public service commission strategic plan, 2014/15 performance and 2015/16 app 21 april 2015

PUBLIC SERVICE COMMISSION

STRATEGIC PLAN, 2014/15 PERFORMANCE

AND 2015/16 APP21 APRIL 2015

PRESENTATION OUTLINE

• Introduction

• Vision and mission

• Legislative mandate

• Key responsibilities

• Performance environment

• Organisational environment

• Strategic outcome oriented goals

• Performance for 2014/15

• Deliverables for 2015/16

• Budget for 2015/16 to 2017/18

• Conclusion

1

INTRODUCTION

• The PSC is an independent body

established in terms of Chapter 10 of the

Constitution. • The Constitution links the PSC’s

independence firmly with its impartiality and

no organ of state may interfere with the

functioning of the PSC.• It derives its mandate from sections 195

and 196 of the Constitution, 1996, which

sets out the values and principles

governing public administration which

should be promoted by the PSC, as well as

the powers and functions of the PSC.

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INTRODUCTION (2)• Government’s outcomes priorities for the period 2014 – 2019,

which are the building blocks of the National Development Plan

(NDP), served as a basis for the development of the Strategic Plan.• The NDP highlights the importance of the PSC with regards to its

advisory and oversight role and therefore, the PSC also had to

consider the role that the NDP has envisaged for it.• The Strategic Plan reflects the PSC’s priorities to strengthen its

impact in the Public Service as well as its attempts to contribute in

building a Public Service that is developmental oriented.

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VISION & MISSION

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LEGISLATIVE MANDATE

LEGISLATIVE MANDATE (2)• The PSC is a constitutional

oversight body established in 1996, primarily to promote “a high standards of professional ethics in the Public Service”.

• The PSC operates in terms of the PSC Act, 1997.

• The PSC also performs the following functions, emanating from Cabinet decisions: Management of the National

Anti-Corruption Hotline (NACH)

Evaluation of HoDs Resolution of Parliament.

VALUES AND PRINCIPLES

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KEY RESPONSIBILITIES

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• In terms of the Constitution and other legislation relevant to the

PSC, the key responsibilities are among others:

• There are continued signs that the global economic outlook is improving, although unemployment and social inequality continue to be key challenges all over the world, while international capital flows to developing countries are becoming more volatile.

• Due to the impact of the global and local economy, the budget allocation for government departments has been capped.

• Through the application of its monitoring and evaluation tools, the PSC has noted that the performance of the Public Service is uneven and impact on the quality of service delivery.

• In addition, through its Citizens Forum, inspections and public hearings, the PSC has been able to identify service delivery lapses and come up with immediate solutions through engagement with communities, key stakeholders and relevant departments.

• The challenge however remains that the PSC can only apply these tools on a limited scale, therefore limiting its impact on the wider Public Service.

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PERFORMANCE ENVIRONMENT

• Government has adopted the Developmental State model as the overarching development agenda of the country.

• Through the NDP, government has committed itself to building a capable and developmental state.

• The PSC has a central role in shaping the kind of public administration and Public Service that will help South Africa achieve its developmental goals.

• In response to the NDP proposals that the PSC should be an active champion of a meritocratic Public Service with a stronger oversight role, the PSC will need to focus on the creation of a Public Service that is capable, committed, ethical, development-oriented, responsive, transparent and accountable for efficient and effective delivery of quality services to all citizens.

• The PSC indicators through its work show an improvement in the prevention of corruption.

• Although adequate legislation is in place, political will and clear communication is required to foster a sense of commitment to the public good.

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PERFORMANCE ENVIRONMENT (2)

• The PSC is an independent entity established in 1999 in terms of the Constitution.

• As at 14 April 2015, 3 Commissioner posts were vacant; i.e. 1 post at national level, and 2 at provincial (Limpopo and KwaZulu-Natal).

ORGANISATIONAL ENVIRONMENT

5Commissioners recommended

by the National Assembly

9Commissioners nominated by the Premier of each province on the

recommendation by the Provincial Legislatures

Public Service Commission

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ORGANISATIONAL ENVIRONMENT (2)• The PSC has issued Governance Rules which define the role and

functions of Commissioners and provide for various governance structures within the PSC.

• Although the PSC is recognised as a constitutional body, it is not listed in Schedule 1 of the Public Finance Management Act, that provides a list of the constitutional institutions.

• The PSC is supported by an Office (OPSC), which is established as a national government department in terms of Schedule 1 of the Public Service Act, 1994, as amended, and is an organ of state.

