foreword by the minister - gov · situational analysis 10 outcomes 14 part b strategic plan 26...
TRANSCRIPT
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
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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
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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.
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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)
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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
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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
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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.
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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.
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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
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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.
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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
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TRANSLATING OUTCOMES INTO ACTION
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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
Dece
nt
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 %
of
young
gra
duat
es a
nnua
lly
• Im
plem
ent
the
yout
h 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 a
nd 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
rtunitie
s
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
ope
rational
T
huso
ng
Serv
ice
Cen
tres
Rura
l Connec
tivi
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
Yout
h D
evel
opm
ent
Pro
gram
me
in r
ura
l
area
s
• Le
arne
rshi
ps
and 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
en
ab
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
nsu
re a
n In
tegr
ated
Publ
ic S
ervi
ce w
ith a
ll th
ree
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
mun
icip
alitie
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
mone
y
• D
eter
min
e ben
chm
ark
for
cost
s fo
r public
ser
vice
Eff
ect
ive
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 a
nd 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
/ ca
dre
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
pete
ncy
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
ponen
ts
• 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
ect
ive
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
ning
• 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 o
f 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 r
espec
t to
sig
nin
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
pria
te
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
oni
tor
and 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
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
truc
ture
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 de
velo
pm
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
onn
ect
imple
men
ted i
n 1
46
dep
artm
ents
N
umber
of
depa
rtm
ents
in
whi
ch t
he
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 d
epar
tmen
ts
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
id
entifie
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)
Monitori
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
esourc
e pla
nnin
g an
d 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 0
00 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
ctitio
ners
tha
t ha
ve c
om
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
ctitio
ners
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
itutiona
lised
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
be
twee
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 o
f
the
recr
uitm
ent
tool
inte
rven
tions
support
ed a
nd
moni
tore
d
Impro
ved r
ecru
itm
ent
pra
ctic
es
inst
itutional
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
mont
hs
of be
ing
vaca
nt/a
ppr
ove
d
Vac
anci
es a
re
adve
rtis
ed w
ithin
2
month
s of bei
ng
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
dget
The
num
ber
of
dep
artm
ents
that
use
at l
east
75%
of
thei
r tr
aini
ng b
udge
ts
to tr
ain
empl
oye
es
on
appro
ved
trai
ning
pr
ogr
amm
es,
incl
udin
g
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 o
f 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 v
erifi
catio
n
info
rmat
ion
Dep
artm
ents
suppo
rted
to
imple
men
t an
d
mai
ntai
n v
erifi
catio
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
impl
emen
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
imple
men
ted in
100%
of
dep
artm
ents
A
ppro
ved
inst
rum
ents
amen
ded
and
issu
ed a
nd
impl
emen
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
perf
orm
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
impl
emen
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
Ann
ual
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
Reso
urc
e
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
impl
emen
tation
of
the
HR
P
stra
tegi
c
fram
ework
70%
of
all
dep
artm
ents
ha
ve
impl
emen
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
nsolid
ated
H
R
info
rmat
ion
tool
HR
in
form
atio
n
tool dev
eloped
and
appro
ved
Tool
inst
itutiona
lised
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
Monitori
ng
rep
ort
on
the
impro
vem
ent
in
gend
er
resp
ons
ive
pro
gram
mes
Monitori
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
itutiona
lised
Impl
emen
tation
inst
itutional
ised
D
epar
tmen
ts
supp
ort
ed
in
the
dev
elopm
ent
of
thei
r pl
ans
and t
he
impl
emen
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
impl
emen
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
Read
iness
Ass
ess
men
ts an
d
Imp
lem
en
tati
on
Pla
ns
Rea
din
ess
Ass
essm
ents
an
d
Impl
emen
tation
Pla
ns o
f 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
tation
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
mpl
emen
t co
mpe
nsat
ion p
olic
es a
nd g
uidel
ines
, pa
rtic
ipat
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
Colle
ctiv
e
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
capa
city
of Pub
lic S
erva
nts
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
Se
rvic
e
De
live
ry
Un
it
Effe
ctiv
e an
d e
ffici
ent
man
agem
ent
of
dis
cipl
ine
in t
he p
ubl
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
prac
tice
s w
ithin
an a
ccep
tabl
e in
form
atio
n se
curi
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
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
shar
ed
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
prac
tice
s w
ithi
n an
acc
epta
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
imple
men
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
Func
tiona
l 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
proto
type
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
initia
l se
rvic
es o
n 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
Counci
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
acity
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
cution
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 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
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
(Int
ellig
ence
, 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 public
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
impl
emen
tation
of
SDIP
s
Targ
et
60%
com
plia
nce
Moni
tor
an
d
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 th
e
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
conc
ept
docu
men
t
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
awar
d
cere
mony
per
year
1
awar
d
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
roun
d re
port
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
depa
rtm
ents
th
at
have
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
Moni
tor
an
d
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
deve
lopm
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
part
men
ts im
plem
enting
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
delive
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
ntin
uous
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
ntinu
ous
upd
atin
g
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
truc
ture
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 o
f th
e 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 f
ocu
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
renc
e im
plem
ente
d 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
proje
ct p
lan
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
bers
Han
dbo
ok
on
appo
intm
ent
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
ective
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 e
nga
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
itutional
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
egul
atio
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
eval
uatio
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
, nat
iona
lly a
nd i
nte
rnat
iona
lly, th
rough
eth
ical
cond
uct
, co
mplia
nce
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
monitore
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
ctic
e in
Go
vern
an
ce in
the P
ub
lic
Sect
or
• 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
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DIC
AT
OR
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TA
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2010/1
1
20
11
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20
12
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20
13
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Afr
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Peer
Revie
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(AP
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DIC
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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.