improving government’s performance by implementing measurable performance and accountable delivery...

Improving Government’s Performance by Implementing Measurable Performance and

Accountable Delivery

DPSA Medium Term Strategic Plan2010-2014

Presentation to the Portfolio Committee03 March 2010

1DEPARTMENT OF PUBLIC

SERVICE & ADMINISTRATION

Presentation Outline

1. Purpose 2. Mandate 3. Public Service Transformation since 19944. Linking Measurable Performance to Accountable

Delivery 5. Linking Government’s Outcomes-based performance 6. MPSA Response to Outcome 127. Medium Term Strategic Plan 2010-14 (booklet)8. Draft Annual Performance Plan 2010-11 (annexure)9. Medium term budget 2010-201310. Draft legislation in the MPSA programme

DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION

1. Purpose

1. Discuss the Strategic Planning Process 2010-2014 (WHAT)

• Show linkages between Public Administration Outcome 12 and Medium Term Strategic Framework (MTSF) 10 Priority Outcomes

• Identify the Ten key priorities for Public Service Delivery through A TEN STRATEGIC OBJECTIVE ACTON PLAN for PUBLIC ADMINISTRATION (2010-2014)

• Identify the Main Outputs, Measures and Deliverables through Activities for a Outcome 12: AN EFFICIENT,EFFECTIVE,AND DEVELOPMENT ORIENTED PUBLIC SERVICE

2. Present the DPSA’s Medium Term Strategic Plan for 2010-14 with a focus on the Draft Annual Performance Plan for 2010-2011 (HOW)

3. Present the Medium Term Budget 2010-13


2. Mandate • The Department of Public Service and Administration derived its

mandate from-

• The Constitution• The Public Service Act • Public Service Regulations• Government’s political mandate and priorities

• The mandate of the dpsa is to lead the modernisation of the public service by assisting government departments to implement their management policies, systems, structures and governance arrangements within a generally applicable framework of norms and standards in order to improve service delivery to the citizen.


3. Public Service Transformation since 1994

Since 1994, Public Service transformation has encompassed three distinct phases:-

• First phase – Rationalisation and Policy development

• Second Phase: ‘Modernisation’ and Implementation of Policy

• Current phase and going forward: Accelerating implementation, functionality and improving utility of services


4. LINKING MEASURABLE PERFORMANCE AND ACCOUNTABLE DELIVERY

The MTSF and other key strategy documents

are translated into 12 main OUTCOMES with indicators

The most

Valuable

OUTPUTS that

influence each

outcome are

defined and

agreed upon.

Measures and

targets are set

for these

outcomes

A list of key ACTIVITIES with required resources needed to achieve each output and target is created

Essential inputs that form part of the delivery chain for the outputs are defined

Sector delivery forum created consisting of institutions or agencies that play a role in delivering a specific outcome

A Delivery forum negotiates terms of delivery, funding responsibility and may create a dedicated Delivery Unit

Performance agreement between Ministers and the President

Sector delivery agreements created by the delivery forum

Outcomes InputsMeasuresSector

Delivery Forum

Delivery and performance Agreements

Measurable Outputs Accountability Delivery


5. LINKING GOVERNMENT’S OUTCOMES-BASED PERFORMANCE

Five Priorities 10 MTSF Outputs 12 Key Outcomes

1. Creation of decent work and sustainable livelihoods

1. Speed up economic growth and transform the economy to create decent work and sustainable livelihoods

4: Decent employment through inclusive economic growth

2. Education 4. Strengthen the skills and human resource base

1: Quality basic education

5: Skilled and capable workforce to support an inclusive growth plan

3. Health 5. Improve the health profile of society

2: A long and healthy life for all South Africans



Five Priorities 10 MTSF 12 Key Outcomes

4. Rural development, including land reform, and food production and security.

3. A comprehensive rural development strategy linked to land and agrarian reform and food security

7: Vibrant, equitable, sustainable rural communities contributing towards food security for all