• The NDP does specify that there is a potential for the OPSC’s status as a Public Service department to compromise the PSC’s independence.

• The PSC has therefore identified the need to re-position itself as a key priority.

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ORGANISATIONAL ENVIRONMENT (3)

• The organisational structure has 311 posts, including the 14 Commissioners.

• Over the period of 10 years, there has been a minor increase of 45 posts on the establishment. However the work of the PSC increased substantially.

• The PSC’s budget is located within the budget appropriation of the Department of Public Service and Administration (DPSA).

• The DPSA however does not have any authority to adjust the allocation to the PSC, and merely acts as a conduit for the transfer of monies to the PSC.

• Although the OPSC has an Executive Authority in the form of the Chairperson, it is unable to defend its budgetary requirements before Parliament and is dependent on the Minister for Public Service and Administration to lobby for its needs.

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ORGANISATIONAL ENVIRONMENT (4)

• The location of budgets of institutions supporting democracy and

other constitutional bodies has been raised as a concern within the

Forum for Institutions Supporting Democracy as well as by the

Portfolio Committee on Public Service and Administration.• Although the PSC has limited budget and human resource capacity,

it continues to assist stakeholders and appreciates the efforts by

Parliament to address these challenges.

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STRATEGIC OUTCOME ORIENTED GOALS

Strategic OutcomeGoal 2

Service delivery that responds to the needs of the people

Goal statementQuality of service delivery is improved through building a capable and professional public service that promotes public administration

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An efficient, economic, effective and development-oriented public service

Goal statementPeople centred, capable and ethical public service to ensure the optimal use of resources


Strengthened institutional capacity

Goal statementAn independent, impartial, knowledge-based institution that promotes a development-oriented public service


Labour relations and public administration practices that cultivate effectiveness and efficiency

Goal statementAn institution that is impartial and responsive to grievances and complaints lodged in respect of the public service

STRATEGIC OUTCOME ORIENTED GOALS (2)

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2014/1517

• The PSC reviewed its Governance Rules, which were issued in terms of Section 11 of the PSC Act, taking effect on 1 April 2015.

• The PSC received a unqualified audit for the 2013/14 financial year and is awaiting the outcome of the 2014/15 audit.

• In February 2014, the PSC received a trophy from the Auditor-General for its clean audit reports over the years.

PERFORMANCE 2014/15PROGRAMME 1: ADMINISTRATION (1)

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• The total expenditure for the 2014/15 financial year was 99.87% of the total budget allocation.


FINANCIAL YEAR

2011/12 2012/13 2013/14 2014/15*

R’000 R’000 R’000 R’000

Budget R 151 051 R163 177 R201 140 R226 031

Expenditure R 145 419 R162 076 R200 945 R225 728

% Unspent 4.39% 0.03% 0.10% 0.13%

* Unaudited 19

• The PSC has established a Task Team to ensure the implementation of the 8 Principles on Women Empowerment and Gender Equality and progress is reported at the various governance structures of the organisation.

• As at 31 March 2015, the PSC had 54, 5% of women at Senior Management Service level.

• The PSC experienced challenges in meeting its target for employing people with disabilities as they comprised 1, 48% of the staff compliment.

• In order to build the profile and promote the work of the PSC, stakeholder engagement sessions were held in the various the provinces.

• In line with minimising costs for travelling, a video conferencing as well IP Telephony solution was installed in all the provincial offices.

• The PSC also served as Chairperson for the Forum for Institutions Supporting Democracy (FISD).

• Through the FISD, working groups on celebrating 20 years of democracy, case/complaints management and good governance awards have established.

• Stakeholder engagement sessions were held in the Eastern Cape, Limpopo, Gauteng, Mpumalanga provinces.


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• As at 31 March 2015, a total of 872 cases were registered on the

grievance database. Of these cases, 89% were finalised within the

financial year. • The PSC was able to finalise more grievances through its re-

engineered Grievance Panel process.

PERFORMANCE 2014/15PROGRAMME 2: LEADERSHIP AND MANAGEMENT

PRACTICE (1)

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• An annual trends analysis on grievance

resolution was produced.• As the majority of grievances lodged

relate to performance assessments, the

PSC held a roundtable on the

management of the Performance

Management and Development System.

