellite model estimation of the stress-testing cycle.

Learning outcomes

After completing the course, delegates should be able to:

• give an overview of financial modelling types and examples;

• do practical exercises using MS Excel’s modelling functions;

• explore MS Excel’s database and management function;

• develop financial models;• build the ValuMart trading model;• calculate loan functions and techniques;• assess the income statement and balance sheet

functionalities in ValuMart trading;• analyse the model results;• do sensitivity analysis; and• do optimisation of models by problem solving.

Prerequisites

Basic MS Excel skills

Target group

Specialists in the Financial Stability Department and Prudential Authority environment responsible for con-ducting stress testing

Duration

Four days

Format


Introduction to financial modelling


Advanced financial modelling

Description

This course will enable attendees to perform advanced financial modelling in an MS Excel environment. The aim of the course is to upskill delegates in the field of financial modelling in order to forecast, in particular, participating banks’ financial statements which are employed in the satellite model estimation of the stress-testing cycle.

Learning outcomes


• define financial modelling;• utilise MS Excel modelling functions;• improve the design of an existing model;• complete a monthly budget model and income

statements;• calculate loan capital and interest payments;• complete a cash flow statement and balance sheet;• calculate the returns and break-even points;• create scenarios;• create an executive summary; and• conduct forecasting with probabilities and Monte

Carlo simulations.

Prerequisites

Financial modelling and basic MS Excel skills

Target group

Specialists in the Financial Stability Department and Prudential Authority environment responsible for con-ducting stress testing

Duration

Four days

Format


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Description

This intervention is facilitated through a computer simulation, and practical exercises form an integral part of the course. The workplace integration of this programme is unique as managers and specialists practise the techniques learned during the workshop and implement them in the workplace.

Learning outcomes

At the end of the course, delegates will have an understanding of modern macroeconomic modelling and forecasting techniques used for monetary policymaking in central banks.

Prerequisites


Target group

Employees in the Economic Research and Statistics Department

Duration

Three days

Format


General equilibrium analysis


IFRS and statistical analysis

Description

The aim of this course is to provide delegates with knowledge of the basic principles and concepts of the International Financial Reporting Standards (IFRS) and International Accounting Standards (IAS). One of the main data sources for the compilation of macroeconomic statistics relates to the financial reporting data generated by respondent entities. These entities are required to convert financial reporting data into input data contained in statistical surveys. Keeping abreast of the developments in the confluence of these two disciplines is particularly relevant given the new IFRS 9 reporting standards that came into effect at the beginning of 2018. For the macroeconomic statistician it is therefore imperative to have knowledge of, and to understand, the impact on respondents’ financial statements as well as the interpretation thereof and the possible implications for the compilation of macroeconomic statistics. Learning outcomes


• explain the underlying accounting framework and the different standards that govern reporting;

• interpret financial statements prepared according to IFRS and IAS standards;

• contextualise the main changes to the IFRS 9 and 13 reporting standards and how these will affect respondents’ income statements and statements of financial position; and

• identify the differences between statistical reporting requirements and financial/accounting reporting requirements in order to reconcile.

Prerequisites

A basic knowledge of statistics and accounting

Target group

Economists at all levels

Duration

Three days

Format



Description

The aim of this course is to develop mathematical skills to enable economists to produce research papers and interpret economic literature.

Learning outcomes

After completing the course, delegates should be proficient in applying the concepts of:

• the limit of functions;• derivatives and integration;• optimisation; • difference and differential equations; and • matrix algebra.

Prerequisites

Basic mathematical skills

Target group


Duration

Five days

Format


Mathematics for economists


Policy implementation and formulation with the QPM

Description

The objective of this course is to promote understanding of the SARB’s quarterly projection model (QPM). The course touches on the economic rationale underlying the model but specifically steers away from complex economic theory. Instead, the course focuses on a functional understanding of the structure of the model and its use in policy implementation and formulation. Delegates work with economic data to explore how the model informs monetary policy. Learning outcomes


• identify the primary economic indicators that influence the SARB’s monetary policy decisions;

• list the monetary policy transmission channels;• explain how inflation targeting impacts on the

economy; and• explain how the SARB’s QPM informs policy

implementation and formulation.

Prerequisites

Some exposure to macroeconomic principles

Target group

The course is intended for anyone who closely monitors, is involved with, or is otherwise interested in the SARB’s monetary policy implementation and formulation.

Duration

One day

Format

Face-to-face training in a classroom environment with case studies, group work and shared discussion


Description

The objective of this course is to promote understanding of the SARB's monetary policy and its impact. The course has a practical focus based on simple MS Excel spreadsheets. Delegates use easy-to-work-with economic data series and make interest rate decisions on the basis of a simplified version of the SARB’s key macroeconomic model. Delegates explore the monetary policy transmission channels by reflecting on how their interest rate decisions impact on their own personal financial circumstances and by extension, the broader economy. The course does not involve complex economic theory.

Learning outcomes


• identify the key economic indicators that influence the SARB’s monetary policy decisions;

• interpret the impact of interest rate changes on their own personal financial circumstances; and

• explain the impact of inflation targeting monetary policy on various aspects of the economy.

Prerequisites

Some exposure to working with MS Excel or any other spreadsheet software

Target group

The course is intended for staff members who want to better understand how the SARB’s monetary policy works.

Duration

One day

Format

Practical case study exercises and group discussion

Practical introduction to monetary policy at the SARB


Public finance

Description

The course is aimed at equipping specialists and managers with a better understanding of public finance and practical fiscal policy. Learning outcomes


• assess the nature and role of government;• describe the international accounting and data

standards that apply to public finance;• demonstrate an understanding of fiscal policy and the

budget;• assess the management of government debt; and• analyse monetary and fiscal policy coordination.

Prerequisites


Target group

Employees interested in learning more about public finance

Duration

Two days

Format


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Description

The course aims to equip specialists with the skills needed to conduct research in a team environment.

Learning outcomes


• apply a team approach to the research;• design a map to the frontier of research;• identify analysis tools;• apply newly learned tricks; and• demonstrate critical reading.

Prerequisites


Target group


Duration

Two days

Format

Face-to-face training in a classroom environment with practical research writing sessions

Research methodology


Seasonal adjustment of data

Description

The aim of this course is to equip delegates with skills to apply techniques required to adjust data for seasonality measurements. Learning outcomes

After completing the programme, delegates should be able to:

• identify the causes of seasonality; • explain the need for and application of seasonally

adjusted data;• decompose a time series into the components:

Y = T+C+I+S;• identify outliers and adjust for Easter and Trading day

effects;• distinguish between stock and flow series;• describe the difference between Direct vs Indirect

adjustment; and• use JDemetra+ to do seasonal adjustment (practical

sessions) and interpret the results.

Prerequisites

A degree in economics, financial markets, statistics or banking

Target group

Specialists in the Economic Research and Statistics, Financial Markets, Financial Surveillance and Financial Stability departments as well as the Prudential Authority environment responsible for conducting the seasonal adjustment of data

Duration

Three days

Format

Interactive face-to-face training in a classroom environment


Introduction totime series econometrics

Description

The aim of this course is to equip delegates with basic econometric analysis skills using EViews. Learning outcomes


• expalin the econometric approach to time series analysis;

• identify the characteristics of time series data;• conduct an econometric analysis of economic time

series; and• apply residual-based cointegration techniques.

Prerequisites

Basic mathematical and statistical skills for data analysis

Target group


Duration

Three days

Format



Description

The aim of this course is equip delegates with advanced econometric analysis skills using EViews.

Learning outcomes


• develop and test macroeconomic models;• use economic indicators to predict/forecast future

trends;• solve simultaneous equations;• conduct time series econometrics and multivariate

cointegration; and• estimate and predict with volatility models.

