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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.
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 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:
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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