Presentation to the Portfolio Committee on Public Service and Administration 21 April 2015

1. Department of Public Service and Administration2015/2020 STRATEGIC PLAN&2015/16 ANNUAL OPERATIONAL PLAN (AOP) Presentation to the Portfolio Committee on Public Service and Administration 21 April 2015

2. PRESENTATION OUTLINE • Introduction • Background to the 2015/2020 Strategic Plan and the 2015/16 Annual Operational Plan • Constitutional and Legislative Mandates • Strategic Priorities for 2015/2020 • 2015/16 Annual Targets • Budget Allocations

3. INTRODUCTION • The presentation gives an overview of the department’s; • Strategic Plan for the period 2015/2020 • 2015/16 Annual Operational Plan (AOP) • The AOP breaks down the 2015/16 Annual Targets into Quarterly Milestones . • Budget Allocations for the 2015/18 MTEF and the 2015/16 (Current ) Financial Year • The 2015/2020 Strategic Plan and the 2015/16 Annual Operational Plan were tabled in Parliament on the 11th of March 2015

4. BACKGROUND TO THE 2015/2020 STRATEGIC PLAN & THE 2015/16 ANNUAL OPERATIONAL PLAN • The 2015/2020 Strategic Plan has been informed by the National Development Plan in particular Chapter 13 which identifies key actions to be implemented by the DPSA towards the realisation of ‘An efficient, effective and development oriented public service’ . The strategic plan is also informed by the work done by the DPSA as informed by the Constitutional and Legislative Mandates

5. BACKGROUND TO THE 2015/2020 STRATEGIC PLAN & THE 2015/16 ANNUAL OPERATIONAL PLAN Cont... • The 1st Draft of the Strategic Plan was presented to the Portfolio Committee in September 2014 after which; • Draft 2 was submitted to the Department for Planning, Monitoring and Evaluation (DPME) for final analysis. • The final versions of the 2015/2020 Strategic Plan and 2015/16 Annual Operational Plan (AOP) were approved by the Minister for tabling in Parliament.

6. CONSTITUTIONAL AND LEGISLATIVE MANDATES The Department of Public Service and Administration draws its mandate from Section 195(1) of the Constitution ,and the Public Service Act (PSA) of 1994, as amended. CONSTITUTIONAL MANDATE • According to Chapter 10 (s 195[1]) of the Constitution of the Republic, Public Administration must be governed by the 9 democratic values and principles enshrined in the constitution.

7. CONSTITUTIONAL AND LEGISLATIVE MANDATES Continued.... LEGISLATIVE MANDATE • In terms of the Public Service Act (PSA) of 1994, as amended, the Minister for the Public Service and Administration is responsible for establishing norms and standards relating to; • The functions of the public service; • Organisational structures and establishments of departments and other organisational and governance arrangements in the public service; • Labour relations, conditions of service and other employment practices for employees; • The Health and wellness of employees; • Information management ; • Electronic government in the public service; • Integrity, ethics, conduct and anti-corruption; and • Transformation, reform, innovation and any other matter to improve the effectiveness and efficiency of the public service and its service delivery to the public.

8. STRATEGIC PRIORITIES FOR 2015/2020 STRATEGIC GOAL 1: A STABLE POLITICAL- ADMINISTRATIVE INTERFACE PROBLEM STATEMENT • Levels of delegation vary from department to department and can also change with a change of EA. • This creates a damaging degree of instability and makes it harder to establish clear lines of accountability. • Cabinet has already approved a framework for delegations that clarifies that EAs should be involved in appointments and human resources management (HRM) at the top two administrative levels ( DG and DDG), while giving officials the authority to make decisions about whom to appoint at the other more junior levels.

