click to edit master subtitle style 8/19/10 department of public service and administration...

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8/19/10

DEPARTMENT OF PUBLIC SERVICE AND ADMINISTRATION

PRESENTATION TO THE PORTFOLIO COMMITTEE18 August 2010

8/19/10

BACKGROUND TO THE DPSA’s STRATEGIC PLAN FOR 2010-2014

• In 2010 government adopted an outcomes based approach which will guide the implementation of its strategic priorities for 2010-2014.

• Through this approach the government will concentrate only on a few priorities and activities which it believes will steer this country in the right direction both socially and economically

• The Minister for Public Service and Administration has been allocated the responsibility to coordinate the implementation, including monitoring and reporting, of Outcome 12

• Outcome 12 has been divided in Part A – An efficient, effective and development oriented public service and Part B – an empowered , fair and inclusive citizenship

• Part B of the Outcome will be coordinated by the Minister for Arts and Culture

• As a result of this split two delivery agreements will be signed by the two Ministers - end of August and End of September respectively

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DPSA’s STRATEGIC PLAN FOR 2010-2014

The DPSA’s 2010-2014 strategic plan & operational plan for 2010-2011

is a consolidation of;

the department response to its mandate as articulated in Chapter 3 and 9 of the Constitution as well as the governments priorities in relation to the transformation of the public service

Minister’s Performance Agreement with the President

Outcome 12 and its related outputs

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SUMMARY OF PRIORITIES FOR THE STRATEGIC TERM

1. Review the performance management system to ensure accountability by public officials

2. Review of discipline management in the public service

3. Review of our recruitment practices

4. Improve turn-around times in accessing government services

5. Shorten the time it takes to fill vacancies

6. Deepen the fight against corruption in the public service

7. Interrogate the public sector integrity framework with a view to eliminate conflict of interest by public officials

8. Broaden the culture of e-governance

9. Strengthen citizen engagement in government programmes

10. Intensify capacity development of officials through the introduction of cadre development programmes, and

11. Give a new practical meaning to the implementation of the Batho Pele programme

# These priorities will be implemented under the departments 7 strategic outputs

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DPSA’s STRATEGIC OUTPUTS FOR 2010-2014Output 1 Service Delivery Quality and Access Dpsa in partnership with

Statssa, Education, Health, DHA, DCG, NT, etc

Output 2 Human Resource Management and Development Dpsa – Palama, PME, NT,DCG, OTPs, Education, Health

Output 3 Business processes, systems, decision rights and accountability management

Dpsa - NT, DoJ&CD, SITA, Education, Health

Output 4 Corruption tackled effectively Dpsa - NT, PSC, DCG, DoJ&CD, SAPS, SIU

Output 5 Leveraging ICT as strategic resource and enabler Dpsa – SITA, GITOC, NT

Output 6 Labour relations and remuneration management Dpsa

Output 7 Enhancing good governance nationally and internationally Dpsa

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APPROACH TO IMPLEMENTING THE STRATEGIC PLAN

• Whilst the emphasis of the Outcomes Based Approach is on “doing things differently” the department is mindful of the fact that the current gaps and challenges related to service delivery and the overall performance of the public service are not entirely as a result of weak or poor legislative framework but as a result of a number of factors including poor planning, misalignment between objectives and plans, weak M&E culture and systems and poor implementation of the range of public service policy and directives.

• The department is therefore of the view that it is still important to continue with , and build upon, the implementation of existing projects and initiatives whilst incrementally introducing new methods and approaches to achieving the identified objectives for 2010-2014.

• In particular the emphasis will be put on;

o Entrenching of the ongoing basic requirements in relation to policies, systems, regulations and standard operating procedures with an increased focus on implementation support to improve compliance and accountability,

o Strengthen Monitoring and Evaluation; and

o Establishing and operationalising the Anti-Corruption Unit.