5. The fight against crime and corruption

6. Intensify the fight against crime and corruption

3: All people in SA are and feel safe

2. Massive programmes to build economic and social infrastructure

6: An efficient, competitive and responsive economic infrastructure network

8: Sustainable human settlements and improved quality of household life



FIVE PRIORITIES

10 MTSF Priorities 12 Key Outcomes

7. Build cohesive, caring and sustainable communities

9. Responsive, accountable, effective and efficient Local Government System

8. Pursue regional development, African advancement and enhanced international cooperation

11: Create a better SA, a better Africa and a better World

9. Sustainable resource management and use

10. Build a developmental state, including improving of public services and strengthening democratic institutions

10: Protect and enhance our environmental assets and natural resources

12: An efficient, effective and development oriented public service and an empowered fair and inclusive citizenship


6. MPSA Response to Outcome 12

Outcome 12: Public Administration Focus

An efficient, effective and development oriented

public service


6. MPSA’s Response to Outcome 12:10 Public Service Strategic Priorities linked to Performance Outcomes

1. Service Delivery Mechanisms that ensure quality and access

2. Effective Systems, structures and processes

3. Leveraging ICT to improve service delivery

4. Effective entry into the public service and HRD

5. Efficient HRM Practices, norms and standards including sound labour relation practices

6. Healthy , safe working environments for all public servants

7. Appropriate Delegations and decision-making Governance structures

8. Adequate levels of Citizen and Stakeholder engagement and Public Participation

9. Corruption tackled effectively

10. Collaborative Regional development programmes in SADC, involvement in Africa post conflict advancement and international co-operation in Public Administration programmes


6. MPSA Response to Outcome 12: Responding to 2010 SONA FOCUS

1. Performance- oriented state by improving planning as well as M&E- Government must work faster, harder and smarter

2. Faster action and improved state performance by the Public Service- excellence and hard work- dedicated, capable employees who care for citizens

3. Development and implementation of a public service development programme which will set norms and standards for public servants in all 3 spheres of government

4. Eradicate corruption and fraud in procurement and tender processes5. Mainstream Youth Development programmes targeting unemployed

youth – ensuring a skilled and capable workforce to support growth and job creation.

6. Integrate gender equity measures- ensuring women, children and persons with disabilities can assess developmental opportunities.

7. Skills development – increase the number of learnerships in public sector

8. Improve working conditions of health care workers9. Improve functionality of hospitals10. Reduce HIV infections- prevention programmes11. Local government must work12. Contribution to Rural development programmes


MEDIUM TERM STRATEGIC PLAN 2010-2014

(3 Year Plan)


7. Ten Strategic Priorities

10 Strategic PRIORITIES for the MPSA

10 Strategic OBJECTIVES for the DPSA Strategic Priority 1: Service

Delivery Quality and Access SO 1: To ensure improved service Delivery Quality and Access

Strategic Priority 2: Effective Systems, structures and

processes SO 2: To develop effective systems, structures and processes

Strategic Priority 3: Leverage ICT as a strategic resource (enabler)

SO 3: To leverage ICT as a strategic resource (enabler)


7. Ten Strategic PrioritiesStrategic Priority 4:

Effective employee entry into public service and cadre

development

SO 4:

To ensure effective employment entry into public service and

HRD/cadre development

Strategic Priority 5:Efficient HRM Practices, norms and standards

SO 5: To develop efficient HRM, practices, norms and standards

Strategic Priority 6:

Healthy , safe working environments for all public

servants

SO 6: To promote healthy, safe working environments for all

public servants

Strategic Priority 7: Appropriate governance structures and decision-making

SO 7: To ensure appropriate governance structures and decision-making


7. Ten Strategic Priorities

Strategic Priority 8:

Citizen engagement and

Public Participation

SO 8: To encourage citizen engagement and Public Participation

Strategic Priority 9:Corruption tackled effectively

SO 9: To tackle corruption effectively

Strategic Priority 10:Contribution towards improved public service and administration in Africa and the international arena

SO 10: To contribute towards improved public service

and administration in Africa and international arena


7. OUTPUTS AND ACTIVITIES

Education

• Work collaboratively with the Department of Basic Education to revise the disciplinary code for educators

• Align the Performance Management Development System for educators with the Public Service PMD Strategic Framework

