Department of Public Service and Administration Strategic Plan 2010

Public Service and Administration

02 March 2010
Chairperson: Ms J Moloi-Moropa (ANC)
Share this page:

Meeting Summary

The Department of Public Service and Administration (DPSA) briefed the Committee on the Medium Term Strategic Plan of the Department. The presentation established the key roles, objectives, inputs and future outputs of the DPSA within the government’s new performance based outlook. The focus of these roles and objectives was the linking of measurable performance to accountable delivery. The five key priority areas as set out by the Presidency were outlined, which were then linked to ten specific medium term strategic framework outputs, some of which related to one priority, whilst others, being of a cross-sectoral nature, met the priorities more broadly. The transversal nature of the DPSA was stressed and the need for it to establish blueprints, norms and standards at all levels was highlighted as central. The presenters ran through the priorities of education, creation of decent work and sustainable livelihoods, health, rural development, including food production and security, and intensifying the fight against crime and corruption, as well as the more general and cross-sectoral priorities to build the economic and social infrastructure, build cohesive caring and sustainable communities, pursue regional development, Africa’s advancement and advanced international cooperation, establish sustainable resource management and land use, and build a developmental state. The priorities for a performance orientated state, as identified in the State of the Nation Address, and the requirement of faster action and improved efficiency from the public service were noted. Service delivery institutions would have to work together.

The Department then outlined how it had translated the priorities into a three year strategic plan and single year action plan. The strategic outcomes of the DPSA included ensuring that there was quality of and access to services. It would have to ensure delivery of effective systems; structures and processes. It must lever ICT as a strategic resource enabler. Both the Department and the Public Administration, Leadership and Management Academuy (PALAMA) would need to ensure effective entry of employees into the public service. Efficient human resources management, practice, norms and standards must be established. There must be a healthy and safe working environment for all public servants. There was a need for an appropriate governance structure and decision-making. The need for the DPSA to work collaboratively with other departments was highlighted, and illustrated. The DPSA would also need to design handbooks and guidelines to aid departments in dealing with Environmental Quality Management within the broader public service. With regard to local government, Ms Clark stated that DPSA would have to work collaboratively with all departments responsible for human settlement, agriculture and local government. The presenters stressed the need for harmonising of training and development for public administration. Some activities would be ongoing, and Service Delivery Improvement Plans by individual departments would be created and submitted to the DPSA, which would then analyse them and conduct Customer Satisfaction surveys. DPSA must also determine lead indicators for every single sector and service of government. DPSA was updating and improving the PERSAL system, and ICT systems. Organisational performance within government at all levels would be measured, and support would be given to those departments receiving poor performance audits. Senior managers would be required to sign performance agreements by April 2010.

DPSA had another important function in regard to citizen engagement, stakeholder and public participation, and nation building. The DPSA would continue with public engagement and public perceptions, including those on corruption, would be of vital importance. DPSA was investigating the creation of a special anti corruption unit, to be located within the DPSA. It was also contributing to improved public service in Africa, and in the international arena, and would improve on the quality of multilateral agreements. The budget was briefly described.

Members asked about performance agreements, the results of the cost analysis on the public service and the consultation process, as also about the DPSA’s role in the Democratic Republic of Congo. Members also were interested in the strategy around salary increases, and noted that negotiations should be completed within about two months. Members stressed that proper research should be done before officials held imbizos with communities, questioned how delivery forums would operate at local government and how Batho Pele was to be implemented. The employment of persons with disabilities, the time frames applicable, the linkages to the budget and the linking of vacancies and organograms also received attention. The Chairperson noted that much of the work was work in progress. The modernisation processes, particularly in the Western Cape, were further explained, and the need for close cooperation between the Department and educational establishments was stressed.

Members adopted the Minutes of 4 November 2009. A point raised at a previous meeting, in regard to remarks made by a DA member, was dealt with by the Chairperson, who indicated that the Member had clearly stated that she had no intention to undermine the Chairperson and there had been a misunderstanding. It was suggested that the Committee must establish a common approach in regard to media statements.