• Priority will be given to key service delivery departments – DHA, Education and Health

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PROGRESS AGAINST THE OUTPUTS/PRIORITIES

• Implementation in the first 2 quarters of the year ( April- August) has been affected by a range of factors which include;

– The development of the departments strategic plan for 2010-2014

– The development of the Delivery Agreement for Outcome 12 which involved extensive consultation with the different stakeholders/departments who will be involved in the implementation of the Outcome

– Budget re-prioritisation and allocation

– Finalisation of the DPSA’s re-structuring process which was completed and implemented in 2010, however,

– Some progress was made in implementing the various projects and initiatives for the financial year 2010/11 as illustrated below

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Output 1: Service Delivery Quality and Access

Metric Indicators Baseline

Targets Projects – 2010/11 Progress

Service user satisfaction

Level of user satisfaction

58% 75% Develop user satisfaction survey methodology and tools

• Continuous work on the refinement of the survey methodology

• Commenced with the development of data collection tools

• Held various meetings with Stats SA on partnership

Access to government Services

Maximum distance travelled to obtain a service, including a model to assist people to access services

N/A

No policy

Tbd

Policy developed and implemented

Develop and progressively implement transversal programme of improving access to service delivery points

• Draft guideline developed on improving geographic access to service points. Also developing regulations that support the roll out of guidelines.

• Meetings conducted with Home Affairs and Labour on the work plan.

• Collaboration established with SAPS, SASSA and education on the development of geographic access norms

Norms on maximum distance travelled to obtain a service

• Draft guideline on Norms for maximum distance developed and circulated to selected departments for comment

Policy on utilisation of CDWs First draft of Regulations and Directive developed and consultations with provinces in process.

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Metric Indicators Baseline Targets Projects – 2010/11 ProgressAccess to government Services

Increase in development and implementation of Service Delivery Improvement Plans focused on value for money

50% of all departments submit

90% of all departments to submit

Coordinate departments to develop Service Delivery Improvement Plans to include and address the value for money principlePartner with communities to establish Forums for monitoring.

Departments are in the process of submitting their annual progress reports on SDIPs. Official follow-up for non-compliance will be made end of July 2010. Ongoing support provided to national and provincial departments to strengthen the quality of their SDIPs.

Improved working culture (Batho Pele) amongst public servants

Increase in departments with developed service standards

Weak understanding of Batho Pele

Improved understanding of Batho Pele and working culture of public service

Cascading and roll-out of the Batho Pele Change Management Engagement programme across the three spheres.

Arrange 1 BPIA award ceremony

11 training sessions held between April and June in 6 provinces covering 4 Municipalities,2 provincial Departments and 3 national Departments. A total of 306 people took part in the training sessions.

Draft Integrated Framework in the process of being finalized. Ongoing consultative process taking place to ensure alignment and synergy with other Excellence awards that include the Vuna and Premier’s excellence awards.

In 2000 only 25% of departments had set service standards

80% of departments with service standards

Coordinating all departments to develop service standards based on mapped business processes

Draft Project concept, charter and plan developed and submitted for approval.

Consolidation and the analysis of the findings of the previous work on Service Charters and Service Standards. Project plan to inform the process to be finalized.

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Metric Indicators Baseline Targets Projects – 2010/11 Progress

Increase the distribution of know your service rights booklets to citizens to facilitate access

274 000 100 000 more copies distributed

50 000 Copies distributed during the stakeholder engagement activities

100 000 booklets excluding z-cards will be distributed to GCIS, CDWs and offices of the Premiers in all provinces.

26975 booklets & 7090 z-cards have been distributed in 17 community outreach events during this period.

Responsiveness Waiting time for pensions, hospital queues, licensing centres and social grants

TBD 20 % reduction Develop standard for waiting time for pensions, hospital queues and licensing centres.

The following departments have been contacted to take part in this work: Social Development, Transport, Labour, Health and Home AffairsA template was sent to these departments with a request to provide informationIt is envisaged that all the listed departments will be visited so as to begin to work on their actual deliverables by end of August

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Metric Indicators Baseline Target Projects – 2010/11 Progress

Delegations Develop template for HR and financial delegations and support departments in customisation and implementation

No template exists

Template developed Draft generic HR and financial delegations template developed

Support Health with customisation and implementation

Letters addressed to national departments, offices of the Premiers and provincial treasuries have been sent. Follow-up on information gathering.

Value for money Competitive unit costs of selected services

Limited unit costs available

Selected departments have unit costs available

Develop and prioritise baseline information for unit costs of key services with relevant stakeholders and coordinate the setting of targets to improve unit costs

• Project charter and project plan developed and approved

• Letter sent to departments requesting status quo on methodology and approach to unit cost determination

• Commenced with desktop research

1111

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Output 1: Service Delivery Quality and Access Metric Indicators Baseline Target Projects – 2010/11 Progress

Organizational transformation

Development of generic sector specific organizational structures

No generic structures

Generic structures developed and in place

Conduct sectoral research

Develop generic structures for support services, social and health functions

Report on status of organisational structures in departments

Generic structures for Health and Social Development have been developed and consultations ongoing. Consultations have resumed with Ministries and OTP’s

The MPSA OD Directive is under review as part of strengthening the quality of organizational structures. Terms of reference have been developed and consultations between OTP’s, NT and DPSA underway

1212

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Output 2: Human Resource Management and Development

Metric Indicator Baseline Target Projects – 2010/11 Progress on Key Activities

Performance development, performance agreements and assessments

100% compliance by senior managers regarding the signing of Performance Agreements by stipulated time

54% by the stipulated due date.

