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PRESENTATION TO THE PORTFOLIO

COMMITTEE ON PUBLIC SERVICE AND

ADMINISTRATION

Public Service Commission6 November 2002

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Programme 1

Corporate Services and

Regional Liaison

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Income Statement for the year ended 31 March 2002

Revenue

R’000 2001/02 2000/01

Voted Funds 54 013 51 588

Other receipts 376 136

Total 54 389 51 724

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Income Statement for the year ended 31 March 2002

ExpenditureR’000 2001/02 % 2000/01 %

Personnel 38 993 74 31 538 74

Administrative 8 408 16 6 384 15

Inventory 1 340 2 708 2

Equipment 884 2 2 289 5

Prof & Spec Services 2 435 5 1 763 4

Miscellaneous - - 174 -

Authorised Losses 682 1 - -

Total 52 742 100 42 856 100

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Income Statement for the year ended 31 March 2002

Net SurplusR’000 2001/02 2000/01

Net Surplus 1 647 8 868

Made up as follows:

Voted funds surrendered

1 271

(2%)

8 732

(17%)

Revenue surrendered 376 136

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Report of the Audit Committee for the year ended 31 March

2002o Met twice during the period under reviewo Noted the outsourcing of the internal

audit functiono Improvement on internal controls and

the formulation and the implementation of the fraud prevention plan

o Noted improvement on spending patterns and Approved the AFS on 26 July 2002

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Report of the Auditor-General for the year ended 31 March 2002

o Unqualified reporto Emphasis of matter with regard to

the Internal Audit function and subsequent outsourcing thereof

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Human Resources Management Report for the year ended 31 March

2002Gender Level 1-8 9-12 13-16 Total

Male 34

(19%)

37

(20%)

25

(14%)

96

(53%)

Female 58

(32%)

17

(9%)

11

(6%)

86

(47%)

Disabled 0 0 0 0

Total 92

(51%)

54

(29%)

36

(20%)

182

(100%)

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Human Resources Management Report for the year ended 31 March

2002Level African Coloureds Indians Whites Total

01 to 08 70

(38%)

5

(3%)

1

(1%)

16

(9%)

92

(51%)

09 to 12 35

(19%)

5

(3%)

0

(0%)

14

(7%)

54

(29%)

13 to 16 22

(12%)

2

(1%)

5

(3%)

7

(4%)

36

(20%)

Total 127

(69%)

12

(7%)

6

(4%)

37

(20%)

182

(100%)

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Programme 2

Human Resource Managementand

Labour Relations

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HUMAN RESOURCE MANAGEMENT AND DEVELOPMENT

Given that sound human resource management is central to the performance of government, specific audits, investigations

and reviews were conducted:

Verification of qualifications of Senior Managers in the Public Service. Report released containing a statistical overview of the

results of the audit. Only 2 of the 2 376 qualifications verified were false. Senior managers are well qualified with the average

manager holding over 2 tertiary qualifications.

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HUMAN RESOURCE MANAGEMENT AND DEVELOPMENT (CONTINUED)

Evaluation of Disability Equity in the Public Service. This project aimed at monitoring and

evaluating affirmative action policies in the Public Service.

2007 people with disabilities, which represents an average of 0,25%.

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HUMAN RESOURCE MANAGEMENT AND DEVELOPMENT (CONTINUED) Investigations undertaken into HR practices in the Public Service: Four investigations into alleged irregularities

in human resource practices of the Free State Province.

Alleged irregularities in the staffing practices of the Mpumalanga Department of Public Works, Roads and Transport.

Alleged irregularities in the staffing practices of the KwaZulu-Natal Department of Education and Culture.

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LABOUR RELATIONS

The PSC attempts to enhance labour relations in the Public Service, by observing, participating and engaging in pertinent research. Given its “birds-eye” view, it is able to play a critical

strategic role around labour relations:

Consideration of grievances in terms of the prescribed grievance procedure. 44% increase in the number of grievances

considered, compared to the previous year. Mojority of cases involved issues such as

the filling of posts, awarding of 2nd and 3rd notches, and unfair labour practices.

132 cases were referred as they were not lodged in the prescribed manner or were from former officials.