• Investigations on the impact of recruitment and selection practices

as well as the Employment Equity profiles of SMS members were

conducted. • The PSC assessed the effectiveness of training provided by

PALAMA in improving skills and competencies of Public Service

leadership.• Engagements were also held with EAs and senior management of

national departments on the findings of studies on leadership and

management practices that impact on Public Service functionality.• Challenges were experienced with regards to the transfer of the

HoD evaluation function to DPME, and the PSC only focused on

quality assuring the PAs of HoDs that were submitted.

PERFORMANCE 2014/15PROGRAMME 2: LEADERSHIP AND MANAGEMENT

PRACTICE (2)

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• The PSC has a central role in shaping the kind of public administration and public service that will help South Africa achieve its developmental goals.

• In contributing to this, the PSC hosted a three-day high level conference on the Developmental State in November 2014 under the theme: “Building a capable, career and professional Public Service to underpin a Developmental State in South Africa”.

• The outputs of the conference will help to generate debates on the nature and characteristics of the public service that should underpin a developmental state in South Africa.

• Support was provided to the Department of Public Works in Limpopo on performance management and the Department of Economic Development in Limpopo on the creation and maintenance of key capabilities.

• An evaluation of the National Youth Service was conducted.

PERFORMANCE 2014/15PROGRAMME 3: MONITORING & EVALUATION (1)

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• Citizens’ Forums have been found to be a useful and an exciting way of drawing ordinary people into governance process so that the concerns of grassroots communities can be better understood and addressed by official structures.

• From the Citizen Forum held at Lekwa Municipality in Mpumalanga, 71% of the service delivery challenges identified have been addressed.

• Citizens’ Forum were also held at Thembisile Hani Local Munipality in Mpumalanga.

• An assessment of the effectiveness of education districts in supporting the delivery of quality education was conducted.

• Inspections on the availability of text books was conducted at all the provinces.

• In addition, inspections were conducted at the following hospitals: Rob Ferreira, Pelonome, Steve Biko and Chris Hani Baragwanath.

PERFORMANCE 2014/15PROGRAMME 3: MONITORING & EVALUATION (2)

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• The PSC continued to investigate complaints lodged through the Complaints Rules and the NACH.

• Through the implementation of the reviewed processes, the PSC was able to increase the number of complaints it had finalised.

• As the PSC is responsible for implementing the Financial Disclosure Framework, the PSC scrunitised 100% of the financial disclosure forms of SMS members submitted to identify conflict of interest.

• Where potential/actual conflict of interest was identified, the PSC held engagements with the relevant officials.

• In promoting ethical conduct in the Public Service, the PSC held workshops with various national and provincial departments.

• An assessment of the state of integrity in the Public Service was conducted.

PERFORMANCE 2014/15PROGRAMME 4: INTEGRITY AND ANTI-

CORRUPTION (1)

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• Management of the NACH as at 31 March 2015:


CORRUPTION (2)

National/Province Cases Referred Feedback Received % Cases closed

National 6 257 4 508 59%

Eastern Cape 697 554 23%

Free State 314 120 23%

Gauteng 1 760 1 449 71%

KwaZulu-Natal 682 265 18%

Limpopo 480 459 64%

Mpumalanga 1 085 942 81%

North West 415 253 40%

Northern Cape 106 60 40%

Western Cape 491 429 57%

Public Entities 3 168 2 903 92%

TOTAL 15 455 11 942 64%

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CORRUPTION (3)

Nat Departments/

Province

No. of SMS

Members

No. of forms

received manually

No. of forms received via e-Disclosure

No. of Forms

outstanding

Percentage received

Nat Depts 5 772 1 672 2 783 1 317 77%Eastern Cape 655 629 9 17 97%Free State 332 224 100 8 98%Gauteng 744 317 393 34 95%KwaZulu-Natal 561 350 188 23 96%Limpopo 494 94 398 2 99.6%Mpumalanga 311 195 90 26 92%Northern Cape 255 2 253 0 100%North West 299 59 212 28 91%Western Cape 392 0 392 0 100%TOTAL 9 815 3 542 4 818 1 455 85%

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• The overall submission of financial disclosure forms by national and provincial departments by the due date for 31 July 2014 were as follows:

DELIVERABLES FOR 2015/1628

DELIVERABLES FOR 2015/16• In the area of leadership and management practices, the PSC will

amongst others: Continue with the management of grievances Produce a Grievance Newsletter Review of the Grievance Rules Asses the effectiveness, efficient and economic functioning of

the Office of the State Attorney and Office of the Chief State Law Advisor

Conduct an audit of selected human resource practices. Assess the handling of disciplinary cases in the Eastern Cape Intervention in the Eastern Cape Department of Health.

