Strategic Plan (2013/15, Annual Performance Plan (2014/15 and MTEF Presentation to Portfolio Committee 02 July 2014

Strategic Plan (2013/15, Strategic Plan (2013/15, Annual Performance Plan Annual Performance Plan (2014/15 and MTEF (2014/15 and MTEF

Presentation to Portfolio Committee02 July 2014

PRESENTATION OUTLINE PRESENTATION OUTLINE

1. Constitutional and Legislative Mandate

2. Vision, Mission and Value Statement

3. Strategic Goals – 2013/15

4. Annual Performance Plan – 2014/15

5. Budget Expenditure and allocation over MTEF

6. Use of Consultants

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CONSTITUTIONAL AND LEGISLATIVE CONSTITUTIONAL AND LEGISLATIVE MANDATEMANDATE

Constitutional mandate

According to Chapter 10 (s 195[1]) of the Constitution of the Republic, Public Administration must be governed by the democratic values and principles enshrined in the constitution, including the following principles:

1) A high standard of professional ethics must be promoted and maintained;2) Efficient, economic and effective use of resources must be promoted;3) Public administration must be development –oriented;4) Services must be provided impartially, fairly, equitably and without bias;5) People’s needs must be responded to , and the public must be encouraged

to participate in policy making;6) Public administration must be accountable;7) Transparency must be fostered by providing the public with timely,

accessible and accurate information;8) Good human-resources management and career-development practices,

to examine human potential, must be cultivated; and9) Public administration must be broadly representative of the South African

people, with employment and personnel management practices based on ability, objectivity, fairness, and the need to redress the imbalances of the past to achieve broad representation.

The ‘essence’ of these principles was endorsed through the adoption of what has become known as the Batho Pele principles.3


Legislative mandate

The Department of Public Service and Administration draws its mandate from Section 195(1) of the Constitution ,which sets out basic values and principles that the public service should adhere to, and the Public Service Act (PSA) of 1994, as amended.

In terms of the Public Service Act (PSA) of 1994, as amended, the Minister for the Public Service and Administration is responsible for establishing norms and standards relating to;

1) The functions of the public service;2) Organisational structures and establishments of departments

and other organisational and governance arrangements in the public service;

3) Labour relations, conditions of service and other employment practices for employees;

4) The Health and wellness of employees; 5) Information management ;6) Electronic government in the public service;7) Integrity, ethics, conduct and anti-corruption; and8) Transformation, reform, innovation and any other matter to

improve the effectiveness and efficiency of the public service and its service delivery to the public.

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Legislative mandate

According to Section 41 of the Public Service Act, the Minister may, subject to the Labour Relations Act and any collective agreement, make determinations regarding the conditions of service of employees generally or categories of employees, including determinations regarding salary scales and allowances for particular categories of employees.

All collective agreements concluded at the Public Service Coordinating Bargaining Council (PSCBC) are deemed to be determinations made by the Minister in terms of Section 3(5) of the Public Service Act and the Minister is empowered further to issue directives to elucidate or supplement such determinations.

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VISION AND MISSION AND VALUE VISION AND MISSION AND VALUE STATEMENT STATEMENT

VISION

A professional, productive and responsive public service and administration MISSION

Establish norms and standards to ensure that the state machinery functions

optimally and that such norms and standards are adhered to.

Implement interventions to maintain a compliant and functioning Public

Service.

Promote an ethical public service through programmes, systems,

frameworks and structures that detect, prevent and combat corruption.

Contribute towards improved public administration in Africa and

internationally through dialogue and sharing of best practices.

VALUE STATEMENT

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2013/15 STRATEGIC PLAN 2013/15 STRATEGIC PLAN

STRATEGIC GOALS

Strategic Goal 1: An efficient and effective Public Service and Administration◦ Address areas of duplication, weaknesses and wastage within the public

service including; rationalisation of organizational structures of departments ,improving the effective management of discipline and improving the implementation of resolutions signed with labour through the PSCBC collective agreements.

