stratplanfinal 6 june2013(cd) · dpsa strategic plan 2013/2015 8 constitutionalmandate...
TRANSCRIPT
2013/15
DPSA Strategic Plan 2013/20151
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DPSA Strategic Plan 2013/20152
Strategic�Plan�2013/2015���Department�of�Public�Service�and�Administration��Published�by�the�Department�of�Public�Service�and�Administration,�Private�Bag�X916,�Pretoria�0001��©Department�of�Public�Service�and�Administration,�2013��ISBN: 978-0-621-41668-8 �Users�may�apply�or�process�this�data,�provided�the�Department�of�Public�Service�and�Administration�(DPSA)�is�acknowledged�as�the�original�source�of�the�data,�that�it�is�specified�that�the�application�and/or�analysis�is�the�results�of�the�user’s�independent�processing�of�the�data�and�that�neither�the�basic�data�nor�any�reprocessed�version�or�application�thereof�may�be�sold�or�ordered�for�sale�in�any�form�whatsoever�without�prior�permission�from�the�Department�of�Public�Service�and�Administration.��Strategic�Plan�2013/2015�Department�of�Public�Service�and�Administration,�South�Africa,�Pretoria���This�document�is�available�on�the�DPSA’s�website:�www.dpsa.gov.za�and�the�following�libraries:��1.�National�Library�of�S.A.�Pretoria�Campus�(NLSA�Pta)�2.�National�Film,�Video�&�Sound�Archives�(NFA)�3.�Msunduzi�Municipal�Library�Services�(MLS)��4.�National�Library�of�South�Africa�–�Cape�Town�Campus�(NLSA�CT)��5.�Legal�Deposit�Library�Section,�Mangaung�Library�Services�(MLS)�6.�Legal�Deposit�Section,�Library�of�Parliament7.�The�Constitutional�Court�of�South�Africa�����
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DPSA Strategic Plan 2013/20153
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Minister Lindiwe Sisulu
DPSA Strategic Plan 2013/20154
The�key�focus�of�the�Department�of�Public�Service�and�Administration's�interventions�over�the�remaining�2�years�of�the�current�government's�term�will�therefore�include;���
1) Creating�an�enabling�environment� for�effective�public�administration�by�reviewing�existing� legislation�and� introducing�new� legislative� frameworks� for�public� service�and�administration.�A�key� focus� in� this�regard� will� be� the� phased� implementation� of� the� Single� Public� Service� which� will� also� include� the�legislative� review� of� the� draft� Public� Administration� Management� Bill.� The� revitalization� of� the�Governance� and�Administration� Inter�Ministerial� Task� Team� for� the� Single� Public� Service�will� also�be�undertaken�as�part�of�implementation.��
2) Addressing� areas� of� non�compliance� to� public� service� regulations� and� prescripts� by� conducting� a�compliance�audit�at�national�and�provincial�levels�to�provide�credible�information�on�the�status�of�the�public�service�and�administration.�An�office�of�standards,�to�be�located�within�the�DPSA,�will�monitor�compliance�and�coordinate�the�implementation�of,�the�required�interventions.��
�3) Improving� service� delivery� efficiency� by� addressing� duplications� through� the� rationalisation� of�
organisational�structures�of�departments�by�aligning�them�to�their�respect�mandates.���
4) Ensuring� improvements� in�the�management�of�discipline�through�a�new�National�Disciplinary�Unit,� to�be� located� in� the�DPSA,�which�will�monitor�all� disciplinary� cases�across�all� levels�of�Government�and�ensure�that�cases�are� investigated,�officials�are�charged�and�hearings�completed� in� the�shortest� time�possible.� The� unit�will� also� be� capacitated� to� investigate� officials� at� all� levels� of� Government� and� to�initiate�charges.��
�5) Implementing�a� rigorous� fight�against� corruption,�which� is� � key� to�achieving�a� clean�Government,�by�
introducing�systematic�and�practical�interventions�to�prevent,�detect�and��combat�corruption�as�well�as��promote��ethical�behavior�amongst��public�servants.�These�interventions�will�include�the�establishment�of� Anti�Corruption� Unit� located� in� the� Department� of� Public� Service� and� Administration� with� the�requisite� capacity� to� proactively� investigate� corruption� related� cases� in� all� three� spheres� of�Government.�We�will�also�institutionalise�an�electronic�private�interest�disclosure�system�(e�disclosure)�for�all�public�servants.�In�this�regard,�we�will�prioritize�all�senior�managers,�middle�managers�and�those�involved�in�tenders�and�financial�management.�This�will�ensure�effective�and�proactive�management�of�possible�financial�conflict�of�interest�among�those�who�manage�tenders�and�private�companies.��
Realising� all� these� intentions� requires� a�well� capacitated,� capable� and� committed� public� service.�Measures� to�professionalise�the�public�service�and�build�the�morale�of�all�public�servants�will�be� introduced.�These� include;�compulsory�training�programmes,�the�review�and�enhancement�of�appointment�procedures�for�senior�managers�and� programmes� that� promote� and� support� the� health,� wellness� and� positive� morale� of� public� servants.� A�Presidential�Remuneration�Commission�will�also�be�established�to�investigate�the�remuneration�and�conditions�of�service�of�public�servants.�The�remuneration�of�teachers�will�be�treated�as�a�first�priority.���A� Public� Service� Charter,� the� basis� of� a� social� contract� between� all� South� Africans,� Government� and� public�servants,� will� also� be� entered� into� to� move� the� Public� Service� to� higher� productivity� in� order� to� meet� the�expectations� of� our� people.� This� charter� will� introduce� new� ways� of� doing� things� in� the� Public� Service� by;�determining� � � standards� for� the�delivery�of� all� government� services,� specifying� accountability�measures� for� all�stakeholders� and� defining� clear� indicators� by� which� to� monitor� the� performance� of� the� public� service.���Meaningful�platforms,�that�enable�citizens�to�influence�government’s�policies�with�regard�to�how�public�services�are� delivered� to� them,� will� also� be� established.� A� government�wide� coordinated� complaints� and� suggestions�management�system�to�evaluate�and�improve�service�delivery�will�also�be�established.��The� above� interventions� are� a� concrete� expression� of� our� commitment� to� establish� a� public� service� that� is�accountable�to�the�people�of�South�Africa�and�committed�to�high�productivity�and�fast�tracked�delivery.��
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LN�Sisulu,�MP�Minister�for�the�Public�Service�and�Administration��
DPSA Strategic Plan 2013/20155
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Mr Mashwahle Diphofa
DPSA Strategic Plan 2013/20156
DPSA Strategic Plan 2013/20157
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STRATEGIC�OVERVIEW��
VISION��
A�professional,�productive�and�responsive�public�service�and�administration�
�
MISSION��
1) Establish�norms�and�standards�to�ensure�that�the�state�machinery��functions�optimally�and�that�such�norms�and�standards�are�adhered�to.�
2) Implement��interventions�to�maintain�a�compliant�and�functioning�Public�Service.�
3) Promote�an�ethical�public�service�through��programmes,� �systems,�frameworks�and�structures�that�detect,�prevent�and�combat�corruption.��
4) Contribute� towards� � improved� public� administration� in� Africa� and� internationally� through� dialogue� and�sharing�of�best�practices.��
�
VALUE�STATEMENT�
We�Belong,�We�Care,�We�Serve�
�
LEGISLATIVE�MANDATE��
The�Department�of�Public�Service�and�Administration�draws�its�mandate�from�Section�195(1)�of�the�Constitution�which�sets�out�basic�values�and�principles� that� the�public� service�should�adhere� to,�and� the�Public�Service�Act�(PSA)�of�1994,�as�amended.��
In� terms� of� the� Public� Service� Act� (PSA)� of� 1994,� as� amended,� the� Minister� for� the� Public� Service� and�Administration�is�responsible�for�establishing�norms�and�standards�relating�to;��
1) The�functions�of�the�public�service;�2) Organisational�structures�and�establishments�of�departments�and�other�organisational�and�governance�
arrangements�in�the�public�service;�3) Labour�relations,�conditions�of�service�and�other�employment�practices�for�employees;�4) The�Health�and�wellness�of�employees;�Information�management�;�5) Electronic�government�in�the�public�service;�6) Integrity,�ethics,�conduct�and�anti�corruption;�and�7) Transformation,�reform,� innovation�and�any�other�matter�to� improve�the�effectiveness�and�efficiency�
of�the�public�service�and�its�service�delivery�to�the�public.���According�to�Section�41�of�the�Public�Service�Act,�the�Minister�may,�subject�to�the�Labour�Relations�Act�and�any�collective� agreement,� make� determinations� regarding� the� conditions� of� service� of� employees� generally� or�categories� of� employees,� including� determinations� regarding� salary� scales� and� allowances� for� particular�categories�of�employees.���
All�collective�agreements�concluded�at�the�Public�Service�Coordinating�Bargaining�Council�(PSCBC)��are�deemed�to�be�determinations�made�by� the�Minister� in� terms�of� Section�3(5)�of� the�Public� Service�Act�and� the�Minister� is�empowered�further�to�issue�directives�to�elucidate�or�supplement�such�determinations.��
DPSA Strategic Plan 2013/20158
����CONSTITUTIONAL�MANDATE���According�to�Chapter�10�(s�195[1])�of�the�Constitution�of�the�Republic,�Public�Administration�must�be�governed�by�the�democratic�values�and�principles�enshrined�in�the�constitution,�including�the�following�principles:�
1) A�high�standard�of�professional�ethics�must�be�promoted�and�maintained;�2) Efficient,�economic�and�effective�use�of�resources�must�be�promoted;�3) Public�administration�must�be�development�–oriented;�4) Services�must�be�provided�impartially,�fairly,�equitably�and�without�bias;�5) People’s�needs�must�be�responded�to�,�and�the�public�must�be�encouraged�to�participate�in�policy�
making;�6) Public�administration�must�be�accountable;�7) Transparency� must� be� fostered� by� providing� the� public� with� timely,� accessible� and� accurate�
information;�8) Good� human�resources� management� and� career�development� practices,� to� examine� human�
potential,�must�be�cultivated;�and�9) Public� administration� must� be� broadly� representative� of� the� South� African� people,� with�
employment�and�personnel�management�practices�based�on�ability,�objectivity,�fairness,�and�the�need�to�redress�the�imbalances�of�the�past�to�achieve�broad�representation.��
�The�‘essence’�of�these�principles�was�endorsed�through�the�adoption�of�what�has�become�known�as�the�Batho�Pele�principles.�
�
RELEVANT�COURT�RULINGS��
�
1.� MJ�Ngwenya�v�MPSA�&�MIRCO� Extends�the�definition�of�“dependent”�as�contained�in�a�collective�agreement.�This�will�have�huge�financial�implications�on�the�public�service�and�it�allows�courts�to�amend�collective�agreements�which�are�a�subject�of�collective�bargaining.�
2.� Arbitration�Award:�PSA�obo�522�members�� Award�granted�in�favour�of the�PSA�on�4�August�2011�has�implications�for�the�interpretation�and�application�of�Clause�11.2�of�GPSSBC�Resolution�2�of�2009�dealing�with�the�Correctional�Services�OSD.��
3.� Popcru/The�MPSA� and� Another:� Case� No.�JR10067/2010�A��
Has�impact�on�the�MPSA’s�powers�to�issue�directives�in�respect�of�correctional�services�in�terms�of�section�5(6)(b)�read�together�with�section�2(2).�
4.� Mahaye/DPSA� Arbitration�award�In�favour�of�employee.�The�department�failed�to�adhere�to�timelines� prescribed� in� PILIR� and� the� Arbitrator� ruled� that� the� application� is�deemed�to�be�approved.��The�matter�was�taken�on�review�by�the�department�and�DPSA�intervening�as�an�interested�party�as�the�implications�of�this�award�have�considerable�financial�implications�on�the�public�service�in�the�event�that�departments�are�compelled�to�approve�applications�not�dealt�with�timeously.�
�
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DPSA Strategic Plan 2013/20159
PLANNED�POLICY�INITIATIVES��
New�policies�to�be�developed���
Existing�policies�to�be�reviewed��
1) Legislation�to�support�the�Single�Public�Service�2) Policy�on�Reasonable�Accommodation�and�
Assistive�Devices�in�the�Public�Service�3) Policy�on�the�Determination�on�utilisation�of�
training�budgets��4) Policy�on�compulsory�capacity�development�and�
mandatory�training�for�senior�management�services�
5) e�Government�policy�6) IT�Security�policy�
�
1) Recruitment�and�retention�policy�2) Discipline�Management�Policy��3) Policy�on�Incapacity�due�to�poor�
performance�4) HIV&AIDS�and�TB�Management�Policy�for�the�
Public�Service�5) Danger�Allowance�Policy�
��
�
DESCRIPTION�OF�THE�STRATEGIC�PLANNING�PROCESS�
In�the�development�of�this�Strategic�Plan;�sessions�were�held�between�Minister�LN�Sisulu,�MP,�the�Director��General,�Mr.�Mashwahle�Diphofa�and�the�Deputy�Directors�General�of�the�Department�of�Public�Service�and�Administration.�These�sessions�conducted�a�review�of�the�2012�2015�Strategic�Plan�and�identified�additional�strategic�priorities�to�be�addressed�in�the�2013�2015�period.��
This�Strategic�Plan�is�therefore�informed�by�the�following;�
1) The� priorities� of� the�Ministry� for� the� Public� Service� and� Administration� � for� the� 2013�2015� financial�years.�
2) The�2013�State�of�the�Nation�Address�(SONA)�
3) The�priorities�in�the�Delivery�Agreement�for�Outcome�12.��
4) Cabinet�decisions.��
5) The�DPSA's�contribution�towards�addressing�the�priorities�as�identified�in�the�National�Development�Plan�in�particular�Chapter�13�(Building�a�Capable�and�Developmental�State),�Chapter�14�(Fighting�Corruption)�and�Chapter�15�(Nation�Building�and�Social��Cohesion).�
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DPSA Strategic Plan 2013/201510
SITUATIONAL�ANALYSIS��PERFOMANCE�ENVIRONMENT��
The� introduction� of� an� outcomes� based� approach� in� government� has� heralded� a� new� era� for� public�administration�in�the�country.�Within�this�context,�government�departments�are�required�to�pitch�their�policies,�programmes�and�accompanying�activities�in�such�a�manner�that�they�can�impact�meaningfully�on�the�lives�of�the�people.���As�a�department�that�is�strategically�located�to�not�only�create�an�enabling�policy�environment�for�the�rest�of�the�public� service,� but� to� also� support� the� effective� implementation� of� such� policies,� the� Department� of� Public�Service�and�Administration�is�understandably��expected�to�assume�its�rightful�place�as�the�lead�institution�in�the�transformation� of� public� service� delivery.� Accordingly,� the� Department� has� been� assigned� the� lead� role� in�coordinating�Outcome�12,�which� focuses�on�building� “An�efficient,� effective� and�development�oriented�public�service� and� an� empowered,� fair� and� inclusive� citizenship”.� In� this� capacity,� the� Department� is� required� to�facilitate� and� support� efforts� that� seek� to,� among� others,� improve� service� delivery� quality� and� access,� human�resource� management� and� development,� business� processes,� systems� and� accountability� management,� anti�corruption�and�integrity,�and�effective�public�participation.��Increasingly,�the�Department�is�also�expected�to�be�hands�on�in�practical�interventions�that�seek�to�support�the�turn�around�of�selected�departments.�While� this� role�provides�DPSA�with�an� invaluable�opportunity� to�directly�impact�on�the�effective�functioning�of�these�departments,�it�tends�to�be�resource�intensive.��The�nature�and�extent�of�the�role�of�the�Department�at�a�continental��and�international�level��also�continues��to�expand,� as� evidenced� by� �work� on� � the� � African� Peer� Review�Mechanism,� Continental�Governance� and� Public�Administration,� the� Open� Government� Partnership� and� in� the� Post�Conflict� Reconstruction� and� Development�interventions�in�selected�countries�in�the�Continent.���The�work�done�by�all�the�entities�under�the�Ministry�for�Public�Service�and�Administration�is�critical�to�achieving�the�desired�public�service�and,�therefore,�the�alignment�and�coordination�of��interventions�between�the�entities�is� critical.� To� this� end� the� DPSA� � will� support� � PALAMA� in� the� process� of� establishing� itself� into� a� � school� of�governance� by� identifying� and� providing� input� and� support� with� regards� to� the� � policy� and� organisational�structure�implications�and�requirements.�The�department�will�also�work�with�the�Public�Service�Commission(PSC)��(PSETA)� ,� PALAMA,� PSETA� (PSETA)� and� the� Department� of� Higher� Education� and� Training� (DHET)� in� the�implementation�of�the�Integrated�Public�Service�Human�Resource�Development�Plan�which�will�also�include�the�development�and�coordination�of�training�initiatives�and�programmes�for�public�servants.�
To� support� the� instututionalisation� of� innovation,� development� of� appropriate� service� delivery� models� and�knowledge�management� as�mechanisms� for� service� delivery� improvement;� the�DPSA�will�work� collaboratively�with�the�Centre�for�Public�Service�Innovation�(CPSI)�to�create�the�enabling�policy�environment.���The�department�will�also�continue�to�provide�oversight�over�SITA's��and�support�the�processes�aimed�at�improving�its�performance�such�as�the�addressing�of�challenges�related�to�the�provision�of�services�to��client�departments�,�the�review�of�the�Shareholder�compact�as�well�as�the�review�of�the�SITA�legislation.�
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DPSA Strategic Plan 2013/201511
ORGANISATIONALENVIRONMENT��
The� DPSA� has� organised� itself� along� five� line� functions,� namely,� Human� Resource� Management� and�Development,� Labour� Relations� and� Remuneration� Management,� Public� Sector� ICT� Management,� Service�Delivery� and� Organisational� Transformation,� and� Governance� and� International� Relations.� All� of� these� are�supported�by�a�central�programme�called�Administration�whose�role� is�primarily�to�provide�a�strong�Corporate�Services�backbone�for�the�Department�as�a�whole.��
A�critical�priority�over�the�current�medium�term�expenditure�period�is�to�review�the�Department’s�organisational�establishment� to� ensure� that� the� department� is� correctly� configured� and� positioned� to� meet� the� growing�demands�to�provide�strategic� leadership,�advice�and� implementation�support� to�government�departments�and�provinces�in�the�pursuit�of�a�public�service�that�is�well�capacitated�to�discharge�the�mammoth�task�of�delivering�public�services�in�a�timely,�speedy�and�efficient�way�to�the�citizens�of�South�Africa.��
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DPSA Strategic Plan 2013/201512
STRATEGIC�OUTCOME�ORIENTED�GOALS���Strategic�Outcome�Oriented�Goal�1:�An�efficient�and�effective�Public�Service�and�Administration��Areas�of�duplication,� �weaknesses�and�wastage�within� the�public� service�and�administration�are� identified�and�appropriate�interventions�to�address�these�are�implemented�which�will�include:�ensuring�that�the�organizational�structures�of�departments�are�rationalised�and�aligned�to�their�mandates,�improving�the�effective�management�of�discipline�and��improving�the��implementation�of�resolutions�signed�with�labour�through�the�PSCBC�collective�agreements.��Interventions� that� promote� and� support� the� health,� wellness� and� positive� morale� of� public� servants� are�implemented� and�meaningful� platforms� are� created� and� institutionalized� to� enable� citizens� to� partake� in� and�influence�government’s�policies�with�regard�to�how�public�services�are�delivered�to�them.��Strategic�Outcome�Oriented�Goal�2:��A�Capable,�Equitable�and�Professional�Public�Service�and�Administration��Measures� to�professionalise� the�public� service� are� introduced�which�will� include,� amongst� others,� compulsory�training�progammes�and�the�review�and�enhancement��appointment�procedures�for�senior�managers.��
�Strategic�Outcome�Oriented�Goal�3:�Appropriate�legislative�frameworks�for�Public�Service�and�Administration��An�enabling�environment�for�effective�public�administration�is�strengthened�by�reviewing�existing�legislation�and�introducing�new�legislative�frameworks�for�public�service�and�administration.�
Strategic�Outcome�Oriented�Goal�4:���An�ethical�and�clean�Public�Service�and�Administration��A� corruption�free� public� administration� is� promoted� through� the� implementation� of� practical� interventions� to�prevent,� detect� and� � combat� corruption� and� � promote� the� ethical� behavior� of� public� servants� is� � re�enforced���through�improving��compliance�to�public�administration�prescripts�and�regulations.�����Strategic�Outcome�Oriented�Goal�5:�Improved�public�administration�in�Africa�and�internationally��The�department�contributes�towards�improved�public�service�and�administration�in�Africa�and�internationally�through�entering�into�mutually�beneficial�partnerships,�dialogue�and�domestication�of�best�practices.
