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PUBLIC SERVICE COMMISSION STRATEGIC PLAN, 2014/15 PERFORMANCE AND 2015/16 APP 21 APRIL 2015

PUBLIC SERVICE COMMISSION STRATEGIC PLAN, 2014/15 PERFORMANCE AND 2015/16 APP 21 APRIL 2015. PRESENTATION OUTLINE. Introduction Vision and mission Legislative mandate Key responsibilities Performance environment Organisational environment Strategic outcome oriented goals

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PUBLIC SERVICE COMMISSION STRATEGIC PLAN, 2014/15 PERFORMANCE AND 2015/16 APP 21 APRIL 2015

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  1. PUBLIC SERVICE COMMISSION STRATEGIC PLAN, 2014/15 PERFORMANCE AND 2015/16 APP 21 APRIL 2015

  2. PRESENTATION OUTLINE • Introduction • Vision and mission • Legislative mandate • Key responsibilities • Performance environment • Organisational environment • Strategic outcome oriented goals • Performance for 2014/15 • Deliverables for 2015/16 • Budget for 2015/16 to 2017/18 • Conclusion 1

  3. INTRODUCTION • The PSC is an independent body established in terms of Chapter 10 of the Constitution. • The Constitution links the PSC’s independence firmly with its impartiality and no organ of state may interfere with the functioning of the PSC. • 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. 2

  4. INTRODUCTION (2) • Government’s outcomes priorities for the period 2014 – 2019, which are the building blocks of the National Development Plan (NDP), served as a basis for the development of the Strategic Plan. • The NDP highlights the importance of the PSC with regards to its advisory and oversight role and therefore, the PSC also had to consider the role that the NDP has envisaged for it. • The Strategic Plan reflects the PSC’s priorities to strengthen its impact in the Public Service as well as its attempts to contribute in building a Public Service that is developmental oriented. 3

  5. VISION & MISSION • To promote the constitutionally enshrined democratic values and principles throughout the Public Service by- • investigating, monitoring, evaluating the organisation and administration, and personnel practices; • proposing measures to ensure the effective and efficient performance; • issuing directions with regards to personnel procedures relating to the recruitment, transfers, promotions and dismissals; • advising on personnel practices; and • reporting on its activities. A champion of Public Service excellence in democratic governance in South Africa. Mission Vision 5

  6. LEGISLATIVEMANDATE 6

  7. LEGISLATIVEMANDATE (2) The PSC is a constitutional oversight body established in 1996, primarily to promote “a high standards of professional ethics in the Public Service”. The PSC operates in terms of the PSC Act, 1997. The PSC also performs the following functions, emanating from Cabinet decisions: Management of the National Anti-Corruption Hotline (NACH) Evaluation of HoDs Resolution of Parliament. VALUES AND PRINCIPLES 7

  8. Conduct inquiries relating to the Constitution or PSA Issue directions relating to personnel procedures Make rules on investigation, monitoring and evaluation Report on its activities and performance Consider grievances Advise on personnel practices KEY RESPONSIBILITIES • In terms of the Constitution and other legislation relevant to the PSC, the key responsibilities are among others: Investigate, monitor and evaluate organization, administration and personnel and public admin practices Recommend appropriate remedies regarding grievances Inspect departments Propose measures to ensure effective and efficient performance Promote values and principles 8

  9. PERFORMANCE ENVIRONMENT • There are continued signs that the global economic outlook is improving, although unemployment and social inequality continue to be key challenges all over the world, while international capital flows to developing countries are becoming more volatile. • Due to the impact of the global and local economy, the budget allocation for government departments has been capped. • Through the application of its monitoring and evaluation tools, the PSC has noted that the performance of the Public Service is uneven and impact on the quality of service delivery. • In addition, through its Citizens Forum, inspections and public hearings, the PSC has been able to identify service delivery lapses and come up with immediate solutions through engagement with communities, key stakeholders and relevant departments. • The challenge however remains that the PSC can only apply these tools on a limited scale, therefore limiting its impact on the wider Public Service. 9

