PUBLIC SERVICE COMMISSIONANNUAL PERFORMANCE … DPSA An… · The Department of Public Service and Administration’s Annual Performance Plan for the 2019/20 financial year provides

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DPSA – 2019/2020 ANNUAL PERFORMANCE PLAN

Page

November

2016

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DEPARTMENT OF PUBLIC SERVICE AND ADMINISTRATION

2019/2020 ANNUAL PERFORMANCE PLAN

The 2019/2020 Annual Performance Plan (APP) of the Department of Public Service and Administration (DPSA) was

compiled using the latest available information of the Department.

ISBN: 978-0-621-46760-4

RP: 367/2018

For more information contact:

Ms Linda Dludla

Deputy Director-General: Administration

Tel: +27 12 336 1704

E-mail: [email protected]

Physical Address:

Batho Pele House

546 Edmond Street

Arcadia

Postal Address:

Private Bag x916

Pretoria

0001

The 2019/2020 APP is also available on the DPSA’s website: www.dpsa.gov.za

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FOREWORD

The Department of Public Service and Administration’s Annual Performance Plan for the 2019/20 financial year

provides some of the key projects that the Department will embark upon in an attempt to meet its strategic

objectives.

The submission of the 2019/20 Annual Performance Plan comes at a time when the term of the 6th government

administration has just began. The targets reflected under the 2019/20 financial year therefore reflects on

how the Department will accelerate certain deliverables. These deliverables identified where drawn directly

from the National Development Plan (NDP) 2030 and the 2014 – 2019 Medium Term Strategic Framework

(MTSF). Furthermore, the priorities from the 2019 State of the Nation Address as well 2019 – 2024 MTSF are

taken into consideration. In its 2015/2020 Strategic Plan, the Department indicated that it would focus on the

following areas during the period covered for by the Strategic Plan:

o Promoting stability at the political-administrative interface;

o Promoting a Public Service that is a career of choice;

o Ensuring that there are efficient and effective management and operations systems;

o Increased responsiveness of public servants and accountability to citizens; and

o Improved mechanisms to promote ethical behaviour in the Public Service.

The Department will continue to focus on refining the frameworks and pieces of legislation where necessary and

will strengthen its monitoring and oversight mechanisms to support and improve implementation.

As the Executive Authority, I endorse the Annual Performance Plan and am committed to supporting and ensuring

its implementation.

Mr Senzo Mchunu, MP

Minister for the Public Service and Administration

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OFFICIAL SIGN-OFF

It is hereby certified that this Annual Performance Plan:

was developed by the management of the DPSA under the guidance of Ms Ayanda Dlodlo, Minister for the

Public Service and Administration;

was prepared in line with the 2015/2020 Strategic Plan; and

accurately reflects the performance targets which the DPSA will endeavour to achieve given the resources

made available in the budget for the 2019/20 financial year.

MR MASILO MAKHURA

CHIEF FINANCIAL OFFICER

MS LINDA DLUDLA

DEPUTY DIRECTOR-GENERAL: ADMINISTRATION

PROFESSOR RICHARD LEVIN

ACCOUNTING OFFICER

Approved by:

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TABLE OF CONTENTS

PART A: STRATEGIC OVERVIEW……………………………………………………………………...………1

1. VISION…………………………………………………………………………………..……………….1

2. MISSION……………………………………………………………………………………………..…..1

3. VALUE STATEMENT…………………………………………………………………………………..…..1

4. MANDATES……………………………………………………………………………………...……….1

4.1 CONSTITUTIONAL MANDATE……………………………………………...…………………………….1

4.2 LEGISLATIVE MANDATE……………………………………………...…………………………….…….2

5. UPDATED SITUATIONAL ANALYSIS……………………………………………………………..……….3

5.1 PERFORMANCE DELIVERY ENVIRONMENT………………………………………………………………3

5.2 ORGANISATIONAL ENVIRONMENT………………………………………………………………..…..12

6. REVISIONS TO LEGISLATIVE AND OTHER MANDATES………………………………………………....13

7. OVERVIEW OF THE 2019/20 BUDGET AND MEDIUM TERM EXPENDITURE FRAMEWORK (MTEF)

ESTIMATES……………………………………………………………………………………………...13

7.1 EXPENDITURE ESTIMATES………………………………………………………………………………13

7.2 RELATING EXPENDITURE TRENDS TO STRATEGIC OUTCOME ORIENTED GOALS……………………..16

PART B: PROGRAMME AND SUB-PROGRAMME PLANS…………………………………………….......…20

1. PROGRAMME 1: ADMINISTRATION…………………………………………………………...…….20

1.1 STRATEGIC OBJECTIVE ANNUAL TARGETS FOR 2019/2020…………………………………………21

1.2 PROGRAMME PERFORMANCE INDICATORS AND ANNUAL TARGETS FOR 2019/2020……………..23

1.3 QUARTERLY TARGETS FOR 2019/20………………………………………………………………….26

1.4 RECONCILING PERFORMANCE TARGETS WITH THE BUDGET AND MTEF………………………….…28

1.5 PERFORMANCE AND EXPENDITURE TRENDS…………………………………………………………...30

2. PROGRAMME 2: POLICY DEVELOPMENT, RESEARCH AND ANALYSIS………………………..…...31






3. PROGRAMME 3: PUBLIC SERVICE EMPLOYMENT AND CONDITION OF SERVICE…………...….....43






4. PROGRAMME 4: GOVERNMENT CHIEF INFORMATION OFFICER…………………………………..55


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5. PROGRAMME 5: SERVICE DELIVERY SUPPORT……………………………………………………...63






6. PROGRAMME 6: GOVERNANCE OF PUBLIC ADMINISTRATION……………………………………74






PART C: LINKS TO OTHER PLANS…………………………………………………………………………...82

1. LINKS TO THE LONG-TERM INFRASTRUCTURE AND OTHER CAPITAL PLANS…………………………82

2. CONDITIONAL GRANTS………………………………………………………………………………..82

3. PUBLIC ENTITIES……………………………………………………………………………………..….82

4. PUBLIC PRIVATE PARTNERSHIP…………………………………………………………………………82

ANNEXURES……………………………………………………………………………………………….....83

1. ANNEXURE 1: AMENDMENTS TO THE STRATEGIC OBJECTIVES………………………………………83

2. ANNEXURE 2: TECHNICAL INDICATOR DESCRIPTIONS……………………………………………….95

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PART A: STRATEGIC OVERVIEW

1. VISION

A professional, productive and responsive Public Service and administration.

2. MISSION

1) Establish norms and standards to ensure that the Public Service functions optimally and that such

norms and standards are adhered to;

2) Implement interventions to maintain a compliant and functioning Public Service;

3) Promote an ethical Public Service through programmes, systems, frameworks and structures that

detect, prevent and combat corruption; and

4) Contribute towards improved public administration in Africa and internationally through dialogue

and sharing of best practices.

3. VALUE STATEMENT

4. MANDATES

4.1 Constitutional Mandate

According to Chapter 10 (Section 195 [1]) of the Constitution of the Republic of South Africa, public

administration must be governed by the democratic values and principles enshrined in the Constitution,

including the following principles:

a) A high standard of professional ethics must be promoted and maintained;

b) Efficient, economic and effective use of resources must be promoted;

c) Public administration must be development-oriented;

d) Services must be provided impartially, fairly, equitably and without bias;

e) People’s needs must be responded to, and the public must be encouraged to participate in policy

making;

f) Public administration must be accountable;

g) Transparency must be fostered by providing the public with timely, accessible and accurate

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information;

h) Good human resources management and career-development practices, to examine human

potential, must be cultivated; and

i) Public administration must be broadly representative of the South African people, with

employment and personnel management practices based on ability, objectivity, fairness, and the

need to redress the imbalances of the past to achieve broad representation.

4.2 Legislative Mandate

The DPSA draws its mandate from Section 197 (1) and (2) of the Constitution, which provides that within

public administration there is a Public Service for the Republic, which must function, and be structured,

in terms of national legislation, and which must loyally execute the lawful policies of the government of

the day. The terms and conditions of employment in the Public Service must be regulated by national

legislation.

Employees are entitled to a fair pension as regulated by national legislation.

In terms of the Public Service Act of 1994, as amended, the MPSA is responsible for establishing norms

and standards relating to;

1 The functions of the Public Service;

2 The organisational structures and establishments of departments and other organisational and

governance arrangements in the Public Service;

3 The conditions of service and other employment practices for employees;

4 Labour relations in the Public Service;

5 Health and wellness of employees;

6 Information management in the Public Service;

7 Electronic government;

8 Integrity, ethics, conduct and anti-corruption in the Public Service; and

9 Transformation, reform, innovation and any other matter to improve the effectiveness and

efficiency of the Public Service and its service delivery to the public.

According to Section 3 (5) of the Public Service Act, the Minister may, subject to the Labour Relations

Act and any collective agreement, make determinations regarding the conditions of service of

employees generally or categories of employees, including determinations regarding salary scales and

allowances for particular categories of employees. In terms of Section 5 (6), all collective agreements

concluded at the Public Service Coordinating Bargaining Council (PSCBC) are deemed to be

determinations made by the Minister in terms of Section 3 (5) of the Public Service Act and the Minister

is empowered further to issue directives to elucidate or supplement such determination.

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5. UPDATED SITUATIONAL ANALYSIS

The situational analysis reflected in the DPSA’s 2015/2020 Strategic Plan provided the strategic

direction and the basis for the situational analysis.

Due to the nature of its operations, the DPSA is a policy department that does not offer services directly

to citizens but provides the enabling environment to ensure that the departments that deliver services

are properly capacitated to do so. In this regard, the main beneficiaries of the Department's services

are national and provincial departments. Some of the challenges experienced by the Department in

executing its mandate relate to the non-compliance with the Public Service Act and Regulations as well

as perceptions of corruption in the Public Service.

5.1 Performance Delivery Environment

As the DPSA draws in mandate from the Constitution of the Republic of South Africa translated into the

Public Service Act and Public Administration Management Act (PAMA), the DPSA is also given its

strategic policy direction for intervention by the NDP. The NDP is a long term developmental vision for

South Africa based on an outline of sector specific goals and a vision for South Africa to be achieved

by the year 2030. Chapter 13 of the NDP identifies critical interventions to build a professional Public

Service and a state capable of playing a transformative developmental role in realising the vision for

2030 whilst Chapter 14 focuses on promoting accountability and fighting corruption. The key strategic

goals of Chapters 13 and 14 of the NDP therefore inform the policy and programme interventions that

the DPSA embarks upon.

Furthermore, the Minister for the Public Service and Administration (MPSA) is responsible for the

coordination and reporting on the implementation of Outcome 12: “An Effective, Efficient and

Development Oriented Public Service”. Outcome 12 has 7 sub-outcomes and 8 impact indicators. The

MPSA, through the DPSA, is responsible for the implementation of 5 of the sub-outcomes and 3 impact

indicators.

The DPSA is frequently called upon to provide support to national and provincial departments on Public

Service and administration matters. A case in point is the support that the DPSA is currently providing

with regards to the Section 100 intervention in North West. The purpose of this intervention is to bring

about governance stability following the placement of the Province under administration in 2018. The

DPSA plans to strengthen and deepen its role in the North West to ensure continuous delivery of services

to citizens, the management of disciplinary cases, enhancement of information technology management

as well as other governance related matters.

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National Development Plan 2030 Vision and Trajectory

The Constitution of the Republic of South Africa (1996) envisages a Public Service that is professional,

accountable and development-oriented and the NDP has identified specific steps that need to be taken

to promote the values and principles of public administration as contained in the Constitution. These are

central in the building of an efficient, effective and development oriented Public Service as part of a

capable and developmental state.

The NDP further highlights the need for well-run and effectively coordinated state institutions with skilled

public servants who are committed to the public good and capable of delivering consistently high-

quality services, while prioritising the nation’s developmental objectives.

As described in the NDP, there is unevenness in capacity that leads to uneven performance in the Public

Service. This is caused by a complex set of factors which include tensions in the political-administrative

interface, instability of administrative leadership, skills deficits, insufficient attention to the role of the

State in reproducing the skills it needs, the erosion of accountability and authority, poor organizational

design and low staff morale. There has also been challenges in achieving constructive relations between

departments and all three spheres of government.

As a result, steps are needed to strengthen skills, enhance morale, clarify lines of accountability and

build an ethos of Public Service. These steps are guided by the need for long-term policy stability as

well as an awareness of the potentially adverse effects of over-regulation. The actions are not merely

about technical solutions, but also about creating the conditions for a professional ethos of Public Service

founded on a strong developmental commitment. The core objective is to put in place the mechanisms

and structures that can support departments in developing their capacity and professional ethos, while

leaving departments with the ultimate authority on how their departments are run.

In addressing the above mentioned challenges, gaps and weaknesses, specific indicators and actions

have been identified for implementation by the DPSA under the 5 year MTSF.

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Policy Development, Research and Analysis

The Minister for the Public Service and Administration (MPSA) has the legal responsibility to establish

Public Administration Norms and Standards in terms of the Public Service Act No 103 of 1994 and the

PAMA No 11 of 2014. The draft Strategic Framework for Public Administration Norms and Standards,

which was developed in April 2017 outlines the future uniform processes of establishing these norms

and standards. Following the approval of the Strategic Framework, the DPSA will embark on a process

of ensuring the instituionalisation of selected aspects of the approved Strategic Framework for the

Office of Standards and Compliance as well as the finalisation of the business case on the structure and

governance of the Office of Standards.

The Cabinet Lekgotla held in January 2017 mandated the DPSA to support the Presidency in

undertaking a project that will investigate the proper configuration and functioning of the national

centre of government to achieve the objectives of the PAMA, 2014. In accordance with the Cabinet

Lekgotla decision as well as the DPSA’s legal mandate in terms of Section 3 (4) of the Public Service

Act, 1994, the DPSA initiated a number of research initiatives to support the modelling proposals for

the Centre of Government. The research initiatives included conducting an analysis of mandated

functions of institutions at the centre of government, a legislative analysis of existing laws that are

administered by the centre of government institutions, legislation that impact the functioning of centre

of government institutions, and a synopsis of constitutional and statutory powers to support centre of

government responsibilities and functions.

The country’s machinery of government underwent extensive organisational restructuring following its

democratic transition in 1994. The evolving shape and size of the South African government machinery,

its organisational composition and lifecycle requires intensive scrutiny to support the developmental

outcomes as set out in the NDP. There is a need to provide a more robust narrative description of the

key political and policy drivers that have shaped the South African national government machinery

change with a specific focus on the institutions at the Centre of Government. A macro organisational

change blue print is required to inform the size, configuration and changing constellation of

organisational units which make up the Machinery of Government.

In this regard, the DPSA will continue with further research and refinement of the preliminary working

model for the centre of government under the leadership of the Presidency. This will include the MPSA

and Presidency holding discussions through various fora. Once the Minister has approved the research

work on national Centre of Government and whole of National Government Configuration, the next

phase will include the macro organisation of the Centre of Government and whole of National

Government. This work will then be submitted to the President for consideration.

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The DPSA is in the processes of developing a draft White Paper for Public Administration

Transformation and Modernisation, which is linked to the social vision of the NDP and the provisions of

PAMA. The White Paper will serve as a policy document that responds to the challenge of state capacity

and capability, and which is based on a home grown system of public administration. During the Medium

Term Expenditure Framework period, consultations with various stakeholders will held.

The current Orgnisational Functionality Assessment (OFA) toolkit has been operational since 2012.

While the toolset has been successfully applied in many departments, challenges have also been

identified. In order to address these challenges, the DPSA decided to refine the toolkit. The refinement

included, amongst others, the alignment to the 8P Model (portfolios, programmes, policies, plans,

projects, processes, products and practices). Support on the implementation of the OFA Tool was

provided to a number of departments, which comprised mainly of provincial departments. Further

refinement on the toolkit will be conducted prior to its piloting at selected sector departments.

Public Service Employment and Condition of Service

In December 2017, Cabinet approved that the MPSA could issue the Performance Management and

Development System (PMDS) for Heads of Department (HODs) and the PMDS for members of the Senior

Management Service (SMS). The revised PMDS for members of the SMS now incorporates the evaluation

of performance based on the Auditor-General’s audit opinion, the Annual Performance Plan, and a

mandatory key government focus area with each aspect weighted at 20% in addition to the compulsory

Key Result Areas. Furthermore, dates for entering into performance contracting, reviews, assessments

and evaluations have been prescribed. In January and February 2018, respectively the MPSA issued

the Directives for implementation with effect from April 2018. The DPSA will therefore continuously

provide support to departments on the implementation of the PMDS.

The Public Service Co-ordinating Bargaining Council (PSCBC) Resolution 7 of 2015 provides for a

framework for the establishment of the Government Employees Housing Scheme (GEHS). The Scheme

aims to amongst others, address the multiple barriers that prevent employees from accessing affordable

housing finance. As at March 2018, 560 967 homeowner’s government employees had enrolled to

receive the new GEHS housing allowance. A total of 388 062 government employees who do not own

houses (tenants) had a portion of the housing allowance diverted and accumulated into a saving facility.

Cabinet approved the Framework on the Graduate Recruitment Scheme in December 2017. The Public

Service Graduate Recruitment Scheme Framework seeks to provide a well-defined, transparent and

shared strategy for recruiting dedicated young people and ensuring that their skills are developed,

and accompanied by a career progression to ensure that they are retained in the service, but

importantly in the specialised areas they are primarily qualified in. The DPSA is responsible for

monitoring the appointment of youths into learnerships, internship and artisan programmes within the

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Public Service.

Over the 3 past financial years (2015/16 – 2017/18), a total of 96 913 youths were placed, of which

40 052 (41.3%) were persons appointed permanently, on contract and those on long term

developmental and receiving stipends in terms of Occupation Specific Dispensation. Is it encouraging

that some departments have integrated the planning and implementation of the developmental

programmes into the departmental recruitment processes. In this way, internship programmes are used

a source for the talent pool from which to recruit.

Although they have high an advantage of an intensive infrastructure and national footprint, large sector

departments such as the South African Police Service, departments of Defence, Health and Education

have not fully exploited the strategic value of internship programmes. Departments such as Health could

benefit in placing interns of various occupations in the value chain service delivery points. For an

example, artisans and administration assistants could be placed at public health facilities to address

the infrastructure repair and the management of patients’ records filing systems. The DPSA will conduct

capacity building engagements with departments on the implementation of the Graduate Recruitment

Scheme Framework. In addition, the Department will produce an annual report on the appointment of

persons into developmental programmes within the Public Service.

In an attempt to reduce the vacancy rate in the Public Service, the DPSA monitors and reports on the

vacancy rate. The average vacancy rate over the 2015/16, 2016/17 and 2018/19 cycle is 11. 02

%. The Department will continue to work together with all departments to submit reports on the average

percentage of funded vacant posts on PERSAL against the targeted 10% or less.

The DPSA is concerned that there was an increase in the number of days taken to resolve disciplinary

cases during the 2017/18 financial year (95 days) as compared to the 2016/17 financial year (86

days), even thou the Centralised Pool of Chairpersons Departmental Representatives of Disciplinary

Hearings was established to assist departments to reduce the time it takes to finalise disciplinary cases.

The MPSA issued a Directive for departments to capture cases on PERSAL in order to enable the DPSA

to monitor the compliance trends and make necessary interventions. The Department will continue to

work together with all national and provincial departments to submit reports on the average number of

days taken to resolve disciplinary cases.

Government Chief Information Officer

The NDP enjoins the MPSA to lead the Public Service in the e-Enablement of five services for improved

service delivery and access by 2020. The DPSA has assisted various departments in e-enabling

various services such as the following:

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An e-Matric System was implemented by the Department of Basic Education

The Integrated Person Related Information System was implemented by the Department of Justice

and Constitutional Development

The Integrated Case Management System was implemented by the South African Police Service

A e- Filing System was implemented the Department of Labour

An Exam–Query System was implemented by the Department of Higher Education and Training

An e-Services Companies and Intellectual Property Commission (CIPC) was implemented by the

Department of Trade and Industry.

The DPSA conducts an annual Information and Communication Technology (ICT) expenditure review for

all national and provincial departments. The purpose of the review is to understand the ICT spending

trends and identify ICT cost management mechanisms. The expenditure for the 2016/17 review period

was above R35 billion.

In terms of the improvements made by departments, the DPSA re-established transversal contracts with

the State Information Technology Agency (SITA) on the procurement of ICT peripherals, personal

computers and mobile devices for the public sector. Furthermore, the ICT Standard Chart of Accounts

codes were revised for the effective and efficient allocation and definitions of ICT expenditure in the

Public Service.

Over the MTSF period, the DPSA will embark on a number of initiatives such as developing a Public

Service Digitalization Framework, Public Service Cloud Policy, Public Service Information and

Communication Technology (ICT) Value Management Framework. Furthermore, the Public Service ICT

Security Assessment Standard and Corporate Governance of ICT Assessment Standard will be revised.

Once all these initiatives are being implemented, the DPSA will provide support through engagements

to selected national and provincial departments.

Service Delivery Support

Government has consistently prompted programmes and platforms that create space for engagement

and reflection aimed at finding collective solutions to the continued global challenges of poverty,

unemployment and inequality. In an attempt to respond to this call, the DPSA participates in community

outreach programmes such as the “Batho Pele - Putting People First” programme. The programme aims

at responding to service delivery challenges experienced by the community. Some of the outreach

programmes conducted include visits to state facilities where observations were made to determine if

government is achieving the required service standards intended to meet the needs of South Africans.

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As part of the service delivery improvement effort, the MTSF identified the development of Batho Pele

standards as one of the key priorities. The aim of the Batho Pele standards is to improve service delivery

through increasing government officials’ responsiveness to citizens’ needs. The generic Batho Pele

standards have been developed and are being piloted in the national Department of Basic Education

(Matric Certification Centre), the Department of Health (Ideal Clinic Project), the national Department

of Human Settlements (Customer Care Centre), the Department of Labour (Unemployment Insurance

Fund), the Department of Social Development (Customer Care Centre), and the Department of Transport

(Driver Learner Trainer Centres). The DPSA plans to conduct a survey to establish how the rest of the

Public Service is implementing the Batho Pele principles.

The Public Service Charter is a pledge of commitment (contract) between the employer (State) and

labour representatives (Unions) to work together to improve service delivery. It aims to improve service

delivery by ensuring adherence to the basic values and principles of service provision. During the

2017/18 financial year, the DPSA held advocacy campaigns and supported departments on the

implementation of the Public Service Charter. A key finding arising from the service delivery site visits

conducted indicates that the Public Service Charter is not fully understood. The DPSA will continue with

its advocacy work and develop an implementation plan for monitoring the implementation of the Public

Service Charter.

The DPSA is responsible for providing support to departments to improve the quality and

implementation of their Service Delivery Improvement Plans (SDIPs). There is concern on the 15 out of

161 (9%) departments that could not submit their SDIPs in the 2015/18 SDIP cycle despite the support

that has been provided over the past 5 years. The overall quality of the SDIPs developed by

departments has improved from 19% in the 2012/15 SDIP cycle to 62% in the 2015/18 SDIP cycle.