DPSA Strategic Plan 2013/201513
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DPSA Strategic Plan 2013/201514
PROGRAMME�OVERVIEW�The�department�is�structured�into�6�programmes�as�follows;�
PROGRAMME�1:�ADMINISTRATION���This�programme�provides�policy,�strategic�leadership�and�overall�management�of�the�department.�
PROGRAMME�2:�HUMAN�RESOURCE�MANAGEMENT�AND�DEVELOPMENT���This�programme�develops�implements�and�monitors�human�resource�management�policies.��
PROGRAMME�3:�LABOUR�RELATIONS�AND�REMUNERATION�MANAGEMENT���This� programme� develops� implements� and�maintains� labour� relations� and� compensation� policies� and� ensures�coordinated�engagement�with�organised�labour.�
PROGRAMME�4:�PUBLIC�SECTOR�INFORMATION�AND�COMMUNICATION�TECHNOLOGY�MANAGEMENT���This�programme�develops�implements�and�monitors�information�communication technology�policies�and�norms�and�standards�that�enable�citizen�centered�services.�
PROGRAMME�5:�SERVICE�DELIVERY�AND�ORGANISATIONAL�TRANSFORMATION���This� programme�promotes� the� implementation� of� effective� service� delivery� and� organisational� transformation�practices�and�engages�in�interventions�and�partnerships�to�promote�efficient�and�effective�service�delivery.��PROGRAMME�6:�GOVERNANCE�AND�INTERNATIONAL�RELATIONS���This� programme� aims� to� improve� participatory� governance,� strengthen� the� fight� against� corruption� and�engagement�with�international�partners�in�the�field�of�public�administration.��
DPSA Strategic Plan 2013/201515
15
RESOURCE�PLAN:�DEPARTMENT�OF�PUBLIC�SERVICE�AND�ADMINISTRATION��
�
�R�Thousand�
2012/13� 2013/14� 2014/15� 2015/16�
Adjusted�Appropriation� Medium�term�estimates�
Programmes� � �
Administration� 181,076� 187,229� 198,502� 206,211� 224,868�
Human�Resource�Management�and�Development��
37,165� 38,727� 40,349� 42,261� 43,626�
Labour�Relations�and�Remuneration�Management���
22,528� 28,139� 29,674� 31,047� 27,575�
Public�Sector�Information�and�Communication�Technology�Management�
43,916� 29,387� 39,360� 43,876� 43,492�
Service�Delivery�and�Organisational�Transformation��
214,367� 216,780� 236,066� 247,701� 256,132�
Governance�and�International�Relations�
232,435� 226,590� 272,330� 288,378� 283,961�
Total� 731,487� 726,852� 816,371� 859,474� 879,654�
�� � �
Economic�classification�
� � �
Current�payments� 420,143� 410,647� 456,028� 479,894� 501,627�
Compensation�of�employees� 234,056� 226,696� 259,267� 275,762� 296,425�
Salaries�and�wages� 210,911 203,551 228,298 242,538� 260,776
Social�contributions� 23,145� 23,145� 30,969� 33,224� 35,649�
Goods�and�services� 185,757 183,621 196,367 203,767� 204,846
Administrative�fees� 1,193� 1,193� 2,281� 2,303� 2,058�
Advertising� 4,093 10,440 6,795 7,960� 6,305
Assets�less�than�the�capitalisation�threshold�
2,164� 2,864� 578� 1,848� 600�
Audit�cost:�External� 4,329 4,653 4,169 4,253� 4,338
Bursaries:�Employees� 525� 525� 700� 650� 650�
Catering:�Departmental�activities� 2,626� 2,626� 2,014� 2,029� 2,388�
Communication� 5,301 5,301 4,637 4,673� 4,794
Computer�services� 37,980� 24,880� 32,879� 37,129� 38,462�
Consultants�and�professional�services:�Business�and�advisory�services�
17,119� 20,201� 18,292� 18,303� 10,421�
Consultants�and�professional�services:�Legal�costs�
2,365� 1,765� 250� 255� 260�
Contractors� 2,964 3,448 5,386 4,155� 3,950
Agency�and�support�/�outsourced�services�
2,311� 2,611� 500� 600� 700�
DPSA Strategic Plan 2013/201516
�R�Thousand�
2012/13� 2013/14� 2014/15� 2015/16�
Adjusted�Appropriation Medium�term�estimates�
Entertainment� 276 276 129 135� 140
Fleet�services�(including�government�motor�transport)��Housing�
1,010����
1,010����
267��
39�
272��
69�
262��
49�
Inventory:�Food�and�food�supplies��Inventory:Fuel,oil�and�gas�
175���
175���
254�
18�
232��
10�
259�
10�
Inventory:�Learner�and�teacher�support�material�
341� 341� 450� 450� 460�
Inventory:�Materials�and�supplies� 96 96 104 104� 104
Inventory:�Medical�supplies� 26� 26� 2� 102� 2�
Inventory:�Other�consumables� 388� 388� 1,581� 879� 1,501�
Inventory:�Stationery�and�printing� 5,922 5,909 4,319 4,447� 4,569
Lease�payments� 29,236� 29,536� 38,678� 42,119� 55,069�
Property�payments� 4,944� 4,484� 5,157� 5,605� 5,977�
Transport�provided:�Departmental�activity�
10� 10� 341� 441� 541�
Travel�and�subsistence� 39,163� 37,243� 46,247� 44,642� 42,174�
Training�and�development� 4,936� 4,936� 4,029� 4,362� 4,117�
Operating�expenditure� 4,872� 5,344� 6,628� 5,968� 5,326�
Venues�and�facilities��Rental�and�Hiring�
11,392���
13,340���
9,665�
8�
9,763��
9�
9,349�
11�
Interest�and�rent�on�land�� 330 330 364 365� 356
Interest�(Incl.�interest�on�finance�leases)�
330� 330� 364� 365� 356�
Transfers�and�subsidies� 304,642� 309,503� 357,306� 376,587� 375,438�
Provinces�and�municipalities � � � �� �
Municipalities� � � � �� �
Municipal�bank�accounts� �� �� �� �� ��
Departmental�agencies�and�accounts� 304,044 308,503 356,475 375,750� 374,533
Departmental�agencies�(non�business�entities)�
304,044� 308,503� 356,475� 375,750� 374,533�
Foreign�governments�and�international�organisations�
598� 598� 831� 837� 905�
Households� � � � �� �
Other�transfers�to�households� �� 689� �� �� ��
Payments�for�capital�assets 6,702 6,702 3,037 2,993� 2,589
Building�and�other�fix�structure�� �� �� 397� 86� 57�
Building� �� �� 6� 4� 4�
Other�fix�structure� � � 391 82� 53
DPSA Strategic Plan 2013/201517
�R�Thousand�
2012/13� 2013/14� 2014/15� 2015/16�
Adjusted�Appropriation Medium�term�estimates�
Machinery�and�equipment 6,457 6,457 2,640 2,907� 2,532
Transport�equipment� �� �� 459� 162� 173�
Other�machinery�and�equipment� 6,457� 6,457� 2,181� 2,745� 2,359�
Software�and�other�intangible�assets� 245� 245� �� �� ��
Total� 731,487 726,852 816,371 859,474� 879,654
�
EXPENDITURE�TRENDS�
The� major� spending� focus� over� the� medium� term� will� be� strengthening� organisational� structures� and� business�processes� of� departments,� maintaining� good� labour� relations,� improve� condition� of� services� of� public� servants,�improve�citizen�satisfaction�levels�on�service�delivery�of�the�public�service�and�improve�citizen�engagement�and�public�participation� on� development� of� public� service� policies,� � improve� the� health,� wellness� and�morale� of� employees,�implementation� of� several� information� communication� technology� (ICT)� policies� and� frameworks� to� improve�information� communication� technology�management� and�electronic� government,� improve� the�efficiency�of� human�recourse�management�in�the�public�service��and�to�intensify�the�fight�against�corruption.����Significant� spending� is�evident�between�2009/10�and�2011/12� in� the�administration�programme,�which�grew�at�an�annual� average�of�14.3�per� cent,�due� to�appointment�of�Deputy�Minister�and�devolution�of� accommodation� funds�from�Department�of�Public�Works.�Over�the�medium�term�period,�the�largest�driver�of�spending�is�in�the�Public�Sector�Information�and�Communication�Technology�Management�programme,�which�grows�by�an�annual�average�of�14�per�cent.� This� is� due� to� the� costs� related� to� the� Information� Communication� Technology� connectivity� of� the� Thusong�Service�Centres�and�payments�on�the�Gateway�call�centre.����Over�the�medium�term,�expenditure�is�expected�to�grow�from�R726.8�million�in�2012/13�to�R879.7�million�in�2015/16,�at� an� average� annual� rate� of� 7�per�cent.� � Cabinet� approved� additional� allocation� of� R3.6�million� in� 2013/14,�R4.6�million�in�2014/15�and�R8.8�million�in�2015/16�for�improved�conditions�of�services�over�the�medium�term�for�the�vote.� The� additional� allocation� also� includes� funding� provided� to� the� Public� Service� Commission� (PSC)� for� capacity�building� to� strengthen� its� mandate� to� fight� corruption� in� the� public� service.� Cabinet� approved� a� baseline� cut� of�R4.4�million�in�2013/14,�R12.7�million�in�2014/15�and�R21.2�million�in�2015/16.�The�baseline�reduction�was�applied�to�all�programmes�on�mainly�items�such�as�travelling�and�subsistence,�venues�and�facilities�as�well�as�catering.��Between�2009/10�and�2011/12�the�department�approved�establishment�included�507�posts,� �the�majority�of�which�are� on� salary� level� 2�10,� the� number� of� posts� is� expected� to� be� constant� over� the� medium� term.� Spending� on�consultants� decreased� from� R26.6�million� in� 2009/10� to� R20.2�million� in� 2012/13,� at� an� average� annual� rate� of�8.8�per�cent,� due� to� the�HR�Connect� project� coming� to� an� end� in� 2011/12,� and� is� expected� to�decrease� further� to�R10.4�million�over�the�medium�term,�at�an�average�annual�rate�of�19.8�per�cent.�Consultants�provide�technical�skills�in�projects�such�as�the�personnel�expenditure�review,�change�management,�performance�auditing�and�development�of�a�revised�housing�scheme�policy�for�the�public�service.�
�������
DPSA Strategic Plan 2013/201518
PROGRAMME�STRATEGIC�PLANS���
PROGRAMME�1:�ADMINISTRATION����
�
Programme�Purpose:�Provide�coordinated�strategic�and�administrative�support�services�to�enable�the�ministry�and�the�department�to�deliver�on�mandates.��
Sub�Programmes�
Ministry�
Office�of��the�Minister�for�the�Public�Service�and�Administration��Office�of�the�Deputy�Minister�for�the�Public�Service�and�Administration�
Office�of�the�Director�General�
Chief�Financial�Officer�Strategic�Management�Legal�Services�Internal�Audit�and�Risk�Management��
��Corporate�Services�
���Corporate�Resources�����Management�����Integrated�Planning�and�����Programme�Management��������Communications�
�
The�Ministry�sub�programme�is�made�up�of�the�Minister�and�Deputy�Minister’s�offices,�which�provide��administrative�support� and� report� directly� to� the� Minister� and� Deputy� Minister� for� the� Public� Service� and� Administration�respectively.���The�Office�of�the�Director�General�sub�programme�is�made�up�of��Strategic�Management,�Legal�Services�and��Internal�Audit�units.���The� Chief� Financial� Officer� ensures� compliance� with� all� relevant� financial� management� statutes� and� regulations,�notably� the� Public� Finance� Management� Act� (PFMA)� and� oversees� the� � effective� financial� management� of� the�department.��Strategic�Management� provides� administrative� and� cluster� support� to� the� Director�General� as� well� as� coordinate�implementation,�monitoring�and�reporting�on�the�Delivery�Agreement�for�Outcome�12. The�unit�is�also�responsible�for�coordinating�engagements�between�the�department�and�parliamentary�structures�and�providing�support� to�the�department�on�Cabinet�issues.��Legal�Services�provides�comprehensive�legal�support�to�the�ministry�and�the�department�through�in�house�expertise�and�external�expertise.�The�unit�is�also�responsible�for�the�passage�of�legislation�through�Parliament�and�for�providing�input�on�legislation�emanating�from��programmes�within�the�department.��Internal� Audit� contributes� to� the� corporate� governance� of� the� department� by� providing� the� implementation� and�monitoring� of� risk� management� processes� providing� assurance� on� the� departments� systems� and� process� and� by�conducting�risk�assessments�and�value�for�money�audits.��The� Corporate� Services� sub�programme� is� made� up� of� the� Corporate� Resources� Management� Unit,� Integrated�Planning�and�Programme�Management�and�Communications.���Corporate�Resources�Management�consists�of�a�number�of�functional�support�units:�Human�Resources�Management,�Information�and�Communication�Technology,��Facilities�Management�and�Security�Management.��Human� Resources� Management� provides� services� to� support� the� departments� human� resources� planning,�development�and�management�practices�and�processes.��Information� and� Communication� Technology� provides� ICT� solutions� and� services� to� support� the� department� in�meetings�its�objectives.���
DPSA Strategic Plan 2013/201519
Facilities�Management�provides�services�and�support�in�the�physical�working�environment�for�employees�and�visitors�entering�the�department.���Security�Management�provides�security�services�to�the�employees�of�the�department�and�visitors�to�the�department.��Integrated�Planning�and�Programme�Management� � coordinates� the�department's� strategic�planning�processes�and�reporting�on�performance�information.��Communications� provides� communication� services� to� the� Ministry� and� the� Department� and� coordinates� the�production�of�publications,�graphic�design,�branding�as�well�as�marketing.���
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DPSA Strategic Plan 2013/201520
STRATEGIC��OBJECTIVES��
�
Strategic�Objective�1� Effective�Financial�Management�and�Governance��
Objective�statement� 1) Annually�provide�effective�financial�management�and�governance�by�monitoring�the�departments�expenditure,�ensuring�that��statutory�reporting�regulations�and�deadlines�are�met�and�coordinating�the�effective�resolution�of�Audit�Findings.�
Baseline��
a. All� regulated� reporting� requirements�were�met� and� the�department� received� �Unqualified�Audit�report�for�the�2011/12�financial�year.�
Strategic�Objective�3� Internal�Audit�and�Risk�Management���
Objective�statement���
1) Annually� review� and� update� the� strategic� and� operational� risk� profile;� audit� the� departmental�processes�as�well�as�systems�and�report�to�the�Accounting�Officer�and�Audit�Committee.�
Baseline� a. Completed�strategic�and�operational�risk�profiles�for�the�entire�department.�b. Identified�auditable�areas�within�the�department’s�processes�and�systems.�
Strategic�Objective�4� Revision�of�the�Public�Service�Regulations�
Objective�statement� 1) Ensure�alignment�of�the�Public�Service�Regulations,�2001�with�the�Public�Service�Act,�1994�and�also�to� address� certain� identified� gaps� in� the� regulatory� framework� by� revising� the� Public� Service�Regulations� and� submitting� them� � for� approval� by� the� Minister� for� Public� Service� and�Administration�by�March�2015.�
Baseline��
a. This�is�the�first�revision�of�the�Public�Service�Regulations, 2001.
Strategic�Objective�4� � Coordination�of�Outcomes�12���
Objective�statement� 1) Contribute� to� the� successful� implementation� of� the� Delivery� Agreement� of� Outcome� 12� by�annually� convening�working� sessions�on� the� implementation�of�Outcome�12�and�coordinate� the�development�of�progress�reports�to�be�submitted�to�the�G&A�Cluster�and�Cabinet�by�March�2015.�
Baseline� a. Working� sessions� convened� and� reports� submitted� to� the� GA&A� Cluster� and� Cabinet� since�February�2011.�
Strategic�Objective�2� Effective�Corporate�Resource�Management��
Objective�statement��
1) Annually� improve�the�achievement�of�operational� �excellence�by� �optimizing�Corporate�Resource�Management�systems�and�processes�to�support�the�departments�by�developing�Human�Resource�Management�(HRM)�and�Policies�and�Strategies�and�enhancing�IT�business�systems.�
Baseline��
a. Approved�HRM�Policies�and�Strategies�b. Electronic�Business�Systems�(E�submission,�My�DG��Blog,�Calculous)�
Strategic�Objective�5� Effective�Integrated�planning�and�reporting��
Objective�statement��
1) Annually�consolidate�the�department's�strategic�and�operational�plans�and�monitor�and�report�on�implementation�of�the�plans�in�line�with�the�department’s�strategic�priorities.�
Baselin3e� a. Strategic� Plan� for� 2012�2015� tabled� in� Parliament� in� March� 2012,� Annual� Report� submitted� to�Parliament�and�National�Treasury�in�September�2012�and�Quarterly�reports�submitted�to�National�Treasury.�
Strategic�Objective�6� Strategic�Communication�services�and�support�Objective�statement��
1) Annually�provide�strategic�communication�and�support�services to�support�the�department�in�the�implementation�of�its�strategic�projects�and�initiatives.�
Baseline��
a. Communication�services�provided�to�the�Ministry�and�the�department.�
DPSA Strategic Plan 2013/201521
�RISK�MANAGEMENT��
�
OBJECTIVE�� RISK� MITIGATION�Effective�Financial�Management�and�Governance��
1) Overspending�on�the�allocated�budget�which�may�lead�to�unauthorised�expenditure.�
1. Spending�trends�of�Branches�are�sent�to�Program/Responsibility�Managers�monthly�for�them�to�monitor�their�spending.�
2. Regular�Budget�Committee�Meetings�are�held�where�all�spending�challenges�are�discussed.���
Effective�Internal�Audit�and�Risk�Management��
1) Failure�to�monitor�compliance�with�organisational�policies�and�procedures,�or�laws�and�regulations.�
�
1. Conduct�Risk�based�compliance�assurance�reviews/audits.�
�
Revision�of�the�Public�Service�Regulations�
1) Not�meeting�the�deadline�due�to�delays�in�obtaining�approval.�
�
1. Ensure�that�the�process�of�consultation�is�expedited�to�allow�more�time�for�the�approval�process.�
Strategic�Management�� 1) Failure� by� Delivery� Partners� to� attend�working� sessions� and� to� provide� inputs�for�progress�reports.�
�
1. Escalate� the� matter� to� the� G&A� Cluster,�Ministerial� Cluster� and� Cabinet�Committee� on� Governance� and�Administration.��
Effective�Corporate�Resource�Management�
1) Poor�compliance�with�regards�to�the�implementation�of�internal�Human�Resource�Management�policies��
2) Lack�of�alignment�between�ICT�systems�and�the�business�requirements�of�the�department�
�
1. Conduct�training�on�awareness�on�existing�and�new�policies.��
2. Consult�DPSA�programmes�on��their�ICT�requirements.��
Effective�Integrated�planning�and�reporting�
1) Non�compliance�with�regulated�planning�and�reporting�guidelines.�
1. Planning�and�reporting�schedule�to�be�incorporated�into�the�department's�corporate�calendar.�
Strategic�Communication�Services�and�Support�
1) Misrepresentation�of�departmental��policies�and�statements,�resulting�in�damage�to�confidence�in�the�department�and�the�public�service.�
1. Regular�media�briefings.�2. Engagement�with�media�to�be�done�only�
by�informed�personnel.�
DPSA Strategic Plan 2013/201522
PRO
GRA
MM
E�1:
�AD
MIN
ISTR
ATI
ON
����M
EDIUM�TER
M�TARG
ETS
Sub�prog
ramme
No�
Outpu
t��Mea
sure�/Indicator
2013
/14��Target
2014
/15��Target
Chief�F
inan
cial�Officer��
1�So
und�fin
ancial�m
anagem
ent�
and�go
vernan
ce�according
�to�
applicab
le�gov
ernm
ent��
policies.�
All�statutory�repo
rting�regu
latio
ns�
and�de
adlin
es�are�m
et.��
�
Dem
and�Man
agem
ent�P
lan�
30�day�paymen
ts�
In�yea
r�mon
itoring
�MTEF�
Adjusted�Estim
ates�
ENE�
Interim�fina
ncial�statemen
ts�
Ann
ual�finan
cial�statemen
ts�
Dem
and�Man
agem
ent�P
lan�
30�day�paymen
ts�
In�yea
r�mon
itoring
�MTEF�
Adjusted�Estim
ates�
ENE�
Interim�fina
ncial�statemen
ts�
Ann
ual�finan
cial�statemen
ts�
�Unq
ualified�Aud
it�Re
port.
