DOJ & CD MANAGEMENT PERFORMANCE
ASSESSMENT TOOL (MPAT) REPORT
Portfolio Committee on Performance
Monitoring and Evaluation
5 November 2014
CONTENTS
1. Introduction
2. MPAT Performance Overview
3. Performance Per KPA
3.1 Strategic Management Management
3.2 Governance & Accountability
3.3 Human Resource Management
3.4 Financial Management
4. MPAT Improvement Plan
5. Conclusion
2
INTRODUCTION
Vision
A transformed and accessible justice system which promotes and
protects social justice, fundamental human rights and freedom.
Mission
We commit to provide transparent, responsive and accountable justice for all.
Principles And Values:
Commitment to Constitutional Values and a Culture of
Human Rights;
Batho Pele;
Good Governance;
Ubuntu;
Professionalism and Continuous Improvement; and
Open Communication.
3
INTRODUCTION
Strategic Goals
1.
Enhanced organisational performance on all aspects of administration in line with
set standards, and meeting and exceeding the needs and aspirations of key
stakeholders.
2. Facilitation of effective and efficient resolution of criminal, civil and family law
disputes by providing accessible, efficient and quality administrative support to the
courts.
3. Effective and cost-effective provision of state legal services that anticipate, meet and
exceed stakeholder needs and expectations.
4. Effective coordination of the JCPS cluster in the delivery of outcome 3.” All People
in South Africa are and feel safe”
5. Promotion of the Constitution and its values.
4
INTRODUCTION
The Department has over a 100 legislative mandates to discharge and a large
number of service points around the country. This create unique management
and compliance challenges.
As part of the mandate, the Department administers a large number of cases
(criminal, civil, family) as well as a large number of matters within the Masters
of the High Court.
Programmes
1 - Administration
2 - Court Services
3 - State Legal Services
4 - National Prosecuting Authority
5 - Entities and Transfers
Service Points
765 courts (Magistrate, High,
15 Master of the High Court Offices
25 Family Advocate Offices
12 State Attorney Offices
Employees
21 900
5
INTRODUCTION
The Department has emerged from a period of qualified audit opinions and
has now achieved 2 consecutive years of unqualified opinions.
Key issues:
1. Budget cuts have made it difficult to increase capacity where such is
needed.
2. Implementation of key legislation such as Legal Practice Act and others,
will continue to strain Departmental coffers.
3. The large number of service points spread to the remotest areas of the
country make it difficult to comply with some of the management
practices.
4. The fine balance between service delivery relating to the Departmental
mandate and compliance remains an issue.
5. The Department’s occupational dispensation for legally qualified officials 6
remained unresolved and this created labour relations issues and had an
effect on service delivery and management.
OVERALL DEPARTMENTAL PERFORMANCE
Overall Departmental Score
1.
Department’s performance score of 2.8 achieved in 2013 is above
national average (Ranked 11th out of 42 national departments).
2.
Overall performance has not improved in the 2013 financial year, with
Financial management taking a drop in performance.
3.
Substantial improvement is expected in 2014, as illustrate in the
discussions hereafter.
Key Result Area
2011
2012
2013
3
3.3
3.3
Governance and Accountability
2.1
2.9
2.9
Human Resources Management
2.4
2.1
2.4
Financial Management
2.8
2.9
2.6
Average
2.6
2.8
2.8
Strategic Management
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PERFORMANCE PER KEY RESULT AREA
KRA 1: Strategic Management
Performance on strategic management and a projected scores (self assessment) are indicated below:
2012
2013
2014 Projections
3.3
3.3
4
1.1 Strategic Plans
4
4
4
1.2 Annual Performance Plans
3
2
4
1.3 Monitoring and Evaluation
3
3
4
1. Strategic Management
1) In the 2013 cycle, the Department score for APP was dropped due to concerns raised with
the use of percentages in the Annual Performance Plan.
2) A discussion was held with the DPME and the following were decided:
i.
