Integrated Provincial Support Programme and Use of Consultants in Public Service: briefing

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Meeting report

JOINT STANDING COMMITTEE ON DEFENCE

PUBLIC SERVICE AND ADMINISTRATION PORTFOLIO COMMITTEE
14 November 2001
INTEGRATED PROVINCIAL SUPPORT PROGRAMME AND USE OF CONSULTANTS IN PUBLIC SERVICE: BRIEFING


Documents handed out:
Summary of the IPSP Report (See Appendix)
The Report on Use of Consultants in Public Service

Chairperson: Mr P J Gomomo

SUMMARY
The Integrated Provincial Support Programme was presented promoting a working relationship between the DPSA and the Provinces. The programme is designed to turn around Provincial service delivery. The area of focus is service delivery institutions and strengthening the centre of government. These measures hope to generate lessons for possible wider application within new management framework

A report commissioned to study the use of consultants in the Public Service was tabled to the Committee. The report noted that it had become easy to appoint a consultant by citing limited capacity as the underlying reason.

The report also noted that the cost of consultants was not reflected in personnel expenditure and thus the illusion was created that personnel expenditure does not increase or that it is actually declining. The Report revealed that whilst the appointment of consultants is on the increase, there is a downward trend in overall employment in the Public Service.

MINUTES
Briefing by Mr Marcel Wilson from the Department
Mr Wilson informed the Committee that the core principles of the Integrated Provincial Support Programme (IPSP) was to forge a working partnership between the DPSA and Provinces.

The IPSP promotes a co-ordinated integrated approach and sets broad parameters based on service delivery improvement needs of the Provinces.  The IPSP has moved to establish a learning network to achieve donor co-ordination.

Mr Wilson said that the IPSP programme was designed to turn around provincial service delivery and that the area of focus is service delivery institutions and strengthening the centre of government. These measures hoped to generate lessons for possible wider application within new management framework.

Mr Wilson revealed that IPSP currently support three Provinces namely Kwazulu-Natal, Northern Province and the Eastern Cape. Further support could extend to the Free State, Mpumalanga and the Northern Cape.

He claimed that some of the projects undertaken were a review of services provided by registry services and that pilot sites have been identified to restore human resource record keeping. Other projects include Local Government demarcation and boundary alteration, the alignment of regions and districts and to create a provincial district office in each district.

Mr Wilson said that the IPSP arrangements were co-ordinated at national level by the DPSA and that all Provinces would have a full time co-ordinator accountable to the Direct General.

He said that the IPSP review was undertaken in March 2001 and that the findings revealed that it is possible to determine if programme objectives are being achieved and that partnership had indeed been established with the relevant Provinces.

The findings had shown that Provinces were keen to learn and share and that as a result of the partnership other Provinces had shown interest in the IPSP project.

Mr. Wilson said that the focus of the IPSP was, among other goals, to turn around service delivery institutions by restructuring State owned assets and creating a centre of Provincial Government. He added that the IPSP also hopes to improve transparency and accountability in service delivery and increase shared learning and capacity.

He said that the IPSP had been well received given the huge increase in funding and that the project is a Government & Admininstration cluster programme.

Briefing by Ms Marietjie van Niekerk from the Government Internal Consulting Services
Ms Niekerk presented to the Committee a report on the case study that DPSA undertook on the suitability of the use of Consultants in the Public Service.

She said that the purpose of the study is for the Government to gain an understanding of the underlying reasons for the increased dependency on the use of consultants in the Public Service. The other aim is to investigate the impact of the use of consultants on the transformational and service delivery challenges that the Public Service faces.

The study focused on information and education in the Public Service and that it was noted that most Departments experienced a critical need for management and related training.
This includes information technology, project management, policy making and financial management. A recent survey of necessary skills in the Public Service confirmed that these skills remain in short supply.

