Improving Government’s Performance by Implementing Measurable Performance and Accountable Delivery

Improving Government’s Performance by Implementing Measurable Performance and

Accountable Delivery

DPSA Medium Term Strategic Plan2010-2014

Presentation to the Select Committee16 April 2010

1

Presentation Outline

1. Purpose 2. Mandate 3. Public Service Transformation since 19944. Previous Years’ Achievements and Challenges5. MPSA Response to Outcome 126. Medium Term Strategic Plan 2010-14 7. Annual Performance Plan 2010-11 8. Medium term budget 2010-2013

DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION

1. DPSA Vision & Mission

Vision: Global Leader in Public Service Excellence

Mission:

• Supporting the Minister in leading public service transformation

• Providing professional advice and support to ensure public service excellence

• Promoting good governance nationally, on the African Continent and Globally

2. Mandate • The Department of Public Service and Administration derived its

mandate from-

• The Constitution• The Public Service Act • Public Service Regulations• Government’s political mandate and priorities

• The mandate of the dpsa is to lead the modernisation of the public service by assisting government departments to implement their management policies, systems, structures and governance arrangements within a generally applicable framework of norms and standards in order to improve service delivery to the citizen.


3. Legislative mandates

• In terms of the Public Service Act of 1994, DPSA supports the Minister in the following areas:• To transform and modernise the public service • To oversee changes to the structure of the public service• To establish norms and standards for HRM&D, conditions

of service, labour relations, IT and service delivery• To issue directives and regulations for the public service• To formulate the National Anti-Corruption strategy• To exercise oversight over the State Information

Technology Agency (SITA)

4. Public Service Transformation since 1994

Since 1994, Public Service transformation has encompassed three distinct phases:-

• First phase – Rationalisation and Policy development

• Second Phase: ‘Modernisation’ and Implementation of Policy

• Current phase and going forward: Accelerating implementation, functionality and improving utility of services


5. PROGRESS ON PROGRAMME

ACHIEVEMENTS2009-10


Macro-organisation of the state Achievements

• A review of the structure of government was undertaken, to ensure effective service delivery.16 departments were affected by either a split or new creation, transfer of functions or name change.

• DPSA coordinated implementation of the new macro-structure of the state and assisted with the organisational design of these departments

• Assisted with legal and technical work required to effect name changes, proclamations and transfer of functions

• Worked closely with the National Treasury and Department of Public Works to support departments and concluded technical work by 31 March 2010

Programme Achievements: (HRM&D)

• An integrated Health Risk Assessment and Management System (OHASIS) has been developed and piloted in DoH and is currently under evaluation

• Curriculum for HR practitioners has been reviewed and developed and implemented by PALAMA. The costing for such compulsory course is underway before the draft policy is approved

• Learning materials for the JobACCESS has been designed with PALAMA and the Reasonable Accommodation handbook has been reviewed

• Validity study for competency assessments for SMS has been completed for new proposed instrument

Programme Achievements: (HRM&D)

• Draft strategic framework for performance management and development system is completed and under consultation with line departments

• HR Connect was rolled out to the next 56 departments

• Development of organisational development strategic framework and a social cluster generic organisational structure was deferred to current FY due to demands of NMOS project . However, engagements had begun between DoH and DoBasic Education on the matter

Programme Achievements (MOC)• All OSDs have been finalised except the medical therapeutic

services which has not been signed. • Revised Policy on Post Retirement Medical Assistance and

implementation of past discriminatory practices pension policy• The Updating and transfer of Equate to a web enabled

platform is ongoing after benchmarking exercise of jobs was completed

• Blueprint for HR module IFMS was developed and designed and customised for the PS and is currently under pilot in FS and dpsa

• Public Sector Summit held and declaration signed to be ratified by PSCBC

• Report on wage bill trends for 2009 underway in order to inform further trends in the public service

• Conducted preparatory work for M&E for Nurses • All policy work for SPS is contingent on the Public Service

Amendment Bill being passed

Programme Achievements (I&TM)

• A prototype general service counter was developed but the e-enabled six pro-poor services tender was cancelled and re-issued by SITA.