Meeting report

Department of Public Service and Administration (DPSA) Strategic Plans 2010 – 2013
Ms Collete Clark, Acting Director General, Department of Public Service and Administration, noted that she would present the Department’s Medium Term Strategic Plan 2010-2013. She was assisted by Mr Diamond Mushana, Acting Chief Operations Officer.

Ms Clark apologised for the late submission of documents. She informed the Committee that this had been due to the Department of Public Service and Administration (DPSA) being under intense pressure in planning for the submission due in Parliament the same day. She also noted that there had been a revision of the document by the Ministry for Performance Monitoring and Evaluation after the Cabinet Lekgotla in January. She also noted that the DPSA had not submitted narratives for the presentation but that this would be rectified as soon as possible.

The Chairperson noted the apology and informed members that the Committee had received the DPSA’s apology in advance. It was also noted that there had been a number of changes within the Department recently.

Ms Clark explained that the presentation would be focusing on what the Ministry for Performance Monitoring and Evaluation required of the Department, in light of its mandate, with regards to government’s new performance driven outlook. She noted that Departments were now required to implement measurable objectives, where performance could be measured against indicators allowing for accountable service delivery. She would outline how  the DPSA had interpreted the Presidency’s requirements for the DPSA mandate, and the impact of public service transformation, linking measurable performance to accountable delivery.

The Medium Term Strategic Plan would need to be cascaded into an Annual Performance Plan. She noted that the Annual Performance Plan before the Committee was the penultimate draft, as the Department would only go through the Operational Planning Session with junior staff in mid March.  Once the draft was finalised, on 1 April 2010, the Department would consider it to be its Annual Performance Plan for the following financial year.

The Department had received notification from National Treasury in the week prior to the meeting that the budgets would be merged as from 1 April. The Department would meet with National Treasury (NT) in order to establish the modalities of the merged vote and the expectations with regards to legal reporting lines and responsibility lines.

Ms Clark said that ten priorities had been identified, and the strategic objectives for enhancing public service delivery were contained in the Department’s Annual Performance Plan for 2010 - 2014. She would also outline the Department’s main outputs, the measures and the deliverables through the key main activities that the Monitoring and Evaluating Framework required the Department to focus on.

Ms Clark reiterated that the Department’s mandate was derived from the Constitution, the Public Service Act, the Public Service Regulations, government’s political mandate and government’s priorities. She noted that the aim of the DPSA was to lead the modernisation of the public service through providing assistance to government departments to implement their management policies, systems, structures and governance arrangements within a generally applicable framework of norms and standards, in order to improve service delivery and implementation.

From a historical perspective the transformation of the public service could be defined into three phases. Firstly, there was the rationalisation of the previous public administration, secondly, modernisation of the new State and the implementation of the policies of the first phase, and thirdly, in the current phase, the focus would be on acceleration of implementation and the improvement of the utility of service to the citizen. She explained that the Presidency had come up with a model requiring all line Departments to link their measurable performance to accountable delivery. The key performance areas, identified by the mandate, were translated into twelve main outcomes with specific indicators. She stressed that the outcomes had to measure impact in terms of service delivery. She also noted that there were distinct measures and key activities that were taken into consideration and that these were based on the outputs the DPSA had chosen. The input into the activities formed part of a continued delivery chain within the MTSF cycle.

Ms Clark said that requiring accountability would require the creation of service delivery forums out of the institutions responsible for how outcomes would be delivered. These institutions, such as the Public Administration Leadership and Management Academy (PALAMA), would  have to come together and work out how they would ensure delivery on outcomes, negotiate the terms for delivery and decide upon the resources required for each party. The performance agreement would be entered into between the Minister and the President although it would be based on what commitments in regard to outcomes had come out of the Service Delivery Forum.

She noted that government had pinpointed five key priority areas. These were then linked to ten specific medium term strategic framework outputs, which, in turn, were linked to twelve outcomes.

Ms Clark then proceeded to highlight the priorities for the Committee. The first priority was education. DPSA would have to ensure the delivery of pubic quality education, and one of the key medium term strategic framework outputs would be strengthening the skills and resource base within the country. The Department of Basic Education would be required to drive the outcome to ensure quality basic education was taking place.