Going forward, an integrated approach in the provision of support efforts to departments will be

followed in respect of the Service Delivery Model, business process mapping and re-engineering,

Standard Operating Procedures, service standards and the SDIPs. The DPSA will also explore the

automation of the SDIP assessment process and collaborate with the Department of Planning, Monitoring

and Evaluation on the evaluation of the SDIPs and the medium to short-term planning framework.

The Thusong Service Centre Programme was initiated in 1999 as government’s commitment to ensure

quality access to information and services of government in an integrated manner and closer to citizens

that reside in outlying areas. The DPSA in collaboration with the Government Communication and

Information Systems is tasked with the responsibility to develop and support the implementation of an

improvement programme. The programme will serve as an intervention to enhance the functionality and

sustainability of the Thusong Service Centres across the country. It will culminate in the development of

a framework for the establishment, promotion and maintenance of service centres.

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The Community Development Workers Programme (CDWP) serves as one of the vehicles that enables

the Department to realise the objectives of the National Development Plan. Since the inception of the

CDWP, Community Development Workers (CDWs) have been the conduits of information between

government and the citizens, and have contributed immensely in the speeding up of service delivery.

The CDWP was primarily created to bridge the service delivery gap between the government and the

people. It is a community-based programme established by government to facilitate a solid community-

government interface, which would result in increased access to government services by communities

through the ward based CDWs. The programme currently has 3 286 CDWs across all 9 provinces. The

DPSA will continue to be involved in the work in this area.

The Africa Peer Review Mechanism (APRM) is a mutually agreed instrument voluntarily acceded to by

Africa Union (AU) member States as an African self-monitoring mechanism. The primary purpose of the

APRM is to foster the adoption of policies, standards and practices in line with accountability measures

that lead to political stability, high economic growth, sustainable development and accelerated sub-

regional and continental economic integration through sharing of experiences and reinforcement of

successful and best practice, including identifying deficiencies and assessing the needs for capacity

building. The DPSA will be preparing to produce a close out report on the APRM 2nd Generation Review

process.

The Open Government Partnership (OGP) is a multilateral initiative that aims to secure concrete

commitments from governments to promote transparency, empower citizens, fight corruption, and

harness new technologies to strengthen governance. In April 2017, the OGP programme was moved to

the Department of International Relations and Cooperation although it has subsequently been moved

back to the Department during the 2018/19 financial year.

Governance of Public Administration

The NDP, 2030 advocates greater and more consistent delegation by Executive Authorities to Heads

of Department.

During the 2015 - 2019 period, the DPSA monitored compliance with the 2014 Directive on Public

Administration and Management Delegations, which provided for norms and standards on how

delegations should be managed. Assessing compliance considered the following standards, namely that

delegation registers are in the prescribed format and duly authorized, registers are updated with the

latest legislative amendments, evidence of discretionary delegation appointment matters and

implementing the Cabinet approved minimum levels of delegation.

Hands-on support and capacity building initiatives were provided to departments annually and on

request.

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As at 31 March 2019, the rate of compliance with the Directive was as follows:

For the whole Public Service, 74% of all departments assessed complied with the Directive. The

percentage compliance increased with 29% compared with 45% in 2015.

At national level, 67% of national departments assessed complied with the Directive. The


At provincial level, 76% of provincial departments assessed complied with the Directive. The


The NDP recommends that the Public Service Act, 1994 be amended to locate responsibility for human-

resources management with the Head of Department. Therefore, the amendments to the Public Service

Act, 1994 in the 6th Administration will assign organisational and human resource management matters

to Heads of Department.

The NDP states that while departments have a responsibility for personnel appointments, there is a need

for further development of assessment mechanisms, particularly in areas where specific technical or

policy skills are required, and these will therefore need to be designed with a specific focus on

supporting departmental recruitment processes. In an attempt to achieve this, the DPSA conducted

research and established that some of the departments do use the psychometric/competency assessment

mechanisms. In order to strengthen work in this area, the DPSA has requested the National School of

Government to initiate a process to strengthen training for Human Resource practitioners and selection

panel members.

The DPSA developed a Guideline on mentoring and peer support mechanisms for senior managers. The

purpose of the Guideline is to promote leadership development within departments by introducing an

alternative yet effective mode of learning where employees can develop through the transfer of

knowledge and skills based on the experience of their peers. Growing the intellectual capital that exists

within the Public Service through mentorships means that departments need to dedicate a considerable

amount of time and energy to the development and training of the mentors who form the foundation of

such an intervention. In order for the mentoring programme to be successful, it cannot exist as an isolated

programme but needs to be integrated into the broader development interventions of departments.

The Department will continue to provide departments with support on the implementation of the

Guideline.

South Africa has a sound anti-corruption and ethics infrastructure inclusive of both strong legislative and

policy frameworks. However, it is important to highlight that the fight against corruption is ongoing and

as new manifestations of corruption are revealed, gaps in the application of existing legislation and

policies need to be addressed. The Public Service Anti-Corruption Strategy which was approved by

Cabinet in 2002 has been a key driver of the anti-corruption initiatives in the Public Service. The

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Strategy advocates that the fight against corruption be conducted in an integrated coherent manner. It

recognises the importance of solid management practices to prevent, detect, and combat corruption.

The Directive on other Remunerative Work was implemented with effect from November 2016. The

implementation of the Directive by national departments is encouraging and provincial departments

are experiencing challenges. One of the major reasons for the lack of compliance is due to the limited

understanding of the criteria used for assessing applications. This has therefore resulted in a high number

of approvals being granted for other remunerative work. In an attempt to improve adherence by Public

Service employees to the Directive on the performance of other remunerative work (to prohibit public

servants from doing business with the State), workshops are being conducted to support departments

with the implementation of the Revised Determination on Other Remunerative Work. Furthermore, the

DPSA plans to conduct an impact assessment on the implementation of the Directive.

The amendment of the Protected Disclosures Act created a need to strengthen the protection of Public

Service employees reporting on corruption and unethical conduct. To give effect to regulations 13 (e)

and 14 (q) of the Public Service Regulations, 2016, the DPSA drafted a framework for the management

of Protected Disclosures (whistle-blowing) by Public Service employees. Consultations on the draft

framework commenced during the 2018/19 financial year. Over the 2018/2019 and 2019/2020

periods, consultative workshops will be conducted at national and provincial departments on the draft

framework for the management of protected disclosures by Public Service employees.

5.2 Organisational Environment

During the 2018/19 financial year, the Department was in the process of reviewing its organisational

structure that was last approved in 2013. The purpose of the review is based on a thorough situational

and functions analysis that was conducted. The analysis found that the current structure does not take

into cognisance the strategic intent of a modernised Public Service in translating the focus of the Public

Service Act’s core mandate, the functional decomposition therefore, in line with the Public Service Act

key functional mandates, as well as the evolving mandates to strengthen the setting of public

administration norms and standards resulting from the accenting into law in December 2014 of the

Public Administration Management Act, 2014.

Furthermore, the purpose is to ensure that the organisational structure responds to government’s policy

priorities and social vision as envisaged in the National Development Plan as well as the ensuing

mandate delivery model against key Medium Term Strategic Framework projects relevant to the DPSA’s

mandate in respect to Outcome 12 and government’s expected performance to its citizens.

_____________________________________________________


Page 13

Currently, the Department’s strategic objectives are implemented by the following

programmes/branches:

Programme 1: Administration

Programme 2: Policy Development, Research and Analysis

Programme 3: Public Service Employment and Condition of Service

Programme 4: Government Chief Information Officer

Programme 5: Service Delivery Support

Programme 6: Governance of Public Administration.

6. REVISIONS TO LEGISLATIVE AND OTHER MANDATES

The Public Administration Management Act was signed into law by the President of the Republic of

South Africa in December 2014. To ensure the proper implementation of the Act; Regulations are being

developed in a phased manner over the Medium Term Strategic Framework period.

The Public Service Regulations, 2016 necessitates change in the approach and implementation of the

amended Regulations for human resource management and development.

7. OVERVIEW OF THE 2019/20 BUDGET AND MEDIUM TERM EXPENDITURE FRAMEWORK

(MTEF) ESTIMATES

7.1 Expenditure Estimates

AUDITED OUTCOMES R’000

ADJUSTED APPROPIATION

BUDGET 2018/19

R’000

MEDIUM-TERM EXPENDITURE ESTIMATES

R’000

2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

Programmes

Administration 215 765 225 267 236 688 240 559 246 097 264 572 284 696

Policy Development,

Research and Analysis 33 874 30 834 33 405 34 108 36 281 38 493 40 959

Public Service

Employment and

Condition of Service 67 552 66 091 66 973 78 028 84 375 90 579 94 122

Government Chief

Information Officer 20 208 15 908 17 145 22 441 23 335 24 917 29 598

Service Delivery

Support 231 161 154 999 235 747 262 381 282 643 310 032 337 260

Governance of Public

Administration 272 389 270 172 287 186 313 139 329 412 352 699 375 372

Total for Programmes 840 949 763 271 877 144 950 656 1 002 143 1 081 292 1 162 007

_____________________________________________________


Page 14



BUDGET 2018/19

R’000


R’000

2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

Economic classification

Current payments 429 899 413 155 410 028 470 160 489 594 525 549 563 615

Compensation of

employees 242 534 254 534 260 423 283 140 311 872 335 714 362 866

Salaries and wages 216 580 227 528 232 827 256 533 283 212 304 867 328 737

Social contributions 25 954 27 006 27 596 26 607 28 660 30 847 34 129

Goods and services 187 365 158 621 149 605 187 020 177 722 189 835 200 749

Administrative fees 1 620 1 357 2 069 2 009 1 613 1 692 1 798

Advertising 4 835 4 458 961 2 808 2 222 3 675 3 377

Minor assets

357

333 464 1 939 3 136 3 192 3 369

Audit costs: External 4 116 3 807 4 109 4 519 5 551 5 120 5 402

Bursaries: Employees

446

442 452

500

500 700

739

Catering:

Departmental

activities 4 212 3 023 2 871 4 294 4 691 4 628 4 952

Communication (G&S) 8 516 6 703 6 503 7 929 7 928 8 388 9 264

Computer services 18 817 20 819 25 826 26 339 25 556 27 820 28 879

Consultants: Business

and advisory services 11 729 4 672 2 989 3 629 3 009 3 194 4 405

Infrastructure and

planning services

-

- -

175

-

-

-

Legal services (G&S) 2 069

- 3 672 1 472 2 144 2 310 2 437

Science and

technological services

- 2 747 -

-

-

-

-

Contractors 6 513 3 037 1 560 4 756 2 405 2 584 2 754

Agency and

support/outsourced

services 1 019 1 129 -

-

-

-

-

Entertainment

51

44 29

104

111 118

124

Fleet services

(including government

motor transport) 1 786 2 029 2 109 1 596 1 625 1 471 1 552

Consumable supplies 1 946 2 956 2 038 2 171

1 277 1 248 1 312

_____________________________________________________


Page 15



BUDGET 2018/19

R’000


R’000

2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

Consumables:

Stationery, printing

and office supplies 3 849 4 332 3 062 6 883 4 757 5 139 4 529

Operating leases 38 235 38 792 40 873 45 954 49 355 51 692 54 535

Rental and hiring 5 642 3 341 1 890 1 436 2 295 2 500 2 670

Property payments 7 744 11 012 10 119 17 127 17 090 18 121 18 831

Transport provided:

Departmental activity

136

137 721 1 155 1 301 1 395 1 472

Travel and subsistence 45 654 29 915 28 079 29 571 29 874 30 702 33 055

Training and

development 3 468 2 447 1 462 3 954 3 228 3 809 4 028

Operating payments 5 429 5 373 3 436 8 784 6 520 8 609 9 801

Venues and facilities 9 176 5 716 4 311 7 916 1 534 1 728 1 824

Transfers and

subsidies 404 254 336 473 441 089 472 881 506 850 549 801 592 128

Provinces and

municipalities

4

5 8

10

10 10

10

Municipalities

4

5 8

10

10 10

10

Municipal bank

accounts

4

5 8

10

10 10

10

Departmental

agencies and accounts 399 194 332 394 436 020 469 525 504 715 547 591 589 797

Departmental

agencies (non-business

entities) 399 194 332 394 436 020 469 525 504 715 547 591 589 797

Foreign governments

and international

organisations 1 852 2 693 1 848 2 053 2 125 2 200 2 321

Households 3 204 1 381

3

213 1 293

-

-

-

Social benefits 2 985

338

3

193 1 090

-

-

-

Other transfers to

households

219 1 043 20

203

-

-

-

Payments for capital

assets 6 735 13 265 5 710 7 615 5 699 5 942 6 264

Machinery and

equipment 6 735 13 265 5 702 6 279 4 346 4 547 4 792

Transport equipment 1 228 3 187 1 838 1 552 1 711 1 795 1 892

Other machinery and

equipment 5 507 10 078 3 864 4 727 2 635 2 752 2 900

Software and other

intangible assets

-

- 8 1 336 1 353 1 395 1 472

_____________________________________________________


Page 16



BUDGET 2018/19

R’000


R’000

2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

Payments for

financial assets

61

378 60

-

- -

-

Total economic

classification 840 949 763 271 856 887 950 656 1 002 143 1 081 292 1 162 007

7.2 Relating Expenditure Trends To Strategic Outcome Oriented Goals

It is the mandate of the DPSA to determine the role of the Public Service, which is to serve the people

of South Africa. The DPSA needs to be the facilitator of development to empower people and to meet

their needs. The Department is required to implement and coordinate interventions aimed at achieving

an efficient, effective and development orientated Public Service, which is an essential element of a

capable and developmental state as envisioned in the NDP 2030 and specifically Outcome 12.

During this MTEF period, the Department will accelerate certain deliverables which are drawn directly

from the NDP, such as promoting stability at the political-administrative interface, affirming the Public

Service as the career of choice, ensuring that there are efficient and effective management and

operations systems, increased responsiveness of public servants and improved mechanisms to promote

ethical behaviour in the Public Service. Also related to these areas are specific priorities that have been

identified for this medium term period such as the development of a Strategic Framework on Public

Administration Norms and Standards, design of a Uniform Job Grading System, promotion of the Public

Service Charter, building a digital public administration, designing of a Framework for the maintenance

and management of Thusong Services Centres and the Reconfiguration of Government (Marco

organising of the State).

Transfers and Subsidies to departmental agencies and accounts form 50% or R1.6 million of the

Department’s total budget over the medium term. This allocation is for the operations of the National

School of Government (NSG), Public Service Commission (PSC) and the Centre for Public Service

Innovation (CPSI). These departments provide public servants access to knowledge and skills, promote

the principles of public administration and foster innovation in the Public Service, respectively. The PSC

is allocated 54.2% or R892.2 million of the total transfers to departmental agencies and accounts while

the NSG receives 38.3% or R627 million and CPSI 7.5% or R123 million. The transfers to the NSG

increased with R60 million over the medium term to allow for the introduction of mandatory

programmes.

_____________________________________________________


Page 17

The Department’s second-largest spending area is on Compensation of Employees, which accounts for

31.3% or R1 010.5 million of the total budget over the medium term. This budget provides for a staff

complement of approximately 482 per year over the medium term which is a reduction of 36 posts

from the previous 518 posts. The allocation for compensation of employees was further reduced with

R10 million over the medium term.

Promoting stability at the political-administrative interface

Working with The Presidency, the Department will focus on improving confidence in the quality of

appointments at the level of Heads of Department, promoting meaningful delegations of authority and

ensuring effective performance accountability measures.

Affirming the Public Service as the career of choice

The Public Service should be able to attract, retain and develop capable employees who can serve

with dedication, commitment and a high standard of professionalism. Accordingly, the Department will

focus on a formal graduate recruitment scheme to support departments in attracting and developing

youth talent and appointing of young people per year into Public Service learnerships, internships and

artisan programmes. The full roll-out of the framework will take place during the 2019/20 financial

year. The Department will also focus on the operationalisation of the Government Employees Housing

Scheme, which was established, as part of the Public Service Co-ordinating Bargaining Council

resolutions between government and labour representatives, to assist Public Service on salary levels 1

to 10 with home ownership and access to home loans. An amount of R55.2 million (1.7% of the total

budget allocation) has been earmarked for this project over the medium term. Another project is the

design of a Uniform Job Grading System linked to a Jobs Competency Framework which will form the

basis for differentiated Performance Management Development Systems for different occupational

classes and performer levels in terms of the Public Service. An amount of R5.1 million over the medium

term period is allocated for the development of this Unigrade System.

Ensuring that there are efficient and effective management and operational systems

The planning, execution and management of basic operations are critical for effective Public Service

delivery. Productivity remains key in ensuring effectiveness and efficiency in the Public Service. The

Department will focus on deepening the institutionalisation of the framework and toolkits that have been

developed to improve the efficiency and effectiveness of frontline service delivery. The Department will

also develop a Strategic Framework on Public Administration Norms and Standards with the aim of

providing a uniform framework for common definition, design and documentation of norms and

standards on the functional areas of the Public Service Act Section 3 (1 and 2), Public Administration

Management Act Section 16 (1) and related Municipal Systems Act associated regulations,

_____________________________________________________


Page 18

determinations and directives. This strategic framework will guide on how public administration norms

and standards can improve the functioning of the Public Service.

Increased responsiveness and accountability to citizens

The policy of Batho Pele requires that Public Service delivery be transformed in order to put people

first. The Department will be focusing on monitoring the quality of services provided to citizens and

increasing the responsiveness to concerns and views raised by citizens. One of the planned ways to

accomplish this is through the promotion of the Public Service Charter which focuses on the norms and

standards for the Batho Pele values.

Concerns have been raised about the inefficiency of the Public Service and the unsustainable increase

to government’s wage bill. In response to this, the Department embarked on a project on the

reconfiguration of government. The purpose of this project is to make proposals on the configuration of

national executive portfolios and departments in designing a Public Service that is more effective and

efficient. This macro organising of the state will also consider the need to reduce the wage bill. Once

approved, the Department will give effect to the decisions on restructuring of departments and entities

over the medium term.

Promoting ethical behaviour in the Public Service

Chapter 10 of the Constitution requires that the Public Service should uphold a high standard of

professional ethics. Such a Public Service will have integrity and will inspire public confidence. As a step

towards achieving these goals, the DPSA has put in place measures to ensure that Public Service officials

disclose their financial interests. A total amount of R15.5 million over the medium term has been

allocated for the hosting and maintenance of the e-Disclosure System. The Department will also continue

to provide support to all national and provincial departments on the implementation of the 2013 Public

Service Integrity Management Framework, which aims to strengthen standards and measures for

managing integrity and promoting ethical conduct in the Public Service. In an effort to improve

appropriate conduct in the Public Service, another priority will be the monitoring of discipline

management as well as consequence management through disciplinary action.

_____________________________________________________


Page 19

Digital Public Administration

The Department is committed to building a digital public administration that will not only ensure efficient

and effective management and operational systems but also improve service delivery. This will firstly

involve the development and deployment of a Management Information System that will provide

dashboards and real-time reports that will assist government in making policy decisions for better public

administration. This will include the consolidation of data from the different government management

systems (financial, asset, audit, and performance); provision of real time dashboards; the creation of

the ability to use a data analytics approach to understand the challenges faced in the administration

of government departments and the promoting of interoperability of government systems by facilitating

the deployment of interfaces between government systems that enable the sharing of data. Piloting will

commence during the 2019/20 financial year and the roll-out will commence during the 2020/21

financial year. The Department will also be developing and implementing a Public Service Digitalization

Strategic Framework.

_____________________________________________________


Page 20

PART B: PROGRAMME AND SUB-PROGRAMME PLANS

1. PROGRAMME 1: ADMINISTRATION

Purpose: Provide strategic leadership, management and support services to the Department, and

coordinate the Department’s international relations.

There were no changes in the budget programme structure during the 2018/19 financial year.

Sub-programmes:

1) Ministry

2) Departmental Management

3) Corporate Services

4) Finance Administration

5) Internal Audit

6) Legal Services

7) International Relations

8) Office accommodation.

