3

FOREWORD BY THE MINISTER

It is my pleasure to present the Department of Public Service and Administration's Strategic Plan for the period 2010-2014 commencing with 2010 as 'the year of action, during which our focus will be on knowing where citizens are, understanding what they need and responding to them faster. The Minister for Public Service and Administration is tasked with driving government's priorities over the next five years through the outcomes-based performance approach with a focused theme of creating an efficient and effective development-oriented public service which ensures an empowered, fair and inclusive citizenship. Our response in the medium-term is informed by the President's call in the 2010 State of the Nation Address that:

"The public service has to respond to the call to make this term one of faster action and improved state performance. We require excellence and hard work. We need public servants who are dedicated, capable and who care for the needs of citizens".

In responding to the declaration of the year of action, the public service must be driven by a modernisation strategy, which seeks to improve service delivery through strategic focus on the development of our people, putting systems and technology in place at service delivery points, focussing on rural communities, strengthening governance structures through institutional development and tackling corruption through innovative strategies. Our implementation plans seek to be unambiguous and clear in terms of what, who, when and the extent to which programmes and projects need to be delivered. We must be able to measure these through appropriate monitoring and evaluation systems and report progress to our citizens on a regular basis.

The Public Service has to respond differently to the existing challenges by returning to basics that will ensure functional systems and better results. The attributes, culture, attitudes, skills and competences of our public servants have to improve for us to effectively deal with these challenges. We need to develop a public service cadre that understands and cares about the needs of the citizen, and who is responsive to their needs.

Key to the response will be a focus on the following identified critical areas:

• Contributing to improving quality of service delivery across all spheres

• Preventing and fighting corruption• Development of a public service cadre• Use of e-government to respond to front line service

delivery • Review of policies and regulations such as disciplinary

management

•compliance, and

• Batho Pele impact assessment programme

We are committed to an integrated approach which fosters partnership of all government institutions across the spheres, collaboration of institutions within the MPSA portfolio and through engagement of labour, civil society and business as we endeavour to improve service delivery and the lives of our people.

We are alive to the constraints of financial resources because of the economic situation that has led to budgetary reviews. The challenge is to achieve more with less and ensure value for money for every resource committed to the delivery of our programmes.

Hon. Masenyani Richard BaloyiMinister for Public Service and Administration

Monitoring and evaluation of policy to ensure

4

OVERVIEW BY THE ACTING DIRECTOR GENERAL

The Department of Public Service and Administration is at the centre of government, playing a major policy role in establishing norms and standards for the public service which ensure that service delivery mechanisms, integrated systems and access, human resources, institutional development and governance initiatives are responsive to the needs of the citizens.

We endeavour to be an exemplary professional, ethical, accountable and innovative department, embodying the principles of Batho Pele and committed to service excellence.

We have recently undertaken a rigorous strategic overview to reposition ourselves as the enabler for the modernisation and re-branding of the public service to fast-track integrated service delivery. The Medium Term Strategic Framework (MTSF) priorities and the identified twelve outcomes of government will be translated into tangible deliverables which will serve as the building blocks for our envisaged efficient, effective, transparent and development-oriented public service delivery machinery.

In this regard, we have identified ten strategic priorities which provide the direction of what needs to be done within the department's medium term programme of action in order to drive government's agenda. These are:

1. Service Delivery Mechanisms that ensure quality, and access within an efficient environment

2. Effective Systems, structures and processes which include the provisioning of standard operating procedures

3. Well functioning service delivery systems through ICT connectivity at service delivery centres

4. Effective entry into the Public Service and HRD standards to ensure cadre development

5. Efficient Human Resources Management Practices by providing common norms and standards

6. Healthy, safe working environments for all public servants

7. Appropriate Delegations and decision-making Governance structures

8. Adequate levels of transparency of administrative actions by ensuring Citizen engagement and Public Participation

9. Corruption must be tackled effectively10. Collaboration towards improved public

administration in Africa and internationally

The main dimensions underpinning how this need to be done begins with ensuring that the following are in place:

• Capacity building mechanisms which ensure development of individual public servants to be able to do the work and remain productive

• Institutional development and support within

departments which ensure that groups of public servants function synergistically as collective delivery teams within an empowered environment

• Governance initiatives which enhance disciplined democratic structures which enhance public participation

• Continuous economic growth and development opportunities

We are confident that the dpsa staff, both in management and in supportive roles, are equal to this daunting task at hand and will work tirelessly with humility, passion and integrity, to deliver on government's mandate, to bring quality services to our people, now. I also like to extend my heartfelt gratitude to our local and international development partners who have continued to provide their unconditional support in contributing to the development of the South African Public Service and as a result have made a positive difference and noticeable contribution to the improvement of the lives of fellow South Africans.

Ms. Colette ClarkActing Director General

5

TABLE OF CONTENTS

Part AStrategic Overview 6

Situational Analysis 10

Outcomes 14

Part BStrategic Plan 26

Medium Term Human Resource Requirements 53Internal Audit and Risk Management 55

Legislative and Other Mandates 6Organisational Structure 7Programme Highlights 8

Service Delivery Improvement 11Organisational Environment 11Description of the Strategic Planning Process 11Government’s Strategic Priorities 12Government’s 12 Key Outcomes 13Linkages to Measurable Performance - Translating outcomes into Action 14

Outcome 1: Quality Basic Education 15Outcome 2: A long and healthy life for all South Africans 15Outcome 3: All people in South Africa are and feel safe 16Outcome 4: Decent employment through inclusive economic growth 17Outcome 5: Skilled and capable workforce to support an inclusive growth path 18Outcome 6: An efficient, competitive and responsive economic 18

infrastructure networkOutcome 7: Vibrant, equitable, sustainable rural communities contributing towards 18

food security for allOutcome 8: Sustainable human settlement and improved quality household life 19Outcome 9: Responsive, accountable, effective and efficient local government system 19Outcome 10: Protect and enhance our environmental assets and natural resources 19Outcome 11: Creative a better SA, a better Africa and a better World 20Outcome 12: An efficient, effective and development orientated public service and 20

empowered, fair and inclusive citizenship

Programme 2: Human Resource Management and Development 26Programme 3: Labour Relations and Management of Compensation 36Programme 4: Information Technology and Management 38Programme 5: Service Delivery Organisational Transformation 44Programme 6: Governance 50

Legislative and Other Mandates

The mandates of the Department are derived from the following legislative framework:• The Constitution, in particular Chapters 3 and 10 • The Public Service Act • Public Service Regulations• Government's political mandate and priorities

The Minister for Public Service and Administration oversees a portfolio comprised of the following institutions:-

The Minister for Public Service and Administration supports and appoint employer representatives onto the boards of the following entities which serves the interest of the public service :

The portfolio is supported by the work of the Public Service Commission (PSC). The department also participates in and plays a critical role in various public administration and management initiatives in the Southern African Development Community (SADC) region, Africa and the rest of the world.

6

PART A: STRATEGIC OVERVIEW

DEPARTMENT

Department of Public Service and Administration (DPSA)

Public Administration Leadership and Management Academy

(PALAMA)

State Information Technology Agency (SITA)

Centre for Public Service Innovation (CPSI)

PURPOSE

Policy development and enforcement in the public service

Public service training

Information technology in the public service

Innovation in the public service

PURPOSE

Coordination of skills development in the public service

Medical aid

ENTITY

Public Service Sector Education and Training Authority (PSETA)

Government Employees Medical Scheme (GEMS)

7

The organisational structure of the Department is headed by the Director General who reports to the Minister. Under the Director General are five Branches, namely:

1. Human Resource Management and Development2. Labour Relations and Management of Compensation3. Information Technology Management4. Service Delivery and Organisational Transformation, and5. Governance

Note: The DPSA has undergone an internal reorganisation exercise which reconfigured the programme structure and nomenclatures, and has added a function of Chief Operations Officer. However, the current programme structure is still operational and will be adjusted in the financial year.

ORGANISATIONAL STRUCTURE

8

PROGRAMME DESCRIPTIONS

Programme 1: Administration

Programme 2: Human Resource Management and Development in Government

Programme 3: Labour Relations and Compensation Management

Programme 4: Information and Technology Management

Programme 5: Service Delivery Improvement

Programme 6: Governance for Public Service and Administration

PROGRAMME HIGHLIGHTS

Human Resources Management and Development

Purpose: Policy, strategic leadership and overall management of the department.

Purpose: Develop and implement an HRD integrated strategy, monitor employment practices, conduct human resource planning and diversity management, and improve the health and wellbeing of public service employees.

Purpose: Develop and implement compensation policies and guidelines for the public sector. Ensure coordinated bargaining and effective programme management for the establishment of the integrated public service.

Purpose: Ensure the effective use of information technology in government. Facilitate the use of information technology for modernising government and establishing e-government practices, within an acceptable information security environment.

Purpose: Develop and implement service delivery interventions including the macro-organisation of the public service, access strategy, enhanced citizen engagement, innovative learning and knowledge based modes and practices.

Purpose: Improve governance and public administration for improved service delivery in Africa and other participating countries worldwide, in support of the vision of efficiency and increased public participation in governance; fight against corruption and carry out participatory monitoring.

HR management and development is driven by strategic frameworks as a service delivery model to drive policy implementation. Since the launch of the employee health and wellness strategic framework in November 2008, four policies were developed:

• HIV and AIDS, and tuberculosis; • Health and productivity;

•• Wellness management. Training of practitioners in HIV and AIDS is ongoing.

The national targets of 50% women and 2% persons with disabilities in senior management across all salary levels have not been met since they were mandated by Cabinet in 2005. The deadline for the same targets has been extended to 2014.

In 2008/09, the complete HR Connect model was rolled out in 27 departments, including 5 self-funding departments in KwaZulu-Natal. Fourty six (46) departments have been approved to participate in the model in 2009/10. The rollout of HR Connect to the remaining departments will continue in 2010/11 and 2011/12.

The macro-organisation of the state saw the design and reconfiguration of mandates and functions within government after the 2009 elections, which involved 16 departments and was facilitated by the DPSA. This entailed the creation of new departments, renaming existing departments, abolishing redundant departments and transferring functions between departments.

The last personnel expenditure review was published in 2006 which analysed patterns and trends in personnel expenditure. Subsequently a wage policy was developed which saw the introduction of the Occupation Specific Dispensation that was aimed at retaining professionals in education, health and legal sectors amongst others. A follow up expenditure review will be completed within this medium term.

In June 2009, the preparation phase of the human resource module for the integrated financial management system was completed. The blueprinting phase, during which business requirements in the various human resource functional areas are confirmed and captured, will have been completed by the end of 2009/10. The realisation phase, during which the system will be configured and customised for the requirements of the public service, was initiated in November 2009.

A comprehensive exercise to rectify any past discriminatory pension practices by identifying possible beneficiaries and enabling costing is currently under way. The revised policy on post-retirement medical assistance to public servants on salary levels 1 to 5 who are members of the Government Employees Medical Scheme is being finalised.

The decentralisation of the policy on incapacity leave and ill health retirement (PILIR) is at an advanced stage, and is expected to be completed in March 2010. A redefined job evaluation system that operates on a web-enabled platform will be ready for implementation in April 2010.

Safety, health, environment, risk and quality; and

Remuneration Policies

Labour Relations and Compensation Management

9

The development of a pilot urban mall at the Maponya Mall is proceeding well. The first phase of construction was completed in November 2009, and completion is targeted for May 2010.

The following progress has been made on implementing the occupational specific dispensations, which arose from the Public Service Bargaining Council resolution 1 of 2007 but was only successfully implemented as of June 2009:

• Nurses (implemented in July 2007): A joint employer-union task team was established to deal with interpretation and application challenges.

• Educators (implemented in January 2008): A resolution on all outstanding matters was signed in July 2009. However, this dispensation requires additional funding.

• Doctors, dentists, pharmacists and emergency medical services: An agreement was signed and implementation started in January 2010.

• Social workers: A majority signature was received in June 2009 and implementation is currently underway, with a joint task team in place to ensure coordinated implementation.

• Correctional officials: An agreement was signed in June 2009 and implementation is underway, with a task team to deal with reprioritising resources within the Department of Correctional Services' budget to release funds.

• Engineers and related occupations: A number of agreements on different dispensations were signed in August 2009 and implementation is underway.

• Medical therapeutic services, educator specialists and related occupations: Proposals are currently being negotiated in the Public Health and Social Development Sectoral Bargaining Council.

• Legal officials: An agreement was signed in 2007 and implementation has started, with the Minister revising measures for affected senior management service members who must translate to the legal occupational specific dispensation.

The Government Information Technology Officers' Council has adopted a methodology for developing government wide enterprise architectures. Public service ICT expenditure was reviewed in 2009. A final draft report was tabled for comment to the Government Information Technology Officers' Council and the Minister for Public Service and Administration, and will be submitted to Cabinet for approval by February 2010. A vulnerability assessment methodology was developed in October 2009. The Thusong ICT architecture was signed off in June 2008 by all participating departments and thus far 44 of 120 centres have been connected. The design of the counters was revised and deployed to 11 Thusong service centres in Mpumalanga. By March 2010, these counters will be deployed to 30 centres.

Information Technology and Management

Service Delivery Improvement

DPSA projects in the Democratic Republic of the Congo

By mid-2009, 500 trainers across the public sector had been through the train-the-trainer programme and were able to develop service delivery improvement plans. Submission of service delivery plans remains a challenge.

In November 2009, the department hosted the Batho Pele learning network which has evolved into the Batho Pele Impact Assessment going forward. A community development workers' summit was hosted as part of mainstreaming and institutionalising of Batho Pele.

60 000 Know Your Service Rights booklets were distributed for the Justice Cluster to the general public through imbizos, public participation events, schools, and community development workers.

In 2009, the Centre for Public Service Innovation identified and tested solutions for addressing the needs of visually impaired teachers. In close cooperation with the departments of Basic and Higher Education, final adaptation and refinement will take place in the first quarter of 2010. After that, the solutions will be available to all visually impaired teachers in close cooperation with the departments. The Multimedia Innovation Centre will have been established and launched by the end of 2009/10.

The chief executive of the Centre for Public Service Innovation served on the National Advisory Council on Innovation's board for 2008/09 to ensure that national innovation related developments are also benefiting the public sector.

In June 2009, the Centre for Public Service Innovation received a special award from the United Nations (UN) secretary-general for its contribution to global knowledge management by uploading content on the global online network portal on behalf of SADC.

The department continues to provide support to the Democratic Republic of the Congo (DRC) in a number of areas, including public service census, anti-corruption and administrative decentralisation of the public service. The census project whose purpose is to establish and verify the number of public servants in all DRC provinces was completed in Kinshasa and Bas Congo, whereas 80% of the work has been completed in Bandundu and Maniema provinces. The Census was launched in Kasai Orientale province during the 2009/10 financial year. South Africa helped the DRC host a successful national conference on anti-corruption and further work will happen this year to help take forward the conference resolution by developing a national anti-corruption strategy.

10

Anti-corruption drives across the public service

African Peer Review Mechanism

The department plays a major role in the promotion of good governance in the public service through the promotion of anti-corruption measures and structured monitoring and evaluation. A comprehensive policy for managing conflicts of interest in the public service was completed and the anti-corruption capacity requirements in the public service has been finalised. The Public Sector anti-corruption Norms and Standards was completed. The department continues to participate in, among others, the Organisation for Economic Cooperation and Development (OECD) Working Group on Bribery. The department, on behalf of South Africa presented a report to OECD regarding compliance with international OECD Anti-Bribery Convention in 2008 and the second report was submitted in February 2010.

In 2006 the Minister for Public Service and Administration, as the focal point for the South Africa's African Peer Review Mechanism (APRM), submitted the first self assessment report. The country review report was published in September 2007.

The first country report based on the Implementation Plan of the country's Programme of Action emanating from the recommendations of the country review was presented in Ethiopia in 2009. The second progress report will be presented later in July 2010 in Ghana. The department continues to provide secretariat support to the Minister within the national governance structures, which is responsible for public mobilisation, research and the communication processes.

60 000 Know Your Service Rights booklets

were distributed for the Justice Cluster to

the general public through imbizos, public

participation events, schools, and

community development workers.

11

SITUATIONAL ANALYSIS

Service Delivery Environment

Organisational Environment

Although the DPSA is proud of the milestones it has achieved since its establishment in 1996, it is also aware of the ongoing challenges and gaps that still exist within the public service as highlighted through the ongoing monitoring and evaluation processes conducted by the department through systems such as the Public Service Watch as well as Public Service Commission's State of Public Service Reports (SOPS). The challenges are characterised by system, human and institutional weaknesses. These include amongst others:

• Accessable and quality services to South African public.• Poor service delivery as evidenced by the spike of service

delivery protests. • Poor development orientation of the public service and

the non-embracing of the Batho Pele principles. • Ineffectiveness of the performance management and

development system. • Wasteful utilisation of allocated resources and no value for

money.• Non-implementation of Government improvement

recommendations.• Poor supportive and enabling systems to help

management and decision making.• Lack of a national integrated training system to enforce

mandatory development-oriented training programmes.• A public service that is perceived as corrupt and lack of

effective measures to combat and prevent corruption.• Inadequate support by national and provincial

Government to local government.• The regulatory weaknesses such as the time it takes to

complete disciplinary processes.• PERSAL data purity challenges.• The turnaround time on filling vacancies in the public

service.• Local government challenges as outlined in assessment

report that led to a turnaround strategy for the sphere. • The culture of some public servants in serving the

public.• Lack of integration of programmes and projects intra and

inter departmental, and across the three spheres of government.

• Lack of responsiveness to the evolving policy and strategic environment.