The second priority was the creation of decent work and sustainable livelihoods. She described the output for this as the speeding up of economic growth and the transformation of the economy. The key outcomes would be driven by the Department of Economic Development and the Department of Higher Education. The third priority related to a commitment to improve the health profile of society, and the key outcome linked to this was a long and healthy life for all citizens. Here, the lead department would be the Department of Health. The fourth priority was rural development, including food production and security. This would require provision of a comprehensive rural development strategy, linked to land and agrarian reform and food security. The key outcome would be a vibrant, equitable, sustainable rural community working towards food security for all, and the Departments responsible for rural development, and agriculture, would be the main drivers. The fifth priority was to intensify the fight against crime and corruption. There were a number of key outcomes, including that all people in South Africa felt safe.

Ms Clark then explained to the Committee that the Cabinet Lekgotla added two additional priorities, relating to local government and infrastructure, and human settlement. She emphasised that there were outputs that did not necessarily link into one of the five priorities directly but were rather linked to the broader development and support of the key outcomes. These outcomes included the building of economic and social infrastructure, the building of cohesive caring and sustainable communities, the pursuing of regional development, Africa’s advancement and advanced international cooperation, sustainable resource management and land use and the building of a developmental state, including the improving of public services and the strengthening of democratic institutions. She suggested that these were cross sectoral in terms of their support of the five priorities previously identified.

Ms Clark then translated these into outcomes. The building of economic and social infrastructure would be supporting the output from the MTSF. In terms of cohesive caring and sustainable communities, local government would have to implement a responsible, accountable and efficient local government system. She stipulated that the Ministry of International Relations and Cooperation would take on the mandate to create a better South Africa, Africa, and a better world, through multilateral agreements and foreign policies. She noted that the Department of Environmental Affairs and Tourism, and the Department of Agriculture, Forestry and Fisheries would deal with the protection and enhancement of environmental assets and natural resources. Lastly an efficient, effective and development orientated public service and an empowered free and inclusive citizenship would be driven by the Department of Public Service and Administration and the Department of Home Affairs.

Ms Clark noted that the mandate of the Minister of Public Service and Administration was transversal as the DPSA had to look at all areas. The Ministry had noted the need for service delivery mechanisms to ensure quality and access, there was also a requirement for effective systems and structures to be established and the need for information communication technology (ICT) in order to improve service delivery. The MTSF would also need to look at effective entry into the Public Service through recruitment, and focus on human resources development of public servants. The efficiency of the human resources programme, its practices and its norms and standards were areas that would need to receive attention. It was necessary to provide a healthy and safe work environment for all public servants. Another area of focus would be decision-making and effective governance in all line departments. She highlighted that it would be the responsibility of DPSA to ensure citizen involvement and stakeholder participation. She also noted that it would need to tackle corruption effectively and they continue its collaboration on regional development programmes, through Southern African Development Community (SADC), the African Union (AU) and the European Union (EU).

The State of the Nation Address had required a performance orientated state, though the improvement of planning, monitoring and the evaluation of government. DPSA believed that SONA required faster action and improved performance from the public service. She noted that there was also a need for the creation of a public service development programme, which would aid in establishing public service norms and standards for all spheres of government. SONA’s other areas of focus included corruption and fraud within tender processes, the mainstreaming of youth development programmes, particularly targeting unemployed youth, ensuring a skilled and capable work force to promote growth, the integration of gender equity measures to ensure that women, children and persons with disabilities would have access to developmental opportunities, and skills development through an increase in the number of learnerships within the public sector. It further required an improvement in the working conditions of health care workers, and efforts to establish how HIV/Aids could be reduced through preventative programmes. It also required methods to ensure that local government worked, as well as contributions to rural development. These requirements had been taken on by the DPSA and had been translated into a three-year plan. Each of ten strategic priorities would need to be named and translated into objectives that would become measurable with related outputs, activities and targets.