9. STRATEGIC PRIORITIES FOR 2015/2020 Interventions to be implemented to address the above mentioned are; • Create minimum level of Public Service and Administration delegations from Executive Authorities to Accounting Officer’s and other senior officials. • Issue a Directive on Standardized delegation principles and templates and support its implementation by departments • Retention of HoDs within the Public Service • Monitor and report on the Retention of HoDs within the Public Service (measured by the average number of years spent in a post) and advice Cabinet on measures that need to be implemented to ensure that there is stability in this regard.

10. STRATEGIC PRIORITIES FOR 2015/2020 Continued.. STRATEGIC GOAL 2: A PUBLIC SERVICE THAT IS A CAREER OF CHOICE PROBLEM STATEMENT • The NDP highlights the importance of adopting a more long term approach to developing the skills and professional ethos that underpin a development oriented public service • 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. • While departments have responsibility for appointments, it is important that there are appropriate assessment mechanisms that they can draw on, where necessary, to assess the calibre of applicants.

11. STRATEGIC PRIORITIES FOR 2015/2020 Continued.. Interventions to be implemented to address the above mentioned are; • Graduate Recruitment Scheme for the Public Service • In collaboration with the National School of Government (NSG) pilot a Formal Graduate Recruitment scheme to attract young people into the public service with targeted training to build the skills and professional ethos required for the public service. • The scheme will also act as a recruitment interface for the learnerships and internships

12. STRATEGIC PRIORITIES FOR 2015/2020 Continued.. • Appointment of youth into learnership, internship and artisan programmes within the Public Service • Monitor and report on the targeted 20 000 youth to be appointed into learnership, internship and artisan programmes per year to address the current and future capacity needs of the public service as well as contribute towards employment creation within the public service or the private sector. • Working with National Treasury the DPSA is coding Persal numbers of interns to track where they went after the internships . • From January 2012 – January 2015 a total of 7060 have been employed as full time employees within the public service. For 2014/15 – 24 000 young people were recruited into learnerships of which 968 were absorbed into full time employment.

13. STRATEGIC PRIORITIES FOR 2015/2020 Continued.. STRATEGIC GOAL 4: EFFICIENT AND EFFECTIVE MANAGEMENT AND OPERATIONS SYSTEMS PROBLEM STATEMENT • Of the 115 provincial departments in total, (offices of premiers included), 43 departments have met the target of a vacancy rate of not more than 10% and 72 departments (62.6%) have vacancy rates higher than 10%. • Frontline and back office staff do not always operate within clearly defined business processes . This often leads to low morale and a non-responsiveness to the needs of service-users. • 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, and where the outcome of the assessments does not adequately reflect the link between individual and organisational performance.

14. STRATEGIC PRIORITIES FOR 2015/2020 Continued.. • Although government has the legislative framework to enable the proper management of discipline within the public service. A number of challenges still persists which include cases not being finalised with the prescribed 90days, officials being suspended with pay for long periods of time and the lack of capacity within departments to effectively manage discipline. • Information technology (IT) is an important tool for improving service delivery however it is not adequately used by government to make services more accessible.

15. STRATEGIC PRIORITIES FOR 2015/2020 Continued.. Interventions to be implement to address the above are; • Public Service Vacancy Rate • Monitor and report on the vacancy rate and time to fill posts in accordance with the Public Service Act appointments and submit a report to the MPSA bi-annually (every 6 months) and advise Cabinet on measures that need to be taken to avoid a high vacancy rate. • Business Processes and Standard Operating Procedures • Provide technical assistance to prioritized departments in the mapping of their Business Processes and the development of Standard Operating Procedures • Operational Guidelines • Support improvements in management and operational systems by ensuring that officials have a clear understanding of what issues they are empowered to act upon

16. STRATEGIC PRIORITIES FOR 2015/2020 Continued.. • Discipline Management • Produce Quarterly Monitoring Reports on the average number of days taken to resolve disciplinary cases by national and provincial departments and advice Cabinet on measures that need to implemented to improve and strengthen the management of discipline with the Public Service. • E-enablement of 5-prioritised government services • Promote and support the use Information technology (IT) as a tool for improving service delivery by developing e-Enablement value propositions to support the e-Enablement of the 5 - prioritised government services . • The e-Enablement of these service is aimed at; • making services more accessible • reduce the cost of accessing services • streamline administrative processes, • improve turnaround times, and • strengthen accountability and responsiveness.