The global financial meltdown and the resultant budget cuts across all departments have put a lot of pressure on the department's financial and human resources. This has necessitated the department to strive to achieve more with less.

To ensure relevance and responsiveness to the needs of clients and partners at the national and provincial level, and now the local government level, the department needs to align its internal human capital and recruit talented and competent people who are capable of juggling multiple responsibilities and confident to operate at various levels of government.

To this end the department has identified the need to be more strategic and innovative in how it prioritises programmes in its operational plan by ensuring that it inculcates a culture and practice of integration and collaboration across its branches to ensure that we leverage on and maximise our limited resource whilst continuing to achieve high levels of quality and impact. In striving to make the DPSA a healthy and supportive environment, the department will continue to implement targeted service delivery and organisational development programmes which will ensure that the Vision and Mandate of the department are collectively owned by all staff.

This Strategic Plan is a product of thorough and extensive consultation and participation by all levels of management. The process was guided by the new Outcomes-based performance approach introduced by government which required the department to align its activities to strategic Outputs and Outcomes. A number of consultative meetings and workshops were held in which the Minister and the DG played leading roles in providing the required strategic guidance. As a result of this intense engagement, we are confident that this Strategic Plan will be a living document owned by all DPSA staff.

Over the medium-term, the department aims to respond to the above mentioned challenges and gaps to increase efficient public service delivery and access to public services through the following targeted initiatives:

• Improved administration of human resources through the ongoing implementation of effective transversal systems, such as the integrated financial management system and the continued development and implementation of human resource policies, frameworks and tools.

• Ongoing enhancement of good governance in national and provincial departments throughout the public service

• Working towards improved and more effective public sector accountability by supporting departments in the implementation of its policies and frameworks and the infusion of the Batho Pele principles.

• Levaraging IT as a strategic resource to improve efficiency, coordination and intergration of government service delivery systems.

In meeting these objectives, the department is mindful of the constraints and challenges that the current global economic climate presents such as reduced budgets which has meant that the public service has to strive to deliver on its mandate with limited human resources. The Department is fully geared to accelerate implementation of its strategies and programmes to ensure a functional public service that will improve the lives of the poor and marginalised groups.

Description of the Strategic Planning Process

Medium-term Strategic Interventions

12

Government's Strategic Priorities

Government's 5 Strategic Priorities:

Medium-term Strategic Framework (MTSF 2010-2014) 10 Strategic Priorities:

The Department's Strategic Plan is informed by the 5 strategic priorities of Government which are translated into the Medium-term Strategic Framework (MTSF). This year's Strategic Plan is taking place within the context of the Government's adoption of the new Outcomes-based performance approach. This approach focuses Government departments to outline clear and measurable Outputs that will realise the Outcomes. The Outputs are further broken into Activities together with measures, targets and timeframes. These are then translated into measurable objectives which guides the structuring of the Strategic Plan. The following tables outline the Priorities as they flow from the ruling party's Election Manifesto and MTSF Priorities.

1. Education2. Health3. Creation of decent work4. Rural development, food security and land reform5. Fight against crime and corruption

1. Speed up economic growth and transform the economy to create decent work and sustainable livelihoods

2. Massive programmes to build economic and social infrastructure

3. A comprehensive rural development strategy linked to land and agrarian reform and food security

4. Strengthen the skills and human resource base5. Improve the health profile of society6. Intensify the fight against crime and corruption7. Build cohesive, caring and sustainable communities8. Pursue regional development, African advancement and

enhanced international cooperation9. Sustainable resource management and use, and10. Build a developmental state, including improving of public

services and strengthening democratic institutions

To ensure relevance and responsiveness to

the needs of clients and partners at the

national and provincial level, and now the

local government level, the department

needs to align its internal human capital

and recruit talented and competent

people who are capable of juggling multiple

responsibilities and confident to operate at

various levels of government.

13

GOVERNMENT'S 12 KEY OUTCOMES

The MTSF Priorities have been translated into 12 Key Outcomes which form the basis for the current 2010-2014 Strategic Plan. These 12 Outcomes are:

Outcome 1: Quality basic education

Outcome 2: A long and healthy life for all South Africans

Outcome 3: All people in SA are and feel safe

Outcome 4: Decent employment through inclusive economic growth

Outcome 5: Skilled and capable workforce to support an inclusive growth plan

Outcome 6: An efficient, competitive and responsive economic infrastructure network

Outcome 7: Vibrant, equitable, sustainable rural communities contributing towards food security for all

Outcome 8: Sustainable human settlements and improved quality of household life

Outcome 9: Responsive, accountable, effective and efficient Local Government System

Outcome 10: Protect and enhance our environmental assets and natural resources

Outcome 11: Create a better South Africa, a better Africa and a better World

Outcome 12: An efficient, effective and development oriented public service and an empowered fair and inclusive citizenship

14

TRANSLATING OUTCOMES INTO ACTION

The

follo

win

g ta

bles

end

eavo

ur to tra

nsla

te the

tw

elve

out

com

es in

to s

peci

fic tar

gets

with

thei

r des

ired

Key

Act

ivitie

s, M

easu

res

and

Indic

ators

. Whi

lst th

e Pub

lic S

ervi

ce a

nd A

dm

inis

trat

ion'

s le

ad fo

cus

is o

n O

utco

me

12, a

ll dep

artm

ents

are

exp

ecte

d to d

emons

trat

e ho

w th

eir

core

man

dat

es sho

uld sup

port

the

real

isat

ion

of a

ll th

e oth

er 1

1 O

utco

mes

dri

ven

by o

ther

lead

dep

artm

ents

.

OU

TC

OM

E 1

: Q

UA

LIT

Y B

AS

IC E

DU

CA

TIO

N

Ou

tpu

t

Measu

re

Ind

icato

r K

ey A

ctiv

itie

s

Hig

he

r q

uality

of

teach

ing a

nd

learn

ing

Teac

her

Q

ual

ity

Impro

vem

ent

Impro

ved

Educa

tor

Dis

ciplin

e

• W

ork

colla

bora

tive

ly w

ith t

he D

epar

tm

ent

of B

asic

Educ

atio

n t

o r

evis

e

the

dis

ciplin

ary

code

for

educa

tors

Pro

duct

ive

and

Co

ntr

ibuting

educa

tors

• A

lign

the

PM

DS

for

educa

tors

with

the

Pub

lic S

ervi

ce P

MD

Str

ateg

ic

Fram

ework

• R

oll-

out

Bat

ho P

ele

trai

nin

g fo

r al

l pri

nci

pal

s

• Pe

rsonn

el E

xpen

diture

Rev

iew

II to

focu

s on e

duca

tor

conditio

ns

of

serv

ices

Stan

dar

dis

ed

org

anis

atio

nal

stru

cture

s fo

r al

l

Educa

tion

Dep

artm

ents

nat

iona

lly

• D

esig

n a

blu

epri

nt

for

org

anis

atio

nal

str

uct

ure

s w

ithin

the

educa

tion

sect

or

15

OU

TC

OM

E 2

: A

LO

NG

AN

D H

EA

LTH

Y L

IFE

FO

R A

LL

SO

UT

H A

FR

ICA

NS

Ou

tpu

t

Measu

re

Ind

icato

r K

ey A

cti

vit

ies

He

alt

h

Syst

em

Eff

ecti

ven

ess

Hum

an

Res

ourc

e

Effe

ctiv

enes

s

Hea

lthy

Phy

sica

l

Env

ironm

ents

• Im

pro

ve w

ork

ing

envi

ronm

ents

in h

osp

ital

s th

rough

the

applic

atio

n o

f

Safe

ty H

ealthy

Env

ironm

ent

Ris

k an

d Q

ual

ity

(SH

ER

Q)

po

licy

St

andar

d

org

anis

atio

nal

stru

cture

s fo

r al

l

Hea

lth D

epts

• D

esig

n a

blu

epri

nt

for

org

anis

atio

nal

str

uct

ure

s w

ithin

the

hea

lth s

ecto

r

H

ealthca

re w

ork

er

dis

cipl

ine

• W

ork

colla

bora

tive

ly w

ith

Dep

artm

ent

of H

ealth t

o r

evis

e th

e

dis

ciplin

ary

code

for

hea

lthc

are

work

ers.

.

H

IV/A

IDS

Polic

y fo

r

Pub

lic S

erva

nts

• Im

ple

men

tation

of th

e EH

&W

HIV

/AID

S an

d T

B M

anag

emen

t Po

licy

OU

TC

OM

E 3

: A

LL

PE

OP

LE

IN

SA

AR

E A

ND

FE

EL

SA

FE

Ou

tpu

t

Measu

re

Ind

icato

r K

ey A

cti

vit

ies

Eff

ecti

ven

ess

&

Inte

gra

tio

n o

f

syst

em

s

Coord

inat

ion

Effe

ctiv

enes

s

Inte

grat

ed

and

funct

ionin

g IC

T

syst

ems

in

Just

ice,

Co

rrec

tional

Serv

ices

and S

APS

• C

onn

ectivi

ty t

o T

huso

ng

serv

ices

cen

tres

• Im

ple

men

tation

of Ele

ctro

nic

Man

agem

ent

Info

rmat

ion a

nd t

rack

ing

Syst

em for

Co

rruption

Co

rru

pti

on

Pro

secu

ted

Cas

es

Num

ber

of s

ucce

ssfu

l

pro

secu

tions

• In

troduce

anti-c

orr

uption a

nd a

nti-f

raud s

yste

m C

MIS

C

orr

upt

ion

Ran

king

C

orr

uption

Perc

eption

Index

Ran

king

from

TI

• W

ork

colla

bora

tive

ly w

ith

OEC

D s

truct

ure

s an

d p

roce

sses

o r

educe

corr

uption

16

OU

TC

OM

E 4

: D

EC

EN

T E

MP

LO

YM

EN

T T

HR

OU

GH

IN

CL

US

IVE

EC

ON

OM

IC G

RO

WT

H

Ou

tpu

t

Measu

re

Ind

icato

r K

ey A

cti

vit

ies

De

cen

t

em

plo

ym

en

t

Em

plo

ymen

t le

vels

Pro

duct

ive

and

Contr

ibuting

empl

oye

es

• In

crea

se t

he

num

ber

of Lea

rner

ship

s, in

tern

ship

s, t

rain

eesh

ips

and

burs

arie

s

• C

aree

r open

day

s w

ith h

igher

educa

tional

inst

itutions

• W

ork

ing

colla

bora

tive

ly w

ith a

ll SE

TA

s oper

atin

g in

gove

rnm

ent

spac

e.

Num

ber

of

grad

uat

es

and y

outh

abs

orb

ed

into

Pub

lic

Serv

ice

annu

ally

• In

tro

duce

polic

y fo

r th

e cr

eating

of jo

b o

pport

unitie

s fo

r a

cert

ain

% o

f

young

gra

duat

es a

nnua

lly

• Im

ple

men

t th

e yo

uth

dev

elopm

ent

pro

gram

me

In

com

e le

vels

N

um

ber

of

pub

lic

serv

ants

re

ceiv

ing

an e

quitab

le s

alar

y

• Pe

rsonnel

Expen

diture

Rev

iew

III

(200

6-2

011)

under

take

n an

d a

new

rem

une

ration

polic

y dev

elope

d (

2011 –

2015)

17

OU

TC

OM

E 5

: S

KIL

LE

D A

ND

CA

PA

BL

E W

OR

KF

OR

CE

T

O S

UP

PO

RT

AN

IN

CL

US

IVE

GR

OW

TH

PA

TH

Ou

tpu

t

Measu

re

Ind

icato

r K

ey A

cti

vit

ies

Availab

ilit

y o

f

reliab

le

info

rmati

on

to

gu

ide

skill

deve

lop

men

t

pla

nn

ing

in

the

sho

rt,

med

ium

an

d lo

ng t

erm

Com

ple

te

HR

CO

NN

EC

T s

kills

dat

abas

e lin

king

com

pet

enci

es t

o e

ach

job

OFO

m

apped

to

public

ser

vice

jobs

Scen

ario

Pla

nni

ng

with

dem

and

segm

enta

tion

by

sect

or

dep

artm

ents

• C

om

ple

te t

he

dev

elopm

ent

and r

oll-

out

of th

e H

R n

atio

nal

ski

lls

dat

abas

e an

d fore

cast

ing

syst

em for

the

public

ser

vice

to a

ll

dep

artm

ents

nat

ional

ly.

• U

plo

ad S

AQ

A P

S le

arner

rec

ord

s, r

elev

ant

PALA

MA

lea

rner

rec

ord

s

and o

ther

PS

trai

nin

g In

stitutions’

lea

rner

rec

ord

s to

HR

CO

NN

EC

T

syst

em

• Public

Sec

tor

Skill

s re

quir

emen

ts o

ver

short

, med

ium

, and

long

term

repo

rt p

rovi

ded

per

occ

upat

ion, q

ual

ifica

tion lev

el a

nd e

conom

ic

sect

ors

within

the

PS

PS

Skill

s Se

ctor

Pla

n c

om

ple

ted

• W

ork

colla

bora

tive

ly w

ith P

SETA

to

en

sure

qual

ity

sect

or

skill

s pla

n in

line

with t

he

PSH

RD

S

Str

en

gth

en

access

ible

ed

ucati

on

.

train

ing a

nd

skills

deve

lop

men

t

Qual

ity

of

Inst

itutional

lear

nin

g oppo

rtunit

ies

Quan

tity

of

Skill

s

Trai

nin

g O

pport

unitie

s

Acc

ess

to

diff

eren

t

care

er p

aths

Scar

ce

skill

s ga

p

within

the

PS

addre

ssed

• Fa

st -

trac

k R

PL

polic

y w

ithin

the

PS

• In

crea

se lea

rner

ship

s, t

rain

eesh

ips

and b

urs

arie

s fo

r id

entifie

d

care

ers

within

the

publ

ic s

ervi

ce

• Pub

lish s

carc

e sk

ills

list

for

the

PS

• C

om

pet

ency

ass

essm

ents

fra

mew

ork

for

all Pub

lic S

erva

nts

dev

eloped

• In

stitutional

ise

grad

uat

e pla

cem

ent

pro

gram

me

and p

ublic

ser

vice

care

er d

ays

with H

EIs

and F

ET

s

Qu

ality

an

d

Eco

no

mic

Re

levan

ce

of

Tra

inin

g a

nd

Skills

Deve

lop

men

t

Qual

ity

of

trai

ning

in

pri

ori

ty a

reas

in P

S

PS

Trai

nin

g

fram

ework

dev

eloped

• D

irec

tive

on C

om

puls

ory

tra

inin

g pro

gram

mes

rev

ised

• N

orm

s an

d s

tandar

ds

for

trai

nin

g an

d d

evel

opm

ent

18

OU

TC

OM

E 6

: A

N E

FF

ICIE

NT

, CO

MP

ET

ITIV

E A

ND

RE

SP

ON

SIV

E E

CO

NO

MIC

IN

FR

AS

TR

UC

TU

RE

NE

TW

OR

K

Ou

tpu

t

Measu

re

Ind

icato

r K

ey A

cti

vit

ies

Co

mm

un

icati

on

s/

Tech

no

log

y

Acc

ess

Num

ber

of

oper

atio

nal

T

huso

ng

Serv

ice

Cen

tres

Rura

l Conn

ectivi

ty

• Se

rvic

e Exte

nsi

on t

o r

ura

l are

as

• In

tegr

ated

ser

vice

s pro

vided

by

soci

al, j

ust

ice

and h

om

e af

fair

s

O

pera

tio

nal

Effic

iency

Mea

sure

Bro

adban

d s

pee

d

• Im

prove

men

t o

f Fr

ontlin

e Se

rvic

es

• In

stal

lation

at a

num

ber

of G

ener

al S

ervi

ce C

ounte

rs

Cap

acity

Impro

vem

ent

Ro

ll-out

of

ICT

infr

astr

uctu

re

• C

onnec

t Thuso

ng

Cen

tres

to a

cen

tral

ised

IC

T in

fras

truct

ure

OU

TC

OM

E 7

: V

IBR

AN

T, E

QU

ITA

BL

E, S

US

TA

INA

BL

E R

UR

AL

CO

MM

UN

ITIE

S C

ON

TR

IBU

TIN

G T

OW

AR

DS

FO

OD

SE

CU

RIT

Y F

OR

AL

L

Ou

tpu

t

Measu

re

Ind

icato

r K

ey A

cti

vit

ies

Ru

ral

Deve

lop

men

t an

d

Su

stain

ab

le

livelih

oo

ds

Incr

ease

d

Sust

ainab

le

emplo

ymen

t

oppo

rtun

itie

s

Jobs

faci

litat

ed

by

Youth

Dev

elopm

ent

Pro

gram

me

in r

ura

l

area

s

• Le

arner

ship

s an

d in

tern

ship

s fo

r yo

uth

dev

elopm

ent

in c

olla

bora

tio

n

with

Hum

an S

ettlem

ent,

Agr

icul

ture

and

CO

GTA

Lan

d

Refo

rm

Pro

cess

to

cre

ate

an

e

nab

lin

g

inst

itu

tio

nal

en

vir

on

me

nt

Ena

blin

g

gove

rnm

ent

at a

ll

leve

ls

PS

Polic

ies

incl

uded

ru

ral

dev

elopm

ent

stra

tegi

es

• Ef

fect

ive

stra

tegi

es t

o e

nsur

e an

In

tegr

ated

Publ

ic S

ervi

ce w

ith

all t

hre

e

spher

es

19

OU

TC

OM

E 8

: S

US

TA

INA

BL

E H

UM

AN

SE

TT

LE

ME

NT

AN

D I

MP

RO

VE

D Q

UA

LIT

Y H

OU

SE

HO

LD

LIF

E

Ou

tpu

t

Measu

re

Ind

icato

r K

ey A

cti

vit

ies

Acce

ss

to

basi

c

Serv

ices

Impro

vem

ent

of

qual

ity

of

life

thro

ugh

house

hold

s

acce

ssin

g ba

sic

serv

ices

Num

ber

of

house

hold

s lin

ked

by C

om

mun

ity

Dev

elopm

ent

Work

ers

to b

asic

serv

ices

• D

evel

opm

ent

and c

onso

lidat

ion o

f G

eogr

aphic

info

rmat

ion s

yste

ms

to

impro

ve t

he

pla

nnin

g an

d d

ecis

ion m

akin

g fo

r pro

visi

onin

g of

gove

rnm

ent

serv

ices

to r

ura

l are

as

OU

TC

OM

E 9

: R

ES

PO

NS

IVE

, AC

CO

UN

TA

BL

E, E

FF

EC

TIV

E A

ND

EF

FIC

IEN

T L

OC

AL

GO

VE

RN

ME

NT

SY

ST

EM

Ou

tpu

t

Measu

re

Ind

icato

r K

ey A

cti

vit

ies

Imp

rove

n

ati

on

al

po

licy

, o

vers

igh

t

an

d s

up

po

rt

%

of

dep

artm

ents

com

plyi

ng

with

PS

pre

scri

pts

Num

ber

of

clea

n

and

unqu

alifi

ed

audits

• A

Co

rruption

mea

sure

dev

eloped

to

ass

ess

gove

rnm

ent

dep

artm

ents

imple

men

tation

of PS

polic

ies

Imp

rove

fun

cti

on

ality

,

perf

orm

an

ce

an

d

pro

fess

ion

alism

%

of

munic

ipal

itie

s

trai

ned

and s

uppo

rt

pro

gram

me

Impro

ved c

ulture

of

publ

ic

serv

ice

and

acco

unta

bilit

y

amongs

t st

aff

• B

atho

Pele

tra

inin

g ro

ll-out

to a

ll m

unic

ipal

itie

s

OU

TC

OM

E 1

0:

PR

OT

EC

T A

ND

EN

HA

NC

E O

UR

EN

VIR

ON

ME

NT

AL

AS

SE

TS

AN

D N

AT

UR

AL

RE

SO

UR

CE

S

Ou

tpu

t

Measu

re

Ind

icato

r A

cti

vit

ies

Su

stain

ab

le

Natu

ral

Re

sou

rces

Man

agem

en

t

Gre

en

envi

ronm

ent

adoption

Pla

n dev

elope

d

to

ensu

re

envi

ronm

enta

l

issu

es

inco

rpora

ted

in

offic

e pla

nnin

g

wit

hin

th

e Public

Serv

ice

• D

esig

n han

dbooks

and g

uid

elin

es o

n im

ple

men

ting

the

Polic

y on

SHER

Q w

ithi

n t

he

Pub

lic S

ervi

ce w

ith

res

pec

t to

env

ironm

enta

l qua

lity

man

agem

ent

• D

esig

n a

gree

n p

olic

y fo

r th

e ac

quis

itio

n a

nd d

isposa

l of IT

equip

men

t in

gove

rnm

ent

20

OU

TC

OM

E 1

1:

CR

EA

TE

A B

ET

TE

R S

A, A

BE

TT

ER

AF

RIC

A A

ND

A B

ET

TE

R W

OR

LD

Ou

tpu

t

Measu

re

Ind

icato

r A

cti

vit

ies

Pre

serv

ati

on

o

f

Re

gio

nal

an

d

Glo

bal

Peace

,

Secu

rity

an

d

Su

stain

ab

le

Deve

lop

men

t

Invo

lvem

ent

in

multila

tera

l

agre

emen

ts

with

targ

eted

countr

ies

Impro

ved

rela

tionsh

ip

and

enga

gem

ents

whi

ch

enha

nce

re

giona

l

stab

ility

• D

evel

op

a st

rate

gy for

ensu

ring

qual

ity

outp

uts

in m

ultila

tera

l

agre

emen

ts.

OU

TC

OM

E 1

2:

AN

EF

FIC

IEN

T, E

FF

EC

TIV

E A

ND

DE

VE

LO

PM

EN

T O

RIE

NT

ED

PU

BL

IC S

ER

VIC

E A

ND

EM

PO

WE

RE

D, F

AIR

AN

D

INC

LU

SIV

E C

ITIZ

EN

SH

IP

Ou

tpu

t

Measu

re

Ind

icato

r A

cti

vit

ies

Serv

ice

De

liv

ery

Qu

ality

an

d A

cc

es

s

Cust

om

er

Satisf

acti

on

Serv

ice

use

r

satisf

action

Pub

lic

satisf

action

surv

eys

• Enfo

rce

the

requir

emen

ts for

Serv

ice

Del

iver

y im

pro

vem

ent

pla

ns

(SD

IPs)

• C

ond

uct

use

r sa

tisf

actio

n su

rvey

s o

f go

vern

men

t se

rvic

es

• St

reng

then

par

tici

pat

ory

mec

hanis

ms

• Fo

rge

soci

al c

om

pact

with lab

our

to im

pro

ve s

ervi

ce d

eliv

ery

– P

ublic

Sect

or

Sum

mit

• To

geth

er w

ith r

elev

ant

inst

itutio

ns

dev

elop s

tand

ards

for

wai

ting

tim

e fo

r

pen

sions; h

osp

ital

queu

es; v

ehic

le li

cenci

ng c

entr

es

• To

geth

er w

ith r

elev

ant

inst

itutio

ns

dev

elop s

tand

ards

for

turn

aroun

d

tim

e fo

r ID

and

dri

ver’s

licen

ce

21

• Im

ple

men

t e-

gove

rnm

ent

stra

tegi

es

C

ust

om

er-f

acin

g

lead

indic

ato

rs

Turn

around

tim

e

and

resp

onsi

venes

s

for

serv

ice

del

iver

y

• D

eter

min

e Le

ad in

dic

ators

for

publ

ic s

ervi

ce d

eliv

ery

U

nit c

ost

per

serv

ice

Val

ue

for

mo

ney

•

Det

erm

ine

ben

chm

ark

for

cost

s fo

r public

ser

vice

Eff

ecti

ve

Syst

em

s,

stru

ctu

res

an

d

pro

cess

es

PER

SAL

funct

ional

ity

PER

SAL

Info

rmat

ion Q

ualit

y

• C

entr

alis

ed E

xper

t/Sp

ecia

list

PER

SAL

Trai

nin

g fo

r A

LL li

ne

dep

artm

ents

in c

olla

bora

tion

and is

suin

g o

f ce

rtifi

cate

s o

f co

mpet

ence

to H

R e

nd u

sers

• D

irec

t dep

artm

ents

to im

pro

ve q

ual

ity

of Pe

rsal

info

rmat

ion a

nd m

onitor

pro

gres

s o

f th

e dat

a cl

ean-u

p p

roce

ss

• St

ream

line

report

ing

requir

emen

ts (iss

ue

one-

tim

e re

port

ing

requir

emen

ts)

Leve

rage

ICT

as

a s

trate

gic

reso

urc

e

(en

ab

ler)

SITA

Effe

ctiv

enes

s

e-go

vern

men

t

polic

ies

and

fram

ework

s

dev

eloped

• O

vers

ee t

he

turn

around s

trat

egy

for

SITA

• W

ork

co

llabora

tive

ly w

ith t

he

GIT

OC

to im

pro

ve t

he

serv

ice

del

iver

y of

man

dat

ory

IT

ser

vice

s by

SIT

A

H

R C

onn

ect

Syst

em d

evel

oped

and r

olle

d-o

ut

to a

ll

dep

artm

ents

• Im

ple

men

t th

e ro

ll-out

to a

ll lin

e dep

artm

ents

Ou

tpu

t

Measu

re

Ind

icato

r A

cti

vit

ies

22

en

try

into

pu

blic

serv

ice

an

d H

RD

/ cad

re

deve

lop

men

t

serv

ants

tr

ained

to s

kills

gap

to

ski

lls d

evel

opm

ent

legi

slat

ion

• Se

t m

inim

um

leve

ls o

f tr

ainin

g per

ann

um

fo

r pub

lic s

ecto

r offic

ials

in

spec

ific

com

pet

ency

are

as

• Id

entify

req

uire

d c

ore

ski

lls a

nd in

troduce

man

dat

ory

dev

elopm

ent-

ori

ente

d t

rain

ing

• In

troduce

a n

atio

nal

inte

grat

ed p

ubl

ic s

ecto

r tr

ainin

g sy

stem

for

gove

rnm

ent

cove

ring

the

thre

e sp

here

s of go

vern

men

t

• St

ream

line

the

gove

rnm

ent-

wid

e in

stitutional

landsc

ape

for

public

sect

or

trai

nin

g

Eff

icie

nt

HR

M

Po

licie

s,

Pra

cti

ces,

no

rms

an

d

stan

dard

s

Perf

orm

ance

dev

elopm

ent

and

Ass

essm

ent

%

of

PS

rece

ivin

g

per

form

ance

rew

ards

AG

audit R

eport

s

• D

evel

op a

rev

ised

PM

DS

Stra

tegi

c Fr

amew

ork

fo

r PS

for

all l

evel

s

whic

h li

nks

org

aniz

atio

nal

per

form

ance

with in

div

idual

per

form

ance

• R

evam

p per

form

ance

man

agem

ent

syst

em fo

r se

nio

r m

anag

ers

and

leve

ls 1

-12

taki

ng

into

acc

ount

org

anis

atio

nal

per

form

ance

man

agem

ent

(OPM

)

• R

evie

w a

nd s

tren

gthen

the

per

form

ance

man

agem

ent

syst

em fo

r

HO

D’s, i

ncl

udin

g lin

king

to t

he o

utc

om

e of per

form

ance

audits

by t

he

AG

• B

uild

the

cap

acity

of H

R c

om

pone

nts

• Su

pport

dep

artm

ents

that

rep

eate

dly

obta

in q

ual

ified

audits

and p

oor

resu

lts

in s

atis

fact

ion

surv

eys

Ou

tpu

t

Measu

re

Ind

icato

r A

cti

vit

ies

Eff

ecti

ve

em

plo

ym

en

t N

um

ber

of

public

Tr

aini

ng

pro

gram

mes

lin

ked

• Est

ablis

h c

om

pre

hen

sive

fundin

g m

odel

for

public

sec

tor

trai

nin

g lin

ked

23

envir

on

me

nts

for

all p

ub

lic

serv

an

ts

sect

or

envi

ronm

ents

impro

ved

trai

nin

g

• Im

ple

men

tation

of M

&E t

oo

l to m

easu

re E

HW

polic

ies

Car

eer

Pat

hin

g D

ura

tion

of

tim

e

spen

t at

a

per

form

er le

vel

• Fl

exib

le c

aree

r m

ove

men

t w

ithin

the

publ

ic s

ervi

ce

• M

ove

men

t lin

ked t

o c

om

puls

ory

dev

elopm

ent

pat

h w

hic

h v

alid

ates

com

pet

enci

es

Appoin

tmen

t

per

iod

and

vaca

ncy

rat

e

Dura

tion

of

appo

intm

ent

pro

cess

• Po

st p

rovi

sionin

g norm

s dev

eloped

fo

r al

l PS

post

s

• R

evis

e pub

lic s

ervi

ce r

egula

tions

to r

evie

w d

ecen

tral

ised

HR

fra

mew

ork

Turn

ove

r ra

te

% o

f tu

rnove

r •

Succ

essi

on

pla

nnin

g st

rate

gy d

evel

oped

Dis

ciplin

ary

pro

cedure

s

Dura

tion

for

dis

ciplin

ary

case

s

reduce

d

• R

evis

e th

e dis

ciplin

ary

code

for

the

Public

Ser

vice

to im

pro

ve

turn

aroun

d t

ime

of ca

ses

• St

rengt

hen

labour

rela

tio

ns

to p

rom

ote

dis

ciplin

ed d

emocr

atic

org

anis

atio

ns

of go

vern

men

t

Perf

orm

ance

Agr

eem

ents

%

per

form

ance

agre

emen

ts

sign

ed

on

tim

e

• R

eport

on

com

plia

nce

with

resp

ect

to s

ignin

g o

f per

form

ance

agre

emen

ts a

nd

corr

ective

mea

sure

s ta

ken w

ith

resp

ect

to

Ap

pro

pri

ate

gove

rnan

ce

stru

ctu

res

an

d

decis

ion

-

mak

ing

Del

egat

ions

of

HR

pro

cess

es

Impro

ved

dec

isio

n

mak

ing

due

to

appro

pri

ate

del

egat

ions

• Su

pport

dep

artm

ents

to im

pro

ve t

hei

r fin

anci

al c

apab

ility

mat

uri

ty

• M

onitor

pro

gres

s in

sig

nin

g of del

egat

ions

from

Min

iste

rs t

o D

Gs

on

HR

A

• M

onito

r an

d r

eport

on im

ple

men

tation o

f H

R a

nd F

inan

ce d

eleg

atio

ns

at

serv

ice

del

iver

y po

ints

Ou

tpu

t

Measu

re

Ind

icato

r A

cti

vit

ies

Healt

hy,

sa

fe

wo

rkin

g

EH

W Po

licie

s

imple

men

ted

Targ

eted

he

alth

and

educa

tion

• Im

ple

men

tation

of EH

W p

olic

ies

thro

ugh

guid

elin

es, h

andbo

oks

and

• Su

pport

depar

tments

that

repeat

edly

obta

in q

ual

ified a

udits

non-c

om

plia

nce

24

pu

blic

servic

e

an

d

ad

min

istr

ati

on

in

A

fric

a

an

d

the i

nte

rnati

on

al

are

na

targ

ete

d c

ountr

ies

whic

h

enhan

ce

regi

onal

sta

bili

ty

agre

em

ents

.

Cit

izen

en

gagem

en

t an

d

Pu

blic

Part

icip

ati

on

Pro

moting

Nat

ion

build

ing

Nat

ional

va

lue

ple

dge

•

Citiz

en C

har

ter

popula

rise

d

• Im

biz

os

and s

erv

ice d

eliv

ery

vis

its

Co

rru

pti

on

ta

ck

led

eff

ecti

vely

Public

perc

eption

of co

rruptio

n

Co

rruption

Perc

eption I

ndex

valu

e a

nd r

ank

• Su

rvey

s of experi

ence

of co

rruption a

t ke

y se

rvic

e p

oin

ts (

dri

ver’s

licen

ces, s

oci

al g

rants

, ID

s, p

olic

e d

ock

ets)

• Su

pport

depar

tments

to

build

min

imum

anti-c

orr

uption c

apac

ity

• In

vest

igat

e a

llega

tions

of co

rrupti

on fro

m N

atio

nal

Anti-c

orr

uption

Hotlin

e

• C

onduct

anti-c

orr

uption r

isk a

ssess

ments

• Sc

rutinis

e fin

anci

al d

iscl

osu

re fo

rms

• C

onduct

tra

inin

g an

d e

duca

tion in e

thic

s

• In

spir

e t

he p

ublic

tow

ards

into

lera

nce

fo

r co

rruption

C

orr

upt

acti

vities

Num

ber

of

convi

ctio

ns

for

tenderi

ng/

pay

roll

frau

d

100%

Fi

nan

cial

dis

clo

sure

s

subm

itte

d b

y SM

S

• St

rate

gy t

o p

rose

cute

and c

har

ge P

S in

volv

ed in t

ender

ing

and o

ther

frau

dule

nt

activi

ties

• Fi

nan

cial

dis

closu

res

anal

ysed a

nd m

onitore

d t

o v

eri

fy honest

dis

clo

sure

Co

ntr

ibu

tio

n

tow

ard

s im

pro

ved

Invo

lvem

ent

in

multila

tera

l

agre

em

ents

w

ith

Impro

ved

rela

tionsh

ip

and

enga

gem

ents

• D

evel

op a

str

ateg

y fo

r en

suri

ng

qual

ity

outp

uts

in m

ult

ilate

ral

Ou

tpu

t

Measu

re

Ind

icato

r A

cti

vit

ies

25

KEY OUTCOME 12: PUBLIC SERVICE AND ADMINISTRATIONAn efficient, effective and development oriented public service and empowered, fair and inclusive citizenship

In translating Outcome 12 into the DPSA's Outputs and Activities we have identified 10 Strategic Priorities and their related Objectives.

