DRAFT LEGACY REPORT FOR THE PORTFOLIO COMMITTEE ON PUBLIC SERVICE AND ADMINISTRATION AS WELL AS PLANNING MONITORING AND EVALUATION

PERIOD: 2014-2019 TERM OF PARLIAMENT

DATED: 28 NOVEMBER 2018

Preface

It has become an established practice of Parliament Committees at the end of their term to

prepare legacy reports. The Fifth Parliament has come to an end, therefore the Portfolio

Committee has taken an opportunity to reflect back on its work since 2014-2019 term of

Parliament, the impact thereof, to further set out focus areas that might be of interest to the

successor Committee. The report is presented as follows:

1. INTRODUCTION

Parliament, as guided by the National Assembly Rules has established Portfolio Committees

as an extension of the National Assembly. In 2014, the Portfolio Committee on Public

Service and Administration; Planning, Monitoring and Evaluation was established by the

National Assembly to oversee functions in relation to public service and administration as

well as planning, performance monitoring and evaluation in the public service. The

establishment of the Committee that oversees both the Departments of Public Service and

Administration and Planning, Monitoring and Evaluation had enriched the oversight over the

entire public service in holding Executive Authority to account for the purpose of enhancing

service delivery.

The Portfolio Committee was among Committees of Parliament with a transversal mandate of

ensuring oversight over the Executive Authority in order to realise an efficient, effective and

development-oriented public service as enshrined in Section 195 of the Constitution. The

Constitution of the Republic of South Africa envisages a Public Service that is professional,

accountable and development-oriented. The National Development Plan further outlines

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specific steps to be taken to promote the values and principles of public administration. The

specific steps encapsulated in the NDP are central to build an efficient, effective and

development oriented public service as part of capable and developmental state.

1.1 Department/s and Entities falling within the Committee’s portfolio

Name of Entity Role of Entity

Department of Public Service and

Administration

The Department’s mandate is to implement and coordinate

interventions aimed at achieving an efficient, effective and

development-oriented public service, which is an essential

element of a capable and developmental state as envisioned

in the National Development Plan.

Department of Planning,

Monitoring and Evaluation

The Department’s mandate is to facilitate the development

of long and medium-term planning, and to monitor the

implementation of the strategic and operational plans as well

as delivery agreements. It monitors the performance of

individual national and provincial departments and

municipalities.

Public Service Commission The Commission derives its mandate from Section 195 and

196 of the Constitution, which sets out the values and

principles governing public administration. The PSC is

vested with custodial oversight responsibilities in the public

service and it monitors, evaluates and investigates public

administration practices, with a view to making

recommendations to Parliament and the Executive regarding

these practices

National School of Government The National School Government (NSG) derives its mandate

from the Public Service Act. The School is mandated to

provide training or effect the provision of training. The NSG

aims to enhance capacity of all public servants at all levels to

perform effectively and efficiently, develop and use

assessment mechanisms to build confidence in the

recruitment processes of the public service. Subsequently,

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the School develops training programmes specific to the

needs of the public service with a view to addressing the

skills shortages and improving service.

Centre for Public Service

Innovation

The responsibility for the public sector innovation is vested

in the Minister of Public Service and Administration, in

terms of section 3(1)(i) of the Public Service Act (1994).

The Centre for Public Service Innovation (CPSI) unlocks,

entrenches and nurtures the culture of innovation within the

public sector for improved performance and productivity.

Therefore, the CPSI guides the process of unearthing and

exploiting innovative, efficient and effective solutions

needed to ensure successful delivery on government

priorities by reducing time and cost to deliver on a service.

National Youth Development

Agency

The National Youth Development Agency (NYDA) is an

agency established primarily to tackle challenges that the

nation’s youth are faced with. The Agency was established

by an Act of Parliament, Act no 54 of 2008. The NYDA Act

(2008) mandates the Agency to develop an Integrated Youth

Development Strategy for South Africa, and initiate, design,

coordinate, evaluate and monitor all programmes that aim to

integrate the youth into the economy and society in general.

The Act mandates the Agency to promote a uniform

approach to youth development by all organs of state, the

private sector and non-government organisations (NGO’s).