Prerequisites

Attendance of the 'Introduction to time series econometrics’ course or basic knowledge thereof.

Target group


Duration

Three days

Format


Advanced time series econometrics

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FinTech, cybersecurity and big data



Description

In order to achieve its objectives and safeguard its reputation, it is essential that the SARB develop a proportionate level of information assurance and cybersecurity, and has a clear understanding of the range of risks to its information. To do this, the SARB needs to identify business critical assets and establish a robust governance structure to ensure appropriate confidentiality, integrity and availability of information. To address this need, the SARB Academy offers two one-day cybersecurity awareness training workshops.

Learning outcomes


• explain the critical importance of cybersecurity in the context of the SARB;

• provide a succinct overview of the prevailing cybersecurity landscape;

• explain the relevant threats posed by cyberattacks to the SARB and the wider financial sector;

• explain the relevance of key pieces of legislation and concomitant liabilities; and

• explain the current best practice to foster a positive cyber- and information security culture.

Prerequisites

A basic understanding of cybersecurity

Target group

SARB employees involved in the supervision of financial entities, and all employees with a basic understanding of cybersecurity who need to stay abreast of the latest developments

The first workshop will be pitched at an introductory level, while the second one will be targeted at a more advanced level.

Duration

One day per workshop

Format

Face-to-face training in a classroom environment, led by an expert facilitator

Cybersecurity awareness workshops


Description

The workshops will address the following questions:

• Will banks be disintermediated?• How can currencies exist without a central bank? • How is the digitalisation of banking causing

competition for banks? • How strong is the correlation between FinTech

and shadow banks (what are the interrelationships between FinTech and central banks)?

• What challenges does FinTech pose in terms of regulation, and what are some of the key threats in this regard?

Learning outcomes

After completing the workshop, delegates should be able to:

• explain the importance of FinTech;• identify areas where FinTech will revolutionise the

banking and financial industries;• identify the threats FinTech poses to the banking and

financial industries;• identify the threats FinTech poses to central banks;• explain some of the new technologies available;• identify already existing threats from non-banks

(i.e. purely online and shadow banks);

• explain blockchains, digital currencies and the future of currency; and

• explain the possibility of currencies existing without the involvement of a central bank.

Prerequisites

For the introductory FinTech workshop: a keen interest in learning more about FinTechFor the advanced FinTech workshop: a solid understanding of FinTech

Target Group

Bank employees looking to stay up to date with the latest FinTech developments

Duration

One day per workshop

Format

Face-to-face training in a classroom environment, led by an expert facilitator

FinTech workshops


Description

This programme is aimed at equipping Microsoft Excel users with the skills in dealing with the inherent complexities of Visual Basic for Applications (VBA) to build more flexible, dynamic and professional models.

Learning outcomes

At the end of this programme, delegates should be able to:

• record a macro to set the pivot table structure;• record a set of macros to update databases;• customise graph presentations using macros, such as

synchronising two charts;• record a macro that will run other macros;• construct formulas in VBA using absolute and rela-

tive referencing;• automatically extract data from sources other than

MS Excel; and• control Visual Basic.

Prerequisites

A strong working knowledge of MS Excel is required. In addition, delegates will undergo a pre-assessment to determine whether a pre-VBA programme will be required prior to attending the VBA modelling programme.

Target group

SARB employees wanting to increase their VBA proficiency

Duration

Five days for the VBA modelling programme and three days for the pre-VBA modelling programme (if required)

Format

Practical training in a computer classroom environment, led by an expert facilitator

Visual Basic for Applications (VBA) modelling

Markets and operations



Description

This course provides a detailed overview of the spot global foreign exchange (FX) markets and derivatives markets. The course will also look at applying exchange control policies that regulate the cross-border flow of funds and various hedging instruments in cross-border transactions. Special attention will be paid to FX-styled derivatives and different FX products, as well as why these products are used in the FX markets. The course does not go into detailed valuation and mathematical calculations. The focus is on the risks and factors that affect the FX and derivatives markets from a regulatory point of view.

Learning outcomes


• apply exchange control policies to regulate cross-border over-the-counter (OTC) derivative transactions;

• adjudicate on OTC derivatives and JSE-listed products involving South African and non-resident counterparties;

• adjudicate on off-shore bonds issued by South African corporates;

• understand the different types of forex regimes and their impact on the economy;

• understand the mechanics of spot and forward deals;• recognise the principal risks in spot and forward

rates, and interest rates; and• distinguish between different types of risks.

Prerequisites

There are no prerequisites for attending this course.

Target group

Bank employees who seek a clearer understanding of different derivative products and foreign exchange products on the JSE

Duration

Two days

Format

The course takes the form of blended learning which includes face-to-face learning, eLearning and FX trading simulation, with various group discussions and tasks.

Derivatives and forex trading on the JSE


Financial markets and instruments

Description

The course is aimed at equipping delegates with a better understanding and application of financial markets and instruments.

Learning outcomes

At the end of this course, delegates should be able to demonstrate an understanding of:

• the South African financial system in terms of market concepts, conventions and the time value of money;

• money markets and instruments;• capital markets and instruments;• bond markets and instruments;• equity markets and instruments; and• spot foreign exchange markets and instruments.

Prerequisites


Target group


Duration

Three days

Format



Description

The workshop on the ‘Principles for financial market infrastructures’ (PFMIs) will provide delegates with the opportunity to explore, discuss and apply the PFMIs practically.

Learning outcomes


• explain the importance of the PFMIs for effective market infrastructure oversight and financial stability;

• demonstrate an in-depth understanding of the PFMIs and their practical application;

• explain some of the practical implications of the PFMIs; and

• explain some of the potential problems emerging market economies might face in complying with the PFMIs.

Prerequisites

A working knowledge of the PFMIs

Target group

Mid- to senior level supervisory staff from the National Payment System, Bank Supervision and Financial Stability departments

Duration

Five days

Format

The format of the workshop will include smaller group discussions, case studies and breakaway sessions.

IMF workshop on the ‘Principles for financial market infrastructures’


Oversight, regulation and supervision


Description

The aim of this course is to understand what anti-money laundering and combating the financing of terrorism entail. The course also seeks to create an awareness of the legislative framework for anti-money laundering and combating the financing of terrorism. The course will enable supervisors to design on-site inspections and give relevant advice to accountable institutions.

Participants will look at different elements of the financial transfer system, especially those involving cross-border transactions. Special attention will be given to risk-based approaches to combating money-laundering and terrorism financing.

Learning outcomes


• illustrate an understanding of anti-money laundering from a regulatory perspective and from the perspec-tive of multiple stakeholders involved in combating money laundering and terrorism financing;

• use proactive identification initiatives to curb illicit cross-border financial flows (ICFFs);

• apply the risk-based approach in combating money laundering and terrorism financing;

• illustrate an understanding of traffic routes and trends as well as problems encountered in ICFFs;

• apply different sanction lists and understand the differences between sanction lists;

• illustrate an understanding of reporting obligations and investigative processes; and

• recognise suspicious transactions, typologies and red flags.

Prerequisites


Target group

The course is aimed at central bank employees, financial institutions, law enforcement agencies and delegates whose work environment requires an understanding of anti-money laundering practices.

Duration

Three days

Format


Anti-money laundering

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Description

This course aims to equip delegates with the knowledge and skills required to analyse banks in the financial environment.

Learning outcomes

After completing the course, delegates should be able to:• apply a top-down approach to counterparty credit

analysis, which is comprised of country/sovereign risk analysis, banking industry analysis and balance sheet analysis;

• develop an approach for the analysis of key ratios to ascertain a bank’s credit quality and how these ratios may differ among analysts;

• illustrate an understanding of: – the importance of the regulatory environment on

a bank’s balance sheet; – the CAMELS approach to balance sheet analysis; – the role of rating agencies; – the need for independent rating models; and – the common process that is followed for rating

entities.