  10. PERFORMANCE ENVIRONMENT (2) • Government has adopted the Developmental State model as the overarching development agenda of the country. • Through the NDP, government has committed itself to building a capable and developmental state. • The PSC has a central role in shaping the kind of public administration and Public Service that will help South Africa achieve its developmental goals. • In response to the NDP proposals that the PSC should be an active champion of a meritocratic Public Service with a stronger oversight role, the PSC will need to focus on the creation of a Public Service that is capable, committed, ethical, development-oriented, responsive, transparent and accountable for efficient and effective delivery of quality services to all citizens. • The PSC indicators through its work show an improvement in the prevention of corruption. • Although adequate legislation is in place, political will and clear communication is required to foster a sense of commitment to the public good. 10

  11. Public Service Commission ORGANISATIONAL ENVIRONMENT • The PSC is an independent entity established in 1999 in terms of the Constitution. • As at 14 April 2015, 3 Commissioner posts were vacant; i.e. 1 post at national level, and 2 at provincial (Limpopo and KwaZulu-Natal). 9 Commissioners nominated by the Premier of each province on the recommendation by the Provincial Legislatures 5 Commissioners recommended by the National Assembly 11

  12. ORGANISATIONAL ENVIRONMENT (2) • The PSC has issued Governance Rules which define the role and functions of Commissioners and provide for various governance structures within the PSC. • Although the PSC is recognised as a constitutional body, it is not listed in Schedule 1 of the Public Finance Management Act, that provides a list of the constitutional institutions. • The PSC is supported by an Office (OPSC), which is established as a national government department in terms of Schedule 1 of the Public Service Act, 1994, as amended, and is an organ of state. • The NDP does specify that there is a potential for the OPSC’s status as a Public Service department to compromise the PSC’s independence. • The PSC has therefore identified the need to re-position itself as a key priority. 12

  13. ORGANISATIONAL ENVIRONMENT (3) • The organisational structure has 311 posts, including the 14 Commissioners. • Over the period of 10 years, there has been a minor increase of 45 posts on the establishment. However the work of the PSC increased substantially. • The PSC’s budget is located within the budget appropriation of the Department of Public Service and Administration (DPSA). • The DPSA however does not have any authority to adjust the allocation to the PSC, and merely acts as a conduit for the transfer of monies to the PSC. • Although the OPSC has an Executive Authority in the form of the Chairperson, it is unable to defend its budgetary requirements before Parliament and is dependent on the Minister for Public Service and Administration to lobby for its needs. 13

  14. ORGANISATIONAL ENVIRONMENT (4) • The location of budgets of institutions supporting democracy and other constitutional bodies has been raised as a concern within the Forum for Institutions Supporting Democracy as well as by the Portfolio Committee on Public Service and Administration. • Although the PSC has limited budget and human resource capacity, it continues to assist stakeholders and appreciates the efforts by Parliament to address these challenges. 14

  15. STRATEGIC OUTCOME ORIENTED GOALS 15

  16. STRATEGIC OUTCOME ORIENTED GOALS (2) 16

  17. 2014/15 17

  18. PERFORMANCE 2014/15PROGRAMME 1: ADMINISTRATION (1) • The PSC reviewed its Governance Rules, which were issued in terms of Section 11 of the PSC Act, taking effect on 1 April 2015. • The PSC received a unqualified audit for the 2013/14 financial year and is awaiting the outcome of the 2014/15 audit. • In February 2014, the PSC received a trophy from the Auditor-General for its clean audit reports over the years. 18

  19. PERFORMANCE 2014/15PROGRAMME 1: ADMINISTRATION (1) • The total expenditure for the 2014/15 financial year was 99.87%of the total budget allocation. • The PSC has established a Task Team to ensure the implementation of the 8 Principles on Women Empowerment and Gender Equality and progress is reported at the various governance structures of the organisation. • As at 31 March 2015, the PSC had 54, 5% of women at Senior Management Service level. * Unaudited 19