17. STRATEGIC PRIORITIES FOR 2015/2020 Continued.. • Mentoring Mechanisms for Senior Managers • Develop and pilot mechanisms to facilitate on-the-job mentoring and peer support for newly appointed senior managers. • Competency Assessment for Senior Managements • Review of the competency assessment battery for senior managers with a view of implementing any possible changesparticularly in areas where specific technical or policy skills are required • Productivity within the Public Service • Undertake productivity measurements in two selected sectors to support the optimization of organizational efficiency and effectiveness

18. STRATEGIC PRIORITIES FOR 2015/2020 Continued.. STRATEGIC GOAL 6:INCREASED RESPONSIVENESS OF PUBLIC SERVANTS AND ACCOUNTABILITY TO CITIZENS PROBLEM STATEMENT • Although the Batho Pele principles provide a strong commitment to improving the accountability and responsiveness of the public service to its citizens; interventions that have been implemented to date have not resulted in direct improvements in the way front-line services are delivered to citisens. These interventions have included; • Un-announced visits • Presidential Hotline • Complaints management system • Capacity building and Advocacy workshops to officials at both senior and junior levels • There is a need for a more practicalised interventions and sustained attention given to improving adherence to the Batho Pele principles including helping individual departments to identify and overcome obstacles to fulfilling these principles. • Effective oversight mechanisms are required including service delivery departments developing their own monitoring mechanisms for their service delivery sites.

19. STRATEGIC PRIORITIES FOR 2015/2020 Continued.. Interventions to be implemented to address the above mentioned are; • Revitalization of the Batho Pele programme (wearing name tags improving attitudes, being courteous, responsiveness, etc) • Improve and strengthen adherence to the Batho Pele principles by: • developing standards with prioritised service delivery departments, • providing support to departments to monitor the implementation of these standards and use the outcomes of the monitoring process to implement the required improvements to service delivery.

20. STRATEGIC PRIORITIES FOR 2015/2020 Continued.. STRATEGIC GOAL 8: IMPROVED MECHANISMS TO PROMOTE ETHICAL BEHAVIOUR IN THE PUBLIC SERVICE PROBLEM STATEMENT • Corruption impedes service delivery, compromises development and undermines public confidence in the state. • To strengthen the fight against corruption it is necessary to focus on limiting the scope for conflicts of interest. This includes steps to prevent public servants doing business with the state. • It is also important that departments are able to draw on specialist technical capacity in order to investigate issues relating to ethics, integrity and discipline.

21. STRATEGIC PRIORITIES FOR 2015/2020 Continued.. Interventions to be implemented to address the above mentioned are; • Disclosure of financial interests • Revise Chapter 3 of the Public Service Regulations (which provides for the revised and electronic submission of disclosure of financial interests) and monitor and report on its implementation by departments. • Prohibit public servants from doing business with the state • Revise the determination on other remunerative work (to prohibit public servants from doing business with the state) and monitor and report on its implementation by departments.

22. OTHER PRIORITIES FOR THE 2015/20 STRATEGIC PERIOD POLICY INITIATIVES • Amendment of the Public Service Regulations • A number of developments have taken place which require revision of the existing Regulations, e.g. some provisions of the existing Regulations are obsolete and some need revision to make them more understandable as they have raised a number of interpretation queries. Furthermore, the Public Service Amendment Act introduces new areas to be prescribed by regulations. • The Regulations have also been renumbered to facilitate easier reference. The revised Regulations are envisaged to replace the existing Regulations.