Prerequisites

Basic accounting skills

Target group

Specialists in the Financial Markets and Financial Stability departments and the Prudential Authority environment

Duration

Three days

Format


Bank analysis


Bank financial statement analysis

Description

The aim of this course is to analyse financial statements in line with new International Financial Reporting Standard 9 (IFRS 9) reporting standards.

Capacity building in this area is, in particular, relevant with the new IFRS 9 reporting standards that came into effect at the start of 2018.

Learning outcomes


• analyse financial statements in line with the new IFRS 9 reporting standards;

• apply the new IFRS 9 reporting standards; and • illustrate an understanding of the impact for banks’

financial statements and the possible financial stability impacts/risks/vulnerabilities that could be highlighted through a deeper understanding from this point of view.

Prerequisites

Basic accounting skills

Target group

Financial markets specialists

Duration

Three days

Format



Description

This intervention explores the range of risks faced by banks and illustrates how periods of crisis have triggered the evolution of banking regulation. The programme is based on the foundations of financial risk examination content of the Global Association of Risk Professionals (GARP). Delegates get the benefit of the content without the need to sit for an examination.

Learning outcomes


• explain the evolution of risk regulation, including the Basel I, II and III frameworks and the reasons behind changes in the management of risks;

• explain the main risks faced by banks, including credit risk, liquidity risk, operational risk, market risk, regulatory risk, leverage and reputational risk; and

• explain how these risks are mitigated by banks.

Target group

Junior analysts in the Bank Supervision, Financial Markets, Financial Stability, Financial Surveillance and National Payment System departments

Duration

Two days

Format

The session involves a mix of trainer-led instruction, group discussions, and practical consolidation exercises and quizzes.

Foundations of financial risk


National payment systems

Description

This programme will provide delegates with an overview of the functions and operations of the SARB’s National Payment System Department.

Learning outcomes

After completing the course, delegates should be able to demonstrate an understanding of:

• the basic payment system concepts, systems and instruments;

• the South African Multiple Option Settlement (SAMOS) system;

• the SADC Integrated Regional Electronic Settlement System (SIRESS);

• cross-border oversight arrangements (CLS and SWIFT); and

• payment system innovations.

Prerequisites

A basic understanding of the national payment system

Target group

Staff from the SARB and other African central banks interested in learning more about the functions and operations of the SARB’s National Payment System Department

Duration

Three days

Format



Description

This seminar, presented by experts from the New York Federal Reserve, provides an overview of consolidated supervision analysis and covers accounting concepts associated with business consolidation and the review of enterprise risk management of important risk categories. The curriculum recognises that each participant arrives with unique risk-focused supervision experiences and examination skills. The seminar is intended to build on these experiences and skills to integrate various risk exposures into a consolidated assessment of a large banking organisation. The seminar provides supervisors with practical bank examination techniques to evaluate enterprise risk management and exposure to analysing the financial strength of a consolidated organisation.

Group work will take the form of ‘real world’ case studies to give participants an opportunity to practise and reinforce the techniques discussed during the lectures.

Learning objectives

After attending the seminar, delegates should be able to:

• recognise and analyse desirable corporate governance and risk control functions;

• recognise risk identification and reporting mechanisms, and build an organisation-wide risk assessment;

• incorporate stress-testing results, capital and liquidity adequacy, and planning procedures into an organisation-wide risk assessment; and

• integrate risk assessments of individual risk disciplines into a consolidated risk assessment of a large banking organisation

Prerequisites

Participants are required to familiarise themselves with the case study materials prior to the seminar

Target group

Participants who are familiar with risk-focused supervision and have five or more years of supervision and regulation experience

Duration

Five days

Format

Face-to-face training in a classroom environment with practical exercises

New York Federal Reserve Bank risk-focused supervision and risk assessment


Report writing for cross-border transaction analysts

Description

The course will equip cross-border transaction analysts to write lucid, coherent, persuasive and logically valid arguments when writing inspection reports.

Learning outcomes


• apply critical thinking and argumentation for effective report writing;

• understand the difference between descriptive and analytical writing;

• apply creativity and problem solving for effective reporting;

• structure and organise a report for different audiences;

• analyse data and use evidence for making data- driven decisions and recommendations;

• apply effective interview methods for inspectors;• record and analyse qualitative (interview and latent

(observation) data) and quantitative data for effective reporting;

• resolve validity and reliability issues when collecting inspection data;

• structure and present findings for different audiences; and

• write logically persuasive conclusions and recommendations for risk-focused decision making.

Pre-requisite


Target group

Relevant specialists responsible for writing reports related to cross-border transactions

Duration

Five days

Format

Face-face training in a classroom environment with practical individual and group exercises


DescriptionThe course will equip central bank employees responsible for the supervision of cross-border transactions with skills to monitor and analyse trends as well as to identify and assess risks.

Using blended learning methods, the course provides supervisors with practical cross-border transaction examination techniques to evaluate risk and to prepare working papers and examination reports.

Learning outcomes


• use risk-based supervision approaches to supervise cross-border transactions;

• monitor and analyse trends on cross-border transactions to identify risks;

• build institutional overview and risk profiles;• use robust risk-focused approaches to assess risks on

cross-border transactions, currency and interest rate derivative operations in calm and turbulent periods;

• use appropriate examination tools and techniques for supervision; and

• prepare and draft working papers and examination reports.

Prerequisites

Participants are encouraged to familiarise themselves with the case study material provided prior to the seminar.

Target group

Central bank employees responsible for dealing with cross-border transactions

Duration

Five days

Format

Group discussions, face-to-face training, practical simula-tions in a classroom environment, and practical exercises and case studies based on problem solving

Risk-focused supervision of cross-border transactions


Toronto Centre conglomerate supervision

Description

With the imminent architectural move to a Twin Peaks model of financial regulation, the SARB will assume responsibility for the prudential supervision of financial conglomerates. This five-day programme aims to provide existing staff primarily from the Bank Supervision and Financial Stability departments with an overview of conglomerate supervision.

Learning outcomes

After completing the course, delegates should be able to explain:

• the available approaches to conglomerate supervision;• how financial conglomerates’ capital requirement will

be calculated, keeping in mind that the regulatory framework of the financial institutions comprising the financial conglomerate are different; and

• the implications of the regulatory framework being applied from a conglomerate perspective, given that the financial conglomerate will comprise at least two of the three areas of banking, insurance and securities regulation.

Target group

Mid-level supervisory staff from the Bank Supervision and Financial Stability departments

Duration

Five days

Format



Business administration



Introduction to central banking (online)

Description

Do you want to know more about what the SARB does?

Are you familiar with your own area within the SARB, but limited in your knowledge of other areas?

Have you been with the SARB for a long time, but still do not really know what monetary policy is?

The ‘Introduction to central banking’ online course is a quick and easy way to learn more about the role and functions of the SARB – anytime, anywhere.

These seven online modules are designed to help delegates understand the role and functions of the SARB.

Learning outcomes

At the end of the seven modules, delegates will have an improved understanding of the following key areas of the SARB:

• mandate and functions;• monetary policy;• financial stability;• bank supervision;• twin peaks;• foreign currency reserves and management; and• currency management.

Prerequisites

There are no prerequisites regarding prior learning, but delegates must have access to the SARB Intranet system.

Target group

Anyone interested in learning more about the SARB

Format

E-learning


Description

This highly interactive course, presented by SARB subject matter experts, provides an overview of the risk, compliance and business continuity methodologies, principles and frameworks used by the SARB Group.