100% Monitor, report and enforce compliance regarding the signing of Performance Agreements for SMS

Liaised with PME on the alignment of the HoDs Performance Agreement & the Ministers PA’s

Circular sent out to Departments to inform HoDs on this alignment.

Improved quality of PMDS and implementation thereof that is aligned to institutional performance; and the payment of incentives.

Approx 95% of employees receive pay progression. On average 40% of employees receive performance bonuses. On average 80% of National DGs (those assessed) receive a performance bonuses.

Revised and improved PMDS system that is aligned to the outcome based approach and payment of incentives are aligned to the performance of the department/ institution. Normal distribution in the Public Service- 20% to 25% performance bonuses and 80% pay progression for a department that is performing at a satisfactory level.

Review and draft revised PMDS for SMS for consultation

Internal discussions on the approach to align individual PMDS with Organisational performance

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Metric Indicator Baseline Target Projects -2010/11

Progress on Key Activities

Performance development, performance agreements and assessments

Improved management of poor performance of DG’s, DDGs and Municipal Managers

Ineffective management of performance. (On average 80% of National DG’s –those assessed, receive performance bonus).

60 % of identified poor performing senior managers supported and/ or sanctioned with 6 months

Develop a draft strategy for improving the management of poor performance of DG’s, DDG’s and Municipal Managers for consultation.

Preliminary discussions held internally on the strategy to be developed.

1414


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Metric Indicator Baseline Target Projects – 2010/11

Progress on Key Activities

Recruitment, retention and career pathing

Improved recruitment in identified occupational categories and associated vacancy rate reduced

Specific categories still to be determined and associated target set. (Professionals and managers- 40.9% and SMS- 19%)

Average vacancy rate of identified categories reduced to average 10%

Analyse HR Plans and in consultation with relevant departments determine occupational categories.

Develop strategy to improve ability to fill vacancies.

Analysis of submitted HR Plans is underway to determine trends related to recruitment and retention, this will assist in identifying occupational skills categories that will be focused on.

Increased duration of employment period per post level for SMS aligned to the achievement of competency requirements

Average time spent in SMS post is approximately 3 yrs; need to determine the desired duration aligned to competency requirement.

Stable SMS that meets the minimum requirements prior to moving to higher posts.

An ideal period to demonstrate the desired competency requirements determined.

Analysis of existing national and international practices.

Consultations with relevant stakeholders still needs to be done, at this stage there is monitoring of the implementation of competency assessments by departments.

1515

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Metric Indicators Baseline Target Projects -2010/11 Progress on Key Activities

Recruitment, retention and career pathing

6 Months to fill funded vacancies from the date of becoming vacant.

Average of 9 Months to fill vacancies

Funded vacant posts are advertised within 2 months of becoming vacant and filled within 4 months from date of advertisement.

Commence with the development of a draft strategy to reduce the period it takes to fill a vacancy from 9 to 4 months after being advertised; and support somedepartments in the implementation thereof.

Preliminary work on the review of the recruitment practices in the Public Service is underway.

Vacancy rate estimated to be around 19.2%

Reduction of the vacancy rate from 19.2 % to average 10%

Develop a methodology to measure funded posts which are vacant and target reduction in the vacancy rate to 10%

Persal clean up that is underway will assist in determining the real vacancy rate.

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Discipline Disciplinary cases finalised within 60 days of initiation of the process.

Average of 106 days

80% of disciplinary cases to be finalised within 60 days

Support departments in the implementation of the Disciplinary Code.

Ensure compliance with the timeframes with regard to disciplinary processes.

Roll-out LR training Module

Train-the-trainer LR module developed. Engagements with relevant stakeholders.

1717

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HR Planning, skills development and cadre development

Qualitative and quantitative improvement in the extent and depth of the skills levels of Public Servants

Baseline not available, to be determined in line with the methodology

% improvement and growth of the skills baseline.