Statistics South Africa The activities of the department are regulated by the

Statistics Act (Act No.6 of 1999), which ensures

independence from political interference in the production

and dissemination of official statistics. According to the

Statistics Act, the purpose of official statistics is to assist the

organs of state, businesses, other organisations and the

public in planning, decision-making, and monitoring or

assessment of policies.

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2. PURPOSE OF THE LEGACY REPORT

2.1 The purpose of the Legacy Report is to provide a summary of the Committee’s work

during the fifth democratic Parliament, highlight achievements, lessons learned,

outstanding issues and suggestions for the future activities. The report provides an

overview of the activities of the Committee undertaken throughout the current term of

Parliament and its challenges in discharging oversight role over the Executive.

3. KEY STATISTICS

The table below provides an overview of the number of meetings held, legislation and

international agreements processed and the number of oversight trips and study tours

undertaken by the Committee, as well as any statutory appointments the Committee made,

during the 2014-2019 term:

Activity 1st year 2nd year 3rd year 4th year 5th year Total2014 2015 2016 2017 2018

Meetings held 23 22 23 28 21 117Legislation processed 0 0 0 1 1Oversight trips undertaken

0 2 0 2 0 4

Study tours undertaken 0 0 0 0 0 0International agreements processed

0 0 0 0 0 0

Statutory appointments Processed

1 0 3 0 0 4

Other referrals from the Speakers/Chairpersons processed

0 0 0 0 0 0

Other referrals from the House Chairpersons processed

0 0 0 0 0 0

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4. MEMBERS OF THE COMMITTEE4.1 The Committee comprised of 14 Honourable Members of Parliament, listed here

below:

NAME OCCUPATION POLITICAL PARTY1. Hon MJ

MaswanganyiCommittee Chairperson ANC

2. Hon WS Newhoudt-Druchen

Whip ANC

3. Hon MLD Ntombela Member ANC

4. Hon ZS Dlamini-Dubazana

Member ANC

5. Hon DH Khosa Member ANC6. Hon DL Meso Member ANC7. Hon MS Booi Member (Alternate) ANC8. Hon SC Motau Member DA9. Hon D Van der Walt Member DA10. Hon Y Cassim Member (Alternate) DA11. Hon JJ Londt Member (Alternate) DA12. Hon M Tshwaku Member EFF13. Hon CT Msimang Member IFP14. Hon S Mncwabe Member NFP

It should be noted that during this term of Parliament, the Committee had to elect four

Chairpersons, due to the deployment of some Members to other structures of

government, other committees and resignation. The four Chairpersons included

Honourable: Ms Peace Mabe, Dr Makhosi Khoza, Mr Cassell Mathale and Mr Joseph

Maswanganyi, who remained the Chairperson until the end of the Fifth Parliament.

The four appointed Chairpersons exclude Honourable Member: Ms RMM (Mina)

Lesoma) who was the ANC Study Group Whip in the sector, and who acted as the

chairperson each time there was no full-time chairperson.

5. FUNCTION OF THE COMMITTEE

The strategic objectives of the Portfolio Committee are informed by five strategic goals of

Parliament. The mandate of the Portfolio Committee on Public Service and Administration as

well as Planning, Monitoring and Evaluation, were as follows:

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Participating and providing strategic direction in the development of the legislation

and thereafter passing the laws;

Conducting oversight over the Executive to ensure accountability to Parliament

towards achieving an effective, efficient, developmental and professional public

service;

Conducting public participation and engaging citizens regularly, with the aim to

strengthening service delivery; overseeing and reviewing all matters of public interest

relating to the public sector;

Monitoring the financial and non-financial aspects of departments and its entities and

ensuring regular reporting to the Committee by entities, within the scope of

accountability and transparency;

Supporting and ensuring implementation of the Public Service Commission (PSC)

recommendations in the entire public service; and

Participating in international treaties, which impact on the work of the Committee.

5.1 Legislation

During the fifth Parliament, the Committee received one referral and processed the legislation.

Year Name of Legislation Tagging Objectives Completed/Not Completed

2015/16 Public Service Commission Amendment Bill [B21-2015]

Section 76

1. The Bill seeks to amend the Public Service Commission Act of 1997 in order to ensure efficiency and certainty with regard to the process of renewal of the term of a Commissioner.