10 Strategic PRIORITIES for the MPSA

Strategic Priority 1:Service Delivery Quality and Access

Strategic Priority 2:Effective Systems, structures and processes

Strategic Priority 3:Leverage ICT as a strategic resource (enabler)

Strategic Priority 4:Effective employment entry into public service and HRD/ cadre development

Strategic Priority 5:Efficient HRM Practices, norms and standards

Strategic Priority 6:Healthy , safe working environments for all public servants

Strategic Priority 7:Appropriate governance structures and decision-making

Strategic Priority 8:Citizen engagement and Public Participation

Strategic Priority 9:Corruption tackled effectively

Strategic Priority 10:Contribution towards improved public service and administration in Africa and the international arena

10 Strategic Objectives for the DPSA

SO 1:To ensure improved service Delivery Quality and Access SO 2:To develop effective systems, structures and processes

SO 3:To leverage ICT as a strategic resource (enabler)

SO 4:To ensure effective employment entry into public service and HRD/cadre development

SO 5:To develop efficient HRM, practices, norms and standards

SO 6:To promote healthy, safe working environments for all public servants

SO 7:To ensure appropriate governance structures and decision-making

SO 8:To encourage citizen engagement and Public Participation

SO 9:To tackle corruption effectively

SO 10:To contribute towards improved public service and administration in Africa and international arena

TRANSLATING OUTCOME 12 INTO THE DPSA'S STRATEGIC PRIORITIES AND OUTPUTS

PART B: STRATEGIC PLAN

2010 - 2014

26

PART B: STRATEGIC PLAN

Pro

gra

mm

e 2

:

HU

MA

N R

ES

OU

RC

E M

AN

AG

EM

EN

T A

ND

DE

VE

LO

PM

EN

T (

HR

M&

D)

Str

ate

gic

Pri

ori

ty 2

: E

ffect

ive S

yst

em

s, s

tru

ctu

res

an

d p

roce

sses

Str

ate

gic

To

dev

elop

effe

ctiv

e sy

stem

s, s

truct

ure

s an

d p

roce

sses

Measu

rab

le

Ob

jecti

ves

Dev

elop

and im

ple

men

t an

in

tegr

ated

H

RD

st

rate

gy,

mo

nito

r em

plo

ymen

t pra

ctic

es,

conduct

hum

an re

sourc

e pla

nnin

g an

d

div

ersi

ty m

anag

emen

t, an

d im

prove

the

hea

lth

and w

ellb

eing

of pub

lic s

ervi

ce e

mplo

yees

OU

TP

UT

M

EA

SU

RE

S /

IN

DIC

AT

OR

S

TA

RG

ET

S

2010/1

1

2011/1

2

20

12

/13

2013/1

4

Inte

gra

ted

Fin

an

cia

l

Man

agem

en

t

Sys

tem

: Hu

man

Re

sou

rces

(IF

MS

: HR

)

Leve

l of dev

elopm

ent

of th

e IF

MS:

HR

Syst

em

HR

G

ener

ic

Tem

plat

e

dev

eloped

Le

vel

of

imple

men

tation o

f th

e

IFM

S: H

R S

yste

m

IFM

S: H

R Sy

stem

imple

men

ted in

the

first

2

lead

si

tes

(DPSA

an

d Fr

ee

Stat

e Educa

tion)

IFM

S:H

R

Syst

em

imple

men

ted

in

7

sele

cted

dep

artm

ents

IFM

S: H

R

Syst

em

imple

men

ted

in

17

sele

cted

dep

artm

ents

Syst

em

imple

men

ted

in 32

sele

cted

dep

artm

ents

HR

Co

nn

ect

Syst

em

Num

ber

of

dep

artm

ents

in

whic

h H

R

Connec

t is

imple

men

ted p

er y

ear

HR

C

onnec

t

imple

men

ted

in

123

dep

artm

ents

HR

C

onnec

t

imple

men

ted i

n 146

dep

artm

ents

N

um

ber

of

dep

artm

ents

in

whic

h th

e

HR

C

onnec

t Sy

stem

is

Su

pport

ed

Suppo

rt r

ender

ed

to 7

3 dep

artm

ents

Support

ren

der

ed t

o

123 d

epar

tmen

ts

Suppo

rt r

ender

ed t

o

146

dep

artm

ents

Support

ren

der

ed t

o

146 d

epar

tmen

ts

Ob

ject

ive

(SO

2)

HR

Gen

eric

Tem

pla

te

config

ure

d for

Imple

men

tation

in

iden

tifie

d s

ites

Full

Imple

men

tation

in t

he

public

ser

vice

of H

R C

onnec

t

Det

erm

ine

the

stra

tegy

fo

r in

tegr

atio

n w

ith

the

HR

modu

le o

f IF

MS

HR

Gen

eric

Tem

pla

te

config

ure

d for

Imple

men

tation in

id

entifie

d s

ites

HR

Gen

eric

Tem

pla

te

config

ure

d for

Imple

men

tation in

id

entifie

d s

ites

IFM

S: H

R

27

and m

ainta

ined

per

ye

ar, af

ter

imple

men

tation

wher

e H

R C

onnec

t

has

alr

eady

been

impl

emen

ted t

o

ensu

re s

yste

m is

utilis

ed a

nd d

ata

is

curr

ent

wher

e H

R C

onnec

t

has

alr

eady

bee

n

imple

men

ted t

o

ensu

re s

yste

m is

utiliz

ed a

nd d

ata

is

curr

ent

whe

re H

R C

onn

ect

has

alre

ady

been

imple

men

ted t

o

ensu

re s

yste

m is

utiliz

ed a

nd d

ata

is

curr

ent

wher

e H

R C

onnec

t

has

alr

eady

bee

n

imple

men

ted t

o

ensu

re s

yste

m is

utiliz

ed a

nd d

ata

is

curr

ent.

M

onitori

ng

repo

rt

on

the

utilis

atio

n of

the

syst

em (

wher

e

it

has

bee

n

imple

men

ted)

Mo

nito

ring

repo

rt o

n

the

utilis

atio

n o

f th

e

syst

em

(wher

e it

has

be

en

imple

men

ted)

Moni

tori

ng

report

on

the

utilis

atio

n

of

the

syst

em (w

her

e it has

been

impl

emen

ted)

Monitori

ng

repo

rt on

the

utilis

atio

n o

f th

e

syst

em (

wher

e it h

as

bee

n im

ple

men

ted)

Str

ate

gic

Pri

ori

ty 4

: E

ffect

ive e

mp

loym

en

t en

try i

nto

pu

blic

serv

ice a

nd

HR

D/c

ad

re d

eve

lop

men

t

Str

ate

gic

Ob

jecti

ve (

SO

4)

To e

nsu

re e

ffect

ive

emplo

ymen

t en

try

into

public

ser

vice

and H

RD

/cad

re d

evel

opm

ent

Measu

rab

le

Ob

jecti

ves

Dev

elop

and im

plem

ent

an in

tegr

ated

HR

D s

trat

egy,

moni

tor

empl

oym

ent

prac

tice

s, c

ond

uct

hum

an r

esour

ce p

lanni

ng a

nd d

iver

sity

man

agem

ent,

and im

prove

the

hea

lth

and w

ellb

eing

of pub

lic s

ervi

ce e

mpl

oye

es

OU

TP

UT

M

EA

SU

RE

S /

IN

DIC

AT

OR

S

TA

RG

ET

S

2010/1

1

20

11

/12

20

12

/13

2013/1

4

Trai

nin

g an

d

dev

elopm

ent

Opport

unitie

s

Num

ber

o

f ca

ndid

ates

th

at

hav

e

com

plet

ed

lear

ner

ship

s an

d

inte

rnsh

ips

annu

ally

25

000

hav

e

com

plet

ed e

ithe

r

an in

tern

ship

or

lear

ners

hip

pro

gram

me

25 0

00 h

ave

com

ple

ted e

ither

an

inte

rnsh

ip o

r

lear

ner

ship

pro

gram

me

25 0

00 h

ave

com

ple

ted e

ither

an

inte

rnsh

ip o

r

lear

ner

ship

pro

gram

me

25

000 h

ave

com

ple

ted e

ithe

r an

inte

rnsh

ip o

r

lear

ner

ship

pro

gram

me

Cap

acity

dev

elopm

ent

Perc

enta

ge

of

HR

M

anag

ers

and

Pra

ctit

ione

rs t

hat

have

com

ple

ted H

R

trai

nin

g pro

gram

mes

ann

ual

ly

Cap

acity

bui

ldin

g

pro

gram

mes

dev

eloped

30%

o

f H

R

Man

ager

s an

d

Pra

ctit

ione

rs

hav

e

com

plet

ed

the

25%

of

HR

Man

ager

s

and

Pra

ctitio

ner

s

have

co

mpl

eted

th

e

rele

vant

pro

gram

mes

25%

of

HR

Man

ager

s an

d

Pra

ctitio

ner

s hav

e

com

ple

ted

the

OU

TP

UT

M

EA

SU

RE

S /

IN

DIC

AT

OR

S

TA

RG

ET

S

2010/1

1

2011/1

2

20

12

/13

2013/1

4

re

leva

nt

pro

gram

mes

rele

vant

pro

gram

mes

HR

Co

nn

ect

Syst

em

28

C

apac

ity

bui

ldin

g

inte

rven

tions

inst

itutio

nalis

ed

20%

o

f H

R

Man

ager

s an

d

Pra

ctitio

ner

s ha

ve

com

plet

ed

the

rele

vant

pro

gram

mes

Str

ate

gic

Pri

ori

ty 5

: E

ffic

ien

t H

RM

Po

lic

ies,

pra

ctic

es,

no

rms

an

d s

tan

dard

s;

Str

ate

gic

Ob

jecti

ve (

SO

5)

To d

evel

op

effic

ient

HR

M P

olic

ies, p

ract

ices

, norm

s an

d s

tand

ards

Measu

rab

le

Ob

jecti

ves

Dev

elop

and im

ple

men

t an

in

tegr

ated

H

RD

st

rate

gy,

monitor

emplo

ymen

t pr

actice

s, co

nduct

hum

an re

sourc

e pla

nnin

g an

d

div

ersi

ty m

anag

emen

t, an

d im

pro

ve t

he

heal

th a

nd w

ellb

eing

of public

ser

vice

em

plo

yees

OU

TP

UT

M

EA

SU

RE

S /

IN

DIC

AT

OR

S

TA

RG

ET

S

2010/1

1

2011/1

2

20

12

/13

2013/1

4

SM

S sk

ills

gap

an

d c

ap

aci

ty

deve

lop

me

nt

The

perc

enta

ge

vari

ance

bet

wee

n

the

gap in

Org

anis

atio

nal Sk

ills

pro

file

and t

he

SMS

emplo

yee’

s sk

ills

pro

file

Org

anis

atio

nal

and

SMS

mem

ber

s

skill

s ga

ps

iden

tifie

d a

nd

anal

ysed

in 7

3

dep

artm

ents

Org

anis

atio

nal an

d

SMS

mem

ber

s

skill

s ga

ps

iden

tifie

d

and a

naly

sed in

123

dep

artm

ents

Org

anis

atio

nal a

nd

SMS

mem

ber

s sk

ills

gaps

iden

tifie

d a

nd

anal

ysed

in 1

46

dep

artm

ents

Rep

ort

on S

MS

skill

s

Pro

file

OU

TP

UT

M

EA

SU

RE

S /

IN

DIC

AT

OR

S

TA

RG

ET

S

2010/1

1

2011/1

2

20

12

/13

2013/1

4

29

Polic

ies

and

guid

elin

es for

com

puls

ory

SM

S

Cap

acity

dev

elopm

ent

pro

gram

mes

dev

eloped

Polic

ies

and

guid

elin

es fo

r

com

puls

ory

SM

S

Cap

acity

dev

elopm

ent

pro

gram

mes

inst

ituti

ona

lised

Imple

men

tation o

f

Polic

ies

and

guid

elin

es m

oni

tore

d

Imple

men

tation o

f

Polic

ies

and

guid

elin

es m

onito

red

Pe

rcen

tage

of

SMS

Cap

acity

dev

elopm

ent

pro

gram

mes

alig

ned

to

the

LD

MSF

annu

ally

20%

of SM

S

trai

nin

g al

igned

to

the

Lead

ersh

ip

dev

elopm

ent

and

Man

agem

ent

Stra

tegi

c

Fram

ewo

rk

(LD

MSF

)

50%

of SM

S

trai

ning

alig

ned t

o

the

Lead

ersh

ip

dev

elopm

ent

and

Man

agem

ent

Stra

tegi

c

Fram

ework

(LD

MSF

)

80%

of SM

S tr

ainin

g

alig

ned

to t

he

Lead

ersh

ip

dev

elopm

ent

and

Man

agem

ent

Stra

tegi

c Fr

amew

ork

(LD

MSF

)

All

SMS

trai

nin

g

alig

ned

to t

he

Lead

ersh

ip

dev

elopm

ent

and

Man

agem

ent

Stra

tegi

c Fr

amew

ork

(LD

MSF

)

Re

cru

itm

en

t to

ol

Peri

od

by

whic

h va

cant

post

s ar

e

adve

rtis

ed

from

dat

e of

bec

om

ing

vaca

nt

or

dat

e o

f ap

pro

val

Res

earc

h fin

alis

ed

and

reco

mm

endat

ions

to im

pro

ve

recr

uitm

ent

pra

ctic

es

dev

eloped

Imple

men

tation

of

the

recr

uitm

ent

tool

inte

rven

tions

support

ed a

nd

monitore

d

Impro

ved r

ecru

itm

ent

pra

ctic

es

inst

ituti

onal

ized

Imple

men

tation o

f

the

recr

uitm

ent

tool

inte

rven

tions

support

ed a

nd

monito

red

Vac

anci

es

are

adve

rtis

ed w

ithin

2

month

s o

f bei

ng

vaca

nt/a

ppr

ove

d

Vac

anci

es a

re

adve

rtis

ed w

ithin

2

mont

hs o

f be

ing

vaca

nt/

appro

ved

Vac

anci

es a

re

adve

rtis

ed w

ithin

2

month

s o

f bei

ng

vaca

nt/

appro

ved

Pe

riod b

y w

hic

h va

canci

es a

re f

illed

fro

m d

ate

of ad

vert

Vac

anci

es

are

fille

d

wit

hin

4 m

onth

s o

f

bei

ng

adve

rtis

ed

Vac

anci

es a

re fill

ed

wit

hin

4 m

ont

hs

of

bein

g ad

vert

ised

Vac

anci

es a

re fill

ed

within

4 m

onth

s of

bei

ng

adve

rtis

ed

OU

TP

UT

M

EA

SU

RE

S /

IN

DIC

AT

OR

S

TA

RG

ET

S

2010/1

1

2011/1

2

20

12

/13

2013/1

4

Polic

y gu

idel

ines

for

SMS

dev

eloped

, im

ple

men

ted a

nd m

onitore

d

30

veri

fied th

e qu

alifi

cations

of

at le

ast

80%

of th

eir

emplo

yees

veri

ficat

ion o

f

qual

ifica

tions

issu

ed

G

ove

rnan

ce

stru

cture

bet

wee

n

SAQ

A a

nd D

PSA

esta

blis

hed

D

epar

tmen

ts

support

ed t

o

imple

men

t an

d

mai

nta

in

veri

ficat

ion

info

rmat

ion

Dep

artm

ents

suppo

rted

to

imple

men

t an

d

mai

ntai

n ve

rific

atio

n

info

rmat

ion

10

%

of

dep

artm

ents

hav

e

veri

fied t

he

qual

ifica

tions

of

80%

of th

eir

emplo

yees

40%

of dep

artm

ents

hav

e ve

rifie

d t

he

qual

ifica

tions

of

80%

of th

eir

empl

oye

es

70%

of dep

artm

ents

hav

e ve

rifie

d t

he

qual

ifica

tions

of 80%

of th

eir

em

plo

yees

90%

of dep

artm

ents

hav

e ve

rifie

d t

he

qual

ifica

tions

of 80%

of th

eir

em

ploye

es

Fra

mew

ork

fo

r

the

Uti

lisa

tio

n o

f

the

Tra

inin

g

Bu

dge

t

The

num

ber

of

dep

artm

ents

that

use

at l

east

75%

of

thei

r tr

ainin

g budge

ts

to tr

ain

emplo

yees

on

appro

ved

trai

nin

g pro

gram

mes

, in

clud

ing

lear

ners

hips, i

nte

rnsh

ips

and m

ento

r

pro

gram

mes

.