Learning outcomes

After completing the course, delegates should be able to demonstrate an understanding of methodologies and principles applied in the SARB Group in the following areas:

• integrated risk management;• compliance management; • business continuity management;• business process mapping;• project risk management;• incident management; and • financial risk management.

Prerequisites

A basic understanding of operational risk management, compliance management or business continuity manag-ement Target group

Risk/compliance/business continuity management practitioners and coordinators

Duration

Five days

Format

Presentations with live demonstration of risk management software

Integrated risk management in the SARB Group


Legal drafting

DescriptionThis course aims to assist participants to render reliable, efficient and cost-effective legislative drafting and legal advisory services to the SARB in an independent and objective manner, taking into account the Constitution of the Republic of South Africa and other laws. The goal of the course is to get participants ready to undertake drafting tasks towards realisation of the legal and operational frameworks of the SARB.

Learning outcomes

After completing the course, participants should be able to:

• approach drafting various legal texts for legal and operational frameworks for central banks with confidence;

• organise and complete drafting tasks efficiently;• work skilfully with conceptually complex material;• choose language strategically;• facilitate the harmonisation of legal frameworks of the

SARB;• write clearly, concisely and without inadvertent

ambiguity; and• draft policy or legal documents with readable structure

and style.

Prerequisites

Legal experience is required

Target group

All SARB employees who would like to strengthen their legal drafting skills

Duration

Five days

Format



Description

The objective of this course is to promote understanding of the SARB’s mandate, and develop the capacity of staff to serve as ambassadors of the SARB. This course is designed for those who have no formal exposure to economic theory or training. The course provides a functional introduction to the basic principles and tools of macroeconomics, and focuses on applying these tools to analysing the SARB’s monetary policy decisions.

Learning outcomes


• explain what the SARB does to friends and family;• explain how the actions of the SARB influence inflation,

unemployment and other aspects of the economy; and

• interpret a monetary policy committee statement to understand how the SARB has arrived at its repurchase (repo) rate decision.

Prerequisites

Delegates do not need any economic background but should have an interest in understanding the monetary policy actions of the SARB. They should have an interest in exploring the economic concepts underlying the

SARB’s monetary policy, have a basic understanding of how graphs work (i.e. how to plot a positive relationship between two variables on a set of axes), and should be comfortable manipulating graphs (i.e. changing the position of a line graph when the value of the intercept or slope of the graph changes). Despite the focus on practical application, delegates should be prepared to engage with abstract and theoretical concepts.

Target group

The course is for anyone who wants to gain a better practical understanding of the SARB’s mandate and how the SARB’s actions impact on the economy. This course is designed for those who have no formal exposure to economic theory or training.

Duration

Two days

Format

The course will focus on graphically illustrating the relationships between various economic variables. Delivery will include theory, group work and case studies.

Principles of economics (for non-economists) with application to central banking


Targeted selection

Description

The SARB has adopted the targeted selection competency-based interview methodology. The aim of the course is to train staff members who sit on interview panels on the methodology, principles and practices to ensure consistency and desired results in the interviewing and selection of candidates.

Learning outcomes


• review candidate materials and plan the interview;• open the interview in a way that builds rapport;• conduct the interview by focusing on targets for

success in the job, and close the interview by providing the candidate with information on the job and the opportunity to ask questions;

• determine a rating for each candidate;• make a positive impression on candidates by meeting

their personal needs through building rapport; and• manage time effectively in the interview.

Target group

Staff members who have or will, at one point or another, form part of the interviewing panel at the SARB

Duration

Two days with half a day refresher training

Format



Communication



Business writing

Description

The aim of this course is to develop the knowledge, skills and capabilities needed for effective business writing. The programme offers a practical approach to enhance business writing skills by looking at common errors in sentence structure and style as well as tips and techniques to write for various common business contexts.

Learning outcomes


• structure and compose a variety of texts;• apply the rules of proper grammar, including word

agreement, sentence construction, spelling and punctuation;

• differentiate between the active and passive voice;• use the appropriate tone; and• use simple language to effectively communicate a

message to a specific audience.

Prerequisites


Target group

All staff members who would like to improve their business writing skills

Format

Face-to-face classroom training combined with practical assignments


Description

This course is aimed at developing high-impact communication skills, both written and verbal. The focus is on supporting the SARB's brand through employees who are able to deliver professional, well-written and well-executed communication.

The course has a workplace integration component which is leveraged off the theoretical component. It is customised to the needs of identified teams and departments.

Learning outcomes


• understand the business case for communicating with impact as linked to brand, reputation, values and risk;

• align communication with purpose, message, circumstances and target audience, and adopt the appropriate voice;

• plan and action the business writing process;• collaborate across boundaries in the formulation and

presentation of communication;• understand the need to translate technical data into

meaningful information for different stakeholders; and• apply the principles of impactful business writing.

Prerequisites


Target group

SARB employees on the following levels: FC1–FC4 and SP1–SP3

Duration

Two days

Format

Face-to-face training in a classroom environment followed by practical workshops

Communicating with impact

“”

This course and the SARB style guide were very helpful. I think all employees should attend this training.


Protocol and business etiquette for office professionals

Description

In today's world, protocol and business etiquette play an increasingly important role. Proper protocol and business etiquette are vital in assuring that relations between people within and outside of the organisation are treated with minimal friction and maximum efficiency.

The aim of this course is to provide an in-depth understanding of key principles underpinning business etiquette and protocol. It is envisaged that at the end of the programme the delegates would have mastered key protocol areas affecting their work, and how to effectively portray a professional image in the workplace and when dealing with external stakeholders. The programme is also aimed at impacting social skills in professional settings such as dining, meetings and events.

Learning outcomes


• create a professional image, follow office etiquette, and maintain positive office relationships;

• use the Internet appropriately when at work, and handle ethical dilemmas and personal issues in the workplace;

• introduce people properly, be a good conversationalist, and follow proper etiquette in meetings;

• display courtesy on the telephone, in voice mails, and in written communications;

• follow proper etiquette at business functions and dinners;

• identify formal table settings for business dining; and• understand the key principles of protocol.

Prerequisites


Target group

This course is aimed at personal assistants, event coordinators, office administrators and staff who engage with external clients as well as staff members who would like to enhance their professional image and working relationships.

Duration

Two days

Format

Face-face training in a classroom environment


Description

These courses offer practice in a range of skills and techniques while delivering presentations.

Level 1 is a two-day course aimed at participants who want to develop a strong set of presentation skills or build on their existing experience and become more comfortable engaging with groups of people while delivering an effective message.

Level 2 is a one-day course that builds on the Level 1 course and is aimed at those individuals who want to further develop their skills of engaging, influencing and managing their audience.

Learning outcomes

After completing the Level 1 course, delegates should be able to:

• prepare and organise a presentation message that is logical, concise and structured so that it meets the objectives of both the presenter and the target audience;

• prepare a presentation that is easy to understand, engaging and relevant to the audience;

• deliver the message effectively by utilising presentation structure, appropriate body language techniques and vocal skills;

• engage the audience using presentation structure and delivery techniques;

• vary the pace and energy of the presentation to keep the audience's attention, and identify and capitalise on presentation strengths while addressing weaknesses.

After completing the Level 2 course, delegates should be able to:• engage an audience and keep their interest through

the effective use of words, pictures and great storytelling techniques;

• show the value of their intended message by describing the relevance and benefits to the audience;

• ensure their visual aids deliver an effective message;• interact with the audience by managing questions and

answers effectively;• manage the audience when faced with disruptive

behaviours;• identify and capitalise on their presentation strengths

while addressing weaknesses; and build their own unique presentation style and, if necessary, be able to break presentation foundation rules.