• 46 Thusong Service Centres were connected to a centralised ICT infrastructure and 39 new General Service counters have been deployed to centres where they did not exist before

• Report on ICT Expenditure patterns in the PS was concluded and recommendations on strategies to save/reduce costs/expenditure has been forwarded to line departments for comment

• Strategy to create efficiency and better service delivery will emanate from implementation of recommendations

• An Architecture blue-print for IT is still work in progress with provincial consultations

• Draft Government Wide Information Security Governance Framework was developed and is under consultation

Programme Achievements(SDI)

• Batho Pele Change Management Engagement Programme is being cascaded on an ongoing basis to line Depts

• Assisted departments on an ongoing basis to develop service delivery models using a service delivery model toolkit

• 500 officials were trained to develop and implement 3 year SDIPs and service satndards

• BP Focused attention on the Northern Cape and provided extensive support to Municipalities in this province by providing Khaedu training as part of service delivery improvement

Programme Achievements(SDI)

• Draft CDW Policy Framework, norms and standards and guidelines developed

• Worked collaboratively with Presidency on implementation of War on Poverty campaign with a process to institutionalise plans

• Finalised the Justice cluster KYSR booklet, translated it into various official languages and distributed it to targeted communities and stakeholders

Programme Achievements (GOV)

• Developed an M&E training programme to support a consolidated system for “one time” reporting on various public service regulations

• Ongoing monitoring and implementation of the APRM POA and progress report complied for Heads of State meeting

• Implement the Conflict of Interest Framework • Compliance audit done in 36 national depts and info is

being verified for Minimum Anti-Corruption Capacity (MACC) audit

• Completed Phase II evaluation in compliance with OECD Anti-Corruption Convention and country evaluation completed

• Developed anti-corruption capacity building programme with PALAMA

• Hosted the Anti-Corruption Summit and experts’ roundtable to approve the Programme of Action requirements

Challenges

• Reduced budgets due to the introduction of new departments which impacted on reprioritisation of projects

• Re-Organisation of the dpsa

• Staff deployments after the elections including internal departmental deployments

6. PRIORITY PROJECTS2010-2014


Five MANIFESTO Priorities

Election Manifesto’s 5 Strategic Priorities areas in Thematic Areas:

1.Education2.Health3.Creation of decent Work4.Rural Development, food security and

land reform5.Fight against crime and corruption

OUTCOMES MANIFESTO and MTSF are translated into 12 Key

OUTCOMES:

Outcome 1: Quality basic educationOutcome 2: A long and healthy life for all South AfricansOutcome 3: All people in SA are and feel safeOutcome 4: Decent employment through inclusive economic growthOutcome 5:Skilled and capable workforce to support an inclusive growth planOutcome 6:An efficient, competitive and responsive economic infrastructure network

OUTCOMES MANIFESTO and MTSF are translated into 12 Key OUTCOMES:

Outcome 7:Vibrant,equitable,sustainable rural communities contributing towards food security for allOutcome 8: Sustainable human settlements and improved quality of household lifeOutcome 9: Responsive, accountable, effective and efficient Local Government SystemOutcome 10: Protect and enhance our environmental assets and natural resourcesOutcome 11: Create a better SA, a better Africa and a better WorldOutcome 12: An efficient, effective and development oriented public service and an empowered fair and inclusive citizenship

7.MEDIUM TERM STRATEGIC PLAN 2010-2014

(3 Year Plan)


7. MPSA Response to Outcome 12

Outcome 12: Public Administration Focus

An efficient, effective and development oriented

public service


7. MPSA’s Response to Outcome 12:10 Public Service Strategic Priorities linked to Performance Outcomes

1. Service Delivery Mechanisms that ensure quality and access

2. Effective Systems, structures and processes

3. Leveraging ICT to improve service delivery

4. Effective entry into the public service and HRD

5. Efficient HRM Practices, norms and standards including sound labour relation practices

6. Healthy , safe working environments for all public servants

7. Appropriate Delegations and decision-making Governance structures

8. Adequate levels of Citizen and Stakeholder engagement and Public Participation

9. Corruption tackled effectively

10. Collaborative Regional development programmes in SADC, involvement in Africa post conflict advancement and international co-operation in Public Administration programmes


7. MPSA Response to Outcome 12: Responding to 2010 SONA FOCUS

1. Performance- oriented state by improving planning as well as M&E- Government must work faster, harder and smarter

2. Faster action and improved state performance by the Public Service- excellence and hard work- dedicated, capable employees who care for citizens

3. Development and implementation of a public service development programme which will set norms and standards for public servants in all 3 spheres of government

4. Eradicate corruption and fraud in procurement and tender processes5. Mainstream Youth Development programmes targeting unemployed

youth – ensuring a skilled and capable workforce to support growth and job creation.