Coordina
te�th
e�im
plem
entatio
n�of�
actio
ns�plans�to
�add
ress�aud
it�
finding
s�
Coordina
te�th
e�im
plem
entatio
n�of�
actio
ns�plans�to
�add
ress�aud
it�
finding
s��
Internal�Aud
it�an
d�Risk�
Man
agem
ent��
3�Risk�m
anagem
ent�c
ulture�
embe
dded
�with
in�th
e�internal�
controls�and
�gov
erna
nce�
processes�of�th
e�DPSA.�
App
roved�risk�based
�Aud
it�plan
s��
Repo
rts�of�com
pleted
�Internal�
Aud
it�projects.�
�
Develop
��a�rollin
g�three�year�
strategic�internal�aud
it�plan
�for�
2013
/201
6�an
d�subm
it�to�th
e�Aud
it�Co
mmittee�for�ap
prov
al.��
Develop
��a��rollin
g�three�year�
strategic�internal�aud
it�plan
�for�
2014
/201
7��and
�sub
mit�to�th
e�Aud
it�Co
mmittee�for�a
pproval.��
Repo
rt�on�the�im
plem
entatio
n�of�
the��ann
ual�Interna
l�Aud
it�plan
�for�
2013
/201
4.��
Repo
rt�on�the�im
plem
entatio
n�of��
the��ann
ual�Interna
l�Aud
it�plan
�for�
2014
/201
5.��
Completed
�strateg
ic�and
�op
erationa
l�risk�profiles.�
Achieve�Risk�Maturity
�Level�4��b
y�issuing�routine�repo
rts�on
�aggreg
ated
�risk�m
anagem
ent�to��th
e�relevant�oversight�structures�with
in�
the�de
partmen
t�.�
�
Achieve�Risk�Maturity
�Level�5�by�
closely��m
onito
ring
�of�the
�de
partmen
t's�risks�to�ensure�
prud
ent�risk�taking
.���
Legal�Services
4�Re
vision
�of�the
�Pub
lic�Service�
Regu
latio
ns.��
Revised�Pu
blic�Service�
Regu
latio
ns.�
Fina
ilise�revisions�to
�the�Pu
blic�
Service�Re
gulatio
ns��and
�sub
mit�to�
the�Obtain��M
inister’s�ap
prov
al�to
�pu
blish.�
Prov
ide�assistan
ce�in
�im
plem
entatio
n�of�th
e�Re
vised�
Public�Service�Regulations.�
� �
Strategic�Man
agem
ent�
5�Effective�coordina
tion�an
d�repo
rting�on
�the�Integrated
�im
plem
entatio
n�of�th
e�Delivery�Agree
men
t�for�
Outcome�12
.��
Prog
ress�Rep
orts�on�Outcome�12
�subm
itted
�to�th
e�G&A�Cluster�and
�Ca
bine
t.�
Subm
it�Qua
rterly�progress�repo
rts�
to�th
e�G&A�Cluster�and
�Cab
inet.�
Review
�the�prog
ramme�of�action�
of�gov
ernm
ent,�im
plem
ent�a
nd�
subm
it�qu
arterly�prog
ress�rep
orts�
to�Cab
inet.�
�
DPSA Strategic Plan 2013/201523
� � �
Sub�prog
ramme
�Outpu
t��Mea
sure�/Indicator
2013
/14��Target
2014
/15��Target
Corporate�Re
source�
Man
agem
ent�
6�Effective�an
d�efficient�
man
agem
ent�a
nd�
developm
ent�o
f�hum
an�
resources.�
HRM
�Policies�an
d�Strategies�
develope
d�an
d�im
plem
ented.�
Prioritized
�elemen
ts�of�H
RM�Policies�
and�Strategies�develop
ed�and
�im
plem
ented.�
Prioritized
�elemen
ts�of�H
RM�
Policies�an
d�Strategies�
implem
ented�,m
onito
red�an
d�review
ed�
7�Im
prov
emen
t�of�E
E�targets�
with
�reg
ards�to
�peo
ple�with
�disabilities�an
d�wom
en�in
��senior�m
anagem
ent�p
ositions�
with
in�th
e�DPSA.�
Repo
rts�on
�the�achievem
ent�o
f�the�EE
�Targe
ts.���
Mon
itor�and
�rep
ort�p
rogress�with
�regards�to�achievemen
t�of�
compliance�with
�EE�targets�for�the�
Dep
artm
ent.�
Mon
itor�and
�rep
ort�p
rogress�with
�regards�to�achievemen
t�of�
compliance�with
�EE�targets�for�the��
Dep
artm
ent.�
8�Maintain�Bu
sine
ss�Systems�an
d�prov
ide�IT�solutions.�
�
System
s�fully�ope
ratio
nal.
Enha
ncem
ent�o
f�Business�System
s�an
d�availability�thereo
f.�En
hancem
ent�o
f�Business�System
s�an
d�availability�thereo
f.�
Sub�prog
ramme
�Outpu
t��Mea
sure�/Indicator
2013
/14��Target
2014
/15��Target
Integrated
�Plann
ing�an
d�Prog
ramme�
Man
agem
ent�
9�Im
prov
ed�and
�sustained
�compliance�by
�the�DPS
A�on�
plan
s�an
d�repo
rts�pe
rforman
ce�
inform
ation���
�
DPS
A’s�Strateg
ic�Plans,�A
nnua
l�Pe
rforman
ce�Plans,�Q
uarterly�and
�Ann
ual�R
eports�sub
mitted
�to�
Nationa
l�Treasury�an
d�Pa
rliamen
t�by
�the�requ
ired
�dea
dlines.��
�
Upd
ate�an
d�table�the�Strategic�Plan
�in�Parliamen
t��an
d��
Subm
it��Qua
rterly��and
�Ann
ual��
repo
rt��to��th
e�Accou
nting�Office,��
Nationa
l�Treasury��and
�Parliamen
t.�
Upd
ate�an
d�table�the�Strategic�
Plan
�in�Parliamen
t��an
d��
Subm
it��Qua
rterly��and
�Ann
ual��
repo
rt��to��th
e�Accou
nting�Office,��
Nationa
l�Treasury��and
�Parliamen
t.�
Commun
ications
10�
Effective�commun
ications�
services�to
��sup
port�th
e�de
partmen
t�in�achieving�its��
strategic�ob
jectives.��
� �
Repo
rts�on
�the�im
plem
ented�
commun
ication�campa
igns.��
Profile�th
e�DPS
A�Prog
rammes�and
�Projects�in
�the�pu
blic�dom
ain.�
Profile�th
e�high
lights�of�th
e�de
partmen
t�as�at�th
e�en
d�of��the
�term
�of�the
�current�adm
inistration.�
�
DPSA Strategic Plan 2013/201524
RESOURCE�PLAN�
�
�R�Thousand�
2012/13 2013/14 2014/15� 2015/16
Adjusted�Appropriation Medium�term�estimates
Sub�programmes� �� ��
Ministry� 41,854 47,659 37,974�� 39,716�� 41,759�
Departmental�Management� 9,547 8,753 8,799�� 8,938�� 9,256�
Corporate�Services� 78,197 80,818 86,471�� 88,180�� 92,263�
Finance�Administration� 22,896 21,839 23,788�� 26,107�� 26,374�
Internal�Audit� 4,506 4,084 5,732�� 6,007�� 5,751�
Office�Accommodation� 24,076 24,076 35,738�� 37,263�� 49,465�
Total� 181,076 187,229 ��������������198,502�� ��������������206,211�� 224,868
� � �
Economic�classification�
� � � � � �
Current�payments� 177,354 182,819 196,780� 203,980�� 223,018�
Compensation�of�employees� 98,758 96,654 102,880� 109,488�� 118,024�
Salaries�and�wages� 88,616 86,512 88,834� 94,363�� 101,731�
Social�contributions� 10,142 10,142 14,048� 15,125�� 16,293�
Goods�and�services� 78,453 86,022 93,718� 94,309�� 104,810�
Administrative�fees� 589 589 944� 953�� 942�
Advertising� 2,202 8,549 3,870� 3,148�� 3,155�
Assets�less�than�the�capitalisation�threshold�
1,979� 2,679�355�
�1,601�� 325�
Audit�cost:�External� 4,191 4,191 4,169� 4,253�� 4,338�
Bursaries:�Employees� 525 525 700� 650�� 650�
Catering:�Departmental�activities� 1,191 1,191 958� 966�� 1,017�
Communication� 1,990 1,990 1,783� 1,832�� 1,883�
Computer�services� 11,431 10,731 11,267� 11,669�� 11,768�
Consultants�and�professional�services:�Business�and�advisory�services�
1,051� 965�2,431�
�2,582�� 1,627�
Consultants�and�professional�services:�Legal�costs�
245� 245� 250� 255� 260�
Contractors� 1,821 1,821 2,907� 1,703� 1,743
Agency�and�support�/�outsourced�services�
100� 100� �� �� ��
Entertainment� 162 162 88� 90� 90
Fleet�services�(including�government�motor�transport)��Housing�
441����
441����
144���
2�
145�����
146��
8�
Inventory:�Food�and�food�supplies��Inventory:�Fuel,�oil�and�gas�
65���
65���
98��
10�
100��
10�
92�
10�
Inventory:�Learner�and�teacher�support�material�
341� 341� 450� 450� 460�
Inventory:�Materials�and�supplies� 96 96 103� 103� 103
DPSA Strategic Plan 2013/201525
�R�Thousand�
2012/13 2013/14 2014/15� 2015/16
Adjusted�Appropriation Medium�term�estimates
Inventory:�Medical�supplies� 26 26 1� 101� 1
Inventory:�Other�consumables� 364 364 1,550� 848� 1,469
Inventory:�Stationery�and�printing� 2,019 2,007 2,500� 2,515� 2,551
Lease�payments� 22,144 22,144 33,238� 34,519� 46,574
Property�payments��Transport�Provided:�Departmental�Activities�
3,454����
3,454����
3,007���
41�
3,251���
41�
3,398��
41�
Travel�and�subsistence� 16,321 16,321 16,691� 16,551� 16,023
Training�and�development 1,364 1,364 1,934� 1,969� 2,004
Operating�expenditure� 2,792 3,212 2,467� 2,321� 2,350
Venues�and�facilities��Rental�and�Hiring�
1,549���
2,449���
1,755��
5�
1,677��
6�
1,774�
8�
Interest�and�rent�on�land� 143 143 182� 183� 184
Interest�(Incl.�interest�on�finance�leases)�
143� 143� 182� 183� 184�
Transfers�and�subsidies� 72� 72� 72
Departmental�agencies�and�accounts� � � 72� 72� 72
Social�security�funds� � � �� �� �
Departmental�agencies�(non�business�entities)�
�� �� 72� 72� 72�
Households� � 688 �� �� �
Other�transfers�to�households� � 688 �� �� �
Payments�for�capital�assets� 3,722 3,722 1,650� 2,159� 1,778
Machinery�and�equipment 3,622 3,622 1,650� 2,159� 1,778
Transport�Equipment� � � 67� 67� 67
Other�machinery�and�equipment� 3,622 3,622 1,583� 2,092� 1,711
Software�and�other�intangible�assets� 100 100 � �
Total� 181,076� 187,229� 198,502� 206,211� 224,868�
DPSA Strategic Plan 2013/201526
EXPENDITURE�TRENDS�
The�spending�focus�of�the�programme�over�the�medium�term�is�on�providing�policy,�strategic�leadership�and�overall�management�of�the�department�and�the�other�departments�and�entities�reporting�to�the�Minister�for�the�Public�Service�and�Administration.�
Expenditure�increased�from�R125.4�million�in�2009/10�to�R187.2�million�in�2012/13,�at�an�average�annual�rate�of�14.3�per�cent.�This�was�due�to�increased�spending�in�the�Ministry�sub�programme,�which�grew�from�R19.4�million�to�R41�million�at�an�annual�average�of�18.3�per�cent�,�due�to�the�appointment�of�a�Deputy�Minister�and�for�creating�capacity�for� Ministerial� support� services.� This,� along� with� filling� of� vacant� posts,� mostly� at� the� senior� management� level,�increased� spending�on� compensation�of� employees� between�2009/10� and� 2012/13.� Significant� expenditure� is� also�visible�under�Corporate�Services�and�Finance�Administration,�which�grew�at�an�annual�average�of�19.6�per�cent�and�15.2� per� cent,� respectively.� This� was� due� to� the� communication� strategy� and� increased� external� audit� cost.� � The�increased�expenditure�in�the�Office�Accommodation�subprogramme�increased�from�R22.8�million�in�2009/10�to�R24�million� in�2012/13�at�an�annual�average�of�27.1�per�cent�due�to� the�devolution�of�accommodation� funds� from�the�Department�of�Public�Works.��Over�the�medium�term,�expenditure�is�expected�to�increase�to�R224.8�million�in�2015/16,�at�an�average�annual�rate�of�6.3�per� cent,�due� to�additional� funding� for� improved�conditions�of� service.�Spending� in� the�Office�Accommodation�subprogramme�is�expected�to�increase�from�R24�million�in�2012/13�to�R35.7�million�in�2013/14�at�an�annual�average�of�13.8�per�cent�to�provide�for�the�department’s�additional�office�space�requirement.�The�sub�programmes�Finance�Administration�and�Corporate�Services�also�increase�significantly�at�an�annual�average�of�10.8�per�cent�and�11.8�per�cent�due�to�audit�cost�and�a�new�server�that�will�be�acquired.��Over�the�medium�term�savings�and�measures�has�been�identified� in�travel�and�substance,�catering�and�venues�and�facilities.� Spending� on� consultants� will� increase� from� R965� 000� in� 2012/13� to� R2.5� million� in� 2014/15,� due� to� a�contract�for�co�sourcing�of�internal�audit�which�was�signed�for�two�years.�The�programme�has�a�staff�complement�of�242� of� which� 38� are� in� the�Ministry� sub�programme,� staff� in� this� programme� also� includes� in�house� security� and�cleaning�staff.��
�
�
�
�
�
�
�
�
�
�
�
�
�
DPSA Strategic Plan 2013/201527
PROGRAMME�2:�HUMAN�RESOURCE�MANAGEMENT�AND�DEVELOPMENT��
�Programme�Purpose:�Develop,�implement�and�monitor�human�resource�management�policies.�
Sub�programmesSenior�Management�Services��
Human�Resource�Planning�,�Performance�and�Practices���
Diversity�Management��
Employee�Health�and�Wellness���
Integrated�Financial�Management�System��
Human�Resource�Development�
��Senior�Management�Services� ensures� that� there� is� a�professional�management� service� in� the�public� service.� This� is�done�by�establishing�and�implementing�competency�based�management�through�developing�transversal�employment�policies,�prescripts�and�guidelines�and�other�career�practices�for�senior�management�service�members.���Human� Resource� Planning,� Performance� and� Practices� develops� policies,� prescripts,� processes� and� systems� and�provides� advice� and� support� to� departments� with� the� implementation� to� improve� human� resource� planning,�employment�practices�and�employee�performance�management.���Diversity�Management�develops�policies�and�guidelines�on�employment�equity�in�the�public�service�that�are�intended�to� remove�barriers� of� access� into� and�within� the�workplace� for� designated� groups� and�prevent� direct� and� indirect�discrimination�against�the�designated�groups.�This�sub�programme�also�monitors�and�reports�on�the�achievement�of�Cabinet�approved�employment�equity�targets�on�race,�gender�and�people�with�disabilities�by�the�public�service��Employee�Health�and�Wellness�promotes�and�manages�health�and�wellness� in� the�public� service�and� improves� the�occupational�health�and�quality�of�work�life�through�holistic�and�Integrated�Employee�Health�and�Wellness�Strategic�Framework,� related� policies,� guidelines� and� M&E� plans.� This� sub� programme� also� coordinates� Government’s�mainstreamed�response�to�HIV&AIDS�and�is�the�focal�point�at�SADC�on�the�same.���Integrated� Financial� Management� System� develops,� supports� the� implementation� of,� and� manages� the� human�resource�management�module�of�the,�Integrated�Financial�Management�System.���Human�Resource�Development�aims�to�improve�the�competency�levels�of�public�servants�through�targeted�capacity�development� activities� including� internships,� learnerships,� compulsory� courses� and� skills� programmes� designed� to�ensure�a�constant�pool�of�productive�and�contributing�employees�through�appropriate�policies,�prescripts,�advice�and�support.����
�
�
�
�
�
�
�
�
�
�
DPSA Strategic Plan 2013/201528
STRATEGIC��OBJECTIVES��
Strategic�Objective�1.���
Building�a�capable�public�service�cadre�
Objective�statement���
1. Contribute��to�building�a�capable�Public�Service�cadre�through:�
a. Assisting�departments�to�utilise�the�skills�audit�reports�to�inform�capacity�development�improvement�initiatives�and�to�support�selected�departments�in�improving�the�recruitment�for�identified�occupational�categories�by�March�2015.�
b. The�introduction�of�policy�that�supports�compulsory�training�programmes�for�new�entrants,�minimum�entry�requirements�and�targeted�capacity�building�programmes�that�begins�to�promote�appropriate�behaviour�among�public��service�employees�by�March�2015.��
c. Monitoring�and�supporting�departments�to�implement�the�Compulsory�Induction�Programme�by�March�2015.�
d. Supporting�the�admission�of��50�000�youth�and�unemployed�graduate��internships,�artisan�and�learnership�opportunities�which�are�aimed�at�providing�work�experience�by�March�2015.�
e. Finalising�and�supporting�implementation�of�the�Determination�on�the�Utilization�of�Training�Budgets�by�March�2015.�
�Baseline����
a. Departmental�skills�audit�reports�developed�and�communicated�to�the�departments�and�provinces�in�2012.�
b. Skills�audit�data�provided�to�PSETA�to�inform�the�development�of�the��Sector�Skills�Plan.��
c. The�Directive�on�Utilisation�of�Training�Budgets�has�been�provisionally�approved�by�Cabinet�in�2012�.�Plans�are�afoot�for�final�approval�and�implementation�with�effect�from�01�April�2013.��
d. A�Directive�on�the�implementation�of�a�Compulsory�Induction�Programme�was�issued�in�October�2012.�
e. As�at�30�September�2012�a�total�of�15�354�individuals�were�appointed�in�the�Public�Service�as�interns,�learners�and�Artisans.��
�Strategic�Objective�2� Building�a�professional�and�equitable�Public�Service�cadre
�Objective�statement����
1.�Contribute�to�the�professionalisation�of�the�Public�Service��Administration�by:�
a. Reviewing� the� current� Public� Service� Human� Resource� Development� Strategic�Framework� (PS�HRDSF)� Vision� 2015� to� align� it� with� National� Development� Plan,�Human� Resource� Development� Strategy� South� Africa� (HRD�SA)� and� the� New�Growth�Path�by�March�2015.�
b. Providing� support� for� improvement� in� the� extent� and� depth� of� skills� of� public�servants� in� targeted� occupations� through� development� of� a� methodology� to�analyse�and�interpret�HR�Connect�Skills�Reports�and�a�Generic�Strategy�to�address�identified�skills�gaps�by�March�2015.��
c. Issuing� a� Directive� on� compulsory� capacity� development� and�mandatory� training�days� for� Public� Service� Senior� Managers� by� March� 2014� and� support� its�implementation�by�March�2015.�
d. Supporting� the� implementation�of� the�policy�on�Reasonable�Accommodation� and�Assistive�Devices�for�People�with�Disabilities�in�the�Public�Service�with�the�view�of�increasing�and�retaining�PWD�in�the�Public�Service�by�March�2015.�
e. Generating�and�circulating�the�Annual�Employment�Equity�report�to�departments�at�national�and�provincial�levels�and�Cabinet�committee,�and�supporting�departments�in�the�implementation�of�the�recommendations�by�March�2015.�
�
Baseline���
a. No�baseline�on�compulsory�capacity�development�and�mandatory�training�days.�b. HR�Connect�developed,�reports�were�generated�and�communicated�to�the�
departments�and�provinces�in�2012.�c. The�2011/12�Annual�Employment�Equity�report�shows�that�37%�of�all�SMS�are�
women�and�0.36%�of�all�public�officials�are�PWDs�instead�of�the�Cabinet�approved�50%�and�2%�respective�employment�equity�quotas.���
DPSA Strategic Plan 2013/201529
�
Strategic�Objective�3� Building�a�modernized,�effective�and�efficient�Public�Service�and�Administration��
Objective�statement���
1. Contribute�to�building�a�modernized,�effective�and�efficient�Public�Service�and�Administration�by:�
a. Modernising�and�enhancing�the�effectiveness�of�Public�Service�human�resource�and�financial� systems� by� continually� enhancing� the� human� resource� management�module� of� the� Integrated� Financial�Management� System� (IFMS)� and� finalising� its�implementation�in�the�lead�sites�by�March�2014�and�commencing�with�the�roll�out�to�the�rest�of�the�Public�Service�with�effect�from�March�2015.�
b. Supporting� departments� to� reduce� the� funded� vacancy� rate� within� the� public�service� to� 10� %� and� to� improve� the� recruitment� process� by� supporting�departments;� in� reducing� the� time� it� takes� to� fill� a� funded� vacancy� to� 4�months�from�date�of�advertising,�by�March�2015.�
c. Amending� the� Senior�Management� Service� (SMS)� Performance�Management� and�Development�System�(PMDS)�policy�by�March�2014.�
�Baseline����
1. Human�resource�management�module�of�the�IFMS�has�been�developed�and�implemented�in�one�lead�site�(DPSA).�Implementation�in�a�second�lead�site,�the�Free�State�Department�of�Education,�is�in�progress.��
2. The�estimated�baseline�of�19�%�was�derived�from�2010�data�.�The�vacancy�rate�as�at�October�2012�was�7,96%.�The�average�time�to�fill�a�post�based�on�the�PERSAL�information�for�November�2012�was��7,81�months�with�the�median�being�4,98�months.�
�Strategic�Objective�4� Health,�safety�and�morale�of�Public�Servants�and��Health�and�Safety�of�citizens�that�enter�
public�buildings.��
Objective�statement���
1. Contribute�to�the�health,�safety�and�positive�morale�of�Public�Service�and�Administration�employees�and�ensure�the�Health�and�Safety�of�all�citizens�that�enter�public�service�delivery�points�by:�
a. Providing�support�to�increase�the�number�of�government�departments�implementing�employee�health�and�wellness�policies�from�the�current�50%�(78)�to�a�targeted�100%(�156)�of�departments�by�developing�the�capacity�to�implement�these�policies�through�workshops,�policy�advocacy�and�communication�sessions,�organisational�systems�and�governance�initiatives�by�March�2015.�
b. Developing�a�policy�on�the�prevention�and�management�of�sexual�harassment�in�the�public�service�to�improve�the�safety�and�morale�of�public�officials�by�March�2014�and�monitoring�its�implementation�by�March�2015.�
c. Developing�guidelines�to�assist�departments�and�provinces�to�institutionalise�a�Sports�Day�in�the�Public�Service�by�March�2015.�
Baseline��
a. The�2006�Gender�Mainstreaming�in�the�Public�Service�report�by�the�Public�Service�Commission�cited�the�absence�of�a�policy�on�sexual�harassment�as�one�of�the�factors�that�could�contribute�to�Public�Service’s�inability�to�achieve�transformation�and�in�particular,�gender�equality.�
b. Government�departments�implementing�employee�health�and�wellness�policies�is�currently�50%�(78)�of�all�departments.�
c. The�1st�Public�Service�Sports�Day�was�hosted�in�Pretoria�in�2012�–�the�scope�was�limited.�
DPSA Strategic Plan 2013/201530
RISK�MANAGEMENT��
���
OBJECTIVE�� RISK� MITIGATION��
Building�a�capable�Public�Service�cadre�
1. Ability�of�PALAMA�to�provide�cost�effective,�timely�and�appropriate�quality�and�support�of�training�
2. Lack�of�compliance�by�departments�with�implementation�of�the�policy�and�determinations�
3. Ability�of�PSETA�and�other�SETAs�to�accredit�courses�and�service�providers�and�to�provide�suitable�mentors�and�coaches�
4. SITA’s�ability�to�support�HR�Connect�system�5. Limitation�in�physical�space�within�Public�
Service�departments�to�accommodate�interns,�learners�and�artisans.�
1. Work�closely�with�PALAMA�&�SETAs�(e.g.�SETA�forum)�OTPs�and�Departments.�
2. Escalate�problems�regarding�non�compliance�to�the��MPSA�for�intervention�in�terms�of�Public�Service�Act�(sections�6�&�16).�
3. Develop�and�sign�SLA�with�SITA.�4. Explore�other�Public�Service�entities�for�
the�accommodation�interns,�learners�and�artisans�,eg.�Municipalities,�State�Owned�Companies�etc.�
Building�a�professional�and�equitable�Public�Service�cadre��
1. Delays�in�approval�of��processes�and�proposed/revised�strategy.�
2. Ability�of�PALAMA�to�provide�the�training�that�is�needed�by�departments.�
3. Lack�of�compliance�by�departments�in�the�implementation�of�the�Directive�on�compulsory�capacity�development�
4. Inability�of�departments�to�achieve�equity�in�the�public�service�and�Cabinet�approved�employment�equity�targets�for�women�and�PWDs.�
5. Inability�by�departments�to�implement�the�policy�on�reasonable�accommodation�and�assistive�devices.�
6. Attitudes�and�departmental�readiness�of�departments�to�implement�Prevention�and�Management�of�Sexual�Harassment.��
1. Improve�planning��and�consultation.2. Regular�engagements�with�PALAMA�to�
support�them�in�the�provision�of�the�required�courses.�
3. Escalate�problems�to�DG�and�MPSA�for�intervention�in�terms�of�Public�Service�Act�(sections�6�&�16).�
4. Conduct�advocacy�workshops�to�support�departments�with�implementation�of�frameworks�and�guidelines�intended�to�assist�with�achievement�of�transformation.�
5. Conduct�popularisation�workshops�and�assist�with�the�implementation�of�the�policies.�
���
Building�a�modernised,�effective�and�efficient�Public�Service�and�Administration��
1. SITA’s�ability�to�support�the�implementation�and�maintenance�of�the�human�resource�management�module�of�the�IFMS.�
2. Preparedness�and�cooperation�of�departments�to�implement�to�human�resource�management�module�of�the�IFMS.�
3. Inability�to�acquire�an�integrated�payroll�module�for�the�IFMS.�
4. Willingness��and�cooperation�of�department�to�Implement�policies�
5. Lack�of�appropriate�sufficient�and�timely�Human�Resource��information.�
6. Delays�in�the�approval�of�the�amended�SMS�PMDS�policy.�
7. EAs�and�HODs�do�not�manage�poor��performance.�
8. Delays�in�the�approval�of�the�new�methodology�and�roles�for�the�evaluation�of�HODs.�
�
1. Enter�into�appropriate�service��level�agreements�between�stakeholders.�
2. Escalation�of�major�challenges�to�ministerial�level.��
3. Support�departments�in�doing��readiness�assessments�prior�to�implementation�and�engaging�in�change�management�activities.�
4. Obtain�Cabinet�decision�on�acquisition�of�payroll�module.�
5. Escalate�problems�to�the��MPSA�for�intervention�in�terms�of�Public�Service�Act�(sections�6�&�16).�
6. Explore�the�option�of�using�IFMS�HR�Business�Intelligence�module�.�
Health,�safety�and�positive�morale�of�Public�Service�and�Administration�employees�and�ensure�the�Health�and�Safety�of�all�citizens�that�enter�public�buildings.�
1. Non�implementation�of�existing�Public�Service�Employee�Health�and�Wellness��by�departments�
�
1. Support�departments�to�implement�and�escalate�non�compliance�to�the��MPSA�for�intervention�in�terms�of�Public�Service�Act�(sections�6�&�16).�
�
DPSA Strategic Plan 2013/201531
PRO
GRA
MM
E�2:
�HU
MA
N�R
ESO
URC
E�M
AN
AG
EMEN
T�A
ND
�DEV
ELO
PMEN
T���M
EDIUM�TER
M�TARG
ETS���
Strategic�Goa
l�1:�A
n�efficient�and
�effectiv
e�Pu
blic�Service�and
�Adm
inistration.�
Sub�prog
ramme
No�
Outpu
t�Mea
sure�/Indicator
2013
/14��Target
2014
/15��Target
Hum
an�Resou
rce�
Plan
ning
,�Practices�
and�Pe
rforman
ce�
1� � � � � �
Improv
ed�im
plem
entatio
n�of,�
and�compliance�to�th
e�Hum
an�
Resource�M
anagem
ent�
regu
latory�env
iron
men
t.�
� � �
The�pe
riod
��it�takes�to
�fill�a�vacancy�
with
in�th
e�pu
blic�service��red
uced
�to��
4�mon
ths�after�ad
vertising�the�
fund
ed�vacan
cy�and
�vacan
cy�rate�
redu
ced�to�at�m
ost�1
0%.�
Bi�ann
ually�(6
�mon
ths)�based
�on�
HR�inform
ation�ob
tained
�from
�PE
RSAL,�m
onito
r�an
d�repo
rt�on�the�
tren
ds�in
�recruitmen
t�and
�vacan
cy�
rates.�
Prov
ide�po
licy�ad
vice�and
�sup
port�
to�th
ose�de
partmen
ts�th
at�in
dicate�
they�req
uire�assistance�with
�the�
implem
entatio
n�of�th
e�strategy�to
�im
prov
e�recruitm
ent�a
nd�red
uce�
the�vacancy�rate.�
Repo
rt�on�the�status�of�com
pliance�
with
�regards�to
�the�sign
ing�of�
Performan
ce�Agree
men
ts�by�Senior��
Man
agers.�
�
Amen
d�the��Sen
ior�Man
agem
ent�
Service's�Pe
rforman
ce�
Man
agem
ent�a
nd�Develop
men
t�System
�(SMS�PM
DS)��for�levels�13�
15���an
d�subm
it��for�app
roval�b
y�the�Minister�for�the�Pu
blic�Service�
and�Adm
inistration.��
Based�on
�the�repo
rts�subm
itted
�by�
depa
rtmen
ts,�m
onito
r�an
d�repo
rt�
on�th
e�compliance�with
�regards�to
�the��signing
�of�P
erform
ance�
Agree
men
ts�by�Senior��M
anagers.�
�Re
port�on��th
e�Im
plem
entatio
n�of�
the��Perform
ance�M
anagem
ent�a
nd�
Develop
men
t�System��9PM
DS)�fo
r�Hea
ds�of�D
epartm
ents�(H
ODs).�
Repo
rt�on��th
e�Im
plem
entatio
n�of�
the��Perform
ance�M
anagem
ent�
and�Develop
men
t�System��(PM
DS)�
for�Hea
ds�of�D
epartm
ent�(HOD’s)��
and�prov
ide�po
licy�ad
vice�and
�supp
ort�ide
ntified
�dep
artm
ents�
and/or�th
ose�that�in
dicate�th
ey�
need
�assistance.�
Develop
�the�Metho
dology�to
�assess�th
e�qu
ality
�of�S
MS�
performan
ce�agree
men
ts�and
�subm
it��fo
r�ap
prov
al�by�the�
Minister�for�the�Pu
blic�Service�and
�Adm
inistration.�
Cond
uct�a
dvocacy�worksho
ps�on�
the�ap
prov
ed�m
etho
dology�with
�all�
prov
incial�and
�nationa
l�de
partmen
ts.��
�Based
�on�the�repo
rts�subm
itted
�by�
depa
rtmen
ts,�m
onito
r�an
d�repo
rt��
on��the
�qua
lity�of��P
erform
ance�
Agree
men
ts�of�a
ll�Senior�M
anagers�
and�prov
ide�po
licy�ad
vice�and
�supp
ort�ide
ntified
�dep
artm
ents�or�
those�that�in
dicate�th
ey�nee
d�assistan
ce.�
Integrated
�Fina
ncial�
Man
agem
ent�
System
s�
2IFMS�HR�mod
ule�
Implem
entatio
n�in�selected�
depa
rtmen
ts.�
�
IFMS�Hum
an�Resou
rce��m
odule�
implem
ented��in
�the�selected
�de
partmen
ts�
� �
Supp
ort��the�im
plem
entatio
n�of�
the�IFMS�Hum
an�Resou
rce�mod
ule�
in�selected�de
partmen
ts�
Supp
ortthe�im
plem
entatio
n�of�
the�IFMS�Hum
an�Resou
rce�mod
ule�
in�selected�de
partmen
ts.�
�
DPSA Strategic Plan 2013/201532
�3
Mecha
nism
s�that�con
tribute�to�
build
ing�the�morale,�wellbeing
�he
alth�and
�safety�of�pub
lic�
servan
ts�in
trod
uced
.�
Guide
lines�fo
r�Im
prov
emen
t�of�
morale�an
d�Institu
tiona
lization�of�
Sports�and
�Wellness�Day�with
in�th
e�Pu
blic�Service.�
� Ann
ual�w
ellness�an
d�sports�day�
hosted
�during�the�Pu
blic�Sector�
mon
th.�
� Interven
tions�to
�improv
e�the�morale�
of�Pub
lic�Servants��im
plem
ented.�
Develop
�the�Guide
lines�fo
r�the�
Institu
tiona
lization�of�a�Spo
rts�an
d�Wellness�Day�with
in�th
e�Pu
blic�
Service�an
d�subm
it�for�ap
prov
al�by�
the�Minister�for�the�Pu
blic�Service�
and�Adm
inistration.�
Host�the
�Ann
ual�w
ellness�an
d�sports�day�during�the�Pu
blic�
Service�mon
th.�
Facilitate�interven
tions�to
�improv
e�the�morale�of�Pub
lic�Servants���
� � �Host�the
�inau
gural�event��b
y�Octob
er�201
3�an
d�the�Ann
ual�
wellness�an
d�sports�day�during�the�
Public�Sector�m
onth.�
� �Re
port�on�the�status�of�
implem
entatio
n�of�all�four�Employ
ee�
Hea
lth�and
�Wellness�(EHW)��po
licies�
by�all�de
partmen
ts.��
Prov
ide�supp
ort�to�de
partmen
ts�to
�im
plem
ent�a
ll�four�EHW�policies�
Supp
ort�p
rovide
d�to�a�fu
rthe
r�25
%�
of�dep
artm
ents�to
�implem
ent�a
ll�four�EHW�policies.�
Prov
ide�supp
ort�to�a�fu
rthe
r�25
%�
(total�of�1
00%)�o
f�dep
artm
ents�to
�assist�with
�the�im
plem
ent�a
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Strategic�go
al�2:�A
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able,�Equ
itable�an
d��Professiona
l�Pub
lic�Service�and
�Adm
inistration�
Sub�prog
ramme
Outpu
t�Mea
sure�/Indicator
2013
/14��Target
2014
/15��Target
Senior�
Man
agem
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Services�
4Im
prov
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t�in�the�
Compe
tency�levels�of�S
enior�
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orted�throug
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uctio
n�of�Norms�an
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dards�on
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acity
�de
velopm
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Repo
rt�on�the�im
plem
entatio
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the�Directiv
e�on
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pulsory�
capa
city�develop
men
t�for�SMS�
with
in�th
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blic�service.��
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uct�5
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ocacy�worksho
ps��
with
�all�na
tiona
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nal�and
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rtmen
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rt�on�the�an
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ortson
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rtmen
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lic�servants�
with
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ported
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licy�on
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Accom
mod
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regards�to�provision
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mod
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ps��
with
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mod
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blic�servants�with�
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ramme
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sure�/Indicator
2013
/14��Target
2014
/15��Target
Hum
an�Resou
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Develop
men
t��6
Public�Service�Skills�
developm
ent�a
ligne
d�with
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Hum
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uncil�G
oals.��
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rt�on�the�nu
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rs�of��
appo
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rnership�
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�program
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blic�
Service.�
Supp
ort�the
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ointmen
t�of�the
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�you
th�th
roug
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processes�of�th
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Determinations.�
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ts.�
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ramme
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2013
/14��Target
2014
/15��Target
DPSA Strategic Plan 2013/201533
Mon
itor�and
�rep
ort�o
n�the�nu
mbe
r�of�app
ointmen
ts.�
Repo
rt�on�the�im
plem
entatio
nof�
the�Integrated
�Hum
an�Resou
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Develop
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t�Plan.���
Develop
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coordina
te�and
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ort�o
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tives�
implem
ented�by
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rtmen
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PALA
MA,�P
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).��
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ort�
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ncil.�
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Hum
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Develop
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�201
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Develop
men
t�Strategic�Framew
ork�
and�subm
it�to�th
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for�ap
prov
al.�
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l�and
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prov
incial�
Hea
lth�de
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ts�and
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l�an
d�threep
rovincial�H
ealth
�de
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ts�have�de
velope
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dress�skills�gaps�in
�their�de
partmen
ts.�
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ort�1
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artm
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and�5�Prov
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velopm
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eir�sector�/�dep
artm
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�add
ress�
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tified�skills�gap�using�the�
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ric�strategy�develop
ed�by�
DPSA.�
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ort�a
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partmen
ts�and
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the�de
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artm
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cific�
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entified�skills�
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ric�strategy�
develope
d�by
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A.�
Strategic�Goa
l��3:�App
ropriate�legislative�fram
eworks�fo
r�Pu
blic�Service�and
�Adm
inistration
� Sub�prog
ramme
Outpu
t�Mea
sure�/Indicator
2013
/14��Target
2014
/15��Target
Diversity�
Man
agem
ent�
7
Improv
emen
t�in�the��working
�cond
ition
s�of�pub
lic�servants�
with
�disab
ilitie
s�
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roval,��Rep
ort�
on�th
e�im
plem
entatio
n�of�th
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tion�an
d�Man
agem
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ent�P
olicy�by
�de
partmen
ts.���
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uct�F
ive�ad
vocacy�worksho
ps�
with
�all�na
tiona
l�and
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rtmen
ts�in
�prepa
ratio
n�for�
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n�of�th
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licy.��
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ide�po
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n�supp
ort�to�all�n
ationa
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artm
ents�
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rien
cing
��implem
entatio
n�challeng
es.��
�
� �Sub�prog
ramme
Outpu
t�Mea
sure�/Indicator
2013
/14��Target
2014
/15��Target
DPSA Strategic Plan 2013/201534
RESOURCE�PLAN��
�R�Thousand�
2012/13 2013/14� 2014/15� 2015/16
Adjusted�Appropriation Medium�term�estimates�
Subprogrammes� �
Management:�Human�Resource�Management� 2,876 2,992 3,267� 3,394 3,492
Senior�Management�Services� 4,844 5,388 5,407� 6,154 5,818
Human� Resource� Planning,� Performances� and�Practices�
10,283� 10,580� 10,667� 11,089� 11,647�
Diversity�Management� 5,428 5,061 5,873� 6,213 6,263
Employee�Health�and�Wellness� 5,696 5,754 4,893� 5,098 5,549
Human�Resource�Development� 4,878 5,634 6,850� 6,659 7,005
Integrated�Financial�Management�Systems� 3,160 3,318 3,482� 3,654 3,852
Total� 37,165 38,727 40,439� 42,261 43,626
� �
Economic�classification� � � � � �
� �
Current�payments� 37,165 38,726 40,286� 42,107 43,471
Compensation�of�employees� 27,348 28,354 30,634� 32,564 34,929
Salaries�and�wages� 24,462 25,468 27,430� 29,141 31,275
Social�contributions� 2,886 2,886 3,204� 3,423 3,654
Goods�and�services� 9,788 10,343 9,613� 9,504 8,503
Administrative�fees� 101 101 202� 196 195
Advertising� 77 77 65� 18 18
Assets�less�than�the�capitalisation�threshold� 1 1 172� 192 217
Catering:�Departmental�activities� 462 462 109� 109 161
Communication� 527 527 569� 584 598
Computer�services� 162 162 96� 96 96
Consultants� and� professional� services:� Business�and�advisory�services�
208� 208� 71� 520� 8�
Contractors� 5 5 120� 100 105
Entertainment� 3 3 10� 11 13
Fleet� services� (including� government� motor�transport)��Housing�
91����
91����
26��
14�
26��
26�
26����
Inventory:�Food�and�food�supplies��Inventory:�Material�and�Supplies��Inventory:�Medical�Supplies�
14������
14������
31��
1��
1�
19�
1��
1�
45�
1��
1�
Inventory:�Stationery�and�printing� 371 370 339� 368 387
Lease�payments� 143 143 �� � (1)
Travel�and�subsistence� 3,959 3,959 5,058� 4,815 4,591
Training�and�development 300 300 371� 378 385
Operating�expenditure� 194 250 1,045� 589 483
Venues�and�facilities� 3,170 3,670 1,310� 1,452 1,171
Rental�and�Hiring� � � 3� 3 3
DPSA Strategic Plan 2013/201535
�R�Thousand�
2012/13 2013/14� 2014/15� 2015/16
Adjusted�Appropriation Medium�term�estimates�
Interest�and�rent�on�land� 29 29 39� 39 39
Interest�(Incl.�interest�on�finance�leases)� 29 29 39� 39 39
Transfers�and�subsidies� � 1 �� � �
Foreign� governments� and� international�organisations�
�� �� �� �� ��
Households� � 1 �� � �
Other�transfers�to�households� � 1 �� � �
Payments�for�capital�assets� � � 153� 154 155
Building�and�Other�Fixed�Structure� � � 24� � �
Building� � � 2� � �
Other�Fixed�Structures� � � 22� � �
Machinery�and�equipment � � 129� 154 155
Transport�Equipment� � � 12� 14 14
Other�machinery�and�equipment� � � 117� 140 141
Total� 37,165 38,727 40,439� 42,261 43,626
�
�
EXPENDITURE�TRENDS�
The�major� spending� focus� over� the�medium� term�will� be� on� projects� related� to� the� utilisation� of� the� training�budget�in�the�public�service�and�to�measure�the�depth�of�skills� levels� in�the�public�service.� �Other�work�include�the�workshops�and�popularisation�of�policies�related�to�diversity�management�and�health�and�wellness�of�public�servants.��Another�focus�area�is�the�improvement�of�recruitment�and�reducing�of�the�vacancy�rate�in�the�public�service.�
Significant� spending� is� evident� between� 2009/10� and� 2011/12� in� the� Senior� Management� Services,� Human�Resource� Development� and� Integrated� Financial� Management� Systems.� Senior� Management� Services’�expenditure�grew�at�an�annual�average�of�29.4�per�cent�due�to�review�of�Senior�Management�Service�handbook�and� Senior�Management� Service� competency� assessment.� The� significant� annual� average� increase� of� 19.1� per�cent�in�the�Human�Resource�Development�sub�programme�was�due�to�the�promotion�of�the�implementation�of�internship,�learnership,�artisan�and�technicians�programmes,�and�Integrated�Financial�Management�Systems�sub�programme� grew� at� an� annual� average� of� 31.3� per� cent� due� to� the� development� and� implementation� of� the�Human� Resources� Management� module� of� the� Integrated� Financial� Management� System.� � During� the� same�period,�Human�Resource�Planning�decreased�by�an�annual�average�of�13.1�per�cent�due�to�the�completion�of�the�HR�Connect�project.�
Over�the�medium�term,�expenditure�is�expected�to�increase�to�R43.6�million,�at�an�average�annual�rate�of�4.1�per�cent,�to�provide�for�improved�conditions�of�service.�The�rising�expenditure�trend�over�the�medium�term�is�in�line�with�performance�projections�for�the�programme�over�the�same�period.�R600�000�is�allocated�for�spending�on�consultants� over� the�medium� term� to� assist� with� the� Senior�Management� Services� competency� assessments,�implementation� of� IFMS�HR� solutions� in� departments,� development� ofPpolicy� on� Sexual� Harassment� in� Public�Service�and�HIV�prevention�programmes.�
Saving�measures� has� been� identified� on� travelling� and� venues� to� a� total� amount� of� R468� 000� in� the� 2013/14�financial�year.�
�
�
�
�
DPSA Strategic Plan 2013/201536
PROGRAMME�3:�LABOUR�RELATIONS�AND�REMUNERATION�MANAGEMENT���
Programme�Purpose:�Develop,�implement�and�maintain�labour�relations�and�compensation�policies�and�ensure�coordinated�engagement�with�organised�labour.�
�Sub�programmes
Remuneration�and�Market�Analysis���
Conditions�of�Service��
Labour�Relations�and�Negotiations����
�Remuneration� and� Market� Analysis� develops� implements� and� maintains� policies,� practices� and� systems� on�remuneration.���Conditions�of�Service�focuses�on�the�development,�implementation�and�maintenance�of�policies�and�practices�on�general�and�macro�benefits.���Labour� Relations� and� Negotiations� is� responsible� for� the� development,� implementation� and� maintenance� of�policies� and� systems� on� labour� relations� issues� for� the� public� service� and� to� ensure� coordinated� collective�bargaining� in� the� Public� Service� Coordinating� Bargaining� Council� and� the� General� Public� Service� Sectoral�Bargaining�Council.�������������������������������������
DPSA Strategic Plan 2013/201537
STRATEGIC�OBJECTIVES��
�
Strategic�Objective�1� Management�of�Discipline�
Objective�statement����
1. Contribute�to�improvements�in�the�management�of�discipline�within�the�public�service�by�enhancing�the�labour�relations�framework�and�by�monitoring�the�implementation�of�the�revised�disciplinary�code�and�procedure�by�March�2015.�
Baseline�� 1. First�draft�of�the�disciplinary�code�and�procedure�was��developed��in�2012.�
�Strategic�Objective�2� Implementation�of�PSCBC�Resolution
�Objective�statement���
1. Coordinate�and�oversee�the�implementation�of�PSCBC�Resolution�1�of�2012�by�monitoring�its�implementation�by�all�the�role�players�and�by�tabling�proposed�resolutions�for�negotiation�in�the�PSCBC�over�the�3�year�period�(2012�2014)�of�the�agreement.�
Baseline���
a. Implementation�workshops�on�Resolution�1�of�2012�conducted�in�all�provinces�and�national�departments�during�2012.��Implementation�plan�for�the�Resolution�has�been�partially�developed.�
�Strategic�Objective�3� Promote�home�ownership�among�public�servants�
Objective�statement���
1. Contribute�to�the�improvement�in�homeownership�among�public�servants�by�developing�proposals� on� a� funding� model� and� an� institutional� framework� for� the� Government�Employees�Housing�Scheme�(GEHS)�and�commence�with�a�phased�in�implementation�of�the�Scheme�by�March�2015.��
�Baseline���
a. In�terms�of�PSCBC�Resolution�1�of�2012�government�currently�pays�qualifying�public�servants�a�housing�allowance�of�R900�towards�buying�or�renting�a�house.��
�b. In�September�2012�a�Transaction�advisory�report�was�produced�and�a�Market�Survey�
was�conducted�to�determine�the�propensity�of�up�take�and�interest�for�the�housing�scheme.��
�Strategic�Objective�4� Remuneration�policy�for�the�public�service�
�
Objective�statement� 1. Give�effect�to�Clause�21�of�the�PSCBC�Resolution�1�of�2012�and�contribute�to�the�management�of�the�growth�of�the�public�service�wage�bill�by�developing�a�remuneration�policy�for�the�public�service�which�will�be�informed�by�the�analysis�of�government�spending�on�personnel,�benchmarking�on�salaries�and�conditions�of�service�by�March�2015.�
�Baseline���
1. The�Personnel�Expenditure�Review�was�conducted�and�a�report�produced�in�2012
�Strategic�Objective�5� Public�Service�Charter�
�
Objective�statement����
1. Public�Service�Charter�between�the�State�as�Employer,�sectors�of�civil�society�and�citizens�signed�and�implemented�by�March�2015.�
Baseline����
a. A�Draft�Public�Service�Charter�was�developed�in�2012.�
�
�
�
DPSA Strategic Plan 2013/201538
RISK�MANAGEMENT��
�
OBJECTIVE�� RISK� MITIGATION�Government� Employees�Housing�Scheme��
1. Lack�of�cooperation�by�stakeholders�to�support�the�project.��
2. Lack�of�funding�for�procurement�of�specialised�expertise�for�the�GEHS�Project�Management�Office�(PMO),�conducting�feasibility�study�and�developing�a�business�case.��
1. Strengthen�collaboration�between�DPSA�and�the�National�Department�of�Human�Settlements�and�the�National�Housing�Finance�Corporation�and�leverage�existing�capacity�and�expertise.�
Remuneration� policy� for� the�public�service��
1. Lack�of�specialised�skills,�i.e.�Economist,�Statistician.�
2. Inaccurate�and/�or�incomplete�data�received�from�PERSAL.�
3. Unavailability�of�data�to�conduct�benchmarks.�
�
1. Source�skills�by�appointment�on�contract/�Appoint�service�provider.�
2. Perform�statistical�projections�based�on�available�data.�Also�dependent�on�availability�of�requisite�specialised�skills.�
3. Obtain�market�surveys�and/or�appoint�service�provider�to�conduct�market�surveys.�
Management�of�Discipline 1. Uncertainty�about��when�Cabinet�will�approve�the�Guidelines�on�Sanctions�and�Precautionary�Suspensions�as�the�guidelines�can�be�only�implemented�subject�to�Cabinet�approval�
2. The�amendment�of�the�disciplinary�code�and�procedure�must��be�tabled�at�the�PSCBC�where�it�may�be�difficult�to�reach�consensus�with�trade�union�parties�within�the�targeted�times�frames.�
1. Adjust�targeted�implementation�data�as�required�based�on�the�outcomes�of�the�Cabinet�approval�process.�
2. Engage�leaders�of�the�trade�unions.�3. Elevate�to�the�Minister�and�Cabinet��for�
intervention.�
Implementation� of� PSCBC�Resolutions�
1. Lack�of�cooperation�by�internal�and�external�stakeholders.�
2. Disputes�arising�from�the�PSCBC�that�could�lead�to�industrial�action.�
1. Elevate� to� the� Director� General� of� the�Department� of� Public� Service� and�Administration�for�intervention.�
2. Engage�leaders�of�the�trade�unions.�
3. Elevate�to�the�Minister�and�Cabinet��for�intervention.�
DPSA Strategic Plan 2013/201539
PRO
GRA
MM
E�3:
�LA
BOU
R�RE
LATI
ON
S�A
ND
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UN
ERA
TIO
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l�1:�A
n�efficient��and
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e�pu
blic��service�and
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inistration�
�Su
b�pr
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eN
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easu
re�/
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cato
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4��T
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Negotiatio
ns�and
�Labo
ur�Relations�
1�PS
CBC�Re
solutio
n�1�of�201
2�is�
effectively�im
plem
ented�by
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relevant�dep
artm
ents��
Repo
rts�on
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resolutio
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ns�by�de
partmen
ts�and
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rts�to�th
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Public�Service�and
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inistration.�
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itor�an
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artm
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natio
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and�
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State�as�Employ
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and�consult�w
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,�circulate�for�implem
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ition
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4�Fun
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�Mod
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mploy
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pleted
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Repo
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ork�for�the�
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PSA�
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Strategic�Goa
l��3:�App
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eworks�fo
r�pu
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�adm
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� Sub�
prog
ram
me
No�
Out
put�
Mea
sure
�/In
dica
tor
2013
/14�
�Tar
get
2014
/15�
�Tar
get
Remun
eration�
and�
Market�A
nalysis�
5�Re
mun
eration�Po
licy�for�the�Pu
blic�
Service�im
plem
ented�by
�nationa
l�an
d�prov
incial�dep
artm
ents.��
Repo
rts�on
�the�im
plem
entatio
n�of�
the�Re
mun
eration�Po
licy�for�the�
Public�Service�by�na
tiona
l�and
�prov
incial�dep
artm
ents.�
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eration�Po
licy��fo
r�the�Pu
blic�
Service�de
velope
d,�con
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itted
�to�th
e�MPS
A�fo
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Subject�to�ap
prov
al;�circulate�policy�
for�im
plem
entatio
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port�
and�mon
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DPSA Strategic Plan 2013/201540
RESOURCE�PLAN���
R�Thousand�2012/13 2013/14� 2014/15� 2015/16
Adjusted�Appropriation Medium�term�estimates�
Subprogrammes� �
Management:� Labour� Relations� and�Remuneration��
2,590� 2,545� 2,868� 2,994� 3,128�
Remuneration�and�Market�Analysis� 5,601 8,414 7,126� 7,479 7,877
Conditions�of�Service� 8,889 11,297 9,411� 13,498 9,074
Labour�Relations�and�Negotiations��� 5,448 5,883 10,269� 7,076 7,496
Total� 22,528 28,139 29,647� 31,047 27,575
� �
Economic�classification�
Current�payments� 22,528 28,139 29,569� 30,939 27,454
Compensation�of�employees� 16,526 17,195 19,625� 20,870 22,401
Salaries�and�wages� 14,716 15,385 17,351� 18,436 19,794
Social�contributions� 1,810 1,810 2,274� 2,434 2,607
Goods�and�services� 5,980 10,922 9,918� 10,043 5,037
Administrative�fees� 72 72 121� 97 101
Advertising� 33 33 48� 50 60
Audit�Costs:�External� � 324 �� � �
Catering:�Departmental�activities� 44 44 74� 72 76
Communication� 322 322 388� 314 323
Computer�services� 54 54 85� 63 63
Consultants�and�professional�services:�Business�and�advisory�services�
2,725� 7,343� 5,252� 6,207� 1,087�
Contractors� � � �� � �
Entertainment� 8 8 �� � �
Fleet� services� (including� government� motor�transport)�
68� 68� 18� 22� 18�
Housing� � � 9� 12 18
Inventory:�Food�and�food�supplies� 18 18 27� 24 18
Inventory:�Stationery�and�printing� 230 230 152� 152 152
Lease�payments� 105 105 �� � �
Travel�and�subsistence� 1,869 1,869 3,030� 2,364 2,384
Training�and�development 291 291 245� 249 253
Operating�expenditure� 52 52 269� 269 269
Venues�and�facilities� 89 89 200� 148 215
Interest�and�rent�on�land� 22 22 26� 26 16
Interest�(Incl.�interest�on�finance�leases)� 22 22 26� 26 16
Payments�for�capital�assets� � � 105� 108 121
Machinery�and�equipment � � 105� 108 121
Transport�Equipment� � � 10� 10 20
Other�machinery�and�equipment� � � 95� 98 101
Total� 22,528 28,139 26,674� 31,047 27,575
DPSA Strategic Plan 2013/201541
EXPENDITURE�TRENDS�
Spending�focus�is�for�2013/14�and�the�medium�term�will�be�on�management�of�discipline�in�the�public�service,�revision�and�implementation�of�the�remuneration�policy�and�development�and�implementation�of�a�new�housing�scheme�as�part�of�improvement�of�condition�of�services.�
Expenditure� decreased� significantly� from� R87.9�million� in� 2009/10� to� R28.1�million� in� 2012/13,� at� an� average�annual� rate� of� 31.6�per�cent.� The� decrease� in� expenditure� was� mainly� in� the� Conditions� of� Service� sub�programme,� where� spending� decreased� by� R63.8�million� over� this� period,� due� to� the� decentralisation� of�provisions� for� Incapacity� Leave� and� Ill�health� retirement� to� individual� national� departments.� During� the� same�period,�Remuneration�and�Market�Analysis� increased�significantly�at�an�annual�average�of�21.3�per�cent�due�to�the�performing�of�a�personnel�expenditure�review.�
Over�the�medium�term,�expenditure� is�expected�to�decrease�to�R27.5�million� in�2015/16,�at�an�average�annual�rate�of�0.7�per�cent.�The�expenditure�for�the�programme�is�projected�to�drop�in�the�2015/16�as�the�investigation�on�the�re�arrangement�of�working�time�in�the�public�service�project�is�to�be�concluded�by�2014/15.�
Over�the�medium�term,�R12.5�million�is�allocated�for�spending�on�consultants�mostly�in�the�Condition�of�Service�sub�programme�to�assist�with�development�of�policies�on�improving�conditions�of�services,�management�of�the�panel�of�accredited�health�risk�managers�and�the�government�employees�housing�scheme.� �A�panel�of�experts�will�be�appointed�to�deal�with�management�of�disciplinary�cases�in�public�service.�
The�budget�was�increased�during�the�MTEF�however�a�savings�cuts�of�R273�000�on�travelling�was�effected.�The�programme�has�a�staff�complement�of�34�of�which�nine�are�in�salary�level�13�16.��Four�posts�were�vacant�at�the�end�of�November�2012.�
�
�
�
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DPSA Strategic Plan 2013/201542
PROGRAMME�4:�PUBLIC�SECTOR�INFORMATION�COMMUNICATION�TECHNOLOGY�MANAGEMENT��
��Programme�Purpose:�Promote�and�manage�the�use�of�ICT’s�in�the�design�and�delivery�of�citizen�centered�services�and�ensure�that�IT�services�support�the�continual�improvement�in�the�cost,�quality,�access,�responsiveness�and�speed�of�service�delivery�to�citizens,�business�and�stakeholders.�
�Sub�programmes
E�Government� Information�and�Communication�Technology�Policy�and�Planning.�
Information�and�Communication�Technology�Infrastructure�and�Operations.�
�E�Government�provides�support�and�leadership�to�national�and�provincial�departments�and�the�State�Information�Technology�Agency�in�the�development�of�a�government�wide�architecture�and�system�integration�plan.���Information�and�Communication�Technology�Policy�and�Planning�develops�policies,�strategies�and�regulations�on�ICT�across�the�public�service,�oversees�the�State�Information�Technology�Agency,�provides�secretarial�services�to�the�Government�Information�Technology�Officers’�Council,�and�oversees�all�ICT�initiatives�in�the�public�service.���Information�and�Communication�Technology� Infrastructure�and�Operations� supports� all� national� and�provincial�departments�on�significant�transversal�projects�and�ICT�infrastructure�related�projects.��������������������� �������������������
DPSA Strategic Plan 2013/201543
STRATEGIC�OBJECTIVES��
�Strategic�Objective�1� E�Government��
Objective�statement���
1. Revise the�e�government�policy�and�strategic� framework� �and�develop�an�e�government�transversal�system�for�implementation�by�departments�by�March�2015.�
�Baseline� a. Draft�e�government�Policy�developed�in�2001.�
Strategic�Objective�2� Public�Service�IT�Governance�
Objective�statement���
1. Develop�implementation�guidelines�to�support�the�implementation�of�the�Governance�of�IT�Framework�and�monitor�the�implementation�of�the�framework�by�March�2015.�
�Baseline���
a. Governance�of�ICT�policy�framework was�approved�by�Cabinet�in�November�2012.