Target group

The Level 1 course is aimed at participants who want to develop a strong set of presentation skills and become more comfortable in engaging with groups of people. The Level 2 course is aimed at those participants who want to build on their Level 1 experience or presenters who are comfortable speaking to groups of people but want to learn more about how to engage and manage their audience.

Format

These are very interactive, fun and practical classroom-based programmes. The facilitator will introduce the skills to participants and demonstrate how to use them. Thereafter, participants will have an opportunity to turn the theory into practice in a safe, developmental environment.

Successful presentation skills


Computer skills



Microsoft Office Excel 2010

Module Introduction Intermediate AdvancedDescription This course will cover different

features of the Microsoft Office Excel (2010) interface, including a brief overview of the tabs in the ribbon, some simple scenarios and the basics of formatting.

This course will cover advanced file management tasks, using functions and formulas to calculate information, and using tables in a worksheet. It will also cover how to use different reviewing and researching tools; how to work with text boxes, images, pictures and themes; how to format images; and how to use SmartArt, symbols, equations, and the very handy sparklines feature.

This course will cover a variety of organising tools and the ‘What-If’ analysis tools that will help MS Excel users get the most out of their data. In addition, two key advanced spreadsheet tools – PivotTables and PivotCharts – will be discussed at length. Advanced concepts dealing with MS Excel functions, such as AutoFill lists, and consolidating and combining data will also be covered. This will include the new slicer features and PowerPivot add-on – two important tools for working with PivotTables and PivotCharts.

Learning outcomes


• understand and use workbooks;

• understand and use the MS Excel interface;

• work with basic formulas;• move data;• apply the respective editing

tools;• format cells; • enhance the appearance of

worksheets;• create and format charts; and• print and view workbooks.


• use Windows Explorer within MS Excel;

• use file management tools;• work with functions and formulas;• manage tables and filters;• use MS Excel as a database; and• show data as a graphic.


• use data analysis tools;• create and use hyperlinks in MS Excel;• understand, create and format a PivotTable;• use PowerPivot;• understand and use the PivotChart tools tabs;• perform advanced PivotChart tasks;• use advanced functions, including the PMT

function, the FV function, Logical functions, IFERROR with Array formulas and VLOOKUP;

• create a basic macro and other related tasks;• understand the Visual Basic Editor; and • use Advanced Visual Basic tasks.

Duration One day One day One day


Microsoft Office Powerpoint

Module Introduction Intermediate Advanced

Description This foundation level is intended to help all novice compute users to get up to speed quickly. The course will equip users who have little to no experience with MS PowerPoint to acquire the basic skills.

This intermediate level is intended to help users familiar with MS PowerPoint to improve their basic skills and to become more comfortable with advanced features such as transitions, animations, photos, diagrams, charts, tables and SmartArt.

This advanced level is intended to help users understand some of MS PowerPoint’s more advanced features. The course will equip participants with skills to create customised templates, handouts and notes. It covers adding audio and video to a presentation; creating different types of masters and templates; reviewing a presentation; and creating advanced, customised and shared shows.

Learning outcomes


• create a new MS PowerPoint presentation;

• customise the MS PowerPoint interface;

• make presentations look professional; and

• save and present a slideshow

After completing the course, delegates should be able to create engaging, visually rich, interactive presentations.


• add multimedia to a presentation;• set up slide masters;• review presentations; and• create advanced types of shows.



Microsoft Office Word 2010

Module Introduction Intermediate Advanced

Description This foundation level is intended to help all novice computer users to get up to speed quickly. The course covers different features of the MS Word interface, gives a brief overview of all the tabs in the ribbon, shows users how to print, and covers the basics of text formatting. By the end of this course, users should be comfortable with creating a new MS Word document, making it look professional and presentable, and saving and printing their document.

The intermediate level is intended to help everyday computer users become more proficient with MS Word. The major topics in this course include how to manage MS Word documents; working with templates, headers and footers; using the new Navigation Pane; and using the Mail Merge Wizard. By the end of this course, users should be comfortable with creating more complex MS Word documents.

This advanced course is intended to assist users who are already proficient with MS Word to become more familiar with the application by adding various types of objects to their documents. The course will cover pictures, shapes, text boxes, WordArt, SmartArt, Building Blocks, Quick Parts, tables and charts. By the end of the course, users should be completely comfortable with inserting and manipulating these objects.

Learning outcomes


• create MS Word documents;• type and delete text;• navigate in documents;• use the scroll bars;• use the ‘Go To’ dialog box;• do basic formatting;• use advanced formatting;• get acquainted with and use the

MS Word interface;• use advanced tabs and customise

documents; and• view and print documents.


• managing their MS Word documents;• use formatting tools;• create headers and footers;• use time-saving tools;• make documents consistent;• use the Mail Merge Wizard;• perform a manual mail merge; and• send an MS Word document

electronically.


• work with pictures;• work with shapes;• work with advanced graphics and objects;• create tables; and• create equations and charts.



Management and leadership development



To improve operational and strategic capacity amid new and challenging complexities, the SARB is committed to leadership development through various carefully designed programmes. Managers undergo ongoing development to reach their full potential as they transition into advanced leadership roles. The offerings are targeted at managers and leaders at different leadership levels.

Pioneers programmeAn emerging

leaders’programme

• Team leaders and managers with limited experience in managing others

• Potential first-time managers likely to make this transition in the next 12 months

Management Live! Managers executing strategy and change

• Divisional heads and unit heads (Senior managers and managers)• Potential divisional heads

Strategicleaders’

programmeA strategic leaders’

programme

• Heads of department (HoDs) and potential HoDs

Executiveexcellence programmeIndividualised

development fortop executives

• GEC members and potential GEC members

Transitions programmeIndividualised solutions for managers in transition

Management fundamentalsA suite of short courses focusing on first principles for all great managers

Management and leadership programmes


The Management Fundamentals Programme seeks to assist new and experienced managers of others to practice some of the most important management skills required in the SARB. It offers managers and team leaders training on the fundamental elements of management with follow-up tools and templates. The aim is to improve people and process management by team leaders, middle managers and senior managers, and thereby elevate the quality of management at the SARB.

Target group

All managers (M1, M2 and M3) and team leaders

The programme has nine stand-alone but integrated modules as depicted in the diagram and the table.

Management fundamentals programme

8. Emotional

intelligence

7. Diversity management

5. Budget management

4. Talent management

3. Employee relations

2. Performance management and development

1. Recruitment9. Manager as coach

6. Risk management, compliance and audit


Module Aim Format Duration

1. Recruitment • To provide managers with the relevant knowledge to better appreciate and participate in the recruitment process

• Workshop Half day

2. Performance management

• To provide managers with the relevant skills to manage performance effectively

• To assist managers to own the continuous performance management of their team members and have less reliance on the Human Resources Business Partners (HRBPs)

• Workshop 1 day

3. Employee relations

• To provide managers with the relevant skills to manage employee relations (ER) with support from an ER expert

• eLearning (pre-work)

• Workshop

• eLearning (refresher)

1 day

4. Talent management

• To assist managers to appreciate talent management and its contribution to SARB performance

• To assist managers to apply the talent management process

• Pre-work – talent management framework

• Workshop

1 day

5. Budget management

• To assist managers to understand the SARB’s budget cycle, the allocation of the budget as well as monitoring and reporting of expenditure

• Pre-work – policy and guidelines

• Workshop

1 day

6. Risk management, compliance and audit

• To assist managers to understand the governance, risks and controls of the SARB and what is expected of them

• Workshop 1 day

7. Diversity management

• To assist managers to use tools to explore and use employees’ diverse perspectives and backgrounds

• Workshop 1 day

8. Emotional intelligence

• To provide managers with tools to be aware of, to control and express emotions, and to handle interpersonal relationships judiciously and empathetically

• Workshop 1 day

9. Manager as coach

• To help managers practice basic coaching skills for better staff performance

• Workshop 1 day


Description

This programme cultivates essential skills in first-time managers, assisting them to successfully transition into management, while managing their own expectations of new levels of complexity.