2. The Bill seeks to amend section 5 of the Act by empowering the Chairperson of the Commission to designate an Acting Chairperson whenever both the Chairperson and the Deputy Chairperson are absent.

On February 27, 2019, the Committee adopted the Bill and referred it to the National Assembly for consideration. However, the Committee recommended that Commission should develop rules in terms of Section 11 of the PSC Act of 1997, in order to define the process and criteria for assessing the performance of Commissioners,

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after which the Commission should present such rules to Parliament.

5.2 Oversight trips undertaken

The following oversight trips were undertaken

Date Area Visited Objective Status of Report

January 2015

Eastern Cape and KwaZulu Natal Provinces

To assess the level of compliance

of Batho Pele principles as guided

by section 195 of the Constitution

Verify whether centres were

capable and responsive to the

needs of the citizens;

Evaluate whether services

provided were of quality to the

citizens;

Assess the effectiveness and

efficiency of the regional offices

in mainstreaming and facilitating

youth development issues locally;

Determine accessibility to young

people from rural areas receiving

NYDA services;

Monitor provision of the grant

funding (financial and non-

financial), education and skills

development among the youth.

Adopted and ATC’ed

21-23 July

Gauteng and North West

To determine the state of the

Thusong Service Centres in better

Adopted and ATC’ed

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2015 responding to the needs of

communities.

To monitor compliance with

Batho Pele principles as guided

by section 195 of the

Constitution.

To assess whether the NYDA is

accessible, mainstreaming and

championing youth development;

To assess working conditions of

the frontline service officials

26-31 March 2017

Mpumalanga and Limpopo Province

To receive the State of the public

administration using the

provincial Management

Performance Assessment Tool

and Service Delivery

Improvement Plans;

To determine the state of the

Thusong Service Centres in the

province. Assess range of services

offered, success and challenges

experienced. Ensure

intergovernmental relations and

collaborations in the centres;

Assess working conditions of the

frontline service delivery officials

and ensure compliance with

regard to Batho Pele principles;

Strengthen the quality of service

delivery through monitoring the

effectiveness of the queue

management and waiting times,

signage, safety, cleanliness,

Adopted and ATC’ed

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dignified treatment and

complaints management;

Monitor a range of services

offered by the National Youth

Development Agency branch

offices to the youth in the

province.

26-29 June 2017

Free State Province To receive the State of the public

administration using the

provincial Management

Performance Assessment Tool

and Service Delivery

Improvement Plans;

To determine the state of the

Thusong Service Centres in the

province. Assess range of services

offered, success and challenges

experienced. Ensure

intergovernmental relations and

collaborations in the centres;

Assess working conditions of the

frontline service delivery officials

and ensure compliance with

regard to Batho Pele principles;

Strengthen the quality of service

delivery through monitoring the

effectiveness of the queue

management and waiting times,

signage, safety, cleanliness,

dignified treatment and

complaints management;

Monitor a range of services

offered by the National Youth

Development Agency branch

Adopted and ATC’ed

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offices to the youth in the

province.

Challenges

There were no challenges encountered during the oversight. However, the Committee was of

the view that Parliament should on its programme schedule more oversight visits to allow

Committees to be visible on the ground where service delivery happens. Parliament

programme has limited the Committee to conduct oversight visits to critical areas in the

specific provinces. Parliament needs to devote adequate budget for the oversight visits for the

Portfolio Committee on Public Service and Administration as well as Planning, Monitoring

and Evaluation to be visible and engage with the citizens as part of soliciting views on how

service are rendered by various government departments.

5.3 Study tours undertaken

The study tours were planned based on the strategic planning of the Portfolio Committee.

However, the Committee did not undertake any study tour during this term of Parliament.

The Portfolio Committee had applied several times to undertake study tours without success

due to budgetary constraints experienced throughout the institution. However, other

committees undertook study tours, as it is permissible for committees to undertake study

tours at least twice within a five-year cycle.