• Roll-out Batho Pele training for all school principals• Conduct an Personnel Expenditure Review II to focus on educator

conditions of services• Design a blueprint for organizational structures within the education

sector

Health

• Improve working environments in hospitals through the application of Safety Health Environment Risk and Quality (SHERQ) policy aligning it the Hospital Revitalisation Plan

• Design a blueprint for organizational structures within the health sector• Work collaboratively with Department of Health to revise the disciplinary

code for healthcare workers.• Implementation of the EH&W HIV/AIDS and TB Management Policy in all

departmentsDEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION


Combating Crime

Connectivity to Thusong services centres fast-tracked for effective integrated systems to access the justice system

Implementation of Electronic Management Information and tracking System for Corruption

Introduce anti-corruption and anti-fraud system CMIS Work collaboratively with OECD structures and processes o reduce

corruption A Corruption measure developed to assess government departments

implementation of PS policiesDecent Employment

Increase the number of Learnerships, internships, traineeships and bursaries

Institutionalise Career open days with higher educational institutions Working collaboratively with all SETAs operating in government space. Introduce policy for the creation of job opportunities for a certain % of

young graduates annually Implement the youth development programme within the Public Service



Skilled and Capable Workforce

A Personnel Expenditure Review III (2006-2011) undertaken and a new remuneration policy developed (2011 – 2015) focusing on attracting social service professionals

Complete the development and roll-out of the HR national skills database /HR CONNECT

Upload SAQA PS learner records, relevant PALAMA learner records and other PS training Institutions’ learner records to HR CONNECT system

Public Sector Skills requirements over short, medium, and long term report provided per occupation, qualification level and economic sectors within the PS

Environmental Assets and Resources Protection• Design handbooks and guidelines on implementing the Policy on SHERQ

within the Public Service with respect to environmental quality management

• Design a green policy for the acquisition and disposal of IT equipment in government



Local Government Learnerships and internships for youth development in collaboration

with Human Settlement, Agriculture and COGTA Harmonise training and development within the Public Sector Batho Pele training roll-out to all municipalities

Human Settlement Development and consolidation of Geographic information systems to

improve the planning and decision making for provisioning of government services to rural areas.

Creating a better SA, a better Africa and World Develop a strategy for ensuring quality outputs in multilateral

agreements


ANNUAL PERFORMANCE PLAN 2010-2011(ONE YEAR PLAN)


Priority 1: Service delivery quality and access

22

Output Measure Indicator Activities

Service Delivery Quality and Access

Customer SatisfactionService user satisfaction

Public satisfaction surveys

Enforce the requirements for Service Delivery improvement plans (SDIP’s)Conduct user satisfaction surveys of government servicesStrengthen participatory mechanisms Forge social compact with labour to improve service delivery – Public Sector SummitTogether with relevant institutions develop standards for waiting time for pensions; hospital queues; vehicle licencing centresTogether with relevant institutions develop standards for turnaround time for ID and driver’s licenceImplement e-government strategiesSPS consultation


Priority 1: Service delivery quality and access

23


Service Delivery Quality and Access

Customer-facing lead indicators

Unit cost per service

Turnaround time and responsivenessfor service delivery

Value for money

Determine Lead indicators for public service delivery

Determine benchmark for costs for public services


Priority 2 : Effective Systems, structures

and processes

24


Effective Systems, structures and processes

PERSAL functionality

PERSALInformation

Quality

•Centralised Expert/Specialist PERSAL

•Training for ALL line departments in collaboration and issuing of certificates of competence to HR end users

•Direct departments to improve quality of PERSAL information and monitor progress of the data clean-up process

•Streamline reporting requirements (issue one-time reporting requirements)


Priority 3 : Leverage ICT as a strategic

resource (enabler)

25


Leverage ICT as a strategic resource (enabler)

SITAEffectiveness

HR Connect

e-government policies and frameworks developed

System developed and rolled-out to all departments

Oversee the turnaround strategy for SITAWork collaboratively with the GITOC to improve the service delivery of mandatory IT services by SITA