23. OTHER PRIORITIES FOR THE 2015/20 STRATEGIC PERIODContinued… POLICY INITIATIVES CONTINUED... • Public Administration Management Regulations • The Public Administration Management Act, 2014 was signed into law by the President on 19 December 2014 and gazetted on 22 December 2014. • The Act requires regulations to be promulgated for the implementation thereof to be effected. • The Public Administration Management Regulations are envisaged to deal with areas that are required to be prescribed by regulations; to provide for the proper implementation or administration of the Act and to set minimum norms and standards for the public administration.

24. OTHER PRIORITIES FOR THE 2015/20 STRATEGIC PERIOD Continued… • Develop a Remuneration framework for the Public Service and monitor its implementation • Monitor and report on the implementation of the PSCBC Resolutions • Monitor and report on the Implementation of the Government's Housing Scheme (GEHS) • Support departments in preparing for the implementation of the Directive on compulsory capacity development, mandatory training days and minimum entry requirements for SMS • Develop and pilot mechanisms to help departments improve their administrative and governance systems and processes including the strengthening of their internal Human Resources Capacity as measured by the DPME’s MPAT

25. OTHER PRIORITIES FOR THE 2015/20 STRATEGIC PERIOD Continued… • Support the phased implementation of the identified sections of Public Administration Management Act (PAMA) 2014 • Complete the Accessibility Study of Thusong Centres and Thusong Cluster Departments of Home Affairs, Labour, Sassa, Saps) in 8 Provinces (excluding WC) to support the location of and access to government services • Establish a coordination structure and a framework for the establishment, governance, funding and operational requirements for Thusong Service Centres • Support departments in the Implementation of the Policy on reasonable accommodation and assistive devices and review of the Handbook on reasonable accommodation

26. OTHER PRIORITIES FOR THE 2015/20 STRATEGIC PERIOD Continued… • Develop a Public Service Research Strategy, methodology guideline and establish a Research Forum • Support Public Service Chief Information Officers to deploy ICT as a tool of service delivery • Support the minimization and maintenance of reasonable Information Technology costs in the Public Service • Support the reduction and minimization of Information Technology Risks in the Public Service. • Conduct consultative workshops in preparation for South Africa’s APRM Second Generation Review and Submit South Africa’s 2nd APRM Country Progress Report on the implementation of the National Programme of Action (NPoA) to the African Union.

27. 2015/16 ANNUAL OPERATIONAL PLAN (AOP) • The Annual Operational Plan breaks down the 2015/16 Annual Targets into quarterly targets. • The implementation of the quarterly targets is monitored on a quarterly basis to track progress towards the achievement of the Annual Targets and is reported to the; • Executive Authority • Accounting Officer and the; • Portfolio Committee and Audit Committee • National Treasury, DPME • The overall achievement of the 2015/16 AOP will be reported in the 2015/16 Annual Report of the department.

28. 2015/16 ANNUAL OPERATIONAL PLAN (AOP) Continued.. PROGRAMME 1: ADMINISTATION 2014/15 Performance Overview  • Last year, the AG raised the following: • The  matter of CPSI’s exemption from submitting separate financial statement. Working together with CPSI and National Treasury, DPSA has since finalised arrangements for CPSI to receive Transfer Payments .  From this current financial year 2015/16, CPSI will be able to produce their set of financial statements and annual report in terms of section 40 (1) of the PFMA. • SCM in DPSA should ensure that there is proper interrogation of Standard Bidding Document forms to deal with suppliers employed by government. The required interrogation has been strengthened. In addition, the Department has agreed with the AG on quarterly reports which the AG will share with DPSA for monitoring this area and taking action where necessary. • In the Consolidated General Report on Audit Outcomes, the AG indicated that “ we congratulate the DPSA …for submitting annual financial statements for auditing that were free from material misstatements”(P147)

29. 2015/16 ANNUAL OPERATIONAL PLAN (AOP) Continued.. The tables below give detail of the Annual Targets for 2015/16. The Quarterly Targets are captured in the 2015/16 AOP Document. PROGRAMME 1: ADMINISTATION