The study tours play an important role in the work of the Committee as Members are afforded

with the opportunity to learn best practices and benchmark on the scope of work in relation to

conferred mandate. Parliament should devise mechanisms in the next term of democratic

Parliament to allow the Committee to undertake study tours early so that lesson learned are

implemented throughout its term.

5.4 International agreements

In this term, the Committee did not process any international agreement.

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5.5 Statutory appointments

The following appointment processes were referred to the Committee and the resultant

statutory appointments were made:

Date Type of appointment Period of

Appointment

Status of Report

17 August

2015

Public Service Commission:

National Commissioner

Five Year Period One (1)

Commissioner

appointed

30

November

2016

Public Service Commission:

National Commissioners

Five Year Period Three (3)

Commissioners

appointed

During the processes of the appointment of the Public Service Commission, Commissioners,

the Committee had learned some lessons on the proper interpretation of Section 196 (10) of

the Constitution. Section 196 (10) stipulates that “a commissioner is appointed for a term of

five years, which is renewable for one additional term”. All vacant posts filled, the

incumbents were due for renewal of another five-year contract as per section 196 (10).

In the past years, the National Assembly used to go through the recruitment process on the

renewal term of the commissioner/s. Every time when the President refers the matter to the

Speaker of the National Assembly, the Committee used to advertise the post and call for

interested person to apply. In most cases, the process would commence when the incumbent’s

contract had expired. The recruitment process sometimes used to take longer than anticipated

due to numerous reasons such as recess. In some instance, the longer it took for the

Committee to recruit, the more it created instability in the institution.

Section 4 of the Public Service Commission Act deals mainly with the appointment and does

not provide a mechanism for renewal of the term of the appointment of the Public Service

Commission Commissioners. The renewal is provided only in the Constitution. The

Constitution does not provide for the process to be followed by the National Assembly, the

provincial legislature or the President when renewing the term of the Commissioners.

In order to address the anomaly, the Public Service Commission Amendment Bill [B21-2015]

has been introduced and processed in Parliament. The Amendment Bill seeks to provide for

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the renewal of the term of the contract of the incumbent commissioners as stipulated in

section 196 (10) of the Constitution.

6. Referral by the Speaker/Chairperson (including recommendation of the High Level Panel)

The following other matters were referred to the committee and the resultant report was produced

Date Expected report date Content of referral Status of Report06 June 2018 (ATCed-No77)

Not specified in the referral

The Speaker of the

National Assembly

referred the Report of the

High Level Panel on the

Assessment of Key

Legislation and the

Acceleration of

Fundamental Change to

various Committees for

processing and

implementation of the

recommendations. The

High Level Panel report

cited only one

recommendation on page

518 of the report in

relation to the work of

the Committee, which is

as follows: “Parliament

should lead the

discussion on how to

professionalise the

public service”.

The Committee will

ensure the

recommendation

finds expression in

the issues to be

highlighted in the

Legacy Report for

more action by the

Committee in the

sixth Parliament.

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7. Summary of outstanding issues relating to the departments/entities

7.1 Department of Public Service and Administration and entities

The outstanding issues in relation to the departments and their entities as well as the Public

Service Commission are as follows:

(a) Department of Public Service and Administration

7.1.1 The Committee has been overseeing the Department on its implementation of

the set targets contained in the delivery outcomes (Outcome 12) of the National

Development Plan. The Committee received a comprehensive report on the

implementation of the Medium Term Strategic Framework (MTSF) Outcome 12

deliverables. The Department reported that of the 56 projects for the 2014-2019

MTSF reporting cycle 85% were making satisfactory progress. The Committee

was pleased with the progress made with regard to the implementation of the

deliverable agreement of the MTSF. However, more still need to be achieved on

the sub-outcome “a stable political administrative interface” wherein a head of

administration still had to be appointed in the Presidency and Offices of the

Premier.

7.1.2 The Department of Public Service and Administration has made progress in

implementing and coordinating interventions aimed at achieving an efficient,

effective and development oriented public service. Among interventions

achieved was the passing of the Public Administration Management Act 11 of

2014 into law which prohibit public servants from doing business with the state

intended to curb corruption in the public service. The Committee should ensure

that the Department moves swiftly with the finalisation of the Public

Administration Management regulations to give effect to the implementation of

the PAM Act of 2014. The Committee has been overseeing government

departments in ensuring adherence to the provision of the Act. The successor

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committee should ensure that Public Administration Management regulations

are finalised to give effect to the Act.