Refine and align HR Connect methodology to measure the extent and depth of skills Levels.

Implementation of the HR Connect project is underway in all departments, this will inform the refining and alignment of the methodology to measure extent and depth of skills.

% of public service employees trained in mandatory training programmes.

No mandatory training programmes exist except for compulsory induction programme .

25% of employees that fall within identified categories have attended mandatory training programmes and have attained the requisite skills levels.

Development of draft policy that provides for the attendance of mandatory training programmes and minimum compulsory annual training days.

Engagements with Palama on the development of mandatory programmes for HR Practitioners have commenced. Curriculum on HR Learning Frameworks is currently being finalised.

% of departments using their training budget in keeping with policy.

Current expenditure on training 3.5 to 4 % of personnel budget. No policy on directing expenditure.

75% of Departments spend their training budgets on targeted skills improvement.

Develop of draft policy in line with the Capacity Development Pillar HRD Strategic Framework.

Preliminary consultations underway.

1818

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Metric Indicators Baseline Targets Projects Progress on Key Activities

Employee Health and Wellness

Integrated Health Risk Assessment

No assessment done Integrated health risk assessment tool (IHRA) developed.

IHRA (that integrates gender, disability and youth) conducted.

Together with DoE and DoH and other stakeholders, develop integrated health risk assessment tool. Establish partnerships for technical support that include COGTA and SANDF

Health and safety risks for women, youth and persons with disabilities were identified to form part of the Integrated Risk Assessment ToolSubmission was approved 18 May 2010 by DG Consultations with DOH and Education was held

Youth, Gender and Disability

Percentage of National and provincial departments with approved operational plans for mainstreaming

Percentage of Departments having strategies to implement frameworks.

Only 5% of departments have reached targets for women’s representation at SMS and 12% have reached targets for representation of persons with disabilities

Gender and disability Focal Points capacitated in gender & disability mainstreaming and sensitivity programmes.Develop and communicate strategies to meet approved targets.

Develop Guidelines for Simultaneous Mainstreaming on HIV&AIDS, Gender, Youth, and Disability. -Develop a DVD of the above.

Consulted with WC, EC, NC, NW, KZN and FS on the draft document for Youth Development in the PS.The PS Management Week circular was sent to depts and posted on the website. Review of the learning materials that were developed by PALAMA to capacitate Disability Focal Points. A partnership was developed with UNFPA for capacity building on gender.

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Output 3: Business processes, systems, decision rights and accountability management

Metric Indicators Baseline Targets Projects Progress on key activities

PERSAL functionality PERSAL clean-up N/A TBD Development and approval of a strategy and manual to guide the clean-up exercise

Commence with implementation

Persal data clean up strategy developed

Organisational Design

OD Capacity developed at Provincial and National Departments

TBD 100% Development & Implementation of the OD Training module over the 4 year period

Develop and implement OD Training module to build capacity in departments and provinces

The first project team meeting with the Director-General of Basic Education is scheduled for 02 September 2010, and the meeting with the Director-General of Higher Education and Training is scheduled for 07 September 2010.

A project plan is available and will be consulted with the national Department of Health (NDOH)

The DPSA is still awaiting a response from the national Department of Health on the MPSA’s letter of 25 June 2010, to kick-start the project.

Generic Sector structures developed and properly regulated

95% Social Dev. 45% Health structures developed

100% for all targeted sectors including Ministries and OTP's.

Development of Sector Generic Structures for Education, Health and Social Development

Assisted Mpumulanga Dept of Health in the development of their organisational structure. Currently working with national health to extend2020

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Output 3: Business processes, systems, decision rights and accountability management

Metric Indicators Baseline Targets Projects Progress on key activities

SITA effectiveness

Effective and efficient functioning of SITA

Low customer satisfaction 61%

Customer satisfaction at 80%

Finalisation of the turn around strategy and commence with implementation

New appointments to the board approved by Cabinet. Acting CEO was appointed.

Draft turnaround strategy to be finalised by the board

HR Systems IFMS:HR module implemented in DPSA and Free State Dept of Education

No dedicated HR system

HR module implemented in DPSA and Free State Dept of Education

Finalise generic template and DPSA implementation, including business blueprinting, testing, training of users, data migration for DPSA.

Commence with Free State Dept of Education implementation

Generic template and DPSA ±75% completed. Testing has commenced.