Strategic Goal 2: A Capable, Equitable and Professional Public Service and Administration◦ Introduce measures to professionalise the public including compulsory

training progammes and the review and enhancement appointment procedures for senior managers.

Strategic Goal 3: Appropriate legislative frameworks for Public Service and Administration◦ Strengthen the enabling environment for effective public administration

by reviewing existing legislation and introducing new legislative frameworks for public service and administration.

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2013/15 STRATEGIC PLAN 2013/15 STRATEGIC PLAN

STRATEGIC GOALS

Strategic Outcome-Oriented Goal 4: An ethical and clean Public Service and Administration◦ Promote a corruption-free public administration through the

implementation of practical interventions to prevent, detect and combat corruption

◦ Promote the ethical behavior of public servants through improving compliance to public administration prescripts and regulations.

Strategic Outcome-Oriented Goal 5: Improved public

administration in Africa and Internationally◦ Contributes towards improved public service and

administration in Africa and internationally through entering into mutually beneficial partnerships, dialogue and domestication of best practice.

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STRATEGIC PRIORITIES FOR THE 2014/15 STRATEGIC PRIORITIES FOR THE 2014/15 FINANCIAL YEARFINANCIAL YEAR

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The priorities for the 2014/15 Annual Performance Plan are informed by;

1)2013/15 Strategic Plan.

2)National Development Plan as translated

into the 2014-19 Medium Term Strategic

Framework (MTSF).

3)The 2014/15 has been developed in line

with the new organisational structure.

NATIONAL DEVELOPMENT PLAN – Chapter 13NATIONAL DEVELOPMENT PLAN – Chapter 13

With the introduction of the National Development Plan (NDP) Vision 2030; the Department of Public Service and Administration is required to implement and coordinate interventions aimed at achieving an efficient, effective and development oriented public service which is an essential element of a capable and developmental state. As described in the NDP, there continues to be unevenness in capacity that leads to uneven performance in the public service.

This unevenness is attributed to a complex set of factors, including tensions in the political-administrative interface, instability of the administrative leadership, skills deficits, insufficient attention to the role of the state in reproducing the skills it needs, the erosion of accountability and authority, poor organizational design and low staff morale.

To address this unevenness there is a need to strengthen skills, enhance morale, clarify lines of accountability, build an ethos of public service, build mechanisms and structures to support departments in developing their capacity and professional ethos while ensuring that department’s fulfill their regulatory responsibility to improve service delivery.

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NATIONAL DEVELOPMENT PLAN – Chapter 13NATIONAL DEVELOPMENT PLAN – Chapter 13

To achieve the above mentioned, Chapters 13 and 14 of the NDP have identified the following sub-outcomes which must be met to achieve the vision set out in the National Development Plan;

1)A stable political-administrative interface2)A public service that is a career of choice3)Sufficient technical and specialist professional skills4)Efficient and effective management and operations systems5)Procurement systems that deliver value for money6)Strengthened accountability to citizens7)Improved inter-departmental coordination8)Improved mechanisms to promote ethical behaviour in the

public service

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KEY NDP ACTIONS TO BE IMPLEMENTED BY THE KEY NDP ACTIONS TO BE IMPLEMENTED BY THE DPSADPSA

Create minimum level of Public Service and Administration delegations from Executive Authorities to Accounting Officer’s and other senior officials.

Pilot a formal graduate recruitment scheme to support departments in attracting and developing young talent.

Use assessment mechanisms such as exams, group exercises and competency tests to build confidence in recruitment systems.

Put in place support programmes for departments to ensure supervisors and managers implement processes which enable front line staff to provide efficient and courteous services to citizens.

Review, improve and support implementation of the service delivery improvement planning system provided for in the public service regulations, directives and guidelines

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KEY NDP ACTIONS TO BE IMPLEMENTED BY THE KEY NDP ACTIONS TO BE IMPLEMENTED BY THE DPSADPSA

Revitalize and monitor adherence to Batho Pele programme (wearing name tags improving attitudes, being courteous, responsiveness, etc)

Strengthen implementation of Financial Disclosure Framework.

Prohibit public servants from doing business with the state.

