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PUBLIC SERVICE COMMISSION STRATEGIC PLAN, PERFORMANCE FOR 2013/14, APP AND BUDGET JULY 2014. PRESENTATION OUTLINE. Introduction The PSC’s vision and mission Our legislative mandate Organisational setup Strategic outcome oriented goals PSC Outputs Programme Structure

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  2. PRESENTATION OUTLINE • Introduction • The PSC’s vision and mission • Our legislative mandate • Organisational setup • Strategic outcome oriented goals • PSC Outputs • Programme Structure • Performance for 2013/14 • Deliverables for 2014/15 • Budget for 2014/15 to 2016/17 • Conclusion 1

  3. INTRODUCTION • The PSC is established in terms of Chapter 10 of the Constitution. • 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. • It is vested with custodial oversight responsibilities for the Public Service and monitors, evaluates and investigates public administration practices.

  4. INTRODUCTION (2) • As a knowledge-based institution, the PSC produces and applies information to contribute to a participatory and developmental Public Service. • The PSC was established to strengthen the oversight role of Parliament and the legislatures over the Executive and Administrative branches of the state to facilitate transparent and effective policy formulation and implementation. • The PSC’s interaction with Parliament is mainly for reporting purposes in respect of its activities and the performance of its functions as required by the Constitution. • Over the years the PSC has embarked on a process to establish and consolidate working relations with the relevant Portfolio Committees at both national and provincial level.

  5. THE PSC VISION & MISSION To promote the constitutionally enshrined democratic principles and values of the Public Service by investigation, research, monitoring, evaluating, communicating and reporting on public administration. A champion of public administration excellence in democratic governance in South Africa. Vision Mission 5


  7. OUR LEGISLATIVEMANDATE (2) In terms of section 196(4) of the Constitution, the powers and functions of the PSC are to- promote Constitutional Values and Principles in the Public Service investigate, monitor and evaluate the organisation and administration, and the personnel practices of the Public Service propose measures to ensure effective and efficient performance within the Public Service VALUES AND PRINCIPLES

  8. OUR LEGISLATIVEMANDATE (3) give directionsaimed at ensuring that personnel procedures (recruitment, transfer, promotions and dismissals) comply with the basic values and principles set out in section 195 reporton activities to the National Assembly and to Provincial Legislatures in respect of activities in Provinces either of own accord or on receipt of a complaint: investigate the application of personnel and public administration practices and report to the relevant EA & Legislature investigate grievances of employees in the Public Service and recommend remedies monitor and investigate adherence to applicable procedures in the Public Service advise National and Provincial Organs of State regarding personnel practices in the Public Service

  9. The Public Service Commission Act, 1997 provides for the regulation of the PSC with regard to: • the constitution of the PSC • appointment of Commissioners • designation of the Chairperson and Deputy Chairperson • conditions of appointment of Commissioners • removal from office of Commissioners • functions of the Commission (inspections, inquiries, etc.) • rules according to which the PSC should operate • the Office of the Public Service Commission (OPSC) OUR LEGISLATIVEMANDATE (4) 6

  10. OUR LEGISLATIVEMANDATE (5) • In terms of the Public Service Act, the PSC may: • investigate compliance with the Public Service Act • issue directions contemplated in section 196 (4)(d) of the Constitution in order to ensure compliance with the Public Service Act • investigate and consider grievances of employees and HoDs under certain circumstances • recommend that executive authorities act in terms of a particular provision(s) of the Public Service Act or any other law. • The PSC also performs the following functions, emanating from Cabinet decisions: • Management of the National Anti Corruption Hotline (NACH) • Evaluation of HoDs 7

  11. ORGANISATIONAL SETUP (1) • The PSC was established in 1999 in terms of the Constitution. • All members of the PSC are appointed by the President. Chairperson 9 Commissioners nominated by the Premiers of each province 5 Commissioners recommended by the National Assembly PSC Deputy Chairperson

  12. ORGANISATIONAL SETUP (2) • The Chairperson of the PSC is the Executive Authority of the Office of the PSC. • The PSC is neither an organ of state nor a sphere of government as envisaged by Section 41 of the Constitution. • It is a separate and independent institution to the OPSC and therefore functions independently of other government departments, Ministers or institutions. • The OPSC, as a national government department is however, an organ of state. • The OPSC is headed by a Director-General, who is also the Accounting Officerand supports the PSC. • The organisational structure has 311 posts,including the 14 Commissioners. 10

  13. Strategic Outcome Goals underpinning the Strategic Plan PSC’S STRATEGIC VISION

  14. STRATEGIC OUTCOME ORIENTED GOALS • The strategic outcome-oriented goals are geared towards the promotion of good governance for a successful Developmental State and improved performance of Government in equitable service delivery. 11


  16. PSC’S OUTPUTS These outputs are regarded as toolsthat Parliament/Legislatures can utilise in performing its oversight function over the Administrative branch of government. 16