30. 2015/16 ANNUAL OPERATIONAL PLAN (AOP) Continued.. PROGRAMME 1: ADMINISTATION

31. 2015/16 ANNUAL OPERATIONAL PLAN (AOP) Continued.. PROGRAMME 1: ADMINISTATION

32. 2015/16 ANNUAL OPERATIONAL PLAN (AOP) Continued.. PROGRAMME 2: POLICY, RESEARCH AND ANALYSIS • 2014/15 Performance Overview • Last year, a substantive deliverable on legislation was the Public Administration and Management Act. The Act was signed into law by the President on 19 December 2014

33. 2015/16 ANNUAL OPERATIONAL PLAN (AOP) Continued.. PROGRAMME 2: POLICY, RESEARCH AND ANALYSIS

34. 2015/16 ANNUAL OPERATIONAL PLAN (AOP) Continued.. PROGRAMME 2: POLICY, RESEARCH AND ANALYSIS

35. 2015/16 ANNUAL OPERATIONAL PLAN (AOP) Continued.. PROGRAMME 3: LABOUR RELATIONS AND HUMAN RESOURCE MANAGEMENT • Last year, the AG raised concerns about high vacancy rates across the Public Service. In our engagement with departments, some of the factors which were raised as contributing to these are as follows: • Ongoing restructuring over long periods and delays in finalising approved organizational structures. This may cause either a sustained high vacancy rate or a sudden increase in a department’s vacancy rate. Likewise, ongoing restructuring may also negatively affect the period to fill vacancies and will thus reflect erratic average vacancy rates per quarter or over a period.  • Moratoria that were in place for extensive periods. This aspect was raised in particular by the Western Cape, Free State Department of Economic Development and Tourism, Mpumalanga and the Gauteng Department of Health. • Insufficient delegations to fill posts, which often result in lengthy approval processes. • Substantial delays in finalizing the prescribed pre-employment verifications on the part of SAQA (in respect of educational qualifications) and the State Security Agency (in respect of the other prescribed verifications). • As part of addressing the above concerns, DPSA has provided Cabinet with 6 monthly reports on vacancy rates, thus ensuring that there is credible information on problem areas and that recommendations are provided to departments. • DPSA also developed standardised delegation principles and templates for effective financial, human resource and administrative delegations.

36. 2015/16 ANNUAL OPERATIONAL PLAN (AOP) Continued.. PROGRAMME 3: LABOUR RELATIONS AND HUMAN RESOURCE MANAGEMENT • On the matter of capacitating the Public Service, in 2014, Cabinet approved The Directive on compulsory capacity development, mandatory training days and minimum entry requirements for SMS which has been developed in response to the developmental agenda as stipulated in the National Development Plan 2030. The Directive as a long term skills development strategy aims to: • create a uniform mandatory model for the development of senior managers in the Public Service; • ensure standardisation across all departments in respect to training; • professionalise the SMS in the Public Service through targeted job specific training; • improve the quality of leadership in the Public Service by regularising the quality of individuals who enter the SMS through the introduction of stricter entry requirements; • A commitment was also made to secure a mandate for a new wage agreement. The mandate was duly secured, which is serving as the basis for current round of negotiations with organised labour. • A further key commitment made was to support departments to expedite the finalisation of disciplinary cases. An urgent priority area in this regard has been cases of employees placed on precautionary suspension.  During 2014/15 Cabinet approved the establishment of an internal pool of experts to assist departments with the finalisation of cases of employees placed on precautionary suspension. The department has established the pool, and the provision of assistance to departments will be rolled out in earnest during 2015/16. • improve the skills profile of SMS in the Public Service by advocating for continuous professional development in both generic and technical skills; and • enforce mechanisms like competency based assessments in order to inform personal development. • The high number of acting positions is a challenge, but the DPSA continues to support Departments and encouraging them to fill the vacant posts since delivering services using acting appointments is not sustainable.