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OTHER KEY PROJECTS AND INTERVENTIONS OTHER KEY PROJECTS AND INTERVENTIONS FOR THE 2014/15 FINANCIAL YEARFOR THE 2014/15 FINANCIAL YEAR

1) Support interventions for service delivery improvement. 2) Improved management of discipline.3) Implementation of PSCBC Resolutions.4) Implementation of the Service Charter.5) Implementation of the Complaints and Compliments Framework.6) Monitoring compliance to public service regulations.7) Improving the management of Productivity within the Public

Service through the implementation of the Management framework.

8) Support the implementation of the Directive on Compulsory Training and Mandatory Training Days.

9) Support the implementation of the Performance Awards and Recognitions System.

10) Support the implementation of the Public Administration and Management (PAM) Bill.

11) Framework for Section 100 interventions.12) Investigation of corruption related cases .13) Implementation of the E-Disclosure System ( for financial

disclosures).

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OTHER KEY PROJECTS AND INTERVENTIONS OTHER KEY PROJECTS AND INTERVENTIONS FOR THE 2014/15 FINANCIAL YEARFOR THE 2014/15 FINANCIAL YEAR

Public Administration and Management (PAM) Bill

The Public Administration Management Bill (PAM BILL), 2013 to provides for the organisation, management, functioning and personnel related matters in administration in the three spheres of government and for related matters.

The Bill seeks to, amongst others,

◦ To promote the basic values and principles governing the public administration referred to in section 195(1) of the Constitution;

◦ To provide for the transfer and secondment of employees in the public administration; to regulate conducting business with the State;

◦ To provide for capacity development and training; to provide for the establishment of the National School of Government;

◦ To provide for the use of information and communication technologies in the public administration; to establish the Public Administration Ethics, Integrity and Disciplinary Technical Assistance Unit;

◦ To provide for the Minister to set minimum norms and standards for public administration; and,

◦ To establish the Office of Standards and Compliance to ensure compliance with minimum norms and standards.

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PROGRAMME 1: ADMINISTRATION PROGRAMME 1: ADMINISTRATION – 2014/15 – 2014/15 PRIORITIES PRIORITIES

1) Annual financial statements submitted to National Treasury and Auditor General on 31 May 2014

2) Achieve Risk Maturity Level 5 by closely monitoring the department's risks to ensure prudent risk taking.

3) Complete 100% of projects in the annual internal audit plan

4) Monitor and report progress with regards to achievement of compliance with EE targets for the Department

5) Enhance IT Business Systems

6) Profile the highlights of the departments as at the end of the term of the current administration

7) Develop and table the 2015-2020 Strategic Plan and the 2015/16 Annual Performance Plan in Parliament in March 2015

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PROGRAMME 2: LABOURPROGRAMME 2: LABOUR– 2014/15 – 2014/15 PRIORITIES PRIORITIES

Monitor and report on the implementation of the PSCBC Resolution 1 of 2012 by departments and submit reports to the Minister

Seek mandate for next round of negotiations from the Mandate Committee and table Proposals for next rounds of salary negotiations to the PSCBC

Monitor and report on the implementation of the disciplinary code and procedure by national and provincial departments

Support the implementation of the Charter by all relevant stakeholders

Develop the GEHS business case and submit to the Minister for approval

Develop and implement an implementation strategy to support departments on HR matters.

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PROGRAMME 2: LABOUR PROGRAMME 2: LABOUR – 2014/15 – 2014/15 PRIORITIES PRIORITIES

Develop draft two (2) of the Remuneration Policy and consult in the PSCBC..

Develop and submit the final job grading system to the Minister for approval.

Review and align the Human Resource Development Strategic Framework and submit to the Minister for approval.

Monitor and report on the median time to fill posts and the average funded vacancy rate in the public service.

Conduct Research on the establishment and implications for a Formal Graduate Recruitment Programme linked to the existing Internship Programme in the Public Service. Include local and international best practices.

