stratplanfinal 6 june2013(cd) · dpsa strategic plan 2013/2015 8 constitutionalmandate...

72
2013/15

Upload: others

Post on 11-May-2020

4 views

Category:

Documents


0 download

TRANSCRIPT

Page 1: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

2013/15

Page 2: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

DPSA Strategic Plan 2013/20151

����

SSTRAT2

���

��

TEGIC2013�/1

�PLAN15�

N�

Page 3: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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�����

������

Page 4: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

DPSA Strategic Plan 2013/20153

���

MI���

impleachie��The�rwastagencorru�In�theto�ththe�imhow�publioutlin�

This�priorImprChap

INISTER

ementation�of�eve�the�desired

range�of�areas�tage� as� a� resulcies.�These�weauption�by�public

e�State�of�the�Nhe�need� for�a�pmplementationto�tackle�the�mic� service� needned�in�the�plan

strategic�plan�irities� as� identifoving� educatiopter�14�on�Fight

R'S�FORE

the�delivery�ag�outcome.��

that�still�need��t� of� the� duplicakness�are�a�coc�servants,,�as�w

Nation�Addressproductive�pubn�of�the�Nationamyriad�of�challeds� to� play� to� e.�

s�the�Departmefied� in� the� Naton,� training� anting�Corruption

EWORD

greement�we�a

attention�inclucation� of� functonsequence�of�pwell�as�lack�of�c

�the�President�lic� service.�Theal�Developmenenges�that�still�fensure� the� sta

ent�of�Public�Setional� Developnd� innovation,��and�Chapter�1

D�

T22tinsaushli

InAata“apaimdtfglet

are,�however,� a

ude�poor�compltions� across� thpoor�discipline�commitment�by

proclaimed�201e�President�alsot�Plan�which�chface�us.�The�plaate� has� the� ca

ervice�and�Admment� Plan.� OfChapter� 13� on5�on�Nation�Bu

The� current� ad2009�and�will�c2013/14� finanche� DPSA� begnterventions� aservice�into�weladdressing� theunemployment�socio�economichinder� progressives.��

n� 2010� the�Administration�agreement� wiranslated�into�aand� oversee� th“An�efficient�anand�inclusive�citprioritised� Deaimed� at� fast� tmproving� hudevelopment� she� quality� of� sight� against�government�decegislations.�Althhat� we� havaware� that�mu

liance�to�publiche� organisationmanagement,�y�public�servant

13�as�"the�yearo�affirmed�goveharts�a�new�couan�also�gives�empacity� to� succe

ministration's�cof� specific� relevn� Building� a� Cilding�and�Socia

dministration� complete�its�macial� year.� Follogan� implemenaimed� at� capal�oiled�machinee� triple� challand� inequalit

c� problems� ws� in� the� impro

Minister� for�entered� int

ith� the� Presa�delivery�agreehe� implementatnd�effective�pubtizenship".�Theepartment�spectracking� progreuman� resouystems� and� pservice� deliverycorruption� acisions�are�in�lihough�we�are�hve� made� auch�more� still� n

c�service�regulanal� structures� oinefficient�servts.�

r�of�the�cadre"�wernment's�comurse�for�our�coumphasis�to�the�essfully� implem

ontribution�towance� to� the� PCapable� and� Deal�Cohesion.�

came� into� powandate�at�the�eowing� the� electing� a� numbacitating� the�ery�that�is�capaenges� of� poty� as� well� as�which� continuovement� of� pe

Public� Serviceto� a� performsident� which�ement�to�coordtion� of� Outcomblic�service�and��delivery�agreecific� interveness� with� regarrce� managerocesses,� impry,� strengtheninand� ensuring�ne�with�the�relhappy�with�thes� result� of�needs� to�be�do

tions�and�prescof� departmentice�delivery�sys

which�calls�attemmitment� to�suuntry�with�regacentral�role�thament� all� the� ac

wards�addressinlan� is� Chapter�evelopmental�

wer� in�end�of�ctions,�er� of�public�ble�of�verty,�other�

ue� to�ople’s�

e� and�mance�

was�dinate�me� 12�a�fair�ement�ntions�rds� to�ment,�roving�ng� the�

that�levant��gains�

the�one� to�

cripts,��s� and�stems,�

ention�upport�rds�to�at�the�ctions�

ng�the�9� on�State,�

Minister Lindiwe Sisulu

Page 5: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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.��

��

LN�Sisulu,�MP�Minister�for�the�Public�Service�and�Administration��

Page 6: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

DPSA Strategic Plan 2013/20155

�������

��O�����

��

����Ma����Dir����De����

OFFICIA

��

ashwahle�Diphrector�General�epartment�of�Pu

AL�SIGN

ofa�� �

ublic��Service�an

N�OFF�

nd�Administrati

��It�Pl�

����������� �

ion��

is�hereby�certifan:��

�� was� dthe� DAdmithe�MAdmi

��� takes

policifor� wServicrespo

��� accur

outcowhichand�achieTerm

fied�that�this�20

developed� by� tDepartment� ofnistration� undMinister� for� thenistration;�

s� into� accounies,�legislation�which� the� Dece� and� Aonsible;�and��

rately� reflectomes�oriented�h�the�DepartmeAdministrationeve� over� the�.�

013/15�Strategi

the�managemef� Public� Serviceder� the� guidane� Public� Servic

nt� all� the� reland�other�manpartment� of�Administration�

ts� the� stragoals�and�objeent�of�Public�Sen� will� endeavo

2013/15� Me

ic��

ent� of�e� and�nce� of�e� and�

levant�ndates�Public�

is�

ategic�ctives�ervice�our� to�edium�

Mr Mashwahle Diphofa

Page 7: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

DPSA Strategic Plan 2013/20156

Page 8: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

DPSA Strategic Plan 2013/20157

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.��

Page 9: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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.�

Page 10: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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).�

������

��������

Page 11: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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.�

��

Page 12: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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.��

Page 13: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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.

