PUBLIC SERVICE COMMISSION
STRATEGIC PLAN,
PERFORMANCE FOR 2013/14,
APP AND BUDGET
JULY 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
1
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.
Mission
Vision
THE PSC VISION & MISSION
A champion of public administration
excellence in democratic governance in
South Africa.
To promote the constitutionally enshrined
democratic principles and values
of the Public Service by investigation,
research, monitoring, evaluating,
communicating and reporting on public
administration.
5
OUR LEGISLATIVE MANDATE
Sections 195 and
196 of the
Constitution
• Sets out the powers and functions of the PSC
• The PSC is accountable to the National
Assembly
Public Service
Commission
Act, 1997
• Provides for the regulation of the PSC, such as
the appointment of Commissioners, conditions
of appointment, functions of the PSC
(inspections/ inquiries)
Public Service
Act, 1994
• The PSC may issue directions to ensure
compliance with the Act
• Right to have grievances lodged with the PSC
Public Finance
Management
Act, 1999, read
with the
Treasury
Regulations
• Reporting on finalised cases of financial
misconduct to the PSC
3
OUR LEGISLATIVE MANDATE (2)
VALUES AND PRINCIPLES
• In terms of section 196(4) of the
Constitution, the powers and
Professional ethics
functions of the PSC are toEfficient, economic and effective
o promote
Constitutional
use of resources
Values and Principles in the
A development-orientated public
Public Service
administration
Provision of services in an impartial,
o investigate,
monitor
and
fair and equitable way
evaluate the organisation and
Public Participation
administration,
and
the
personnel practices of the
Accountability
Public Service
Transparency
o propose measures to ensure
Good HR management and careereffective
and
efficient
development practices
performance within the Public
Representivitiy
Service
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
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)
6
OUR LEGISLATIVE MANDATE (5)
• 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
7
ORGANISATIONAL SETUP (1)
• The PSC was established in 1999 in terms of the Constitution.
• All members of the PSC are appointed by the President.
Chairperson
9
Commissioners
nominated by the
Premiers of each
province
PSC
Deputy
Chairperson
5
Commissioners
recommended by the
National Assembly
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.
10
PSC’S STRATEGIC VISION
Strategic Outcome Goals
underpinning the
Strategic Plan
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 Outcome
Goal 1
Good governance in developmental public
administration
Goal statement
Accountability and ethics in public
administration enhanced
11
STRATEGIC OUTCOME ORIENTED GOALS (2)
Strategic Outcome
Goal 2
Improved service delivery
Goal statement
Service delivery by government is improved and
meets the standards of equity, effectiveness,
efficiency and economy.
Strategic Outcome
Goal 3
Institutional development of the PSC
Goal statement
An independent, impartial, knowledge-based
custodian and champion of excellence in
successful developmental public administration.
12
PSC’S OUTPUTS
Public
Service
Barometer
SOPS
Evaluation of
HoDs
Research on
public admin
practices
Advice on
PAs of HoDs
Management of the
Financial Disclosure
Framework
Citizen
Forums
Investigations
Management
of the NACH
Inspections
Resolution of
grievances
Citizen
Satisfaction
Surveys
• These outputs are regarded as tools that Parliament/Legislatures
can utilise in performing its
oversight function over the
Administrative branch of government.
16
PROGRAMME STRUCTURE
The PSC’s programme structure is divided into the following four
programmes:
Prog:
Admin
The programme provides the overall management of the
PSC and centralised support services.
Prog:
LMP
Promotes sound Public Service leadership, human
resource management, labour relations and labour
practices.
Prog:
M&E
Establish a high standard of service delivery, monitoring
and good governance in the Public Service.
Prog:
IAC
Undertake public administration investigations, promote a
high standard of professional ethical conduct amongst
public servants and contribute to the prevention and
combating of corruption.
17
IMPLEMENTATION OF THE
STRATEGIC PLAN
Performance 2013/14
PERFORMANCE 2013/14
PROGRAMME 1: ADMINISTRATION (1)
• 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 AuditorGeneral 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.
FINANCIAL
YEAR
Budget
2010/11
R’000
R 134 595
2011/12
R’000
R 151 051
2012/13
R’000
R163 177
2013/14*
R’000
R201 140
Expenditure
R 134 024
R 145 419
R162 076
R200 945
% Unspent
0.4%
4.39%
0.03%
0.10%
• 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.