Implement the roll-out of skills-database to all line departments


Priority 4 : Effective employment entry into public

service and HRD

26


Effective employment entry into public service

and HRD

No of public servants trained

Training programmes linked to skills gap

•Establish comprehensive funding model for public sector training linked to skills development legislation

•Set minimum levels of training per annum for the public sector in specific competence areas

•Identify core skills and introduce mandatory development –oriented training

•Introduce a national integrated public sector training system covering the three spheres of government

•Streamline the government-wide institutional landscape for public sector training


Priority 5 : Effective HRM Practices, norms and standards

27


Effective HRM practices, norms and

standards

Performance development and Assessment

% of Public Servants receiving rewards

AG audit Reports

•Develop a revised PMDS Strategic Framework for PS for all levels which links organizational performance with individual performance

•Revamp performance management system for senior managers and levels 1-12 taking into account organisational performance management (OPM)

•Review and strengthen the performance management system for HOD’s, including linking to the outcome of performance audits by the AG

•Build the capacity of HR components

•Support departments that repeatedly obtain qualified

audits and poor



28


Effective HRM, Practices, norms and

standards

Career Pathing

Appointment period and vacancy rate

Turnover rate

Duration of time spent at a performer level

Duration of appointment process

% of staff turnover

Flexible career movement policies within the public serviceMovement linked to compulsory development path which validates competencies

•Post provisioning norms developed for all PS postsRevise public service regulations to review decentralized HR framework

Succession planning strategy developed



29


Effective HRM, Practices, norms and

standards

Disciplinary procedures

Performance Agreements

Duration for disciplinary cases reduced

% performance agreements signed on time

Revise the disciplinary code for the Public Service to improve turnaround time of cases

Strengthen labour relations to promote disciplined democratic organizations of government

Report on compliance with respect to signing of performance agreements and corrective measures taken with respect to non-compliance


Priority 6 : Healthy, safe working

environments for all public servants

30


Healthy, safe working environments for all public

servants

EHW Policies implemented

Targeted health and education sector environments

improved

•Implementation of EHW policies through guidelines, handbooks and training

•Implementation of M&E tool to measure EHW

policies


Priority 7 : Appropriate governance structures

and decision-making

31


Appropriate governance structures and decision-

making

Delegations of HR processes

Improved decision making due to appropriate

delegations

Support departments to improve their financial capability maturity

Monitor progress in signing of delegations from Ministers to DGs on HRA Monitor and report on implementation of HR and Finance delegations at service delivery points

Support departments that repeatedly obtain qualified audits.


Priority 8: Citizen engagement, Stakeholder and

Public Participation

32


Citizen engagement,Stakeholder and Public

Participation

Promoting Nation building

National value pledge

Public Service Commitment

Social Compact

•Imbizos and service delivery visits

• Public Service Charter

• Agree on service delivery standards


Priority 9 : Corruption tackled effectively

33


Corruption tackled effectively

Public perception of corruption

Corruption Perception Index value and rank

•Surveys of experience of corruption at key service points (driver’s licences, social grants, IDs, police dockets)

•Support departments to build minimum anti-corruption capacity

•Investigate allegations of corruption from National Anti-corruption Hotline

•Conduct anti-corruption risk assessments

•Scrutinise financial disclosure forms

•Conduct training and education in ethics

•Inspire the public towards intolerance for corruption



34



Public perception of corruption

Corruption Perception Index value and rank

•Surveys of experience of corruption at key service points (driver’s licences, social grants, IDs, police dockets)

•Support departments to build minimum anti-corruption capacity

•Investigate allegations of corruption from National Anti-corruption Hotline

•Conduct anti-corruption risk assessments

•Scrutinise financial disclosure forms

•Conduct training and education in ethics

•Inspire the public towards intolerance for corruption



35



Corrupt activities

No. of convictions for tendering/payroll fraud100% Financial disclosures submitted

by SMS

•Strategy to prosecute and charge PS involved in tendering and other fraudulent activities

•Financial disclosures analysed and monitored to verify honest disclosure

•Develop special anti-corruption unit


Priority 10 : Contribution to improved PS in Africa

and international arena

36


Contribution towards improved public service and administration in Africa and the international

arena

Involvement in multilateral agreements with targeted

countries

Improved relationship and engagements which enhance regional stability

•Develop a strategy for ensuring quality outputs in multilateral agreements.