Learning outcomes

At the end of the programme, delegates should be able to:

• define their own management brand and approach;• clarify their expectations regarding their role as a

manager;• plan, allocate and measure the work of others;• make decisions about work priorities;• clarify the SARB's vision and instructions for others;• select the best leadership styles to drive the SARB's

strategy;• develop a career development plan; • develop interpersonal skills to work effectively with a

diverse team;• inspire a team to achieve business results; and• demonstrate an understanding of recruitment,

performance management and employee relations.

Prerequisites

To attend this course, evidence is required that you have made time to talk with your manager about your development, and that he/she has nominated you for the course based on your developmental needs and career ambitions. Manager approval online will not be adequate. Nomination to the course must be sent by your manager to the programme manager via email ([email protected]). Seats are limited so the SARB Academy will keep a waiting list of nominated candidates, when necessary.

Target group

• Team leaders and managers with limited experience in managing others

• Potential first-time managers likely to make this tran-sition in the next 12 months

Duration

Seven and a half days over six months

Format

Guest speaker talks, self-study, workplace assignments and case studies, lectures, practical classroom exercises, storytelling, learning journal insights, role plays, and scenario planning

Pioneers: An emerging leaders’ programme


Management live! Managers executing strategy and change

Description

This programme offers managers an opportunity to elevate their thinking and practice to constantly align to strategic purpose. It provides time to embed strategy execution into daily decisions and interactions. The course helps managers to think beyond their functions and concern themselves with strategic issues that support their overall business.

Learning outcomes


• decide wisely about time allocation for strategy execution;

• translate strategy into annual plans and daily decisions;

• listen to empower staff;• coach peers and subordinates;• practise change steps in the change process;• develop tools for resilience;• identify and act on strategic issues; and• practise repeated performance feedback.

Prerequisites

To attend this course, evidence is required that you have made time to talk with your manager about your development, and that he/she has nominated you for the course based on your developmental needs and career ambitions. Manager approval online will not be adequate. Nomination to the course must be sent by your manager to the programme manager via email ([email protected]). Seats are limited so the SARB Academy will keep a waiting list of nominated candidates, when necessary.

Target group

• Divisional heads and unit heads (senior managers and managers)

• Potential divisional heads

Duration

Three study blocks over six months (two days per study block)

Format

Peer and subordinate feedback, strategy alignment of work practices, lectures, workplace tasks, team assignments, coaching, and meetings with the line manager


Description

This programme supports a limited number of managers to attend an open programme at a top-ranked business school locally or internationally. The programme intends to enhance strategic leadership in the SARB. It is designed to expose senior managers to opportunities for benchmarking, networking and strategic discussions with other motivated executives.

Learning outcomes


• formulate strategy and understand the principles of successful strategy execution;

• practice ways to respond and adjust to contextual change;

• apply strategies to shift the SARB to a higher performance output;

• communicate consistently through layers of structure and governance;

• define and use tools to collaborate across departments, strategic focus area (SFA) teams and the Chief Operating Officer (COO) cluster;

• prioritise taking time to think;• advance personal leadership skills and boost

individual contributions the SARB; and• progress understanding of the business disciplines

required to perform as a senior leader.

Prerequisites

To attend this course, evidence is required that you have made time to talk with your manager about your development, and that he/she has nominated you for the course based on your developmental needs and career ambitions. Manager approval online will not be adequate. Nomination to the course must be sent by your manager to the programme manager via email ([email protected]). Seats are limited, so the SARB Academy will keep a waiting list of nominated candidates, when necessary.

Target group

Heads of department (HoDs) and potential HoDs

Duration

Eight days over three months

Format

Pre-work to manage intentions, attendance of courses locally/internationally, online preparation, and post-course accountability tasks

Strategic leaders' programme: Leaders in service of the SARB vision


Executive excellence: Individualised development for top executives

Description

This programme brings together a series of customised training and support interventions to enhance the capabilities of top executives.

Learning outcomes

The learning solutions in this portfolio aim to assist executives to focus on mission-critical priorities, shift from strategic to visionary thinking; work as a team; communicate effectively; engage senior managers in a constructive manner; balance public duties and organisational responsibilities, and navigate the demands of values-driven leadership.

Target group

Governor's Executive Committee (GEC) members and potential GEC members

Duration

Three study blocks over six months (two days per study block)

Format

Peer and subordinate feedback, strategy alignment of work practices, lectures, workplace tasks, team assignments, and coaching


Description

This programme allows delegates time to identify what worked in the past as well as what may no longer work going forward. This involves introspection, learning and unlearning. The programme is customised for each individual, based on their needs, and follows the following process:

• Diagnostic interview: to identify individual needs

• Diagnostic report: to summarise individual needs and agree on a plan to support the transitioning manager

• Transition process: a series of activities to elevate the manager’s capability

• Progress and close-out report: accountability

Learning outcomes


• engage in healthy change;• understand the impact of a change on the self;• transition effectively to a new role/function; and• devise a transitional plan (IDP) to close identified

gaps.

Prerequisites

To attend this course requires evidence that you have made time to talk with your manager about your development, and that he/she has nominated you for the course based on your developmental needs and career ambitions. Manager approval online will not be adequate. Nomination to the course must be sent by your manager to the programme manager via email ([email protected]). Seats are limited so the SARB Academy will keep a waiting list of nominated candidates, when necessary.

Target group

Any manager or potential manager in transition

Duration

Seven and a half days over six months

Format

Guest speaker talks, self-study, workplace assignments and case studies, lectures, practical classroom exercises, storytelling, learning journal insights, role plays, and scenario planning

Transitions programme: Individualised solutions for managers in transition


Description

Coaching is a tailored process to address the unique needs of every leader, allowing them to explore the habits which get them stuck and the paths they need to build towards lasting performance. Coaching builds a leader’s competence to become more effective, more fulfilled and better able to contribute meaningfully to the organisation in the short and long term.

Coaching is about guiding, questioning, creating possibilities and offering a new perspective.

Learning outcomes

After completing a coaching programme, leaders should be able to:

• self-observe and notice how their behaviour impacts themselves and others;

• self-correct by closing the gap between the current and desired state;

• self-generate by ongoing reflection and embedding of change;

• unlock new possibilities and potential; and• experience increased meaning and fulfilment.

Prerequisites

A coaching programme requires clearly defined outcomes agreed to by the line manager as well as a willingness to be coached.

Target group

Managers and identified leaders

Duration

A coaching programme usually comprises between 8 to 12 sessions which are one to two hours in length over a period of six months to one year.

Format

One-on-one sessions every second week for the duration of the coaching programme

Executive coaching


Interview

Conversation to determine the

outcomes of the coaching

programme

Allocation

Allocate a suitable coach to the leader

Session1 & 2

Intake session to understand the

context and approach

Session3–10

Exploring possibilities,

self-observations and insights

embedded by practices

Session11–12

Closing of coaching

programme and strengthening

the future

Executive coaching journey


Personal effectiveness



Description

This course is customised and structured for all departments undergoing change. Delegates will be equipped with tools to cope with change, build resilience and navigate unchartered waters.

Delegates will also be equipped to become optimistic and self-assured, and to remain positive, focused, flexible, organised and proactive in dealing with change.