Ms Niekerk noted that there is a tendency to define the financial costs of consultants merely in terms of the payments made for consulting fees and the substance and transport.
There are other costs involved, for instance the time that the public servants make available to work with consultants, the time it takes to prepare tenders, evaluate tenders, appoint consultants and manage consultants. She pointed out that these are seldom calculated by the Government and viewed as part of the cost attached to the use of consultants.

The management of consultants in the Public Service is critical and that raises issues around information security, ownership of intellectual property and confidentiality as essential issues that should receive attention. Ms Niekerk informed the Committee that there are examples where departments took longer than 90 workdays to settle invoices and also where no-payment or late payments have resulted in consultant companies suffering severe financial losses.

She observed that this results in an ironic situation where, although Government professes to support empowerment, its procurement processes impacts negatively on emerging firms.
Some consultants are now choosing to avoid working with certain departments have earned notoriety for late payments.

Ms Niekerk revealed that it has become very easy to appoint a consultant by citing limited capacity as the underlying reason. The cost of consultants are not reflected in personnel expenditure and thus the illusion is created that personnel expenditure does not increase or that it is actually in decline.

In fact a parallel administration consisting of consultants could easily be created in some instances especially in projects that are not monitored as strictly as personnel expenditure.
Whilst the appointment of consultants is on the increase, there is a downward trend in overall employment in the Public Service.

Ms Niekerk said that Tender Evaluation Committees were established to evaluate a preferred tender but noted that people evaluating tenders should have the same understanding of expected norms/standards in order to do a proper job.

Some of the recommendations made in the report are that the utilisation of consultants should always be linked to capacity building within the Public Service as well as to the country as a whole. Insufficient monitoring of skills transfer and capacity building is indicative of a broader problem, namely the ability of the Public Service to actually manage consultants and ensure maximum utilisation of consultants.

Ms Niekerk concluded her presentation by pointing out that the key question is whether the Public Service measures the objectives and makes sure that there is an actual return on consultant investment.

She added that taking into consideration the increased pressure on the Public Service to deliver services to citizens, far more emphasis should be placed on holding consultants accountable for the services and products that they deliver and ensuring value for money.

Discussion
Mr Moss (ANC) noted that the critical issue was one of reaching out to the people for service delivery. Co-ordination on the ground had always been a problem. Were there strategies to resolve this problem?

Mr Wilson replied that through the IPSP programme integration was taking place but full integration would take a little while. He said that this was due to the fact that IPSP was dealing with different streams of government.

Ms Mbulawa-Hans (ANC) asked if the Provinces had been given timeframes to implement the IPSP programmes. Were there mechanisms to ensure efficient monitoring?

Mr Wilson replied that IPSP normally worked together with the Provinces to draw up project plans and a list of outputs. These outputs are divided into activities, which are further rechecked. Provinces monitor projects together with the National Steering Committees.

Mr Sikakane (ANC) enquired how these objectives would be actualised given the dire needs in the rural areas.

Mr Wilson replied that it was not envisaged that there would be instant success but that it was a long-term programme, which is expected to make some headway in the medium and long-term projection.

Mr Mkhize asked if the programme could be said to be a success so far.

Mr Wilson said that during the review period, it was difficult to determine the measure of success but that at present many success stories have validated the achievements of the programme. Success indicators could be gleaned from the intense interest the programmes had elicited from stakeholders, especially donors and that more Provinces wanted to get involved. At the moment IPSP has no capacity to absorb all the Provinces.

Mr Sikakane (ANC) asked why the department employed consultants at an exorbitant fee only to ask afterwards if it was desirable to do so in the first place.

Ms Niekerk replied that one of the Cabinet resolutions is that before a consultant is appointed a thorough assessment must be done. One of the critical benchmarks for this assessment is value for money and that such consultants would only be paid once government is clearly satisfied that they have given value for money.

Mr Mthembu (ANC) applauded the Department for producing such a well-researched in-depth study without resorting to consultant's services. It had become clear that part of the problem that necessitates consultancy services is how departments hire people.