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LABOUR RELATIONS (CONTINUED)

Monitoring the implementation of the Commission’s recommendations in respect of grievances. 11 recommendations of which 6 implemented,

4 not implemented and 1 pending.Negotiations on the draft Grievance Rules at the PSCBC.Grievance trends identified and analysed. On average it took Departments 104 days to

resolve their cases. 36% of cases related to promotion and

14,75% related to merit awards.Development of a database on grievances. A database was developed to improve record

keeping on grievances.

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LABOUR RELATIONS (CONTINUED)

Evaluation of the grievance procedures of the SA Defence Force, SA Police Service, Educators, SA Secret Service and National Intelligence Agency.Guidelines to follow when considering the merits of an appeal in cases of misconduct. Guidelines published to assist departments

in dealing with appeals.

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LABOUR RELATIONS (CONTINUED)

Report on the manner in which appeals are dealt with by the executing authority. It was found that appeal authorities do not fully

probe the merits of appeals and departments are reluctant to draft departmental polices on the management of discipline.

Evaluation of the management of suspensions in the Public Service. From 1 July 1999 to 31 July 2000, 377

employees suspended, of which 68 suspended for periods exceeding 24 months.

It was found that the implementation of the Disciplinary Code was not reinforced by supportive infrastructure.

The PSC drafted guidelines on the management of suspensions to assist departments.

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LABOUR RELATIONS (CONTINUED)

Monitoring and evaluating personnel and public administration practices by means of ad hoc requests and complaints: Allegations lodged by the management staff

of the Free State Regional Office of the Department of Justice and Constitutional Development.

Allegations lodged against the HOD: Department of Arts, Culture, Science and Technology.

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LABOUR RELATIONS (CONTINUED)

Rules of the Commission in terms of section 11 of the Public Service Commission Act. The Commission developed and approved a

procedure for dealing with complaints lodged with it by members of the public.

The Commission developed a summons and the rules pertaining to the issuing and the serving thereof.

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SENIOR MANAGEMENT AND CONDITIONS OF SERVICE

Given the importance of the Senior Management echelon to the effective

operation of the Public Service, the PSC is actively involved in enhancing leadership and management in the Public Service:

Report on the management of senior managers’ performance agreements.Sick leave trends in the Public Service. Cost of sick leave for the period 1 Oct 1999 to

30 Sept 2000 = R631 million. Recommended that sick leave information on

PERSAL be improved. Departments should ensure that cases of sick

leave taken are recorded..

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SENIOR MANAGEMENT AND CONDITIONS OF SERVICE (CONTINUED)Administer the evaluation of Heads of Department and to further develop the evaluation methodology. First evaluation period covered by the

framework was the 2000/2001 financial year. Framework is obligatory for heads of national

departments. All provinces, with the exception of the

Western Cape, implemented the framework. 12 National and 23 Provincial HoD’s have

been evaluated. PSC will shortly release an analysis of the first

year of implementation of the framework with a view to evaluate its impact on performance management.

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SENIOR MANAGEMENT AND CONDITIONS OF SERVICE (CONTINUED)

Analysis of the causes and effects of senior management mobility in the Public Service. Study to analyse causes and effects of staff

turnover in the SMS and amongst professionals.

A best practice model to facilitate deployment of senior managers and professionals as well as to retain these categories of employees will be developed.

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Programme 3

Good Governanceand

Service Delivery

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Sub-programme:

Professional Ethicsand

Risk Management

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National Anti-Corruption Forum LaunchNational Ethics SurveyAnti-Corruption Agencies AuditManagement of HotlinesIntegrated Risk Management (Provinces)Development of WhistleblowingManagement of Asset Register (SMS)

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Programme 3

Sub-programme:Management Service Delivery

Improvement

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Batho Pele Excellence ProgrammeNational Housing Subsidy SchemeEastern Cape Fleet ManagementEastern Cape Land AdministrationDepartment of TransportMulti-purpose Community CentresCitizen’s Satisfaction SurveyCitizen’s ForumGood Management Practice Guides

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Programme 3

Sub-programme:Special Investigations

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Education (Limpopo)Health (Mpumalanga)Finance (Mpumalanga)Education (Eastern Cape)

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Programme 3/2

Monitoringand

Evaluation

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Regional OfficesNorthern Cape Pilot10 Departments3 Provinces