Page 14: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

DPSA Strategic Plan 2013/201513

��KEY

S

S

S

S

S

Y�PROJECTS�

�������in����� ����������������������n������������������������� �������������������f������������������������ ����������n� �������

Strategic��Goal�1:

�������!����������"#����������$������������������ ���������� �%���*����!���n

Strategic�Goal�2:�

������������%���*����������+� �����-�*� <����%���*����!������ �+� ���

Strategic�Goal��3:

��� ����������������� ����������=�������������������

Strategic�Goal�4:�

��������� <�$������������

Strategic�Goal�5:�

FOR�THE�201

n� �������!��������������!����������������n������!����>�� �����$���$�� �������

����in�$��� ������������������f��� �������� �����������������n�� ������������?�������!�� ��A

n�����������������$���$@�*������

�An�efficient��and

�������K���������!�������!�����������������������������������������������n�$�����������������������k������!�������n���K*���������

A�Capable,�Equit

������� ����������k�!���������100������������!��$���� ��������"�������������k�!�����������n������������������������������

�Appropriate�leg

�����!�������n������������n���������!��$�f�K���������n�������

An�ethical�and�cl

�����!�$��K!����!�������������������������������

Improved�public

13/15��STRA

�� �������� ���i���������������������������

���*������������������������� �������n��!���*�Q��n�!�������� ���AL�������������� ��������������������

d�effective�public

�����������!������������������$�����$������<�n��!��$�������������������� ���%���*�Q�����������!�$�������������������

table�and��Profes

��������������� �0���� �������$����������� �������������$����(+���������!�K����������������������������

gislative�framewo

n������������n�������%����������������!�fn�����������

lean�Public�Servi

n������� ��*����������������������������%��

c�service�administ

TEGIC�PERIO

��� ����

!���� �����

����Y�����Zn�������

������������������

c��service�and�adm

�!������<����!������������>������������������n

�������� �������

ssional�Public�Ser

��!���*�Q��

+ "�Z

�����Q�\�� �

orks�for�Public�Se

�*�Qf���������������

ce�and�administr

���$������YK������������ ����������

tration�in�Africa�

OD�

ministration

��^���Q����

n�����=�������

rvice�and�Admini

ervice�and�admin

���������������

ration

�Z����������$�

and��internation

����

stration

nistration

����

���$��������$���

ally

>������@�

Page 15: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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.��

Page 16: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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�

Page 17: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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

Page 18: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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.�

�������

Page 19: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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.���

Page 20: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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.���

Page 21: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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.�

Page 22: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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.�

Page 23: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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.�

Page 24: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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.�

Page 25: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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

Page 26: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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�

Page 27: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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.��

Page 28: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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.����

Page 29: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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.���

Page 30: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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.�

Page 31: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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).�

Page 32: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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.�

Page 33: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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

ll�four�

EHW�policies.�

Strategic�go

al�2:�A

�Cap

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

ent�

Services�

4Im

prov

emen

t�in�the�

Compe

tency�levels�of�S

enior�

man

agers�supp

orted�throug

h�the�introd

uctio

n�of�Norms�an

d�Stan

dards�on

�Cap

acity

�de

velopm

ent.�

Repo

rt�on�the�im

plem

entatio

n�of�

the�Directiv

e�on

�Com

pulsory�

capa

city�develop

men

t�for�SMS�

with

in�th

e�pu

blic�service.��

Cond

uct�5

�adv

ocacy�worksho

ps��

with

�all�na

tiona

l�and

�provincial�

depa

rtmen

ts�in

�prepa

ratio

n�for�

implem

entatio

n�of�th

e�Directiv

e.��

Cond

uct�5

�worksho

ps�with

�all�

natio

nal�and

�provincial�

depa

rtmen

ts�to

�assist�w

ith�th

e�im

plem

entatio

n�of�th

e�Directiv

e.�

Repo

rt�on�the�an

nual�rep

ortson

�im

plem

entatio

n�subm

itted

�by�all�

depa

rtmen

ts.�

Diversity�

Man

agem

ent��

5Im

prov

emen

t�in�the��working

�cond

ition

s�of�pub

lic�servants�

with

�disab

ility�sup

ported

�throug

h�the�im

plem

entatio

n�of�

the�Po

licy�on

�Rea

sona

ble�

Accom

mod

ation�an

d�Assistiv

e�Devices.�

Repo

rt�on�the�de

velopm

ents�with�

regards�to�provision

�of�R

easona

ble�

Accom

mod

ation�an

d�Assistiv

e�Devices�fo

r�pu

blic�servants�with�

disabilities.�

Cond

uct�five�ad

vocacy�worksho

ps��

with

�all�na

tiona

l�and

�provincial�

depa

rtmen

ts�in

�prepa

ratio

n�for�

implem

entatio

n�of�th

e��Policy.�

Mon

itor�and

�Rep

ort�o

n�the�

developm

ents�with

�regards�to

�prov

ision�of�Rea

sona

ble�

Accom

mod

ation�an

d�Assistiv

e�Devices�fo

r�pu

blic�servants�with�

disabilities.�

�Su

b�prog

ramme

Outpu

t�Mea

sure�/Indicator

2013

/14��Target

2014

/15��Target

Hum

an�Resou

rce�

Develop

men

t��6

Public�Service�Skills�

developm

ent�a

ligne

d�with

�the�

Hum

an�Resou

rce�Develop

men

t�Co

uncil�G

oals.��

Repo

rt�on�the�nu

mbe

rs�of��

appo

intm

ents��against�th

e�targeted

��35

�000

�Learners,�In

terns�an

d�traine

e�artisan

s,�,�includ

ing�a�pe

rcen

tage�

from

�rural�areas�and

�une

mploy

ed�

youn

g�to��an�internship,�lea

rnership�

or�artisan

�program

me�,�in�the�Pu

blic�

Service.�

Supp

ort�the

��app

ointmen

t�of�the

�target�15��000

�you

th�th

roug

h�the�

processes�of�th

e�GSETA

�Forum

,�HRD

�Forum

s�an

d�issuing�of��

Determinations.�

� � �

Supp

ort�the

��app

ointmen

t�of�the

�remaining

�20�00

0�yo

uth�throug

h�the�processes�of�th

e�GSETA

�Forum

,�HRD

�Forum

s�an

d�issuing�of��

Determinations.�

� Mon

itor�and

�rep

ort�o

n�the�nu

mbe

r�of�app

ointmen

ts.�

Sub�prog

ramme

Outpu

t�Mea

sure�/Indicator

2013

/14��Target

2014

/15��Target

Page 34: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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