Implementation of a capacity building programme for departments on the use of Guidelines for analysing and interpreting HR Connect Reports.18

PROGRAMME 3 : GOVERNANCEPROGRAMME 3 : GOVERNANCE– 2014/15 – 2014/15 PRIORITIES PRIORITIES

Working with the DPME ; finalise the 2014-19 Programme of Action on Outcome 12 and coordinated the development and submission of the progress reports to the Governance and Administration Cluster (G&A) Cluster.

Support the implementation of the directive on standardised delegation principles and templates.

Facilitate the alignment of Organisational structures of the Provincial Departments of Health, Social Development, Education, OTP and Finance to the generic functional structures.

Monitor and report on the efficiency and effectiveness of the organisational structures and forms in the public service.

Support national and provincial with the implementation of the Directive oon mandatory training days and training programmes for SMS that seeks to also strengthen the recruitment of SMS members

Provide implementation support to departments and monitor and

report on the implementation of the Public Sector Integrity Framework 19

PROGRAMME 3 : GOVERNANCE PROGRAMME 3 : GOVERNANCE – 2014/15 PRIORITIES – 2014/15 PRIORITIES CONTINUED…CONTINUED…

Monitor and report on the usage of the e-Disclosure system in all national departments.

Revise the determination on Other Remunerative Work Outside the Public Service.

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PROGRAMME 4: SERVICE DELIVERYPROGRAMME 4: SERVICE DELIVERY– 2014/15 – 2014/15 PRIORITIES PRIORITIES

Track and report on progress made by identified departments with regards to improvement in the delivery of their services to the citizens.

Framework on Professionalization of the Public Service submitted to the Minister for approval.

Facilitate the improvement of unit costs, and the implementation of the Business process management framework and Standard Operating Procedures in selected departments through advocacy workshop

Host the Batho Pele Excellence Awards (NBPEA) and monitor the implementation of the Rewards and Recognition System in selected departments.

Conduct National and Provincial Workshops on APRM Second Generation Country Review Methodology and process.

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PROGRAMME 4: SERVICE DELIVERYPROGRAMME 4: SERVICE DELIVERY– 2014/15 – 2014/15 PRIORITIES PRIORITIES

Conduct the Employee Satisfaction Survey in sampled departments.

Facilitate the development of service delivery improvement programme and value chain for service centres and frontline service delivery.

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PROGRAMME 5: POLICYPROGRAMME 5: POLICY– 2014/15 PRIORITIES – 2014/15 PRIORITIES

Facilitate the development of the regulations for the Single Public Service (SPS) legislation.

Complete the Management Framework for Government one-stop-shop.

Undertake a Feasibility Study for a Government one-stop-shop train.

Register of Public Administration Policies developed and launched

Current Public Administration policies reviewed and report submitted to the Director General.

Identify and consult on new policies aligned to the National Development Plan.

Develop the Knowledge Management Framework.

Host a learning workshop with departments based on the MPAT results Report.

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PROGRAMME 5: POLICYPROGRAMME 5: POLICY– 2014/15 – 2014/15 PRIORITIES PRIORITIES

Produce 3 Editions of the Service Delivery Review (SDR) Journal produced and host a Public Service Learning Network.

Monitor and Report on the Developments with regards to provision of Reasonable Accommodation and Assistive

Devices for public servants with disabilities.

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PROGRAMME 6: GOVERNMENT’S CHIEF INFORMATION PROGRAMME 6: GOVERNMENT’S CHIEF INFORMATION OFFICER (OGCIO)OFFICER (OGCIO) – 2014/15 PRIORITIES – 2014/15 PRIORITIES

Conduct analysis of bandwidth and uptime in sample of Thusong Centres and submit report to GITO Council and SITA.

Develop e-government strategy that deploys ICT as a tool of service delivery.

Monitor ICT expenditure and identify mechanisms to keep Public Service ICT costs within or below retail levels and submit the ICT Expenditure review report to the Director General and GITOC.

Monitor, advise and report to the Minister on SITA related issues.

At least 4 CIO meetings convened

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PROGRAMME 6: GOVERNMENT’S CHIEF INFORMATION PROGRAMME 6: GOVERNMENT’S CHIEF INFORMATION OFFICER (OGCIO)OFFICER (OGCIO) – 2014/15 PRIORITIES – 2014/15 PRIORITIES

Monitor and report on implementation of the Governance of ICT Framework by national, provincial departments,.