7.1.3 The implementation of the Government Employee Housing Scheme (GEHS)

has been a concern to the Committee since signing of 2012 multi-year wage

agreement between Government and Organised Labour. The quantum of the

housing allowance was R1200 per month, paid to eligible employees (salary

level 1-10) adjusted by inflation annually. For employees who do not own

homes, the housing allowance is diverted and accumulated in the Individual

Linked Saving Facility (ILSF), accessed when employees acquire

homeownership. The implementation of the GEHS should be closely monitored

to ensure qualifying government employees benefit through the scheme,

including their saving realised through the ILSF.

7.1.4 Delays in the finalisation of the disciplinary cases in the public service remain a

major challenge confronting most of government departments. The departments

need to address a huge backlog of the disciplinary cases as per section 16B of

the Public Service Act 1994. Offenders have to be updated on the PERSAL

system. A pool of experts has been made available across departments to sit in

the disciplinary committees to assist with investigations, initiating and chairing

of disciplinary cases.

7.1.5 Finalisation of the Thusong Service Centres funding model was among issues

the Committee grappled with and Government was supposed to have revised or

drafted the model within this term. The location of the Thusong Service Centres

remains unresolved; the Department was encouraged to finalise this matter with

the relevant departments and Cabinet. The Committee should continue to

advocate for the finalisation and implementation of the Thusong Service Centres

funding model to enhance better quality services to the citizens.

7.1.6 The Committee undertook to make the vacancy rate a reportable issue in the

public service in order to ensure that service delivery is not affected. It also

undertook to make disability and promotion of women to Senior Management

Service (SMS) the topical and accountability issues in the public service. The

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vacancy rate, disability and promotion of women are issues that the Committee

should seek accountability on throughout the reporting periods.

7.1.7 The Committee grappled with the introduction and implementation of the

Integrated Financial Management System (IFMS), which was supposed to bring

about reforms in or replace the PERSAL system, so that records management on

the vacancy rate, statistics on the demography of the staff complement of the

public service, details on leave usage by employees, retirements and funded and

unfunded posts. The new Committee will have to revisit this issue to ensure its

finalisation and implementation.

7.1.8 The Committee together with the Department coordinated the workshop on the

Policy and Procedure on Incapacity Leave and Ill-health Retirement (PILIR) in

2017 in order to fully understand the extent of backlogs regarding applications

for ill-health and medical boarding and the abuse of the policy within the public

service. Follow-up reporting on the state of affairs should be done by the

successor Committee in the 6th Parliament.

7.1.9 The Committee dealt with the Steinhoff debacle on its own to ensure the

protection of public servants’ pension scheme and subsequently collaboratively

with the Standing Committee on Finance (SCoF), Standing Committee on

Public Accounts (SCOPA) and Portfolio Committee on Trade and Industry to

ensure good accounting practices regarding public funds. The matter was not

finalised due to ongoing legal processes.

7.1.10 The Public Administration Management Act 11 of 2014 establishment of the

Technical Assistance Unit to deal with corruption cases, this unit has not been

established yet. It is a matter to be followed up because the legislation has not

been implemented regarding this issue.

(b) National School of Government

7.1.11 The Public Administration Leadership and Management Academy

(PALAMA) underwent transformation regarding its mandate to have the sole

preserve of providing and sourcing facilitators of training in the public service.

The Academy’s name changed the National School of Government (NSG) after

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the President assented the Public Administration Management Act on 19

December 2014. The Committee should see to it that all training in the public

service is conducted by the School.

7.1.12 The Committee had over the years stressed the importance of the School

developing a training model, ensuring its courses and certificates are accredited

in order to attract students and for the public sector to consider the school as

their training academy. The successor Committee should continuously ensure

oversight over the above-mentioned activities of the National School of

Government to ensure public servants are thoroughly trained and specifically for

the needs of the public service. The Committee must ensure that the model gets

revised from time to time in order to cater for the evolving needs of the public

service.