_____________________________________________________

DPSA – 2019/2020 ANNUAL PERFORMANCE PLAN Page 21

1.1 STRATEGIC OBJECTIVE ANNUAL TARGETS FOR 2019/20

STRATEGIC OBJECTIVE Effective financial management

STRATEGIC PLAN TARGET 1. Prepare and submit quarterly financial statement to National Treasury

2. Prepare and submit Annual Financial Statement to the Auditor General and include the Audited statements in the Annual Report

AUDITED/ACTUAL PERFORMANCE ESTIMATED

PERFORMANCE

2018/19

No MEDIUM-TERM TARGETS

2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

The Quarterly Interim

Financial Statements were

National Treasury and the

2014/15 Annual Financial

Statements were

submitted to National

Treasury and the Auditor-

General by 31 May 2015

The 2015/16 Annual Financial

Statements were

submitted to the Auditor-

General by 31 May 2016

and the 2016/17

Quarterly Interim Financial

Statements to National

Treasury by the end of

July 2016, September

2016 and January 2017

The quarterly Interim

Financial Statements

were submitted by 31

July and 31 October

2017 and 31 January

2018 to National

Treasury

The Annual Financial

Statements were

submitted by May 2017

to National Treasury

Comply with the

submission of the

quarterly Interim

Financial Statements by

31 July and 31 October

2018, and 31 January

2019, and Annual

Financial Statements by

31 May 2018 to

National Treasury

1.1 The submission of the

quarterly Interim Financial

Statements and Annual

Financial Statements to

National Treasury complied

with

The submission of the




National Treasury

complied with





National Treasury complied

with

STRATEGIC OBJECTIVE Effective planning and reporting on performance information

STRATEGIC PLAN TARGET 1. Prepare and submit quarterly reports on the implementation of Annual Performance Plans

2. Prepare and submit Annual Reports to National Treasury , the DPME and Parliament

The 1st, 2nd and 3rd

quarterly reports on the

2015/16 Annual

Operational Plan (AOP)

have been submitted to

the Executive Authority,

Parliament, National

Treasury and the DPME

by the required deadlines

The 4th quarter report on

the implementation of the

2015/16 APP and the 1st,

2nd and 3rd quarter

reports on the

implementation of the

2016/17 APP were

submitted to the Executive

Authority, National

Treasury and DPME by

the required deadlines

The 4th quarter report

on the implementation of

the 2016/17 APP was

submitted in April 2017

and the 1st, 2nd and 3rd

quarter reports on the


2017/18 APP were

submitted to the

Executive Authority,

National Treasury and

DPME in July and

October 2017 as well

as January 2018,

respectively

Submit the 4th quarter

report on the


2017/18 APP by April

2018 and the 1st, 2nd

and 3rd quarter reports


the 2018/19 APP to



DPME by July, and

October 2018, and

January 2019

1.2 The submission of quarterly

reports on the

implementation of the APP


Authority, National Treasury

and DPME

The submission of




Authority, National

Treasury and DPME

The submission of quarterly

reports on the




and DPME

_____________________________________________________


STRATEGIC OBJECTIVE Compliance to Financial Management, Human Resources and Labour Relations Prescripts

STRATEGIC PLAN TARGET 1. Monitor and report on compliance by the DPSA to internal and external all Human Resources and Labour Relations prescripts

2. Amend and revise the policies where and when required


PERFORMANCE

2018/19


2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

The 1st, 2nd , 3rd and 4th


implementation of Human

Resources Policies were

submitted to the Director-

General

The DPSA’s compliance to

internal and external

Human Resources and

Labour Relations Policy

Prescripts and Procedures

were monitored and

quarterly reports were


Committee

4 quarterly reports on

the status of DPSA’s

compliance to the


Human Resources,

Labour Relations and

Employee Health and

Wellness and Policy

Prescripts and

Procedures were

submitted to the

Executive Committee

Report on the status of

DPSA’s compliance to

the internal and

external Human

Resources, Labour

Relations and Employee

Health and Wellness

and Policy Prescripts

and Procedures

submitted to the

Executive Committee

1.3 Report on the DPSA’s

compliance to Financial

Management, Human

Resources and Labour

Relations Prescripts


General

Report on the DPSA’s


Management, Human




General

Report on the DPSA’s


Management, Human




General

STRATEGIC OBJECTIVE Effective implementation of DPSA’s Bi-lateral agreements and Multi-lateral agreements

STRATEGIC PLAN TARGET Coordinate and report on the implementation of actions in the Bi-lateral, Multi-lateral Agreements and Tri-lateral Cooperation’s agreements

4th quarterly reports on

Best Practices and

Experiences were

submitted to the Minister

and the Director-General

The quarterly progress

reports on the


Department's

Bi-lateral agreements and

Multi-lateral

arrangements were



the implementation of

the department's Bi-

lateral and Multi-lateral

agreements and

programmes were

submitted to the MPSA

Submit report on the


department's

Bi-lateral and Multi-

lateral agreements and

programmes to the

MPSA

1.4 Report on the


DPSA’s Bi-lateral and Multi-


programmes submitted to

the Director-General

Report on the


DPSA’s Bi-lateral and

Multi-lateral agreements

and programmes


General

Report on the






_____________________________________________________


1.2 PROGRAMME PERFORMANCE INDICATORS AND ANNUAL TARGETS FOR 2019/20

PROGRAMME

PERFORMANCE

INDICATOR


PERFORMANCE

2018/19


2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

STRATEGIC OBJECTIVE: EFFECTIVE FINANCIAL MANAGEMENT

Proper financial

management in line

with the Public

Finance Management

Act and Treasury

Regulations

The Interim Financial

Statements have

been submitted to

Treasury on 31st of

January 2016


Statements have

been submitted to

the National

Treasury and

Auditor-General by

31 May 2015

The 2015/16

Annual Financial

Statements were

submitted to the

Auditor-General by

31 May 2016 and

the 2016/17

Quarterly Interim


to National

Treasury by the end

of July 2016,

September 2016

and January 2017

The quarterly Interim


were submitted by 31

July and 31 October

2017 and 31 January

2018 to National

Treasury


Statements were

submitted by May

2017 to National

Treasury


1st, 2nd and 3rd

quarter Interim


and the Annual


to National

Treasury complied

with

1 The submission of the

1st, 2nd and 3rd quarter

Interim Financial Statements

and the Annual Financial

Statements to National

Treasury complied with



Interim Financial



National Treasury

complied with



Interim Financial



National Treasury

complied with

- - - 2 bi-annual reports

on the compliance

with the BBBEE status

level of contributor as

prescribed in the

preferential

procurement

regulations 2017

submitted to the Chief

Financial Officer

2 2 compliance reports on the

BBBEE status submitted to

the Chief Financial Officer

2 compliance reports on

the BBBEE status


Financial Officer

2 compliance reports

on the BBBEE status


Financial Officer

_____________________________________________________


PROGRAMME

PERFORMANCE

INDICATOR


PERFORMANCE

2018/19


2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

STRATEGIC OBJECTIVE: EFFECTIVE PLANNING AND REPORTING ON PERFORMANCE INFORMATION

Number of quarterly

performance

information reports

submitted by due

dates to all internal

and external control

points


quarterly reports on

the 2015/16

Annual Operational

Plan (AOP) have

been submitted to

the Executive

Authority,

Parliament,

National Treasury

and the DPME by

the required

deadlines

Quarterly reports

on the

implementation of

the 2015/16 and

2016/17 Annual

Performance Plans

(APPs) and

2015/16 Annual

Report were

submitted to

National Treasury,

DPME and

Parliament by due

dates


on the implementation

of the 2016/17 APP

was submitted in April

2017 and the 1st, 2nd

and 3rd quarter

reports on the


2017/18 APP were

submitted to the


National Treasury

and DPME in July and

October 2017 as well

as January 2018,

respectively



the APP submitted to

the Executive

Authority, National

Treasury and DPME

by the prescribed

deadlines

3 4 quarterly reports on the



Authority, National

Treasury and DPME by the

prescribed deadlines






DPME by the







DPME by the


Number of Internal

Audit and Risk

Management

progress reports

submitted to the Audit

and Risk Committee

Prepare and

present the 2nd

Quarter Internal

Audit Performance

Report to the Audit

Committee

Report on the

implementation of

Risk Management

Plan to the Risk and

Audit Committee

Quarterly Internal

Audit and risk

management

performance

reports were

submitted to the

Audit and Risk

Committees by

March 2017

4 quarterly progress

reports


of the Internal Audit

and Risk Management

plans were reported

to the Audit and Risk

Committees


reports on the


Internal Audit and

Risk management

plans submitted to the

Audit and Risk

Committees



Internal Audit and Risk

Management plans

submitted to the Audit and

Risk Committee



the Internal Audit and

Risk Management plans


and Risk Committee



the Internal Audit and

Risk Management plans


and Risk Committee

_____________________________________________________


PROGRAMME

PERFORMANCE

INDICATOR


PERFORMANCE

2018/19


2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

STRATEGIC OBJECTIVE: COMPLIANCE TO FINANCIAL MANAGEMENT, HUMAN RESOURCES AND LABOUR RELATIONS PRESCRIPTS

Number of quarterly

reports on DPSA’s

compliance to

Financial

Management, Human

Resources and

Labour Relations

Prescripts

The 1st, 2nd , 3rd

and 4th quarterly

reports on the

implementation of

Human Resources

Policies have been

submitted to the

Director General

The DPSA’s

compliance to

internal and

external Human

Resources and

Labour Relations

Policy Prescripts

and Procedures

were monitored and

quarterly reports

were submitted to

the Executive

Committee


the status of DPSA’s

compliance to the


Human Resources,

Labour Relations and

Employee Health and

Wellness and Policy

Prescripts and

Procedures were

submitted to the

Executive Committee


the DPSA’s

compliance to

Financial

Management, Human

Resources and

Labour Relations

Prescripts submitted

to the Director-

General


DPSA’s compliance to

Financial Management,

Human Resources and

Labour Relations Prescripts


General


the DPSA’s compliance

to Financial

Management, Human



submitted to the

Director-General


the DPSA’s compliance

to Financial

Management, Human



submitted to the

Director-General

STRATEGIC OBJECTIVE: EFFECTIVE IMPLEMENTATION OF DPSA’S BI-LATERAL AGREEMENTS AND MULTI-LATERAL AGREEMENTS

Number of progress

reports of the



Multi-lateral

agreements


Quarterly Reports

on Best Practices

and Experiences

shared on

established

Bilateral and

Multilateral

Relations were

submitted to the

Director-General

The quarterly

progress reports on

the implementation

of the Department's

Bi-lateral

agreements and

Multi-lateral

arrangements were

submitted to the

Minister



the department's Bi-

lateral and Multi-

lateral agreements

and programmes

were submitted to the

MPSA


reports on the


department's

Bi-lateral and Multi-

lateral agreements

and programmes

submitted to the

Director-General









the DPSA’s Bi-lateral

and Multi-lateral

agreements and

programmes submitted

to the Director-General



the DPSA’s Bi-lateral

and Multi-lateral

agreements and

programmes submitted


_____________________________________________________


1.3 QUARTERLY TARGETS FOR 2019/20

PROGRAMME

PERFORMANCE INDICATOR

REPORTING PERIOD No ANNUAL TARGET 2019/20

1ST QUARTER TARGET (Apr - Jun)

2ND QUARTER TARGET (Jul - Sep)

3RD QUARTER TARGET (Oct - Dec)

4TH QUARTER TARGET (Jan - Mar)

Proper financial management in line with the Public Finance Management Act and Treasury Regulations

Quarterly 1 The submission of the

1st, 2nd and 3rd quarter Interim

Financial Statements and the Annual

Financial Statements to National

Treasury complied with

2018/19 Annual Financial

Statement submitted to

National Treasury by the

end of May 2019

1st quarter 2019/20 Interim

Financial Statement

submitted to National

Treasury by the end of July

2019

2nd quarter 2019/20

Interim Financial

Statement submitted to

National Treasury by the

end of October 2019

3rd quarter 2019/20 Interim

Financial Statement submitted

to National Treasury by the

end of January 2020

Bi-annually 2 2 compliance reports on the BBBEE

status submitted to the Chief Financial

Officer

- 1st compliance report on the

BBBEE status submitted to

the Chief Financial Officer

by the end of September

2019

- 2nd compliance report on the

BBBEE status submitted to the

Chief Financial Officer by the

end of March 2020

Number of quarterly performance information reports submitted by due dates to all internal and external control points

Quarterly 3 4 quarterly reports on the

implementation of the APP submitted

to the Executive Authority, National

Treasury and DPME by the prescribed

deadlines

4th quarter 2018/19 report

on the implementation of the

APP submitted to the



DPME by the end of April

2019

1st quarter 2019/20 report


APP submitted to the



DPME by the end of July

2019

2nd quarter 2019/20

report on the



Authority, National

Treasury and DPME by

the end of October 2019

3rd quarter 2019/20 report


APP submitted to the Executive


and DPME by the end of

January 2020

Number of Internal Audit and Risk Management progress reports submitted to the Audit and Risk Committee


implementation of the Internal Audit

and Risk Management plans submitted

to the Audit and Risk Committee


on Internal Audit and Risk

Management submitted to

the Audit and Risk

Committee



Management submitted to

the Audit and Risk

Committee

2nd quarter 2019/20

report on Internal Audit

and Risk Management

submitted to the Audit and

Risk Committee



Management submitted to the

Audit and Risk Committee

Number of quarterly report on the DPSA’s compliance to Financial Management, Human Resources and Labour Relations Prescripts

Quarterly 5 4 quarterly reports on the DPSA’s compliance to Financial Management, Human Resources and Labour Relations Prescripts submitted to the Director-General


on DPSA’s compliance to

financial management,

human resources and labour

relations prescripts


General



financial management,

human resources and labour



General

2nd quarter 2019/20

report on DPSA’s

compliance to financial

management, human

resources and labour



General



financial management, human

resources and labour relations

prescripts submitted to the

Director-General

_____________________________________________________


PROGRAMME PERFORMANCE

INDICATOR






Number of quarterly progress reports of the implementation of the DPSA’s Bi-lateral and Multi-lateral agreements


implementation of the DPSA’s

Bi-lateral and Multi-lateral agreements and programmes submitted to the Director-General




lateral programmes


General




lateral programmes


General

2nd quarter 2019/20

report on the



Multi-lateral programmes


General




lateral programmes submitted


_____________________________________________________


Page 28

1.4 RECONCILING PERFORMANCE TARGETS WITH THE BUDGET AND MTEF

EXPENDITURE OUTCOME

R’000

ADJUSTED

APPRORIATION

2018/19

R’000

MEDIUM-TERM EXPENDITURE

ESTIMATES

R’000

2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

Sub-programmes

Ministry 39 284 44 429 44 832 41 450 36 935 40 029 47 646

Departmental

Management 3 088 2 773 2 467 2 891 11 108 13 221 14 004

Corporate Services 82 222 83 079 82 136 89 261 86 221 93 317 98 359

Finance Administration 26 457 26 696 25 134 26 889 28 105 30 319 32 000

Internal Audit 5 875 4 797 5 294 5 758 6 197 6 038 6 456

Legal Services 5 630 6 395 6 874 6 753 7 963 8 496 8 988

International Relations 9 414 10 951 8 762 9 489 9 206 9 872 10 483

Office Accommodation 43 795 46 147 47 378 58 068 60 362 63 280 66 760

Total 215 765 225 267 222 877 240 559 246 097 264 572 284 696



Compensation of

employees 100 765 106 854 112 820 119 666 124 445 135 726 147 260




Administrative fees

389

381 479

611

649 672 726

Advertising 1 559 1 802 822

657

273 1 683 1 776

Minor assets

199

255 268 1 245 3 046 3 105 3 278

Audit costs: External 4 116 3 807 4 109 4 519 4 751 4 620 4 874

Bursaries: Employees

446

442 452

500

500 700 739

Catering: Departmental

activities

531 1 317 455

763

812 851 897

Communication (G&S) 3 806 3 812 4 096 3 828 4 063 4 312 4 947


Consultants: Business and

advisory services 2 534

605 858

511 1 167 1 236 1 953

Legal services (G&S) 1 884

- 2 686 1 372 1 994 2 150 2 268

Science and


- 2 355

-

-

-

-

-

Contractors 3 659 1 972 588 1 295

-

-

-

_____________________________________________________


Page 29

EXPENDITURE OUTCOME

R’000

ADJUSTED

APPRORIATION

2018/19

R’000


ESTIMATES

R’000

2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

Agency and

support/outsourced

services

888 1 111

-

-

-

-

-

Entertainment

23

42

27

97

103 110 116

Fleet services (including

government motor

transport) 1 610 1 915 2 012 1 489 1 606 1 451 1 531

Consumable supplies 1 437 2 147 1 549 1 360

952 921 972

Consumables: Stationery,

printing and office

supplies 2 104 1 654 1 587 1 495 1 716 1 822 1 924

Operating leases 38 117 36 455 39 231 45 808 47 414 49 643 52 373

Rental and hiring 1 917 2 618 -

6

287 318 335

Property payments 6 218 9 931 9 906 14 489 15 526 16 410 17 343

Transport provided:


42

82

-

-

-

-

-


Training and

development 1 708

977 722 1 604 1 792 1 990 2 098

Operating payments 2 114 3 763 2 030 4 291 2 917 3 052 3 231

Venues and facilities

933

306 264

140

95

98 103

Transfers and subsidies 3 266 1 388

1 921 1 507

498 526 554

Provinces and

municipalities

3

3

7

10

10

10

10

Municipalities

3

3

7

10

10

10

10

Municipal bank accounts

3

3

7

10

10

10

10

Departmental agencies

and accounts

-

-

-

121

128 135 142

Social security funds

-

-

-

-

-

-

-


(non-business entities)

-

-

-

121

128 135 142

Higher education

institutions

-

-

-

-

-

-

-

Foreign governments

and international

organisations

338 1 066 307

340

360 381 402

Households 2 925

319

1 607 1 036

-

-

-

Social benefits 2 925

319 1 587 1 036

-

-

-

Other transfers to

households 20

_____________________________________________________


Page 30

EXPENDITURE OUTCOME

R’000

ADJUSTED

APPRORIATION

2018/19

R’000


ESTIMATES

R’000

2015/16 2016/17 2017/18 2019/20 2020/21 2021/22


assets 5 678 11 111

3 517 3 771 2 782 3 010 3 176

Machinery and

equipment 5 678 11 111 3 517 3 771 2 782 3 010 3 176

Transport equipment

836 2 881 1 579

773

957 1 004 1 059

Other machinery and

equipment 4 842 8 230 1 938 2 998 1 825 2 006 2 117

Software and other

intangible assets

-

- -

-

-

-

-

Payments for financial

assets

55

63

47

-

-

-

-

Total 215 765 225 267 222 677 240 559 246 097 264 572 284 696

1.5 PERFORMANCE AND EXPENDITURE TRENDS

The performance targets are accommodated in the allocated budget with the exception of the cost

associated with the rental costs of office accommodation. The rental cost charged by the Department of

Public Works (DPW) is higher than the available budget for this item in each year of the MTEF period.

The DPSA and the DPW is currently in negotiations to resolve the issue.

_____________________________________________________


Page 31

2. PROGRAMME 2: POLICY DEVELOPMENT, RESEARCH AND ANALYSIS

Purpose: Manage and oversee the setting and translation of public administration norms and standards

into administrative policy instruments using research and policy analysis techniques. Manage the

organizational functionality assessments of Public Service efficiency and effectiveness which informs public

administration reforms.


Sub-programmes:

1) Management: Policy Development, Research and Analysis

2) Policy Oversight, Development and Knowledge Management

3) Public Administration Policy Analysis

4) Integrated Public Sector Reform

5) Public Service Performance, Monitoring and Evaluation

6) Research and Analysis

7) Public Service Access Norms and Mechanisms.

_____________________________________________________



STRATEGIC OBJECTIVE Legislative and policy frameworks for a uniform system of public administration norms and standards

STRATEGIC PLAN TARGET 1. Develop the legislative instruments required for the implementation of the PAMA and submit for approval by the Minister for the Public Service and

Administration

2. Subject to approval; support departments through engagements with the implementation of legislative instruments

3. Macro-configuration of national government reviewed in support of the implementation of PAMA, 2014


PERFORMANCE

2018/19


2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

The consolidated

evaluation report on the

assessment of the

measurability of existing

norms and standards in

the six departments of the

Eastern Cape Provincial

Government has been

compiled

Research to support and

inform the design of a

Draft Strategic

Framework to inform the

regulatory instruments for

the norms and standards

setting processes which

will inform the structure,

governance and

functionality of the Office

of Standards was

conducted

An implementation

strategy for the Public

Administration

Management Act, 2014

was approved in

December 2016 A

comparative analysis

study of existing legal

instruments in relation to

the Public Administration

Management Act was

completed in March 2017

A working paper for

consultation on the

establishment of a

strategic centre to drive

public administration

functionality that

supports strategic state

capability need to

implement PAMA, 2014

was designed in March

2018

Draft proposed model

for the configuration of

the strategic centre of

national government

submitted to the

Director-General

2.1 Subject to approval of the

proposed configuration of

the strategic centre by the

MPSA; support through

engagements, provided to

the strategic centre of

government departments for

the institutionalisation

thereof

Subject to approval of the

proposed configuration of

the strategic centre by the

MPSA; support through

engagements, provided

for the institutionalisation

of legal instruments in the

operationalisation of

PAMA

Alignment of sector

legislation with respect to


governance in support of

the institutionalisation of

PAMA

_____________________________________________________


STRATEGIC OBJECTIVE Capacity and capability of the state improved through implementation of public administration reforms

STRATEGIC PLAN TARGET 1. Analyse the existing White Papers and conduct research on the content of the new White Paper, as well as, the international analysis of the

configuration of the functions located at the strategic centre

2. Consult on the draft White Paper, as well as, the options for the centre

3. Seek Cabinet approval for evolving processes


PERFORMANCE

2018/19


2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

A Public Service research

strategy was approved,

which would focus on

Public Administration

Reform identified within

the NDP post the

enactment of PAMA, 2014

Consultations were

undertaken with relevant

stakeholders to inform the

translation of the NDP’s

social vision for public

administration into a

proposed White Paper on


Reforms which are aligned

with the provisions of

PAMA, 2014

A draft concept

document informing the

drafting of the White

Paper for Public

Administration

Transformation and

Modernisation which is

linked to the social vision

of the NDP and

provisions of PAMA,

2014 was approved by

the MPSA in December

2017

Consultations on the

draft White Paper for

the Transformation and

Modernisation of public

administration linked to

the social vision of the

NDP and provisions of

PAMA, 2014 conducted

with internal and

external stakeholders

2.2 Subject to approval of the

research document by the

MPSA; further consultation

towards the legislative

drafting of the draft White

Paper for the

Transformation and


administration conducted

Revised draft White

Paper for the

Transformation and


administration produced

for consultation and

gazetting for comments

Subject to approval after

consultation; gazetting of

the White Paper for the

Transformation and


administration

_____________________________________________________


STRATEGIC OBJECTIVE Improved efficiency and effectiveness through Public Service organisational productivity and organisational functionality

STRATEGIC PLAN TARGET 1. Design and pilot/apply productivity management tools for the Public Service and submit for approval by the Minister for the Public Service and

Administration

2. Subject to approval; provide support to departments through engagements on the application of the approved Public Service Productivity

Management Tool

3. Monitor and report on the implementation of the Productivity Management Tool

4. Re-design and refine the current a Public Administration Organisational Functionality Assessment (OFA) Tool

5. Pilot the refined a OFA Tool in two sector departments

6. Consult the stakeholders including the Governance and Administration Cluster on the refined OFA tool and submit final tool to the Minister for the

Public Service and Administration for approval

7. Refined OFA Tool institutionalised in departments in terms of the Public Service Regulations, 2016

8. Support all national and provincial departments through engagements on the implementation of the approved Organisational Functionality

Assessment (OFA) tool


PERFORMANCE

2018/19


2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

- The re-designed and

refined Public

Administration

Organisational

Functionality Assessment

(OFA) tool was submitted

and approved by the

Director-General in March

2017

Public Service

workshops to provide

support to departments


the refined OFA Tool

were conducted with

national and provincial

departments

Draft OFA Tool

submitted to the

Director-General

2.3 Report on the state of

readiness of departments to

Organizational Functionality

Assessment Tool submitted to


Circular on the OFA Tool

issued

Support provided through

engagements on the


Directive on the OFA Tool

_____________________________________________________



PROGRAMME

PERFORMANCE

INDICATOR


PERFORMANCE

2018/19


2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

STRATEGIC OBJECTIVE: LEGISLATIVE AND POLICY FRAMEWORKS FOR A UNIFORM SYSTEM OF PUBLIC ADMINISTRATION NORMS AND STANDARDS

Incremental processes for

the establishment of the

Office of Standards

institutionalised through

the Strategic Framework

for Norms and Standards

The consolidated

evaluation report on

the assessment of the

measurability of

existing norms and

standards in the six

departments of the

Eastern Cape

Provincial Government

has been compiled

Research to support

and inform the design

of a draft Strategic

Framework to inform

the regulatory

instruments for the

norms and standards

setting processes

which will inform the

structure, governance

and functionality of

the Office of

Standards was

conducted


draft Strategic

Framework for Norms

and Standards which

will inform the


and functioning of the

Office of Standards in

terms of the PAMA

(2014) were held with

national and

provincial

departments

Further consultations

conducted on the draft

Strategic Framework for

Norms and Standards

with the Centre of

Government

Departments

1 Subject to approval of

the draft Strategic

Framework for Norms

and Standards by the

MPSA;

institutionalisation of

selected aspects

towards the draft

regulations for the

Office of Standards

and Compliance

conducted

Institutionalisation of

the approved

Strategic Framework

for the Office of

Standards and

Compliance

continued

Report on the


approved Strategic

Framework for the

Office of Standards

and Compliance

submitted to the

Director-General

_____________________________________________________


PROGRAMME

PERFORMANCE

INDICATOR


PERFORMANCE

2018/19


2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

- - - Business case research

report complied on the

legislative instruments,

structure, functions,

governance and

envisaged

operationalisation of the

Office of Standards in

terms of the Public

Administration

Management Act (2014)