�
Strategic�Objective�3� Reduce�IT�spending�and�enhance�information�security��
Objective�statement���
1. Contribute� to� improvements� in� government� spending� on� IT� and� in� the� security� of�government�information�by�conducting�the�ICT�Expenditure�review,��developing�the�Free�and� Open� Source� Software� (FOSS)� Policy� and� Hybrid� Migration� Strategy� and� the��Minimum� information� security� standards� framework� and� associated� standards� and�monitor�their�implementation�by�departments�by�March�2015.��
�
Baseline���
a. Minimum�Information�Security�Standards�developed�in�1996.�
b. ICT� policies� and� Standards� (Free� and� Open� Source� Software� (FOSS)� developed� in� 2007,�Minimum� Information� Interoperability� standards� (MIOS)� 2002� revised� � in� 2011� and��Minimum�Information�Security�Standards�developed�in�1996.�
�
Strategic�Objective�4� Functioning�of�SITA�
Objective�statement���
1. Support�improvements�in�the�functioning�of�SITA�by�developing�Mechanism�to�address�SITA�related�issues�as�raised�by�departments�and�by�reviewing�the�Shareholder�compact�and�Legal�and�administrative�framework�of�SITA.�
Baseline���
a. This�is�a�new�objective
Strategic�Objective�5� ICT�connection�and�Validation�of�Thusong�Service�Centres�
Objective�statement����
1. Connect� new� Thusong� Service� Centres as� identified� by� the� GCIS� and� validate� ICT�infrastructure�at�connected�Thusong�service�centres�and�conduct�an�impact�assessment�of�the�connected�centres�on�improved�service�delivery�by�March�2015.��
�Baseline���
a. Between� 2007� and� 2012, � 100� Thusong� Service� Centres� were� connected� to� ICT�infrastructure.�To�date�no�validation�and�impact�assessment�has�been�done�to�determine�the�impact�that�ICT�connectivity�and�infrastructure�has�in�improving�services�and�bringing�them�closer�to�the�people�
�
�����������
DPSA Strategic Plan 2013/201544
�RISK�MANAGEMENT���
OBJECTIVE�� RISK� MITIGATION�E�Government� 1. Cooperation�of�all�departments��in�
relation�to��implementation�of�the�e�government�Policy.��
1. Involve�departments�through�GITOC�in�the�development�work.�
2. Escalate�identified�challenges�for�intervention�by�the�DPSA's�Director�General�and�the�Minister�for�the�Public�Service�and�Administration�where�required.��
Public�Service�IT�Governance� 1. Lack�of�capacity�to�implement�by�departments�
1. Create�awareness�at�FOSAD�to�prioritize�and�budget�for�implementation.�
Reduce�IT�spending�and�enhance�information�security�
1. Not�obtaining�approval�and�cooperation�from�key�stakeholders�such�as�the�State�Security�Agency�(SSA)�in�relation�to�policy�implementation.�
1. Escalate�identified�challenges�for�intervention�by�the�DPSA's�Director�General�and�the�Minister�for�the�Public�Service�and�Administration�where�required.�
Functioning�of�SITA� 1. Reports�to�the�Minister�for�the�Public�Service�and�Administration�not�timely�submitted��
1. Ensure��that�there�are�quarterly�reviews�held�on�the�submitted�reports�
Public�Service�ICT�policies,�strategies�and�Regulations�
1. Cooperation�from�departments�in�relation�to�policy�implementation.�
1. Involve�departments�through�GITOC�in�the�development�and�implementation.�
2. Escalate�identified�challenges�for�intervention�by�the�DPSA's�Director�General�and�the�Minister�for�the�Public�Service�and�Administration�where�required.�
ICT�connection�and�Validation�of�Thusong�Service�Centres�
1. Funding�for�operational�costs�of�the�ongoing�connectivity�programme�
1. Request�departments�to�allocate�budget�for�connectivity.�
���
DPSA Strategic Plan 2013/201545
PRO
GRA
MM
E�4:
�PU
BLIC
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TOR�
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inistration
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ram
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put
Mea
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dica
tor
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/14�
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get
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/15�
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get
Inform
ation�
Commun
ication�
Techno
logy�
Infrastructure�
and�
Ope
ratio
n�
� 1� �
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ition
al�Thu
song
�Service�cen
tres�
conn
ected�to�IC
T�infrastructure�to
�supp
ort�improv
emen
ts�in
��front�line
�service�de
livery.�
Num
ber�of�new
�Thu
song
�Service�
Centres��con
nected
�with
�ICT.�
�
Conn
ect�n
ew�Thu
song
�Service�
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entified�by
�GCIS.�
Cond
uct�impa
ct�assessm
ent�o
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ected�Th
uson
g�Service�Ce
ntres.�
� �Im
pact�assessm
ent�rep
ort.
2�
Initiatives�to
�red
uce�ICT�costs�
implem
ented�across�th
e�pu
blic�
service.�
�
Repo
rt�on�the�status�of��IT�spe
nding�in��
governmen
t�dep
artm
ents.�
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uct�the
�ICT�expe
nditu
re�review.
Iden
tify�an
d�circulate�the�tw
o�initiatives�to
�red
uce�ICT�costs�to�
depa
rtmen
ts�fo
r�implem
entatio
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itor��im
plem
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Improv
emen
ts�in
�the�functio
ning
�of�
SITA
�sup
ported
�throug
h�the�
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entatio
n�of�a�m
echa
nism
�to�
address�issues�raised�by
�de
partmen
ts�and
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mpa
ct�and
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and�ad
ministrative�fram
ework�of�
SITA
�
Mecha
nism
�to�add
ress�SITA�related
�issues�im
plem
ented��and
�mon
itored
.���
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an�effective�
resolutio
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nism
�to�ad
dress�SITA
�related
�issues�as�raised
�by�Dep
artm
ents.�
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itor�and
�rep
ort�on
�the
�resolution�
of�issues�by�SITA
.��
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ed�Sha
reho
lder�com
pact,�legal�
and�ad
ministrative�fram
ework�of�
SITA
.�
Review
�the�shareh
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r�compa
ctan
d�facilitate�
the�
sign
ing�
of�the�
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ct�b
etwee
n�the�
Minister�for�
the�
Public�
Service�
and�
Adm
inistration�an
d�SITA
.�
Review
�the
�legal�and
�adm
inistrative�
fram
ework�of�SITA�and
�inpu
t�into�the
�Amen
dmen
t�of�
SITA
�ACT
�an
d�Re
gulatio
ns.�
� �Strategic�Goa
l��3:�App
ropriate�legislative�fram
eworks�fo
r�pu
blic�service�and
�adm
inistration
�Su
b�pr
ogra
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ication�
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logy�
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4Co
rporate�Gov
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ework�im
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epartm
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rt�on�the�status�of�
implem
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rporate�
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erna
nce�of�IC
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licy�Fram
ework�
by�nationa
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�provincial�
depa
rtmen
ts��
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rate�Gov
erna
nce�of�
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plem
entatio
n�Guide
lines���an
d�circulate�them
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artm
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ide�im
plem
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n�of�th
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Cabine
t�app
roved�Co
rporate�
Gov
erna
nce�of�IC
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licy�Fram
ework.�
Mon
itor�and
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rt�on��
implem
entatio
n��of�the
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rate�
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erna
nce�of�IC
T�Po
licy�Fram
ework�
by�nationa
l�and
�provincial�
depa
rtmen
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� �
Inform
ation�
Commun
ication�
5� �
Minim
um�In
form
ation�Security�
Stan
dards�(M
ISS�)�framew
ork�
implem
ented�by
�dep
artm
ents�to
�supp
ort�improv
emen
ts�in
�the�
Repo
rt�on�the�status�of�
implem
entatio
n�of�th
e�Inform
ation��
security�policy�an
d��stand
ards.��
�
Subm
it�the�Security�Policy�to�th
e�Minister�for�the�Pu
blic�Service�and
�Adm
inistration�for�ap
prov
al.�
�
Subject�
to�ap
prov
al;�
laun
ch�an
d�mon
itor�
implem
entatio
n�of�
the�
Security�P
olicy�MISS�fram
ework�an
d�stan
dards�by
�all�de
partmen
ts.�
DPSA Strategic Plan 2013/201546
Techno
logy�
Infrastructure�and
���Ope
ratio
n��
security�of�g
overnm
ent�information
� �
Subject�to�ap
prov
al:�P
ublish�the�
Security�policy�an
d�MISS�fram
ework�
and�stan
dards�for�im
plem
entatio
n�by
�dep
artm
ents.�
�
�
6�
E�go
vernmen
t�policy�an
d�Strategy�
implem
ented�by
�nationa
l�and
�prov
incial�to
�sup
port��the
�integration�of�gov
ernm
ent�w
ide�
archite
cture�an
d�IT.�
E�go
vernmen
t�policy�an
d�Strategy�
laun
ched
�across�the�pu
blic�service.�
� �
Subm
it�the�e�go
vernmen
t�policy�an
d��
guidelines���to�th
e�Minister�for�
Public�Service�and
�Adm
inistration�
MPS
A�fo
r�ap
prov
al.�
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to�ap
prov
al:�
mon
itor�
and�
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rt�on�the�im
plem
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n�of�the
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t�policy�an
d�strategy.�
� � � � �
Repo
rt�
on�
the�
status�
of�
implem
entatio
n�of�the
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ernm
ent�
policy�an
d�strategy�
�by�de
partmen
ts.�
��
Subject�to�ap
prov
al�;circulateto�
depa
rtmen
ts�fo
r�implem
entatio
n�or�
revise�and
�re�subm
itted
.�
�7
The�value�of�IC
T�in�im
prov
ing�
busine
ss�processes�sup
ported
�throug
h�the�im
plem
entatio
n�of�Free�
and�Ope
n�So
urce�Softw
are�(FOSS)�
Policy�an
d�Hybrid�Migratio
n�Strategy.�
Free
�and
�Ope
n�So
urce�Softw
are�
(FOSS)�P
olicy�Hyb
rid�Migratio
n�Strategy.��
Develop
�the�FO
SS�policy�Hybrid�
Migratio
n�Strategy�(to�supp
ort�the
��efficient�im
plem
entatio
n�of�th
e�FO
SS�Policy�of�200
7�)�a
nd�sub
mit�to�
the�Minister�for�the�Pu
blic�Service�
and�Adm
inistration�for�ap
prov
al.�
Subject�
to�ap
prov
al;�
circulate�
the�
policy�
and�
strategy�to�
depa
rtmen
ts�
and�
mon
itor�an
d�repo
rt�on
�the�
implem
entatio
n�of�the
�FOSS�policy�by
�de
partmen
ts.�
� � � �Sub�
prog
ram
me
No
Out
put
Mea
sure
�/In
dica
tor
2013
/14�
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get
2014
/15�
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get
�
DPSA Strategic Plan 2013/201547
RESOURCE�PLAN�
�
�R�Thousand�
2012/13 2013/14� 2014/15� 2015/16
Adjusted�Appropriation Medium�term�estimates�
Subprogrammes� �
Management:� Public� Sector� Information� and�Communication�Technology��
5,801� 4,978� 2,820� 2,903� 3,046�
E�Government� 4,979 3,476 5,652� 5,887 5,862
Information� and� Communication� Technology�Policy�and�Planning�
5,512� 5,604� 8,731� 9,069� 6,235�
Information� and� Communication� Technology�Infrastructure�and�Operations�
27,624� 15,329� 22,157� 26,017� 28,349�
Total� 43,916 29,387 39,360� 43,876 43,492
� �
Economic�classification�
Current�payments� 40,998 26,469 39,284� 43,800 43,416
Compensation�of�employees� 13,561 9,504 15,440� 16,409 17,580
Salaries�and�wages� 12,251 8,194 13,934� 14,798 15,861
Social�contributions� 1,310 1,310 1,506� 1,611 1,719
Goods�and�services� 27,421 16,949 23,827� 27,374 25,819
Administrative�fees� 80 80 94� 102 88
Advertising� 13 13 385� 341 261
Assets�less�than�the�capitalisation�threshold� 89 89 15� 20 25
Catering:�Departmental�activities� 218 218 300� 302 336
Communication� 227 227 259� 264 269
Computer�services� 19,689 9,189 15,151� 18,511 19,152
Consultants� and� professional� services:� Business�and�advisory�services�
2,520� 2,520� 2,348� 2,687� 1,474�
Contractors� 30 30 971� 694 707
Agency�and�support�/�outsourced�services� 158 158 �� � �
Entertainment� 17 17 �� � �
Fleet� services� (including� government� motor�transport)�
49� 49� 11� 11� 11�
Housing� � � 12� 9 �
Inventory:�Food�and�food�supplies� 18 18 18� 21 30
Inventory:�Other�consumables� 5 5 �� � �
Inventory:�Stationery�and�printing� 540 540 102� 102 101
Lease�payments� 74 74 �� � �
Travel�and�subsistence� 2,849 2,849 2,329� 2,480 2,059
Training�and�development 220 220 327� 590 273
Operating�expenditure� 140 168 586� 567 273
Venues�and�facilities� 485 485 919� 973 760
Interest�and�rent�on�land� 16 16 17� 17 17
Interest�(Incl.�interest�on�finance�leases)� 16 16 17� 17 17
Transfers�and�subsidies� � � 8� 8 8
DPSA Strategic Plan 2013/201548
�R�Thousand�
2012/13 2013/14� 2014/15� 2015/16
Adjusted�Appropriation Medium�term�estimates�
Departmental�Agencies�and�Account� � � 8� 8 8
Social�Security�Funds� � � �� � �
Departmental�Agencies�(non�business�entities� � � 8� 8 8
Households� � � �� � �
Other�transfers�to�households� � � �� � �
Payments�for�capital�assets� 2,918 2,918 68� 68 68
Machinery�and�equipment 2,773 2,773 68� 68 68
Transport�equipment� � � 7� 7 7
Other�machinery�and�equipment� 2,773 2,773 61� 61 61
Software�and�other�intangible�assets� 145 145 �� � �
Total� 43,916� 29,387� 39,360� 43,876� 43,492�
��
EXP�NDITURE�TRENDS�
Spending� focus� of� the� programme� over� the� medium� term� is� on� implementation� of� various� policies� related�information�management� and� electronic� government� in� the� public� service.� � High� spending� is� incurred� for� the�payment� of� information� communication� technology� connectivity� for� the� Thusong� Service� Centres� and� the� call�centre.��The�coordination�and�management�of�the�GITO�Council�and�Portal�is�also�one�of�the�cost�drivers�in�this�programme.�
Between�2009/10�and�2012/13,�expenditure�decreased�from�R34.8�million�to�R29.3�million,�at�an�average�annual�rate�of�5.5�per�cent�due�to�a�delay�in�operationalisation�of�Gateway�call�centre.�
Over�the�medium�term�expenditure�is�expected�to�increase�to�R43.4�million,�at�an�average�annual�rate�of�14�per�cent.��Significant�increases�are�mainly�under�sub�programmes�e�government,�which�grows�at�an�annual�average�of�19�per�cent�due�to�the�planned�implementation�of�the�public�service�information�communication�technology�Strategy.� � Information� and� Communication� Technology� Infrastructure� and� Operations,� grows� at� an� annual�average�rate�of�22.7�per�cent�due�to�the�implementation�of�transversal�tenders�and�development�of�a�broadband�policy.�Additional�funding�for�improved�conditions�of�service�also�contributed�to�the�increase.�The�increase�in�the�budget� allocation� reflects� the� department’s� projection� to� increase� the� number� of� connected� Thusong� Service�Centres�providing�citizen�focused�services�per�year�from�70�in�2011/12�to�100�in�2015/16.�Thus,�over�the�medium�term,�10�new�Thusong�Service�Centres�per�year�will�be�connected�which�will�cost�an�estimated�total�amount�of�R13�million�per�year�to�sustain.�
The� programme� has� an� approved� establishment� of� 23� posts� of� which� eight� posts� were� vacant� at� the� end� of�November�2012.�
This�programme�makes�use�of�consultants�to�provide�technical�expertise�related�to�information�communication�technology.� In�2012/13,�R2.5�million�was�provided� for�work� related� to� the� renewal� and� review�of� information�technology�transversal�tenders�and�a�specialist�technical�architect�was�contracted�to�support�the�execution�of�the�e�government�project,�government�wide�enterprise�architecture�and�government�wide� information�technology�plan.�R6.5�million�is�allocated�for�consultants�between�2013/14�and�2015/16�to�assist�with�the�development�of�a�broadband�policy�and�information�communication�technology�policies�and�strategies�for�the�public�service.�
Savings�measures�have�been�identified�in�travelling�and�venues�and�facilities�to�the�value�of�R219�000.�
�
�
�
DPSA Strategic Plan 2013/201549
PROGRAMME�5:�SERVICE�DELIVERY�AND�ORGANISATIONAL�TRANSFORMATION��
��Programme�Purpose:�Promote�a�service�delivery�and�organisational� transformation�framework�and�engage� in� interventions�and�partnerships�to�promote�efficient�and�affective�service�delivery.
