PUBLIC SERVICE COMMISSION

STRATEGIC PLAN, PERFORMANCE FOR 2013/14, APP AND

BUDGETJULY 2014

PRESENTATION OUTLINE

• Introduction

• The PSC’s vision and mission

• Our legislative mandate

• Organisational setup

• Strategic outcome oriented goals

• PSC Outputs

• Programme Structure

• Performance for 2013/14

• Deliverables for 2014/15

• Budget for 2014/15 to 2016/17

• Conclusion

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INTRODUCTION

• The PSC is established in terms of Chapter

10 of the Constitution. • It derives its mandate from sections 195

and 196 of the Constitution, 1996, which

sets out the values and principles

governing public administration which

should be promoted by the PSC, as well as

the powers and functions of the PSC.• It is vested with custodial oversight

responsibilities for the Public Service and

monitors, evaluates and investigates public

administration practices.

INTRODUCTION (2)• As a knowledge-based institution, the PSC produces and applies

information to contribute to a participatory and developmental

Public Service.• The PSC was established to strengthen the oversight role of

Parliament and the legislatures over the Executive and

Administrative branches of the state to facilitate transparent and

effective policy formulation and implementation. • The PSC’s interaction with Parliament is mainly for reporting

purposes in respect of its activities and the performance of its

functions as required by the Constitution. • Over the years the PSC has embarked on a process to establish

and consolidate working relations with the relevant Portfolio

Committees at both national and provincial level.

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THE PSC VISION & MISSION

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OUR LEGISLATIVE MANDATE

OUR LEGISLATIVE MANDATE (2)

• In terms of section 196(4) of the Constitution, the powers and functions of the PSC are to-o promote Constitutional

Values and Principles in the Public Service

o investigate, monitor and evaluate the organisation and administration, and the personnel practices of the Public Service

o propose measures to ensure effective and efficient performance within the Public Service

VALUES AND PRINCIPLES

OUR LEGISLATIVE MANDATE (3) o give directions aimed at ensuring that personnel procedures

(recruitment, transfer, promotions and dismissals) comply with the basic values and principles set out in section 195

o report on activities to the National Assembly and to Provincial Legislatures in respect of activities in Provinces

o either of own accord or on receipt of a complaint: investigate the application of personnel and public

administration practices and report to the relevant EA & Legislature

investigate grievances of employees in the Public Service and recommend remedies

monitor and investigate adherence to applicable procedures in the Public Service

advise National and Provincial Organs of State regarding personnel practices in the Public Service

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OUR LEGISLATIVE MANDATE (4) The Public Service Commission Act, 1997 provides for the regulation of the PSC with regard to:

the constitution of the PSC

appointment of Commissioners

designation of the Chairperson and Deputy Chairperson

conditions of appointment of Commissioners

removal from office of Commissioners

functions of the Commission (inspections, inquiries, etc.)

rules according to which the PSC should operate

the Office of the Public Service Commission (OPSC)

The Public Service Commission Act, 1997 provides for the regulation of the PSC with regard to:

the constitution of the PSC

appointment of Commissioners

designation of the Chairperson and Deputy Chairperson

conditions of appointment of Commissioners

removal from office of Commissioners

functions of the Commission (inspections, inquiries, etc.)

rules according to which the PSC should operate

the Office of the Public Service Commission (OPSC)

• In terms of the Public Service Act, the PSC may: investigate compliance with the Public Service Act issue directions contemplated in section 196 (4)(d) of the

Constitution in order to ensure compliance with the Public Service Act

investigate and consider grievances of employees and HoDs under certain circumstances

recommend that executive authorities act in terms of a particular provision(s) of the Public Service Act or any other law.

• The PSC also performs the following functions, emanating from Cabinet decisions: Management of the National Anti Corruption Hotline (NACH) Evaluation of HoDs

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OUR LEGISLATIVE MANDATE (5)

PSC

5 Commissioners

recommended by the National Assembly

Deputy Chairperson

9 Commissioners

nominated by the Premiers of each

province

Chairperson

• The PSC was established in 1999 in terms of the Constitution.• All members of the PSC are appointed by the President.

ORGANISATIONAL SETUP (1)

ORGANISATIONAL SETUP (2)

• The Chairperson of the PSC is the Executive Authority of the

Office of the PSC. • The PSC is neither an organ of state nor a sphere of

government as envisaged by Section 41 of the Constitution. • It is a separate and independent institution to the OPSC and

therefore functions independently of other government departments,

Ministers or institutions. • The OPSC, as a national government department is however, an

organ of state. • The OPSC is headed by a Director-General, who is also the

Accounting Officer and supports the PSC.• The organisational structure has 311 posts, including the 14

Commissioners.