He then asked if the sample used for the study covered the Provinces, which in any case had shown a great liking for consultancy services.

Ms Niekerk replied that Provinces were not covered but noted that this is a valid observation which the Department would document for its long-term planning.

Mr Mthembu acknowledged skills shortages yet huge sums of money was channelled to bursaries in various tertiary institutions. Where do the beneficiaries of such funds go?

He suggested that an impact study be commissioned to ascertain where people who have benefited from government funds go after completion of their studies.

Ms Niekerk agreed that Mr Mthembu had made a valid recommendation, which would be looked into. The other angle from which to view the problem was if such bursary beneficiaries were delivering services accordingly. Numerous cases have been reported where people who have attended courses have been found incapable of delivering services to the desired expectation.

Ms Mbulawa-Hans (ANC) said that the report on consultants mentioned provision for guidelines and asked if the said guidelines would be uniform throughout the Public Service.

Ms Niekerk replied in the negative. Guidelines only require the departments to look at the sources available and make informed decisions. It would be improper to make a prescription in this case.

The meeting was adjourned.

Appendix
INTEGRATED PROVINCIAL SUPPORT PROGRAMME (IPSP)

STATUS REPORT: Prepared for the Portfolio Committee on Public Service and Administration

 

Brief background of the IPSP

 

The goal of the IPSP is to support the Provincial Administrations to achieve their growth and development strategies.  The purpose is to enhance the ability of the Provincial Administrations to achieve service standards as agreed with communities.

 

The IPSP is not a specific project being implemented in a Province.  It is a comprehensive programme of support to Provincial Governments with the achievement of development targets indicated in their respective growth and development strategies.  The programme aims at facilitating the implementation of government priorities through the co-ordinated collaboration of various donor agencies.   Donors supporting the IPSP includes mainly GTZ and DFID.

 

The institutional anchors of the programme are based on a voluntary partnership between the Department for Public Service and Administration (DPSA) and Provincial Governments. Six provinces are included in the programme, namely the Eastern Cape, KwaZulu-Natal, Northern Province, Free State Province, Mpumalanga and Northern Cape. [1]

 

The products and services of the IPSP could have a wider application in the public service.   Thus, the design of the IPSP programme is rooted in the concept of learning and sharing for good governance.

This report is structured to provide an indication of planned outputs and noticeable progress made with the deliverables of the IPSP.

 

Section One: IPSP

 

Eastern Cape IPSP

Key outputs are: 

Performance management implemented in all departments in the Province

Batho Pele service delivery improvement in all departments in the Province

Restructuring of the Welfare department in the Province

Audit of the Social needs cluster

District development

Poverty Alleviation Coordination data base

Outsourcing of the payment of social grants

Communication and marketing of the IPSP

 

Progress made:

A provincial co-ordinator was appointed in July 2000 (T Wadsworth).  The Province approved the project plans (including budgets) and implementation of activities started in November 2000.     Progress is reported for those outputs where tangible results are visible.

 

Performance Management implemented in all departments in the Province

 

Key aims:

The objectives with the implementation of performance management are to contribute to the improvement of capacity to deliver services.  It will improve departmental performance levels based on a developmental approach.  The framework creates certainty about outcomes (rewards and corrective action) and ensures transparency and equity.  Furthermore the system provides a tool to identify and reward good performance and addresses poor performance.  It is applicable to all employees and involves major organisational cultural and behavioural changes.

 

Results achieved:

A performance management system has been developed through a process of involving all departments.

Staff has been trained in each department to act as champions for the implementation and management of the system. 

Before the full implementation of the system in all departments, it will be piloted in the four departments (Office of the Premier; Transport; Welfare and Agriculture). Based on the lessons leaned, the system will be refined before being implemented in all departments.   Contract extension has been signed to assist with further implementation of PMS. A scoping study will be undertaken to ascertain need for further support in each department. Additional training and support with evaluation and rating will be undertaken from August 2001 to end February 2002. The PMS and Individual Service Level Agreements will be introduced to all departments by March 2002. A link with the SA Excellence Foundation will be developed.