rce�

Develop

men

t�Plan.���

Develop

�an�integrated

�Plan�to�

coordina

te�and

�rep

ort�o

n�Hum

an�

Resource�Develop

men

t�initia

tives�

implem

ented�by

��stakeho

lder�

depa

rtmen

ts�(O

PSC,�DPS

A,�

PALA

MA,�P

SETA

�and

�DHET

).��

Coordina

te,��ad

vocate�and

�rep

ort�

on�th

e�im

plem

entatio

n�of�th

e�Integrated

�Hum

an�Resou

rce�

Develop

men

t�Plan��to

�the�MPSA,�

G&A�and

�Hum

an�Resou

rce�

Develop

men

t�Cou

ncil.�

Public�Service�

Hum

an�Re

source�

Develop

men

t�Strategic�

Fram

ework�

(PS�HRD

SF)�Vision

�201

5�aligne

d�with

�the�

Nationa

l�Develop

men

t�Plan

�(NDP),�

the�

Hum

an�

Resource�

Develop

men

t�Strategy�Sou

th�A

frica�

(HRD

�SA)�a

nd�th

e�New

�Growth�Path.�

Cond

uct�a

n�Im

pact�assessm

ent�to�

assess�th

e�efficacy�of�th

e�curren

t�HRD

�Strategy�to�in

form

�the�

compreh

ensive�review.�

Review

�and

��Align��th

e�Pu

blic�

Service�Hum

an�Resou

rce�

Develop

men

t�Strategic�Framew

ork�

and�subm

it�to�th

e�Minister�for�the�

Public��Service�and

�Adm

inistration�

for�ap

prov

al.�

1O�Nationa

l�and

�five

prov

incial�

Hea

lth�de

partmen

ts�and

�10�Nationa

l�an

d�threep

rovincial�H

ealth

�de

partmen

ts�have�de

velope

d�strategies��to�ad

dress�skills�gaps�in

�their�de

partmen

ts.�

� �

Supp

ort�1

0�Nationa

l�Dep

artm

ents�

and�5�Prov

incial�Edu

catio

n�de

partmen

ts�)�n�the�de

velopm

ent�

of�th

eir�sector�/�dep

artm

ent�

specific�strategy�to

�add

ress�

iden

tified�skills�gap�using�the�

gene

ric�strategy�develop

ed�by�

DPSA.�

Supp

ort�a

�furthe

r�10

�nationa

l�de

partmen

ts�and

�3�provinces��In�

the�de

velopm

ent�o

f�the

ir�

sector/dep

artm

ent�spe

cific�

strategy�to

�add

ress�id

entified�skills�

gap�using�the�gene

ric�strategy�

develope

d�by

�DPS

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�

Subject�to�MPSA�app

roval,��Rep

ort�

on�th

e�im

plem

entatio

n�of�th

e�Preven

tion�an

d�Man

agem

ent�o

f�Sexual�Harassm

ent�P

olicy�by

�de

partmen

ts.���

Cond

uct�F

ive�ad

vocacy�worksho

ps�

with

�all�na

tiona

l�and

�provincial�

depa

rtmen

ts�in

�prepa

ratio

n�for�

implem

entatio

n�of�th

e�Po

licy.��

Prov

ide�po

licy�im

plem

entatio

n�supp

ort�to�all�n

ationa

l�and

�prov

incial�dep

artm

ents�

expe

rien

cing

��implem

entatio

n�challeng

es.��

� �Sub�prog

ramme

Outpu

t�Mea

sure�/Indicator

2013

/14��Target

2014

/15��Target

Page 35: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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

Page 36: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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.�

Page 37: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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.�������������������������������������

Page 38: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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.�

Page 39: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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.�

Page 40: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

DPSA Strategic Plan 2013/201539

PRO

GRA

MM

E�3:

�LA

BOU

R�RE

LATI

ON

S�A

ND

�REM

UN

ERA

TIO

N�M

AN

AG

EMEN

T����MED

IUM�TER

M�TARG

ETS�

� �Strategic��Goa

l�1:�A

n�efficient��and

�effectiv

e�pu

blic��service�and

�adm

inistration�

�Su

b�pr

ogra

mm

eN

o�O

utpu

t�M

easu

re�/

Indi

cato

r20

13/1

4��T

arge

t20

14/1

5��T

arge

t

Negotiatio

ns�and

�Labo

ur�Relations�

1�PS

CBC�Re

solutio

n�1�of�201

2�is�

effectively�im

plem

ented�by

�all�

relevant�dep

artm

ents��

Repo

rts�on

�the�status�of�

implem

entatio

n�of�th

e�20

12��PSC

BC�

resolutio

ns.�

Mon

itor�and

�repo

rt�on�the�

implem

entatio

n�of�th

e�PS

CBC�

resolutio

ns�by�de

partmen

ts�and

�subm

it�repo

rts�to�th

e�Minister�for�the�

Public�Service�and

�Adm

inistration.�

Mon

itor�an

d�repo

rt�on�the�

implem

entatio

n�of�th

e�PS

CBC�

resolutio

ns�by�de

partmen

ts�and

�subm

it�repo

rts�to�th

e�Minister�for�

the�Pu

blic�Service�and

�Adm

inistration.��

�Negotiatio

ns�and

�Labo

ur�Relations�

2�Disciplinary�code

�and

�procedu

re�

implem

ented�by

�nationa

l�and

�prov

incial�dep

artm

ents�to

�improv

e�the�man

agem

ent�o

f�discipline�with

�the�pu

blic�service.�

Repo

rts�on

�the�im

plem

entatio

n�the�

disciplin

ary�code

�and

�procedu

re�by�

natio

nal�and

�provincial�d

epartm

ent.�

Mon

itor�and

�repo

rt�on�the�

implem

entatio

n�of�th

e�disciplin

ary�

code

�and

�procedu

re�by�na

tiona

l�and

�prov

incial�dep

artm

ents.��

Mon

itor�and

�repo

rt�on�the�

implem

entatio

n�of�th

e�disciplin

ary�

code

�and

�procedu

re�by��nationa

l�and

�prov

incial��d

epartm

ents.��

Labo

ur�Relations�

and�

Remun

eration�

Man

agem

ent��

3Pu

blic�Service�Cha

rter

implem

ented�by

�all�stakeh

olde

rs.��

Public�Service�Cha

rter�betwee

n�the�

State�as�Employ

er,�sectors�of�civil�

society�an

d�citizen

s�sign

ed.��

Develop

�the�Pu

blic�Service�Cha

rter�

and�consult�w

ith�all�stakeh

olde

rs�fo

r�ap

prov

al�.�

� Subject�to�ap

prov

al�and

�signing

,�circulate�for�implem

entatio

n.�

Subject�to�ap

prov

al,m

onito

r�the�

implem

entatio

n�of�th

e�Ch

arter�or�

revise�th

e�Ch

arter�ba

sed�on

�consultatio

ns�and

�re�subm

it�fo

r�ap

prov

al.�

Cond

ition

s�of�

Service�

4�Fun

ding

�Mod

el�and

�Institu

tiona

l�Fram

ework�for�the�New

�Gov

ernm

ent�E

mploy

ees�Hou

sing

�Sche

me�(GEH

S)��com

pleted

��in�

prep

aration�for�the�

implem

entatio

n�of�th

e�Sche

me�by

�de

partmen

ts��

Repo

rt�on�the�de

velopm

ent�o

f�the

��Fu

nding�Mod

el�and

�Institu

tiona

l�Fram

ework�for�the�Gov

ernm

ent�

Employ

ees�ho

using�Sche

me�(GEH

S)�

Develop

�the�Fu

nding�Mod

el�and

�Institutiona

l�Framew

ork�for�the�

Gov

ernm

ent�E

mploy

ees�Hou

sing

�Sche

me�(GEH

S)an

d�subm

it�to�M

PSA�

for�ap

prov

al.�

Subject�to�ap

prov

al�and

�successful�

nego

tiatio

n�in�th

e�PS

CBC,�laun

ch�th

e�sche

me�for�im

plem

entatio

n�by

�de

partmen

ts�and

�mon

itor�its�

implem

entatio

n.��

Strategic�Goa

l��3:�App

ropriate�legislative�fram

eworks�fo

r�pu

blic�service�and

�adm

inistration�

� 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.�

Remun

eration�Po

licy��fo

r�the�Pu

blic�

Service�de

velope

d,�con

sulte

d�on

�and

�subm

itted

�to�th

e�MPS

A�fo

r�ap

prov

al�.�

� �

Subject�to�ap

prov

al;�circulate�policy�

for�im

plem

entatio

n�by

�nationa

l�and

�prov

incial�dep

artm

ents�and

�sup

port�

and�mon

itor�the�im

plem

entatio

n�of�

policy.�

Page 41: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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

Page 42: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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.�

Page 43: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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.��������������������� �������������������

Page 44: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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�

�����������

Page 45: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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.�

���

Page 46: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

DPSA Strategic Plan 2013/201545

PRO

GRA

MM

E�4:

�PU

BLIC

�SEC

TOR�

INFO

RMA

TIO

N�C

OM

MU

NIC

ATI

ON

�TEC

HN

OLO

GY�

MA

NA

GEM

ENT�

�MED

IUM�TER

M�TARG

ETS�

� Strategic�Goa

l�:�A

n�efficient��and

�effectiv

e�pu

blic�adm

inistration

� Sub�

prog

ram

me

No

Out

put

Mea

sure

�/In

dica

tor

2013

/14�

�Tar

get

2014

/15�

�Tar

get

Inform

ation�

Commun

ication�

Techno

logy�

Infrastructure�

and�

Ope

ratio

n�

� 1� �

Add

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�

Centres�as�id

entified�by

�GCIS.�

Cond

uct�impa

ct�assessm

ent�o

f�conn

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.�

Cond

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

n�an

d�mon

itor��im

plem

entatio

n.��

3�

Improv

emen

ts�in

�the�functio

ning

�of�

SITA

�sup

ported

�throug

h�the�

implem

entatio

n�of�a�m

echa

nism

�to�

address�issues�raised�by

�de

partmen

ts�and

��the

�reviews�of�th

e�Sh

areh

olde

r�Co

mpa

ct�and

��the

�legal�

and�ad

ministrative�fram

ework�of�

SITA

Mecha

nism

�to�add

ress�SITA�related

�issues�im

plem

ented��and

�mon

itored

.���

Establish�

an�effective�

resolutio

n�mecha

nism

�to�ad

dress�SITA

�related

�issues�as�raised

�by�Dep

artm

ents.�

Mon

itor�and

�rep

ort�on

�the

�resolution�

of�issues�by�SITA

.��

Review

ed�Sha

reho

lder�com

pact,�legal�

and�ad

ministrative�fram

ework�of�

SITA

.�

Review

�the�shareh

olde

r�compa

ctan

d�facilitate�

the�

sign

ing�

of�the�

compa

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

mm

eN

oO

utpu

tM

easu

re�/

Indi

cato

r20

13/1

4��T

arge

t20

14/1

5��T

arge

t�

Inform

ation�

Commun

ication�

Techno

logy�

Infrastructure�and

���Ope

ratio

n�

4Co

rporate�Gov

erna

nce�of�IC

TPo

licy�Fram

ework�im

plem

ented�by

�na

tiona

l�and

�provincial�d

epartm

ents�

Repo

rt�on�the�status�of�

implem

entatio

n�of�th

e�Co

rporate�

Gov

erna

nce�of�IC

T�Po

licy�Fram

ework�

by�nationa

l�and

�provincial�

depa

rtmen

ts��

Develop

�Corpo

rate�Gov

erna

nce�of�

ICT�Im

plem

entatio

n�Guide

lines���an

d�circulate�them

�to�dep

artm

ents�to

�gu

ide�im

plem

entatio

n�of�th

e�20

12�

Cabine

t�app

roved�Co

rporate�

Gov

erna

nce�of�IC

T�Po

licy�Fram

ework.�

Mon

itor�and

�repo

rt�on��

implem

entatio

n��of�the

�Corpo

rate�

Gov

erna

nce�of�IC

T�Po

licy�Fram

ework�

by�nationa

l�and

�provincial�

depa

rtmen

ts�

� �

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.�

Page 47: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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.�

Subject�

to�ap

prov

al:�

mon

itor�

and�

repo

rt�on�the�im

plem

entatio

n�of�the

�e�go

vernmen

t�policy�an

d�strategy.�

� � � � �

Repo

rt�

on�

the�

status�

of�

implem

entatio

n�of�the

�e�gov

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�

�Tar

get

2014

/15�

�Tar

get

Page 48: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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

Page 49: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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.�

Page 50: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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.�������������������������������

Page 51: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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.�

Page 52: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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.�

Page 53: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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.�

Page 54: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

DPSA Strategic Plan 2013/201553

���PR

OG

RAM

ME�

5:�S

ERV

ICE�

DEL

IVER

Y�A

ND

�ORG

AN

ISA

TIO

NA

L�TR

AN

SFO

RMA

TIO

N���MED

IUM�TER

M�TARG

ETS��

Strategic�Goa

l�1�:�An�efficient��and

�effectiv

e��pub

lic�adm

inistration

�Su

b�pr

ogra

mm

e�N

o�O

utpu

t�M

easu

re�/

Indi

cato

r20

13/1

4��T

arge

t20

14/1

5��T

arge

t

Integrated

�Access�

Mecha

nism

��

� 1� �

Average�waitin

g�time�at�primary�

health�cen

ters�(P

HC)�to

�improv

ed�to

�facilitate�qu

ality

�service�delivery.��

Repo

rts�on

�the�status�of�

improv

emen

ts�in

�the�average�

waitin

g�tim

es�fo

r�selected

��primary�

health�cen

tres�(P

HCs).�

Repo

rt�on�the�status�of�

improv

emen

t�in�the�average�waitin

g�tim

e�for�o

ne�selected��primary�

health�cen

tre�(PHC)��in�on

e�prov

ince.�

Repo

rt�on�status�of�improv

emen

t��in�th

e�average��waitin

g�tim

e�at�a�

sample�of��p

rimary�he

alth�cen

tres�

(PHCs)�in�on

e�prov

ince.�

2�Geo

grap

hic�accessibility�of�T

husong

�Service�Ce

ntres/��fou

r�Th

uson

g�cluster�de

partmen

ts�determined

�to�

assist�with

�gov

ernm

ent's�plann

ing�

on�th

e�locatio

n�of�service�delivery�

sites.�

Repo

rt�on�the�Geo

grap

hic�

accessibility�study

�con

ducted

�on�

Thuson

g�Service�Ce

ntres�in�eight�

iden

tified�prov

inces�(excep

t�Western�Cap

e)�sub

mitted

�to�

Cabine

t.��

Compile�and

�verify

�the�Data�sets�of�2

�Th

uson

g�cluster�de

partmen

ts�(G

CIS�

and�Labo

ur).�

Cond

uct�a

�Geo

grap

hic�

accessibility�study

�for�60

�Thu

song

�Service�Ce

ntres�in�eight�id

entifie

d�prov

inces.��

Sub�prog

ramme�

�O

utpu

t�M

easu

re�/

Indi

cato

r20

13/1

4��T

arge

t20

14/1

5��T

arge

t

Organ

izationa

l�Develop

men

t�of�the

�pu

blic�sector�

� � � � � � � � � � � � � � � � � � �

� 3� � �

Improv

ed�effectiv

eness�an

d�service�

delivery�in�th

e�selected

�dep

artm

ents�

� � �

Repo

rts�on

�sup

port�in

terven

tions�

implem

ented�in�th

e�selected

�de

partmen

ts��

� �

Coordina

te�and

�rep

ort�o

n�service�

delivery�im

prov

emen

t��supp

ort�

interven

tions�in

�the�selected

�de

partmen

ts��

Coordina

te�and

�rep

ort�o

n�service�

delivery�im

prov

emen

t��supp

ort�

interven

tions�in

�the�selected

�de

partmen

ts��

�� 4�

Stan

dardised

�delegation�principles�

and�templates�fo

r�effective�fin

ancial,�

human

�resou

rce�an

d�ad

ministrative�

delegatio

ns�im

plem

ented�by

�de

partmen

ts.�

Directiv

e�on

�stand

ardised�de

legatio

n�principles�and

�templates�fo

r�effective�fin

ancial,�h

uman

�resou

rce�

and�ad

ministrative�de

legatio

ns.��

Subm

it�Directiv

e�to

�the�Minister�for

theP

ublic�Service�and

�Adm

inistration�for�ap

prov

al.�

Supp

ort�the

�implem

entatio

n�of�

the�directive�throug

h��adv

ocacy�

build

ing�worksho

ps.��

� � 5� � � � � �

Organ

isationa

l�structures�of�th

e�iden

tified�de

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

men

t,�Edu

catio

n,�

Offices�of�P

remiers��aligne

d�to��the

�gene

ric�functio

nal�structures.��

Facilitate�the�alignm

ent�o

f��60

%�of�

prov

incial�gov

ernm

ent�d

epartm

ents�

to�th

e�de

velope

d�gene

ric�functio

nal�

organisatio

nal�structures.�

Facilitate�the�alignm

ent�o

f�Organ

isationa

l�structures�of�th

e�Prov

incial�Dep

artm

ents�of�H

ealth

,�So

cial�Develop

men

t,�Edu

catio

n,�

OTP

�and

�Finan

ce�to

�the�gene

ric�

functio

nal�structures.�

� � � � � �

Page 55: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

DPSA Strategic Plan 2013/201554

� � � � � � � � � � � � � � � � �

� � 6� �

The�ap

prop

riate�de

sign

�and

�corporate�form

�of�d

epartm

ental�

organisatio

nal�structures�aligne

d�to�

the�Organ

isationa

l�Design�principles�

and�practic

es.��

Repo

rt�on�the�ap

prop

riaten

ess�of�

organisatio

nal�structures�an

d�corporate�form

s�of�dep

artm

ents��in�

the�pu

blic�service.�

� � � �

Subm

it�a�fram

ework�with

�protocol�

and�metho

dology�to

�con

duct�th

e�organisatio

nal�structure�efficiency�

and�effectiven

ess�review

s�to��to�the�

Minister�for�the�Pu

blic�Service�and

�Adm

inistration�for��app

roval.�

Subject�to�ap

prov

al;�con

duct�

advo

cacy�and

�cap

acity

�building�on

�the�ap

plication�of�th

e�ap

prov

ed�

fram

ework�an

d�protocol�docum

ent.�

Supp

ort�O

rgan

isation�

Develop

men

t��Practitione

rs�from

�na

tiona

l�and

�provincial�

depa

rtmen

ts�with

�con

ducting�

efficiency�an

d�effectiven

ess�

review

s�of�dep

artm

ental�

organisatio

nal�structures�an

d�form

s.�

Subm

it�a�repo

rt�to

the�Minister�

for�the�Pu

blic�Service�and

�Adm

inistration�on

�the�efficiency�

and�effectiven

ess�of�th

e�organisatio

nal�structures�an

d�form

s�in�th

e�pu

blic�service.�

7�An�eq

uitable�system

�(which�

addresses�compe

nsab

le�and

�compa

rable�worth�of�job

s�for�all�

public�servants)�which�ensures�equ

al�

pay�for�work�of�equ

al�value

�im

plem

ented�within�the�pu

blic�

service.