6. Integrate gender equity measures- ensuring women, children and persons with disabilities can assess developmental opportunities.

7. Skills development – increase the number of learnerships in public sector

8. Improve working conditions of health care workers9. Improve functionality of hospitals10. Reduce HIV infections- prevention programmes11. Local government must work12. Contribution to Rural development programmes


7. Ten Strategic Priorities

10 Strategic PRIORITIES for the MPSA

10 Strategic OBJECTIVES for the DPSA Strategic Priority 1: Service

Delivery Quality and Access SO 1: To ensure improved service Delivery Quality and Access

Strategic Priority 2: Effective Systems, structures and

processes SO 2: To develop effective systems, structures and processes

Strategic Priority 3: Leverage ICT as a strategic resource (enabler)

SO 3: To leverage ICT as a strategic resource (enabler)


7. Ten Strategic PrioritiesStrategic Priority 4:

Effective employee entry into public service and cadre

development

SO 4:

To ensure effective employment entry into public service and

HRD/cadre development

Strategic Priority 5:Efficient HRM Practices, norms and standards

SO 5: To develop efficient HRM, practices, norms and standards

Strategic Priority 6:

Healthy , safe working environments for all public

servants

SO 6: To promote healthy, safe working environments for all

public servants

Strategic Priority 7: Appropriate governance structures and decision-making

SO 7: To ensure appropriate governance structures and decision-making


7. Ten Strategic Priorities

Strategic Priority 8:

Citizen engagement and

Public Participation

SO 8: To encourage citizen engagement and Public Participation

Strategic Priority 9:Corruption tackled effectively

SO 9: To tackle corruption effectively

Strategic Priority 10:Contribution towards improved public service and administration in Africa and the international arena

SO 10: To contribute towards improved public service

and administration in Africa and international arena


7. OUTPUTS AND ACTIVITIES

Education

• Work collaboratively with the Department of Basic Education to revise the disciplinary code for educators

• Align the Performance Management Development System for educators with the Public Service PMD Strategic Framework

• Roll-out Batho Pele training for all school principals• Conduct an Personnel Expenditure Review II to focus on educator

conditions of services• Design a blueprint for organizational structures within the education

sector

Health

• Improve working environments in hospitals through the application of Safety Health Environment Risk and Quality (SHERQ) policy aligning it the Hospital Revitalisation Plan

• Design a blueprint for organizational structures within the health sector• Work collaboratively with Department of Health to revise the disciplinary

code for healthcare workers.• Implementation of the EH&W HIV/AIDS and TB Management Policy in all

departmentsDEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION


Combating Crime

Connectivity to Thusong services centres fast-tracked for effective integrated systems to access the justice system

Implementation of Electronic Management Information and tracking System for Corruption

Introduce anti-corruption and anti-fraud system CMIS Work collaboratively with OECD structures and processes o reduce

corruption A Corruption measure developed to assess government departments

implementation of PS policiesDecent Employment

Increase the number of Learnerships, internships, traineeships and bursaries

Institutionalise Career open days with higher educational institutions Working collaboratively with all SETAs operating in government space. Introduce policy for the creation of job opportunities for a certain % of

young graduates annually Implement the youth development programme within the Public Service



Skilled and Capable Workforce

A Personnel Expenditure Review III (2006-2011) undertaken and a new remuneration policy developed (2011 – 2015) focusing on attracting social service professionals

Complete the development and roll-out of the HR national skills database /HR CONNECT

Upload SAQA PS learner records, relevant PALAMA learner records and other PS training Institutions’ learner records to HR CONNECT system

Public Sector Skills requirements over short, medium, and long term report provided per occupation, qualification level and economic sectors within the PS

Environmental Assets and Resources Protection• Design handbooks and guidelines on implementing the Policy on SHERQ

within the Public Service with respect to environmental quality management

• Design a green policy for the acquisition and disposal of IT equipment in government



Local Government Learnerships and internships for youth development in collaboration

with Human Settlement, Agriculture and COGTA Harmonise training and development within the Public Sector Batho Pele training roll-out to all municipalities

Human Settlement Development and consolidation of Geographic information systems to

improve the planning and decision making for provisioning of government services to rural areas.