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Strategic Outcome Goals underpinning the

Strategic Plan

PSC’S STRATEGIC VISION

STRATEGIC OUTCOME ORIENTED GOALS

• The strategic outcome-oriented goals are geared towards the

promotion of good governance for a successful Developmental

State and improved performance of Government in equitable

service delivery.

Strategic OutcomeGoal 1

Good governance in developmental public administration

Goal statementAccountability and ethics in public administration enhanced

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Strategic OutcomeGoal 2

Improved service delivery

Goal statementService delivery by government is improved and meets the standards of equity, effectiveness, efficiency and economy.

Strategic OutcomeGoal 3

Institutional development of the PSC

Goal statementAn independent, impartial, knowledge-based custodian and champion of excellence in successful developmental public administration.

STRATEGIC OUTCOME ORIENTED GOALS (2)

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PSC’S OUTPUTS

• These outputs are regarded as tools that Parliament/Legislatures can utilise in performing its oversight function over the Administrative branch of government.

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PROGRAMME STRUCTURE

The programme provides the overall management of the PSC and centralised support services.

Prog: Admin

Promotes sound Public Service leadership, human resource management, labour relations and labour practices.

Establish a high standard of service delivery, monitoring and good governance in the Public Service.

Undertake public administration investigations, promote a high standard of professional ethical conduct amongst public servants and contribute to the prevention and combating of corruption.

Prog: LMP

Prog: M&E

Prog: IAC

The PSC’s programme structure is divided into the following four programmes:

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IMPLEMENTATION OF THE STRATEGIC PLAN

Performance 2013/14HRM

Finance

Performance Info

RegulationsLaws

• The PSC received a clean audit for the 2012/13 financial year and is awaiting the outcome of the 2013/14 audit.

• The PSC is proud to have received a trophy from the Auditor-General for its clean audit reports over the past years.

• The total expenditure for the 2013/14 financial year was 99.90% of the total budget allocation.

PERFORMANCE 2013/14PROGRAMME 1: ADMINISTRATION (1)

FINANCIAL YEAR

2010/11 2011/12 2012/13 2013/14*

R’000 R’000 R’000 R’000

Budget R 134 595 R 151 051 R163 177 R201 140

Expenditure R 134 024 R 145 419 R162 076 R200 945

% Unspent 0.4% 4.39% 0.03% 0.10%

* Unaudited

• The PSC received additional funding of R29 million from National Treasury through Policy Options for the creation of an additional 38 posts at National Office and Provincial Offices.

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• As part of celebrating the PSC’s 100 years of existence, the PSC held stakeholder engagement sessions in Gauteng, Eastern Cape, Mpumalanga, and the national conference in Cape Town.

• In order to strengthen the PSC’s mandate, the PSC commenced with the process of amending the PSC Act.

• The PSC Amendment Bill was published for public comment and submitted to Cabinet.

• Due to the timing of the Bill, it was decided that a comprehensive review of the Bill will be undertaken in the 2014/15 financial year.

• The PSC chairs the Forum for Institutions Supporting Democracy.  • On a continental level, the PSC is the President of the Association of

African Public Services Commissions (AAPSComs).• The 3rd General Assembly of AAPSComs was held in Addis Ababa,

Ethiopia and the PSC of South Africa was re-elected as President of the AAPSComs.

PERFORMANCE 2013/14PROGRAMME 1: ADMINISTRATION (2)

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• As at March 2014, a total of 785 cases were registered on the

grievance database. Of these cases, 63% were finalised within the

financial year. • There has been an increase in the number of grievances lodged

with the PSC over the years. Through its re-engineered Panel on

Grievances, the % of cases finalised has increased.• The PSC hosted the 3rd Biennial Labour Relations Conference in

collaboration with the Public Service Co-ordinating Bargaining

Council to address challenges and promote best practices.• Roundtables on Policy on Incapacity Leave and Ill-Health

Retirement and Occupational Specific Dispensation were also

hosted.

PERFORMANCE 2013/14PROGRAMME 2: LEADERSHIP AND MANAGEMENT

PRACTICE (1)

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• A factsheet on Blockages in the Filling of Posts as well as a Report

on the Assessment of the Implementation of the HR and Financial

Management Delegations Frameworks were produced.• In 2012, Cabinet took a decision to reassign the HoD performance

management function to the DPME in the Presidency but due to

challenges, in February 2014 Cabinet rescinded the decision to

reassign the function to DPME.

PERFORMANCE 2013/14PROGRAMME 2: LEADERSHIP AND MANAGEMENT

PRACTICE (2)

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• The PSC however continued to assist

departments with outstanding evaluations for the

2010/11 and 2011/12 cycles.