The strategic outcomes were then detailed. The first related to ensuring that there was service delivery, with quality of and access to services. The second was delivery of effective systems; structures and processes. The third was to lever ICT as a strategic resource enabler. The Department, and PALAMA , would have to ensure that there was effective entry of employees into the public service. The DPSA must have efficient human resources management, practice, norms and standards. The Department would also need to promote a healthy and safe working environment for all public servants. There was a need for an appropriate governance structure and decision-making. DPSA would have to work collaboratively with other departments. For instance, it would need to ensure that it, together with the Department of Education, revised the disciplinary code for educators, as this had been highlighted by the President. There was also a need to align the performance management system for educators with the public service’s management performance strategic framework, and that although this outcome had to be driven by the Department of Education, the DPSA would have to consider what assistance it must provide. Batho Pele training must be rolled out to all school principals. DPSA must also conduct a Personal Expenditure Review in order to fix the desirable salary bands for educators, in order to attract and keep educators in the system. DPSA would have to design a blueprint for organisational structures within the education sector, which would allow them to start functioning in an effective, efficient and standardised way.

She outlined that in regard to health, the DPSA must ensure the improvement of working conditions in hospitals by implementing the Safety, Health, Environment Risk and Quality Policy, which would need to be aligned with the Hospital Revitalisation Plan. A blueprint would also be required for organisational structures within the health sector.

With regard to combating crime, although this would be driven by the justice system, the DPSA’s obligation would be to ensure connectivity in order to fast track integrated systems, making the justice system accessible. This was already under way, as was also the introduction of an anti-fraud and anti-corruption system.

The requirement for decent employment would mean that the DPSA must ensure an increase in the numbers of learnerships, internships, trainerships and bursaries, enabling entrance into the public service. The public service would also need to be marketed at higher education institutions. DPSA had also committed itself to providing job opportunities for a certain percentage of graduates annually within the public service. DPSA would also need to complete to complete the rollout of the Human Resources (HR) National Skills Database, which was a five-year project. The DPSA was half way through the planned roll out. The qualifications of public service employees would also need to be uploaded on to this system. The HR system would allow the DPSA to work far more efficiently with vacancy rates and needs requirements.

The DPSA would also need to design handbooks and guidelines to aid departments in dealing with Environmental Quality Management within the broader public service. There was a need for a Green Policy that would deal with the disposal of IT equipment, in order to ensure the DPSA contributed to environmental asset and resource protection.

With regard to local government, Ms Clark stated that DPSA would have to work collaboratively with the Departments responsible for human settlement, agriculture and local government. She stressed the need for harmonising of training and development for public administration. Batho Pele training had been taking place within municipalities and this would continue. With regard to human settlements there was a need to consolidate the geographic information system so that the Department of Human Settlements could improve its planning and decision-making.

DPSA also had an obligation to support the Department of International Relations and Cooperation. There was a need to make strategic choices on multi lateral agreements.

Ms Clark then reiterated that all these outputs had to be translated into the DPSA’s one-year performance plan. She noted that some of the activities would be ongoing as they formed part of a value chain. DPSA would measure its performance from information gleaned from public satisfaction surveys. The DPSA would have to enforce the requirements for The Service Delivery Improvement Plan, which was a commitment from a department based on what it planned to do, how it would go about its activities, the quality and the standard of service, and how the department communicated with the citizens. The creation of a Service Delivery Improvement Plan was a consultative process requiring the involvement of various stakeholders. These Plans had to be submitted to and analysed by the DPSA. Government Departments would need to carry out satisfaction surveys. The DPSA would also carry out user satisfaction surveys. She noted a need for the strengthening of participatory mechanisms that would allow citizens to clarify wherever they felt service delivery was falling short. Standards should be established for waiting times for pensions, hospital queues and vehicle licensing centres. The DPSA was aware that one of the problems in shortening turnaround time had been the responsiveness of those responsible for service delivery. DPSA must thus determine lead indicators for every single sector and service of government, which would be the benchmark that those sectors would in future need to meet.

Ms Clark took cost of service as an example. She mentioned that one of the Batho Pele principles was value for money. The DPSA would need to benchmark costs for public services to ensure that they were not arbitrary.