7.1.13 The National School of Government’s prepaid method is gradually yielding

the intended results as some government departments are paying for their

training courses in advance. The Committee is of the view that prepaid method

can enable the School to be self-sustainable in future, with the Committee

ensuring oversight in this regard. The successor Committee has to monitor the

Training Trading Account of the School in order to realise a goal of self-

sustainable capability within the School.

(c) Centre for Public Service Innovation

7.1.14 The Centre for Public Service Innovation should continue to entrench a culture

and practice of innovation in the public sector. The Committee had

recommended that the Centre for Public Service Innovation should, after

innovation and piloting had taken place, hand over innovation projects to the

relevant implementing departments or public service-wide where relevant as

part of enhancing their efficiency and effectiveness of their programmes. The

successor Committee has to monitor innovation projects that are handed over to

relevant departments and institutionalised across the public service, where

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relevant, so that the CPSI continues to explore innovative solutions to a myriad

of challenges confronting the public service.

7.2 Public Service Commission

7.2.1 The Committee had in this term processed the Public Service Commission

Amendment Bill [B21-2015]. The Bill seeks to amend the Public Service

Commission Act of 1997 in order to ensure efficiency and certainty with

regard to the process of renewal of the term of a Commissioner. The Bill seeks

to amend section 5 of the Act by empowering the Chairperson of the

Commission to designate an Acting Chairperson whenever both the

Chairperson and the Deputy Chairperson are absent. The successor Committee

should monitor and oversee the implementation thereof to ensure that renewal

of contracts of Commissioners are handled timeously and in a professional

manner.

7.2.2 Having adopted the Public Service Commission Amendment Bill [B 21D-

2015], the Committee was mainly concerned about section 4 of the amended

Bill. Section 4 (7) stipulates that the criteria for the renewal of the term of a

Commissioner should be undertaken. The Committee was concerned that “a

renewal of term of a commissioner must be based on the commissioner having

maintained a satisfactory level of performance in relation to his or her duties”.

The Committee, therefore, recommended that the PSC should develop a set of

rules, in accordance with Section 11 of the PSC Act of 1997, to define the

criteria to measure performance of individual commissioners in case the

renewal or extension of term is required.

7.2.3 The Committee had dealt decisively with government departments which were

unable to implement the PSC recommendations. The successor Committee is

urged to assist the Commission in ensuring that government departments

implement the recommendations of the PSC.

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7.2.4 Budget shortfalls in the Public Service Commission were experienced during

this term of government and of Parliament. The Committee has emphasised

the importance of the PSC receiving adequate funding as a knowledge and

research driven institution. Therefore, the National Treasury has to ensure fair

allocation of budget for the PSC. A lasting funding solution must be found to

enable the PSC to expand its investigation, monitoring and evaluation capacity

regarding basic values and principles governing the public service. The

successor Committee has to closely monitor the budget allocation of the PSC

with a view to recommending more funding where and when necessary.

7.2.5 The PSC had challenges with the entire Executive regarding the evaluation of

Heads of Department (HoDs) and Accounting Officers because it has to report

on the issue to Parliament. The Executive was always not regularly up to date

regarding this issue and it affects service delivery because it is linked to the

contract and performance of the Accounting Officers and Heads of

Departments. The Moderation Panel (the Executive and the HoD from another

department and the PSC operating as the Secretariat) are responsible for

overseeing the evaluation by the Executive concerned,

7.2.6 The PSC budget allocation has been insufficient over the years and this had

affected its delivery on its mandate. Also, there is a challenge with the location

of the budget of the PSC within the total budget of the Department when it

accounts directly to Parliament and it is an independent institution. The Kader

Asmal Report made a recommendation in this regard, and the Committee

should finalise this matter.

7.2.7 The PSC reported on backlogs in the payment of pension beneficiaries and

tracing thereof, and the Committee called upon the Government Employees

Pension Fund (GEPF) and Government Pensions Administration Authority

(GPAA) to account on this issue. The successor Committee will have to

request for update on this issue.