Fram

ewo

rk for

the

optim

um

utilis

atio

n

of tr

ainin

g bu

dge

ts

dev

eloped

and

appro

ved

The

Fram

ework

for

the

opt

imum

utilis

atio

n o

f tr

aini

ng

budge

ts is

inst

ituti

ona

lised

Dir

ective

iss

ued

Moni

tori

ng

repo

rt o

n

imple

men

tation o

f

the

fram

ework

30%

of dep

artm

ents

co

mply

Monitori

ng

report

on

imple

men

tation

of th

e

fram

ewo

rk

60%

of dep

artm

ents

Monitori

ng

report

on

imple

men

tation o

f

the

fram

ework

80%

of dep

artm

ents

OU

TP

UT

M

EA

SU

RE

S /

IN

DIC

AT

OR

S

TA

RG

ET

S

2010/1

1

2011/1

2

20

12

/13

2013/1

4

Pe

rcen

tage

of

dep

artm

ents

that

hav

e D

irec

tive

on

D

epar

tmen

ts

suppo

rted

to

imple

men

t an

d

mai

ntai

n ve

rific

atio

n

info

rmat

ion

Dep

artm

ents

suppo

rted

to

imple

men

t an

d

mai

ntai

n ve

rific

atio

n

info

rmat

ion

Monitori

ng

report

on

imple

men

tation o

f

the

fram

ework

Monitori

ng

report

on

imple

men

tation o

f

the

fram

ework

com

ply

co

mply

31

Pe

rfo

rman

ce

man

agem

en

t

syst

em

Perc

enta

ge o

f dep

artm

ents

in

whi

ch

Rev

ised

PM

S im

ple

men

ted

Curr

ent

pro

posa

l

final

ised

Imple

men

tation o

f

Rev

ised

PM

S

inst

ituti

ona

lised

R

evis

ed P

MS

imple

men

ted in

3

dep

artm

ents

as

pilo

t si

tes

Rev

ised

PM

S

imple

men

ted in

30%

of dep

artm

ents

Rev

ised

PM

S

imple

men

ted in

60%

of dep

artm

ents

Rev

ised

PM

S

impl

emen

ted in

100%

of

dep

artm

ents

A

ppro

ved

inst

rum

ents

amen

ded

and

issu

ed a

nd

imple

men

tation

support

and a

dvi

ce

rend

ered

Pe

rcen

tage

of

SMS

mem

bers

hav

e

sign

ed

PAs

as

pre

scri

bed

for

the

per

form

ance

cyc

le

70%

o

f SM

S

mem

bers

ha

ve

sign

ed

PAs

as

pres

crib

ed

for

the

per

form

ance

cyc

le

80%

o

f SM

S

mem

bers

ha

ve

sign

ed

PAs

as

pre

scri

bed

for

the

per

form

ance

cyc

le

90%

o

f SM

S

mem

ber

s hav

e si

gned

PAs

as p

resc

ribed

fo

r

the

per

form

ance

cyc

le

100%

of

SMS

mem

ber

s have

sign

ed

PAs

as

pre

scri

bed

for

the

per

form

ance

cyc

le

Hu

man

Re

sou

rces

Pla

nn

ing S

trate

gic

Fra

mew

ork

(HR

PS

F)

Perc

enta

ge

of

Dep

artm

ents

ha

ving

appro

ved a

nd

imple

men

ted

HR

Pla

ns

Dep

artm

ents

support

ed

in

the

imple

men

tation

of

the

HR

P

stra

tegi

c

fram

ework

Dep

artm

ents

support

ed

in

the

imple

men

tation

of

the

HR

P

stra

tegi

c

fram

ewo

rk

Dep

artm

ents

suppo

rted

in

th

e

imple

men

tation o

f th

e

HR

P

stra

tegi

c

fram

ewo

rk

Dep

artm

ents

support

ed

in

the

imple

men

tation

of

the

HR

P

stra

tegi

c

fram

ework

A

nnual

co

mplia

nce

repo

rts

base

d

on

60%

of

dep

artm

ents

th

at

hav

e im

ple

men

ted

appro

ved

HR

Annu

al

com

plia

nce

report

s bas

ed

on

70%

of dep

artm

ents

that

ha

ve

imple

men

ted

appro

ved H

R p

lans

Ann

ual

co

mplia

nce

repo

rts

bas

ed o

n 7

5%

of

dep

artm

ents

th

at

have

im

ple

men

ted

appro

ved H

R p

lans

Annu

al

com

plia

nce

report

s bas

ed

on

80%

o

f dep

artm

ents

that

ha

ve

imple

men

ted

appro

ved H

R p

lans

pla

ns

OU

TP

UT

M

EA

SU

RE

S /

IN

DIC

AT

OR

S

TA

RG

ET

S

2010/1

1

2011/1

2

20

12

/13

2013/1

4

32

HR

PSF

eva

luat

ed

and r

evie

wed

Hu

man

Re

sou

rce

Deve

lop

me

nt

Str

ate

gic

Fra

mew

ork

(HR

DS

F

Perc

enta

ge

of

dep

artm

ents

hav

e

dev

eloped

an

d

imple

men

ted

a

HR

DSF

.

Dep

artm

ents

support

ed

in t

he

imple

men

tation

of

the

HR

P

stra

tegi

c

fram

ework

70%

of

all

dep

artm

ents

ha

ve

imple

men

ted

the

HR

D St

rate

gic

Fram

ewo

rk

Dep

artm

ents

support

ed

in t

he

imple

men

tation

of

the

HR

P

stra

tegi

c

fram

ewo

rk.

75%

of

all

dep

artm

ents

hav

e

imple

men

ted

the

HR

D S

trat

egic

Fram

ework

Dep

artm

ents

suppo

rted

in

the

imple

men

tation o

f th

e

HR

P

stra

tegi

c

fram

ewo

rk.

80%

o

f al

l

dep

artm

ents

hav

e

imple

men

ted t

he

HR

D

Stra

tegi

c Fr

amew

ork

Dep

artm

ents

support

ed

in t

he

imple

men

tation

of

the

HR

P

stra

tegi

c

fram

ework

.

90%

of

all

dep

artm

ents

hav

e

imple

men

ted

the

HR

D S

trat

egic

Fram

ewo

rk

HR

PSF

eva

luat

ed

and r

evie

wed

Co

nso

lid

ate

d H

R

info

rmati

on

to

ol

Perc

enta

ge o

f dep

artm

ent

that

subm

it

info

rmat

ion

n th

e co

nso

lidat

ed

HR

info

rmat

ion

tool

HR

in

form

atio

n

tool dev

eloped

and

appro

ved

Tool

inst

itutio

nalis

ed

30%

of dep

artm

ents

subm

it

info

rmat

ion

thro

ugh

the

tool

60%

o

f dep

artm

ents

subm

it

info

rmat

ion

thro

ugh

the

tool

80%

o

f dep

artm

ents

subm

it

info

rmat

ion

thro

ugh t

he

tool

Ge

nd

er

an

d

dis

ab

ilit

y t

arg

ets

Perc

enta

ge of

dep

artm

ents

m

eeting

the

appro

ved

gender

an

d

dis

abili

ty

targ

ets

Gen

der

Fo

cal

Poin

t ca

pac

itat

ed

in g

ender

,

dis

abili

ty a

nd

youth

mai

nst

ream

ing

and

sensi

tivi

ty

pro

gram

mes

OU

TP

UT

M

EA

SU

RE

S /

IN

DIC

AT

OR

S

TA

RG

ET

S

2010/1

1

2011/1

2

20

12

/13

2013/1

4

33

dep

artm

ents

m

eet

the

appr

ove

d

gend

er

and

dis

abili

ty t

arge

ts

mee

t th

e ap

pro

ved

gender

an

d

dis

abili

ty t

arge

ts

mee

t th

e ap

pro

ved

gender

an

d

dis

abili

ty

targ

ets

mee

t th

e ap

pro

ved

gender

and d

isab

ility

targ

ets

Monitori

ng

report

on

the

impro

vem

ent

in

gender

re

sponsi

ve

pro

gram

mes

Mo

nito

ring

rep

ort

on

the

impro

vem

ent

in

gend

er

resp

onsi

ve

pro

gram

mes

Moni

tori

ng

report

on

the

impro

vem

ent

in

gend

er

resp

ons

ive

pro

gram

mes

Monit

ori

ng

rep

ort

on

the

impro

vem

ent

in

gender

re

sponsi

ve

pro

gram

mes

Str

ate

gic

Pri

ori

ty 6

: H

ealt

hy,

safe

wo

rkin

g e

nvir

on

men

ts f

or

all p

ub

lic

serv

an

ts

Str

ate

gic

Ob

jecti

ve (

SO

6)

To p

rom

ote

hea

lthy

, saf

e w

ork

ing

envi

ronm

ents

fo

r al

l pub

lic s

erva

nts

Measu

rab

le

Ob

jecti

ves

Dev

elop

and im

ple

men

t an

in

tegr

ated

H

RD

st

rate

gy,

mo

nito

r em

plo

ymen

t pra

ctic

es,

conduct

hum

an re

sourc

e pla

nnin

g an

d

div

ersi

ty m

anag

emen

t, an

d im

pro

ve t

he

heal

th a

nd w

ellb

eing

of public

ser

vice

em

plo

yees

OU

TP

UT

M

EA

SU

RE

S /

IN

DIC

AT

OR

S

TA

RG

ET

S

2010/1

1

20

11

/12

20

12

/13

2013/1

4

He

alt

hy

an

d

safe

wo

rkin

g

envir

on

men

ts

Perc

enta

ge

of

schools

an

d hea

lth

care

fa

cilit

ies

are

dec

lare

d

hea

lthy

and s

afe

work

ing

envi

ronm

ents

Inte

grat

ed

hea

lth

risk

as

sess

men

t

tool dev

eloped

5%

of

schools

an

d

heal

th c

are

faci

litie

s

are

dec

lare

d h

ealthy

and

safe

w

ork

ing

envi

ronm

ents

15%

of

schools

an

d

heal

th

care

fa

cilit

ies

are

dec

lare

d

hea

lthy

and

safe

w

ork

ing

envi

ronm

ents

25%

of

schools

and

hea

lth

care

fa

cilit

ies

are

dec

lare

d h

ealthy

and

safe

w

ork

ing

envi

ronm

ents

In

tegr

ated

H

ealth

Ris

k A

sses

smen

t

surv

ey

conduct

ed

(int

egra

ting

Gen

der

, D

isab

ility

40%

of

60%

of dep

artm

ents

75

% o

f dep

artm

ents

80%

of

dep

artm

ents

OU

TP

UT

M

EA

SU

RE

S /

IN

DIC

AT

OR

S

TA

RG

ET

S

2010/1

1

2011/1

2

20

12

/13

2013/1

4

40%

of

dep

artm

ents

imple

men

ted

and

subm

itte

d

inte

grat

ed

Hea

lth

Ris

k

Ass

essm

ent

Rep

ort

s

60%

of

dep

artm

ents

imple

men

ted

and

subm

itte

d

inte

grat

ed

Hea

lth

Ris

k

Ass

essm

ent

Rep

ort

s

80%

of

dep

artm

ents

imple

men

ted

and

subm

itte

d

inte

grat

ed

Hea

lth

Ris

k

Ass

essm

ent

Rep

ort

s

34

and

Youth

) fo

r

Hea

lth

and

Educa

tion

C

orr

ective

act

ion

dev

eloped

,

appro

ved

and

imple

men

ted

Main

stre

am

ing o

n

HIV

&A

IDS

,

Gen

der,

Yo

uth

,

an

d D

isab

ilit

y

Perc

enta

ge o

f N

atio

nal

and p

rovi

nci

al

dep

artm

ents

w

ith

appro

ved

oper

atio

nal

pla

ns

on

Sim

ultan

eous

Mai

nst

ream

ing

on

HIV

&A

IDS,

Gen

der

, Yo

uth

, an

d D

isab

ility

Gui

del

ines

for

Sim

ulta

neo

us

Mai

nst

ream

ing

on

HIV

&A

IDS,

Gen

der

, Youth

,

and D

isab

ility

dev

eloped

and

appro

ved

Impl

emen

tation

inst

itutio

nalis

ed

Imple

men

tation

inst

ituti

onal

ised

D

epar

tmen

ts

support

ed

in

the

dev

elopm

ent

of

thei

r pla

ns

and t

he

imple

men

tation

ther

eof

Dep

artm

ents

suppo

rted

in

th

e

dev

elopm

ent

of

thei

r

pla

ns

and

the

imple

men

tation

ther

eof

Dep

artm

ents

suppo

rted

in

th

e

dev

elopm

ent

of

thei

r

pla

ns

and

the

imple

men

tation

ther

eof

Dep

artm

ents

support

ed

in th

e

dev

elopm

ent

of

thei

r

pla

ns

and

the

imple

men

tation

ther

eof

20

% o

f

Dep

artm

ents

with

appro

ved

Sim

ulta

neo

us

Mai

nst

ream

ing

pla

ns

and

imple

men

tation

com

men

ced in

5%

of dep

artm

ents

40%

of D

epar

tmen

ts

with a

ppro

ved

Sim

ultan

eous

Mai

nst

ream

ing

pla

ns

and

imple

men

tation

com

men

ced i

n 1

0%

of dep

artm

ents

60%

of

Dep

artm

ents

with a

ppro

ved

Sim

ultan

eous

Mai

nst

ream

ing

pla

ns

and

imple

men

tation

com

men

ced

in

15%

of dep

artm

ents

80%

of

Dep

artm

ents

with ap

pro

ved

Sim

ulta

neo

us

Mai

nst

ream

ing

plan

s

and

impl

emen

tation

com

men

ced

in

25%

of dep

artm

ents

OU

TP

UT

M

EA

SU

RE

S /

IN

DIC

AT

OR

S

TA

RG

ET

S

2010/1

1

2011/1

2

20

12

/13

2013/1

4

35

Tech

no

logie

s

Re

ad

ine

ss

Ass

ess

men

ts an

d

Imp

lem

en

tati

on

Pla

ns

Rea

din

ess

Ass

essm

ents

an

d

Imple

men

tation

Pla

ns

of EH

&W

Tools

and T

echnolo

gies

Polic

ies

and

Pilo

ting

of EH

&W

Tools

and

Tech

nolo

gies

imple

men

ted

polic

ies

, too

ls a

nd

tech

nolo

gies

imple

men

ted

Polic

ies

and T

ools

imple

men

ted

Polic

ies

and

tools

imple

men

tation

eval

uat

ed

5%

of pri

ori

tise

d

dep

artm

ents

with

full

impl

emen

tati

on

of EH

&W

polic

ies

20%

of pri

ori

tise

d

dep

artm

ents

with

full

imple

men

tatio

n

of EH

&W

polic

ies

60%

of pri

ori

tise

d

dep

artm

ents

with ful

l

imple

men

tation o

f

EH

&W

polic

ies

80%

of pri

ori

tise

d

dep

artm

ents

with full

imple

men

tation o

f

EH

&W

polic

ies

OU

TP

UT

M

EA

SU

RE

S /

IN

DIC

AT

OR

S

TA

RG

ET

S

2010/1

1

2011/1

2

20

12

/13

2013/1

4

EH

&W

To

ols

an

d

Perc

enta

ge

of

Dep

artm

ents

wit

h Pha

se

I: EH

&W

Pha

se II:

EH

&W

Phas

e III

: EH

&W

Phas

e IV

: EH

&W

36

PR

OG

RA

MM

E 3

: L

AB

OU

R R

EL

AT

ION

S A

ND

MA

NA

GE

ME

NT

OF

CO

MP

EN

SA

TIO

N

Str

ate

gic

Pri

ori

ty 1

: S

erv

ice D

elive

ry Q

uality

an

d A

ccess

Str

ate

gic

Ob

jecti

ve (

SO

1)

To e

nsure

impr

ove

d s

ervi

ce D

eliv

ery

Qual

ity

and A

cces

s

Measu

rab

le

Ob

jecti

ves

Dev

elop

and i

mple

men

t co

mpen

sation p

olic

es a

nd g

uid

elin

es,

par

tici

pat

e an

d c

oord

inat

e bar

gain

ing

pro

cess

es f

or

the

Public

Sect

or

OU

TP

UT

M

EA

SU

RE

S /

IN

DIC

AT

OR

S

TA

RG

ET

S

2010/1

1

20

11

/12

2012/1

3

20

13

/14

Stak

ehold

er

Man

agem

ent

Stra

tegy

Pub

lic Se

ctor

Sum

mit

Co

nven

ing

of

public

se

ctor

sum

mit

and

sign

ing

of

Agr

eem

ent

Impl

emen

tation

of

the

Act

ion

Pla

n

Imple

men

tation o

f th

e

Act

ion P

lan

Impl

emen

tation o

f th

e

Act

ion P

lan

Str

ate

gic

Pri

ori

ty 2

: E

ffect

ive S

yst

em

s, s

tru

ctu

res

an

d p

roce

sses

Str

ate

gic

Ob

jecti

ve (

SO

2)

To d

evel

op

effe

ctiv

e sy

stem

s, s

truct

ure

s an

d p

roce

sses

;

Measu

rab

le

Ob

jecti

ves

Dev

elop

and i

mple

men

t co

mpen

sation p

olic

es a

nd g

uid

elin

es,

par

tici

pat

e an

d c

oord

inat

e ba

rgai

nin

g pro

cess

es f

or

the

Public

Sect

or

OU

TP

UT

M

EA

SU

RE

S /

IN

DIC

AT

OR

S

TA

RG

ET

S

2010/1

1

20

11

/12

2012/1

3

20

13

/14

Revi

ew

ed

Co

llect

ive

Barg

ain

ing a

nd

Lab

ou

r R

ela

tio

ns

stru

ctu

res

an

d

pro

ced

ure

s in

th

e

Pu

blic

Serv

ice

Effe

ctiv

e an

d

effic

ient

barg

ainin

g

stru

cture

s an

d

pro

cedure

s fo

r th

e

Pub

lic S

ervi

ce

Rev

iew

of

the

Co

llect

ive

Bar

gain

ing

and

Labour

Rel

atio

ns

stru

cture

s an

d

pro

cedure

s

Impl

emen

tation

of

the

outc

om

e of

the

revi

ew

of

the

Co

llect

ive

Bar

gain

ing

and

Labo

ur

Rel

atio

ns

stru

cture

s an

d

pro

cedure

s

Rev

iew

of

PSC

BC

and

sect

ora

l

Bar

gain

ing

stru

cture

s, in

cludin

g

loca

l gove

rnm

ent

Impl

emen

tation

of

the

new

st

ruct

ure

s

and p

roce

dure

s

for

the

pu

blic

serv

ice /

se

cto

r

imple

men

ted

OSD

s, in

cludin

g

Impac

t as

sess

men

t

Expen

diture

po

licy

fram

ewo

rk f

or

the

pub

lic

serv

ice/

sect

or

the

polic

y

Exit

M

an

agem

en

t

Str

ate

gy

for

the

pu

blic

serv

ice

Effe

ctiv

e ex

it/t

erm

inat

ion

mec

hanis

ms

Rev

iew

the

exis

ting

Exi

t M

anag

emen

t

Stra

tegi

es

Dev

elop

a new

Exi

t

Man

agem

ent

Stra

tegy

polic

y

Impl

emen

tation

of

the

new

Exi

t

Man

agem

ent

polic

y

Impac

t an

alys

is

of

the

new

Exit

Man

agem

ent

polic

y

Dis

cip

lin

e an

d

inca

pacit

y

Man

agem

en

t

po

lice

s

Effe

ctiv

e m

anag

emen

t of

dis

ciplin

e

and in

capac

ity

of Public

Ser

vants

Rev

iew

re

port

dev

eloped

Seek

m

andat

e fo

r

nego

tiat

ions

Imple

men

tation

Imple

men

tation

and

impac

t as

sess

men

t

Sp

eci

alise

d

Serv

ice

Delive

ry

Un

it

Effe

ctiv

e an

d e

ffici

ent

man

agem

ent

of

dis

ciplin

e in

the

publ

ic s

ervi

ce

Spec

ialis

ed

Serv

ice

Del

iver

y U

nit

appro

ved

Est

ablis

hm

ent

of

the

Unit

Inst

itutiona

lisin

g of

the

Unit

Impac

t as

sess

men

t

37

Str

ate

gic

Pri

ori

ty 5

: E

ffic

ien

t H

RM

Po

lic

ies,

pra

ctic

es,

no

rms

an

d s

tan

dard

s

Str

ate

gic

Ob

jecti

ve (

SO

5)