Ms Clark said that the President also noted an issue with the PERSAL system and in this regard she noted that the DPSA was aware that the system was not ideal, and that there was a five-year expert financial management system being piloted. She highlighted that the strategy, in the interim, would be the training, in collaboration with PALAMA , of all line departments, and issuing certificates of competence to HR end users. She stressed that there was a need to clean up PERSAL, to keep it updated and to send directives out to departments to instruct their systems. This would be a collaborative process, as NT owned the PERSAL system but line departments handled the inputting of data.

The effectiveness of the ICT systems would be measured by e-Government polices and frameworks, and whether or not they were all in place or were being developed. The indicators for the HR connect would be the effective roll out to all departments, which was the responsibility of DPSA. NT had provided the financial backing in order to do so.

With regards to entrance into the public service and human resources development the measure would be the number of public servants that had been trained. The indicator would be the training programmes linked to the skills gap. The DPSA would be responsible for creating a comprehensive funding model for the public sector training linked to skills development. DPSA would need to identify core skills and implement core training around them. She highlighted the need for an integrated national public sector training system covering the three spheres of government. She stated that with regard to management practices, norms and standards, the indicator would be the number of public servants receiving awards, which would indicate what was being said about public sector performance versus measured public sector performance. She also stressed the need for measuring organisational performance within government at all levels, noting the need to link the achievements of individuals within departments to the achievements of those departments. She noted that departments that repeatedly received poor performance audits would need to be supported.

In terms of career pathing, the indicator would be the duration that a public servant spends at the performer level. Many public servants were spending a limited period at a certain level, before being fast tracked to another performance level. In regard to appointment periods and vacancy rates, an indictor would be the duration of the appointment process. She noted the gap in the public service and the need for a post provisioning norms. She highlighted that the DPSA had looked into the staff turnover rates, and that one of the key issues was the lack of succession-planning strategies within the public service. With regards to disciplinary procedures she noted that there was a need to look at the time taken for disciplinary cases to be concluded, and how this could be reduced.

Ms Clark noted that senior managers must be the first to sign their agreements by April. The DPSA would be required to report back on compliance with this, which meant that every department would have to report to the DPSA. Policies around employee health and wellness would need to be implemented. There was a need to have proper governance structures and decision making within line departments, with proper HR delegations processes. She noted the DPSA’s responsibility in creating HR guidelines, and supporting department with their financial capability maturity.

With regard to citizen engagement, stakeholder and public participation, nation building had to be promoted. Activities would include continued public engagement through service delivery imbizos and meeting public servants at service delivery points. DPSA’s own indicators would be based on whether there was a social compact in place with agreement on service delivery expectations.

The measurement of whether DPSA had met its obligations in regard to corruption would be the public perception of corruption. Perceptions would be captured by doing surveys at service delivery points, and financial disclosure forms must be carefully scrutinised. There was also a need for training and education in ethics and values. DPSA was also investigating the creation of a special anti corruption unit, to be located within the DPSA.

Finally, Ms Clark noted that DPSA would be contributing to improved public service in Africa, and in the international arena. DPSA had a number of multi lateral agreements but there was still a need to improve on quality. There would also need to be improved multilateral relationships, enhanced engagements and regional stability, and the functioning of the public service must be modernised, with existing norms and standards being updated.

Ms Clark then moved to discuss the budget. The budget votes for PALAMA  and the ffice of the Public Service Commission had been incorporated under Service Delivery and Improvement in government. This was considered a new development. The DPSA would need to liaise with National Treasury and the affected groups to work out the modality and transfer of existing payments. She also highlighted that the Centre for Public Service Innovation budget had also been included. She then explained the breakdown of the budget among the DPSA’s various projects. She concluded that DPSA’s actions in this year would be directed towards establishing where people lived, what their needs were and how a faster response to these needs could be instituted.

Discussion
During the discussions, the Chairperson welcomed the Minister, who, although not expected to attend, had entered the meeting.

Ms A Dreyer (DA) asked whether the Minister had signed his performance agreement, and whether Ms Clark, as Acting DG, had signed her performance agreement.

Ms Clark informed the Committee that she had only been Acting as Director General one month and that, technically, her performance agreement would have to be signed within three months should she be confirmed in that position. She noted that the details about the Minister’s performance agreement would not be communicated to the DPSA, but rather to the President.