Learning outcomes


• adapt in the face of adversity, trauma, tragedy or stress;

• deal with perceived adverse situations in a positive and creative way;

• transform challenges into opportunities;• absorb any learning offered by setbacks;• voice their reactions to a proposed or implemented

change;• understand why people react to change;• learn how to take charge and use change as a posi-

tive source of energy;• build resilience (‘ability to bounce back’) to change in

society, at home and in the workplace;• learn how to enhance their well-being during the

change;• use tips and tools on how to deal with stress that

comes with change; and• use tips and tools to deal with change prerequisites.

Prerequisites


Target group

All staff within departments undergoing change

The course is also available for team leaders with a slightly different set of outcomes for dealing with people who are undergoing change.

Duration

Two days

Format

Face-to-face interactive workshop, with follow-up workshops if required

Change management and resilience

“”

This is the most engaging, interesting course I have attended. The material used helped a lot as it kept my mind engaged. The facilitators were knowledgeable, which made it more interesting.


Change management in action

Description The focus points of this workshop are the foundational elements to successfully guide a team through transactional and/or transformational change. It will equip a leader with the knowledge and tools to inspire and lead team members to change their behaviour.

Session outcomes

After completing the workshop, delegates should be able to:

• successfully navigate their teams through change;• define change management and articulate the

different types of change; • display an understanding of the neuroscience of

change;• understand and articulate the different roles leaders

play during change;• design a change vision that will inspire their teams;• understand the principles behind effective stakeholder

management;• perform a stakeholder analysis and compile a

stakeholder map;• develop and complete a change readiness assessment;• develop and complete a change impact assessment;

and• identify and establish a change agent network.

Prerequisites


Target group

Managers of teams who are, or will be, going through organisational and/or team changes

Duration

One day

Format

Face-to-face training in a classroom environment. The workshop is very experiential; the facilitator will use various activities and coaching conversations to illustrate the importance and application of the identified tools and methods.


Description

Do you need a little time to innovate and create?

Would your work or personal life benefit from a creativity break?

Is there a problem or idea that you must address to progress?

Creative expression is a mindfulness process, assisting with clarity of thought, cognitive strength and social agency.

Through creative expression and drawing on imagination, delegates examine the range of conscious experience – the body, feelings and thought processes.

Delegates are enabled to observe and listen in ways which circumvent words. In so doing, focus is placed on ambivalent thoughts and feelings obstructing and enabling success.

The process entails integrative learning through a range of artistic formats – drawing, painting, sculpting and creative writing.

Learning outcomes


• recognise intuition as a partner to rational logic; practice ways to bridge the gap between the conscious and the unconscious mind;

• increase the depth of their communication; • experience whole brain activation, stimulating

innovation; and• extend the use of their imagination for innovation.

Prerequisites


Target group

All SARB employees

Duration

Half a day

Format

A three-hour face-to-face interactive workshop, with follow-up workshops if required

Creative expression


Personal excellence

Description This programme invites delegates to go on a journey of self-awareness and develop effective and professional interpersonal skills. Furthermore, the course enhances self-awareness, individual resilience, and the ability to enable the cooperation of colleagues and clients.

This course will contribute to both personal excellence and client engagement. It will equip delegates with a range of tools and techniques for building their personal excellence for an effective and successful life.

Session outcomes

After completing the programme, delegates should be able to:

• apply self-awareness and etiquette skills;• perform enhanced interpersonal and communication

skills;• manage personal negative emotions;• develop a positive emotional focus;• enhance self-confidence and resilience;• apply improved time management skills; and• identify their purpose and set personal goals.

Prerequisites


Target group

All staff who intend exploring self-leadership

Duration

Two days

Format

Interactive face-to-face training in a classroom environ-ment


Team effectiveness



Description The phrase: 'The whole is greater than the sum of its parts' was coined by Aristotle more than two thousand years ago, yet this phrase remains pertinent to the modern concept of teamwork and synergy. Getting teams to function cohesively remains one of the primary functions, and challenges, of leaders today.

Aim

The aims of team effectiveness interventions are to: • increase awareness of team behaviour;• provide insight into harnessing team strengths; • assist teams in co-creating a desired future;• provide insight into what is holding a team back; • navigate teams through complexity; and • assist project teams in differentiating between drivers

and outcomes.

Prerequisites

Needs analysis with team leader

Target group

Intact teams such as sections, management teams and project teams

Duration

Duration varies, depending on the needs of the group

Format

Facilitated workshops. The following interventions are available for engaging with teams and improving effectiveness:

1. Enneagram team support

For team members who wish to understand each other better.

The Enneagram is a sense-making tool that enables the development of self-knowledge and insight into the behaviour of self and team members. This wisdom enables teams to engage more consciously, resulting in synergy and integration. An Enneagram team workshop is a one-day session, held after each member has completed their Enneagram assessment and received personal feedback (1 hour session).

2. Immunity to change

For teams needing to understand and act on what is obstructing them.

A facilitated process that enables a team to map and explore the assumptions and behaviour that prevent them from achieving their change objectives, and gain insight into the behaviours that get them stuck. An immunity to change workshop is either a half day, to explore the immunity, or full day, to explore the way forward.

3. Resilient collaboration

For teams needing to collaborate better to perform and show strategic results.

Resilient collaboration offers a unique framework for diagnosing dysfunctional collaborations and a novel methodology for designing productive collaborations and implementing them in complex situations. The team explores collaboration as an interconnected system of learning conversations. The quality of projects depends on the quality of conversations. Interactions among people, departments and external organisations can be radically improved by optimising these fundamental conversation systems. A resilient collaboration workshop normally runs for one or two days, depending on the need of the team, and the depth of direction or commitments required.

4. Systemic thinking

For teams tackling a complex problem/project and that want to ensure high impact.

The discipline of systemic thinking offers a comprehensive framework for making sense of complexity and intervening in complex situations with high impact. This is a practical approach to creating manageability in situations that seem confusing, overwhelming and difficult to manage. A systemic thinking workshop normally runs for one or two days, depending on the need of the team, and the depth of direction and commitments required.

5. Team coaching

A custom workshop is designed according to the need of the team. The team leader will be interviewed to discuss the nature of the need, and a tailor-made coaching workshop will be run accordingly.



Youth development programmes



Description

The SARB Academy, together with the Corporate Services Department and in collaboration with the South African Bank Note Company (RF) Proprietary Limited and the South African Mint Company (RF) Proprietary Limited (subsidiaries of the SARB), has resolved to establish a workplace integrated learning programme (WILP) to address the shortage of artisans, technicians and engineers, both in the SARB and the country at large.

Learning outcomes

Learners are rotated between the SARB and the sub-sidiaries to ensure maximum practical experience. Each leaner is assigned a dedicated mentor to ensure that they obtain the required competencies.

Where the SARB and its subsidiaries (SARB Group) can-not provide the required practical exposure, learners are placed at other relevant training institutions during the programme to ensure that they acquire the necessary competencies to prepare them for their respective trade tests and qualification requirements.

Target group

The programme is composed of the following three groups:

• Artisan learners from the Further Education and Training Colleges, with an N4 certificate, requiring 12 to 18 months’ practical work experience in order to obtain a trade qualification

• Technician learners from universities of technology, studying towards an S3, requiring 12 months’ practical work experience to complete their national diplomas. The 12 months are divided into two six-month terms split over two years. The learners do the first six months’ practical experience after completing the S3 study block and the second six months’ practical experience after completing the S4 study block.

• Engineering students from universities studying towards a Bachelor’s degree in Engineering. They require four months’ practical or vocational work experience to complete their qualification. The four months is covered over two years, where the learners do the first two months while in their second year of study and another two months while in their third year of study.

Artisans, technicians and engineering training

Qualification


Description The aim of the programme is to address the shortage of chartered accountants (CAs) in the SARB and in the country. Trainees are given an opportunity to meet the prescribed South African Institute of Chartered Accountants (SAICA) competencies, reinforce prior academic education, and develop business acumen, life skills, and professional and ethical values.