  17. PROGRAMME STRUCTURE The PSC’s programme structure is divided into the following four programmes: Prog: Admin The programme provides the overall management of the PSC and centralised support services. Promotes sound Public Service leadership, human resource management, labour relations and labour practices. Prog: LMP Prog: M&E Establish a high standard of service delivery, monitoring and good governance in the Public Service. Undertake public administration investigations, promote a high standard of professional ethical conduct amongst public servants and contribute to the prevention and combating of corruption. Prog: IAC 17

  18. IMPLEMENTATION OF THE STRATEGIC PLAN Performance 2013/14 HRM Finance Performance Info Laws Regulations

  19. PERFORMANCE 2013/14PROGRAMME 1: ADMINISTRATION (1) • The PSC received a clean audit for the 2012/13 financial year and is awaiting the outcome of the 2013/14 audit. • The PSC is proud to have received a trophy from the Auditor-General for its clean audit reports over the past years. • The total expenditure for the 2013/14 financial year was 99.90% of the total budget allocation. • The PSC received additional funding of R29 million from National Treasury through Policy Options for the creation of an additional 38 posts at National Office and Provincial Offices. * Unaudited 16

  20. PERFORMANCE 2013/14PROGRAMME 1: ADMINISTRATION (2) • As part of celebrating the PSC’s 100 years of existence, the PSC held stakeholder engagement sessions in Gauteng, Eastern Cape, Mpumalanga, and the national conference in Cape Town. • In order to strengthen the PSC’s mandate, the PSC commenced with the process of amending the PSC Act. • The PSC Amendment Bill was published for public comment and submitted to Cabinet. • Due to the timing of the Bill, it was decided that a comprehensive review of the Bill will be undertaken in the 2014/15 financial year. • The PSC chairs the Forum for Institutions Supporting Democracy.   • On a continental level, the PSC is the President of the Association of African Public Services Commissions (AAPSComs). • The 3rd General Assembly of AAPSComs was held in Addis Ababa, Ethiopia and the PSC of South Africa was re-elected as President of the AAPSComs. 17

  21. PERFORMANCE 2013/14PROGRAMME 2: LEADERSHIP AND MANAGEMENT PRACTICE (1) • As at March 2014, a total of 785 cases were registered on the grievance database. Of these cases, 63% were finalised within the financial year. • There has been an increase in the number of grievances lodged with the PSC over the years. Through its re-engineered Panel on Grievances, the % of cases finalised has increased. • The PSC hosted the 3rd Biennial Labour Relations Conference in collaboration with the Public Service Co-ordinating Bargaining Council to address challenges and promote best practices. • Roundtables on Policy on Incapacity Leave and Ill-Health Retirement and Occupational Specific Dispensation were also hosted. 19

  22. PERFORMANCE 2013/14PROGRAMME 2: LEADERSHIP AND MANAGEMENT PRACTICE (2) • A factsheet on Blockages in the Filling of Posts as well as a Report on the Assessment of the Implementation of the HR and Financial Management Delegations Frameworks were produced. • In 2012, Cabinet took a decision to reassign the HoD performance management function to the DPME in the Presidency but due to challenges, in February 2014 Cabinet rescinded the decision to reassign the function to DPME. • The PSC however continued to assist departments with outstanding evaluations for the 2010/11 and 2011/12 cycles. 20

  23. PERFORMANCE 2013/14PROGRAMME 3: MONITORING & EVALUATION (1) • The PSC introduced the Public Service Barometer Dashboard. • The dashboard was used by Portfolio Committees and provincial legislatures to hold departments accountable. • In response to the NDP, the PSC commenced with work that will contribute towards building a capable state by developing discussion papers on the characteristics of a developmental state. • Study tours to Brazil, China and Malaysia were undertaken to source practical learning experiences and gain understanding of what needs to be in place for a country to be defined as a “developmental state”. • Reports on the assessment of departments against the nine values in Section 195 of the Constitution were produced. • Presentations on various public administration issues were made to stakeholders in Parliament and the provincial legislatures such as the SCOA, Portfolio Committee on Legislature Oversight Premier’s Office and Finance, Mpumalanga Province. 22

  24. PERFORMANCE 2013/14PROGRAMME 3: MONITORING & EVALUATION (2) • The PSC has played a critical role of facilitating improved service delivery through the implementation of its Citizens’ Forums. • The Citizens Forum held in the Msukaligwa Municipality was a huge success as the PSC witnessed the building of Reconstruction and Development Programme (RDP) houses and the electrification of more than 100 households. • In an attempt to advance its M&E mandate, the PSC in collaboration with SAMEA held the SAMEA Conference. • A roundtable on experiences with the implementation of Public-Private Partnerships (PPPs) in the health sector was held. • Public hearings were conducted with relevant stakeholders on compliance with government’s 30 day payment period to service providers. 23