HR Connect implemented in all departments

HR Connect implemented in 73 depts

All dept linked to HR Connect and annual reports produced

HR Connect implemented in 50 additional departments

National and Provincial depts identified and currently signing MOUs with depts

2121

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Output 4: Corruption tackled effectively

Metric Indicator Baseline Target Projects Progress on Key Activities

Anti-corruption Capacity

Anti-corruption Capacity Established

Limited 80% Establishment of anti-corruption capacity to address prevention, awareness, investigation and conducting hearings

NT to lead a multi-agency initiative to tackle corruption in procurement focusing on identification and prevention and dpsa to support as part of the disciplinary processes

Development within the IFMS:HR a feature to capture financial disclosure forms and other corruption data

BUSA training programme commenced in July in Mpumalanga & Gauteng

Draft Public Sector Integrity Management Framework

Draft Public Service Pledge developed

Concept document for international anti-corruption day celebration developed for consultation with the NACF

Communications meeting planned with GCIS, SARS to develop and roll-out communication campaign

IFMS:HR module has been designed to include the capturing of financial disclosure forms and to track disciplinary cases linked to corruption.

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Output 4: Corruption tackled effectivelyMetric Indicator Baseline Target Projects Progress on Key Activities

Coordinated implementation of the Resolutions of the 3rd Anti-corruption Summit

Resolutions report

Resolutions implemented

Public sector input developed

The Input was presented at the NACF workshop held in April 2010.

Level of compliance with international and regional instruments

Finalization of the draft Phase 2 Report

Attendance and participation in the OECD Working Group meeting

Approval and publication of the Phase 2 Report

Development of the Action Plan for the Phase 2 Report

Workshops with OECD core delegation

Implementation of the Action Plan

Position paper regarding the Implementation Review Group

Attendance and participation in the Implementation Review Group

The Phase 2 Report was approved by the OECD Working Group on Bribery in International Business Transactions

The draft Action Plan is currently being developed

The first meeting of the Implementation Review Group took place in Vienna, South Africa will undergo review in the next year.

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Output 5: Labour Relations and Remuneration Management


Labour relations and remuneration management

Successful conclusion of negotiations

Collective agreements on wage increase for the public service for 2010/11 and 2011/12 to 2013/14 signed and implemented

Develop and cost employer offer; Obtain Mandate, table employers offer in PSCBC, negotiate the settlement andImplement

Salary negotiations for 2010/11 have commenced. Labour has declared a dispute and embarked on a one day national strike.

Effective and efficient bargaining structures and procedures for the Public Service

Councils have never undergone review since inception 10 years ago. Employer structures operate in ad-hoc fashion and uncoordinated which allow for vacuums in institutional memory

Review of the Collective Bargaining structures and procedures and develop a set of recommendations to take forward.

Review of bargaining structures and develop a set of recommendations

Employer strategic session to review the status quo of bargaining structures and develop new proposals took place in this quarter.

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Output 5: Labour Relations and Remuneration ManagementMetric Indicator Baseline Target Projects Progress on Key Activities

Number of OSDs fully implemented and impact of OSDs assessed

All the OSD resolutions emanating from PSCBC Resolution 1 of 2007 have been signed and in the implementation phase, except for the OSD for Medical Therapeutic Services

100% of OSDs emanating from PSCBC Resolution 1 of 2007 implemented

Finalise the implementation of all OSDs, including phase 1 and phase 2

Resolutions on all OSDs have been concluded except for the OSD for Health Therapeutic Services.Fully implemented the OSDs for Nurses, Educators and Social Workers. Work on other OSDs is progressing as planned

Report on review of housing allowance

Current allowance of R500 for levels 1-10

tbd Produce report on Review Housing Allowance to encourage home ownership in the Public Service

Analysis of commissioned research report

Analysis of housing allowance to encourage home ownership in the public service report conducted and summary and recommendations approved DG. Terms of reference for study has been developed.Service Provider appointed to conduct feasibility study.

Revised policy on the Long Service Recognition System. Revised policy on the Night Shift Allowance

Develop and cost proposals.

Consult with the relevant stakeholders including National Treasury.

The research reports on revised policy on the long service recognition system were discussed internally. National Treasury was consulted.Mandate documents were updated to reflect 2010 adjustment in night shift allowance and to recalculate cost of proposals

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Output 5: Labour Relations and Remuneration Management


Development of a seamless exit process from government departments to the GEPF

It takes between 2-4 months for exited employees to receive pension payout.