  20. PERFORMANCE 2014/15PROGRAMME 1: ADMINISTRATION (2) • The PSC experienced challenges in meeting its target for employing people with disabilities as they comprised 1, 48% of the staff compliment. • In order to build the profile and promote the work of the PSC, stakeholder engagement sessions were held in the various the provinces. • In line with minimising costs for travelling, a video conferencing as well IP Telephony solution was installed in all the provincial offices. • The PSC also served as Chairperson for the Forum for Institutions Supporting Democracy (FISD). • Through the FISD, working groups on celebrating 20 years of democracy, case/complaints management and good governance awards have established. • Stakeholder engagement sessions were held in the Eastern Cape, Limpopo, Gauteng, Mpumalanga provinces. 20

  21. PERFORMANCE 2014/15PROGRAMME 2: LEADERSHIP AND MANAGEMENT PRACTICE (1) • As at 31 March 2015, a total of 872cases were registered on the grievance database. Of these cases, 89% were finalised within the financial year. • The PSC was able to finalise more grievances through its re-engineered Grievance Panel process. • An annual trends analysis on grievance resolution was produced. • As the majority of grievances lodged relate to performance assessments, the PSC held a roundtable on the management of the Performance Management and Development System. 21

  22. PERFORMANCE 2014/15PROGRAMME 2: LEADERSHIP AND MANAGEMENT PRACTICE (2) • Investigations on the impact of recruitment and selection practices as well as the Employment Equity profiles of SMS members were conducted. • The PSC assessed the effectiveness of training provided by PALAMA in improving skills and competencies of Public Service leadership. • Engagements were also held with EAs and senior management of national departments on the findings of studies on leadership and management practices that impact on Public Service functionality. • Challenges were experienced with regards to the transfer of the HoD evaluation function to DPME, and the PSC only focused on quality assuring the PAs of HoDs that were submitted. 22

  23. PERFORMANCE 2014/15PROGRAMME 3: MONITORING & EVALUATION (1) • The PSC has a central role in shaping the kind of public administration and public service that will help South Africa achieve its developmental goals. • In contributing to this, the PSC hosted a three-day high level conference on the Developmental State in November 2014 under the theme: “Building a capable, career and professional Public Service to underpin a Developmental State in South Africa”. • The outputs of the conference will help to generate debates on the nature and characteristics of the public service that should underpin a developmental state in South Africa. • Support was provided to the Department of Public Works in Limpopo on performance management and the Department of Economic Development in Limpopo on the creation and maintenance of key capabilities. • An evaluation of the National Youth Service was conducted. 23

  24. PERFORMANCE 2014/15PROGRAMME 3: MONITORING & EVALUATION (2) • Citizens’ Forums have been found to be a useful and an exciting way of drawing ordinary people into governance process so that the concerns of grassroots communities can be better understood and addressed by official structures. • From the Citizen Forum held at Lekwa Municipality in Mpumalanga, 71% of the service delivery challenges identified have been addressed. • Citizens’ Forum were also held at Thembisile Hani Local Munipality in Mpumalanga. • An assessment of the effectiveness of education districts in supporting the delivery of quality education was conducted. • Inspections on the availability of text books was conducted at all the provinces. • In addition, inspections were conducted at the following hospitals: Rob Ferreira, Pelonome, Steve Biko and Chris Hani Baragwanath. 24

  25. PERFORMANCE 2014/15PROGRAMME 4: INTEGRITY AND ANTI-CORRUPTION (1) • The PSC continued to investigate complaints lodged through the Complaints Rules and the NACH. • Through the implementation of the reviewed processes, the PSC was able to increase the number of complaints it had finalised. • As the PSC is responsible for implementing the Financial Disclosure Framework, the PSC scrunitised 100% of the financial disclosure forms of SMS members submitted to identify conflict of interest. • Where potential/actual conflict of interest was identified, the PSC held engagements with the relevant officials. • In promoting ethical conduct in the Public Service, the PSC held workshops with various national and provincial departments. • An assessment of the state of integrity in the Public Service was conducted. 25