• The PSC introduced the Public Service Barometer Dashboard. • The dashboard was used by Portfolio Committees and provincial

legislatures to hold departments accountable. • In response to the NDP, the PSC commenced with work that will

contribute towards building a capable state by developing discussion papers on the characteristics of a developmental state.

• Study tours to Brazil, China and Malaysia were undertaken to source practical learning experiences and gain understanding of what needs to be in place for a country to be defined as a “developmental state”.

• Reports on the assessment of departments against the nine values in Section 195 of the Constitution were produced.

• Presentations on various public administration issues were made to stakeholders in Parliament and the provincial legislatures such as the SCOA, Portfolio Committee on Legislature Oversight Premier’s Office and Finance, Mpumalanga Province.

PERFORMANCE 2013/14PROGRAMME 3: MONITORING & EVALUATION (1)

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• The PSC has played a critical role of facilitating improved service delivery through the implementation of its Citizens’ Forums.

• The Citizens Forum held in the Msukaligwa Municipality was a huge success as the PSC witnessed the building of Reconstruction and Development Programme (RDP) houses and the electrification of more than 100 households.

• In an attempt to advance its M&E mandate, the PSC in collaboration with SAMEA held the SAMEA Conference.

PERFORMANCE 2013/14PROGRAMME 3: MONITORING & EVALUATION (2)

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• A roundtable on experiences with the implementation of Public-Private Partnerships (PPPs) in the health sector was held.

• Public hearings were conducted with relevant stakeholders on compliance with government’s 30 day payment period to service providers.

• The PSC is responsible for the management of the NACH.• Complaints lodged in terms of the Complaints Rules and non-

corruption related complaints lodged with the NACH were dealt with:o 284 complaints lodged in terms of the Complaints Rules were captured

on the database of which 41% were finalisedo 263 non-corruption related complaints lodged with the NACH were

captured on the database of which 56% were finalised• Surprise visits were conducted in 10 provincial departments in the

North West as well as the Offices of the Premier in the Limpopo and Mpumalanga.

• The Web-enabled NACH System was rolled out to 7 national departments and in 5 provinces.

• The NACH was promoted through the placement of advertisements in television and radio, electronic billboards, newspapers, buses, taxis as well as the distribution of pamphlets and flyers.

PERFORMANCE 2013/14PROGRAMME 4: INTEGRITY AND ANTI-

CORRUPTION (1)

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• Management of the NACH:

PERFORMANCE 2013/14PROGRAMME 4: INTEGRITY AND ANTI-

CORRUPTION (2)

National/Province Cases Referred Feedback Received % Cases closed

National 5 869 3 379 44%Eastern Cape 637 516 25%Free State 300 120 24%Gauteng 1 683 846 36%KwaZulu-Natal 642 260 19%Limpopo 449 427 44%Mpumalanga 1 073 801 56%North West 431 192 25%Northern Cape 110 45 33%Western Cape 452 392 29%Public Entities 2 503 570 21%TOTAL 14 149 7 548 36%

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• The PSC sponsored the Professional Ethics category during Batho Pele Excellence Awards hosted by the MPSA.

• Factsheets on the management of complaints lodged with the PSC during the 2011/12 and 2012/2013 financial years as well as on existing hotlines in the Public Service were produced.

• A strategy to intensify ethics awareness in the Public Service was developed and the Code of Conduct was promoted to various departments.

• The PSC has since 1999 realised the importance of managing such potential conflicts of interests and consequently developed the Financial Disclosure Framework (FDF) for senior managers.

• As at 31 March 2014, 73% of the 9 187 forms received for the 2012/13 financial year were scrutinised to assess actual and potential conflicts of interest.

PERFORMANCE 2013/14PROGRAMME 4: INTEGRITY AND ANTI-

CORRUPTION (3)

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PERFORMANCE 2013/14PROGRAMME 4: INTEGRITY AND ANTI-

CORRUPTION (2)

Nat Departments/ Province

No. of SMS Members

No. of Forms received

No. of Forms outstanding

Percentage received

Nat Departments 5 425 4 413 1 012 81%Eastern Cape 636 568 68 89%Free State 354 299 55 84%Gauteng 700 645 55 92%Kwazulu-Natal 549 284 265 52%Limpopo 494 492 2 99%Mpumalanga 310 310 0 100%Northern Cape 250 250 0 100%North West 318 278 40 87%Western Cape 391 391 0 100%TOTAL 9 427 7 930 1 497 84%

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• The overall submission of financial disclosure forms by national and provincial departments by the due date for 31 May were as follows:

ANNUAL PERFORMANCE PLAN

Deliverables for 2014/15

DELIVERABLES FOR 2014/15• In the area of leadership and management practices, the PSC will

amongst others: Continue with the management of complaints and grievances Produce a guide on governance and practices for EAs and

HoDs as well as a report on the appointment of ministerial staff in national and provincial departments

Convene roundtable sessions on how the improper management of the PMDS leads to grievances amongst employees in the Public Service

Conduct an investigation of the impact of recruitment and selection practices on the functionality of selected national and provincial departments

Conduct a skills and competency audit of human resource and financial management senior managers in the Western Cape

Assess the impact of remuneration and organisational policy changes on public sector wage bill and productivity in selected sectors.