  25. PERFORMANCE 2013/14PROGRAMME 4: INTEGRITY AND ANTI-CORRUPTION (1) • The PSC is responsible for the management of the NACH. • Complaints lodged in terms of the Complaints Rules and non-corruption related complaints lodged with the NACH were dealt with: • 284 complaints lodged in terms of the Complaints Rules were captured on the database of which 41% were finalised • 263 non-corruption related complaints lodged with the NACH were captured on the database of which 56% were finalised • Surprise visits were conducted in 10 provincial departments in the North West as well as the Offices of the Premier in the Limpopo and Mpumalanga. • The Web-enabled NACH System was rolled out to 7 national departments and in 5 provinces. • The NACH was promoted through the placement of advertisements in television and radio, electronic billboards, newspapers, buses, taxis as well as the distribution of pamphlets and flyers. 25


  27. PERFORMANCE 2013/14PROGRAMME 4: INTEGRITY AND ANTI-CORRUPTION (3) • The PSC sponsored the Professional Ethics category during Batho Pele Excellence Awards hosted by the MPSA. • Factsheets on the management of complaints lodged with the PSC during the 2011/12 and 2012/2013 financial years as well as on existing hotlines in the Public Service were produced. • A strategy to intensify ethics awareness in the Public Service was developed and the Code of Conduct was promoted to various departments. • The PSC has since 1999 realised the importance of managing such potential conflicts of interests and consequently developed the Financial Disclosure Framework (FDF) for senior managers. • As at 31 March 2014, 73% of the 9 187 forms received for the 2012/13 financial year were scrutinised to assess actual and potential conflicts of interest. 27

  28. PERFORMANCE 2013/14PROGRAMME 4: INTEGRITY AND ANTI-CORRUPTION (2) • The overall submission of financial disclosure forms by national and provincial departments by the due date for 31 May were as follows: 28

  29. ANNUAL PERFORMANCE PLAN Deliverables for 2014/15

  30. DELIVERABLES FOR 2014/15 • In the area of leadership and management practices, the PSC will amongst others: • Continue with the management of complaints and grievances • Produce a guide on governance and practices for EAs and HoDs as well as a report on the appointment of ministerial staff in national and provincial departments • Convene roundtable sessions on how the improper management of the PMDS leads to grievances amongst employees in the Public Service • Conduct an investigation of the impact of recruitment and selection practices on the functionality of selected national and provincial departments • Conduct a skills and competency audit of human resource and financial management senior managers in the Western Cape • Assess the impact of remuneration and organisational policy changes on public sector wage bill and productivity in selected sectors. 29

  31. DELIVERABLES FOR 2014/15 (2) • In the area of monitoring and evaluation, the PSC will produce the following: • Public Service Barometer Dashboard • State of the Public Service Report • Roadmap on the implementing Parliament’s decisions regarding assessment of departments and inclusion of PSC findings in departments’ annual reports • Provide Support the Departments of Public Works and Economic Development in Limpopo on performance management and the creation and maintenance of key capabilities, respectively • Host a conference on the public service underpinnings for a developmental state • Conduct advocacy work by promoting the constitutional values and principles • Apply the Citizen Forum Toolkit at the Thembisile Hani Local Municipality • Conduct an evaluation of high performing rural schools in Limpopo. 30

  32. DELIVERABLES FOR 2013/14 (3) • In the area of integrity and anti-corruption, the PSC will: • Continue to conduct public administration investigations • Produce a factsheet on the cases of financial misconduct and the recovery of money lost through financial misconduct for the 2013/14 financial year • Scrutinise 100% of the financial disclosure forms received • Manage the NACH • Conduct research on the nature and extent of the protection of whistle-blowers and investigators in the Public Service • Assess the implementation of anti-corruption measures in government departments • Conduct an analysis of the economics of corruption and its related risks in the Public Service • Host the Professional Ethics Awards. 31

  33. Budget for 2014/15 to 2016/17 32




  37. BUDGET SHORTFALL Financial Year 2016/17 2015/16 2014/15 R226m R224m R211m Budget Allocation • National Treasury has been advised of the shortfall of R15m in the 2015/16 fy, as well as the shortfall for 2016/17. The shortfall was as a result of funds received for the 2014/15 financial year, however, was not made for the outer years. • The shortfall will impact negatively on the PSC’s operations for the outer years, as the additional funds were utlised for the creation of additional capacity (38 new posts in the 2013/14 financial year) 36

  38. CONCLUSION • Parliament and the Provincial Legislatures are increasingly requesting that the PSC provide advice on public administration practices often on issues the PSC has not previously researched. • It is important to respond to such requests and this places an additional strain on the PSC limited capacity and resources. • The PSC is also from time to time called upon to assist and advise departments in a wide spectrum of needs ranging from investigations, support and advice on governance matters. • Although offering assistance is part of the PSC’s constitutional mandate, the need for additional capacity to fully implement its mandate cannot be overemphasised. • The capacity needs have been brought to the attention of National Treasury. However, additional funds received have not been sufficient to enable the PSC to deliver adequately on the demands placed on it by its stakeholders. 36

  39. Siyabonga enkosi PSB Website: www.psc.gov.za National Anti-Corruption Hotline for the Public Service: 0800 701 701

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