 

Batho Pele Service Delivery Improvement programme in all departments

 

Key aims:

The objectives are to improve the standards of service delivery through the monitoring of adherence to service standards and targeted interventions to improve standards.   The focus is on the development of a framework to implement and integrate Batho Pele principles in each department.  The impact of the project will be the full incorporation of Batho Pele principles in the Service Delivery Improvement Plans of all the Provincial departments.   The people of the Eastern Cape will be made aware and sensitised of the service delivery standards; and also how the officials of Provincial Government is committed to service delivery in terms of the Batho Pele principles as a way of life.

 

Results achieved:

Improved service delivery plans were developed for all  departments.  These was finalised in March 2001.  The process made provision for inclusive stakeholder participation of all employees. Technical Experts were recruited to improve the capacity and expertise available to the HRD staff responsible for the implementation of the Batho Pele service delivery principles.  Further support to departments will be undertaken on Service Delivery Plans and Batho Pele principles through an extended contract. Under this output, assistance will also be provided with the Good Governance Award Scheme 2001 and the Gala Function on 30 November 2001.

 

Restructuring of the Welfare Department

Key aims:

The Department has undertaken a review of its operations, processes and levels of service delivery. The review identified a number of key issues that are being addressed in order to improve the capacity of the Department to deliver services.  The objective is to reduce social security spending to 80% of the Welfare budget (presently 97%) and to increase the share for social welfare services to 20% within the next 3 years (2000-2003).    Due to a series of constraints ranging from a limited budget, a quantitative shortage of in-house human resources etc. the Department relies heavily on the intervention of Non-Governmental Organisations (NGO's), Community Based Organisations (CBO's) and the Non-Profit Organisation (NPO) sector, in general, for the delivery of a wide range of the components of its service delivery mandate. 

 

It is of critical importance for the Department to have in place a database on these organisations in order to enable the Department to properly evaluate and co-ordinate the NPO sector to accelerate service delivery in line with a developmental approach.   In addition, the Department has diverse infrastructure facilities that focus on different areas of Welfare intervention.  It was identified that an audit of infrastructure is required together with a database to confirm all fixed property in all Welfare offices, as well as, movable assets (vehicles, equipment and furniture). Based on the results of the infrastructure audit, an infrastructure needs report will identify the need for additional infrastructure and / or maintenance and repairs in order to meet the needs of the departmental officials in all locations.

 

Results to date:

A scoping study was undertaken and the Department has approved a practical work-plan. A further contract extension of R750 000 was awarded. Further research workshops and discussions will be undertaken. Studies of comparable countries and provinces will also be made. An analysis of the capacity and competencies available within the Dept of Welfare in order to support the initiative will be undertaken. Detailed workplans with measurable outputs and outcomes will be developed by February 2002. Urgent re-engineering is required to provide services associated with the external service provider resulting from the outsourcing tender. Restructuring is also required as a result of the closing down of regional offices and the setting up of local service delivery centres in the local municipalities

Further funding is required to implement the work plan which will be supplied during IPSP 2. 

 

Social Audit of the Social needs cluster  (that is Health, Welfare, Education and Sport, Arts and Culture)

 

Key aims:

The objective of the social audit is to enable departments to build the community voice into their service delivery plans.   The social audit would provide an evidence base from which departments would be able to design delivery plans that would be in accordance with the community needs.

 

Results to date:

A scoping study was undertaken.

Based on the findings it became apparent that a provincial social audit is not possible given the available financial resources.

A decision was taken to only commence with a district social audit in the Amatola District Municipality or Region C as it is known in provincial departments. This district has rural and urban characteristics and would as such provide useful indicators for the province.