Introduce mechanisms to contribute towards reduction of security risks as identified by Auditor General on the Public Service ICT security monitoring lapses , incidents, processes and good practices.

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PROGRAMME 7: RESEARCH AND ANALYSISPROGRAMME 7: RESEARCH AND ANALYSIS– – 2014/15 PRIORITIES 2014/15 PRIORITIES

Conduct a Geographic accessibility study for Thusong Service Centres in eight identified provinces.

Support national and provincial departments to institutionalise productivity framework for the public service.

Conduct Productivity and Work Measurement studies.

Oversee the development of baseline unit costs for two (2)selected services in two selected departments.

Provide advocacy workshops on the implementation of the complaints and compliments framework in selected provinces .

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PROGRAMME 8: LEGAL SERVICESPROGRAMME 8: LEGAL SERVICES– 2014/15 – 2014/15 PRIORITIES PRIORITIES

Provide legal advice to departments to support the implementation of the Public Service Regulations.

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FINAL Expenditure - 31 March 2014FINAL Expenditure - 31 March 2014

Description R'000

Adjusted Budget 829 731 million

Actual Expenditure as at 31 March 2014 809 103 million

Budget Unspent 20 628 million

% Spent Against Budget 97.51 %

DPSA 2013/14 FINAL EXPENDITURE PER DPSA 2013/14 FINAL EXPENDITURE PER ECONOMIC CLASSIFICATIONECONOMIC CLASSIFICATION

DESCRIPTION Final Budget

Exp- 31 March 2014

Available Budget

% spent

R'000 R'000 R'000 % Comp. of Employees 254 883 241 488 13 395 94.74 Goods and Services 207 882 200 791 7 091 96.59 Interest and Rent on Land - - - - Pay. for Financial Assets 163 163 - 100.00 Transfer and Subsidies 358 360 358 225 135 99.96 Payment of Capital Assets 8 443 8 436 7 99.92 Total 829 731 809 103 20 628 97.51

DPSA 2013/14 FINAL EXPENDITURE PER DPSA 2013/14 FINAL EXPENDITURE PER PROGRAMMEPROGRAMME

DESCRIPTION Final Budget Actual. - 31 March 2014

Available Budget

% spent

R'000 R'000 R'000 % Admin 201 349 210 161 -8 812 104.38 HRMD 39 690 39 286 404 98.98 LRRM 49 860 28 578 21 282 57.32 PSICTM 33 359 25 773 7 586 77.26 SDOT 54 753 54 752 1 100.00 GIR 72 763 72 612 151 99.79 Total 451 774 431 162 20 612 95.44 CPSI 21 587 21 571 16 99.93 PSETA 23 308 23 308 - 100.00 NSG 131 922 131 922 - 100.00 PSC 201 140 201 140 - 100.00 Total 377 957 377 941 16 100.00 Total 829 731 809 103 20 628 97.51

MTEF ALLOCATIONS PER ECONOMIC MTEF ALLOCATIONS PER ECONOMIC CLASSIFICATIONCLASSIFICATION

DESCRIPTION 2011/12 Audited Outcom

2012/13 Audited Outcom

2013/14 Unaudited Outcome

2014/15 Budget

2015/16 MTEF Estimate



R'000 R'000 R'000 R'000 R'000 R'000 R'000 Comp. of Employees 181 897 203 338 254 883 265 846 296 521 316 559 336 503 Goods and Services 159 281 181 489 207 882 212 744 194 163 203 763 213 956 Inter. and Rent on Land 305 170 - - - - - Pay. for Financial Assets 46 64 163 - - - - Transfer and Subsidies 295 810 313 559 358 360 390 163 381 447 404 421 439 786 Pay. of Capital Assets 8 130 5 092 8 443 6 321 4 623 4 597 4 826 Total 645 469 703 712 829 731 875 074 876 754 929 340 995 071