To d

evel

op

effic

ient

HR

M P

olic

ies, p

ract

ices

, norm

s an

d s

tand

ards

Measu

rab

le

Ob

jecti

ves

Dev

elop

and im

plem

ent

com

pensa

tion

po

lices

and g

uid

elin

es, p

artici

pat

e an

d c

oord

inat

e bar

gain

ing

pro

cess

es for

the

Publ

ic

Sect

or

OU

TP

UT

M

EA

SU

RE

S /

IN

DIC

AT

OR

S

TA

RG

ET

S

2010/1

1

20

11

/12

20

12

/13

2013/1

4

Re

mu

ne

rati

on

po

licy

fra

mew

ork

Rem

uner

atio

n Po

licy

fram

ework

fo

r

the

Public

ser

vice

/ se

cto

r

Co

nso

lidat

ion

and

final

isat

ion

of

all

Rev

iew

o

f

Pers

onnel

Dev

elo

pmen

t of

the

new

R

emuner

atio

n

Imple

men

tation

of

des

igns

as

a ba

se

IT P

lan

pu

blic

se

rvic

e

IT S

tan

dard

s an

d

Pri

nci

ple

s

Deve

lop

ed

Leve

l of

IT

infr

astr

uctu

re

mat

urity

among

st d

epar

tmen

ts

Adher

ence

to

pro

cure

men

t

pro

cedure

s

Stan

dar

dis

ed

ICT

en

viro

nm

ent

acro

ss t

he

public

ser

vice

Dev

elop

IT

Stan

dar

d

and

Pri

nci

ple

s

Alig

n tw

o

dep

artm

ents

an

d

one

pro

vince

w

ith

ISO

200

0

Imple

men

t

stan

dar

ds

at

4

Nat

ional

Dep

artm

ents

an

d 4

Pro

vinci

al

dep

artm

ents

A

stan

dar

dis

ed

public

ser

vice

IT

envi

ronm

ent

38

P

RO

GR

AM

ME

4:

INF

OR

MA

TIO

N T

EC

HN

OL

OG

Y A

ND

MA

NA

GE

ME

NT

Str

ate

gic

Pri

ori

ty 1

: S

erv

ice D

elive

ry Q

uality

an

d A

ccess

Str

ate

gic

Ob

jecti

ve (

SO

1)

To e

nsure

impr

ove

d s

ervi

ce D

eliv

ery

Qual

ity

and A

cces

s

Measu

rab

le

Ob

jecti

ves

Moder

nis

ing

gove

rnm

ent

pro

cess

es b

y en

suri

ng

effe

ctiv

e use

of

info

rmat

ion

com

muni

cation a

nd t

echno

logy

and p

rom

oting

e-

gove

rnm

ent

pra

ctic

es w

ithin

an a

ccep

table

info

rmat

ion

secu

rity

env

ironm

ent

OU

TP

UT

M

EA

SU

RE

S /

IN

DIC

AT

OR

S

TA

RG

ET

S

2010/1

1

2011/1

2

20

12

/13

2013/1

4

Go

vern

men

t W

ide

IT p

lan

Mas

ter

plan

for

IT in

Gove

rnm

ent

Dev

elop

Shar

ed

serv

ices

Arc

hitec

ture

an

d

Imple

men

t pilo

t

shar

ed

serv

ices

centr

e

Dev

elo

p IT

sh

ared

serv

ices

st

rate

gy

and m

odel

s fo

r th

e

Shar

ed

serv

ices

model

dep

loye

d i

n 4

pro

vince

s

39

Str

ate

gic

Pri

ori

ty 2

: E

ffect

ive S

yst

em

s, s

tru

ctu

res

an

d p

roce

sses

Str

ate

gic

Ob

jecti

ve (

SO

2)

To d

evel

op e

ffect

ive

syst

ems, s

truct

ure

s an

d p

roce

sses

Measu

rab

le

Ob

jecti

ves

Moder

nis

ing

gove

rnm

ent

pro

cess

es b

y en

suri

ng

effe

ctiv

e use

of

info

rmat

ion c

om

munic

atio

n a

nd t

echnolo

gy a

nd p

rom

oting

e-

gove

rnm

ent

pra

ctic

es w

ithin

an

acce

pta

ble

info

rmat

ion

secu

rity

env

ironm

ent

OU

TP

UT

M

EA

SU

RE

S /

IN

DIC

AT

OR

S

TA

RG

ET

S

2010/1

1

2011/1

2

20

12

/13

2013/1

4

Info

rmati

on

Secu

rity

Go

vern

an

ce

Fra

mew

ork

IT S

ecu

rity

Blu

ep

rin

t

Impr

ove

d

Secu

rity

of

IT

Syst

ems

within

gove

rnm

ent

Deg

ree

of ri

sks

mitig

ated

Rev

isio

n o

f dra

ft

polic

y.

Co

nsul

tatio

n w

ith

dep

artm

ents

Consu

ltat

ion

and

enga

gem

ent

wit

h

stak

ehold

ers

in

the

secu

rity

clu

ster

Fina

lisat

ion

and

adoption

of

polic

y

acro

ss

the

pub

lic

serv

ice

Polic

ies

impl

emen

ted

at

all

nat

ional

an

d

Pro

vinci

al

Revie

w o

f

tran

svers

al

Gove

rnan

ce

ICT

co

st s

avin

g

Final

isat

ion

of

contr

act

285

Dev

elopm

ent

of

E-

pro

cure

men

t po

rtal

for

tran

sver

sal

Impl

emen

tation

of

e-pro

cure

men

t

port

al

for

all

Dep

artm

ents

Ten

ders

te

nder

s tr

ansv

ersa

l te

nder

s.

R

enew

al o

f al

l

expir

ing

tran

sver

sal

tend

ers

R

evie

w a

nd r

enew

all

the

avai

lable

tran

sver

sal t

ender

s

Id

entify

new

com

mon

IT

nee

ds

and

dev

elo

p

tran

sver

sal

contr

acts

Pro

ject

clo

sed

40

Cab

En

et

Funct

ional

Pro

toty

pe

syst

em

to

suppo

rt

com

mun

icat

ion,

an

d

docu

men

t m

anag

emen

t w

ithi

n

Cab

inet

envi

ronm

ent

Dev

elop

and d

eplo

y

pro

toty

pe

Pro

toty

pe

refin

ed

and

dev

eloped

to

scal

e

ICT

Ex

pe

nd

itu

re

revie

w

Rep

ort

on

ICT

Exp

enditure

Pat

tern

s in

the

Public

Ser

vice

• R

ecom

men

dat

ions

of

stra

tegi

es

to

save

/red

uce

cost

s/ex

penditure

• IT

St

andar

d

Cha

rt

of

acco

unt

for

public

ser

vice

Iden

tify

an

d

imple

men

t co

st

savi

ng

initia

tive

s in

3 IT

cat

ego

ries

Iden

tify

an

d

impl

emen

t co

st

savi

ng

initia

tive

s in

3

IT c

ateg

ori

es

Iden

tify

an

d

imple

men

t co

st

savi

ng

init

iative

s in

3 IT

cat

egori

es

Dev

elop

a St

andar

d

Char

t of

Acc

ounts

for

IT in

th

e publ

ic

serv

ice

OU

TP

UT

M

EA

SU

RE

S /

IN

DIC

AT

OR

S

TA

RG

ET

S

2010/1

1

2011/1

2

20

12

/13

2013/1

4

Pro

ject

clo

sed

Pro

ject

clo

sed

41

Str

ate

gic

Pri

ori

ty 3

: L

eve

rage I

CT

as

a s

trate

gic

reso

urc

e a

nd

en

ab

ler

Str

ate

gic

Ob

jecti

ve (

SO

3)

To le

vera

ge IC

T a

s a

stra

tegi

c re

sourc

e an

d e

nab

ler

Measu

rab

le

Ob

jecti

ves

Moder

nis

ing

gove

rnm

ent

pro

cess

es b

y en

suri

ng

effe

ctiv

e use

of

info

rmat

ion

com

muni

cation a

nd t

echno

logy

and p

rom

oting

e-go

vern

men

t pra

ctic

es w

ithin

an a

ccep

table

info

rmat

ion

secu

rity

env

ironm

ent

OU

TP

UT

M

EA

SU

RE

S /

IN

DIC

AT

OR

S

TA

RG

ET

S

2010/1

1

2011/1

2

20

12

/13

2013/1

4

E-g

ove

rnm

en

t

Pro

toty

pe

Pla

tfo

rm

Num

ber

of se

rvic

es d

eliv

ered

thro

ugh

the

e-go

vern

men

t se

rvic

es p

latf

orm

Auto

mat

ion

of

6

init

ial

serv

ices

on

a

pro

toty

pe

plat

form

Pro

duct

ion

pla

tfo

rm

dev

eloped

an

d

dep

loye

d

25

additio

nal

serv

ices

au

tom

ated

on p

latf

orm

A t

ota

l of

50 s

ervi

ces

auto

mat

ed o

n t

he

e-go

vern

men

t

pla

tform

Co

nn

ecti

vit

y o

f

Th

uso

ng S

erv

ice

cen

tres

Impr

ove

men

t o

f Fr

ont

line

Serv

ice

123

Thu

song

centr

es c

onnec

ted

All

TSC

co

nnec

ted

as p

er b

lue

prin

t

In

stal

lation

of

41

Gen

eral

Se

rvic

e

Coun

ters

Connec

tivi

ty

incl

uded

as

bas

ic

infr

astr

uct

ure

fo

r al

l

new

T

huso

ng

Cen

tres

Pro

ject

clo

sed

Pro

ject

clo

sed

42

Qu

ality

su

pp

ort

to G

ITO

Co

un

cil

Impro

ved G

ove

rnan

ce

All

dep

artm

ents

par

tici

pat

ing

in

the

Counci

l

All

dep

artm

ents

par

tici

pat

ing

in t

he

Counci

l

All

dep

artm

ents

par

tici

pat

ing

in

the

Co

unci

l

All

dep

ts.

and

munic

ipal

itie

s

repre

sente

d

in

Coun

cil.

Pro

visi

on o

f

Secr

etar

iat

funct

ion

Pro

visi

on

of

Secr

etar

iat

funct

ion

Pro

visi

on

of

Secr

etar

iat

funct

ion

Pro

visi

on

of

Secr

etar

iat

funct

ion

St

rengt

hen

GIT

O

Co

unci

l &

coher

ence

of

IT

Trai

nin

g &

Cap

acity

Bui

ldin

g o

f C

IOs

com

pet

ence

in

Gove

rnm

ent

Stre

ngt

hen

GIT

O

Counci

l &

cohe

rence

of

IT

Trai

nin

g &

Cap

acity

B

uild

ing

of

CIO

s

com

pet

ence

in

Gove

rnm

ent

Stre

ngt

hen

G

ITO

Co

unci

l &

coher

ence

o

f IT

Trai

nin

g &

Cap

acit

y

Build

ing

of

CIO

s

com

pet

ence

in

Gove

rnm

ent

Stre

ngt

hen

G

ITO

Co

unci

l &

coher

ence

of

IT

Trai

ning

& C

apac

ity

B

uild

ing

of

CIO

s

com

pet

ence

in

Gove

rnm

ent

SIT

A O

vers

igh

t

an

d T

urn

aro

un

d

stra

teg

y

Red

uce

d IC

T C

ost

s fo

r go

vern

men

t

Effic

iency

an

d

Effe

ctiv

enes

s of

IT

serv

ices

del

iver

ed

within

ec

onom

ies

of sc

ale

to g

ove

rnm

ent

dep

artm

ents

Utilis

atio

n

and

opti

mis

atio

n

of

infr

astr

uct

ure

and s

pen

d

Dev

eloped

an

d

appro

ved

turn

around s

trat

egy

Le

ader

ship

and

man

agem

ent

stab

ilisa

tion

A

ppro

val

of

Busi

nes

s Pla

n

C

abin

et

appro

val

SITA

Exe

cuti

on

Str

ate

gic

Pri

ori

ty 4

: A

pp

rop

riate

go

vern

an

ce s

tru

ctu

res

an

d d

ecis

ion

-makin

g

Str

ate

gic

Ob

jecti

ve (

SO

4)

To e

nsu

re a

ppro

pri

ate

gove

rnan

ce s

truct

ure

s an

d d

ecis

ion-m

akin

g;

Measu

rab

le

Ob

jecti

ves

Moder

nis

ing

gove

rnm

ent

pro

cess

es b

y en

suri

ng

effe

ctiv

e use

of

info

rmat

ion

com

muni

cation a

nd t

echno

logy

and p

rom

oting

e-go

vern

men

t pra

ctic

es w

ithin

an a

ccep

table

info

rmat

ion s

ecuri

ty e

nvir

onm

ent

OU

TP

UT

M

EA

SU

RE

S /

IN

DIC

AT

OR

S

TA

RG

ET

S

2010/1

1

2011/1

2

20

12

/13

2013/1

4

Ong

oin

g SI

TA o

vers

ight

Ong

oin

g SI

TA o

vers

ight

Ong

oin

g SI

TA o

vers

ight

43

Str

ate

gic

Pri

ori

ty 9

: C

orr

up

tio

n t

ack

led

eff

ect

ively

Str

ate

gic

Ob

jecti

ve (

SO

9)

To t

ackl

e co

rrup

tio

n ef

fect

ivel

y

Measu

rab

le

Ob

jecti

ves

Moder

nis

ing

gove

rnm

ent

pro

cess

es b

y en

suri

ng

effe

ctiv

e use

of

info

rmat

ion

com

muni

cation

and t

echno

logy

and p

rom

oting

e-go

vern

men

t pra

ctic

es w

ithin

an a

ccep

table

info

rmat

ion

secu

rity

env

ironm

ent

OU

TP

UT

M

EA

SU

RE

S /

IN

DIC

AT

OR

S

TA

RG

ET

S

2010/1

1

2011/1

2

20

12

/13

2013/1

4

IT S

ecu

rity

Vu

lnera

bilit

y

Ass

ess

men

t

Pro

gra

m

Red

uct

ion

in B

as a

nd P

ersa

l re

late

d

tran

sgre

ssio

ns.