Shorten the waiting period of exit cases to at least 30 days from day of exit /death from the public service

Drafting of terms of reference and conduct survey, including collection of data from stakeholders and the GEPF

Questionnaire/Tool for survey is being developed to assess strengths and departmental challenges.An inter-departmental team comprising of GEPF and the DPSA has been established to conduct survey.

Efficient management of sick leave improved

Excessive utilisation of normal sick leave

% Improvement in the management of sick leave

Conduct departmental surveys

Specifications to extract data from PERSAL are being developed.

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Output 6: Leveraging ICT as strategic resource and enabler


Master plan for IT in Government

No master plan Shared Services Architecture and designs developed

Publish and award tender for shared services architecture.

A tender has been published & awarded for the design of a shared services architecture.

Adoption of IT Security policy to mitigate risks in Government

Draft Framework available

Proposal for Information Security Governance Framework developed

Information Security Governance Framework developed ,User and operations policies published.

The draft information security policies have been circulated to all national and provincial departments. Comments are being received from depts.

Development of Public Key Infrastructure (PKI) strategy

No PKI strategy Developed PKI strategy for public service.

Publish TOR for service provider to facilitate internal development workshop.

A tender has been awarded The workshop is scheduled to be held on 22-23 August 2010.

Report on ICT Expenditure Patterns in the Public Service

ICT expenditure review report available

-Expenditure review and cost saving initiatives identified-Standard Chart of accounts for IT expenditure in the public service developed

Identify expenditure patterns and distribute findings to all National and Provincial Departments.

Report was completed and circulated to all departments for comment . Cabinet memorandum has been drafted in order to inform cabinet that the review has been completed and to table the final report and request approval to implement the cost saving initiatives identified.

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Output 6: Leveraging ICT as strategic resource and enabler


Improvement of Frontline Service

23 Thusong centres connected

100 Thusong centres connected to Local Area Network (LAN).

50 Thusong centres connected to LAN

The LAN Cabling Tender was awarded by SITA

Green IT Policy Document

No government policy

Policy developed and implemented

Development of draft Policy for consultation and final adoption

TOR developed and Service Providers invited to provide proposals.

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Output 7: Enhancing good governance nationally and internationally


Monitoring and Evaluation across government

Level of performance in the public service

Public Management watch system does not have indicators measuring service delivery

Service delivery related indicators developed and implemented

Indicators on the public management watch (PMW) expanded

TOR for first evaluation developed. Project plans developed for implementation in 3 Premiers office.

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Monitoring and Evaluation across government

M&E Policy and Implementation Support to departments

M&E Framework

The Framework Implemented

M&E Policy Implementation Plan approved

Draft M&E implementation plan developed

Level of usage of M&E Guidelines

Draft Guidelines

M&E Guidelines implemented

Guidelines developed

Guidelines and Glossary of terms developedDraft stakeholder needs analysis plan developedDraft stakeholder Participation Guideline revised.

Level of implementation of the Capacity Development Plan

M&E Capacity Development Plan still in a draft

M&E Capacity Development Plan

M&E Capacity development Plan approved

Draft M&E Capacity Development Plan revised.23 officials from different branches were trained on the Introduction to M&E facilitated by PALAMA

Level of implementation of the Compliance module of M&E System

None Compliance module of M&E system operational

Implementation plan approved System developed

Plans approved and system developed and is at testing and population phase

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Participatory governance

Level implementation of the APRM National Programme of Action

Self-Assessment and Progress Reports available

2nd Annual Progress Report

Re-launched PGC’s in the remaining 4 provinces plus revisiting of 5 provinces for update

Re-launched PGCs in the Free State, Northern Cape, KwaZulu Natal, Western Cape and Limpopo. Reactivated PGCs Limpopo, Northern Cape and KwaZulu Natal.

International Public Administration and governance initiatives

DRC Census Project completed

Assist DRC with roll out of census project

Assistance is given on an ongoing basis through one official on a full time basis and oversight by a CD one week per month

Facilitation and coordination of the Implementation of the Continental Capacity Development Programme

Coordinate and facilitate the convening of the continental Steering Committee

Submitted report on CCDP in the fourth champions meeting held in Kenya. MPSA represented at the West Central and North Africa officials' workshop

Level of facilitation and coordination of the Implementation of AAPSIA

Coordinate and facilitate implementation of the marketing strategy

In April 2010 submitted a report on AAPSIA in the fourth champions meeting held in Nairobi, Kenya

AAPSIA Marketing in West, East and Southern Africa facilitated. APSIA Adjudication preparatory process facilitated

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