MTEF ALLOCATIONS PER PROGRAMME

DESCRIPTION 2011/12 Audited Outcome

2012/13 Audited Outcome


2014/15 Budget

2015/16 MTEF Estimates



R'000 R'000 R'000 R'000 R'000 R'000 R'000 Admin 150 329 181 322 201 349 211 409 231 556 240 639 254 334 HRMD 32 120 36 615 39 690 37 557 38 375 40 160 42 605 LRRM 24 578 26 936 49 860 48 482 33 101 37 455 39 658 PSICTM 34 704 22 217 33 359 37 554 35 880 38 520 40 657 SDOT 51 502 50 960 54 753 52 246 52 904 54 694 57 957 GIR 41 956 53 253 72 763 76 277 81 407 90 292 95 583 Total 335 189 371 303 451 774 463 525 473 223 501 760 530 794 CPSI 17 200 20 613 21 587 22 304 23 003 24 094 25 472 PSETA 23 708 25 295 23 308 24 706 25 843 27 213 28 574 NSG 118 321 124 384 131 922 138 508 143 654 151 860 162 602 PSC 151 051 162 117 201 140 226 031 211 031 224 413 247 629 Total 310 280 332 409 377 957 411 549 403 531 427 580 464 277 Total 645 469 703 712 829 731 875 074 876 754 929 340 995 071

CPSI Programmes 2014/15CPSI Programmes 2014/15

To investigate, pilot, demonstrate and mainstream sustainable models and solutions for innovative service delivery through:

◦ Replication of innovative projects from the Awards programme (e.g. Ligbron eLearning, Tele-radiology)

◦ New innovations tested and piloted (e.g. Honeydew Police CCTV Centre, Hospital Energy Efficiency Project)

◦ Leveraging the National System of Innovation to address service delivery challenges (e.g. Eliminating duplication in dispensing of chronic medication, Crime reporting and community safety in informal settlements)

◦ Demonstration and entrenchment of Innovation in the Public Sector through a functional Multi-Media Innovation Centre (e.g. Business Process Re-engineering Platform for departments)

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Promote good governance in the public service, nationally and internationally, through sharing of best practices in public administration and financial management◦ Serving as the SADC Online Regional Centre for the

United Nations Public Administration Network Portal (Coordination and uploading South African and SADC content for global sharing and learning on innovative practices)

◦ Members of the UN Committee of Experts in Public Administration (CEPA)

◦ Member of the UN Expert Group on Transferring Innovations to Least Developed Countries to achieve their Millennium Development Goals

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To entrench a culture and practice of innovation in the Public Sector through innovation platforms and knowledge exchange products:

◦ Rewards programme for the unearthing of innovations (Annual CPSI Public Sector Innovation Awards)

◦ Annual Conference for knowledge exchange for public sector innovation

◦ Innovation Capacity building (Leading Innovation in the Public Sector Module with NSG)

◦ Publication of innovation case studies and discussion papers in Ideas that Work: the South African Public Sector Innovation Journal (Two editions per year)

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National School of Government: Alignment to MTSF National School of Government: Alignment to MTSF 2014-192014-19

Build capacity through learning and development interventions and

improve quality of training (Focus on both technical and specialist professional skills)

Develop mechanisms to help departments to improve their performance on MPAT assessments

Develop mentoring and peer review mechanisms for senior managers

Support departments in attracting and developing young talent and in inducting new public servants

Capacity building and professionalising supply chain management

Strengthen institutional capacity to identify and address possible cases of corruption

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Training Targets Aligned to MTSF Priorities Training Targets Aligned to MTSF Priorities

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CONSULTANTS EXPENDITURECONSULTANTS EXPENDITURE

DESCRIPTION 2012/13 Audited Outcom


R'000 R'000 Business and Advisory Services 14 310 12 662Legal Costs 449 1 822Contractors 5 008 7 521Agency and Outsource Services 194 549 Total 19 961 22 554

THANK YOUTHANK YOU

Documents

Strategic Plan (2013/15, Annual Performance Plan (2014/15 and MTEF Presentation to Portfolio Committee 02 July 2014