The audit has been completed. Further funding of R100 000 were made available.  A Scoping study in preparation for the setting up of a social audit in the Office of Premier will be undertaken by February 2002. A case study is also being prepared for the Learning Network Journal for November 2001

 

Outsourcing of social grant payments

 

Key aims:

The payment of Social Grants is a key program of the Welfare Department.  During 1996, the Department of Welfare conducted a feasibility study relating to potential service delivery options for the payment of social grants. The study identified outsourcing as the preferred delivery model. The project supports the Department of Welfare with the tender process for the outsourcing of welfare social grants payments.

 

Results to date:

 

Tender specifications has been drafted to make provision for the procurement of a service provider.   Care has been taken to ensure that the requirements are output based and will be affordable and able to be monitored and enforced by the province. Issues such as value for money and risk transfer have also been considered through a detailed financial modelling and the development of a risk register.

The tender specifications were submitted to the Tender board with the objective of securing an appropriate service provider. Further support is available to the evaluation committee when needed.

 

Communication and Marketing

 

Key aims:

The objective is to communicate and market the progress of IPSP products.

 

Results to date:

IPSP was launched at a formal workshop and information pamphlets have been published.

 

 

Poverty alleviation and developmental projects data base

 

Key aims:

The objective is to improve the capacity of the Social Needs Cluster and the Office of the Premier to review and monitor the progress and achievements of various initiatives and to integrate these to ensure the effectiveness of the programme.

 

Results to date:

Approximately 2000 projects have been registered on the database. Training on the updating of information is ongoing as well as the management of the database in the Office of the Premier. Assessment of the individual department's program management systems will be undertaken to evaluate the adequacy of their present project monitoring.

 

 

Local service delivery centres (district development)

 

Key aims:

The objective is to restructure the regional and district service delivery offices of the Social Needs Cluster Departments.

 

Results to date:

Technical Assistants were recruited to assist and co-ordinate the Technical Task Teams appointed by the Cabinet Steering Committee for the District Development and restructuring. This will be ongoing till February 2002.  A detailed implementation programme for the four Social Needs Cluster Departments was developed. Links were also established between the Social Needs Cluster , Departmental district and the realigned local government districts. Assistance is also given to prepare implementation plans and budgets for each local service centre.  A provincial learning network workshop on this issue was held in September 2001. Training of project managers will be undertaken to ensure sustainability after February 2002.

 

 

Northern Province: IPSP

Key outputs  are:

Performance management implemented in all provincial departments

Service delivery enhancement through continuous monitoring of standards and implementation of 6 integrated management plans

Record keeping and record management in line with PERSAL requirements

Outsourcing of the road construction unit and commercialisation of the road maintenance unit

Strengthening of financial management

Implementation of the realignment of district service delivery boundaries and devolution of functions to local government

 

Progress made:

A provincial co-ordinator was appointed in July 2000 (M Matlala).  The Province approved the project plans (including budgets) and implementation of activities started in May 2000. Progress is reported for those outputs where tangible results are visible.

 

Performance management implemented in all provincial departments

 

Key aims:

The aim is to review the proposed performance management system for managers and staff in the Province in consultation with the Heads of Department.

 

Results to date:

The review of the existing systems is complete. A performance management system framework was formulated. The Heads of Department committee adopted this framework. A training manual was developed and tested. 20 Champions has been trained in various workshops. Piloting is taking place in the Department of Health and Welfare and the Office of the Premier. Based on the lessons learned with the piloting, the system will be implemented in all the provincial government departments. A further R475 000 was allocated to broaden training of implementing agents and training for trainers.

 

Service delivery enhancement through continuous monitoring of standards and implementation of 6 integrated management plans

 

Key aims:

The objectives are to have visible improvement in the standard of services being delivered by institutions to the communities.