7.2.8 The Committee solicited the assistance of the PSC to investigate and report on

the payment or non-payment of service providers in the provinces within 30

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days as required by the Presidential Directive. The Mpumalanga and Limpopo

provinces were visited by the Committee together with the PSC. A backlog of

unpaid invoices ran into a billion rands. The new Committee will have to

ensure oversight on this issue at provincial level.

7.2.9 The Committee dealt with the challenge of the wage bill in the public service,

which will be addressed by the possible macro-organisation of the State or

reconfiguration of the public service from 2019 onwards. According to

international benchmarking by the World Bank in 2015, the public service is

not bloated per population size served by the number of departments and

public servants. However, because the wage bill is huge, this matter needs the

attention of the Committee.

7.3 Department of Planning, Monitoring and Evaluation

7.3.1 The Committee oversaw the Department of Planning, Monitoring and

Evaluation in the development of the Integrated Planning Framework Bill and

further ensured consultation happened with key stakeholders in the process of

development of the Bill, especially local government, as represented by

SALGA. The successor Committee has to oversee the finalisation of the Bill in

order to ensure that planning is well coordinated within the public

administration.

7.3.2 The Committee noted and welcomed a new initiative Mandate Paper on

“priority based budgeting” between the Department of Planning, Monitoring

and Evaluation and the National Treasury to ensure budget alignment of

departments with government’s key priorities to advance the National

Development Plan.

7.3.3 The Committee conducted oversight over the Department of Planning,

Monitoring and Evaluation in monitoring the implementation of the

deliverables of the Medium-Term Strategic Plan and delivery outcomes of the

National Development Plan; Vision 2030. The Committee was of the view that

Department should continuously conduct midterm review on the 14 outcomes.

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The successor Committee will have to continue monitoring the Department to

achieve such a target for the purpose of ensuring regular feedback to the

citizens on the NDP.

National Youth Development Agency

7.3.4 In its oversight over the National Youth Development Agency, the Committee

realised that the NYDA Act 54 of 2008 needed to be reviewed to address the

existing gaps. The Agency working in collaboration with the Department of

Planning, Monitoring and Evaluation is in a process of reviewing the Act and

consultations with youth structures are underway. The successor Committee

has to ensure that the Department tables the Bill to Parliament timeously to

allow Parliament to consult extensively with relevant stakeholders on the

legislation.

7.3.5 The Committee has been advocating that the National Youth Development

Agency must effectively exercise its mandate of integrating various sector

plans with the aim of advancing youth development through concerted efforts.

In addition, the Committee urged the Agency to ensure that integrated youth

strategy supports youth employability by supporting and developing economic

and social interventions to impart to young people requisite skills to fulfil their

aspirations. Since its establishment, the Agency had for the first time ever

developed an Integrated Youth Development Strategy in 2018 and Cabinet

approved the strategy. The successor Committee should monitor the

implementation of the Integrated Youth Development Strategy and the

National Youth Policy 2015-2020.

7.3.6 The Committee noted the NYDA had successfully concluded organisational

structure realignment and culture change programme resulting in the abolition

of 92 positions and the overall reduction of the salary bill. The successor

Committee has to monitor the spending patterns on the Compensation of

Employees and ensure more funding is directed toward programmes aimed at

youth development.

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7.3.7 The Committee recommended that the NYDA should transfer its Matric

Rewrite Programme to the Department of Basic Education to eliminate

duplications, with which the Agency complied. The Solomon Mahlangu

Scholarship Fund is the only project related to educational monetary support.

The Committee should ensure that the Fund caters for qualifying youth and for

skills needed by the economy.

7.3.8 The Committee recommended the formulation of a Turnaround Strategy,

which the Agency subsequently presented to the Committee for interrogation

and inputs. The turnaround strategy contributed to the realignment of

programmes and the reduction of the salary bill, as well as the effectiveness of

the role of the Agency. The Committee should see to it that the NYDA spreads

equally across the provinces, especially in rural areas.

7.4 Statistics South Africa

7.4.1 In terms of the legislative reform, the Committee noted the progress made thus

far with regard to the amendment to the Statistics Act of 1999 that will drive

statistical reform in the country, with a particular emphasis on statistical

coordination, statistical geography, the data revolution, a state-wide statistical

service and institutional arrangements. The amendment will further ensure

coordination between organs of state for the purpose of enhancing efficiency

in the statistical system.