Key Mechanism for Delivery

• Strong focus on the modernisation of the PS for functionality and utility

• Revise Public Service Regulations• Revise adequacy of norms and standards• Enforce compliance with regulatory frameworks• Speed up implementation of Single/Integrated

Public Service Delivery • Strengthen participatory governance measures• Strong focus on leadership and HR capacity

development, systems and processes.• Build a sound and stable labour relations

environment for effective service delivery


MEDIUM TERMBUDGET VOTE 11


Medium Term Budget Vote 11

Programme 2010/11R’000

2011/12R’000

2012/13R’000

1. Administration 138 787 140 559 147 358

2. Human Resource Management and Development in Government

48 903 39 175 41 503

3. Labour Relations and Compensation Management in Government

57 220 57 166 58 076

4. Information and Technology Management in Government

45 357 45 202 47 320

5. Service Delivery Improvement throughout Government

186 663 188 314 195 118

6. Governance for Public Service and Administration

174 554 186 729 194 732

Total expenditure estimates 651 484 657 145 684 107DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION

Allocation breakdown (2010/11) MPSA

Admin21%

HRMD7%

LRCM9%

ITM7%

SDI8%

PSETA3%

PALAMA18%

Govenance6%

PSC21%


Economic Classification

Description 2010/11 2011/12 2012/13

Compensation of employees

174 430 183 369 193 426

Goods and Services 202 483 186 660 192 698

Transfers and Subsidies 271 626 284 473 295 396

Payment for Capital assets

2 945 2 643 2 587

Total 651 484 657 145 684 107


Transfers to MPSA Departmental Agencies

Public Service Education and Training Authority

Public Administration Leadership and Management Academy

Public Service Commission

2010/11 2011/12 2012/13

19 993 20 997 22 026

2010/11 2011/12 2012/13

117 470 117 567 121 722

2010/11 2011/12 2012/13

133 766 145 512 151 232DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION

DRAFT LEGISLATION TO BE TABLED WITHIN

2010-11


44

Draft legislation on MSPA Draft legislation on MSPA ProgrammeProgramme

• Draft State Information Technology Agency Amendment Bill

• Draft Public Administration Management Bill


45

Draft SITA Amendment BillDraft SITA Amendment Bill

• Draft Bill to amend State Information Technology Agency Act, 1998

• Aim: Proposed changes will be informed by SITA turnaround strategy once approved by Cabinet

• Stated envisaged date of tabling Parliament – June 2010

• Leader of Government Business and Portfolio Committee will be informed of change to envisaged date of tablingDEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION

46

Draft Public Administration Draft Public Administration Management BillManagement Bill

• Draft Public Administration Management Bill• Aim: To provide for one legal framework

for an integrated public administration in national, provincial & local spheres of government

• Stated envisaged date of tabling in Parliament – August 2010• Already revised in view of consultation

process (see process map) – now Nov 2010; further revision may be required

• Leader of Government Business and Portfolio Committee will be informed of change to envisaged date of tablingDEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION

Concluding remarks• We have already developed a draft Annual Performance Plan

for 2010-2011 which is derived from this strategic plan

• The Department is going on an Operational Planning Session in mid-March in an effort to strengthen the Annual Performance Plan

• We are confident that the dpsa staff, both in management and in supportive roles, are equal to this task at hand and will work tirelessly with humility, passion and integrity, to deliver on government’s mandate, to bring quality services to our people, now!

• We remain committed to our Value Statement; i.e an exemplary professional, ethical, accountable andan exemplary professional, ethical, accountable andinnovative department, embodying the principles ofinnovative department, embodying the principles of

Batho Pele and committed to service excellenceBatho Pele and committed to service excellence.


CONCLUSION

2010: A Year of Action- knowing where people

live, understand their needs and respond

faster.DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION

Siyabonga


improving government’s performance by implementing measurable performance and accountable delivery...

Documents

public service delivery

public administration

measurable performance

governments performance

delivery chain

strategic objective

annexuremedium term

prioritiesthe mandate