 

Results  to date:

The Province has developed transversal and domain specific service standards.  The implementation of the service standards is reviewed and monitored by peer review groups, which include senior managers.  The review monitoring teams visit service delivery institutions at different intervals.  The first visit is pre-planned with the targeted institution, whilst the two follow up visits are based on a "surprise" basis.  Managers at institutions are monitored to ensure that real service delivery is actually taking place in line with the agreed service standards.

The surprise visits are made to various service delivery institutions such as schools, hospitals, clinics and police stations.  Based on the outcome of the first visits to the institutions, assistance and support is given to the institutions to improve their standard of service delivery. 

A toll free Batho Pele telephone line is operational and the people are encouraged to report any sub standard service delivery by making use of the toll free line.

Service delivery awards are issued to institutions that adhere to service delivery standards. 

 

The Integrated Implementation Plans (IIPs) process for developing the 6 integrated management plans is currently underway. 

The initial exercise was rushed through and upon evaluation, it was decided that the concepts of Management plans need to be properly popularised before consolidation of the departmental plans.

The aforementioned will be translated into a provincial management strategy and public service statement of commitment to the citizens. This statement would then serve as the provincial statement on public service delivery standards.

 

Record keeping and record management in line with PERSAL requirements

 

Key aims:

The objectives are to ensure that there is full adherence to the National Minimum Information Requirements and that all the required information is properly and timeously captured, approved and authorised on PERSAL.

 

Results to date:

A scoping exercise was undertaken to determine the problems encountered in updating personnel records. The exercise was completed in November 2000. From the scoping it became evident that there are huge backlogs in all areas ranging from manual backlogs to system backlogs and a lack of proper record management.

The HODs approved an Action oriented strategy. 

The DPSA is providing strategic and operational guidance to the province in the implementation of the strategy.  However, the project needs far more financial support.

The DPSA and the Province is undertaking research on the development of a "best practice model for record keeping and management" making optimal use of e-government. This model, which are being benchmarked against international practices, and in line with our Archive instructions, will be piloted in one of the poorer regions in the Province.  It will also be made available to other Provinces.

The DPSA is also giving active support to the PERSAL user support group and detailed assistance to the Public Works department.

The DPSA has had a meeting with National Education in an attempt to make resources of the National department available to the Provincial Education department for this project. National Education does have resources and is willing to assist the Province.

 

Outsourcing of the road construction unit and commercialisation of the road maintenance unit[2]

 

Key aims:

The objectives are to ensure that the road maintenance units operate on sound business principles, including activity based costing and improved productivity.

The construction units are outsourced using the Provincial Roads Agency as the implementing institution.

 

Results to date:

Commercialisation was piloted in one region. The pilot resulted in an immediate measurable improvement of productivity.

Management systems and operational mechanisms that are equivalent and compatible with the private sector have been introduced.  The savings on costs of the unit compares to similar institutions in the private sector.

The province has already begun with the piloting of the outsourcing in the Western Region. Expressions of interest of private companies have been obtained. 

 

There are 17 other centres in the Province where the pilot model should be implemented.  The project requires increased funding.  There is tremendous ownership and drive in the Province to make a success of this project.

 

Strengthening of financial management

 

Key aims:

The objective of this output is to improve the management of finances in the Province.

 

Results to date:

Initially a long-term advisor was going to appointed to assist the Provincial Finance department. However, a suitable person could not be found.

National Treasury is providing financial support to the province in order to assist with the implementation of the PFMA including the changing role of Treasury. This project is already in the implementation phase. 

A very small amount of IPSP money was used to review the management plan, and organisational structure of the department including the development of competency profiles for finance staff.  This has been completed.

 

Realignment of district service boundaries and devolution of functions and powers to local government

 

Key aims:

The demarcation process as provided in the Demarcation Act has a serious impact on the provincial and local government boundaries, which in turn influence the functioning of these two spheres.  Thus, the provincial boundaries have to be amended to match with the municipal boundaries to allow the synchronisation of powers and functions. One of the alternative mechanism of an improved service delivery would be the establishment of a “Shared-service centre� in the form of a One-stop service centre which will cater for a wide range of public services.