Creating a better SA, a better Africa and World Develop a strategy for ensuring quality outputs in multilateral

agreements


8.ANNUAL PERFORMANCE PLAN 2010-2011(ONE YEAR PLAN)


Priority 1: Service delivery quality and access

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Output Measure Indicator Activities

Service Delivery Quality and Access

Customer SatisfactionService user satisfaction

Public satisfaction surveys

Enforce the requirements for Service Delivery improvement plans (SDIP’s)Conduct user satisfaction surveys of government servicesStrengthen participatory mechanisms Forge social compact with labour to improve service delivery – Public Sector SummitTogether with relevant institutions develop standards for waiting time for pensions; hospital queues; vehicle licencing centresTogether with relevant institutions develop standards for turnaround time for ID and driver’s licenceImplement e-government strategiesSPS consultation


Priority 1: Service delivery quality and access

34


Service Delivery Quality and Access

Customer-facing lead indicators

Unit cost per service

Turnaround time and responsivenessfor service delivery

Value for money

Determine Lead indicators for public service delivery

Determine benchmark for costs for public services


Priority 2 : Effective Systems, structures

and processes

35


Effective Systems, structures and processes

PERSAL functionality

PERSALInformation

Quality

•Centralised Expert/Specialist PERSAL

•Training for ALL line departments in collaboration and issuing of certificates of competence to HR end users

•Direct departments to improve quality of PERSAL information and monitor progress of the data clean-up process

•Streamline reporting requirements (issue one-time reporting requirements)


Priority 3 : Leverage ICT as a strategic

resource (enabler)

36


Leverage ICT as a strategic resource (enabler)

SITAEffectiveness

HR Connect

e-government policies and frameworks developed

System developed and rolled-out to all departments

Oversee the turnaround strategy for SITAWork collaboratively with the GITOC to improve the service delivery of mandatory IT services by SITA

Implement the roll-out of skills-database to all line departments


Priority 4 : Effective employment entry into public

service and HRD

37


Effective employment entry into public service

and HRD

No of public servants trained

Training programmes linked to skills gap

•Establish comprehensive funding model for public sector training linked to skills development legislation

•Set minimum levels of training per annum for the public sector in specific competence areas

•Identify core skills and introduce mandatory development –oriented training

•Introduce a national integrated public sector training system covering the three spheres of government

•Streamline the government-wide institutional landscape for public sector training


Priority 5 : Effective HRM Practices, norms and standards

38


Effective HRM practices, norms and

standards

Performance development and Assessment

% of Public Servants receiving rewards

AG audit Reports

•Develop a revised PMDS Strategic Framework for PS for all levels which links organizational performance with individual performance

•Revamp performance management system for senior managers and levels 1-12 taking into account organisational performance management (OPM)

•Review and strengthen the performance management system for HOD’s, including linking to the outcome of performance audits by the AG

•Build the capacity of HR components

•Support departments that repeatedly obtain qualified

audits and poor



39


Effective HRM, Practices, norms and

standards

Career Pathing

Appointment period and vacancy rate

Turnover rate

Duration of time spent at a performer level

Duration of appointment process

% of staff turnover

Flexible career movement policies within the public serviceMovement linked to compulsory development path which validates competencies

•Post provisioning norms developed for all PS postsRevise public service regulations to review decentralized HR framework

Succession planning strategy developed



40


Effective HRM, Practices, norms and

standards

Disciplinary procedures

Performance Agreements

Duration for disciplinary cases reduced

% performance agreements signed on time

Revise the disciplinary code for the Public Service to improve turnaround time of cases

Strengthen labour relations to promote disciplined democratic organizations of government

Report on compliance with respect to signing of performance agreements and corrective measures taken with respect to non-compliance


Priority 6 : Healthy, safe working

environments for all public servants

41


Healthy, safe working environments for all public

servants

EHW Policies implemented

Targeted health and education sector environments

improved

•Implementation of EHW policies through guidelines, handbooks and training

•Implementation of M&E tool to measure EHW

policies


Priority 7 : Appropriate governance structures

and decision-making

42


Appropriate governance structures and decision-

making

Delegations of HR processes

Improved decision making due to appropriate

delegations

Support departments to improve their financial capability maturity

Monitor progress in signing of delegations from Ministers to DGs on HRA Monitor and report on implementation of HR and Finance delegations at service delivery points

Support departments that repeatedly obtain qualified audits.