Red

uct

ion

of

secu

rity

ri

sk

to

gove

rnm

ent

syst

ems

and in

form

atio

n

Dev

elop

vuln

erab

ility

asse

ssm

ent

met

hodo

logy

Vuln

erab

ility

asse

ssm

ents

com

ple

ted a

t 25%

of

all

gove

rnm

ent

dep

artm

ents

Vuln

erab

ility

asse

ssm

ents

com

ple

ted

at

50%

of

all

gove

rnm

ent

dep

artm

ents

All

Nat

iona

l an

d

Pro

vinci

al

dep

artm

ents

to

hav

e

bee

n

asse

ssed

at

leas

t once

Est

ablis

h

vuln

erab

ility

asse

ssm

ent

team

(Inte

llige

nce

, SI

TA

,

DPSA

, SIU

)

A

sses

smen

ts

com

ple

ted

at

3

Nat

iona

l an

d

3

Pro

vinci

al

dep

artm

ents

44

PR

OG

RA

MM

E 5

:S

ER

VIC

E D

EL

IVE

RY

OR

GA

NIS

AT

ION

AL

TR

AN

SF

OR

MA

TIO

N

Str

ate

gic

Pri

ori

ty 1

: S

erv

ice D

elive

ry Q

uality

an

d A

ccess

Str

ate

gic

Ob

jecti

ve (

SO

1)

To e

nsure

impr

ove

d s

ervi

ce D

eliv

ery

Qual

ity

and A

cces

s

Measu

rab

le

Ob

jecti

ves

Dev

elop

and im

plem

ent

serv

ice

del

iver

y in

terv

entions

incl

udin

g th

e m

acro

-org

anis

atio

n o

f th

e pu

blic

ser

vice

, acc

ess

stra

tegy

and

enha

nced

citiz

en e

ngag

emen

t

OU

TP

UT

M

EA

SU

RE

S /

IN

DIC

AT

OR

S

TA

RG

ET

S

2010/1

1

2011/1

2

20

12

/13

2013/1

4

Re

po

rt o

n S

erv

ice

De

live

ry

Imp

rove

men

t

Pla

ns

Leve

l of

com

plia

nce

of

SDIP

s w

ith

resp

ect

to q

ualit

y, tim

ely

subm

issi

on

and im

ple

men

tation

Mo

nito

r a

nd r

epo

rt

on

the

imple

men

tation

of

SDIP

s

Targ

et

60%

com

plia

nce

Monito

r

and

report

on

the

imple

men

tation

of

SDIP

s

Targ

et

70%

com

plia

nce

Monitor

and r

eport

on

the

imple

men

tation

of

SDIP

s

Targ

et

90%

com

plia

nce

Monitor

an

d

repo

rt

on

the

imple

men

tation

of

SDIP

s

Targ

et

90%

com

plia

nce

Bath

o P

ele

Imp

act

Ass

ess

men

t

(BP

IA)

co

nce

pt

do

cum

en

t

Num

ber

o

f dep

artm

ents

ha

ving

imple

men

tatio

n pla

ns

for

the

BPIA

conce

pt

Dev

elop

the

conce

pt

do

cum

ent

for

BPIA

Inst

itutional

isat

ion

of

the

conc

ept

docu

men

t in

2

sect

ors

(h

ealth

and

educa

tion)

Impl

emen

tation

of

the

conce

pt

do

cum

ent

in 2

furt

her

se

ctors

(Cri

min

al

just

ice

and

gove

rnan

ce

Imple

men

tation

of

the

conce

pt

docu

men

t in

rem

ainder

of se

ctors

and a

dm

inis

trat

ion)

BP

IA

aw

ard

s

fram

ew

ork

Inte

grat

ed

public

se

rvic

e aw

ard

cere

mony

hel

d

1 aw

ard

cere

mony

per

yea

r

1

awar

d

cere

mony

per

yea

r

1 aw

ard

cere

mony

per

year

1 aw

ard

cere

mony

per

yea

r

Re

po

rt o

n P

roje

ct

Kh

aed

u

att

en

dan

ce a

nd

qu

ality

of

de

plo

ym

en

t

rep

ort

s

%

of

SMS

mem

ber

s dep

loye

d

thro

ugh

pro

ject

K

hae

du

in o

ne ye

ar

and f

ollo

w u

p o

n tu

rn a

round

report

reco

mm

endat

ions

50%

o

f al

l tr

aine

d

SMS

staf

f

50%

o

f al

l tr

ained

SMS

staf

f

60%

of

all

trai

ned

SMS

staf

f

60%

of

all

trai

ned

SMS

staf

f

45

Re

po

rt o

n

De

par

tmen

ts

that

have

se

rvic

e

stan

dard

s

Num

ber

of

dep

artm

ents

th

at

hav

e

dev

eloped

ser

vice

sta

ndar

ds

Det

erm

ine

base

line

for

sett

ing

of se

rvic

e

stan

dar

ds

Dev

elop

guid

e on

how

to

se

t se

rvic

e

stan

dar

ds

Monito

r

and

report

on

the

dev

elopm

ent

of se

rvic

e st

andar

ds

Impro

ve

10

%

on

bas

elin

e

Cre

ate

dat

abas

e fo

r

captu

ring

serv

ice

stan

dar

ds

Monitor

and r

eport

on t

he

dev

elopm

ent

of se

rvic

e st

andar

ds

Impro

ve

20%

on

base

line

Monitor

an

d

repo

rt

on

the

dev

elopm

ent

of se

rvic

e st

andar

ds

Impro

ve

30

%

on

bas

elin

e

Pu

blic

serv

ice

inte

gra

ted

Kn

ow

led

ge

man

agem

en

t

fram

ew

ork

Num

ber

of de

par

tmen

ts im

ple

men

ting

the

kn

ow

ledge

m

anag

emen

t

fram

ewo

rk

Dev

elop

the

inte

grat

ed

fram

ework

Inst

itutional

isat

ion

of

the

fram

ework

in 2

0

dep

artm

ents

ac

ross

all t

hre

e sp

her

es

Inst

itutiona

lisat

ion

of

the

fram

ewo

rk i

n

60

dep

artm

ents

acro

ss

all

thre

e

spher

es

Inst

itutional

isat

ion

of

the

fram

ework

in 8

0

dep

artm

ents

ac

ross

all t

hre

e sp

her

es

Re

po

rt o

n s

erv

ice

de

live

ry c

hart

ers

dis

pla

yed

in

serv

ice

delive

ry

site

s

Perc

enta

ge

of

serv

ice

del

iver

y

inst

itute

s dis

pla

ying

serv

ice

del

iver

y

char

ters

Det

erm

ine

base

line

D

evel

op g

uidel

ine

on

how

to

co

mpile

a

serv

ice

del

iver

y

char

ter

Inst

itutiona

lisat

ion

of

serv

ice

del

iver

y

char

ters

in

crea

sed

by

20%

o

n

top

of

base

line

Inst

itutional

isat

ion

of

serv

ice

del

iver

y

char

ters

in

crea

sed

by

40%

on

top

of

bas

elin

e

Gu

idelin

e o

n

imp

rovin

g

ge

ogra

ph

ic

acc

ess

to

serv

ice

Impro

ved a

cces

s to

se

rvic

e del

iver

y

poin

ts

Dev

elop

guid

elin

e M

oni

tor

and r

eport

on

incr

ease

d a

cces

s

Monitor

and r

eport

on

incr

ease

d

acce

ss

Monitor

an

d

repo

rt

on

incr

ease

d a

cces

s

OU

TP

UT

M

EA

SU

RE

S /

IN

DIC

AT

OR

S

TA

RG

ET

S

2010/1

1

2011/1

2

20

12

/13

2013/1

4

de

live

ry p

oin

ts

46

GIS

syst

em

G

IS sy

stem

popula

ted

with r

elev

ant

serv

ice

del

iver

y in

form

atio

n

Co

ntinu

ous

updat

ing

of

info

rmat

ion

Continu

ous

updat

ing

of in

form

atio

n

Co

ntinu

ous

updat

ing

of

info

rmat

ion

Co

ntin

uous

updat

ing

of in

form

atio

n

Dir

ect

ory

of

pu

blic

serv

ices

Utilis

atio

n of th

e dir

ecto

ry b

y ci

tize

ns

Geo

-codin

g of

public

se

rvic

es

rend

ered

by

dep

artm

ents

Inst

itutional

isat

ion

of

geo

-codin

g in

30

dep

artm

ents

Inst

itutiona

lisat

ion

of

geo-c

odin

g in

30

dep

artm

ents

Inst

itutional

isat

ion

of

geo

-co

din

g in

30

dep

artm

ents

Fra

mew

ork

fo

r

inte

gra

ted

serv

ice

de

live

ry

Inte

grat

ed s

ervi

ce c

ente

rs u

tilis

ed b

y

publ

ic

Study

on

utilis

atio

n

of

Thu

song

cente

rs

com

plet

ed

Rev

iew

the

model

of

Thuso

ng

serv

ice

cente

rs

App

rova

l obta

ined

for

new

model

Inst

ituti

ona

lise

the

new

m

odel

o

f

Thuso

ng

serv

ice

cente

rs

Monito

r an

d

report

on

impro

ved

uti

lisat

ion

of

inte

grat

ed

serv

ice

centr

es

Po

licy

on

Co

mm

un

ity

deve

lop

me

nt

wo

rkers

(C

DW

)

CD

W u

tiliz

ed i

n unifo

rm m

anner

D

evel

opm

ent

of

CD

W p

olic

y

Inst

itutional

isat

ion

of

new

polic

y in

3

pro

vince

s

Inst

itutiona

lisat

ion

pro

vince

s

Inst

itutional

isat

ion

of

pro

vince

s

Str

ate

gic

Pri

ori

ty 2

: E

ffect

ive S

yst

em

s, s

tru

ctu

res

an

d p

roce

sses

Str

ate

gic

Ob

jecti

ve (

SO

2)

To d

evel

op

effe

ctiv

e sy

stem

s, s

truct

ure

s an

d p

roce

sses

Measu

rab

le

Ob

jecti

ves

Dev

elop

and i

mple

men

t se

rvic

e del

iver

y in

terv

entions

incl

udin

g th

e m

acro

-org

anis

atio

n of

the

public

ser

vice

, acc

ess

stra

tegy

an

d

enhan

ced c

itiz

en e

nga

gem

ent

OU

TP

UT

M

EA

SU

RE

S /

IN

DIC

AT

OR

S

TA

RG

ET

S

2010/1

1

2011/1

2

20

12

/13

2013/1

4

Gu

ide o

n t

he

deve

lop

me

nt

of

stan

dard

op

era

tin

g

pro

ced

ure

s

(SO

PS

)

Stan

dar

dis

ed p

roce

dure

s fo

llow

ed i

n

dep

artm

ents

Dev

elop

guid

e on

dev

elopm

ent

of

SOPS

Imple

men

t th

e G

uid

e

in

Hea

lth

dep

artm

ents

Imple

men

t th

e

Guid

e in

Educa

tion

dep

artm

ents

Imple

men

t th

e G

uid

e

in

Agr

iculture

an

d

Rura

l D

evel

opm

ent

dep

artm

ents

OU

TP

UT

M

EA

SU

RE

S /

IN

DIC

AT

OR

S

TA

RG

ET

S

2010/1

1

2011/1

2

20

12

/13

2013/1

4

new

polic

y in

3

new

polic

y in

3

47

To

olk

it o

n

deve

lop

me

nt

of

a

serv

ice

delive

ry

mo

del (S

DM

)

Num

ber

of

dep

artm

ents

that

hav

e a

do

cum

ente

d S

DM

Final

ise

SDM

toolk

it

Imple

men

t th

e G

uid

e

in

Hea

lth

dep

artm

ents

Imple

men

t th

e

Guid

e in

Educa

tion

dep

artm

ents

Imple

men

t th

e G

uid

e

in

Agr

iculture

an

d

Rura

l D

evel

opm

ent

dep

artm

ents

Gen

eri

c se

cto

r

specif

ic

org

an

izati

on

al

stru

ctu

res

availab

le

Gen

eric

st

ruct

ures

fo

r si

mila

r

pro

vinci

al

dep

artm

ents

(s

ecto

r

spec

ific)

Gen

eric

st

ruct

ure

for

suppo

rt

serv

ices

, so

cial

and h

ealth

sect

ors

Gen

eric

str

uct

ure

fo

r

educa

tion

and O

TPs

sect

ors

Gen

eric

st

ruct

ure

for

Rura

l

dev

elopm

ent

and

agri

cult

ure

sec

tors

Gen

eric

str

uct

ure

for

crim

inal

ju

stic

e

sect

ors

Re

po

rt o

n

fun

ctio

nal

align

men

t o

f

nati

on

al an

d

pro

vin

cia

l

fun

ctio

nal

po

rtfo

lio

s

Findin

g per

tain

ing

to t

he

alig

nm

ent/

mis

alig

nmen

t o

f po

rtfo

lios

Subm

issi

on

of

Cab

inet

mem

ora

ndum

to

Cab

inet

on

findin

gs

and

reco

mm

endat

ions

Ren

der

ad

vice

to

corr

ect

mis

alig

nm

ent

with

initia

l fo

cus

on

educa

tion

and h

ealth

Ren

der

ad

vice

to

corr

ect

mis

alig

nmen

t w

ith

focu

s on

rura

l

dev

elopm

ent

and

agri

culture

Ren

der

ad

vice

to

corr

ect

mis

alig

nm

ent

with

focu

s on

crim

inal

ju

stic

e

clust

er

Org

an

izati

on

al

cap

aci

ty

ass

ess

men

ts

Fram

ework

and

to

olk

it a

pplie

d

Dev

elo

p fr

amew

ork

and t

oolk

it

Inst

itutional

isat

ion

of

the

fram

ewo

rk

and

toolk

it

in

2

dep

artm

ents

Inst

itutiona

lisat

ion

of

the

fram

ework

and

toolk

it

in

4

dep

artm

ents

Inst

itutional

isat

ion

of

the

fram

ework

an

d

toolk

it

in

6

dep

artm

ents

Re

po

rt o

n

rep

osi

tio

nin

g o

f

the p

ub

lic

serv

ice

to m

od

ern

ize

Term

s of

refe

rence

im

ple

men

ted by

dep

artm

ents

Gove

rnan

ce

stru

cture

s put

in

pla

ce

TO

R

rolle

d

out

in

acco

rdan

ce

with

pro

ject

pla

n

Advi

ce

and

assi

stan

ce

to

dep

artm

ents

to

com

ply

with

reco

mm

endat

ions

Impac

t as

sess

men

t

com

ple

ted

TO

R

rolle

d

out

in

acco

rdan

ce

with

pro

ject

pla

n

R

egula

r pro

gres

s

repo

rts

to C

abin

et

Reg

ula

r pro

gres

s

report

s to

Cab

inet

Fu

nct

ion

al

an

aly

sis

fram

ew

ork

of

Func

tiona

l bl

uepr

ints

dev

elope

d

for

dep

artm

ents

Dev

elop

func

tional

anal

ysis

fra

mew

ork

Appl

y fr

amew

ork

to

dev

elop

blu

epri

nts

in

30%

of dep

artm

ents

Apply

fra

mew

ork

to

dev

elop

bluep

rints

in

30%

o

f

App

ly

fram

ewo

rk

to

dev

elop b

luep

rints

in

40%

of dep

artm

ents

OU

TP

UT

M

EA

SU

RE

S /

IN

DIC

AT

OR

S

TA

RG

ET

S

2010/1

1

2011/1

2

20

12

/13

2013/1

4

de

part

men

ts’

fun

cti

on

s

dep

artm

ents

48

Han

db

oo

k o

n

ap

po

intm

en

t o

f

bo

ard

mem

bers

Appro

pri

atel

y ap

poin

ted

boar

d

mem

ber

s

Han

dbo

ok

on

appoin

tmen

t of

boar

d

mem

bers

revi

ewed

an

d

appro

ved

Inst

itutional

isat

ion

of

the

han

dbook

in

all

dep

artm

ents

pub

lic

entities

Advi

se

to ap

ply

hand

boo

k

Advi

se

to

appl

y

han

dboo

k

Dir

ect

ive o

n

stan

dard

ized

jo

b

evalu

ati

on

(J

E)

pra

cti

ces

Stan

dar

diz

ed jo

b gr

adin

g fo

r si

mila

r

post

s

Issu

e M

PSA

dir

ective

on

JE

pra

ctic

es

to

stan

dar

dis

ed

grad

ing

for

the

SMS

Issu

e M

PSA

dir

ective

on

JE

pra

ctic

es

to

stan

dar

dis

ed g

radin

g

for

the

MM

S

Issu

e M

PSA

dir

ecti

ve

on

JE

pra

ctic

es

to

stan

dar

dis

ed

grad

ing

for

the

frontl

ine

offi

ces

Issu

e M

PSA

dir

ective

on

JE

pra

ctic

es

to

stan

dar

dis

ed g

radin

g

for

back

offi

ces

Web

en

ab

led

EQ

UA

TE

JE

syst

em

Web

ena

bled

EQ

UA

TE

JE

utilis

atio

n Fi

nalis

e w

eb

enab

led

syst

em

dev

elopm

ent

Tran

sfer

JE

sy

stem

to w

eb en

able

d

pla

tform

Inst

itutiona

lisat

ion

of

web

en

able

JE

syst

em

in 20

dep

artm

ents

Inst

itutional

isat

ion

of

web

en

able

JE

syst

em

in

40

dep

artm

ents

Dir

ect

ive o

n

Org

an

isati

on

al

Deve

lop

me

nt

com

plian

ce

Cab

inet

ap

pro

val

to

stre

ngt

hen

MPSA

’s r

ole

Rev

iew

th

e cu

rren

t

dir

ective

Inst

itutional

isat

ion

of

revi

sed

dir

ective

in

all d

epar

tmen

ts

Inst

itutiona

lisat

ion

of

revi

sed

dir

ective

in a

ll dep

artm

ents

Co

mpl

ete

impa

ct

asse

ssm

ent

M

anag

e

consu

ltat

ions

in

term

s of dir

ective

Man

age

consu

ltat

ions

in

term

s o

f dir

ecti

ve

Man

age

consu

ltat

ions

in

term

s of dir

ective

OU

TP

UT

M

EA

SU

RE

S /

IN

DIC

AT

OR

S

TA

RG

ET

S

2010/1

1

2011/1

2

20

12

/13

2013/1

4

OU

TP

UT

M

EA

SU

RE

S /

IN

DIC

AT

OR

S

TA

RG

ET

S

2010/1

1

2011/1

2

20

12

/13

2013

/14

Fra

mew

ork

on

wo

rkin

g

envi

ron

men

t

imp

rove

men

t

Impro

ved w

ork

ing

envi

ronm

ent

Dev

elop

fram

ewo

rk

and t

oolk

it

Inst

itutional

isat

ion

of

the

fram

ewo

rk

and

toolk

it

in

20

dep

artm

ents

Inst

itutiona

lisat

ion

of

the

fram

ework

and

toolk

it

in

20

dep

artm

ents

Inst

itutional

isat

ion

of

the

fram

ework

an

d

toolk

it

in

20

dep

artm

ents

Str

ate

gic

Pri

ori

ty 6

: H

ealt

hy,

safe

wo

rkin

g e

nvir

on

men

ts f

or

all p

ub

lic

serv

an

ts

Str

ate

gic

Ob

jecti

ve (

SO

6)

To p

rom

ote

hea

lthy

, saf

e w

ork

ing

envi

ronm

ents

fo

r al

l pub

lic s

erva

nts

Measu

rab

le

Ob

jecti

ves

Dev

elop

and i

mple

men

t se

rvic

e del

iver

y in

terv

entions

incl

udin

g th

e m

acro

-org

anis

atio

n o

f th

e pu

blic

ser

vice

, acc

ess

stra

tegy

and

enhan

ced c

itiz

en e

nga

gem

ent

49

Str

ate

gic

Pri

ori

ty 8

: Cit

izen

En

gagem

en

t an

d P

ub

lic

Part

icip

ati

on

Str

ate

gic

Ob

jecti

ve (

SO

8)