 

Results to date:

Preliminary reports analysed the following:

Local Government powers and functions as stipulated in the Constitution reside with the provincial departments.

-           The intention is to develop a programme on local functions, which will be on an agency-basis on those functions that are run concurrently in the provincial departments.

 

A strategy on the proposed alignment of provincial and municipal boundaries was tabled at an EXCO management meeting at the end of April 2001 for adoption. The designing of the institutional arrangements that operationalised the new functions followed this.  The re-alignment process was concluded by the end of May 2001.

 

 

KwaZulu-Natal: IPSP

Key outputs are:

 

Improved Effectiveness of the Centre of Provincial Government

Effectiveness of the Office of the Premier

Improved Effectiveness in Public Service Delivery

Empowerment of Provincial Leadership

Strategic Direction for Nature Conservation Services

Management Performance System in Department of Welfare

 

Progress made:

A provincial co-ordinator was appointed in August 2000 (Prof SR Shabalala).  The Province approved the project plans (including budgets). A Cabinet workshop resulted in the identification of three focus areas, which will be aligned with the MTEF.  These are strengthening of the centre of governance, poverty alleviation and HIV reduction and human capability development.  The Provincial Growth and Development strategy is being reviewed to give reflection to the Cabinet priorities.

The Office of the Premier has started with a restructuring project.

 

Improved Effectiveness of the Centre of Provincial Government

 

Key aims:

The aim is to improve the effectiveness of the Centre of government through the effective functioning of Cabinet.

 

Results to date:

 

The province is planning to look at the effective functioning of Cabinet and effective Cabinet monitoring and reporting systems as well as that of MEXCO. The functional and regional boundaries will also get attention in this output. Strategic facilitation activity on the development of strategic plan for Cabinet sub-committees has been undertaken in-house. Economic, social and governance clusters have emerged from within the Cabinet to enable smooth operation of the administration and in response to provincial needs.  The project is providing secretariat services to the Cabinet and MEXCO, and facilitating a shared understanding of mandates and better co-operation.  A preferred bidder is being scrutinised for the task of an information systems design to facilitate effective functioning of Cabinet and all its structures.

 

Effectiveness of the Office of the Premier

 

Key aims:

The aim is to enhance the effectiveness of the Office of the Premier

 

Results to date:

 

This output entails the implementation of the programme for departmental management plans, the review and reformulation of the strategic plan. A new performance management system will also be designed and implemented. The strategic plan, organisational structure, service delivery improvement plan and information management system for the Office of the Premier will be reviewed and redesigned. Personnel records will also be updated. A review and restructuring of the departments has begun in-house, and terms of reference for the design and implementation of the performance management system and review & redesign of the information management system are being refined.

 

Improved Effectiveness in Public Service Delivery

 

Key aims:

The aim is to improve the effectiveness in Public Service Delivery through the promotion of Batho Pele

 

Results to date:

 

This output will involve the audit of the service delivery status quo , the development of a plan of assistance to departments, the building of capacity to implement Batho Pele and the publishing of service standards. The province has selected appropriate departments to be targeted, and reworking requisition forms for consultants to take on the project.  Its is expected that the consultants will be working on this project by mid-November.

 

Empowerment of Provincial Leadership

 

Key aims:

The aim is to empower the provincial leadership.

 

Results to date:

The province decided that as there was a number of initiatives aimed at the senior management the focus of capacity building and empowerment will be Deputy Director level. The province has 1500 posts of Deputy Director but could only cover 150 through this initiative. More resources are thus required. A consortium of consultants has been selected and appointed to run implement this project, and a provincial team of 7 trainers has been identified to work with the consortium for skill transfer. Multi-rater assessment questionnaires have been used to determine required competencies of a leadership target group of middle management (1500+ Deputy Directors).  On the basis of this, a curriculum framework has been developed for empowerment training.  Departmental buy-in has been achieved.