��

Draft�Framew

ork�for�a�Uniform

�Job�

Grading

�System�fo

r�the�Pu

blic�

Service�de

velope

d�an

d�consulted�on

.�

Cond

uct�resea

rch�on

�job�grad

ing�

system

s�internationa

lly�and

�de

sign

ing�a�draft�framew

ork.�

Consult�o

n�the�draft��system

�,�revise�based

�on�consultatio

n��

inpu

ts�and

�sub

mit�to��the

�Minister�for�the�Pu

blic�Service�

and�Adm

inistration�.fo

r�ap

prov

al�

Sub�

prog

ram

me�

�O

utpu

t�M

easu

re/I

ndic

ator

2013

/14�

�Tar

get

2014

/15�

�Tar

get

Service�Delivery�

Plan

ning

��

� 8� �

Unit�c

ostin

g�fram

ework�an

d�toolkit��

utilised�by

�the�selected

�nationa

l�and

�prov

incial�dep

artm

ents.�

Repo

rt�on�the�prog

ress�with�respect�

to�th

e��im

plem

entatio

n�of�th

e�un

it�costing�fram

ework�an

d�metho

dology�by�de

partmen

ts.�

Facilitate�the�im

prov

emen

t�of�u

nit�

costs�in�selected�de

partmen

ts�

throug

h�ad

vocacy�worksho

ps��and

��repo

rt�on�the�im

plem

entatio

n.��

Facilitate�the�im

prov

emen

t�of�

unit�costs�in�selected�

depa

rtmen

ts�th

roug

h�ad

vocacy�

worksho

ps��and

�mon

itor�an

d�repo

rt�on�the�im

plem

entatio

n.�

9�Bu

sine

ss�Process�m

anagem

ent�

fram

ework�an

d�toolkit�u

tilised

�by�

the�selected

�nationa

l�and

�provincial�

depa

rtmen

ts.�

Repo

rt�on�the�status�of��

implem

entatio

n�of�th

e�bu

sine

ss�

process�man

agem

ent�framew

ork�

and�metho

dology�in

�selected��Hea

lth�

,�Edu

catio

n�an

d�Hum

an�Settle

men

t�de

partmen

ts.�

Facilitate�the�im

plem

entatio

n�of�th

e�Bu

sine

ss�process�m

anagem

ent�

fram

ework�an

d�metho

dology�in

�de

partmen

ts�th

roug

h�ad

vocacy�

worksho

ps.��

Facilitate�the�im

plem

entatio

n�of�

the�Bu

sine

ss�process�

man

agem

ent�framew

ork�an

d�metho

dology�in

�dep

artm

ents�

throug

h�ad

vocacy�worksho

ps.��

Mon

itor�and

�Rep

ort�o

n�the�

implem

entatio

n�by

�the�selected

�de

partmen

ts.�

Mon

itor�and

�Rep

ort�o

n�the�

implem

entatio

n�by

�the�selected

�de

partmen

ts.�

�10

�Fram

ework�an

d�toolkit�o

n�Stan

dard�

Ope

ratin

g�Proced

ures�utilized

�by�

selected

��dep

artm

ents.�

Repo

rt�on�the�status��o

f�im

plem

entatio

n�of�th

e��Stand

ard�

Ope

ratin

g�Proced

ures�in

�the�

selected

��Hea

lth,�Edu

catio

n�an

d�Hum

an�Settle

men

t�dep

artm

ents.�

Facilitate�the�im

plem

entatio

n�of�th

e��

Stan

dard�Ope

ratin

g�Proced

ures��in�

the�selected

�dep

artm

ents�th

roug

h�ad

vocacy�worksho

ps.��

Facilitate�the�im

plem

entatio

n�of�

the��Stand

ard�Ope

ratin

g�Proced

ures�in

�the�selected

�de

partmen

ts�th

roug

h�ad

vocacy�

worksho

ps.�

Sub�prog

ramme�

�O

utpu

t�M

easu

re�/

Indi

cato

r20

13/1

4��T

arge

t20

14/1

5��T

arge

t

Page 56: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

DPSA Strategic Plan 2013/201555

Mon

itor�and

�repo

rt�on�the��

implem

entatio

n�by

�the��selected�

depa

rtmen

ts.���

Mon

itor�and

�repo

rt�on�the��

implem

entatio

n�by

�the��selected�

depa

rtmen

ts.���

� �Su

b�pr

ogra

mm

e�

Out

put

Mea

sure

�/�In

dica

tor

2013

/14�

Targ

et20

14/1

5�Ta

rget

Service�Delivery�

Improv

emen

t�Mecha

nism

s��

� 11�

Improv

ed�com

pliance�with

�regard�to�

the�subm

ission

�of�S

ervice�Delivery�

Improv

emen

t�Plans�with

in�th

e�Pu

blic�Service.�

Repo

rt�to

�Cab

inet�in

�the���

compliance��by�na

tiona

l�and

�prov

incial�dep

artm

ents��

with

�regards�to

��the

�sub

mission

�and

�qu

ality

�Service�Delivery�

Improv

emen

t�Plans�(S

DIPs).��

Prov

ide�supp

ort�throu

gh�adv

ocacy�

worksho

ps�to

�at�lea

st�25%

�of�n

on�

complaint��n

ationa

l�and

�provincial�

depa

rtmen

ts.��

Mon

itor�and

�rep

ort�to�Ca

bine

t�on�

the�subm

ission

�of��qu

ality

�Service�

Delivery�Im

prov

emen

t�Plans�

(SDIPs)��to�the�DPS

A�by�na

tiona

l�an

d�prov

incial�dep

artm

ents.�

12�

Service�Delivery��Im

pact�

assessmen

ts�con

ducted

�in�th

e�Ed

ucation,�Hea

lth�and

�Hum

an�

Settlemen

t�dep

artm

ents�in

�order�to

�mea

sure�holistic

�systemic�

improv

emen

t.�

Impa

ct�assessm

ent�c

ondu

cted

�for�

selected

�service�delivery�sites�in�th

e�Ed

ucation,�Hea

lth�and

�Hum

an�

Settlemen

t�dep

artm

ents.�

� �

Cond

uct�im

pact�assessm

ents�of�

selected

�service�delivery�sites�in�th

e�Ed

ucation,�Hea

lth�and

�Hum

an�

Settlemen

t�dep

artm

ents.�

Compile�are�rep

ort�o

n�the�

assessmen

t�con

ducted

�in�th

e�Ed

ucation�Hum

an�Settle

men

ts�

and�Hea

lth��d

epartm

ents.�

� �

Sub�

prog

ram

me�

�O

utpu

t�M

easu

re�/

Indi

cato

r20

13/1

4��T

arge

t20

14/1

5��T

arge

t

Chan

ge�

Man

agem

ent:�

System

s�an

d�Processes�

13�

Improv

emen

ts�to

�Gov

ernm

ent’s�

respon

se�to

�citizens�Com

plaints�

supp

orted�throug

h�the�introd

uctio

n�of�th

e�Pu

blic��Service��C

omplaints�

and�Co

mplim

ents�fram

ework.����

Sector�dep

artm

ents'�systems�

aligne

d�with

�the�complaints�an

d�complim

ents�fram

ework.��

Develop

�thecitizen

�com

plaints�an

d�complim

ents�m

anagem

ent�

fram

ework�an

d�subm

it�for�ap

prov

al�

by�th