Moreover, the amendment intends to close existing loopholes to curb state

institutions duplicating statistic surveys and wasting resources. The

amendment would ensure Stats SA remains the only institution to collect

official statistics in the country. The amendment process is arduous to be

completed in the fifth Parliament. Therefore, the successor Committee has to

prioritise the amendment of the Act for the purpose of statistical reforms in the

country such as conducting Census in 10 years instead of five years.

7.4.2 The Committee noted the budget shortfalls on compensation of employees

whilst Stats SA is in a process of planning for Census 2021. The Committee

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was concerned about the risk of losing competent employees to other sectors,

thus affecting the ability to conduct surveys and therefore compromising the

department in a long term to rebuild such capacity. The quality of the statistics

might also be affected as a result of the severe budget cuts. The successor

Committee has to closely monitor budget shortfalls and vacancy rate

experienced in Stats SA. Furthermore, the Committee should engage relevant

structures in government to correct the anomaly caused by budget shortfalls.

7.4.3 The Committee appreciates that the Census 2021 project will be carried out, in

spite of budgetary challenges as the budget set out for the project is ring-

fenced by the National Treasury. The successor Committee should continue to

monitor the preparations and the implementation of the Census 2021.

8. RECOMMENDATIONS

The recommendations for 6th Parliament Committee are that:

8.1 The 6th Parliament take note of the outstanding issues prioritised by the Portfolio

Committee.

8.2 A 6th Parliament Committee has to consider hosting workshops on the following

matters: ‘A stable political administration interface; and on how to professionalise

the public service’. The workshop will assist all role players to develop a shared

understanding on the implementation of the goals of the National Development Plan.

8.3 A 6th Parliament Committee undertake a study tour as early as possible to benchmark

on best practices with other developed countries on how to professionalise the public

service and to draw on successful models of frontline service, schools of government

and shared service centres. Furthermore, the Committee has to consider undertaking

a study tour to capacitate itself and benchmark with other countries with good

models on Integrated Planning in the public service.

8.4 The Committee should revisit the issue of backlogs regarding applications for ill-

health and medical boarding and the abuse of the policy within the public service in

order to understand how far the issue has been addressed.

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8.5 The Committee should revisit the issue of backlogs regarding pension pay-outs to

and tracing of recipients by the Government Pensions Administration Authority

(GPAA).

8.6 The Committee, possibly with other relevant committees, should follow up on the

Steinhoff debacle in order to ensure that public servants pension funds are not used

in risky investments.

8.7 Backlogs on payment of valid invoices within 30 days in the provinces is one of the

issues that the Committee should ensure oversight on.

8.8 The wage bill in the public service will have to be monitored and lasting solutions

sought with the Government and organised labour.

8.9 The speedy establishment of the Technical Assistance Unit within the Department of

Public Service and Administration, per the Public Administration Management Act to deal

with cases of corruption.

8.10 The Committee visited distressed mining towns in North West Province. The main

issue was housing shortages for the communities. The Committee made

recommendations for this challenge to be addressed. The successor Committee should

continuously monitor the Department of Planning, Monitoring and Evaluation in

ensuring that government departments are accountable for the distressed mining

towns to fulfil their responsibility as per part 3 of the Social Accord on the

implementation of the integrated and sustainable human settlements, improve living

and working conditions of mine workers. The successor Committee should consider

planning a follow up oversight visit in order to determine whether there are

improvements.

8.11 The Public Service Commission should swiftly develop set of rules/regulations to give

expression to Section 11 of the Public Service Commission Act 46 of 1997 as

amended. The set of rules would clarify the criteria to empower the President or

Premier, where applicable, to either renew or not renew the term of a commissioner.

This process will satisfy the National Assembly and provincial legislatures to have

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confidence that due process was followed in renewing or not renewing the term of a

commissioner.

9. CONCLUSION

The Portfolio Committee dealt with a lot of topical issues in the public service and ensured

accountability by the Executive. There are still challenges on which follow-ups must be made

by the Portfolio Committee in order to ensure accountability and efficient service delivery.

All these issues are highlighted in the recommendations of the Legacy Report.

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