Learning outcomes

Trainees will acquire competence in the following areas as prescribed by SAICA:

• internal audit, risk management and governance;• financial management;• auditing and assurance;• accounting and external reporting;• taxation;• management decision making and control;• business ethics;• management leadership;• personal attributes; and• information technology.

Prerequisites

Certificate in the Theory of Accounting (CTA)

Target group

Students who have recently obtained their CTA and are looking for an opportunity to complete their articles in order to become a CA

Duration

Three years

Format

Students will gain experience by being rotated in various departments and subsidiaries of the SARB, thus obtaining practical experience and a good overview of the business of central banking.

Chartered accountant training programme


Description

The SARB GDP seeks to equip young graduates with knowledge of, skills in, and exposure to the financial sector in general and the role of the central bank in the economy. The programme is specially designed to provide access to broad knowledge and expertise.

Format

Graduates are given an opportunity to work and learn at the SARB Head Office in Pretoria from January to December. During the year, they are assigned to a department and exposed to various roles and projects.

They also attend courses at the SARB Academy for approximately 30 days, split into six study blocks.

After the first year

At the end of the year, some graduates will be permanently appointed into a department of the SARB. Those most likely to be appointed are graduates who:

• are interested in continuing their career at the SARB;

• have a desire to make a contribution to monetary policy, financial stability, currency management, supervising financial institutions, financial markets or one of the SARB’s enabling functions;

• have demonstrated behaviours aligned to the SARB’s values of accountability, excellence, integrity, respect and trust, and open communication;

• are able to function independently and contribute actively and effectively in a team; and

• have performed exceptionally well in their assigned departments and academically.

Prerequisites

Graduates meet the requirements to apply for the GDP if they:

• have completed or are about to complete a postgraduate degree;

• have attained or expect to attain an average of over 65% in their final year;

• have a strong desire to work in financial services and/or policymaking;

• have a proven track record of academic excellence;• have excellent communication and interpersonal skills;• are a South African citizen; and• are a curious and keen learner.

Target group

Postgraduates or students studying towards a post graduate qualification with capability in at least one of the following areas: economics; econometrics; research; policy analysis; modelling; public finance; accounting; auditing; statistics; financial management; portfolio or investment management; mathematics; quantitative analysis; risk management; treasury; business research; economics and international relations; political science and economics.

Graduate development programme (GDP)


Letsema learnership programme

Description The Letsema Learnership Programme is part of the banking sector’s commitment to the Financial Services Charter and the National Skills Development Strategy. The aim is to provide learners with a formal qualification and practical work experience in the banking sector, thereby improving their employability.

Learning outcomes

After completing the learnership, learners should be able to:

• apply knowledge and practical skills to perform effectively in a career in the field of financial services;

• understand the economic fundamentals in the investment environment;

• demonstrate the ability to apply the fundamental principles of financial accounting;

• demonstrate a basic knowledge and understanding of legislation applicable to financial services in the banking sector;

• show a basic understanding of investment planning in the South African context; and

• demonstrate a basic understanding and overview of a client needs analysis as well as applicable banking and insurance concepts.

Prerequisites

To apply, delegates must have a Grade 12 certificate with English and Mathematics or Accounting

Target group

South African unemployed learners between the ages of 18 and 35

Duration

One year

Format

The programme combines both theoretical (classroom) and workplace components.


Conferences, seminars and talks



‘Let’s Talk’ sessions

Description The SARB Academy’s 'Let’s Talk' sessions are aimed at informing SARB staff about various topics of interest.

The objective is to foster discussion and debate on issues relevant to the staff of the SARB as individuals, employees and South African citizens. The SARB Academy partners with internal and external subject matter experts to engage in a frank exchange of views in highly interactive sessions on topics suggested by staff members.

Target group

All SARB Group employees

Duration

90 minutes per session

Format

10–12 sessions per year

Formal presentation led by an expert or a panel of experts, followed by a facilitated question and answer session


Topic Focus

Bank Zero: the new banking revolution

• The story of game shakers and path makers, Michael Jordaan and Yatin Narsai

• Banking without legacy systems

• Banking that accommodates modern day realities and cutting-edge technologies, and delivers state-of-the-art security

• Banking that nurture a savings culture in South Africa

• Explore the branchless bank

Neuroscience and your working world

• Positioning neuroscience in the context of organisational behaviour

• What does neuroscience tell us about the choices we make?

• Stress and the brain

• Your brain and its impact on behaviour and cognitive functions

How South Africa’s foreign reserves are invested

• How are foreign reserves accumulated?

• Can the SARB influence the exchange rate of the rand by employing its foreign currency reserves?

• What is the value of South Africa’s foreign currency reserves and how do we compare globally?

• Strategic asset allocation

• Investment guidelines

• Financial risk implications

• Investment and performance measurement

What do central bank buildings represent?

• How do buildings play a role in defining culture?

• The Central Bank of Ireland is the greenest central bank in the world. Does this in some way affect its culture?

• What do the buildings of other central banks say about them and their culture?

Blockchain Part 2 • What is a realistic total market cap for cryptocurrencies?

• Cryptocurrencies as a store of value

• The energy cost of mining Bitcoin

• Cryptocurrencies as an investment

• Regulating cryptocurrencies

Communication issues for a central bank

• Effective external communication

• Effective internal communication

• How to effectively deal with silo communication aspects

• How does the public view the central bank?

• Personal brand vs SARB brand

Big data science • A whole new way of storing, processing and analysing data

• Uncover hidden patterns, unknown correlations, market trends, customer preferences, and other useful information that can help organisations make more informed business decisions

• Five Vs of big data cycles (volume, variety, velocity, veracity, and value)

• Traditional data handling tools loosing capability

• Bid data technologies

Planned Let’s Talk sessionsThis year’s Let’s Talk sessions include, but are not limited to the following:

I competently perform my duties, and exercise due care in doing so.

I am committed to doing my job in an efficient, timely and accurate manner in accordance with the highest professional and ethical standards.

I endeavour to constantly enhance my knowledge and skills, as well as of those around me.

I take my job seriously and actively contribute to organisational excellence and the sharing of knowledge.

I build trust by encouraging effective and transparent communication and ensuring protection from blame or victimisation, irrespective of position or level.

I build relationships through frank conversations with colleagues.

I actively share necessary and important information, and encourage and participate in productive conversations and questions between all levels in the organisation.

I use interactions with colleagues as an opportunity for understanding that supports initiative and the flow of ideas.

Open communication

Excellence


Accountability

I will engage in courageous conversation and will not make excuses and blame others.

I build trust by being reliable, taking ownership and accepting responsibility.

I accept the consequences of my own actions and of my instructions to others.

I admit when I make mistakes and rectify them where possible.

I am honest, reliable, keep my word and behave in a consistent manner, giving credit where credit is due.

What I say, feel and do are all aligned and I do the right thing, even when nobody will know.

I act in the interest of the common good and lead by example at all times to build trust and confidence.

I ensure that the information I provide is accurate and value-adding.

I treat people in a fair and consistent manner.

I value our people and respect the human dignity of each individual under all circumstances.

I build trust and confidence by being reliable.

I build trust through honesty in all my interactions and refrain from abuse of office or position.

SARB values All the SARB Academy's interventions are underpinned by the values of the SARB, which are:

Accountability

Integrity

Respect and trust

South African Reserve Bank



SARB AcademySouth African Reserve BankP O Box 427, Pretoria, 0001370 Helen Joseph Street (previously Church Street)Pretoria, 0002

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at the South African Reserve Bank - staging.resbank.co.za · The South African Reserve Bank (SARB) cares about the development of its human capital, and is passionate about building