  26. PERFORMANCE 2014/15PROGRAMME 4: INTEGRITY AND ANTI-CORRUPTION (2) • Management of the NACH as at 31 March 2015: 26

  27. PERFORMANCE 2014/15PROGRAMME 4: INTEGRITY AND ANTI-CORRUPTION (3) • The overall submission of financial disclosure forms by national and provincial departments by the due date for 31 July 2014 were as follows: 27

  28. DELIVERABLES FOR 2015/16 28

  29. DELIVERABLES FOR 2015/16 • In the area of leadership and management practices, the PSC will amongst others: • Continue with the management of grievances • Produce a Grievance Newsletter • Review of the Grievance Rules • Asses the effectiveness, efficient and economic functioning of the Office of the State Attorney and Office of the Chief State Law Advisor • Conduct an audit of selected human resource practices. • Assess the handling of disciplinary cases in the Eastern Cape • Intervention in the Eastern Cape Department of Health. 29

  30. DELIVERABLES FOR 2015/16 (2) • In the area of monitoring and evaluation, the PSC will, amongst others: • Develop a guideline for analysing Strategic Plans, Annual Performance Plans and Annual Reports • Host a roundtable on the 2014 State of the Public Service Report • Evaluate the occupational classification within the Public Service • Conduct public hearings on Emergency Medical Services in Mpumalanga • Conduct inspections of border gates in Mpumalanga • Host Citizens’ Forum in Marikana and Matsatseng in the North West • Conduct inspections to assess the availability of medicines and medical equipment at selected hospitals in Gauteng • Conduct inspections on the availability of Learner Teacher Support Material at schools • Rapid assessment of the implementation of the Central Application Clearing House. 30

  31. DELIVERABLES FOR 2015/16 (3) • In the area of integrity and anti-corruption, the PSC will, amongst others: • Continue to conduct public administration investigations, manage the NACH and the Financial Disclosure Framework • Review the Complaints Rules • Produce a factsheet on the cases of financial misconduct • Host roundtable on what constitutes financial misconduct • Assess the compliance with the provisions relating to Remunerative Work outside the Public Service, the receipt of gifts and conducting business with the State • Conduct research on the nature and extent of the protection of whistleblowers and investigators in the Public Service • Analyse the economics of corruption and its related risks to the Public Service • Host the Professional Ethics Awards. 31

  32. Budget for 2015/16 to 2017/18 32

  33. BUDGET ALLOCATIONS PER PROGRAMME 33

  34. BUDGET ALLOCATION PER ECONOMIC CLASSIFICATION(1)ADMINISTRATION LEADERSHIP AND MANAGEMENT PRACTICE 34

  35. BUDGET ALLOCATION PER ECONOMIC CLASSIFICATION (2)MONITORING EVALUATION INTEGRITY AND ANTI-CORRUPTION 35

  36. BUDGET OVERVIEW Financial Year 2017/18 2016/17 2015/16 Budget Allocation R211m R224m R253m • The Office received additional funds for the next MTEF period: R11.069 million for 2015/16, R12.136 million for 2016/17 and R8.314 million for 2017/18 in respect of rental for new office accommodation. • The budgeted baselineswere reducedby R2.304 million in 2016/17 and R2.533 million in 2017/18 in goods and services and R12 million in 2016/17 and R13 million in 2017/18 for payments of capital assets. 36

  37. CONCLUSION • In continuing to contribute to the developmental state agenda, the PSC will engage with the Minister for the Public Service and Administration, Parliament and the Executive Authorities on the findings and recommendations emanating from the work of the PSC and make specific recommendations for the Public Service and administration. • In striving to become a key driver of Public Service discourse, the PSC will continue to promote the constitutional values and principles and ensure that the needs of citizens are met. • It will also play a more meaningful role towards building acapable developmental state. • The PSC will continue to discharge its duties in supporting Parliament and the Provincial Legislatures’ oversight role over the Executive and the Public Service. 37

  38. PSC Website: www.psc.gov.za National Anti-Corruption Hotline for the Public Service: 0800 701 701

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