�Sub�programmes
Service�Delivery�Planning�
Service�Delivery�Improvement�Mechanisms�
Organisational�Development�of�the�Public�Sector�
Community�Development�and�Participation�
Change�Management�
Integrated�Access�Mechanisms�
��Service� Delivery� Planning� coordinates� and� facilitates� service� delivery� improvement� initiatives� such� as� the�development�and�implementation�of�a�service�delivery�planning�framework�in�departments.���Service�Delivery�Improvement�Mechanisms�supports�interventions�and�partnerships�which�improve�efficiency�and�effectiveness.���Organisational�Development�of�the�Public�Sector�focuses�on�the�organisational�development�of�the�public�sector.���Community� Development� and� Participation� ensures� the� smooth� coordination� and� implementation� of� the�community�development�workers�programme�in�the�public�service�and�the�promotion�of�citizen�participation.���Change� Management� promotes� cultural� change� in� the� public� service� and� coordinates� the� dissemination� of�lessons�for�improving�service�delivery.���Integrated�Access�Mechanisms�facilitates�community�development�through�access�to�government�services.�������������������������������
DPSA Strategic Plan 2013/201550
MEASURABLE�OBJECTIVES��
�
Strategic�Objective�1�� Service�delivery�quality�improvement
Objective�statement��
�
�
1. Contribute�to�the�implementation�of�service�delivery�quality�improvement�initiatives�by�developing�and�assisting�
national�departments�and�provinces�with�the�implementation�of�frameworks�and�methodologies�on�service�delivery�
improvement�plans,�business�process�mapping�and�standard�operating�procedures,�unit�costing�and�geographic�
mapping�by�March�2015.�
�
Baseline��
�
�
a. Geographic�accessibility�study�completed�was�conducted�in�2009�on�the�Integrated�Sustainable�Rural�
Development�areas�(15�rural�areas)�for�eight�key�departments�(Home�Affairs,�Labour,�SASSA�pay�
points,�SAPS,�Education,�Health,�Justice,�Thusong�Service�Centres).�A�CSIR�Geographic�accessibility�was�
conducted�across�three�spheres�of�government�in�the�City�of�Johannesburg�and�eThekwini�in�2012.��It�
included�8�key�departments�(Home�Affairs,�Labour,�SASSA�pay�points,�SAPS,�Education,�Health,�Justice,�
Thusong�Service�Centres)�and�various�services�of�the�two�metropolitan�councils�(City�of�Johannesburg�
and�eThekwini)�
b. A�Toolkit�and�methodology�on�the�unit�costing,�business�process�mapping�and�standard�operating�
procedures�was�developed�in�2012.�
c. In�2012�63%�of�National�and�Provincial�departments�submitted�Service�Delivery�improvement�plans�to�
the�DPSA.�
d. Business�process�management�framework�(which�includes�business�process�mapping,�standard�unit�
costs�and�standard�operating�procedures)�was�developed�in�2012.�
Strategic�Objective�2� Organisational�development�and�transformation
�
Objective�statement�
�
�
1. Provide�support�in�the�organisational�development�and�transformation�of�departments�by�revising�existing�legal�
instruments,�frameworks,�methodologies�and�directives�on�delegations,�organisational�design�and�change�
management�within�the�public�service�by�March�2015.�
2. Assist�sector�departments�to�develop�sector�specific�generic�structures�and�conduct�an�audit�of�the�efficiency�of�
organisational�structures�and�functionality�capacity�assessments,�as�well�as�provide�advocacy�programmes�for�
organisational�development�practitioners�by�March�2015.�
�
Baseline�
�
�
a. Directive�on�norms�and�standard�of�organisational�design�to�assist�departments�with�effective�
functional�structures�in�the�public�sector.�
b. Support�has�been�offered�to�departments�in�implementing�delegation�principles�and�templates�
through�capacity�building�workshops.�
c. A�draft�Change�Management�Framework�developed�and�submitted�for�Minister’s�approval�in�2012.�
d. No�baseline�on�the�audit�of�the�efficiency�of�organisational�structures.�
e. Capacity�building�initiatives�on�Organisational�Development�(OD)�norms�and�standards�in�order�to�
continuously�improve�the�quality�of�public�management�and�administration.�
�
�
�
�
�
�
�
�
DPSA Strategic Plan 2013/201551
Strategic�Objective�3� Professionalisation�of�public�service�through�productivity�measures
�
Baseline�
�
�
a. Draft�framework�on�the�Productivity�of�the�Public�Service
b. 1997�White�Paper�on�the�Transformation�of�the�Public�Service�delivery.�
c. Capacity�building�workshops�in�national,�provincial�&�local�government�on�the�institutionalisation�of�
the�Batho�Pele�principles.�
d. Support�to�departments�on�the�implementation�of�the�initiatives�to�acknowledge�service�delivery�
improvement,�professionalism,�morale,�minimum�productivity�measures�since�2009�through�serving�as�
panel�members�and�adjudication�of�the�service�delivery�excellence�awards�in�provinces.�
Strategic�Objective�4� Citizen�participation�and�effective�management�of�complaints.
�
Objective�statement�
1. Contribute�towards�improvement�of�service�delivery�in�government�by�ensuring�effective�citizen�participation�and�
engagement,�improving�social�cohesion�strategies,�and�the�timely�response�to�citizens’�complaints�by�providing�
redress�thereto�using�citizen�facing�mechanisms�by�March�2015.�
�
Baseline�
�
a. A�Draft�guide�on�public�participation�was�developed�in�2012�(subject�to�approval�by�the�Minister�for�Public�Service�
and�Administration�in�2013)�
b. Multi�stakeholder�workshop�on�public�participation�in�the�public�service�held�in�2011�
c. A�Draft�Public�Service�Complaints�and�Compliments�framework�was�developed�in�2012.�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
DPSA Strategic Plan 2013/201552
RISK�MANAGEMENT��
�
��
���
OBJECTIVE�� RISK� MITIGATION�Service�delivery�quality�improvement�
1. The�readiness�of�national�and�provincial�departments�in�responding�to�the�implementation�of�all�these�service�delivery�improvement�initiatives.�
2. Lack�of�a�Regulation�to�ensure�compliance�to�implement�the�frameworks.�
�
1. Proper�consultation�and�discussions�with�all�stakeholders�and�presentations�to�G&A�cluster�and�EXCO�meetings�in�line�departments�and�Offices�of�the�Premier,�as�well�as�full�utilisation�of�the�NSDOT�Steering�Committee�going�forward.��
Organisational�development�and�transformation�
1. Due�to�the�technical�nature,�as�well�as�the�specialist�skills�required�for�the�work,�the�time�taken�to�finalise�the�approved�generic�structure�may�vary�from�planned�timelines.��
2. Delays�in�the�approval�of�the�revised�legal�instruments�due�to�processes�of�consultation.�
1. Convene�periodic�follow�up�meetings�with�stakeholders�departments.�
Professionalisation�of�public�service�through�productivity�measures��
1. Professionalism�is�a�behaviorally�related�issue�and�is�dependent�on�individual�buy�in�and�responses�to�strategies.�
2. Physical�environments�impact�on�levels�of�productivity.�
1. Utilize�the�Batho�Pele�forum�meetings�and�the�Service�Delivery�national�&�provincial�forums�to�outline�the�expectations�of�the�participants�and�ensure�that�all�participating�departments�comply.��
Citizen�participation�and�effective�management�of�complaints.�
�
1. Consultations�with�stakeholders�representing�the�citizens�and�stakeholders�needed�for�the�implementation�of�the�complaints�management�system�may�delay�the��process�and�buy�in.�
1. Utilise�the�Service�Delivery�Improvement�Forum�(SDIF)�to�enhance�citizen�engagement�programmes�and�initiatives.�
DPSA Strategic Plan 2013/201553
���PR
OG
RAM
ME�
5:�S
ERV
ICE�
DEL
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Average�waitin
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�improv
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�service�delivery.��
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rimary�he
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husong
�Service�Ce
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Repo
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ducted
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mitted
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�Th
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and�Labo
ur).�
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delivery�in�th
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artm
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terven
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Coordina
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Stan
dardised
�delegation�principles�
and�templates�fo
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delegatio
ns�im
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�de
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ardised�de
legatio
n�principles�and
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ancial,�h
uman
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and�ad
ministrative�de
legatio
ns.��
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theP
ublic�Service�and
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n�of�
the�directive�throug
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ps.��
� � 5� � � � � �
Organ
isationa
l�structures�of�th
e�iden
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partmen
ts�and
�Offices�
of�th
e�Prem
iers�(O
TPs)�aligne
d�to�
the�gene
ric�functio
nal�structures�for�
these�sectors�to�ensure�consistency�
across�provinces�regarding
�functio
nal�con
figuration�an
d�allocatio
n�of�re
sources.�
�
Organ
isationa
l�structures�of�th
e�Prov
incial�Dep
artm
ents�of�H
ealth
,�So
cial�Develop
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Offices�of�P
remiers��aligne
d�to��the
�gene
ric�functio
nal�structures.��
Facilitate�the�alignm
ent�o
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%�of�
prov
incial�gov
ernm
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ents�
to�th
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d�gene
ric�functio
nal�
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nal�structures.�
Facilitate�the�alignm
ent�o
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l�structures�of�th
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artm
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ealth
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ce�to
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ric�
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nal�structures.�
� � � � � �
DPSA Strategic Plan 2013/201554
� � � � � � � � � � � � � � � � �
� � 6� �
The�ap
prop
riate�de
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organisatio
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and�practic
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Repo
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s�of�dep
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blic�service.�
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Subm
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�protocol�
and�metho
dology�to
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and�effectiven
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s�to��to�the�
Minister�for�the�Pu
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cacy�and
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ent.�
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pay�for�work�of�equ
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ented�within�the�pu
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ework�an
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partmen
ts.�
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DPSA Strategic Plan 2013/201557
�RESOURCE�PLAN��
�R�Thousand�
2012/13 2013/14� 2014/15 2015/16
Adjusted�Appropriation Medium�term�estimates�
Subprogrammes� �
Management:� Service� Delivery� and�Organisational�Transformation��
3,095� 2,986� 3,874� 3,990� 3,848�
Service�Delivery�Planning� 2,060 2,706 3,863� 4,006 4,132
Service�Delivery�Improvement�Mechanisms�� 11,099 11,300 13,643� 14,201 14,199
Organisational� Development� of� the� Public�Sector�
14,465� 14,453� 14,869� 15,562� 16,354�
Community�Development�and�Participation�� 5,112 5,717 5,354� 5,501 5,122
Change�Management�Process�and�System� 5,524 5,639 4,850� 5,025 5,491
Integrated�Access�Mechanisms� 5,534 5,458 5,959� 7,054 6,843
Public� Administration� Leadership� and�Management�Academy�
123,492� 124,384� 131,922� 138,508� 143,654�
Centre�for�Public�Service�Innovation� 16,036 17,098 22,866� 23,513 24,663
Public� Service� Education� and� Training�Authority�
22,086� 22,295� 23,308� 24,706� 25,843�
Batho�Pele� 5,864 4,744 5,558� 5,630 5,983
Total� 214,367 216,780 236,066� 247,701 256,132
� �
Economic�classification�
� �
Current�payments� 68,701� 70,013� 80,299� 84,228� 86,389�
Compensation�of�employees� 42,804 43,180 49,364� 52,489 56,326
Salaries�and�wages� 38,483 38,859 44,043� 46,801 50,241
Social�contributions� 4,321 4,321 5,321� 5,688 6,085
Goods�and�services� 25,816 26,752 30,889� 31,693 30,017
Administrative�fees� 124 124 442� 419 384
Advertising� 507 507 2,027� 2,478 2,396
Assets�less�than�the�capitalisation�threshold� 7 7 21� 19 18
Audit�cost:�External� 138 138 �� � �
Catering:�Departmental�activities� 84 84 448� 455 593
Communication� 1,372 1,372 833� 854 869
Computer�services� 2,854 2,854 3,186� 3,090 3,152
Consultants� and� professional� services:�Business�and�advisory�services�
6,152� 5,352� 2,513� 3,497� 2,794�
Contractors� 1,055 1,539 1,198� 1,457 1,212
Entertainment� 22 22 2� 2 2
Fleet� services� (including� government� motor�transport)�
245� 245� 32� 32� 25�
Housing� � � 2� 18 13
Inventory:�Food�and�food�supplies� 26 26 30� 22 34
Inventory:�Fuel,�oil�and�gas � � 8� � �
DPSA Strategic Plan 2013/201558
�R�Thousand�
2012/13 2013/14� 2014/15 2015/16
Adjusted�Appropriation Medium�term�estimates�
Inventory:�Other�consumables� 13 13 31� 31 32
Inventory:�Stationery�and�printing� 1,909 1,909 504� 508 510
Lease�payments� 1,488 1,788 2,073� 2,260 2,463
Property�payments� � 40 154� 159 164
Travel�and�subsistence� 4,751 4,751 11,237� 10,312 9,437
Training�and�development 1,863 1,863 628� 642 658
Operating�expenditure� 1,213 1,297 1,387� 1,255 1,182
Venues�and�facilities� 1,993 2,821 4,133� 4,186 4,079
Interest�and�rent�on�land� 81 81 46� 46 46
Interest�(Incl.�interest�on�finance�leases)� 81 81 46� 46 46
Transfers�and�subsidies� 145,617 146,718 155,259� 163,243 169,526
Departmental�agencies�and�accounts� � � �� � �
Departmental�agencies�(non�business�entities) 145,578 146,679 155,254� 163,238 169,521
Foreign� governments� and� international�organisations�
39� 39� 5� 5� 5�
Households� � � �� � �
Other�transfers�to�households� � � �� � �
Payments�for�capital�assets� 49 49 508� 230 217
Building�and�other�fix�structure� � � 12� 9 9
Building� � � 1� 1 1
Other�fix�structure� � � 11� 8 8
Machinery�and�equipment 49 49 496� 221 208
Transport�equipment� � � 341� 41 41
Other�machinery�and�equipment� 49 49 155� 180 167
Total� 214,367� 216,780� 236,066� 247,701� 256,132�
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DPSA Strategic Plan 2013/201559
EXPENDITURE�TRENDS�
The� spending� focus� over� the� MTEF� period� will� be� for� the� implementation� of� service� delivery� improvement�initiatives,� the� development� of� implementation� of� frameworks� and� methodologies� and� for� assisting� with�implementation�of�frameworks�and�methodologies.���Expenditure�increased�from�R189.�4�million�in�2008/09�to�R203.2�million�in�2011/12,�at�an�average�annual�rate�of�2.4� per� cent.� � The� increase� in� expenditure� of� R1� million� in� 2009/10� was� mainly� in� the� Integrated� Access�Mechanisms� sub�programme,�due� to�expenditure� relating� to� the�geographic� information� systems� �project� and�R2.9�million�increase�in�2009/10�in�the�Community�Development�and�Participation�sub�programme�related�to�the�funding�of�the�completion�of�the�community�development�indaba.��Between�2008/09�and�2009/10�expenditure�in�the�Public�Administration�Leadership�and�Management�Academy�sub�programme�increased�with�R15.8�million�due�to�a�once�off�allocation�for�purchasing�furniture�and�equipment�for�the�new�building�of�the�academy.���Public�Service�Education�and�Training�Authority�sub�programme’s�expenditure�grew�at�an�average�annual�rate�of�12.6�per�cent,� from�R14.7�million� in�2008/09� to�R27.4�million� in�2010/11� to� increase�capacity� required� for� the�establishment�of� the�entity.�Expenditure�over� the�MTEF�period� is�expected� to� increase� from�R214.4�million� to�R241.9�million,� at�an�average�annual� rate�of�6�per� cent.� � This� is�mainly�due� to�allocations� for� inflation� related�adjustments�to�salaries.��Additional�transfer�allocation�for�the�Public�Administration�Leadership�and�Management�Academy�sub�programme�over�the�medium�term�is�R3.1�million.������
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DPSA Strategic Plan 2013/201560
PROGRAMME�6:�GOVERNANCE�AND�INTERNATIONAL�RELATIONS��
�
Programme�Purpose:�Improve�governance�and�public�administration�for�enhanced�service�delivery�through�integrated�public�service,�fighting�corruption,�monitoring�and�evaluation�as�well�as�advancing�the�public�service�agenda�at�national,�regional�and�international�levels�
�Sub�programmes
Integrity�and�Ethics�Management�
International�and�African�Affairs�
Monitoring�and�Evaluation�
African�Peer�Review�Mechanism�
Integrated�Public�Administration�Reforms�
Public�Service�Anti�Corruption�Unit�
��Integrity� and� Ethics� Management� is� responsible� for� establishing� and� implementing� strategies� for� fighting�corruption�and�improving�ethical�conduct�in�the�public�service.��International�and�African�Affairs�establishes�and�maintains�bilateral�and�multilateral�relations�on�governance�and�public�administration�by�coordinating�and�facilitating�South�Africa’s�engagement�and�contribution�to�continental�and�international�discourses�on�governance�and�public�administration�for�improved�service�delivery.�
�Monitoring� and� Evaluation� manages� a� system� for� monitoring� and� evaluating� Public� Service� regulations� and�related�policies�that�enables�transformation�in�the�public�sector.��African�Peer�Review�Mechanism�ensures�domestication�and�mainstreaming�of�policies,�standards,�and�practices�of�the�APRM�Programme�contributing�towards�political�stability,�high�economic�growth,�sustainable�development�and�accelerated�sub�regional�and�continental�economic�integration��Integrated� Public� Administration� Reforms� supports� the� Minister,� Deputy� Minister� and� Director�General� in�working� towards� greater� public� administration� and� service� delivery� integration� � through� facilitating� the�introduction�of�enabling�legislative�and�policy�frameworks,�stakeholder�liaison�and�programme�coordination.��Public�Service�Anti�Corruption�Unit�is�responsible�for�providing�technical�assistance�and�advisory�support�services�on�corruption�related�misconduct�matters�in�the�public�service�to�ensure�the�uniform�application�of�norms�and�standards�relating�to�labour�relations�and�anti�corruption�determined�by�the�MPSA.����������������������������
DPSA Strategic Plan 2013/201561
MEASURABLE�OBJECTIVES��
Strategic�Objective�1� Monitoring�compliance�to� public�service�regulations�and�policies�
Objective�statement�����
1. Monitor� and�evaluate� the� implementation�of� public� service� regulations� and�policies� to�assess� the�level�of�compliance�by�national�and�provincial�departments�by�March�2015.�
Baseline�����
a. The�DPSA�has�developed�the�Monitoring�and�Evaluation��Framework,�M&E�Tool�Series�and��Guidelines��to�support�the�assessment�of�compliance�with�the�Public�Service�Act,�Regulations�and�related�policies��
Strategic�Objective�2� Integrated��public�administration�
Objective�statement����
1. Contribute�to�greater�alignment�of�public�administration�across�the�three�spheres�of�government�for�strengthened� administration� and� service� delivery� by� developing� enabling� policy� and� legislative�frameworks�by�March�2015.�
Baseline���
a. A� draft� Public� Administration� Management� Bill� (PAM� Bill)� to� provide� for� the� organisation,�management,�functioning�and�personnel�related�matters�in�the�administration�in�the�three�spheres�of� government� was� introduced� in� Parliament� in� June� 2008� and� subsequently� withdrawn� from�Parliament� in� November� 2008.� � The� option� of� re�introducing� the� PAM� Bill� was� approved� and� a�Process�Map�that�outlines�all�the�activities�was�approved�and�is�currently�being�implemented.��
�b. A�Pilot�Thusong�Service�Centre�at�Maponya�Mall�has�been�launched�in�Soweto�as�a�flagship�model�
that�will�allows�for�the�inclusion�of�services�both�vertically�and�horizontally�in�the�public�sector�and�will�depict�the�single�face�of�government�to�the�recipients�of�government�services.���
Strategic�Objective�3� Fight�against��corruption�
Objective�statement��
1. Contribute� to� governments� fight� against� corruption� in� the� public� service� by� (1)� introducing� the�Public� Sector� Integrity� Management� Framework� (2)� support� investigations� and� disciplinary�processes�relating�to�corruption�cases�by�March�2015.�
Baseline���
a. The�public�sector�integrity�management�framework�document�has�been�developed�and�submitted�to�the�Minister�for�Public�Service�and�Administration�for�approval�before�submission�to�Cabinet.�
b. A�concept�document�on�the�establishment�of�the�anti�corruption�branch�has�been�drafted�and�submitted�to�the�Minister�for�the�Public�Service�and�Administration�for�approval.�
�Strategic�Objective�4� African�Peer�Review�Mechanism
�Objective�statement��
1. South�Africa's�compliance��with�the�African�Peer�Review�Mechanism�by(1)��managing�and�implementing�the�African�Peer�Review�Mechanism’s�National�Progamme�of�Action�(PoA),�(2)�preparing��and��submitting�Progress�Implementation�Reports�and�,�(3)�coordinating�the�country's�second�generation�Country�Review�process�by�March�2015.�
Baseline����
a. The�1st�Country report�was�submitted�to�the�African�Union�in�2009.�
�Strategic�Objective�5� Improved�public�service�and�administration�in�Africa�and��internationally�
�Objective�statement��
1. Contribute� to� share� best� practices� and� lessons� learned� in� the� transformation� of� the� public�administration� for� improved� service� delivery� through� participation� in� the� continental� governance�and� public� administration� initiative,� advancement� of� the� South�South� cooperation,� establishment�and�management�of�the�north�south�relations�and�participation�in�the�global�governance�forums�by�March�2015.�
Baseline����
a. Established�Continental�Bilateral�Relations�(the�7th�Conference�of�African�Ministers�for�public/civil�service).�
b. Established�International�Bilateral�Relations�(AAPAM,�CAFRAD,�Egypt�MoU,�DRC�MoU,�China�MoU�and�India�MoU).�
c. Established�International�Multilaterals�(IBSA,�OECD,�OGP).�
����
DPSA Strategic Plan 2013/201562
RISK�MANAGEMENT��OBJECTIVE�� RISK� MITIGATION�Fight�against��corruption� 1. Lack�of�implementation�of�the�Public�Sector�
Integrity�Management�Framework�by�departments.�
�
1. Timeous� finalization�of� the�establishment�of�the�ethics�and�anti�corruption�branch.��
2. Support� implementation� of� the�framework� through� issuing� of� Guidelines�and�Directives.�
Monitoring� compliance� to��public� service� regulations� and�policies�
2. Buy�in�from�all�relevant�stakeholders�and�use�of�M&E�findings�to�improve�service�delivery�
1. Improved�Communication�Strategy�on�all�M&E�Reports�&�findings�
African�Peer�Review�Mechanism��� 1. The�undertaking�of�the�second�Generation�Country�Review�process�depends�on�a�political�decision�taken�outside�the�DPSA.�
1. MPSA�to�ensure�close�and�formal�engagements�with�the�Presidency�with�regard�to�making�a�clear�commitment�as�to�whether�the�review�will�be�undertaken�and�when.��
Integrated��public�administration��
1. Lack�of�concurrence�in�Parliament�to�the�establishment�of�a�Single�Public�Service��as�envisaged�in�the�Draft�PAM�Bill.�
1. Stakeholder�engagements�to�ensure�objectives�clearly�understood�prior�to�tabling�in�Parliament.�
2. Communication�and�marketing�strategy.�Improved�public�service�and�administration�in�Africa�and��internationally��
1. The�Secretariat�of�the�Conference�of�African�Ministers�for�Public�Service�and�Administration�(CAMPS)�has�been�moved�to�the�African�Union�offices�and�there�is�concern�of�capacity�constraints�in�that�office.�The�fragile�stability�in�the�DRC�threatens�the�ongoing�PCRD�work�there.�
����
1. Use�South�Africa’s�term�as�Chair�of�the�African�Union�Commission�optimally�to�institutionalise�the�continental�programme.�
2. A�Resource�Mobilisation�Strategy�in�the�works�to�enable�targeted�interventions�in�PCRD�countries�to�establish�state�capability.�
3. To�establish�a�public�administration�agenda�within�the�BRICS�framework.��
��
�
DPSA Strategic Plan 2013/201563
�PRO
GRA
MM
E�6�
:�GO
VER
NA
NCE
�AN
D�IN
TERN
ATI
ON
AL�
RELA
TIO
NS���M
EDIUM�TER
M�TARG
ETS�
Strategic�Goa
l�1�:��An�efficient��and
�effective��p
ublic�adm
inistration�
�Su
b�pr
ogra
mm
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Mon
itoring
�and
�Evalua
tion�
� � � � �� � �
1�Im
prov
ed�Citizen�Satisfaction�
with
�regards�to
�how
�go
vernmen
t�services�are�
delivered
.�
Repo
rt�on�the�im
prov
emen
ts�in
�the�levels�of�citizen�satisfaction
�with
�the�prov
ision�of�pub
lic�
services�in
�the�sampled
�commun
ities.�
Cond
uct�a
�Citizen�Re
port�Card�
Survey�in
�sam
pled
�com
mun
ities�
and�supp
ort�the
�implem
entatio
n�of�
actio
n�plan
s�an
d�im
prov
emen
t�mea
sures�by
�the�relevant�service�
delivery�de
partmen
t.��
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uct�a
�Citizen
�Rep
ort�C
ard�
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pled
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mun
ities�
and�supp
ort�the
�implem
entatio
n�of�im
prov
emen
t�mea
sures�by�th
e�relevant�service�delivery�
depa
rtmen
t.�
2�Im
prov
ed�qua
lity�da
ta�on�
PERS
AL�is�m
aintaine
d�by
�all�
depa
rtmen
ts.�
Repo
rt�of�the
�num
ber�of�
depa
rtmen
ts�with
�qua
lity�da
ta�on�
PERS
AL.�
Prov
ide�technical�sup
port�85%
�of�
depa
rtmen
ts�on�qu
ality
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�PE
RSAL.�
Prov
ide�technical�sup
port�100
%�
of�dep
artm
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PERS
AL.�
3�Em
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rvey.�
Repo
rts�on
�the�em
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satisfaction�surveys�cond
ucted.��
Cond
uct�E
mploy
ee�Satisfaction�
survey�in
�all�na
tion
al�dep
artm
ents.��
Mon
itor�an
d�repo
rt�on�the�
implem
entatio
n�of�th
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s.��
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�Pu
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Reform
s��
4��M
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ramew
ork,�
Busine
ss�Case�an
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ncep
t�Design�for�a�Gov
ernm
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agem
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ramew
ork,�
Busine
ss�Case�an
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t�Design�for�a�Gov
ernm
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Develop
�the�Man
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ework���
Prov
ide�supp
ort�tow
ard�the�
implem
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agem
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ramew
ork�in�
Governm
ent.