2 Business case on the

structure and

governance of the

Office of Standards

submitted to the

Director-General

Operationalisation

of the approved

corporate form of

the Office of

Standards in terms

of the Administration

Management Act

(2014)

Operationalisation of

the approved

corporate form of the

Office of Standards

continued

Level of compliance to

legislative and regulatory

requirements in relation to

Public Service Norms and

Standards monitored

The consolidated

evaluation report on

the assessment of the

measurability of

existing norms and

standards in the six

departments of the

Eastern Cape

Provincial Government

has been compiled

Assessment report on

the current status quo

in relation to how

departments are

implementing existing


Norms and Standards

in the areas of

Performance

Management, Human

Resource Planning and

Human Resource

Development was

compiled

Consultation on the

identification of the

Public Service Act

related Performance

Information towards

informing the contents

of the Draft Strategic

Framework for Norms

and Standards which

will inform the


and functioning of the

Office of Standards

in terms of the

Administration

Management Act

(2014) were held

Compliance report on

the monitoring of

selected Public Service

Norms and Standards

by line departments

submitted to the

Director-General

3 Report on support

provided to

departments to

improve on areas of

non-compliance with

Public Service

legislative and

regulatory prescripts

as identified in the

2017/18 Auditor-

General report

submitted to the

Director-General

Draft Directive on

the revised

performance

information and the

revised Public

Service Regulations

submitted to the

Director-General

Report on the state of

readiness for a

centralised electronic

reporting system for

performance

information of the

Public Service Act and

Public Service

Regulations submitted

to the Director-

General

- - - - 4 Revised performance

information areas (to

be submitted to the

Auditor-General) for

inclusion in the Annual

Report Format

submitted to the

Director-General

Institutionalisation of

the revised

performance

information areas

for the Annual

Report by

departments

-

_____________________________________________________


PROGRAMME

PERFORMANCE

INDICATOR


PERFORMANCE

2018/19


2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

STRATEGIC OBJECTIVE: CAPACITY AND CAPABILITY OF THE STATE IMPROVED THROUGH IMPLEMENTATION OF PUBLIC ADMINISTRATION REFORMS

Machinery of government

reviewed in support of the

implementation of PAMA,

2014

- Research of the

concurrent functions, as

well as the strategic

functions which support

the public

administration reforms

for the effective

implementation of

PAMA, 2014 within all

3 spheres of

government was

conducted

A working paper for

the consulation on the

establishment of a

strategic centre to

drive public

administration

functionality that

supports strategic

state capability

needed to implement

PAMA, 2014 was

designed in March

2018

Draft proposed model

for the configuration of

the centre of national

government submitted to


5 Report on the

implementation of

recommendations

made towards the

establishment of a

national administration

to support PAMA

submitted to the

Director-General

Subject to approval

of the proposed

report on the

configuration of the

strategic centre as

the national

administration by the

MPSA; support

through

engagements,

provided to the

strategic centre of

government

departments for the

institutionalisation

thereof

-

Draft White Paper on the

Transformation and

Modernisation of Public

Administration to respond

to state capacity and

capability

- - A draft concept

document informing

the drafting of the

White Paper for


Transformation and

Modernisation which is

linked to the social

vision of the NDP and

provisions of PAMA,

2014 was approved

by the MPSA in

December 2017


draft White Paper for

the Transformation and


administration linked to

the social vision of the

NDP and provisions of

PAMA, 2014 conducted

with internal and

external stakeholders

6 Subject to approval

by the MPSA; further

consultation with

selected national and

provincial departments

towards the legislative

drafting of the draft

White Paper for the

Transformation and

Modernisation of


conducted

Revised draft White

Paper for the

Transformation and

Modernisation of


produced

Final White Paper for

the Transformation

and Modernisation

submitted to the

Director-General

_____________________________________________________


PROGRAMME

PERFORMANCE

INDICATOR


PERFORMANCE

2018/19


2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

STRATEGIC OBJECTIVE: IMPROVED EFFICIENCY AND EFFECTIVENESS THROUGH PUBLIC SERVICE ORGANISATIONAL PRODUCTIVITY AND ORGANISATIONAL FUNCTIONALITY

Productivity Measurement

Framework

institutionalised as a

measurement tool in the

Office of Standards

- The Public Service

Productivity

measurement tool was

applied in a further 2

selected service

departments, namely

the Department of

Social Development

(Limpopo province)

and the Department

of Rural Development

and Land Reform. The

Productivity

measurement tool and

Framework was

approved by the

Director-General in

March 2017

The final Productivity

Measurement Tool

was submitted to the

MPSA for approval in

March 2018

Subject to approval of

the final Productivity

Measurement Tool;10

workshops conducted to

support departments on

the application of the

Tool

7 Report on linking

organisational

productivity

assessment with the

Performance

Management and

Development System

(PMDS) submitted to


Circular on the

assessment of

organisational

efficiency and

effectiveness

submitted to the

Director-General

Ongoing

institutionalisation as a

measurement tool

within the Office of

Standards and

Compliance

Refined Organisational

Functionality Assessment

(OFA) Tool institutionalised

as an early warning

system in departments in

terms of the Public Service

Regulations, 2016

- The re-designed and

refined Public

Administration OFA

tool was submitted

and approved by the

Director-General in

March 2017

Public Service

workshops to provide

support to

departments on the


refined OFA Tool

were conducted with

national and

provincial

departments

Draft OFA Tool

submitted to the

Director-General

8 Report on the state of

readiness of

departments to

Organizational

Functionality

Assessment Tool

submitted to the

Director-General

Circular on the OFA

Tool issued

Support provided

through engagements


of the Directive on the

OFA Tool

_____________________________________________________



PROGRAMME







Incremental processes for the establishment of the Office of Standards institutionalised through the Strategic Framework for Norms and Standards

Quarterly 1 Subject to approval of the draft

Strategic Framework for Norms

and Standards by the MPSA;

institutionalisation of selected

aspects towards the draft

regulations for the Office of

Standards and Compliance

conducted

Draft regulations to support

the standards setting

process developed

Draft regulations consulted

with the Department of

Cooperative Governance

and Traditional Affairs

Further consultation with the

Department of Cooperative

Governance and Traditional

Affairs and the South

African Local Government

Association on draft

regulations to support the

standards setting process

held

Draft regulations to support

the standards setting process


General

Quarterly 2 Business case on the structure and

governance of the Office of

Standards submitted to the

Director-General

Consultation with the

Department of Cooperative

Governance and Traditional

Affairs on the draft business

case for the establishment of

the Office of Standards

held

Structure, functions and

governance arrangements

for the Office of Standards

designed

Further consultations with the

South African Local

Government Association on

the draft business case for

the Office of Standards

held

Business case on the structure

and governance of the Office

of Standards submitted to the

Director-General

Level of compliance to

legislative and

regulatory requirements

in relation to Public

Service Norms and

Standards monitored

Quarterly 3 Report on support provided to

departments to improve on areas

of non-compliance with Public

Service legislative and regulatory

prescripts as identified in the

2017/18 Auditor-General report

submitted to the Director-General

A implementation action

based on the

recommendations from the

Auditor-General compliance

Report plan developed

Workshop with selected

departments to address

areas of non-compliance

and assess support required

- Report on support provided to

departments to improve on

areas of non-compliance with

Public Service legislative and

regulatory prescripts as

identified in the 2017/18

Auditor-General report


General

Annually 4 Revised performance information

areas (to be submitted to the

Auditor-General) for inclusion in

the Annual Report Format


- - Revised performance

information areas (to be

submitted to the Auditor-

General ) for inclusion in the

Annual Report Format


General

-

_____________________________________________________



INDICATOR






Machinery of government reviewed in support of the implementation of PAMA, 2014

Quarterly 5 Report on the implementation of

recommendations made towards

the establishment of a national

administration to support PAMA



engagements to The

Presidency on the machinery

of government

reconfiguration 2019

Further support provided

through engagements to The

Presidency on machinery of

government reconfiguration

2019

Further support provided

through engagements to The

Presidency on machinery of

government reconfiguration

2019

Report on the implementation

of recommendations made

towards the establishment of

a national administration to

support PAMA submitted to


Draft White Paper on the Transformation and Modernisation of Public Administration to respond to state capacity and capability

Quarterly 6 Subject to approval by the MPSA;

further consultation with selected


departments towards the

legislative drafting of the draft

White Paper for the

Transformation and Modernisation

of public administration conducted

1st draft research document

to inform the development

of the White Paper for the

Transformation and

Modernization of public

administration consulted with

Centre of Government

departments

1st draft research document

to inform the development

of the White Paper for the

Transformation and


administration consulted with

provincial departments on

A national consultative

workshop held on the 1st

Draft research document to

inform the development of


Transformation and


administration

2nd draft research paper for

to inform the development of


Transformation and


administration submitted to the

Director-General

Productivity Measurement Framework institutionalised as a measurement tool in the Office of Standards

Quarterly 7 Report on linking organisational

productivity assessment with the

Performance Management and

Development System (PMDS)


Evaluation of efficacy and

appropriateness of

productivity measures in the

PMDS dimensions conducted

National workshop on

linking organisational

productivity assessment with

the PMDS held

Linkages of organisational

productivity assessment with

the Heads of Department

PMDS piloted in 1

department

Report on linking

organisational productivity

assessment with the PMDS


General

Refined Organisational Functionality Assessment (OFA) Tool institutionalized as an early warning system in departments in terms of the Public Service Regulations, 2016

Quarterly 8 Report on the state of readiness

of departments to Organizational

Functionality Assessment (OFA)

Tool submitted to the Director-

General

- A national workshop to

guide departments on the

implementation of the OFA

held

Guideline on the OFA Tool

issued to all national and


Report on the state of

readiness of departments to

OFA Tool submitted to the

Director-General

_____________________________________________________


Page 41


EXPENDITURE OUTCOME

R’000

ADJUSTED

APPROPRIATION

2018/19

R’000


ESTIMATES

R’000

2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

Sub-programmes

Management: Policy

Development, Research

and Analysis 3 024 2 635 2 288 3 600

3 697 3 898 4 481

Policy Oversight,

Development and

Knowledge

Management 6 769 6 091 4 418 4 728

3 886 4 162 4 432


Policy Analysis 1 111

979 599 2 348

3 564 3 818 4 140

Integrated Public Sector

Reform 2 713 1 836 1 866 2 701

3 460 3 692 3 917

Public Service

Performance, Monitoring

and Evaluation 14 034 13 086 13 657 13 188

13 457 14 373 14 890

Research and Analysis 1 824 2 205 3 462 3 856

4 098 4 378 4 653

Productivity and

Efficiency Studies

-

-

-

-

-

-

-

Public Service Access

Norms and Mechanisms 4 399 4 002 3 281 3 687

4 119 4 172 4 446

Total 33 874 30 834 29 571 34 108 36 281 38 493 40 959



Compensation of

employees 23 614 25 777 26 275 28 544 30 009 32 183 34 449

Salaries and wages 21 098 23 033 23 567 25 589

26 643 28 584 30 625

Social contributions 2 516 2 744 2 708 2 955

3 366 3 599 3 824


Administrative fees

79

59 83

192

186

199

209

Advertising

100

21

-

25

73

86

91

Minor assets

37

10

5

19

4

4

4


activities

72

86

58

183

373

348

396

Communication (G&S)

316

390

315

550

656

661

697

Computer services 1 114

438 35

260

325

288

315



611 -

45

207

225

237

Legal services (G&S)

185

-

-

-

-

-

-

_____________________________________________________


Page 42

EXPENDITURE OUTCOME

R’000

ADJUSTED

APPROPRIATION

2018/19

R’000


ESTIMATES

R’000

2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

Science and


-

164

-

-

-

-

-

Contractors

404

3

1

-

-

-

-

Entertainment

-

1

-

2

2

2

2


government motor

transport)

-

- -

15

16

17

18

Consumable supplies

54

91

45

61

53

54

55

Consumables:

Stationery, printing and

office supplies

173

137

310

292

175

188

199

Travel and subsistence 2 797 1 926 1 939 2 750

3 336 3 441 3 447

Training and

development

409

538

145

180

190

200

211

Operating payments 2 261

178

111

343

394

301

318


475

216

87

376

62

64

68

Transfers and subsidies

60

19

18

60

8

8

8


and accounts

-

-

-

8

8

8

8


-

-

-

-

-

-

-


(non-business entities)

-

-

-

8

8

8

8

Households

60

19

18-

52

-

-

-

Social benefits

60

19

18-

52

-

-

-

Other transfers to

households

-

-

-

-

-

-

-


assets

137

169

144

211

212

224

235

Machinery and

equipment

137

169

144

211

212

224

235

Transport equipment

12

24 21

97

103

109

114

Other machinery and

equipment

125

145

123

114

109

115

121


assets

1

-

-

-

-

-

-

Total 33 874 30 834 29 571 34 108 36 281 38 493 40 959


No funds have been set aside for the phased implementation of the Public Administration Management

Act and the establishment of the Office of Norms and Standards.

_____________________________________________________


Page 43

3. PROGRAMME 3: PUBLIC SERVICE EMPLOYMENT AND CONDITION OF

SERVICE

Purpose: Develop and implement and monitor labour relations, human resource management and

remuneration policies and guidelines. Ensure coordinated collective bargaining.


Sub-programmes:

1) Management: Public Service Employment and Condition of Service

2) Labour Relations, Negotiations and Discipline Management

3) Workplace Environment Management

4) Human Resource Development

5) Remuneration and Job Grading

6) Employee Benefits

7) Human Resource Planning, Employment Practices and Performance Management.

_____________________________________________________



STRATEGIC OBJECTIVE Reduced vacancy rate

STRATEGIC PLAN TARGET 1. Monitor the Public Service Vacancy Rate against the targets 10% and time taken to fill posts against the targeted 6 months in accordance with the

Public Service Act

2. Compile Bi-Annual Reports for submission to Cabinet


PERFORMANCE

2018/19


2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

Two bi-annual reports on

the vacancy rate and time

to fill posts in accordance

with the Public Service Act

appointments were

completed and submitted

to the Minister in

September 2015 and

March 2016

Two reports on the

average percentage of

funded vacant posts on

PERSAL have been

compiled and submitted to

the Minister for the Public

Service and Administration

As at December 2016, the

vacancy rate for the

public service was

11.31%

The report on the

average % of funded

vacant posts on PERSAL

against the targeted

10% or less was


in March 2018

Report on the average

percentage (%) of

funded vacant posts on

PERSAL, against the

targeted 10% or less,

submitted to the

Director-General

3.1 Report on the average

percentage of funded



General

- -

STRATEGIC OBJECTIVE Improved Senior Management Service Performance Management and Development System (PMDS)

STRATEGIC PLAN TARGET 1. Review and improve the current Senior Management Service PMDS and submit for approval by the Minister for the Public Service and

Administration

2. Subject to the approval of the system; provide implementation support to departments through engagements

3. Monitor the implementation of the revised PMDS system

-

The draft revised PMDS

for members of the SMS

has been developed and

consulted with relevant

stakeholders. The draft

revised PMDS was also

submitted to the

Governance and

Administration Working

Session for approval in

March 2017

Policy support and

guidance was provided

to national and



the revised Senior

Management Service

PMDS

Policy support provided,

through engagements, to

national departments

and provincial

administrations on the


revised Senior

Management Service

PMDS

3.2 Policy support provided, through engagements, to national departments and provincial administrations on the implementation of the revised SMS PMDS

Policy support provided, through engagements, to national departments and provincial administrations on the implementation of the revised SMS PMDS

Policy support provided, through engagements, to national departments and provincial administrations on the implementation of the revised SMS PMDS

_____________________________________________________


STRATEGIC OBJECTIVE Public Service Graduate Recruitment Scheme

STRATEGIC PLAN TARGET 1. Design a Model for the Public Service Graduate Recruitment Scheme to facilitate recruitment of graduates into the Public Service

2. Pilot the scheme in 5 departments

3. Refine the scheme based on lessons learnt from the pilots and submit the Final Model for the Public Service Graduate Recruitment Scheme for

approval by the Minister for the Public Service and Administration

4. Subject to approval; support departments to implement, monitor and report on the implementation of the Public Service Graduate Recruitment

Scheme


PERFORMANCE

2018/19


2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

The Proposed Model for the Graduate Scheme has been consulted on with all national and provincial departments

A draft framework on the Graduate Recruitment Scheme was developed and submitted to the Governance and Administration Cluster for consultation in March 2017

Cabinet approved the

Framework for a formal

Graduate Recruitment

Scheme in the Public

Service in November

2017

A request for the MPSA to approve the issuing of the Framework for a formal Graduate Recruitment Scheme in the Public Service for implementation by departments was submitted to the previous MPSA in December 2017. Approval has not yet been received

Annual report on support provided to departments to implement the graduate recruitment scheme framework submitted to the Director-General

3.3 Report on the graduate recruitment scheme framework submitted to the Director-General

Report on the graduate recruitment scheme framework submitted to the Director-General

Report on the graduate recruitment scheme framework submitted to the Director-General

STRATEGIC OBJECTIVE Appointment of youth within the Public Service

STRATEGIC PLAN TARGET 1. Provide support to departments through engagements on appointing 100 000 youths into learnership, internship and artisan programmes within the

Public Service by 2019

2. Monitor and report on the number of youths appointed annually

- Bi-annual (2) reports were

compiled on the number of

youths appointed against

the 20 000 annual target

A draft report on the number of youths appointed into learnership, internship and artisan programmes within the Public Service is still being compiled

Annual report on the appointment of persons into developmental programmes within the Public Service submitted to the Director-General

3.4 Report on the appointment of persons into developmental programmes within the Public Service submitted to the Director-General

Report on the appointment of persons into developmental programmes within the Public Service submitted to the Director-General

Report on the appointment of persons into developmental programmes within the Public Service submitted to the Director-General

_____________________________________________________


STRATEGIC OBJECTIVE Improved discipline management within the Public Service

STRATEGIC PLAN TARGET 1. Monitor the implementation of the Public Service disciplinary code and procedure through the Labour Relations Forum

2. Analyse the trends and quarterly reports on the average number of days taken to resolve disciplinary cases by all national and provincial

departments

AUDITED/ACTUAL PERFORMANCE ESTIMATED PERFORMANCE

2018/19


2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

4 quarterly reports on the average number of days taken to resolve disciplinary cases by national and provincial departments were submitted to the Minister

The 4th quarter report for

2015/16, 1st and 2nd

quarterly reports for

2016/17 on the average

number of days taken to

resolve disciplinary cases

by national and provincial

departments were


for the Public Service and

Administration

The 3rd quarter report for

2016/17 was submitted

to the Director-General in

March 2017 en route to

the Minister


for 2016/17, 1st and

2nd quarter reports for

2017/18 on the

average number of

days taken to resolve

disciplinary cases by


departments were


in June and October

2017 as well as

January 2018,

respectively

4 quarterly reports on the average number of days taken to resolve disciplinary cases by national and provincial departments submitted to the Director-General

3.5 4 quarterly reports on the

average number of days

taken to resolve disciplinary

cases and precautionary

suspension cases by national

and provincial departments


General

Report on the average number of days taken to resolve disciplinary cases and precautionary suspension cases by national and provincial departments submitted to the Director-General

Report on the average number of days taken to resolve disciplinary cases and precautionary suspension cases by national and provincial departments submitted to the Director-General

STRATEGIC OBJECTIVE Government Employees Housing Scheme implemented

STRATEGIC PLAN TAGET 1. Establish the Government Employees Housing Scheme (GEHS) and submit implementation reports to the Minister for the Public Service and

Administration

2. Establish a housing finance solution for the Government Employees Housing Scheme

Establish the GEHS and submit implementation reports to the Minister for the Public Service and Administration

A report on the development and implementation of the GEHS has been submitted to the Minister


the development and


GEHS were submitted to

the Minister

4 quarterly reports on the implementation of the GEHS were submitted to the MPSA in July, October and December 2017 as well as March 2018, respectively

3.6 Report on the implementation of the GEHS submitted to the Director-General

Report on the implementation of the GEHS submitted to the Director-General

Report on the implementation of the GEHS submitted to the Director-General

_____________________________________________________



PROGRAMME

PERFORMANCE

INDICATOR


PERFORMANCE

2018/19


2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

STRATEGIC OBJECTIVE: REDUCED VACANCY RATE

Reports on the average


vacant posts on Personnel

and Salary System

(PERSAL)

The report on the

vacancy rate and time to

fill posts in accordance

with the Public Service

Act appointments has

been completed and

submitted bi-annually to

the Minister

2 reports on the

average percentage

of funded vacant

posts on PERSAL

have been compiled

and submitted to the

Minister for the

Public Service and

Administration

As at December

2016, the vacancy

rate for the Public

Service was 11.31%

The report on the

average % of

funded vacant posts

on PERSAL against

the targeted 10% or

less was submitted to

the MPSA in March

2018

Report on the

average percentage

(%) of funded

vacant posts on

PERSAL, against the

targeted 10% or

less, submitted to the

Director-General

1 Report on the average



submitted to the

Director-General

- -

STRATEGIC OBJECTIVE: IMPROVED SENIOR MANAGEMENT SERVICE PERFORMANCE MANAGEMENT AND DEVELOPMENT SYSTEM

Policy support provided,


national departments and

provincial administrations


the revised Performance

Management and

Development System

(PMDS) for the Senior

Management Service

(SMS)

- The draft revised

PMDS for members

of the SMS has been

developed and

consulted with

relevant

stakeholders. The

draft revised PMDS

was also submitted

to the Governance

and Administration

Working Session for

approval in March

2017

Policy support and

guidance was

provided to national

and provincial

departments on the

implementation of

the revised Senior

Management Service

PMDS

Policy support

provided, through

engagements, to

national

departments and

provincial

administrations on

the implementation

of the revised Senior

Management Service

Performance

Management and

Development System

(PMDS)

2 Policy support provided,



and provincial



revised SMS PMDS

Policy support

provided, through

engagements, to


and provincial



revised SMS PMDS

Policy support

provided, through

engagements, to


and provincial



revised SMS PMDS

_____________________________________________________


PROGRAMME

PERFORMANCE

INDICATOR


PERFORMANCE

2018/19


2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

STRATEGIC OBJECTIVE: PUBLIC SERVICE GRADUATE RECRUITMENT SCHEME

Graduate recruitment

scheme framework issued

and piloted in

departments by 2019

The Proposed Model with

three Options is

available and has been

consulted with all

National and Provincial

Departments as well as

other strategic structures

critical to implementation

of the Graduate Scheme

A draft framework

on the Graduate

Recruitment Scheme

was developed and

submitted to the

Governance and

Administration

Cluster for

consultation in March

2017

Cabinet approved

the Framework for a

formal Graduate

Recruitment Scheme

in the Public Service

in November 2017

A request for the

MPSA to approve

the issuing of the

Framework was

submitted to the

previous MPSA in

December 2017.

Approval has not yet

been received

Annual report on

support provided to

departments to

implement the

graduate recruitment

scheme framework

submitted to the

Director-General

3 Report on the graduate

recruitment scheme

framework submitted to


Report on the


scheme framework

submitted to the

Director-General

Report on the


scheme framework

submitted to the

Director-General

STRATEGIC OBJECTIVE: APPOINTMENT OF YOUTH WITHIN THE PUBLIC SERVICE

Annual report on the

number of persons

appointed into

developmental

programmes within the

Public Service

Supported departments

to appoint a total of 22

502 youths into

learnership, internship

and artisan programmes.