Priority 8: Citizen engagement, Stakeholder and

Public Participation

43


Citizen engagement,Stakeholder and Public

Participation

Promoting Nation building

National value pledge

Public Service Commitment

Social Compact

•Imbizos and service delivery visits

• Public Service Charter

• Agree on service delivery standards


Priority 9 : Corruption tackled effectively

44


Corruption tackled effectively

Public perception of corruption

Corruption Perception Index value and rank

•Surveys of experience of corruption at key service points (driver’s licences, social grants, IDs, police dockets)

•Support departments to build minimum anti-corruption capacity

•Investigate allegations of corruption from National Anti-corruption Hotline

•Conduct anti-corruption risk assessments

•Scrutinise financial disclosure forms

•Conduct training and education in ethics

•Inspire the public towards intolerance for corruption



45



Public perception of corruption

Corruption Perception Index value and rank

•Surveys of experience of corruption at key service points (driver’s licences, social grants, IDs, police dockets)

•Support departments to build minimum anti-corruption capacity

•Investigate allegations of corruption from National Anti-corruption Hotline

•Conduct anti-corruption risk assessments

•Scrutinise financial disclosure forms

•Conduct training and education in ethics

•Inspire the public towards intolerance for corruption



46



Corrupt activities

No. of convictions for tendering/payroll fraud100% Financial disclosures submitted

by SMS

•Strategy to prosecute and charge PS involved in tendering and other fraudulent activities

•Financial disclosures analysed and monitored to verify honest disclosure

•Develop special anti-corruption unit


Priority 10 : Contribution to improved PS in Africa

and international arena

47


Contribution towards improved public service and administration in Africa and the international

arena

Involvement in multilateral agreements with targeted

countries

Improved relationship and engagements which enhance regional stability

•Develop a strategy for ensuring quality outputs in multilateral agreements.


Key Mechanism for Delivery

• Strong focus on the modernisation of the PS for functionality and utility

• Revise Public Service Regulations• Revise adequacy of norms and standards• Enforce compliance with regulatory frameworks• Speed up implementation of Single/Integrated

Public Service Delivery • Strengthen participatory governance measures• Strong focus on leadership and HR capacity

development, systems and processes.• Build a sound and stable labour relations

environment for effective service delivery


9.MEDIUM TERMBUDGET VOTE 11


Medium Term Budget Vote 11

Programme 2010/11R’000

2011/12R’000

2012/13R’000

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 Government

186 663 188 314 195 118

6. Governance for Public Service and Administration

174 554 186 729 194 732

Total expenditure estimates 651 484 657 145 684 107DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION

Allocation breakdown (2010/11) MPSA

Admin21%

HRMD7%

LRCM9%

ITM7%

SDI8%

PSETA3%

PALAMA18%

Govenance6%

PSC21%


Economic Classification

Description 2010/11 2011/12 2012/13

Compensation of employees

174 430 183 369 193 426

Goods and Services 202 483 186 660 192 698

Transfers and Subsidies 271 626 284 473 295 396

Payment for Capital assets

2 945 2 643 2 587

Total 651 484 657 145 684 107


Transfers to MPSA Departmental Agencies

Public Service Education and Training Authority

Public Administration Leadership and Management Academy

Public Service Commission

2010/11 2011/12 2012/13

19 993 20 997 22 026

2010/11 2011/12 2012/13

117 470 117 567 121 722

2010/11 2011/12 2012/13

133 766 145 512 151 232DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION

Concluding remarks• We have already developed an Annual Performance Plan

for 2010-2011 which is derived from this strategic plan

• We are confident that the dpsa staff, both in management and in supportive roles, are equal to this 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!

• We remain committed to our Value Statement; i.e

an exemplary professional, ethical, accountable andan exemplary professional, ethical, accountable andinnovative department, embodying the principles ofinnovative department, embodying the principles of

Batho Pele and committed to service excellenceBatho Pele and committed to service excellence.


CONCLUSION

2010: A Year of Action- knowing where people

live, understand their needs and respond

faster.DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION

Siyabonga


Documents

Improving Government’s Performance by Implementing Measurable Performance and Accountable Delivery