37. 2015/16 ANNUAL OPERATIONAL PLAN (AOP) Continued.. PROGRAMME 3: LABOUR RELATIONS AND HUMAN RESOURCE MANAGEMENT

38. 2015/16 ANNUAL OPERATIONAL PLAN (AOP) Continued.. PROGRAMME 3: LABOUR RELATIONS AND HUMAN RESOURCE MANAGEMENT

39. 2015/16 ANNUAL OPERATIONAL PLAN (AOP) Continued.. PROGRAMME 4: GOVERNMENT CHIEF INFORMATION OFFICER 2014/15 Performance Overview • Last year the AG raised concerns about IT Security in the Public Service. • After concluding the development of an enabling IT Governance Framework for the Public Service (approved by Cabinet), DPSA has now turned its focus to IT Security. Better performing departments in this area have been studied, leading us to conclude that guidelines are necessary to guide the rest of the public service. • Public Service IT Security is a strategic objective for the DPSA for the period 2015/2020 • The GCIO will produce the IT Security guidelines, aimed to assist struggling provinces and national departments with to develop acceptable  PS IT Security policies required by the AGSA.   • Permission has already been sought by the Minister , from EA's whose entities obtained perfect scores on MPAT and the AG report to serve as a reference group to inform the DPSA in the development of the IT Security guidelines that address the AGSA's concerns.

40. 2015/16 ANNUAL OPERATIONAL PLAN (AOP) Continued.. PROGRAMME 4: GOVERNMENT'S CHIEF INFORMATION OFFICER

41. 2015/16 ANNUAL OPERATIONAL PLAN (AOP) Continued.. PROGRAMME 5: SERVICE DELIVERY SUPPORT 2014/15 Performance Overview • Last year, a commitment was made to enhance the implementation of Batho Pele. The approach reported to Parliament at the time was that the Department would interact with front-line staff to assess how, in their view, we can improve the way we work as public servants. Between September and November 2014, consultations were conducted with front-line staff in provinces, as reported to Parliament. • A commitment was also made to recognising hard working public servants by hosting the second National Batho Pele Excellent Awards. The Awards were indeed hosted in November 2014.

42. 2015/16 ANNUAL OPERATIONAL PLAN (AOP) Continued.. PROGRAMME 5: SERVICE DELIVERY SUPPORT

43. 2015/16 ANNUAL OPERATIONAL PLAN (AOP) Continued.. PROGRAMME 5: SERVICE DELIVERY SUPPORT

44. 2015/16 ANNUAL OPERATIONAL PLAN (AOP) Continued.. PROGRAMME 6: GOVERNANCE OF PUBLIC ADMINISTRATION 2014/15 Performance Overview • Last year, we made a commitment to establish a task Team to facilitate the establishment of new departments, and to ensure that the resourcing of these departments is done in an accountable manner. • The DPSA, in collaboration with The Presidency, National Treasury and the Department of Public Works managed the project to effect the transfer of functions, and the creation and renaming of departments

45. 2015/16 ANNUAL OPERATIONAL PLAN (AOP) Continued.. PROGRAMME 6: GOVERNANCE OF PUBLIC ADMINISTRATION

46. 2015/16 ANNUAL OPERATIONAL PLAN (AOP) Continued.. PROGRAMME 6: GOVERNANCE OF PUBLICADMINISTRATION

47. 2015/16 ANNUAL OPERATIONAL PLAN (AOP) Continued.. PROGRAMME 6: GOVERNANCE OF PUBLICADMINISTRATION

48. ACHIEVEMENT OF ANNUAL TARGETS 2011/12 Financial Year = 42% 2012/13 Financial Year = 62% 2013/14 Financial Year = 78%

49. 2015/18 MTEF-BUDGET ALLOCATIONS • DPSA Allocation for 2015/16 -2017/18 = R2 949 Billion • Total Allocation for 2015/16 = R930 868 Million

50. APPROPRIATION FOR 2015/16 -2017/18