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DELIVERABLES FOR 2015/16 (2) • In the area of monitoring and evaluation, the PSC will, amongst

others: Develop a guideline for analysing Strategic Plans, Annual

Performance Plans and Annual Reports Host a roundtable on the 2014 State of the Public Service Report Evaluate the occupational classification within the Public Service Conduct public hearings on Emergency Medical Services in

Mpumalanga Conduct inspections of border gates in Mpumalanga Host Citizens’ Forum in Marikana and Matsatseng in the North West Conduct inspections to assess the availability of medicines and

medical equipment at selected hospitals in Gauteng Conduct inspections on the availability of Learner Teacher Support

Material at schools Rapid assessment of the implementation of the Central Application

Clearing House.

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DELIVERABLES FOR 2015/16 (3) • In the area of integrity and anti-corruption, the PSC will, amongst

others: Continue to conduct public administration investigations,

manage the NACH and the Financial Disclosure Framework Review the Complaints Rules Produce a factsheet on the cases of financial misconduct Host roundtable on what constitutes financial misconduct Assess the compliance with the provisions relating to

Remunerative Work outside the Public Service, the receipt of gifts and conducting business with the State

Conduct research on the nature and extent of the protection of whistleblowers and investigators in the Public Service

Analyse the economics of corruption and its related risks to the Public Service

Host the Professional Ethics Awards.

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Budget for 2015/16 to 2017/18

BUDGET ALLOCATIONS PER PROGRAMME

Description2015/16R’000

2016/17R’000

2017/18R’000

Programme 1: Admin 94 896 101 521 120 362

Programme 2: LMP 36 867 38 955 42 270

Programme 3: M&E 35 242 37 234 40 449

Programme 4: IAC 44 026 46 703 50 316

Total 211 031 224 413 253 397

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BUDGET ALLOCATION PER ECONOMIC CLASSIFICATION(1)

ADMINISTRATIONDescription

2015/16R’000

2016/17R’000

2017/18R’000

Compensation of Employees 69 778 73 561 70 483

Goods & Services 25 118 27 960 49 879

Total Programme 1 94 896 101 521 120 362

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Description 2015/16R’000

2016/17R’000

2017/18R’000


Goods & Services 963 1 073 662

Total Programme 2 36 867 38 955 42 270

LEADERSHIP AND MANAGEMENT PRACTICE

BUDGET ALLOCATION PER ECONOMIC CLASSIFICATION (2)

MONITORING EVALUATIONDescription 2015/16

R’0002016/17R’000

2017/18R’000


Goods & Services 1 127 1 256 750

Total Programme 3 35 242 37 234 40 449

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INTEGRITY AND ANTI-CORRUPTIONDescription 2015/16

R’0002016/17R’000

2017/18R’000


Goods & Services 2 202 2 598 1 784

Total Programme 4 44 026 46 703 50 316

BUDGET OVERVIEW

• The Office received additional funds for the next MTEF period:

R11.069 million for 2015/16, R12.136 million for 2016/17 and R8.314

million for 2017/18 in respect of rental for new office accommodation. • The budgeted baselines were reduced by R2.304 million in 2016/17

and R2.533 million in 2017/18 in goods and services and R12 million

in 2016/17 and R13 million in 2017/18 for payments of capital

assets.36

BudgetAllocation

Financial Year 2015/16 2016/17

R224m

2017/18

R253mR211m

CONCLUSION • In continuing to contribute to the developmental state agenda, the

PSC will engage with the Minister for the Public Service and

Administration, Parliament and the Executive Authorities on the

findings and recommendations emanating from the work of the PSC

and make specific recommendations for the Public Service and

administration.• In striving to become a key driver of Public Service discourse, the

PSC will continue to promote the constitutional values and principles

and ensure that the needs of citizens are met.• It will also play a more meaningful role towards building a capable

developmental state.• The PSC will continue to discharge its duties in supporting

Parliament and the Provincial Legislatures’ oversight role over the

Executive and the Public Service.

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PSC Website: PSC Website: www.psc.gov.zawww.psc.gov.za

National Anti-Corruption Hotline for the Public Service: 0800 701 701National Anti-Corruption Hotline for the Public Service: 0800 701 701

public service commission strategic plan, 2014/15 performance and 2015/16 app 21 april 2015

Documents

psc act

public service regulations

public administration

legislative mandate

vision mission

national development

act right

efficient performance