This exceeds the Annual

Target by 12.5%

Human Resource

Development Forum

workshops were

conducted with

national and

provincial

departments

As at March 2017, a

total of 45 649

interns, learners and

apprentices were

recruited into

national and

provincial

departments

A draft report on the

number of youths

appointed into

learnership,

internship and

artisan programmes

within the Public

Service is still being

compiled

Annual report on the

appointment of

persons into

developmental

programmes within

the Public Service

submitted to the

Director-General

4 Report on the

appointment of persons

into developmental


Public Service submitted


Report on the

appointment of

persons into

developmental


Public Service

submitted to the

Director-General

Report on the

appointment of

persons into

developmental

programmes within

the Public Service

submitted to the

Director-General

_____________________________________________________


PROGRAMME

PERFORMANCE

INDICATOR


PERFORMANCE

2018/19


2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

STRATEGIC OBJECTIVE: IMPROVED DISCIPLINE MANAGEMENT WITHIN THE PUBLIC SERVICE

Quarterly reports on the

average number of days

taken to resolve

disciplinary cases by all


departments

The reports on the Public

Service Discipline

Management report

were submitted to the

Minister

The 4th quarter

report for 2015/16,

1st and 2nd quarterly

reports for 2016/17

were submitted to

the Minister for the

Public Service and

Administration

The 3rd quarter

report for 2016/17

was submitted to the

Director-General in

March 2017 en

route to the Minister

The 4th quarter

report for 2016/17,

1st and 2nd quarter

reports for 2017/18

were submitted to

the MPSA in June

and October 2017

as well as January

2018, respectively

The 3rd quarter

report for 2017/18

on the average

number of days

taken to resolve


national and

provincial

departments is being

compiled

4 quarterly reports

on the average

number of days

taken to resolve


national and

provincial

departments

submitted to the

Director-General

5 Report on the average

number of days taken to

resolve disciplinary

cases and precautionary

suspension cases by


departments submitted


Report on the average

number of days taken

to resolve disciplinary

cases and

precautionary

suspension cases by



to the Director-

General

Report on the

average number of

days taken to resolve

disciplinary cases

and precautionary

suspension cases by

national and

provincial

departments

submitted to the

Director-General

STRATEGIC OBJECTIVE: GOVERNMENT’S EMPLOYEES HOUSING SCHEME IMPLEMENTED

Reports on the


Government Employee

Housing Scheme (GEHS)

A report has been


on the development and


GEHS

4 quarterly reports

on the development

and implementation

of the GEHS were

submitted to the

Minister

4 quarterly reports

on the

implementation of

the GEHS were

submitted to the

MPSA in July,

October and

December 2017 as

well as March 2018,

respectively

4 quarterly reports

on the

implementation of

the GEHS submitted

to the Director-

General

6 4 quarterly reports on


the GEHS submitted to




the GEHS submitted to


4 quarterly reports

on the


GEHS submitted to


- - - - 7 Report on the

establishment of the

housing finance solution

for the GEHS submitted


- -

_____________________________________________________



PROGRAMME PERFORMANCE INDICATOR

REPORTING PERIOD

No ANNUAL TARGET 2019/20





Reports on the average percentage (%) of funded vacant posts on Personnel and Salary System (PERSAL)

Annually 1 Report on the average

percentage of funded vacant

posts on PERSAL submitted to


- - - Report on the average percentage of funded vacant posts on PERSAL submitted to the Director-General

Policy support provided, through engagements, to national departments and provincial administrations on the implementation of the revised Performance Management and Development System (PMDS) for the Senior Management Service (SMS)

Bi-annually 2 Policy support provided,


national departments and

provincial administrations on

the implementation of the

revised SMS PMDS

- - Policy support provided

through engagements with




PMDS for SMS

Report on the policy support

provided to departments


Graduate recruitment scheme framework issued and piloted in departments by 2019

Annually 3 Report on the graduate

recruitment scheme framework


General

- - - Report on the graduate recruitment scheme framework submitted to the Director-General

Annual report on the number of persons appointed into developmental programmes within the Public Service

Quarters 1, 3 &

4

4 Report on the appointment of

persons into developmental

programmes within the Public

Service submitted to the

Director-General

Data on the appointment of



Public Service collected from

departments

- Draft report on the

appointment of persons

into developmental


Public Service developed

Report on the appointment of


programmes within the Public

Service submitted to the Director-

General

Quarterly reports on the average number of days taken to resolve disciplinary cases by all national and provincial departments

Quarterly 5 4 quarterly reports on the average number of days taken to resolve disciplinary cases and precautionary suspension cases by national and provincial departments submitted to the Director-General

4th quarter report for the

2018/19 financial year on

the number of days taken to

resolve disciplinary cases

and precautionary

suspension cases submitted


1st quarter report for the

2019/20 financial year

on the number of days

taken to resolve

disciplinary cases and

precautionary suspension

cases submitted to the

Director-General

2nd quarter report for the

2019/20 financial year

on the number of days

taken to resolve


precautionary suspension

cases submitted to the

Director-General

3rd quarter report for the

2019/20 financial year on the

number of days taken to resolve


precautionary suspension cases


_____________________________________________________


PROGRAMME PERFORMANCE INDICATOR

REPORTING PERIOD






Reports on the implementation of the Government Employee Housing Scheme (GEHS)

Quarterly 6 4 quarterly reports on the implementation of the GEHS submitted to the Director-General



GEHS submitted to the

Director-General

1st quarter 2019/20

report on the



Director-General

2nd quarter 2019/20

report on the



Director-General

3rd quarter 2019/20 report on

the implementation of the GEHS


Annually 7 Report on the establishment of the housing finance solution for the GEHS submitted to the Director-General

Report on the establishment

of the housing finance

solution for the GEHS


General

- - -

_____________________________________________________


Page 52


EXPENDITURE OUTCOME

R’000

ADJUSTED

APPROPRIATION

2018/19

R’000


ESTIMATES

R’000

2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

Sub-programmes

Management: Public Service

Employment and Condition

of Service 3 927 1 498 1 221 3 133

3 797 4 001 4 213

Labour Relations,

Negotiations and Discipline

Management 8 175 6 556 6 121 8 072

7 513 8 026 8 500

Workplace Environment

Management 6 383 4 763 4 984 4 417

5 255 5 603 5 951

Human Resource

Development 4 436 4 373 4 430 4 428

5 156 5 074 5 405

Remuneration and Job

Grading 19 886 21 615 22 798 18 587

11 716 12 461 15 345

Employee Benefits 13 851 16 260 13 392 26 957

37 442 41 966 39 337

Human Resource Planning,

Employment Practices and

Performance Management 10 894 11 026 11 739 12 434

13 496 13 448 15 371

Total 67 552 66 091 64 685 78 028 84 375 90 579 94 122



Compensation of

employees 46 419 49 189 49 562 51 666 65 785 68 858 71 480


59 311 62 006 63 794


6 471 6 852 7 686


Administrative fees

271

245

255

380

347

365

385

Advertising 1 532 1 078 - 1 626

1 029 1 129

691

Minor assets

69

42 97

492

52

2

2

Audit costs: External

-

-

-

-

800

500

528


activities

225

298

225

298

591

615

648

Communication (G&S)

770

863

831 1 274

1 244

1 321

1 411

Computer services 1 694 1 971 1 681 2 028

1 708 2 319 2 316


advisory services 5 642 1 785 1 039 1 320

1 035 1 024 1 108

Legal services (G&S)

-

-

986

100

150

160

169

Contractors

604

- 38

432

-

-

-

_____________________________________________________


Page 53

EXPENDITURE OUTCOME

R’000

ADJUSTED

APPROPRIATION

2018/19

R’000


ESTIMATES

R’000

2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

Agency and

support/outsourced services

-

- -

-

-

-

-

Entertainment

28

1 -

-

-

-

-


government motor transport)

176

114 97

89

-

-

-

Consumable supplies

56

151

175

205

98

100

104


printing and office supplies

705

821

471 4 085

2 026 2 268 1 498

Operating leases

- 2 284 1 642

5

941 1 049 1 107

Property payments

-

587

1 2 182

-

-

-

Transport provided:


-

-

-

- -

-

-

Travel and subsistence 6 556 4 230 4 676 6 272

5 090 4 968 5 804

Training and development

361

215 68 1 534 561

889

948

Operating payments

290

821

434 3 132

2337 4 330 5 281

Venues and facilities 1 579

157 95

14

-

-

-


93

751

1208

182

-

-

-

Provinces and municipalities

1

2

1

-

-

-

-

Municipalities

1

2

1

-

-

-

-

Municipal bank accounts

1

2

1

-

-

-

-

Households

92

749

1 207

182

-

-

-

Other transfers to households

92

749 1 207

182

-

-

-

Payments for capital assets

481

478 1 104

712

581

610

642

Machinery and equipment

481

478 1 104

712

581

610

642

Transport equipment

333

201

141

349

302

317

334

Other machinery and

equipment

148

277

963

363

279

293

308


assets

1

10

-

-

-

-

-

Total 67 552 66 091 64 685 78 028 84 375 90 579 94 122

_____________________________________________________


Page 54


A major part of the allocation to Programme 3: Public Service Employment and Condition of Services is

in relation to the Government Employee Housing Scheme. A total amount of R55.2 million (over the

medium term) or 20.5% of total budget allocation for the programme is ring-fenced for the GEHS

project.

_____________________________________________________


Page 55

4. PROGRAMME 4: GOVERNMENT CHIEF INFORMATION OFFICER

Purpose: Create an environment for the deployment of IT as a strategic tool of public administration.

Minimise and control IT related risks and costs in the Public Service.


Sub-programmes:

1) Management: Government Chief Information Officer

2) Public Service ICT E-enablement

3) Public Service ICT Stakeholder Management

4) Public Service ICT Risk Management

5) Public Service ICT Service Management.

_____________________________________________________



STRATEGIC OBJECTIVE Digitise government services

STRATEGIC PLAN TARGET 1. Monitor and report on the improvements made by all national and provincial departments in managing e- Enablement and technology obsolescence

as a result of the implementation of the mechanisms developed by the Department of Public Service and Administration

2. Develop further mechanisms as and when required


PERFORMANCE

2018/19


2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

4 e-Enablement value propositions for Social Development; South African Police Service; Education and Human Settlements have been developed and endorsed by the departments

2 e-Enablement value propositions for prioritised services of the departments of Basic and Higher Education and Training, and the South African Police Service were developed for endorsement in September 2016 and March 2017, respectively


reports on the

implementation of the 5

prioritised e-Enabled

Services were compiled

by March 2018

Public Service Digitalization Strategic Framework submitted to the Director-General

4.1 The priority e-Government initiatives to support digital transformation for the public administration submitted to the Director-General

Support provided through engagements with selected national and provincial departments on the implementation of the digital transformation initiatives

Support provided through engagements with selected national and provincial departments on the implementation of the digital transformation initiatives

STRATEGIC OBJECTIVE Managing ICT costs in the Public Service

STRATEGIC PLAN TARGET 1. Monitor and report on the improvements made by all national and provincial departments in managing e- Enablement and technology obsolescence

as a result of the implementation of the mechanisms developed by the Department of Public Service and Administration


The following policy

guidelines were

developed and consulted

on for inputs: IT sourcing

strategy policy, IT

hardware standardisation

guideline, Chief

Information Officer job

redefinition guideline

and Draft transversal

mobile policy

The ICT Cost Management

Guidelines were issued for

transversal contracts for

personal computers and IT

peripherals to national

and provincial

departments

Consultative workshops to support departments with the implementation of the Guidelines was conducted for all national and provincial departments

The report on

improvements made by

departments in reducing

the cost related to IT

procurement within the

Public Service was


in March 2018

Report on progress made by all national and provincial departments in managing the cost related to IT procurement within the Public Service submitted to the Director-General

4.2 Report on the ICT expenditure by all national and provincial departments submitted to the Director-General

Report on the ICT expenditure by all national and provincial departments submitted to the Director-General


_____________________________________________________


STRATEGIC OBJECTIVE Improved security of government ICT systems

STRATEGIC PLAN TARGET 1. Issue the approved ICT Security Guidelines to departments

2. Provide support to departments through engagements on the implementation of the ICT Security Guidelines

Monitor improvements made by departments in relation to the security of their ICT systems as a result of implementing the ICT Security Guidelines


PERFORMANCE

2018/19


2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

Two e-Enablement Security Guidelines have been developed

The ICT security guidelines

were not issued

3 quarterly workshops

were conducted to support

all national and provincial

departments on the

Guidelines

The report on the


ICT security policies by


departments was

produced in March

2018

Public Service ICT Security Assessment Standard submitted to the Director-General

4.3 Public Service Information Security Standard submitted to the Director-General

Support provided through engagements with selected national and provincial departments on the implementation of the Public Service ICT Security Standard

Support provided through engagements with selected national and provincial departments on the implementation of the Public Service ICT Security Standard

STRATEGIC OBJECTIVE Improved ICT governance practices in the Public Service

STRATEGIC PLAN TARGET To develop:

Public Service ICT Value Management Framework

ICT Security Guidelines

- - - Revised Corporate Governance of ICT Assessment Standard submitted to the Director-General

4.4 Revised Corporate Governance of ICT Policy Framework submitted to the Director-General

Support provided through engagements with selected national and provincial departments on the implementation of the Corporate Governance of ICT Assessment Standard and Policy Framework

Support provided through engagements with selected national and provincial departments on the implementation of the Corporate Governance of ICT Assessment Standard and Policy Framework

_____________________________________________________



PROGRAMME

PERFORMANCE

INDICATOR


PERFORMANCE

2018/19


2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

STRATEGIC OBJECTIVE: DIGITISE GOVERNMENT SERVICES

Public Service

Digitalization Strategic

Framework

- - 4 quarterly progress

reports on the


prioritised e-Enabled

Services were compiled

by March 2018

Public Service


Framework submitted to


1 The priority e-

Government initiatives

to support digital

transformation for the


submitted to the

Director-General

Support provided

through engagements

with selected national

and provincial

departments on the


digital transformation

initiatives

Support provided

through engagements

with selected national

and provincial

departments on the



initiatives

STRATEGIC OBJECTIVE: MANAGING ICT COSTS IN THE PUBLIC SERVICE

Report on improvements made by all national and provincial departments in managing the cost related to IT procurement within the Public Service

The following policy guidelines were developed and consulted on 1. IT sourcing strategy policy 2. IT hardware standardisation guideline 3. Chief Information Officer (CIO) job redefinition guideline, and 4. Draft transversal mobile policy

The ICT Cost

Management

Guidelines were

issued for

transversal contracts

for personal

computers and IT

peripherals to

national and

provincial

departments

Consultative workshops to support departments were conducted

The report on

improvements made by

departments in reducing

the cost related to IT


Public Service was

submitted to the MPSA in

March 2018

Report on progress made by all national and provincial departments in managing the cost related to IT procurement within the Public Service submitted to the Director-General

2 Report on the ICT expenditure by all national and provincial departments submitted to the Director-General



_____________________________________________________


PROGRAMME

PERFORMANCE

INDICATOR


PERFORMANCE

2018/19


2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

STRATEGIC OBJECTIVE: IMPROVED SECURITY OF GOVERNMENT INFORMATION AND COMMUNICATION TECHNOLOGY SYSTEMS

Public Service Information Security Standard

Two e-Enablement Security Guidelines have been developed

The ICT security

guidelines were not

issued

3 quarterly

workshops were

conducted to

support all national

and provincial

departments on the

Guidelines

The report on the

implementation of the ICT

security policies by


departments was

produced in March 2018

Public Service ICT Security Assessment Standard submitted to the Director-General

3 Public Service Information Security Standard submitted to the Director-General

Support provided through engagements to selected national and provincial departments on the implementation of the Public Service Information Security Standard

Support provided through engagements to selected national and provincial departments on the implementation of the Public Service Information Security Standard

STRATEGIC OBJECTIVE: IMPROVED ICT GOVERNANCE PRACTICES IN THE PUBLIC SERVICE

Revised Corporate Governance of ICT Assessment Standard

- - - Revised Corporate Governance of ICT Assessment Standard submitted to the Director-General

4 Revised Corporate Governance of ICT Policy Framework submitted to the Director-General

Support provided through engagements to selected national and provincial departments on the implementation of the revised Corporate Governance of ICT Policy Framework

Support provided through engagements to selected national and provincial departments on the implementation of the revised Corporate Governance of ICT Policy Framework

_____________________________________________________




INDICATOR






Public Service


Framework

Quarter 1, 2 & 3 1 The priority e-Government initiatives

to support digital transformation for

the public administration submitted


2 national departments

supported on the



initiatives

Consultations on the revised

priority e-Government

initiatives to support digital

transformation for the public

administration held with

Department of

Communications and Digital

Technologies and

Department of Home Affairs

The priority e-Government

initiatives to support

digital transformation for

the public administration


General

-

Report on improvements

made by all national

and provincial

departments in

managing the cost

related to IT


Public Service

Quarterly 2 Report on the ICT expenditure by


departments submitted to the

Director-General

Data on ICT expenditure

from departments collected

Draft report with

preliminary findings

compiled

Draft report consulted on

with selected departments

Report on the ICT

expenditure by all national

and provincial departments


General

Public Service

Information Security

Standard

Quarterly 3 Public Service Information Security

Standard submitted to the Director-

General

1st draft Public Service


Standard developed

Consultation on the draft

Public Service Information

Security Standard held with

ICT stakeholders

2nd draft Public Service


Standard developed

Public Service Information

Security Standard submitted


Revised Corporate

Governance of ICT

Assessment Standard

Quarter 1, 2 & 4 4 Revised Corporate Governance of ICT Policy Framework submitted to the Director-General

Consultations on the 1st draft

Corporate Governance of

ICT Policy Framework held

with ICT stakeholders

2nd draft Corporate

Governance of ICT Policy

Framework developed

- Revised Corporate

Governance of ICT Policy

Framework submitted to the

Director-General

_____________________________________________________


Page 61


EXPENDITURE OUTCOME

R’000

ADJUSTED

APPROPRIATION

2018/19

R’000


ESTIMATES

R’000

2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

Sub-programmes

Management:

Government Chief

Information Officer 3 186

895 1 620 3 313

3 440 3 649 3 845

Public Service ICT E-

enablement 6 139 4 580 5 099 6 546

7 875 8 397 8 906

Public Service ICT

Stakeholder

Management 6 710 6 072 5 821 6 983

6 213 6 644 8 042

Public Service ICT Risk

Management 3 234 3 102 2 818 4 201

4 327 4 651 5 945

Public Service ICT

Service Management

939 1 259 1 137 1 398

1 480 1 576 2 860

Total 20 208 15 908 16 495 22 441 23 335 24 917 29 598



Compensation of

employees 13 930 13 473 13 531 15 403 17 451 18 389 22 605


15 851 16 668 20 398


1 600 1 721 2 207


Administrative fees

129

22 40

90

90

95

100

Advertising

-

1 -

-

-

-

-

Minor assets

14

6 42

66

31

72

76


activities

532

100 41

942

176

185

195

Communication (G&S) 2 121

227 205

348

366

384

406

Computer services

194

163 221

397

2 026 2 506 2 736


advisory services

461

502 930 1 459

385

405

427

Science and


-

228 -

-

-

-

-

Contractors

150

- -

200

-

-

-

Entertainment

-

- -

2

2

2

2


government motor

transport)

-

- -

-

-

-

-

Consumable supplies

14

19 32

44

47

37

38

_____________________________________________________


Page 62

EXPENDITURE OUTCOME

R’000

ADJUSTED

APPROPRIATION

2018/19

R’000


ESTIMATES

R’000

2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

Consumables:

Stationery, printing and

office supplies

167

200 116

147

192

182

192

Rental and hiring

-

- -

500

-

-

-

Travel and subsistence 1 107

526 613 1 701

1 694 1 804 1 918

Training and

development

433

55 106

138

161

178

188

Operating payments

66

81 65

377

192

209

220


547

106 169

253

126

130

137


102

137 50

19

-

-

-

Households

102

137 50

19

-

-

-

Social benefits

-

- 50

2

-

-

-

Other transfers to

households

102

137 -

17

-

-

-


assets

241

62 330

355

396

339

358

Machinery and

equipment

241

62 322

205

231

139

147

Transport equipment

9

20 12

64

68

72

76

Other machinery and

equipment

232

42 310

141

163

67

71

Software and other

intangible assets

-

- 8

150

165

200

211


assets

-

- 4

-

-

-

-

Total 20 208 15 908 16 495 22 441 23 335 24 917 29 598


The budget allocation will not have an impact on the performance targets as the 2019/20 financial

year performance targets are aligned with the budget. Certain performance targets will also be listed

on the procurement plan where applicable.

_____________________________________________________


Page 63

5. PROGRAMME 5: SERVICE DELIVERY SUPPORT

Purpose: Manage and facilitate the improvement of service delivery in government.


Sub-programmes:

1) Management: Service Delivery Support

2) Service Delivery Planning and Operations Management

3) Service Delivery Improvement Initiatives

4) Community Development and Citizen Relations

5) Public Participation and Social Dialogue

6) Batho Pele Support Initiatives

7) Centre for Public Service Innovation

8) National School of Government.