To e

ncour

age

citize

n en

gage

men

t an

d P

ublic

Par

tici

pation

Measu

rab

le

Ob

jecti

ves

Dev

elop

and

impl

emen

t se

rvic

e del

iver

y in

terv

entions

inc

ludin

g th

e m

acro

-org

anis

atio

n o

f th

e public

ser

vice

, acc

ess

stra

tegy

and

enhan

ced c

itiz

en e

nga

gem

ent

OU

TP

UT

M

EA

SU

RE

S /

IN

DIC

AT

OR

S

TA

RG

ET

S

2010/1

1

2011/1

2

2012/1

3

20

13

/14

Re

po

rt o

n

stake

ho

lde

r

en

gag

em

en

t in

ter

alia r

efl

ect

ing o

n

ne

ed

s o

f ci

tize

ns

Co-o

rdin

ated

en

gage

men

ts

with

stak

ehold

ers

5 en

gage

men

ts

5 e

nga

gem

ents

5 e

nga

gem

ents

5

enga

gem

ents

Kn

ow

yo

ur

serv

ice r

igh

ts

(KY

SR

C)

bo

okle

t

Surv

ey o

f aw

aren

ess

of ci

tize

n ri

ghts

Ta

rget

ed

dis

sem

inat

ion

of

boo

klet

th

roug

h

exis

ting

even

ts (

100

000 c

opi

es)

Targ

eted

dis

sem

inat

ion

of

boo

klet

th

rough

exis

ting

even

ts (

200

000 c

opie

s)

Targ

eted

dis

sem

inat

ion of

boo

klet

th

rough

exis

ting

even

ts (

250

000 c

opi

es)

Surv

ey

of

awar

enes

s of

righ

ts

rega

rdin

g th

e so

cial

and

crim

inal

ju

stic

e

clust

er

No

rms

an

d

stan

dard

s

do

cum

en

t o

n h

ow

CD

W c

an

en

gage

com

mu

nit

ies

Surv

ey o

n e

ngag

emen

t o

f

com

mun

itie

s by

CD

Ws

Bas

elin

e st

udy

on

enga

gem

ent

of

com

mun

ity

by

CD

Ws

Inst

itutional

ise

stan

dar

ds

docu

men

t

in 3

pro

vince

s

Inst

itutional

ise

stan

dar

ds

docu

men

t

in 6

pro

vince

s

Inst

ituti

onal

ise

stan

dar

ds

docu

men

t

in 9

pro

vince

s

50

PR

OG

RA

MM

E 6

: G

OV

ER

NA

NC

E

Str

ate

gic

Pri

ori

ty 1

:

Str

ate

gic

Ob

jecti

ve (

SO

1)

To e

nsure

impr

ove

d s

ervi

ce D

eliv

ery

Qual

ity

and A

cces

s

Measu

rab

le

Ob

jecti

ves

Pro

mo

te g

ood g

ove

rnan

ce i

n th

e public

ser

vice

, nat

ional

ly a

nd i

nte

rnat

iona

lly, t

hro

ugh

eth

ical

cond

uct

, com

plia

nce

to

leg

isla

tion

and m

onitori

ng

and e

valu

atio

n

OU

TP

UT

M

EA

SU

RE

S /

IN

DIC

AT

OR

S

TA

RG

ET

S

2010/1

1

2011/1

2

2012/1

3

2013/1

4

Mu

lti-

Year

Evalu

ati

on

Pla

n

Leve

l of

impac

t of

Publ

ic

Serv

ice

polic

ies

and r

egula

tio

ns

4 ev

aluat

ions

of

public

se

rvic

e

polic

ies

and

regu

lations

2 ev

aluat

ions

of

public

se

rvic

e

polic

ies

and

regu

lations

2 ev

alua

tio

ns

of

public

se

rvic

e

polic

ies

and

regu

lations

Co

mpre

hen

sive

Rev

iew

C

itiz

ens

satisf

action

surv

ey

Inte

gra

ted

P

ub

lic

Serv

ice S

trate

gy

Effe

ctiv

e co

ord

inat

ion

of

the

Inte

grat

ed P

ublic

Ser

vice

Str

ateg

y

Pre

par

atio

n of

the

wo

rk p

lan

Imple

men

tation o

f

the

work

pla

n

Imple

men

tation

of

the

work

pla

n

Imple

men

tation

of

the

work

pla

n

Str

ate

gic

Pri

ori

ty 2

: E

ffect

ive S

yste

ms,

str

uct

ure

s an

d p

roce

sses

Str

ate

gic

Ob

jecti

ve (

SO

2)

To d

evel

op e

ffect

ive

syst

ems, s

truct

ure

s an

d p

roce

sses

Measu

rab

le

Ob

jecti

ves

Pro

mote

good g

ove

rnan

ce i

n t

he p

ublic

ser

vice

, na

tiona

lly a

nd i

nte

rnat

iona

lly, th

roug

h et

hica

l co

nduct

, co

mpl

iance

to

leg

isla

tion

and m

onitori

ng

and e

valu

atio

n

OU

TP

UT

M

EA

SU

RE

S / I

ND

ICA

TO

RS

T

AR

GE

TS

2010/1

1

2011/1

2

20

12

/13

2013

/14

M&

E fr

am

ew

ork

T

he

leve

l of

imple

men

tation

of

the

M&

E Fr

amew

ork

The

Fram

ework

App

rove

d

Fram

ewo

rk

imple

men

ted

Rev

iew

o

f th

e

Fram

ewo

rk

Rev

ised

Fr

amew

ork

imple

men

ted

Co

mp

lian

ce

mo

du

le

of

M&

E

syst

em

Perc

enta

ge o

f dep

artm

ents

monito

red

for

com

plia

nce

wit

h PS

legi

slat

ion

Des

ign

spec

ifica

tio

ns

of

the

M&

E sy

stem

Co

mplia

nce

monit

ori

ng

modul

e o

f

syst

em

impl

emen

ted

by d

epar

tmen

ts

80%

of

dep

artm

ents

monitore

d

for

com

plia

nce

80%

o

f dep

artm

ents

monitore

d

for

com

plia

nce

Serv

ice D

elive

ry Q

uality

an

d A

ccess

51

Str

ate

gic

Pri

ori

ty 7

: A

pp

rop

riate

go

vern

an

ce s

tru

ctu

res

an

d d

eci

sio

n-m

akin

g

Str

ate

gic

Ob

jecti

ve (

SO

7)

To e

nsure

app

ropri

ate

gove

rnan

ce s

truc

ture

s an

d d

ecis

ion-m

akin

g

Measu

rab

le

Ob

jecti

ves

Pro

mo

te g

ood g

ove

rnan

ce i

n th

e public

ser

vice

, nat

ional

ly a

nd i

nte

rnat

iona

lly, t

hro

ugh

eth

ical

cond

uct

, com

plia

nce

to

leg

isla

tion

and m

onitori

ng

and e

valu

atio

n

OU

TP

UT

M

EA

SU

RE

S /

IN

DIC

AT

OR

S

TA

RG

ET

S

2010/1

1

2011/1

2

20

12

/13

2013/1

4

Po

licie

s an

d

Gu

idelin

es

on

de

part

men

tal

Go

vern

an

ce an

d

man

agem

en

t

Str

uctu

res

Num

ber

o

f dep

artm

ents

ha

ving

the

nece

ssar

y go

vern

ance

an

d

man

agem

ent

stru

cture

s

Dev

elop

the

polic

ies

and

guid

elin

es

for

Gove

rnan

ce

and

man

agem

ent

stru

cture

s

Inst

itutional

isat

ion

of

the

polic

ies

and

guid

elin

es

Impl

emen

tation

of

Polic

ies

and

guid

elin

es

moni

tore

d

Imple

men

tation

of

Polic

ies

and

guid

elin

es m

onitore

d

Str

ate

gic

Pri

ori

ty 9

: C

orr

up

tio

n t

ack

led

eff

ect

ively

Str

ate

gic

Ob

jecti

ve (

SO

9)

To t

ackl

e co

rrup

tio

n ef

fect

ivel

y

Measu

rab

le

Ob

jecti

ves

Pro

mo

te g

ood g

ove

rnan

ce i

n t

he

public

ser

vice

, nat

ional

ly a

nd i

nte

rnat

iona

lly, th

roug

h e

thic

al c

onduct

, com

plia

nce

to

leg

isla

tion

and m

onitori

ng

and e

valu

atio

n

OU

TP

UT

M

EA

SU

RE

S /

IN

DIC

AT

OR

S

TA

RG

ET

S

2010/1

1

20

11

/12

20

12

/13

20

13

/14

Co

de

of

Go

od

Pra

cti

ce in

Go

vern

an

ce in

the P

ub

lic

Secto

r

• C

ode

of G

ood P

ract

ice

appro

ved

• N

o o

f aw

aren

ess

and

com

munic

atio

n ca

mpai

gns

• N

o o

f dep

artm

ents

monitore

d

Co

de

appro

ved

Monitor

and

rep

ort

on

the

imple

men

tation

of

the

Code

Monitor,

revi

ew

and

repo

rt

on

the

imple

men

tation

of

the

Code

Imple

men

tation o

f th

e C

ode

52

1

nat

ional

cam

pai

gn

and

4 pro

vinci

al

cam

pai

gns

5 pro

vinci

al

cam

pai

gns

A

ll nat

ional

depar

tmen

ts

monitore

d a

nd

4

pro

vince

s

monitore

d

5

pro

vince

s

monitore

d

Pu

blic

Servic

e

An

ti-C

orr

up

tio

n

Str

ate

gy

Lev

el

of

imple

men

tation

of

the

Stra

tegy

Rev

iew

th

e ex

isting

stra

tegy

Inst

itutional

ise

the

revi

sed

anti-c

orr

uption

Eva

luat

ion o

f th

e

Stra

tegy

R

evis

ed

stra

tegy

appro

ved

Imple

men

t th

e

revi

sed s

trat

egy

Monitor

and r

eport

on

the

imple

men

tation o

f

the re

vise

d

anti

corr

uption s

trat

egy

man

agem

en

t

syst

em

Ava

ilabili

ty o

f re

liable

and v

alid

dat

a

Desi

gn o

f th

e

elec

tronic

an

ti-

corr

uption s

yste

m

Inte

grat

ion w

ith oth

er

tran

svers

al s

yste

m

Pilo

ting

of

the

syst

em in

ta

rget

ed

depar

tmen

ts

Deplo

ymen

t of

the

syst

em

Str

ate

gic

Pri

ori

ty 1

0: C

on

trib

uti

on

to

ward

s im

pro

ved

pu

blic s

erv

ice a

nd

ad

min

istr

ati

on

in

Afr

ica a

nd

th

e

inte

rnati

on

al are

na

Str

ate

gic

Ob

jecti

ve (

SO

10

)

To c

ontr

ibute

tow

ards

impro

ved p

ublic

serv

ice

and a

dm

inis

trat

ion in A

fric

a an

d t

he

inte

rnat

ional

are

na

Measu

rab

le

Ob

jecti

ves

Pro

mo

te g

ood g

ove

rnan

ce i

n t

he

public

serv

ice, n

atio

nal

ly a

nd

inte

rnat

ional

ly, t

hro

ugh

eth

ical

conduct

, co

mplia

nce

to

leg

isla

tion

and m

onitori

ng

and e

valu

atio

n

OU

TP

UT

M

EA

SU

RE

S /

IN

DIC

AT

OR

S

TA

RG

ET

S

2010/1

1

20

11

/12

20

12

/13

20

13

/14

Afr

ican

Peer

Revie

w

Mech

an

ism

(AP

RM

)

Lev

el o

f im

ple

men

tation o

f th

e

APR

M

Nat

ional

Pro

gram

me

of

Act

ion

2nd

Annual

Pro

gress

Repo

rt

3rd

Annual

Pro

gres

s

Repo

rt

Self-

Ass

essm

ent

Repo

rt

APR

M

Co

untr

y

Rev

iew

Mis

sion

Bilate

ral an

d

Mu

lti-

Late

ral

En

gagem

en

t

Fra

mew

ork

Lev

el o

f im

ple

men

tation o

f th

e

Fram

ework

Dev

elopm

ent

and

appro

val

of

the

Fram

ewo

rk

Imple

men

tation

and

monitori

ng

of

the

Fram

ewo

rk

Imple

men

tation

and

monitori

ng

of

the

Fram

ework

Rev

iew

o

f th

e

Fram

ewo

rk

OU

TP

UT

M

EA

SU

RE

S /

IN

DIC

AT

OR

S

TA

RG

ET

S

2010/1

1

2011/1

2

20

12

/13

2013/1

4

An

ti-c

orr

up

tio

n

stra

tegy

Rev

iew

imple

men

tation

53

The DPSA's overall strategy is to lead the transformation and modernisation of the public service and to assist with public administration change initiatives both in South Africa and on the African continent. This involves providing assistance to government departments to implement their respective human resource management and development policies, systems and structural solutions within the generally acceptable framework of national norms and standards.

The Department has a total of 491 permanent posts. Given the expanding role of the Department in discharging its mandate in particular providing support to national and provincial departments, there is a need to ensure the filling of all permanent posts on the establishment. The rate of attrition has however been faster than the recruitment process. The compensation budget has been reduced by National Treasury due to the economic downturn in the country and thus resulting in fewer posts being created/filled in the department. Shortage of funding has consequently limited the strengthening of the Department's organisational structure in particular to be able to acquire competent skills at a senior management level. Appointment of more senior management is expected to grow in the coming years as the Department readies itself to implement the Government's new priorities. The Department is alive to the challenges of attracting skilled and experienced employees especially in the context of the current global economic downturn.

To address the DPSA's human capital needs, appropriate strategies will be implemented to ensure fully functional and operational organisational components that are representative of the demographics of the country and informed by the agreed Employment Equity targets. The following are recommendations to achieve the Human Resource Strategies:

• The workload of individual staff members should be revisited.• Implement matrix teams to work smarter and ensure that objectives are achieved.• Fill vacant funded posts sooner.• The service delivery model of the Department to be aligned to the emerging and changing needs of clients and the capacity of the

Department

The table below provides information on the current staffing information of the department.

Current Staffing Status Information

POST AND GRADE NO OF POSTS FILLED POSTS

TOTAL FEMALE MALE Director-General (Level 1)

2

0

2

0

Executive Manager (DDG) (Level 1 6

5

3

2

1

Senior Manager (CD) (Level 14) 33

23

10

13

10

Manager (Director) (Level 13) 72

49

18

31

23

Levels 9 - 12 180

137

78

59

43

Levels 5 - 8 165

137

95

42

28

Levels 1 - 4 33

32

14

18

1

TOTAL 491

385

218

167

106

MEDIUM TERM HUMAN RESOURCE REQUIREMENTS

2

LEVEL VACANT

54

Equity Status Report

Focus Area Target for March 2010 Status at 31 Jan 2010 Deviation

Women in SMS 54%

55%

1%

Blacks in SMS 85%

88%

3.%

Women in L9-L12 54%

50%

-4%

Blacks L9-L12 78%

83%

5%

People with Disability 2.50%

145%

-1.05%

Equity Targets

2010 2011 2012 2013 2014

Women in SMS 50%

50%

50%

50%

50%

Blacks in SMS 80%

80%

80%

80%

80%

Women L9-L12 50% 50% 50% 50% 50%

Blacks in L9-L12 78% 80% 80% 80% 80%

People with Disability 2.50% 2.50% 2.50% 2.50% 2.50%

The DPSA's overall strategy is to lead the transformation and modernisation of the

public service and to assist with public administration change initiatives both in South

Africa and on the African continent. This involves providing assistance to government

departments to implement their respective human resource management and

development policies, systems and structural solutions within the generally acceptable

framework of national norms and standards.

55

MEDIUM-TERM EXPENDITURE FRAMEWORK BUDGET ALLOCATIONS

The following are projected budgets over the medium-term as per programmes:

2010/11 2011/12 2012/13

Medium-term Budget Estimates

MTEF Baseline

R- thousand

1. Administration 138,787

140,559

147,358

2. Human Resource Management and Development in Government

48,903

39,175

41,503

3. Labour Relations and Compensation Management in Government

57,220

57,166

58,076

4. Information and Technology Management in Government

45 ,357

45,202

47,320

5. Service Delivery Improvement throughout

34,962 35,258 36,203

6. Governance for Public Service and Administration 40,788 41,217 43,500

7. Entity Oversight 34,231 35,489 37,193

Total for programmes 400,248 394,066 411,153

Government

56

INTERNAL AUDIT AND RISK MANAGEMENT

In line with the Public Finance Management Act (PFMA) requirements, the DPSA has a functional Internal Audit Unit, consisting of a Director, Deputy Director, four Internal Auditors and an Administrator. The capacity of this unit has been strengthened through a three year co-sourcing arrangement with external service provider. Internal Audit provides regular and ad-hoc reports to the Director-General and makes recommendations on control weaknesses and risk areas to guide interventions that ensure appropriate utilisation of state resources. The unit also presents its reports to management in order to improve overall awareness and information sharing. The Unit is complemented by the Audit Committee which reviews internal audit function and meets on a quarterly basis, and the audits performed by the office of the Auditor General.

The department also has a functional Risk Management Unit and has adopted a Risk Management Strategy which includes a Fraud Prevention Plan. A detailed risk assessment, which has been fed into the rolling three-year and annual internal audit plans of the department, was conducted. The risk assessment is updated annually to highlight new emerging risks. The Executive Committee together with the Audit Committee oversee the implementation of the Risk Management Strategy, the Fraud Prevention Plan as well as the overall process of risk assessment.

57

NOTES