* Unaudited
16
PERFORMANCE 2013/14
PROGRAMME 1: ADMINISTRATION (2)
• 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.
17
PERFORMANCE 2013/14
PROGRAMME 2: LEADERSHIP AND MANAGEMENT PRACTICE (1)
• 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.
19
PERFORMANCE 2013/14
PROGRAMME 2: LEADERSHIP AND MANAGEMENT PRACTICE (2)
• 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.
• The PSC however continued to assist
departments with outstanding evaluations for the
2010/11 and 2011/12 cycles.
20
PERFORMANCE 2013/14
PROGRAMME 3: MONITORING & EVALUATION (1)
• 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.
22
PERFORMANCE 2013/14
PROGRAMME 3: MONITORING & EVALUATION (2)
• 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.
• 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.
23
PERFORMANCE 2013/14
PROGRAMME 4: INTEGRITY AND ANTI-CORRUPTION (1)
• The PSC is responsible for the management of the NACH.
• Complaints lodged in terms of the Complaints Rules and noncorruption 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 finalised
o 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.
25
PERFORMANCE 2013/14
PROGRAMME 4: INTEGRITY AND ANTI-CORRUPTION (2)
• Management of the NACH:
National/Province
National
Eastern Cape
Free State
Gauteng
KwaZulu-Natal
Limpopo
Mpumalanga
North West
Northern Cape
Western Cape
Public Entities
TOTAL
Cases Referred
5 869
637
300
1 683
642
449
1 073
431
110
452
2 503
14 149
Feedback
Received
3 379
516
120
846
260
427
801
192
45
392
570
7 548
% Cases closed
44%
25%
24%
36%
19%
44%
56%
25%
33%
29%
21%
36%
26
PERFORMANCE 2013/14
PROGRAMME 4: INTEGRITY AND ANTI-CORRUPTION (3)
• 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.
27
PERFORMANCE 2013/14
PROGRAMME 4: INTEGRITY AND ANTI-CORRUPTION (2)
• The overall submission of financial disclosure forms by national and
provincial departments by the due date for 31 May were as follows:
Nat Departments/
Province
Nat Departments
Eastern Cape
Free State
Gauteng
Kwazulu-Natal
Limpopo
Mpumalanga
Northern Cape
North West
Western Cape
TOTAL
No. of SMS No. of Forms No. of Forms
Members
received
outstanding
5 425
4 413
1 012
636
568
68
354
299
55
700
645
55
549
284
265
494
492
2
310
310
0
250
250
0
318
278
40
391
391
0
9 427
7 930
1 497
Percentage
received
81%
89%
84%
92%
52%
99%
100%
100%
87%
100%
84%
28
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.
29
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.
30
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.
31
Budget for 2014/15 to
2016/17
32
BUDGET ALLOCATIONS PER PROGRAMME
Description
Programme 1: Admin
2014/15
R’000
2015/16
R’000
2016/17
R’000
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
226 031
211 031
224 413
Total
34
BUDGET ALLOCATION PER ECONOMIC
CLASSIFICATION(1)
ADMINISTRATION
Description
Compensation of Employees
Goods & Services
Total Programme 1
2014/15
R’000
66 621
2015/16
R’000
69 778
2016/17
R’000
73 561
40 744
107 365
25 118
94 896
27 960
101 521
LEADERSHIP AND MANAGEMENT PRACTICE
Description
Compensation of Employees
Goods & Services
Total Programme 2
2014/15
R’000
33 825
2015/16
R’000
35 904
2016/17
R’000
37 882
3 239
37 064
963
36 867
1 073
38 955
35
BUDGET ALLOCATION PER ECONOMIC
CLASSIFICATION (2)
MONITORING EVALUATION
Description
Compensation of Employees
Goods & Services
Total Programme 3
2014/15
R’000
32 188
2015/16
R’000
34 115
2016/17
R’000
35 978
3 171
35 359
1 127
35 242
1 256
37 234
INTEGRITY AND ANTI-CORRUPTION
Description
Compensation of Employees
Goods & Services
Total Programme 4
2014/15
R’000
38 983
2015/16
R’000
41 824
2016/17
R’000
44 105
7 260
46 243
2 202
44 026
2 598
46 703
36
BUDGET SHORTFALL
Financial
Year
Budget
Allocation
2014/15
2015/16
2016/17
R226m
R211m
R224m
• 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)
36
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.
36
PSB Website: www.psc.gov.za
National Anti-Corruption Hotline for the Public Service: 0800 701 701