e�Minister�for�the�Pu

blic�

Service�an

d�Adm

inistration.�

Subject�to�ap

prov

al�in

�201

3/14

�;�Mon

itor�and

�repo

rt�on�the�

implem

entatio

n�of�th

e��

complaints�an

d�complim

ents�

fram

ework.�

Subject�to�ap

prov

al;con

duct��

capa

city�develop

men

t�to�lin

e�de

partmen

ts�to

�institu

tiona

lise�the�

fram

ework.�

�Su

b�pr

ogra

mm

e��

Out

put�

Mea

sure

�/In

dica

tor

2013

/14�

�Tar

get

2014

/15�

�Tar

get

Commun

ity�

Develop

men

t�Prog

ramme�

� � 14�

The�Citizen

s�en

gagemen

t�guide

�is�

utilised�by

�dep

artm

ents�to

�create�

platform

s�for�citizen

s�to�actively�

participate�influ

ence�gov

ernm

ent�

policy�on

�how

�services�are�an

d��

shou

ld�be�an

d�de

livered

�to�th

em�

Citizen

�eng

agem

ent�g

uide

�im

plem

ented�by

��provincial�

administrations.��

Subject�to�the�ap

prov

al�/no

n�ap

prov

al�of�the

�guide

�by�the�

Minister�for�Pu

blic�Service�and

�Adm

inistration;�Revise�the�gu

ide�

and�re�sub

mit�to

�app

roval�o

r��

cond

uct�w

orksho

ps�and

�cam

paigns�

to�sup

port�th

e�im

plem

entatio

n�of�

the�Strategy�by�all��prov

incial�

administrations�.�

Subject�to�the�ap

prov

al,m

onito

r�an

d�repo

rt�on�the�im

pact�of�the

�im

plem

entatio

n�of�th

e�Strategy�

by�th

e��provincial�adm

inistrations.�

� � � � � � � �

Sub�prog

ramme�

�O

utpu

t�M

easu

re�/

Indi

cato

r20

13/1

4��T

arge

t20

14/1

5��T

arge

t

Page 57: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

DPSA Strategic Plan 2013/201556

Strategic�Goa

l�2:��A�Cap

able,�Equ

itable�an

d��Professiona

l�Pub

lic�Service�and

�Adm

inistration

�Su

b�pr

ogra

mm

e�� N

o�O

utpu

t�M

easu

re�/

Indi

cato

r20

13/1

4��T

arge

t20

14/1

5��T

arge

t

Chan

ge�

Man

agem

ent:��

Batho�Pe

le�

� � 15�

Improv

emen

ts�in

�the��perform

ance�

and�commitm

ent�b

y�individu

al�

Public�Servants�to�deliver�qua

lity�

public�services�supp

orted�throug

h�the�im

plem

entatio

n�of�th

e�Prod

uctiv

ity�M

anagem

ent�

Fram

ework��and

���Re

wards�and

�Re

cogn

ition

�System.��

Public�Service�Produ

ctivity

�Man

agem

ent�F

ramew

ork�

develope

d,�app

roved�an

d�subject�to�

approv

al;�implem

ented.�

Design�the�Pu

blic�Service�

Prod

uctiv

ity�Framew

ork�an

d�subm

it�to�th

e��M

inister�for�the�Pu

blic�

Service�an

d�Adm

inistration.�

Subject�to�ap

prov

al;�sup

port���

natio

nal�and

�provincial�

depa

rtmen

ts�th

roug

h�worksho

ps�

to�in

stitu

tiona

lise�fram

ework.�

�Su

bject�to�ap

prov

al/non

�app

roval:�

Circulate�to�nationa

l�and

�provincial�

depa

rtmen

ts�and

�sup

port�

implem

entatio

n�throug

h�capa

city�

build

ing�worksho

ps�or��revise�the�

fram

ework�an

d�re�sub

mit�to�

approv

al.�

Mon

itor�and

�repo

rt�on�

implem

entatio

n�of�th

e�fram

ework�by

�nationa

l�and

�prov

incial�dep

artm

ents.�

� � �

16�

Strategy�fo

r�the�Profession

alization�

and�im

prov

emen

t�of�p

ublic�servants�

morale�im

plem

ented�with

in�th

e�pu

blic�service.�

Repo

rt�on�the�nu

mbe

r�of�

depa

rtmen

ts�im

plem

entin

g�the�

initiatives�in

�the�Profession

alization�

Strategy.���

Develop

�the�Strategy�and

�the��

Rewards�and

�Recog

nitio

n�System

�an

d�subm

it��to

�the��M

inister�for�the�

Public�Service�and

�Adm

inistration�

for�ap

prov

al.�

Subject�to�ap

prov

al:C

ondu

ct��

campa

igns�and

�worksho

ps�to

�supp

ort��

�the�im

plem

entation

�of�the

�Strategy�and

�the��Rew

ards�and

�Re

cogn

ition

�Systems�by

��prov

incial�dep

artm

ents.�

Repo

rt�on�the�nu

mbe

r�of�

depa

rtmen

ts��implem

entin

g�the��

Rewards�and

�Recog

nitio

n�System

s.��

Subjectto�ap

prov

al/non

�app

roval:�

Circulate�to�nationa

l�and

�provincial�

depa

rtmen

ts�and

�sup

port�

implem

entatio

n�throug

h�capa

city�

build

ing�worksho

ps�or��revise�the�

fram

ework�an

d�re�sub

mit�to�

approv

al.�

Mon

itor�th

e�im

plem

entatio

n�by

�de

partmen

ts�and

�sub

mit��a�

consolidated

�rep

ort�to�the�

Minister�for�the�Pu

blic�Service�

and�Adm

inistration.��

Strategic�Goa

l��3:�App

ropriate�legislative�fram

eworks�fo

r�pu

blic�service�and

�adm

inistration

�Su

b�pr

ogra

mm

e�� N

o�O

utpu

t�M

easu

re�/

Indi

cato

r20

13/1

4��T

arge

t20

14/1

5��T

arge

t

Organ

izationa

l�Develop

men

t�of�

thep

ublic�sector�

� � � � � � �

17�

Turnarou

nd�strategies�an

d�interven

tions�in

�line

�dep

artm

ents�

supp

orted�to�im

prov

e�functio

nal�

delivery.�

Fram

ework�to�gov

ern�Section�10

0�Interven

tions�of�the

�Con

stitu

tion�

and�othe

r�turnarou

nd�In

terven

tions�

develope

d,�app

roved�an

d�subject�to�

approv

al;�cap

acity

�building�

cond

ucted�on

�the�fram

ework.�

Subm

it�a�fram

ework�to�sup

port�

Section�10

0�interven

tions�to

��the

�Minister�for�Pu

blic�Service�and

�Adm

inistration�for��app

roval��

�� �

Subject�to�ap

prov

al�ofthe

�fram

ework;�con

duct�adv

ocacy�

and�capa

city�building�on

�interven

tion�fram

ework�

Page 58: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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� � �

Page 59: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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�

�� �

� �

Page 60: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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.������

Page 61: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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.����������������������������

Page 62: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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).�

����

Page 63: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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.��

��

Page 64: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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

e�N

o�O

utpu

t�M

easu

re�/

Indi

cato

r20

13/1

4��T

arge

t20

14/1

5��T

arge

t

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.��

Cond

uct�a

�Citizen

�Rep

ort�C

ard�

Survey�in

�sam

pled

�com

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

�of�d

ata�on

�PE

RSAL.�

Prov

ide�technical�sup

port�100

%�

of�dep

artm

ents�qua

lity�da

ta�on�

PERS

AL.�

3�Em

ploy

ee�Satisfaction�Su

rvey.�

Repo

rts�on

�the�em

ploy

ee�

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

e�survey�

finding

s.��

Integrated

�Pu

blic�

Adm

inistration��

Reform

s��

4��M

anagem

ent�F

ramew

ork,�

Busine

ss�Case�an

d�Co

ncep

t�Design�for�a�Gov

ernm

ent�o

ne�

stop

�sho

p.�

Man

agem

ent�F

ramew

ork,�

Busine

ss�Case�an

d�Co

ncep

t�Design�for�a�Gov

ernm

ent�o

ne�

stop

�sho

p.�

Develop

�the�Man

agem

ent�

Fram

ework���

Prov

ide�supp

ort�tow

ard�the�

implem

entatio

n�of�th

e�Man

agem

ent�F

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

�Su

b�pr

ogra

mm

e�N

o�O

utpu

t�M

easu

re�/

Indi

cato

r20

13/1

4��T

arge

t20

14/1

5��T

arge

t

Integrated

�Pu

blic�

Adm

inistration��

Reform

s��

5�Sing

le�Pu

blic�Service�

(SPS

)�Legislative�Fram

ework.

�Sing

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

.�� �

� � � � �

Page 65: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

DPSA Strategic Plan 2013/201564

Strategic�Goa

l�4:�A

n�ethical�and

�clean

�pub

lic�service�and

�adm

inistration�

�Su

b�pr

ogra

mm

e�N

o�O

utpu

t�M

easu

re�/

Indi

cato

r20

13/1

4��T

arge

t20

14/1

5��T

arge

t

PSACU

�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

e�Pu

blic�Sector�Integrity�

Man

agem

ent�F

ramew

ork�

implem

ented�in�th

e�Pu

blic�

Service�

Repo

rts�on

�the�im

plem

entation

�of�th

e�Pu

blic�Sector�Integrity�

Man

agem

ent�F

ramew

ork�in�th

e�Pu

blic�Service.��

Prov

ide�im

plem

entatio

n�supp

ort�to�

depa

rtmen

ts,�m

onito

r�an

d�repo

rt�

on�th

e�im

plem

entatio

n�of�th

e�Pu

blic�Sector�Integrity�Fram

ework.�

Prov

ide�im

plem

entatio

n�supp

ort�

to�dep

artm

ents�and

�mon

itor�and

�repo

rt�on�the�im

plem

entation

�of�

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�

mem

bers.�

Percen

tage�of�S

MSmem

bers�of�

all�n

ationa

l�dep

artm

ents�

registered

�to�use�the

�e�Disclosure�

System

.�� �

Register�100

%�of�S

enior�Man

agers�

of�all�na

tion

al�dep

artm

ents�to

�use�

the�e�Disclosure�System

.��

Mon

itor�an

d�repo

rt�on�the�usage�

of�th

e�e�Disclosure�system

�in�all�

natio

nal�d

epartm

ents.��

Strategic�Goa

l�5:��Im

prov

ed�pub

lic�service�adm

inistration�in�Africa�an

d��in

ternationa

lly�

�Su

b�pr

ogra

mm

e�N

o�O

utpu

t�M

easu

re�/

Indi

cato

r20

13/1

4�Ta

rget

2014

/15�

Targ

et

Internationa

l�an

d�African

�Affairs

9�Im

plem

entatio

n�of�pub

lic�

sector�re

form

s�in�Sou

th�Africa,�

Africa�an

d�Internationa

lly�

enha

nced

�throug

h�lesson

s�shared

�and

�best�p

ractices�

exchan

ged.

Repo

rts�on

�lesson

s�shared

�and

�be

st�practices�excha

nged

�on�

establishe

d���B

ilateral�and

����

Institu

tion

al�Relations�and

�establishe

d�Multilateral�Forum

s.�

Coordina

te�and

�facilitate�

exchan

ges�on

�Bilateral�and

����

Institu

tion

al�Relations�and

�establishe

d�Multilateral�Forum

s�an

d�do

cumen

t�sha

red�lesson

s.��

Coordina

te�and

�facilitate�

exchan

ges�on

�Bilateral�and

����

Institu

tion

al�Relations�and

�establishe

d�Multilateral�Forum

s�an

d�do

cumen

t�sha

red�lesson

s.�

Sub�

prog

ram

me�

�O

utpu

t�M

easu

re�/

Indi

cato

r20

13/1

4�Ta

rget

2014

/15�

Targ

et

African

�Pee

r�Re

view

�Mecha

nism

�(APR

M)�

10�

�Sou

th�Africa's�compliance�to�

the�APR

M�m

aintaine

d.�

��

3rd�Nationa

l�Rep

ort�o

n�the�

Implem

entatio

n�of�th

e�Prog

ramme�of�Action�valid

ated

�an

d�tabled

�at�the

�AU�sum

mit.�

Table�So

uth�Africa’s�3rd�Nationa

l�Prog

ress�Rep

ort�o

n�the�

implem

entation

�of�the

�APR

M�

Nationa

l�Program

me�of�Action�at�

the�AU�Sum

mit.�

Prov

ide�Strategic�an

d�technical�

supp

ort�to�the�Co

untry�Re

view

�Mission

�Tea

m�in

�prepa

ration

�of�

South�Africa's�2n

d�Gen

eration�

APR

M�Review�Process.��

Page 66: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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

Page 67: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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

��

Page 68: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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.���

Page 69: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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�

��

Page 70: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

DPSA Strategic Plan 2013/201569

Page 71: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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�

Page 72: StratPlanFinal 6 june2013(CD) · DPSA Strategic Plan 2013/2015 8 CONSTITUTIONALMANDATE AccordingtoChapter10(s195[1])oftheConstitutionoftheRepublic,PublicAdministrationmustbegoverned

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