�
Complete�the�concep
t�pha
se�by,�
(a)�F
inalising�the�feasibility�study;�
and,�(b
)�Com
men
cing
�with
�the�
prototyp
e�de
sign
�of�the
�train.�
Docum
ent�the
�Business�Ca
se�th
at�
includ
es�th
e�Feasibility�Study�and
�the�Co
ncep
t�Design�an
d�subm
it�to�
Cabine
t�for�app
roval.�
Strategic�Goa
l��3:�App
ropriate�legislative�fram
eworks�fo
r�pub
lic�service�and
�adm
inistration
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Integrated
�Pu
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inistration��
Reform
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5�Sing
le�Pu
blic�Service�
(SPS
)�Legislative�Fram
ework.
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le�Pub
lic�Service�(S
PS)�P
olicies�
and�Legislative�Fram
eworks.�
Facilitate�the�tabling�of�the
�Draft�
SPS�
Legislative�
Fram
ework�
in�
Cabine
t.��
Facilitate�the�de
velopm
ent�of�the
�regu
lation
s�for�the�Sing
le�P
ublic�
Service�(SPS
)�leg
islation
.�� �
� � � � �
DPSA Strategic Plan 2013/201564
�
Strategic�Goa
l�4:�A
n�ethical�and
�clean
�pub
lic�service�and
�adm
inistration�
�Su
b�pr
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�6�
Corrup
tion
�related
�cases�
successfully�in
vestigated
�and
�conclude
d���
�
Repo
rts�on
�outcome�of�te
chnical�
and�ad
visory�sup
ports�services�
rend
ered
.��
Cond
uct,�adv
ice�an
d�supp
ort�
investigations�and
�disciplinary�
hearings�of�corruption�related�
miscond
uct�matters�in
�pub
lic�
service��
Cond
uct,�adv
ice�an
d�supp
ort�
investigations�and
�disciplinary�
hearings�of�corruption�related�
miscond
uct�matters�in
�pub
lic�
service�
Num
ber�of�in
vestigations�and
�disciplin
ary�he
arings�on�
corrup
tion
�related
�miscond
uct�
matters�com
pleted
�in�th
e�pu
blic�
service��
Ethics�and
�Integrity
�Man
agem
ent�
7�Th
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Repo
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blic�Sector�Integrity�Fram
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to�dep
artm
ents�and
�mon
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entation
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the�Pu
blic�Sector�Integrity
�Fram
ework.�
�8�
E�Disclosure�system
�rolled�ou
t�across�th
e�pu
blic�service�to
�supp
ort�the
�fina
ncial�
disclosure�fram
ework�for�S
MS�
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bers.�
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Percen
tage�of�S
MSmem
bers�of�
all�n
ationa
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artm
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registered
�to�use�the
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System
.�� �
Register�100
%�of�S
enior�Man
agers�
of�all�na
tion
al�dep
artm
ents�to
�use�
the�e�Disclosure�System
.��
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itor�an
d�repo
rt�on�the�usage�
of�th
e�e�Disclosure�system
�in�all�
natio
nal�d
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ents.��
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Strategic�Goa
l�5:��Im
prov
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lic�service�adm
inistration�in�Africa�an
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ternationa
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/15�
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�Affairs
�
9�Im
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entatio
n�of�pub
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s�in�Sou
th�Africa,�
Africa�an
d�Internationa
lly�
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nced
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�and
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exchan
ged.
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Repo
rts�on
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�and
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st�practices�excha
nged
�on�
establishe
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ilateral�and
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Institu
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al�Relations�and
�establishe
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s.�
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te�and
�facilitate�
exchan
ges�on
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tion
al�Relations�and
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s�an
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red�lesson
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te�and
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exchan
ges�on
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/15�
Targ
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African
�Pee
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view
�Mecha
nism
�(APR
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th�Africa's�compliance�to�
the�APR
M�m
aintaine
d.�
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3rd�Nationa
l�Rep
ort�o
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Implem
entatio
n�of�th
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ramme�of�Action�valid
ated
�an
d�tabled
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mit.�
Table�So
uth�Africa’s�3rd�Nationa
l�Prog
ress�Rep
ort�o
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implem
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me�of�Action�at�
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mit.�
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supp
ort�to�the�Co
untry�Re
view
�Mission
�Tea
m�in
�prepa
ration
�of�
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d�Gen
eration�
APR
M�Review�Process.��
DPSA Strategic Plan 2013/201565
RESOURCE�PLAN��
�R�Thousand�
2012/13 2013/14� 2014/15 2015/16
Adjusted�Appropriation Medium�term�estimates
Subprogrammes� ��
Management:�Governance�and�International�Relations�5,545� 4,325�
�5,022� 5,100� 5,087�
Integrity�and�Ethics�Management�� 17,848 14,651 18,427� 19,203 21,026
International�Cooperation 11,507 10,911 11,726� 12,425 13,119
Monitoring�and�Evaluation 8,437 10,002 11,917� 12,512 13,065
African�Peer�Review�Mechanism�� 8,296 9,044 7,540� 8,928 8,874
Integrated�Public�Administration�Reforms� 22,336 16,120 16,558� 17,779 17,859
Public�Service�Commission 158,466 161,537 201,140� 212,431 204,931
Total� 232,435 226,590 272,330� 288,378 283,961
� �
Economic�classification�
Current�payments� 73,397� 64,481� 69,810� 74,840� 77,879�
Compensation�of�employees� 35,059 31,809 41,324� 43,942 47,165
Salaries�and�wages� 32,383 29,133 36,706� 38,999 41,874
Social�contributions� 2,676 2,676 4,618� 4,943 5,291
Goods�and�services� 38,299 32,633 28,432� 30,844 30,660
Administrative�fees� 227 227 478� 536 348
Advertising� 1,261 1,261 400� 1,925 415
Assets�less�than�the�capitalisation�threshold� 88 88 15� 16 15
Catering:�Departmental�activities� 627 627 125� 125 205
Communication� 863 863 805� 828 852
Computer�services� 3,790 1,890 3,094� 3700 4,231
Consultants� and� professional� services:� Business� and�advisory�services�
4,463� 3,813� 5,677� 2,810� 3,431�
Consultants�and�professional�services:�Legal�costs 2,120 1,520 �� � �
Contractors� 53 53 190� 201 183
Agency�and�support�/�outsourced�services� 2,053 2,353 500� 600 700
Entertainment� 64 64 29� 32 35
Fleet�services�(including�government�motor�transport) 116 116 36� 36 36
Housing� � � �� 4 10
Inventory:�Food�and�food�supplies� 34 34 50� 46 40
Inventory:�Other�consumables� 6 6 �� � �
Inventory:�Stationery�and�printing� 853 853 722� 802 868
Lease�payments� 5,282 5,282 3,367� 5,340 6,033
Property�payments� 1,490 990 1,996� 2,195 2,415
Transport�provided:�Departmental�activity� 10 10 300� 400 500
Travel�and�subsistence� 9,414 7,494 7,902� 8,120 7,680
Training�and�development 898 898 524� 534 544
Operating�expenditure� 481 365 874� 1,267 769
DPSA Strategic Plan 2013/201566
�R�Thousand�
2012/13 2013/14� 2014/15 2015/16
Adjusted�Appropriation Medium�term�estimates
Venues�and�facilities� 4,106 3,826 1,348� 1,327 1,350
Interest�and�rent�on�land� 39 39 54� 54 54
Interest�(Incl.�interest�on�finance�leases)� 39 39 54� 54 54
Transfers�and�subsidies� 159,025 162,096 201,967� 213,264 205,832
Departmental�agencies�and�accounts� 158,466 161,537 201,141� 212,432 204,932
Departmental�agencies�(non�business�entities) 158,466 161,537 201,141� 212,432 204,932
Foreign�governments�and�international�organisations 559 559 826� 832 900
Households� �� �� �� �� ��
Other�transfers�to�households� � � �� � �
Payments�for�capital�assets� 13 13 553� 274 250
Building�and�other�fix�structure� � � 361� 77 48
Building� � � 3� 3 3
Other�fix�structure� � � 358� 74 45
Machinery�and�equipment 13 13 192� 197 202
Transport��equipment� � � 22� 23 24
Other�machinery�and�equipment� 13 13 170� 174 178
Total� 232,435 226,590 272,330� 288,378 283,961
��
�
�
�
�
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�
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�
�
�
�
DPSA Strategic Plan 2013/201567
EXPENDITURE�TRENDS�
�
Spending� focus� of� the� programme� over� the� medium� term� is� the� implementation� of� an� electronic� disclosure�system� to�prevent� fraud� and� corruption,�monitoring� and�evaluation�of� service�delivery� through� surveys�which�also� includes� an� employee� satisfactory� survey,� engagement� with� international� partners� in� the� field� of� public�administration,� managing� the� African� Peer� Review� Mechanisms� for� South� Africa� and� managing� the� urban�Thusong�Service�Centre�in�Maponya�Mall.�
Expenditure�increased�from�R181�million� in�2009/10�to�R226.5�million�in�2012/13,�at�an�average�annual�rate�of�7.8�per�cent.� Significant� expenditure� growth�was� evident� under� the� following� sub�programmes:�Management:�Governance�and�International�Relations�grew�at�an�annual�average�of�12.3�per�cent�due�to�International�travel�related�to�projects�within�the�programme,��Integrity�and�Ethics�Management�grew�at�an�annual�average�of�23.5�due� to�additional� funding�being�appropriated� for� the�creation�of�a� special�ant�corruption�unit,�Monitoring�and�Evaluation�increased�at�annual�average�of�23.5�per�cent�due�to�provide�for�the�conduction�of�satisfaction�surveys,�and�African�Peer�Review�Mechanism�increased�at�an�annual�average�of�10.5�per�cent�to�sustain�the�ongoing�work�related�to�the�coordination�and�administration�of�the�African�peer�review�mechanism�on�behalf�of�South�Africa.�
Over� the� medium� term,� expenditure� is� projected� to� grow� to� R278.6�million,� at� an� average� annual� rate� of�7.1�per�cent�mainly� due� to� an� additional� allocation� to� the� Public� Service� Commission� for� capacity� building� to�strengthen�its�mandate�to�fight�corruption�in�the�public�service.�
The� programme� has� an� approved� establishment� of� 72� posts� of� which� 16� posts� were� vacant� by� the� end� of�November�2012.�
R11.9�million� is�projected�over�the�medium�term�for�use�on�consultants�to�provide�advisory�services�for�citizen�report�card�and�an�electronic�disclosure�system.�
Saving�efficiency�cuts�and�measures�to�the�value�of�R1�million�in�2013/14�were�applied�in�travelling,�catering�and�Venues�and�facilities.���
�
�
�
�
�
�
�
�
�
�
�
�
�
�
DPSA Strategic Plan 2013/201568
LINKS�TO�OTHER�PLANS�
�
LONG�TERM�INFRASTRUCTURE�AND�CAPITAL�PLANS��
�The�Department�of�Public�Service�and�Administration�does�not�have�long�term�infrastructure�and�capital�plans.���CONDITIONAL�GRANTS��
�The�Department�of�Public�Service�and�Administration�does�not�manage�conditional�grants.���PUBLIC�ENTITIES����
The�Department�of�Public�Service�and�Administration�transfers�funds�to�the�entities�below.�Public�Administration�Leadership� and�Management� Academy� (PALAMA)� reports� directly� to� the� Minister� for� the� Public� Service� and�Administration.� Public� Sector� Education� and� Training� Authority� (PSETA)� reports� to� the� Minister� of� Higher�Education�and�the�and�Office�of�the�Public�Service�Commission�(OPSC)�reports�to�the�Public�Service�Commission�(PSC).�
�Name�of�public�entity� Mandate Current� annual�
budget� � � � � � (R�thousand)�
Date� of� next�evaluation�
PSETA�� In� terms� of� the� Skills� Development� Act� (1998)� the�authority� is� the� sector� education� and� training�authority�for�the�public�service.��
22,295� N/A
PSC� The� Public� Service� Commission� derives� its� mandate�from�sections�195�and�196�of�the�Constitution.��
The� PSC� is� tasked� and� empowered� to,� amongst�others,� investigate,� monitor,� and� evaluate� the�organisation�and�administration�of�the�Public�Service.�
This� mandate� also� entails� the� evaluation� of�achievements,� or� lack� thereof� of� Government�programmes.� The� PSC� also� has� an� obligation� to�promote�measures� that�would� ensure� effective� and�efficient� performance�within� the� Public� Service� and�to� promote� values� and� principles� of� public�administration� as� set� out� in� the� Constitution,�throughout�the�Public�Service.��
161,537� N/A
PALAMA�� In� terms� of� the� Public� Service� Amendment� Act�(2007),� the� Public� Administration� Leadership� and�ManagementAcademy� is� a� legislated� training�institution,�the�mandate�of�PALAMA�� is� � to�train�the�public�sector� and� improve� service� delivery� by� developing�the�knowledge,�skills�and�attitudes�of�public�servants.�
124,384� N/A
��
PUBLIC�PRIVATE�PARTNERSHIPS���(PPP)�
Name�of�PPP� Purpose Outputs Current� value� of�agreement�(R�thousand)�
Date�when�agreement�expires�
RTG�718�PPP� Provision�of� Fleet� vehicles� to� the�State��
Operational� use� of� Fleet�vehicles�for�the�Department�
2.5�million� November�2013�
��
DPSA Strategic Plan 2013/201569
DPSA Strategic Plan 2013/201570
ANNEXURE�2:�ABBREVIATIONS�
�
APRM� :� African�Peer�Review�Mechanism�
AU� :�� African�Union�
DM� :� Diversity�Management��
DPSA� :� Department�of�Public�Service�and�Administration��
EH&W� :� Employee�Health�and�Wellness�
G&A� :�� Governance�and�Administration��
GEHS� :� Government�Employees�Housing�Scheme�
HOD� :� Head�of�Department�
HR�� :� Human�Resource�
HRDC� :�� Human�Resource�Development�Council�
HRM&D:� � Human�Resource�Management�and�Development�
ICT� :�� Information�Communication�Technology��
IFMS� :� Integrated�Financial�Management�System�
M&E� :� Monitoring�and�Evaluation�
MPSA� :� Minister�for�the�Public�Service�and�Administration�
MTEF� :� Medium�Term�Expenditure�Framework��
PERSAL� :�� Public�Service�Salary�Payment�System�
PMDS� :� Performance�Management�and�Development�System�
PSA� :�� Public�Service�Act�
PSCBC� :� Public�Service�Coordinating�Bargaining�Council�
PSC� :� Public�Service�Commission�
PSETA� :� Public�Sector�Education�and�Training�Authority�
SACU� :� Public�Sector�Anti�Corruption�Unit�
SMS� :� Senior�Management�Service�
SPS� :� Single�Public�Service�
�
Physical AddressBatho Pele House 116 Proes Street Pretoria 0001
Postal AddressPrivate Bag X916 Pretoria0001
Tel: 012 336 1000/1183
www.dpsa.gov.za
2013/15STRATEGIC PLAN