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DELIVERABLES FOR 2014/15 (2) • In the area of monitoring and evaluation, the PSC will produce the

following: Public Service Barometer Dashboard State of the Public Service Report Roadmap on the implementing Parliament’s decisions regarding

assessment of departments and inclusion of PSC findings in departments’ annual reports

• Provide Support the Departments of Public Works and Economic Development in Limpopo on performance management and the creation and maintenance of key capabilities, respectively

• Host a conference on the public service underpinnings for a developmental state

• Conduct advocacy work by promoting the constitutional values and principles

• Apply the Citizen Forum Toolkit at the Thembisile Hani Local Municipality

• Conduct an evaluation of high performing rural schools in Limpopo.

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DELIVERABLES FOR 2013/14 (3) • In the area of integrity and anti-corruption, the PSC will:

Continue to conduct public administration investigations Produce a factsheet on the cases of financial misconduct and

the recovery of money lost through financial misconduct for the 2013/14 financial year

Scrutinise 100% of the financial disclosure forms received Manage the NACH Conduct research on the nature and extent of the protection of

whistle-blowers and investigators in the Public Service Assess the implementation of anti-corruption measures in

government departments Conduct an analysis of the economics of corruption and its

related risks in the Public Service Host the Professional Ethics Awards.

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Budget for 2014/15 to 2016/17

BUDGET ALLOCATIONS PER PROGRAMME

Description2014/15R’000

2015/16R’000

2016/17R’000

Programme 1: Admin 107 365 94 896 101 521

Programme 2: LMP 37 064 36 867 38 955

Programme 3: M&E 35 359 35 242 37 234

Programme 4: IAC 46 243 44 026 46 703

Total 226 031 211 031 224 413

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BUDGET ALLOCATION PER ECONOMIC CLASSIFICATION(1)

ADMINISTRATIONDescription

2014/15R’000

2015/16R’000

2016/17R’000

Compensation of Employees 66 621 69 778 73 561

Goods & Services 40 744 25 118 27 960

Total Programme 1 107 365 94 896 101 521

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Description 2014/15R’000

2015/16R’000

2016/17R’000

Compensation of Employees 33 825 35 904 37 882

Goods & Services 3 239 963 1 073

Total Programme 2 37 064 36 867 38 955

LEADERSHIP AND MANAGEMENT PRACTICE

BUDGET ALLOCATION PER ECONOMIC CLASSIFICATION (2)

MONITORING EVALUATIONDescription 2014/15

R’0002015/16R’000

2016/17R’000

Compensation of Employees 32 188 34 115 35 978

Goods & Services 3 171 1 127 1 256

Total Programme 3 35 359 35 242 37 234

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INTEGRITY AND ANTI-CORRUPTIONDescription 2014/15

R’0002015/16R’000

2016/17R’000

Compensation of Employees 38 983 41 824 44 105

Goods & Services 7 260 2 202 2 598

Total Programme 4 46 243 44 026 46 703

BUDGET SHORTFALL

• National Treasury has been advised of the shortfall of R15m in the 2015/16 fy, as well as the shortfall for 2016/17. The shortfall was as a result of funds received for the 2014/15 financial year, however, was not made for the outer years.

• The shortfall will impact negatively on the PSC’s operations for the outer years, as the additional funds were utlised for the creation of additional capacity (38 new posts in the 2013/14 financial year)

BudgetAllocation

Financial Year 2014/15 2015/16

R226m R211m

2016/17

R224m

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CONCLUSION • Parliament and the Provincial Legislatures are increasingly

requesting that the PSC provide advice on public administration practices often on issues the PSC has not previously researched.

• It is important to respond to such requests and this places an additional strain on the PSC limited capacity and resources.

• The PSC is also from time to time called upon to assist and advise departments in a wide spectrum of needs ranging from investigations, support and advice on governance matters.

• Although offering assistance is part of the PSC’s constitutional mandate, the need for additional capacity to fully implement its mandate cannot be overemphasised.

• The capacity needs have been brought to the attention of National Treasury. However, additional funds received have not been sufficient to enable the PSC to deliver adequately on the demands placed on it by its stakeholders.

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PSB Website: PSB Website: www.psc.gov.zawww.psc.gov.za

National Anti-Corruption Hotline for the Public Service: 0800 701 701National Anti-Corruption Hotline for the Public Service: 0800 701 701