1. 1 BUDGET AND WORK PLAN OF THE PUBLIC SERVICE COMMISSION 2003/04 Presentation to Select Committee on Local Government and Administration National Council of Provinces 9 June 2003

2. 2 Contents Budget presentation Key Performance Areas Workplan  Good Governance and Service Delivery  Human Resources Management and Labour Relations

3. 3 PSC MTEF Expenditure Estimates Budget allocations:  2002/3:R57 971 000  2003/4:R64 215 000  2004/5:R69 353 000  2005/6:R74 309 000

4. 4 Changes in spending patterns: 1999-2003 Underspending/Savings as % of total budget:  1999/2000:R16 574 000 (33%)  2000/2001:R 8 732 000 (17%)  2001/2002:R 1 271 000 (2%)  2002/2003:R 584,000 (1%)

5. 5 PSC Budget Breakdown Programme (R’000) 2003/042004/052005/06 ADMIN28 97230 50032 114 MLR15 23516 08017 008 GGSD20 00822 77325 187 TOTAL64 21569 35374 309

6. 6 PSC Budget Breakdown Standard Item (R’000) 2003/042004/052005/06 Personnel49 33052 76855 772 Administrative8 76810 10910 750 Inventories1 7962 0502 495 Equipment818691909 Prof & Special3 5033 7354 383 Total64 21569 35374 309

7. 7 PSC Budget Analysis: 2003/2004  Personnel To Operations: 77% : 23%.  Operations: Administrative:14% Professional/special services: 5% Equipment/Inventories: 4%  Human Resources (Incl. Regional Offices): Commissioners: 14 (12) Senior Managers: 37 (36) Total staff:212 (188)

8. 8 Key Performance Areas  Professional Ethics and Risk Management  Anti-Corruption Investigations  Management and Service Delivery Improvement  Monitoring and Evaluation  Senior Management and Conditions of Service  Human Resource Management and Development  Labour Relations

9. 9 Professional Ethics and Risk Management Objective The executive and legislatures advised on the status of professional ethical standards in public administration and strategies for intervention

10. 10 Ethics Research and Monitoring  Promotion and training on the Access to Information Act  Development of guidelines for the implementation of a whistle blowing mechanism  Guidelines on gifts published, awareness raised on this issue and distribution of promotional material

11. 11 Ethics Research and Monitoring  Measurement of the efficacy of the Code of Conduct for the Public Service by means of a survey  Provide secretarial and support services to the National Anti-Corruption Forum (NACF)

12. 12 Professional Ethics Promotion  Implement proposal on best practice regarding hotlines and facilitate a national workshop in this regard  Co-presentation a five day anti-corruption course with the University of Pretoria on an annual basis  Translation of the Explanatory manual into all official languages and publication thereof

13. 13 Professional Ethics Promotion  Develop and present ethics telematic course in partnership with the University of Pretoria  Produce ethics awareness and training CD Rom  Management of the Financial Disclosure System and maintaining the asset register  Publish and Launch Public Service Pledge (ethics statement) in line with the anti-corruption strategy

14. 14 Professional Ethics Promotion  Investigate non compliance with the Code of Conduct regarding remunerative work outside the work place in the health profession (Gauteng case study)

15. 15 Risk Management  Host national consultation on risk management and develop guidelines for the public service  Evaluate risk management plans in selected departments, piloting the risk assessment tool  Evaluating the fraud prevention plans of selected departments

16. 16 Anti-Corruption Investigations OBJECTIVE Areas in public administration vulnerable to corruption identified and selected corruption cases resolved

17. 17 Anti-Corruption Investigations  Investigate institutional and systems risks in the procurement and distribution of state medicine  Investigate allegations of irregularities in the handling of tenders in the Mpumalanga Department of Health  Investigate allegations of irregularities in the acquisition of land in the department of Land Affairs: Free State Regional Office

18. 18 Anti-Corruption Investigations  Assess role, powers and effectiveness of Departmental Tender Committees  Investigate the systems for provisioning, warehousing and distribution of textbooks  Monitor recommendations made with respect to Anti-Corruption Investigations

19. 19 OBJECTIVE Regular, useful and timely information provided to relevant stakeholders on service delivery improvement Management and Service Delivery Improvement

20. 20 Key Thrusts of the PSC’s Service Delivery Programmes  Service user satisfaction surveys  Citizens Forums  Performance monitoring and evaluation  Programme Evaluations

21. 21 Management and Service Delivery Improvement  Conduct Citizens Satisfaction Surveys covering programmes in 4 government departments  Conduct Citizen Forums on selected services in provinces

22. 22 Management and Service Delivery Improvement  Evaluation of Domain Specific Service Standards in 4 Provinces  Good Practice Guide on Police Station Management  Good Practice Guide on Health Management  Good Practice Guide on School District Management

23. 23 Management and Service Delivery Improvement  Evaluate the land reform programme  Conduct a monitoring and evaluation exercise in 5 National Departments and 2 Departments per province across 3 provinces

24. 24 Senior Management and Conditions of Service Objective The executive and legislatures advised on the performance and employment conditions of the senior management service as well as the administration and effectiveness of conditions of service for all public servants

25. 25 Director-General Evaluation and Senior Management  Evaluate the Management of the HoD evaluation process  Monitor, evaluate and advise Executive Authorities and HoDs on Performance Agreements (PAs)  Evaluate extent to which training needs as stated in PAs of senior managers have been met

26. 26 Conditions of Service/ Retention  Investigate the application of job evaluation in the Public Service and evaluate the compatibility of job evaluation systems with the public service  Investigate the accountability of decision- making in terms of delegated authority on performance management

27. 27 Conditions of Service/ Retention  Investigate the reemployment of public servants retired due to ill health  The management of State and other housing investigated

28. 28 Human Resources Management and Development Objective Sound human resource management practices promoted (especially in the areas of human resource procurement, utilization and development)

29. 29 Human Resources Management and Development  Monitor and evaluate HR practices and conduct at least 6 Ad-hoc projects Shortcomings identified Report with recommendations produced Recommendations implemented

30. 30 Human Resource Procurement and Development  Oversight of the Verification of Qualifications of officials on levels 9-10 in the Public Service  A case study on the work experiences of women in senior levels of management, with specific reference to empowerment and decision-making  Monitor the implementation of the policy framework on HIV/AIDS in the public service

31. 31 Human Resource Utilisation and Performance Management  Investigate the role of communication and co- ordination in effective HR management  Investigate the effectiveness of PERSAL. PERSAL facilities and the usage thereof by departments monitored and evaluated

32. 32 Labour Relations Objective The executive and legislatures advised on trends and other matters relating to labour relations in the public service

33. 33 Labour Relations  Grievances and complaints lodged, investigated  Render a legal support service to the Commission and its Office  Labour relations in the Public Service monitored and evaluated

34. 34 Employee Grievances  Investigate the practical application of the grievance procedures of the services departments.  Evaluate impact of privatization/outsourcing on employees in the Public Service

35. 35 Labour Relations Monitoring  Monitor and evaluate Employee Assistance Programmes  Report on outcome of disciplinary proceedings in cases of financial misconduct in the Public Service  Monitor and analyse agreements reached in the PSCBC and departmental chambers during the previous financial year