Percentages will be acceptable, if quoted with baseline figures that make up the
percentage;
ii.
The Indicator Definition Tables (Annexure A in the Annual Performance Plan) is
sufficient and will be considered by moderators;
iii. The Department should continue disclosing all figures numerically.
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3) The Monitoring and Evaluation score is expected to improve in 2014 due to the
submission of the Departmental Evaluation Plan and one evaluation report.
PERFORMANCE PER KEY RESULT AREA
KRA 2: Governance and Accountability
Overall performance against this KRA and projected performance for 2014 are shown below:
2012
2. Governance and Accountability
2013
2014
Projections
2.9
2.9
3.7
2.1.1 Service Delivery Improvement Mechanisms
3
4
4
2.2.1 Functionality of Management Structures
4
4
4
2.3.2 Assessment of Accountability Mechanisms (Audit Committee)
3
3
4
2.4.1 Assessment of Policies and Systems to Ensure Professional Ethics
1
3
4
2.4.2 Fraud Prevention
3
3
4
2.5.1 Assessment of Internal Audit Arrangements
2
4
4
2.6.1 Assessment of Risk Management Arrangements
2
1
2
2.7.1 Approved EA and HOD Delegations for Public Administration
4
4
4
2.7.2 Approved HOD Delegations Financial Administration
4
4
4
2.8.1 Corporate Governance of ICT
-
2
4
2.10.1 PAIA
-
1
4
PAJA
-
-
3
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PERFORMANCE PER KEY RESULT AREA
KRA 2: Governance and Accountability
1.
Assessment of Risk Management Arrangements
i.
ii.
iii.
2.
Governance of ICT
i.
ii.
3.
The Department achieved a score of 1 in 2013 because we did not have a Risk
Management Committee chaired by an external Chairperson.
In the 2013/14 financial year the committee was established and external
chairperson was appointed. The committee is now fully functional.
The department is projected to score a 2 in the 2014 MPAT report due to the
insufficient number of meetings held by the new committee (2 instead of 3).
In 2013, the Departmental ICT policy framework was not approved due to delays
in the approval of the DPSA Policy Framework.
Following the approval of the Departmental ICT Governance Framework and
implementation thereof, the Department is expecting a score of 4 for 2014.
PAIA Implementation
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i.
ii.
In 2013, the Department scored a 1 because the Section 14 manual was not
available in all official languages.
For 2014, the score is expected to increase to 4.
PERFORMANCE PER KEY RESULT AREA
KRA 3: Human Resources Management
Performance against this KRA and a projected score (self assessment) for 2014 are indicated below:
2012
2013
2014
Projections
3. Human Resources Management
2.4
2.4
3.5
3.1.1 Human Resources Planning
2
4
4
3.1.2 Organizational Design and Implementation
3
2
4
3.1.3 Human Resources Development Planning
2
4
3
3.2.2 Application of recruitment and retention processes
3
4
4
3.2.4 Management of Diversity
1
1
3
3.3.1 Implementation of level 1-12 Performance
Management System
3
2
3
3.2.5 Health and Wellness
-
2
3
3.3.2 Implementation of SMS Performance
Management System (SMS)
2
3
3
3.3.3 Implementation of Performance Management
System for HOD
3
2
4
3.4.2 Management of Disciplinary Cases
1
1
4
.
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PERFORMANCE PER KEY RESULT AREA
KRA 3: Human Resources Management
1.
Organisational Design and Development
i.
ii.
The Department drop from a 4 to a 2 due to a misunderstanding
regarding the new template that was submitted for assessment.
The Department is expected to revert to a 4 in the 2014
assessment.
2.
Management of Diversity
i.
Policies on Gender Mainstreaming and Job Access have been
finalised and approved.
ii. The department is expected to improve the score to level 3 in 2014
due to the submission deadline to DPSA not met.
3.
Health and wellness
The Departmental Policy on Health and Wellness and the
implementation plan have now been finalised. Implementation is 12
underway.