_____________________________________________________



STRATEGIC OBJECTIVE Improved efficiency and effectiveness in the operations of the Public Service

STRATEGIC PLAN TARGET 1. Support a selected number of departments through engagements to map business processes and Standard Operating Procedures for their services

2. Monitor and report on the improvements made in the delivery of services as a result of the mapped business processes and Standard Operating

Procedures


PERFORMANCE

2018/19


2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

Workshops were held with

the departments of

Labour, Transport and

Social Development to

provide technical support

on the mapping of

business processes and

development of Standard

Operating Procedures

A report on the status of

implementation of business

processes and standard

operating procedures by

the departments of

Transport, Social

Development and Labour

has been compiled

Consultations were held

with the 3 priority

departments of Mineral

Resources, Trade and

Industry and Health in all

3 priority departments,

the as-is business

processes of selected core

services were mapped

with an indication of

baseline turnaround times

and improved turnaround

times

The departments of

Mineral Resources, Trade

and Industry and Health

were supported in

developing their Standard

Operating Procedures

Current business

processes were assessed

and improved processes

were developed for the

Departments of

International Relations

and Cooperation,

Department of

Environmental Affairs

and National School of

Government

Support was provided

to the Departments of

International Relations

and Cooperation,

Environmental Affairs,

National School of

Government

Report on the


Operations

Management

Framework by 3

prioritised departments

submitted to the

Director-General

5.1 Report on the


Operations Management

Framework by 3 prioritised

departments submitted to


Report on the



Framework by 3



General

Report on the



Framework by 3 prioritised



_____________________________________________________


STRATEGIC OBJECTIVE Improved quality and implementation of Service Delivery Improvement Plan (SDIPs)

STRATEGIC PLAN TARGET 1. Support prioritised service delivery departments to improve quality and implementation of Service Delivery Improvement Plans

2. Annual report on the status of submission compliance, quality and implementation of the Service Delivery improvement Plans by national and

provincial departments for submission to Cabinet


PERFORMANCE

2018/19


2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

Support was provided to

departments and a report

was compiled on the

submission, compliance

rate, quality and progress

with the implementation of

SDIPs in service delivery

departments

Support was provided to

8 national and 25

provincial departments to

improve the quality and


SDIPs


to approximately 70


departments (which

include the 6 prioritised

departments) to improve

the quality and

implementation of their

SDIPs

Report on the


SDIPs by all national

and provincial



5.2 Report on the

implementation of the SDIPs

by all national and



General

Report on the


SDIPs by all national and



General

Report on the


by all national and



General

STRATEGIC OBJECTIVE Improved implementation of the Batho Pele Programme

STRATEGIC PLAN TARGET 1. Support a number of prioritised service delivery departments through engagements to develop their Batho Pele standards and communicate the

standards to the service beneficiaries and to;

2. Monitor the implementation of the standards in order to drive improvements

Generic Batho Pele

Standards have been

developed with the

departments of Basic

Education, Health, Human

Settlements, Labour, Social

Development and

Transport

6 departments were

supported to develop

standards for Batho Pele

Principles, namely the


Education, Health, Human

Settlements, Labour, Social

Development and

Transport


to the following


to develop standards

for Batho Pele

Principles:

Department of Basic

Education

Department of

Human Settlements

Department of

Military Veterans

Office of the

Premier: Free State

2017/18 and 2018/19

assessment reports on


the Batho Pele

standards by national

and provincial



5.3 Report on implementation

of the Batho Pele standards

by all national and



General

Report on the


Batho Pele standards by




Survey on the impact of the

implementation of Batho

Pele programmes conducted

_____________________________________________________



PROGRAMME

PERFORMANCE

INDICATOR


PERFORMANCE

2018/19


2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

STRATEGIC OBJECTIVE: IMPROVED EFFICIENCY AND EFFECTIVENESS IN THE OPERATIONS OF THE PUBLIC SERVICE

Report on the


Operations

Management

Framework by the


Technical support

has been provided

through workshops

and capacity

building to the

Departments of

Labour, Transport

and Social

Development on the

mapping of business

processes and

development of

Standard Operating

Procedures

Consultations were

held with the 3

priority departments

of Mineral Resources,

Trade and Industry

and Health in all 3

priority departments,

the as-is business

processes of selected

core services were

mapped with an

indication of baseline

turnaround times and

improved turnaround

times

Current business

processes were

assessed, improved

processes developed

and Support was

provided to the

following prioritised

departments:

Department of

International

Relations and

Cooperation

Department of

Environmental

Affairs

National School of

Government

Report on the


Operations

Management

Framework by 3


submitted to the

Director-General

1 Report on the



Framework by 3



General

Report on the



Framework by 3



General

Report on the


Operations

Management

Framework by 3


submitted to the

Director-General

Framework for the

establishment, promotion

and maintenance of

service centres

developed

- - - Framework for the

establishment,

promotion and

maintenance of service

centres submitted to the

Director-General

2 Report on the

institutionalisation of the

Framework for the


and maintenance of

service centres submitted


Report on the monitoring

of the implementation of

the Framework for the


and maintenance of



Assessment of the impact

of the implementation of

the Framework for the


and maintenance of

service centres by all


departments conducted

_____________________________________________________


PROGRAMME

PERFORMANCE

INDICATOR


PERFORMANCE

2018/19


2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

- - - - 3 Service Delivery Model

for the Public Service


General

Report on the


Service Delivery Model



General

Report on the





General

STRATEGIC OBJECTIVE: IMPROVED QUALITY AND IMPLEMENTATION OF SERVICE DELIVERY IMPROVEMENT PLANS (SDIPs)

Report on the quality

and progress with the


SDIPs

Monitor the

submission of quality

SDIPs to the DPSA

by national and

provincial

departments and

submit a report to

the MPSA to

approve for tabling

in Cabinet


to departments and

report was compiled

on the submission,

compliance rate,

quality and progress

with the

implementation of

SDIPs in service

delivery departments


to approximately 70


departments (which

include the 6 prioritised

departments) to

improve the quality and

implementation of their

SDIPs

Report on the


SDIPs by all national

and provincial



4 Report on the





General

Report on the





General

Impact assessment report


the SDIPs by all national

and provincial



STRATEGIC OBJECTIVE: IMPROVED IMPLEMENTATION OF THE BATHO PELE PROGRAMME

Report on the number of


departments

implementing the Batho

Pele principles and

standards

Generic Batho Pele

Standards have

been developed

with Departments of

Basic Education,

Health, Human

Settlements, Labour,

Social Development

and Transport

6 departments were

supported to develop

standards for Batho

Pele Principles,

namely the


Education, Health,

Human Settlements,

Labour, Social

Development and

Transport


to the following

prioritised

departments to

develop standards for

Batho Pele Principles:

Department of

Basic Education

Department of

Human Settlements

Department of

Military Veterans

Office of the

Premier: Free

State

2017/18 and

2018/19 assessment

reports on the


Batho Pele standards

by national and

provincial

departments

submitted to the

Director-General

5 Report on



all national and


submitted to the

Director-General

Report on the



all national and


submitted to the

Director-General

Report on the



all national and


submitted to the

Director-General

_____________________________________________________


PROGRAMME

PERFORMANCE

INDICATOR


PERFORMANCE

2018/19


2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

- - - - 6 Report on the inspections

and unannounced visits

conducted at service

sites submitted to the

Director-General

Report on the inspections




Director-General





Director-General

_____________________________________________________




INDICATOR

REPORTING PERIOD






Report on the



Framework by the


Quarterly 1 Report on the implementation

of the Operations

Management Framework by

3 prioritised departments


General


engagements to 3

departments for the


building blocks of the


Framework


engagements to 3

departments for the




Framework


engagements to 3

departments for the




Framework

Report on the





Framework for the


and maintenance of service

centres developed

Quarterly 2 Report on the


Framework for the

establishment, promotion and

maintenance of service

centres submitted to the

Director-General

Terms of reference for the

establishment of working

groups developed

2 workshops with national

and provincial

departments on the

institutionalization of the

Framework for the


and maintenance of

service centres held

3 workshops on the draft

Framework for the


and maintenance of

service centres held

Report on the


Framework for the


and maintenance of



Quarter 2 - 4 3 Service Delivery Model for

the Public Service submitted


- Draft Service Delivery

Model for the Public

Service developed

5 government clusters

consulted on the draft






General

Report on the quality and

progress with the


Quarterly 4 Report on the


by all national and



General

Annual sector-focused

schedule submitted to the

Director-General


engagements to sector

departments

2018/19 SDIP

implementation

assessments conducted

Report on the critical

sector-focused

improvement areas within

the SDIPs and the


2018/19 SDIPs submitted


Report on the number of


departments implementing

the Batho Pele principles

and standards

Quarterly 5 Report on implementation

of the Batho Pele standards

by all national and



General

3 provincial and 4


supported through

engagements on the


Batho Pele programmes

2 provincial and 4


supported through

engagements on the



2 provincial departments

supported through

engagements on the



Report on implementation

of the Batho Pele

standards by all national

and provincial



_____________________________________________________



INDICATOR

REPORTING PERIOD






Quarter 2 - 4 6 Report on the inspections


conducted at service sites


General

- Visits to social sector

departments conducted

Visits to economic and

justice sector departments

conducted



conducted at service sites


General

_____________________________________________________


Page 71


EXPENDITURE OUTCOME

R’000

ADJUSTED

APPROPRIATION

2018/19

R’000


ESTIMATES

R’000

2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

Sub-programmes

Management: Service

Delivery Support 4 646 2 938 3 848 4 198 4 348 4 570 4 858

Service Delivery

Planning and Operations

Management 3 701 3 583 3 505 6 417 4 569 4 264 4 552

Service Delivery

Improvement Initiatives 15 859 12 859 12 280 13 730 15 680 16 718 17 754

Community Development

and Citizen Relations 7 470 8 260 6 984 7 277 8 758 9 379 9 958

Public Participation and

Social Dialogue 19 403 14 586 11 783 16 470 12 999 14 613 15 481

Batho Pele Support

Initiatives 10 640 9 612 9 550 9 300 9 947 10 675 11 351

Centre for Public Service

Innovation 29 003 32 094 34 055 36 030 38 437 40 969 43 447

National School of

Government 140 439 71 067 153 906 168 959 187 905 208 844 229 859

Total 231 161 154 999 235 911 262 381

282 643 310 032 337 260



Compensation of

employees 26 033 27 828 28 504 32 639 36 079 39 102 41 897




Administrative fees

592

544

476

187

174

182 191

Advertising 1 478 1 552 139

494

843

773 815

Minor assets

37

8

52

106

1

6 6


activities 2 666 1 025 2 051 1 775 2 228 2 086 2 240

Communication (G&S) 1 031

861 582 1 354

947 1 023 1 078

Computer services

270

453

174

727

292

297 314



678

162

294

215

304 320

Infrastructure and

planning services

-

-

-

175

-

- -

Contractors 1 350 1 062 933 2 829 2 405 2 584 2 754

_____________________________________________________


Page 72

EXPENDITURE OUTCOME

R’000

ADJUSTED

APPROPRIATION

2018/19

R’000


ESTIMATES

R’000

2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

Agency and

support/outsourced

services

131

18

-

-

-

- -

Entertainment

-

-

2

3

4

4 4


government motor

transport)

-

- -

-

-

- -

Consumable supplies

360

368 201

432

67

67 70


printing and office

supplies

397 1 214

353

687

435

454 479

Operating leases

118

53

-

141 1 000 1 000 1 055

Rental and hiring 3 725

723 1 879

930 2 008 2 182 2 335

Property payments 1 526

494

212

456 1 564 1 711 1 488

Transport provided:


94

55 721 1 155 1 301 1 395 1 472


Training and

development

453

425 -

259

271

284 300

Operating payments

467

344 641

405

362

383 404

Venues and facilities 4 439 4 345

3 245 5 592 1 008 1 184 1 250

Transfers and subsidies 170 734 104 629 189 385 206 442 227 820 251 320 274 895


and accounts 169 442 103 161 187 961 204 997 226 350 249 821 273 314


-

-

-

-

-

- -


(non-business entities) 169 442 103 161 187 961 204 997 226 350 249 821 273 314

Foreign governments

and international

organisations 1 270 1 394 1 293 1 441 1 470 1 499 1 581

Households

22

74

131

4

-

- -

Other transfers to

households

22

74

313

4

-

- -


assets

95 1 249 436 1 131

279

291 306

Machinery and

equipment

95 1 249

436 1 131

279

291 306

Transport equipment

19

27 56

140

146

152 161

Other machinery and

equipment

76 1 222

380

991

133

139 145


assets

2

301

2

-

-

- -

_____________________________________________________


Page 73

EXPENDITURE OUTCOME

R’000

ADJUSTED

APPROPRIATION

2018/19

R’000


ESTIMATES

R’000

2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

Total 231 161 154 999 235 911 262 381 282 643 310 032 337 260


The Department does not have sufficient budget to conduct the 2nd country review for the African Peer

Review Mechanism.

_____________________________________________________


Page 74

6. PROGRAMME 6: GOVERNANCE OF PUBLIC ADMINISTRATION

Purpose: Manage and oversee the implementation of policies, strategies and programmes on Public Service

integrity, intergovernmental relations, the macro organisation of the state, organisational design and senior

leadership management. Manage government intervention programmes.


Sub-programmes:

1) Management: Governance of Public Administration

2) Ethics and Integrity Management

3) Organisational Design and Macro Organisation of the Public Service

4) Transformation Policies and Programmes

5) Intergovernmental Relations and Government Interventions

6) Leadership Management

7) Human Resource Management Information Systems

8) Public Service Commission.

_____________________________________________________



STRATEGIC OBJECTIVE Retention of Heads of Department (HODs) within the Public Service

STRATEGIC PLAN TARGET 1. Monitor the time spent by HODs in posts 2. Submit statistical fact sheet to the Minister for the Public Service and Administration on the average time spent by HODs in a post 3. Improve the retention of HODs in the Public Service


PERFORMANCE

2018/19


2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

The retention of HODs within the public service has been monitored and a report has been produced and approved by the Minister

The fact sheet on the average time spent by HODs in a post was approved by the MPSA in January 2017

A statistical fact sheet on the average number of years spent by HODs in a post was submitted to the MPSA in November 2017

Report on the retention of Heads of Department in the Public Service (the average number of years spent by HODs in a post) submitted to the Director-General

6.1 Proposal on the establishment of the Head of the National Administration and Head of the Public Service submitted to the Director-General

Consultations on proposals on the establishment of the Head of the National Administration and Head of the Public Service submitted to the Director-General

Recommendations on the establishment of the Head of the National Administration and Head of the Public Service operationalised

_____________________________________________________


STRATEGIC OBJECTIVE An ethical Public Service promoted and supported

STRATEGIC PLAN TARGET 1. Develop Guidelines to support implementation of the Revised Determination on Other Remunerative Work to departments 2. Support department with the implementation of the Guidelines 3. Monitor and report on the implementation of the Revised Determination on Other Remunerative Work and conducting of business with organs of

state by public service employees 4. Monitor and report on the implementation of the e-Disclosure System


PERFORMANCE

2018/19

No

MEDIUM-TERM TARGETS

2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

- A monitoring report on the implementation of the revised Directive on Other Remunerative Work to prohibit public servants from doing business with the state was approved by the Minister in January 2017 A report on the compliance with the Financial Disclosure Framework was approved by the Minister for the Public Service and Administration in July 2016 A compliance report with Section 30 of the Public Service Act, based on the Financial Disclosure Framework was also approved by the Minister in January 2017

The report on the implementation of the Directive on other Remunerative Work was submitted to the Director-General in March 2018 The report on the implementation of electronic disclosures of financial interests (e-Disclosure system), by designated employees was submitted to the MPSA in March 2018

Report on the adherence by Public Service employees in national and provincial departments to the Directive on the performance of other remunerative work submitted to the Director-General Report on the adherence by designated employees from national and provincial departments to the legislative framework regarding the electronic disclosure of financial interests (e-Disclosure system) submitted to the Director-General

6.2 Report on the adherence by designated employees from national and provincial departments to the Financial Disclosure Framework submitted to the Director-General

Report on the adherence by designated employees from national and provincial departments to the Financial Disclosure Framework submitted to the Director-General

Impact assessment report on the implementation of the Directive on Other Remunerative Work, Financial Disclosure Framework and Directive on conducting business with an organ of state

6.3 Report on the implementation of the Revised Determination on Other Remunerative Work and conducting of business with organs of state by Public Service employees submitted to the Director General

Report on the implementation of the Revised Determination on Other Remunerative Work and conducting of business with organs of state by Public Service employees submitted to the Director General

-

_____________________________________________________



PROGRAMME

PERFORMANCE

INDICATOR


PERFORMANCE

2018/19


2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

STRATEGIC OBJECTIVE: RETENTION OF HEADS OF DEPARTMENTS WITHIN THE PUBLIC SERVICE

Retention of Heads

of Departments in a

post improved

The retention of

HODs within the

Public Service has

been monitored

and a report has

been produced and

approved by the

MPSA

The fact sheet on the

average time spent

by HODs in a post

was approved by the

MPSA in January

2017

Submit a statistical fact

sheet on the average

number of years spent by

HODs in a post to the

MPSA

Report on the retention of

Heads of Department in

the Public Service (the

average number of years

spent by HODs in a post)


General

1 Proposal on the establishment of the Head of the National Administration and Head of the Public Service submitted to the Director-General

Consultations on proposals on the establishment of the Head of the National Administration and Head of the Public Service submitted to the Director-General

Recommendations on the establishment of the Head of the National Administration and Head of the Public Service operationalised

STRATEGIC OBJECTIVE: AN ETHICAL PUBLIC SERVICE PROMOTED AND SUPPORTED

Improved adherence by

designated employees

from national and


to the legislative

framework regarding

the electronic disclosure

of financial interests (e-

Disclosure system)

- - Report on the

implementation of

electronic disclosure of

financial interests (e-

Disclosure system), by


Report on the adherence

by designated employees

from national and


the legislative framework

regarding the electronic

disclosure of financial

interests (e-Disclosure

system) submitted to the

Director-General

2 Report on the adherence

by designated

employees from national

and provincial

departments to the

Financial Disclosure



Report on the

adherence by


from national and


to the Financial

Disclosure Framework

submitted to the

Director-General

Report on the

adherence by


from national and


to the Financial

Disclosure Framework

submitted to the

Director-General


Public Service

employees in national

and provincial

departments to the

Directive on the

performance of other

remunerative work

Numerous

consultative

workshops were

conducted to

support the

development of a

Directive on Other

Remunerative Work

by departments to

prohibit Public

Servants from doing

business with the

State

A monitoring report


of the revised

Directive on Other

Remunerative Work

to prohibit public

servants from doing

business with the state

was approved by the

Minister in January

2017

Report on the


Directive on other

Remunerative Work

Report on the adherence

by Public Service

employees in national and


the Directive on the


remunerative work


General

3 Guidelines to support the


revised Determination on

Other Remunerative

Work submitted to the

Director-General

- -

_____________________________________________________


PROGRAMME

PERFORMANCE

INDICATOR


PERFORMANCE

2018/19


2015/16 2016/17 2017/18 2019/20 2020/21 2021/22


Public Service


and provincial

departments to the

legislative framework

prohibiting them from

conducting business with

an organ of state

- - - Report on the adherence

by Public Service

employees in national and


the legislative framework



an organ of state


General

4 Report on the adherence

by Public Service


and provincial

departments to the

Directive on conducting

business with an organ of

state submitted to the

Director-General

Report on the

adherence by Public

Service employees in


departments to the




an organ of state

submitted to the

Director-General

Report on the

adherence by Public

Service employees in


departments to the



conducting business

with an organ of state

submitted to the

Director-General

_____________________________________________________



PROGRAMME







Retention of Heads of

Department in a post

improved

Quarters 3 & 4 1 Proposal on the establishment of

the Head of the National

Administration and Head of the

Public Service submitted to the

Director-General

- - Draft proposal on the

establishment of the Head

of the National

Administration and Head of

the Public Service

developed

Proposal on the establishment of

the Head of the National

Administration and Head of the

Public Service submitted to the

Director-General



from national and


to the legislative

framework regarding

the electronic disclosure

of financial interests (e-

Disclosure system)

Annually 2 Report on the adherence by

designated employees from


departments to the Financial

Disclosure Framework submitted to


- - - Report on the adherence by

designated employees from


departments to the Financial

Disclosure Framework submitted



Public Service


and provincial

departments to the

Directive on the


remunerative work

Quarters 1,2 & 4 3 Guidelines to support the

implementation of the revised

Determination on Other

Remunerative Work submitted to


Discussion document on the

guidelines developed

Workshop with selected


departments to consult on

the proposed guidelines

held

- Guidelines to support the

implementation of the revised

Determination on Other

Remunerative Work submitted



Public Service


and provincial

departments to the




an organ of state

Annually 4 Report on the adherence by Public

Service employees in national and

provincial departments to the

Directive on conducting business

with an organ of state submitted


- - - Report on the adherence by

Public Service employees in


departments to the Directive on

conducting business with an

organ of state submitted to the

Director-General

_____________________________________________________


Page 80


EXPENDITURE OUTCOME

R’000

ADJUSTED

APPROPRIATION

2018/19

R’000


R’000

2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

Sub-programmes

Management:

Governance of Public

Administration 4 206 3 331 3 550 3 707 4 164 4 409 4 643

Ethics and Integrity

Management 10 746 11 532 12 589 15 577 15 705 17 093 18 794

Organisational Design

and Macro Organisation

of the Public Service 7 901 6 515 6 254 8 730 9 251 9 987 10 559

Transformation Policies

and Programmes 4 933 4 284 3 432 4 167 4 622 4 960 5 266

Intergovernmental

Relations and

Government Interventions 3 611 4 374 3 836 3 975 4 308 4 575 4 860

Leadership Management 5 828 5 675 3 902 6 398 6 452 6 903 7 320

Human Resource

Management Information

Systems 5 412 5 228

5 726 6 186 6 681 7 145 7 597

Public Service

Commission 229 752 229 233 248 059 264 399 278 229 297 627 316 333

Total 272 389 270 172 287 348 313 139 329 412 352 699 375 372



Compensation of

employees 31 773 31 413 30 181 35 222 38 103 41 456 45 175




Administrative fees

160

106 736

549 167

178 187

Advertising

166

4 -

6 4

4 4

Minor assets

1

12 -

11 2

3 3


activities

186

197 41

333 511

543 576

Communication (G&S)

472

550

474

575 652

687 725



advisory services

193

491 -

-

-

- -

Contractors

346

-

-

-

-

- -

_____________________________________________________


Page 81

EXPENDITURE OUTCOME

R’000

ADJUSTED

APPROPRIATION

2018/19

R’000


R’000

2015/16 2016/17 2017/18 2019/20 2020/21 2021/22


government motor

transport)

-

- -

3 3

3 3

Consumable supplies

25

180

36

69 60

69 73


printing and office

supplies

303

306 225

177 213

225 237


Training and

development

104

237

421

239 253

268 283

Rental and hire 11

Operating payments

231

186

155

236 318

329 347

Venues and facilities 1 203

586 451 1 541 243

252 266

Transfers and subsidies 229 999 229 549 248 507 264 671 278 524 297 947 316 671


and accounts 229 752 229 233 248 059 264 399 278 229 297 627 316 333


(non-business entities) 229 752 229 233 248 059 264 399 278 229 297 627 316 333

Foreign governments and

international

organisations

244

233

248

272 295

320 338

Households

3

83

200

-

-

- -

Other transfers to

households

3

83

200

-

-

- -


assets

103

196 179 1 435 1 449 1 468 1 547

Machinery and

equipment

103

196 179

249 261

273 286

Transport equipment

19

34 29

129 135

141 148

Other machinery and

equipment

84

162

150

120 126

132 138

Software and other

intangible assets

-

-

- 1 186 1 188 1 195 1 261


assets

2

4

7

- -

- -

Total 272 389 270 172 287 348 313 139 329 412 352 699 375 372


The budget impacts on the implementation of the Public Service Regulations, 2016, specifically on the

designation of other categories of employees to disclose financial interests. The designation of all

categories of employees to disclose financial interests requires funds to upgrade the system to keep up

with increased numbers and to pay for the Deeds data, used for verification purposes.

_____________________________________________________


Page 82

PART C: LINKS TO OTHER PLANS

1. LINKS TO THE LONG-TERM INFRASTRUCTURE AND OTHER CAPITAL PLANS

1.1. The Department does not have any long-term infrastructure or capital spending planned.

1.2. The Department does not administer or receive conditional grants.

2. CONDITIONAL GRANTS

1.1. The Department does not administer or receive conditional grants.

3. PUBLIC ENTITIES

3.1. The Department of Public Service and Administration does not oversee any public entities envisaged

under the Public Finance Management Act.

4. PUBLIC PRIVATE PARTNERSHIP

4.1. The current Public Private Partnership (PPP) (RTG718PPP) for the provision of fleet vehicles to the State

is currently running on a month to month basis.