 

 

Strategic Direction for Nature Conservation Services

 

Key aims:

The aim is to assist the department with its organisational development

 

Results to date:

This output will assist the department to prepare strategic plan for the department, restructuring the organisation, assist with the business process review and restructuring. The selection of consultants to implement this project has been completed.  Restructuring and a business planning exercise, the latter incorporating Batho Pele principles, have been undertaken, with consultation with communities and unions.

 

Management Performance System in Department of Welfare

 

Key aims:

The aim is to improve the effectiveness of the Centre of government through the effective functioning of Cabinet.

 

Results to date:

 

The idea is to design a social security implementation plan and to formulate an integrated Social development plan. The project are however being initiated at this stage and no work has taken place yet.

 

 

Northern Cape IPSP

Progress made:

The extension of IPSP to the Northern Cape is still at the initiation stage.  It commenced with a brainstorming session that was organised and attended by DPSA representatives, GTZ representatives and Northern Cape DG and provincial HoDs. 

The above took place on 21st February 2001 whereby the DPSA's role was explained to the delegates and the possible GTZ areas of technical assistance were outlined. This was followed by a general preliminary discussion around some of the province's priorities

A proposal was made to the Northern Cape province that the project should focus on the implementation of the Administrative Justice Act in selected department in the Province. The proposal was three fold in that it would I) improve co-ordination mechanisms and systems used by the office of the Premier to ensure good governance and effective public service transformation, ii) implement measures to address the requirements of the Promotion of Administrative Justice Act and iii) Develop a communication strategy to raise public awareness of the Promotion of Administrative Justice Act. The efforts will also be integrated with the Batho Pele programme. The Director-General agreed to the proposal. A presentation to Cabinet and Heads of Department will be done soon to get their buy-in. Shortly after this the project will be commenced with.

 

Free State IPSP

Progress made:

An interim provincial co-ordinator has been appointed in the province. He was responsible to design the work documentation and to get it approved by the province. During September 2001 the work plans of the Province was validated and approved. Work started immediately in the Province.

 

Key outputs are:

 

Integrated Development Mapping Systems

Support of the rural development Strategy through feeding schemes in schools

Business and skills development framework for disadvantaged craftsman and artist

Provincial priorities on service delivery evaluated and a monitoring and evaluation system in the Office of the Premier developed

 

Results to date

Tenders has been sent out for all the projects. Adjudication on the first mentioned two projects tenders will take place in mid November 2001. The last mentioned two tenders has been awarded and work has started. 

 

Mpumalanga IPSP

Progress made:

The provincial administration of Mpumalanga has been subjected to a range of assessments and needs diagnoses.  To this end, the National IPSP Co-ordinator advised on an approach of consolidation of information, taking into consideration the work of all donor agencies in the province, rather than a new, intensive diagnosis.   The following reports were also utilised in order to take the process forward: -

Mpumalanga Provincial Government: Case for Change Report, 1999 (study supported by GTZ);

Report on Phase 2 of the Mid-term Review of the SPPU, 1999 (study supported by DFID-SA);

Report on the Diagnostic Phase of the Integrated Implementation Programme, 1999 (study conducted by DPSA); and

Submission on Strategy to include Free State and Mpumalanga Provinces in the IPSP Partnership, 2000 (study commissioned by National IPSP Office).

 

A consultant was appointed to assist the Province to compile their workplans. At this stage, the workplans was approved by the Provincial Steering Committee and has been submitted to the procurement service provider for validation.

 

Key outputs are:

 

Leave backlogs captured and updated, leave policies and procedures developed and implemented

Performance management policies, systems and procedures developed and implemented

Building capacity to manage PERSAL

Information to support public and private sector activity and investment is available

 



[1] Northern Cape still in planning phases.

[2] Note : AusAID and DFID supports this deliverable

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