PERFORMANCE PER KEY RESULT AREA
KRA 3: Human Resources Management
4.
Performance Management System (1 – 12)
i.
In 2013, evidence for fourth quarter performance assessments
and moderation reports were not submitted.
ii.
For 2014, these have been duly submitted.
5.
Performance Management System (Head of Department)
For 2013, evidence of submission of the performance agreement to
DPSA was not submitted. This issue has now been addressed.
6.
Management of Disciplinary Cases
The Department has put measures in place to improve the turnaround
time on the handling of disciplinary matters and this is expected to
improve the score substantially to a 4 in 2014.
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PERFORMANCE PER KEY RESULT AREA
KRA 4: Financial Management
Performance against this KRA and a projected score (self assessment) are indicated below:
.
2012
2013
2014 Projections
Financial Management
2.9
2.6
3.5
4.1.1 Demand Management
3
3
3
4.1.2 Acquisition Management
2
4
4
4.1.3 Logistics Management
3
3
3
4.1.4 Disposal Management
3
2
4
4.2.1 Management of Cash flow vs.
expenditure
3
4
4
4.2.2 Pay sheet certification
3
2
3
4.2.2 Payment of Suppliers
3
2
4
4.2.3 Management of Unauthorised, irregular,
fruitless and wasteful expenditure
3
4
4
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PERFORMANCE PER KEY RESULT AREA
KRA 4: Financial Management
1.
2.
Disposal Management
i.
The moderators could not open the evidence uploaded by the
department and this resulted in a drop to level 2 in 2013. Even
after the challenge period this was not resolved.
ii. All requirements for this area have been met and the Department
expects to receive a score of 4 in 2014.
Pay sheet certification
In 2013 some pay sheet certificates could not reach the regional offices in
time and neither could they be returned to national office due to the Post
Office strike. This was during this cycle of review, hence the drop from
level 3 to 2.
3. Payment of suppliers
i.
In 2013 there were issues relating to payment of suppliers within
15
30 days.
ii.
The department has since introduced strict measures of
monitoring hence an expected level 4 in 2014
IMPROVEMENT PLAN
The outstanding matters in the Departmental MPAT improvement plan lies in the
areas of Human Resources Management, Financial Management and
Governance and Accountability.
PERFORMANCE AREAS
KEY ACTIVITIES
MILESTONES AND TARGET
DATES
KRA 2: GOVERNANCE AND ACCOUNTABILITY
Assessment of Risk Management
Risk Management Committee report
produced and submitted to the Audit
Committee.
Reports on a Quarterly basis per
Audit Committee strategic year
Calendar.
Promotion of Administrative
Justice
PAJA Champions to be appointed for
each branch.
Compliance reports to be
submitted to the Compliance
Committee on a quarterly basis
KRA 3: HUMAN RESOURCES MANAGEMENT
Submission of all relevant policies
to the DPSA by due date.
Progress to be presented to the Human
Resources Technical Committee.
HR Technical Committee to
submit status reports to EXCO
on a quarterly basis
Management of performance
management system
A
policy
document
on
the
acknowledgement of above average
performance (except for monetary
value) to be developed and considered
by relevant structures.
Proposals to be submitted to the
Human Resources Technical
Committee as well as EXCO by
28 February 2015.
KRA 4: FINANCIAL MANAGEMENT
Sourcing Strategy and proof of
implementation to be developed
Development and approval of the
sourcing strategy and implementation
plan
Progress report to be presented
to FINCOM and subsequently to
EXCO.
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CONCLUSION
1. The Department acknowledges that performance against the
MPAT assessment needs to be improved.
2. In preparation for the 2014 MPAT assessment, the Department
addressed the areas of low performance and most of these
have been successfully resolved.
3. Following the conclusion of the 2014 assessment, further
improvements will be made towards achievements of maximum
scores in all areas.
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THANK YOU
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