4.2. In terms of the Service Level Agreement between DPSA and the Department of Transport, the PPP contract

has a 12 months phase out period which would assist in the smooth transition to a new service provider.

4.3. The National Department of Transport is the custodian of this PPP contract through National Treasury. The

DPSA will continue making use of this PPP Transversal Contract from the savings derived over the past

five years.

_____________________________________________________


ANNEXURES

ANNEXURE 1: AMENDMENTS TO THE 2015/2020 STRATEGIC OBJECTIVES

A selected number of strategic objectives, as captured in the 2015/2020 Strategic Plan have been revised and 5 year annual targets included.

PROGRAMME 1: ADMINISTRATION

STRATEGIC OBJECTIVE 1.1 EFFECTIVE FINANCIAL MANAGEMENT

STRATEGIC OBJECTIVE 1.2

EFFECTIVE PLANNING AND REPORTING ON PERFORMANCE INFORMATION

Objective statement Prepare and submit quarterly Interim Financial Statements to National Treasury and submit the Annual financial statements to the National Treasury and the Auditor General by 31 May 2015

Objective statement Prepare and submit quarterly and Annual Reports on the implementation of the Annual Operational Plans to National Treasury , the DPME, Executive Authority and the Auditor General by the due dates

Baseline

Interim and Annual Financial Statements for the 2014/15 financial year were submitted Quarterly to National Treasury and the Auditor General respectively

Baseline

The quarterly 2014/15 reports were submitted by the set due dates. The 2013/14 Annual report was tabled in Parliament in September 2014

Justification Effective financial management Justification Maintain compliance o all performance information planning and reporting requirements

Links Compliance to the Public Finance Management Act Links Compliance to National Treasury’s Framework on Strategic and Performance Plans

5 year targets 1. Prepare and submit quarterly financial statement to National Treasury

2. Prepare and submit Annual Financial Statement to the Auditor General and include the Audited statements in the Annual Report

5 year targets 1. Prepare and submit quarterly reports on the implementation of Annual Performance Plans

2. Prepare and submit Annual Reports to National Treasury , the DPME and Parliament

_____________________________________________________


STRATEGIC OBJECTIVE 1.3 COMPLIANCE TO FINANCIAL MANAGEMENT, HUMAN RESOURCES AND LABOUR RELATIONS PRESCRIPTS

STRSTRATEGIC OBJECTIVE 1.4 EFFECTIVE IMPLEMENTATION OF DPSA’S BI-LATERAL AGREEMENTS AND MULTI-LATERAL AGREEMENTS

Objective statement To monitor the compliance of the DPSA’s branches with regards to the implementation of Financial Management, Human Resources and Labour Relations Management prescripts

Objective statement To monitor and report on progress with regards to the implementation of the DPSA Bi-lateral agreements, Multi-lateral Agreements and Trilateral Cooperation’s on governance and public administration

Baseline

Financial Management, Human Resources and Labour Relations policies and procedures are in place, however, there are some gaps that need to be addressed and improvements made

Baseline

The department has Bi-lateral agreements with Egypt, Democratic Republic of Congo, India, People’s Republic of China and participates in a number of Multi-lateral Agreements such as India, Brazil & South Africa (IBSA) Trilateral Cooperation India, Brazil & South Africa (IBSA) Trilateral Cooperation , Africa Peer Review Mechanism (APRM), United Nations Convention against Corruption (UNCAC), OECD Convention on Bribery of Foreign Officials in International Business Transaction and the Open Government Partnership (OGP)

Reports and documented lessons learnt on Exchanges on Bi-lateral and Institutional Relations as well as established Multilateral Forums

Justification Effective Human Resources and Labour Relations Management ensures that the department has the appropriate human resources capacity and a conducive environment to the achievement of its objectives

Justification To support through engagements, the implementation of governments Governments International Relations Policies and Programmes on governance and public administration

Links Public Regulations, Service Regulations Links Governments International Relations Policies and Programmes

5 year targets 1. Monitor and report on compliance by the DPSA to internal and external all Human Resources and Labour Relations prescripts

2. Amend and revise the policies where and when required

5 year targets 1. Coordinate and report on the implementation of actions in the Bi-lateral, Multi-lateral Agreements and Tri-lateral Cooperation’s agreements

_____________________________________________________


PROGRAMME 2: POLICY DEVELOPMENT, RESEARCH AND ANALYSIS

STRATEGIC OBJECTIVE 2.1 LEGISLATIVE AND POLICY FRAMEWORKS FOR A UNIFORM SYSTEM OF PUBLIC ADMINISTRATION NORMS AND STANDARDS

STRATEGIC OBJECTIVE 2.2 CAPACITY AND CAPABILITY OF THE STATE IMPROVED THROUGH IMPLEMENTATION OF PUBLIC ADMINISTRATION REFORMS

Objective statement Develop and support through engagements, the implementation of a cogent legislative framework for a Uniform System of Public Administration

Objective statement Review all previous Public Service reforms in order to design a new White Paper on the Transformation and Modernisation of the Public Service aligned to the social vision of the NDP

Research the appropriate configuration of the Centre of Government as a Strategic Centre to deliver on the objectives of PAMA, 2014

Baseline The Public Administration Management Act (PAMA) of 2014

Baseline All previous White Papers on Public Service Reform from 1995-1999

The Public Administration Management Act (PAMA) of 2014

Justification The Medium Term Strategic Framework 2014-2019 has identified policy gaps and a number of interventions required to build a capable developmental state and fight corruption as outlined in Chapters 13 and 14 of the National Development Plan

The Public Administration Management Act (PAMA) will provide framework legislation for the organisation, management, functioning and personnel related matters in public administration within the three spheres of government

Justification The NDP have placed a responsibility on the Public Service to address numerous gaps in state capability and the organisational configuration of the state especially the strategic centre.

The orientation of the existing White Papers 1995-1999, have been overtaken by a need to overhaul the machinery of the Public Service in order for it to be aligned to the objectives of the Public Administration Management Act, 2014 which is a modern networked and joined-up government in terms of uniform norms and standards.

Links Outcome 12: An efficient, effective and development oriented Public Service and an empowered, fair and inclusive citizenship


5 year targets 1. Develop the legislative instruments required for the implementation of the Public Administration Administrative Act (PAMA) and submit for approval by the Minister for the Public Service and Administration

2. Subject to approval; support departments through engagements with the implementation of legislative instruments

3. Macro-configuration of national government reviewed

in support of the implementation of PAMA, 2014

5 year targets 1. Analyse the existing White Papers and conduct research on the content of the new White Paper, as well as, the international analysis of the configuration of the functions located at the strategic centre

2. Consult on the draft White Paper, as well as, the options for the centre

3. Seek Cabinet approval for evolving processes

_____________________________________________________


STRATEGIC OBJECTIVE 2.3 IMPROVED EFFICIENCY AND EFFECTIVENESS THROUGH PUBLIC SERVICE ORGANISATIONAL PRODUCTIVITY AND ORGANISATIONAL FUNCTIONALITY

Objective statement Support improvements in the management of Productivity in the Public Service by developing and supporting through engagements, the implementation of the institutionalising the productivity measurement tool by departments

Develop and support through engagements, the implementation of a Public Administration Organisational Functionality Assessment (OFA) tool

Baseline

To date the productivity assessment instrument has been applied in the 3 departments of Basic Education in Mpumalanga, the North West Department of Health, and the Department of Cooperative Governance, Human Settlements and Traditional Affairs in Limpopo

A Diagnostic Organisational Functionality Tool has been developed

Justification The productivity of the Public Service, contributes directly to the economic development of a country as well as efficient and responsive service delivery

The implementation of the Public Service Organisational Functionality Assessment tool will be used to measure organisational functionality and assist with the identification of areas of weakness to inform the required improvements to improve functionality and performance by departments


2014/2019 Medium Term Strategic Framework (MTSF)

5 year targets 1. Design and pilot/apply productivity management tools for the Public Service and submit for approval by the Minister for the Public Service and Administration 2. Subject to approval; provide support to departments through engagements on the application of the approved Public Service productivity management tool 3. Monitor and Report on the implementation of the productivity management tool 4. Re-design and refine the current a Public Administration Organisational Functionality Assessment (OFA) tool 5. Pilot the refined Public Administration Organisational Functionality Assessment (OFA) tool in two sector departments 6. Consult the stakeholders including the Governance and Administration (G&A) Cluster on the refined OFA tool and submit final tool to the Minister for the Public

Service and Administration for approval 7. Refined OFA Tool institutionalised in departments in terms of the Public Service Regulations, 2016

8. Support all national and provincial departments through engagements on the implementation of the approved Organisational Functionality Assessment (OFA) tool

_____________________________________________________


PROGRAMME 3: PUBLIC SERVICE EMPLOYMENT AND CONDITION OF SERVICE

STRATEGIC OBJECTIVE 3.1 REDUCED VACANCY RATE

STRATEGIC OBJECTIVE 3.2 IMPROVED SENIOR MANAGEMENT SERVICE PERFORMANCE MANAGEMENT AND DEVELOPMENT SYSTEM (PMDS)

Objective statement To monitor and report on the trends in the vacancy rate and the time taken to fill vacant positions

Objective statement To revise and improve the current Performance Management and Development System (PMDS))for the Public Service’s Senior Management Service (SMS)

Baseline

The vacancy was 14% as at the end of the 3rd Quarter of 2014/15 (December 2014

Baseline

Public Service Performance Management and Development System for the Senior Management Service ( Levels 13-16)

Justification The timely filling of vacant posts ensures that the Public Service has the required personnel to achieve its objectives and priorities

Justification There are a number of challenges with the performance management and development system (PMDS) for SMS members. These include cases where performance agreements (PAs) are not developed, the provision of feedback, and cases where the outcome of the assessments does not adequately reflect the link between individual and organisational performance



Public Service Act



5 year targets 1. Monitor the Public Service Vacancy Rate against the targeted 10% and time taken to fill posts against the targeted 6 months in accordance with the Public Service Act

2. Compile bi-annual reports for submission to Cabinet

5 year targets 1. Review and improve the current Senior Management Service Performance Management and Development System and submit for approval by the Minister for the Public Service and Administration Subject to the approval of the system; provide implementation support to departments through engagements

2. Monitor the implementation of the revised PMDS system

_____________________________________________________


STRATEGIC OBJECTIVE 3.3 PUBLIC SERVICE GRADUATE RECRUITMENT SCHEME STRATEGIC OBJECTIVE 3.4 APPOINTMENT OF YOUTH WITHIN THE PUBLIC SERVICE

Objective statement To design and implement a formal Graduate Recruitment Scheme for the Public Service that will provide a more coherent entry into the Public Service by young graduates

Objective statement To improve the employability of young graduates by supporting departments through engagements on the appointment of 100 000 youths into learnership, internship and artisan programmes within the Public Service by 2019 with an annual target of 20 000.

To monitor and report on the number of young people appointed against the set targets

Baseline

The is currently centrally managed formal graduate scheme for the Public Service

Baseline

From 2009 to date (2016); 139 032 young people have been recruited into the Public Service departments as interns, learners and apprentices for a period of 12 months. Of these 139 032, a total of 50 988 have been absorbed/employed into either permanent or contract employment into the Public Service

Justification The Graduate Recruitment Scheme will introduce a more formalised and structured entry points for Graduates into the Public Service

The Graduate Recruitment Scheme will also help to build the skills and professional ethos required for the Public Service

Justification Young people seeking to enter a career in the Public Service often find it difficult to identify a suitable entry point while departments struggle to identify and develop young talent.

The Public Service also needs to ensure that public sector workplaces become training spaces where entrants are adequately supported in order to develop their skills for employment within the Public Service or the private sector





5 year targets 1. Design a Model for the Public Service Graduate Recruitment Scheme to facilitate recruitment of graduates into the Public Service

2. Pilot the Scheme in 5 departments 3. Refine the Scheme based on lessons learnt from the pilots

and submit the Final Model for the Public Service Graduate Recruitment Scheme for approval by the Minister for the Public Service and Administration

4. Subject to approval; support departments to implement, monitor and report on the implementation of the Public Service Graduate Recruitment Scheme

5 year targets 1. Provide support to departments through engagements on appointing 100 000 youths into learnership, internship and artisan programmes within the Public Service by 2019

2. Monitor and report on the number of youths appointed annually 3. Provide support to departments through engagements on appointing

100 000 youths into learnership, internship and artisan programmes within the Public Service by 2019

4. Monitor and report on the number of youths appointed annually

_____________________________________________________


STRATEGIC OBJECTIVE 3.5 IMPROVED DISCIPLINE MANAGEMENT WITHIN THE PUBLIC SERVICE

STRATEGIC OBJECTIVE 3.6 GOVERNMENT EMPLOYEES HOUSING SCHEME IMPLEMENTED

Objective statement To monitor and report on the improvements made by departments in the management of discipline against the targeted 90 days

Objective statement To create a Government’s Employees Housing Scheme for Public Servants that seeks to improve public servants access to housing by ensuring improved bulk supply of affordable housing, negotiating with traditional financiers at a macro level for reduced interest rates for state employees, and linking public servants to existing housing schemes

Baseline

Public Service disciplinary code and procedure

2015/16 Quarterly Monitoring Reports

The average number of days taken to resolve disciplinary cases was 143 days as at December 2013

Baseline

The Funding Model and Macro design for the GEHS have been approved by the Minister for the Public Service and Administration

Justification The effective management of discipline within the Public Service continues to be a challenge resulting in, amongst others, cases not being finalised with the prescribed 90 days as well as public servants being suspended with pay for long periods

Justification To address challenges experienced by a segment of public servants (between levels 1 to 10) who often do not do qualify for government RDP housing as well as home loans from banking institutions as a result of their earnings



Links Public Service Co-ordinating Bargaining Council (PSCBC) resolution 2 of 2015 for salary adjustments and improvements on conditions of service in the Public Service for the period 2015/16 - 2017/18

5 year targets 1. Monitor the implementation of the Public Service disciplinary code and procedure through the Labour Relations Forum

2. Analyse the trends and quarterly reports on the Average number of days taken to resolve disciplinary cases by all national and provincial departments

5 year targets 1. Establish the Government Employees Housing Scheme (GEHS) and submit implementation reports to the Minister for the Public Service and Administration

2. Establish a housing finance solution for the Government Employees Housing Scheme

_____________________________________________________


PROGRAMME 4: GOVERNMENT CHIEF INFORMATION OFFICER

STRATEGIC OBJECTIVE 4.1 DIGITISE GOVERNMENT SERVICES STRATEGIC OBJECTIVE 4.2 MANAGING ICT COSTS IN THE PUBLIC SERVICE

Objective statement To digitise government services Objective statement Manage the cost of IT spend in the Public Service

Baseline

E-government policy document, 2001 Baseline

To lower cost of IT in the Public Service

Justification To assist and guide government departments to digitise their services

Justification Government department purchase IT products at much higher rate than other sectors. There is a need to leverage of Government’s buying muscle to ensure that procurement is done at much more competitive prices

Links Public Service Regulation chapter 5 and PAMA section 14 Links Public Service Regulation chapter 5 and PAMA section 14

5 year targets 1. Monitor and report on the improvements made by all national and provincial departments in managing e- Enablement and technology obsolescence as a result of the implementation of the mechanisms developed by the Department of Public Service and Administration


5 year targets 1. Monitor and report on the improvements made by all national and provincial departments in managing e- Enablement and technology obsolescence as a result of the implementation of the mechanisms developed by the Department of Public Service and Administration


_____________________________________________________


STRATEGIC OBJECTIVE 4.3 IMPROVED SECURITY OF GOVERNMENT INFORMATION AND COMMUNICATION TECHNOLOGY (ICT) SYSTEMS

STRATEGIC OBJECTIVE 4.4 IMPROVED ICT GOVERNANCE PRACTICES IN THE PUBLIC SERVICE

Objective statement Develop and support through engagements, the implementation of e-Enablement security guidelines by departments to improve the security of ICT systems

Objective statement To strengthen corporate governance of ICT

Baseline

ICT security guidelines developed for approval by the Minister for the Public Service and Administration

Baseline

Statistics from the MPAT/Auditor-General reports

Justification Assist departments to secure their information and reduce the ICT security risks

Justification Information technology to contribute to service delivery improvement in the Public Service

Links AGSA reports which identifies a number of weaknesses in the Public Service ICT space with regards to amongst others the Corporate Governance of ICT and ICT Security

Links Corporate governance of ICT policy framework

5 year targets 1. Issue the approved ICT Security Guidelines to departments 2. Provide support to departments through engagements on

the implementation of the ICT Security Guidelines 3. Monitor improvements made by departments in relation to

the security of their ICT systems as a result of implementing the ICT Security Guidelines

5 year targets 1. To develop:

Public Service ICT Value Management Framework

ICT Security Guidelines

_____________________________________________________


PROGRAMME 5: SERVICE DELIVERY SUPPORT

STRATEGIC OBJECTIVE 5.1 IMPROVED EFFICIENCY AND EFFECTIVENESS IN THE

OPERATIONS OF THE PUBLIC SERVICE

STRATEGIC OBJECTIVE 5.2 IMPROVED QUALITY AND IMPLEMENTATION OF SERVICE DELIVERY

IMPROVEMENT PLAN (SDIPs)

Objective statement To support improvements in the efficiency and effectiveness of the functionality of operations of departments by supporting departments through engagements to map and implement Business Processes and develop Standard Operating Procedures

Objective statement To support departments to improve the quality of the SDIPs and to monitor and report to Cabinet on the improvements with regards to the quality of the SDIPs of departments

Baseline

Support has been provided to the departments of Health, Education and Human Settlement in the mapping of their business processes

Workshops have been conducted to support departments with the implementation of the Business process management framework and methodology

Baseline

A report on the quality and rate of submission of SDIPs for the 2012/15 cycle

Justification Business Processes and Standard Operating Procedures are important for the standardisation of service delivery as well as unpacking the processes to be adhered to when delivering services. In addition they provide valuable information when a departmental structure is developed

Justification In accordance with Public Service Regulations, departments are required to submit their 3 year SDIPs to the DPSA for analysis and reporting to Parliament.

The analysis of the submitted SDIPs shows that despite 88% submission rate during 2012/15 cycle, only 18% met the minimum quality standards.



Links Public Service Regulations (2001)

White Paper on Transforming Public Service Delivery (1997)

MPSA SDIP Directive of October 2008

Outcome 12: An efficient, effective and development oriented Public Service and an empowered, fair and inclusive citizenship


5 year targets 1. Support a selected number of departments through engagements to map business processes and Standard Operating Procedures for their services

2. Monitor and report on the improvements made in the delivery of service as a result of the mapped business processes and Standard Operating Procedures

5 year targets 1. Support prioritised service delivery departments to improve quality and implementation of Service Delivery Improvement Plans

2. Annual report on the status of submission compliance, quality and implementation of the Service Delivery improvement Plans by national and provincial departments for submission to Cabinet

_____________________________________________________


STRATEGIC OBJECTIVE 5.3 IMPROVED IMPLEMENTATION OF THE BATHO PELE PROGRAMME

Objective statement To support a number of prioritised service delivery departments through engagements to develop Batho Pele standards, communicate the standards and monitor and report on the implementation of the standards

Baseline

8 Batho Pele Principles as defined in the White Paper on Transforming Public Service Delivery (1997) which are;

1) Consulting users of services 2) Setting Service Standards 3) Increasing Access 4) Ensuring courtesy 5) Providing more and better information 6) Increasing openness and transparency 7) Remedying mistakes and failures 8) Getting the best possible value for money

Batho Pele Handbook, Batho Pele Standards, Batho Pele: a guide to revitalise Batho Pele, Batho Pele: Guidelines on the functions of the Batho Pele Coordinators and Service Charter

Justification Although government has developed Batho Pele principles to guide how service should delivered; it has been challenging assess how the implementation of the principles impacts on the quality and efficiency of service delivery due to the lack of standards against which monitoring and evaluation can be conducted



5 year targets 1. Support a number of prioritised service delivery departments through engagements to;

develop their Batho Pele standards

communicate the standards to the service beneficiaries and to;

2. Monitor the implementation of the standards in order to drive improvements

_____________________________________________________


PROGRAMME 6: GOVERNANCE OF PUBLIC ADMINISTRATION

STRATEGIC OBJECTIVE 6.1 RETENTION OF HEADS OF DEPARTMENTS (HODS) WITHIN THE PUBLIC SERVICE

STRATEGIC OBJECTIVE 6.2 AN ETHICAL PUBLIC SERVICE PROMOTED AND SUPPORTED

Objective statement Monitor and report on the average time spent by Heads of Deportments in post against the targeted 4 years

Objective statement To support the prohibition of public servants from doing business with the state through the development and implementation of Revised Determination on Other Remunerative Work and the related guidelines through engagements

To monitor and report on the implementation of the e-Disclosure System

Baseline

As at 30 September 2011, a HOD spent an average of 2.6 years in a post

Baseline

Sections 2 and 3 of the Public Service Regulations have been revised to include the prohibition of employees in the Public Service from conducting business with the State, in their own capacity as individuals or through companies in which they are directors The e-Disclosure System is operational and used by SMS fir their financial disclosures

Justification A high turn-over of HODs can negatively impact on an institutions ability to meet its objectives as a new incumbent often requires time to orientate themselves to the institutions mandate, operations and culture

Justification A large number of government employees have been competing for government contracts. This is despite there being rules in place in the Public Service code of conduct to prevent officials from engaging in transactions that may result in improper personal gain or are in conflict with the execution of their official duties





5 year targets 1. Monitor the time spent by Heads of Deportments (HODs) in posts 2. Submit statistical fact sheet to the Minister for the Public Service and

Administration on the average time spent by HODs in a post 3. Improve the retention of HODs in the Public Service

5 year targets 1. Develop Guidelines to support implementation of the Revised Determination on Other Remunerative Work to departments

2. Support department with the implementation of the Guidelines 3. Monitor and report on the implementation of the Revised

Determination on Other Remunerative Work and conducting of

business with organs of state by public service employees

Monitor and report on the implementation of the e-Disclosure System

_____________________________________________________


ANNEXURE 2: TECHNICAL INDICATOR DESCRIPTIONS

PROGRAMME 1: ADMINISTRATION

INDICATOR TITLE 1 Proper financial management in line with the Public Finance

Management Act and Treasury Regulations

INDICATOR TITLE 2 Number of quarterly performance information reports submitted by

due dates to all internal and external control points

Short definition Interim and Annual Financial Statements submitted to National

Treasury and Auditor-General by the required deadlines

Short definition

Quarterly reports on the implementation of the 2018/19 Annual

Performance Plan (APP) and 2017/18 Annual Report submitted to

National Treasury and the DPME and Parliament by due dates

Purpose/importance

Sections 40 and 55 of the PFMA require the Accounting Officers

to prepare and submit the Annual Financial Statements and

Interim Financial Statements to the National Treasury

Purpose/importance

To ensure that the DPSA's planning and reporting practices and

processes are in line with government regulations as issued by the

National Treasury and DPME

Source/collection of

data

BAS Reports, Trial Balance, supporting financial evidence Source/collection of

data

Progress reports submitted by the DPSA branches

Method of calculation No calculation required Method of calculation No calculation required

Data limitations None Data limitations None

Type of indicator Output indicator Type of indicator Output indicator

Calculation type Cumulative Calculation type Cumulative

Reporting cycle Quarterly Reporting cycle Quarterly

New Indicator Indicator continues without change from the previous year New Indicator Indicator continues without change from the previous year

Desired Performance Interim financial statement submitted to the National Treasury by

the required deadlines

Desired Performance All reports and plans submitted by the required deadlines

Indicator responsibility Chief Financial Officer Indicator responsibility Director: Integrated Planning and Programme Management

_____________________________________________________


INDICATOR TITLE 3 Number of Internal Audit and Risk Management progress reports

submitted to the Audit and Risk Committee

INDICATOR TITLE 4 Number of quarterly reports on DPSA’s compliance to Financial

Management, Human Resources and Labour Relations Prescripts

Short definition Submit quarterly Internal Audit and Risk Management

performance reports to the Audit and Risk Committee

Short definition

Monitor and report on the compliance of DPSA’s compliance to

Human Resources, Labour Relations, Transformation, Employee

Health and Wellness, Service Delivery Improvement Plan and the

Management Performance Assessment Tool and submit quarterly

reports to the Executive Committee

Purpose/importance Internal Audit reports give assurance that the approved Internal

Audit plan is being implemented in accordance with the agreed

schedules/time frames. The strategic and operational risk profiles

assist management in ensuring that identified risks are managed

and mitigated accordingly in order to achieve the department’s

objectives

Purpose/importance

To improve compliance with Human Resource policies and the

prescribed norms and standards – identify challenges and institute

control measures


data

Reports compiled by Internal Audit and Risk Management Source/collection of

data

Audit findings (both external & internal), CRM control sheet on non-

compliance






New Indicator Indicator continues without change from the previous year New Indicator Indicator continues with minor change from the previous year

Desired Performance Internal Audit and Risk Management performance reports

submitted quarterly to the Audit Committee

Desired Performance The department complies with all the prescribed norms and

standards and that policies are applied fairly and consistently

Indicator responsibility Director: Internal Audit and Risk Management Indicator responsibility Director: Office of the Director-General, Administration Support

Services

_____________________________________________________


INDICATOR TITLE 5 Number of progress reports of the implementation of the DPSA’s Bi-lateral and Multi-lateral agreements

Short definition Submit quarterly progress reports on the implementation of the department's Bi-lateral agreements and Multi-lateral arrangements to the Minister

Purpose/importance

To establish and maintain mutually beneficial Bi-lateral, Multi-lateral and Tri-lateral relations on governance and public administration by coordinating and

facilitating the DPSA’s engagements and contribution

Source/collection of data Reports and minutes of meetings emanate from discussions during Bi-lateral meetings or Multi-lateral forums in the form of Memoranda of Understanding,

conventions or conference/seminar/workshop/benchmark reports

Method of calculation No calculation required

Data limitations Much of the programme for Bi-lateral and Multi-lateral engagements is set by international actors who fall outside the DPSA span of control. In other cases

the programme is subject to Minister’s availability

Type of indicator Output indicator

Calculation type Cumulative

Reporting cycle Quarterly

New Indicator Indicator continues without change from the previous year

Desired Performance Reports on lessons shared and best practices exchanged on established Bi-lateral and institutional relations as well as Multi-lateral forums

Indicator responsibility Chief Director: International Cooperation Programme

_____________________________________________________


PROGRAMME 2: POLICY DEVELOPMENT, RESEARCH AND ANALYSIS

INDICATOR TITLE 1 Incremental processes for the establishment of the Office of

Standards institutionalised through the Strategic Framework for

Norms and Standards

INDICATOR TITLE 2 Level of compliance to legislative and regulatory requirements in relation to Public Service Norms and Standards monitored

Short definition Proposal to MPSA on the governance structures, legal instruments

for norms and standards setting, the options of the organisational

form, the compliance mechanisms and the final recommended

model for the Office of Standards Compliance as a standards

management unit

Short definition Assess the level of the compliance to regulatory norms and

standards and identify where lacunas exist in order to meet the

provisions of PSA/PAMA

Purpose/importance

To recommend to the MPSA the governance structures and model,

the appropriate organisational form, the compliance mechanisms

and tools for establishment of the Office of Standards and

Compliance in terms of PAMA

Purpose/importance The Public Administration required common norms and standards to

be in place in order to assess the level of compliance and to

regulations. The indicator will show the number of provincial and

national departments who received Public Service Compliance

Monitoring support thorough engagements, which can include

workshops, advice, etc. and documents and on the implementation

of the Guidelines. The implementation of the Compliance Monitoring

Guide will indicate the level of compliance to Public Service

Regulations by all the government departments. The indicator is

intended to show the compliance/non-compliance in implementing

the Public Service Act/Regulations and related prescripts


data A Socio-Economic Impact Assessment Report on the proposed

regulatory instruments

Collection of data: Analysis of governance instruments used

in international standards setting bodies


data

Analyse relevant functional artefacts and documents for

appropriateness of norms and standards. M&E workshops will be

conducted for national and provincial department. Information will

be collected through online surveys as well as manually on a

quarterly basis from national and provincial departments

Method of calculation No calculation required Method of calculation Analysis of compliance of existing norms and standards against

provisions will be calculated on a cumulative basis. The indicator

will indicate the number of departments where workshops have

been conducted as well as number of departments who are

complying or not complying with Public Service regulatory Norms

and Standards

Data limitations The data collected will be limited by the prescribed and

approved tools, and inputs from stakeholders involved

Data limitations Response rate to questionnaires and supporting evidence as

well as availability of departments during the planned work

sessions and the possibility of having insufficient representation

of the managers in the sessions

Existing rudimentary reports with regards to existing norms and

standards

_____________________________________________________


Type of indicator Output indicator Type of indicator Outcome indicator



New Indicator New indicator New Indicator New indicator

Desired Performance An approved Standards Setting Strategy and Policy Framework Desired Performance Improved levels of compliance to Public Service Regulations and

related prescripts through a standardized and a common

compliance monitoring framework for regulatory compliance

against norms and standards

Indicator responsibility Chief Director: Macro-Policy Analysis Indicator responsibility Chief Director: Public Service Monitoring & Evaluation

_____________________________________________________


INDICATOR TITLE 3 Machinery of government reviewed in support of the

implementation of PAMA, 2014

INDICATOR TITLE 4 Draft White Paper on the Transformation and Modernisation of

Public Administration to respond to state capacity and capability

Short definition A Working Paper to the MPSA on a proposed configuration of

the Strategic Centre of Government in so far as it pertains to

Public Administration functionality, which facilitates the effective

implementation of PAMA, highlighting the macro functional

analysis which reduces mandate overlaps and ensures a

distinction between regulatory and non-regulatory functions

Short definition A White Paper is a policy document that seeks to provide

administrative policy direction and guidance on the transformation

and modernisation of public administration linked to the social vision

of the NDP

Purpose/importance To recommend to the MPSA a proposed model for the

configuration of the Strategic Centre to drive a uniform Public

Administration in terms of the objectives of PAMA

Purpose/importance To ensure that there is policy coherence in the transformation and

modernisation of public administration as envisaged within PAMA

which responds to the challenges of state capacity and capability


data Desktop Analysis and Operational Research techniques of

existing legislative functions of National Treasury,

Department of Planning, Monitoring and Evaluation,

Department of Cooperative Governance and Traditional

Affairs and DPSA International Centre of Government

Structural Models


data

NDP, Previous White Papers dealing with Public Administration,

Government policy/ legal documents through operational research

Method of calculation No calculations required Method of calculation No calculation required

Data limitations None foreseen Data limitations None


Calculation type Non-cumulative Calculation type Non-cumulative



Desired Performance A Conceptual Report with recommended options to the MPSA Desired Performance A Draft White on the Transformation and Modernisation of Public

Administration to respond to state capacity and capability

Indicator responsibility Chief Director: Integrated Public Administration Reforms Indicator responsibility Chief Director: Research and Public Administration Discourse

_____________________________________________________


INDICATOR TITLE 5 Productivity Measurement Framework institutionalised as a

measurement tool in the Office of Standards

INDICATOR TITLE 6 Refined Organisational Functionality Assessment (OFA) Tool

institutionalised as an early warning system in departments in terms of

the Public Service Regulations, 2016

Short definition A Final Productivity Measurement Framework with an

accompanying Tool to be submitted for approval

Short definition The OFA is a self-diagnostic process to assess the functionality of a

department on which management can base their decisions to inform a

process that will foster change and improvements within the department

Purpose/importance To ensure that departments can measure their operational

efficiencies and effectiveness through the Productivity

Measurement Tool which is part of The Productivity

Measurement Framework

Purpose/importance To institutionalize the refined Organisational Functionality Assessment

Tool in terms of the Public Service Regulations, 2016


data Case studies conducted in selected sector

departments

Data from the DPSA and line departments monitoring

processes


data

National and provincial departments

Method of calculation Quantitative and qualitative Method of calculation Measurement Index

Data limitations Based on available M&E Systems within departments Data limitations Quality of data, unreliability of data sources and nature of M&E

Systems




New Indicator New indicator New Indicator Indicator continues with minor change from the previous year

Desired Performance Report on linking organisational productivity assessment with

the PMDS

Desired Performance Improved organizational functionality and capability

Indicator responsibility Director: Efficiency and Productivity Studies Indicator responsibility Director: Institutional Capacity Assessment

_____________________________________________________


PROGRAMME 3: PUBLIC SERVICE EMPLOYMENT AND CONDITION OF SERVICE

INDICATOR TITLE 1 Reports on the average percentage (%) of funded vacant posts on

Personnel and Salary System (PERSAL)

INDICATOR TITLE 2 Policy support provided, through engagements, to national departments and provincial administrations on the implementation of the revised Performance Management and Development System (PMDS for the Senior Management Service (SMS)

Short definition Vacancy rate in the Public Service monitored and reported Short definition

Performance management for SMS members who are not HODs in

the Public Service

Purpose/importance

To monitor how departments are managing their vacancies to

reduce the negative impact that a high vacancy rate in the Public

Service may have on service delivery

Purpose/importance

To support department through engagements, which can include

workshops, advice, etc. to correctly implement and improve

employee performance management amongst SMS


data

Data to be extracted from PERSAL Source/collection of

data

Performance compliance data to be extracted from PERSAL and

documentary evidence

Method of calculation Data will be extracted from PERSAL to determine the average

vacancy rate

Method of calculation Data will be extracted from PERSAL to determine SMS

performance management compliance requirements for example

date of signing, date of mid-year assessment

Data limitations Data is extracted from PERSAL and is dependent on the quality

of information captured by departments on PERSAL

Data limitations Data is extracted from PERSAL and is dependent on the quality of

information captured by departments on the PERSAL system


Calculation type Cumulative Calculation type Non-cumulative

Reporting cycle Bi-annually Reporting cycle Bi-annually

New Indicator Indicator continues without change from the previous year New Indicator Indicator continues with minor change from the previous year

Desired Performance Average vacancy rate in the Public Service not to exceed 10% Desired Performance The revised SMS PMDS is implemented consistently leading to the

improvement in the management of performance

Indicator responsibility Chief Director: Human Resource Planning, Performance and

Practices

Indicator responsibility Chief Director: Human Resource Planning, Performance and

Practices

_____________________________________________________


INDICATOR TITLE 3 Graduate recruitment scheme framework issued and piloted in

departments by 2019

INDICATOR TITLE 4 Annual report on the number of persons appointed into

developmental programmes within the Public Service

Short definition Graduate recruitment scheme framework issued and implemented

in departments by 2019

Short definition

Annual report on the implementation of developmental

programmes (internship, learnership, apprenticeship, graduate

recruitment scheme and related programmes) in the Public Service

Purpose/importance

This framework seeks to provide norms and standards for the

development and implementation of schemes for Graduate

Recruitment in the Public Service departments

Purpose/importance

This report indicates the extent of Public Service departments in

strengthening the talent pipeline for its own current and future skills

needs. The report also indicates the contribution of the Public

Service departments towards the country’s youth development

initiatives


data

Reports submitted by departments Source/collection of

data

Data collected from departments on an annual basis and supported

by PERSAL

Method of calculation No calculation required Method of calculation Simple numeration (addition and multiplication)

Data limitations The validity of data is subject to quality of data received from

departments

Data limitations The validity of data is subject to quality of data received from

departments

Type of indicator Output, outcomes, impact and equity indicators Type of indicator Output, outcomes, impact and equity indicators


Reporting cycle Annually Reporting cycle Annually

New Indicator Indicator continues without change from the previous year New Indicator Indicator continues without change from the previous year

Desired Performance Graduate recruitment scheme framework issued and implemented

in departments by 2019

Desired Performance Annual report on the appointment of persons into developmental

programmes within the Public Service submitted to the Director-

General

Indicator responsibility Chief Director: Human Resources Development Indicator responsibility Chief Director: Human Resources Development

_____________________________________________________


INDICATOR TITLE 5 Quarterly reports on the average number of days taken to

resolve disciplinary cases by all national and provincial

departments

INDICATOR TITLE 6 Reports on the implementation of the Government Employee

Housing Scheme (GEHS)

Short definition Monitor the average number of days taken to resolve disciplinary

cases by all national and provincial departments and submit

quarterly reports to the Director-General

Short definition

Government and Organised Labour concluded a collective

agreement to establish a Government Employees Housing Scheme

Purpose/importance

The effective management of discipline within the Public Service

continues to be a challenge resulting in, amongst others, cases not

being finalised within the prescribed 90 days as well as public

servants being suspended with pay for long periods

Purpose/importance

To ensure access to affordable quality housing opportunities


data

PERSAL Source/collection of

data

Public Service Co-ordinating Bargaining Council Resolution 7 of

2015 as well as Resolution 5 of 2017 and PERSAL reports

Method of calculation Simple addition Method of calculation No calculation required

Data limitations Non-capturing of cases on PERSAL by national and provincial

departments

Data limitations Data capturing in national and provincial departments

Type of indicator Output indicator Type of indicator Output and impact indicators



New Indicator Indicator continues with minor change from the previous year New Indicator Indicator continues with minor change from the previous year

Desired Performance Reduction in the number of days taken to resolve disciplinary

cases

Desired Performance Government Employees Housing Scheme effectively implemented

Indicator responsibility Chief Director: Labour Relations, Negotiations and Discipline

Management

Indicator responsibility Head of the GEHS

_____________________________________________________


PROGRAMME 4: GOVERNMENT CHIEF INFORMATION OFFICER

INDICATOR TITLE 1 Public Service Digitalization Strategic Framework INDICATOR TITLE 2 Report on improvements made by all national and provincial departments in managing the cost related to IT procurement within the Public Service

Short definition A policy that will assist in converting information into a digital format Short definition Review ICT expenditure in the Public Service

Purpose/importance Support through engagements, which include workshops, advice, etc. the Digitalisation of the Public Service in line with the Public Service Act 11 of 2014 (3) (f &g)

Purpose/importance

To monitor ICT spending trends and identify ICT cost management opportunities

Source/collection of data

Research international best practice on developing digitalisation strategic framework in a developmental state

Source/collection of data BAS, LOGIS, PERSAL, Standard Chart of Accounts, G-Commerce Online Procurement Portal

Method of calculation No calculations required Method of calculation Computer Based Information Systems





New Indicator New indicator New Indicator Indicator continues with minor change from the previous year

Desired Performance Implementation of the Digitalisation of Strategic Framework by national and provincial departments

Desired Performance Monitor the implementation of ICT cost management guidelines by the national and provincial departments

Indicator responsibility Chief Director: ICT e-Enablement Indicator responsibility Chief Director: Public Service ICT Stakeholder Management

_____________________________________________________


INDICATOR TITLE 3 Public Service Information Security Standard INDICATOR TITLE 4 Revised Corporate Governance of ICT Assessment Standard

Short definition Standard to improve the security of information systems, networks and critical infrastructure

Short definition Corporate Governance of ICT

Purpose/importance To support in the reduction of information security risks in the Public Service

Purpose/importance To establish an IT governance framework and systems that enable the department to deliver on its strategic objectives, namely a compliant, effective and efficient department

Source/collection of data

Audit findings Source/collection of data MPAT Results and audit findings

Method of calculation No calculations required Method of calculation No calculations required






Desired Performance Information Security Standard to support the reduction of information security risks in the Public Service

Desired Performance Revised Corporate Governance of ICT Management Performance Assessment mechanisms to enable institutionalisation of CGICT in departments

Indicator responsibility Chief Director: Public Service ICT Risk Management Indicator responsibility Chief Director: Public Service ICT Risk Management

_____________________________________________________


PROGRAMME 5: SERVICE DELIVERY SUPPORT

INDICATOR TITLE 1 Report on the implementation of the Operations Management

Framework by the prioritised departments

INDICATOR TITLE 2 Framework for the establishment, promotion and maintenance of

service centres developed

Short definition Monitor the implementation of the Operations Management Framework in 12 prioritised departments and provide support through engagements, which include workshops, advice, etc. towards improvement of the turnaround times

Short definition

Develop an improvement programme for the Thusong Service

Centre project to ensure quality access to government services for

citizens especially the previously marginalised groups

Purpose/importance

The Public Service Regulations Section 36, requires that all Heads

of Departments must implement the Operations Management

Framework, which requires that all services must be mapped and

managed and that standard operating procedures must be

developed for all services

Purpose/importance

The Public Administration Management Act requires that the DPSA

must develop a framework for service centres within the country.

The Thusong Service Centre Programme is one of the mechanisms

that provide citizens with access to services. The purpose of this

project is to ensure efficient and effective functionality of the

Thusong Service Centre Programme in providing accessible quality

services to the people


data

Reports from departments (Operations Management Framework

web enabled system when available)


data

The 2009-2014 2nd Generation Business Plan; reports from

Izimbizo, outreach, oversight visits and status quo assessments of the

Thusong Service Centres, research/review documents of the Thusong

Service Centre conducted by various stakeholders and the ICT

Connectivity Report

Method of calculation No calculation required Method of calculation No calculations required

Data limitations Non co-operation from prioritised departments Data limitations Complexity of the dependencies and value-chain coordination and

cooperation of key stakeholders across the three spheres


Calculation type Cumulative Calculation type None


New Indicator Indicator continues with minor change from the previous year New Indicator New indicator

Desired Performance Report on the implementation of the Operations Management

Framework

Desired Performance Thusong Service Centre Improvement Programme

Indicator responsibility Chief Director: Operations Management Indicator responsibility Chief Director: Service Delivery Improvement

_____________________________________________________


INDICATOR TITLE 3 Report on the quality and progress with the implementation of the

SDIPs

INDICATOR TITLE 4 Report on the number of national and provincial departments

implementing the Batho Pele principles and standards

Short definition Review, improve and support through engagements, which include workshops, advice, etc. the implementation of the service delivery improvement planning system provided for in the Public Service Regulations, Directives and Guidelines with support focus on prioritised service delivery departments. National and provincial departments that have not been SDIP compliant with the Public Service Regulations are to be supported

Short definition

All government departments implementing the Batho Pele principles

and standards

Purpose/importance

To ensure that 95% of national and provincial departments

submit their SDIPs and 90% of the submissions meet minimum

quality standards line with the 2014/19 MTSF

Purpose/importance

Enable measurement of the implementation of the Batho Pele

principles


data

Database of submitted national and provincial SDIPs that is

updated on a continuous basis


data

Tool developed to guide collection of data direct from service sites

Method of calculation Additions made on the number of submitted SDIPs by national

and provincial departments and the use of excel to determine the

rate of compliance and quality thereof

Method of calculation No calculation required, except that a comparison of data from the

current existing data to the future data that will be collected, will

be made

Data limitations Inability to determine the detail of compliance per assessment

area that can zoom into the critical area as it is a lengthy

cumbersome manual process

Data limitations Non co-operation from prioritised departments and the availability

of data in some departments or service sites

Type of indicator Number of assessed SDIPs that have not met the set minimum

standards outlined in the SDIP guidelines and those that have not

submitted the SDIPs at all are prioritised

Type of indicator Output indicator


Reporting cycle Annually Reporting cycle Quarterly


Desired Performance To ensure that 95% of national and provincial departments

submit their SDIPs and 90% of the submissions meet minimum

quality standards line with the 2014/19 MTSF

Desired Performance Improved responsiveness of public servants to citizens’ needs

Indicator responsibility Chief Director: Service Delivery Improvement Indicator responsibility Acting Chief Director: (Batho Pele) Change and Complaints

Management

_____________________________________________________


PROGRAMME 6: GOVERNANCE OF PUBLIC ADMINISTRATION

INDICATOR TITLE 1 Retention of Heads of Departments in a post improved INDICATOR TITLE 2 Improved adherence by designated employees from national

and provincial departments to the legislative framework

regarding the electronic disclosure of financial interests (e-

Disclosure system)

Short definition

Average number of years that Heads of Department spend in a post Short definition

Use of the electronic system (e-Disclosure) to disclose their

financial interests by designated employees

Purpose/importance

To determine the retention of HODs as measured by the average

number of years spent in a post

Purpose/importance

To improve compliance with the Financial Disclosure Framework

by eliminating paper forms. To increase efficiency in the

identification of conflict of interest situations


data

HOD database and PERSAL Source/collection of data e-Disclosure system

Method of calculation Simple additions and calculation of averages Method of calculation No calculation required

Data limitations There are a number of Heads of Department appointed in acting

capacity, which potentially skews the picture when calculating the

averages

Data limitations None





Desired Performance Demonstration of progress made in the retention of Heads of

Department which contributes to a stable public administration

Desired Performance Timeous submission and management of the financial disclosure

by designated employees, HODs, and EAs

Indicator responsibility Chief Director: Public Service Leadership Management Indicator responsibility Director: Interest Disclosure Management

_____________________________________________________


INDICATOR TITLE 3 Improved adherence by Public Service employees in national and

provincial departments to the Directive on the performance of other

remunerative work

INDICATOR TITLE 4 Improved adherence by Public Service employees in national

and provincial departments to the legislative framework

prohibiting them from conducting business with an organ of state

Short definition

Directive on other remunerative work outside employees’

departments

Short definition

Directive conducting business with an organ of state

Purpose/importance Monitor the implementation of the Directive on other remunerative

work outside employees’ departments

Purpose/importance Monitor the implementation of the Directive on conducting

business with an organ of state


data

PERSAL

Central Supplier Data Base by National Treasury

Source/collection of data Central Supplier Database by National Treasury






New Indicator Indicator continues with minor change from the previous year New Indicator New indicator

Desired Performance Report submitted on the implementation of the Directive on other

remunerative work to the Director-General

Desired Performance Report submitted on the implementation of the Directive on

conducting business with an organ of state

Indicator responsibility Director: Compliance and Enforcement of Ethics Indicator responsibility Director: Ethics and Code of Conduct

_____________________________________________________


Page 27

Documents

PUBLIC SERVICE COMMISSIONANNUAL PERFORMANCE … DPSA An… · The Department of Public Service and Administration’s Annual Performance Plan for the 2019/20 financial year provides