Ms Dreyer asked about the cost analysis study done on the public service and whether it had been completed. She also asked who the DPSA was consulting during the consultation process.

Ms Clark offered to find out and report back on the costing of the public service and the availability of the report, as she was not clear on this. She was aware of the process but not its conclusion.

Ms Dreyer asked about the role of the DPSA in the Democratic Republic of Congo considering that the DRC  was attempting to decentralise public service, while in South Africa the situation was the opposite.

Ms Clark noted that DRC was another country and therefore had the right to choose its own public service model. However, in terms of a multilateral agreement DPSA had agreed to provide support in setting up a personnel database.

Mr E Rasool (ANC) was impressed at the extent of the presentation, but suggested that it may be useful to deal with the five priorities, the ten strategic outputs and the twelve key outcomes in a way that showed more clearly the transversal nature of the Department, perhaps by adding in a column listing the Department’s key inputs.

Ms Clark welcomed the questions put forward by Mr Rasool and requested a meeting with him to talk more closely about his suggestions. She noted that DPSA had a transversal function, and said this could be  of the likened to the corporate services of government without the financial services, which were, in this instance, vested in National Treasury. Issues such as corporate services, e-government, human resources management and service delivery and improvement were considered part of the Department’s mandate. She indicated that where there were concurrent mandates, collaboration was required. She noted that there would be generic issues, where the principles would require to be isolated and examined, in order to establish what should be allowed within the legislative framework. She stressed to the Committee that from the process she had presented, the Department would then translate it into a programme of action within government. The Minister would then be responsible for driving outcome 12. This process was largely consultative and would lead to the enrichment of their mandate.

Mr Rasool asked about the Department’s strategy for negotiating salary increases this year, stating that if this was done badly, it could really harm service delivery. He stressed that this was a key strategic task of this Department.

Mr Diamond Mushana, Acting Chief Operations Officer, referred to the Annual Performance Plan as a point of reference for how the consultation process would unfold. He noted that issues that were unfolding currently were internal. He referred the question with regards to the strategy for negotiations to the Minister. He reiterated that with regard to time frames these were going to be implemented, but that this would be done at a later stage.

Hon Richard Baloyi, Minister of Public Service and Administration, responded that for this year DPSA did have a strategy in place, based on collective bargaining processes, to create a harmonised environment through negotiations. He stressed the focus on value for money and a balance of expectations from both public service employees to government and government to public service employees. He noted that the DPSA was guided by a resolution taken in 2007 introducing a multi term salary agreement. He highlighted that this was a four-year agreement and that it was still in force.  He noted that other factors such as affordability had to be included and the countries current economic status. He stressed that the negotiations would have to build on what was already done. He stated that he hoped to conclude negotiations within two months.

Ms J Maluleke (ANC) raised the issue of Imbizos, saying that often, Ministers and Departmental officials arrived at certain communities for Imbizos, listened to communities and promised certain actions, but then did not follow through. She stressed that communities required proper answers from Ministers and this necessitated proper research on the part of Ministers before going to the communities.

Ms M Mohale (ANC) questioned how delivery forums operated at the level of local government.

Ms Clark said that the single public service legislation would be understood as harmonising legislation that it was hoped would give the DPSA a better understanding of the modalities of how officials operated in local government. She highlighted the limitations with regards to parameters and what the Department was able to do at local government level. She explained that the DPSA had jurisdiction at national and local level in accordance with the Public Service Act.

Ms Mohale asked how Batho Pele was being implemented in other Departments. She also noted that communities were unaware of Batho Pele.

Ms Mohale questioned how ICT was being implemented, noting that the systems presently used were not able to call up hospital and diagnosis records.

Ms Clark noted that in relation to Batho Pele there was a planned wider roll out to various levels. There were a number of campaigns focused on providing knowledge around service rights. She suggested that the Minister might be able to explain the role of PALAMA  more clearly within the terrain of citizen training. With regards to the ICT she noted that there was a turn around strategy and that this had been spoken of during the presentation. The Minister of Health was in the process of dealing with the e-health system. She explained that the system would harmonise the records and that this was a work in progress.

Ms Mohale also asked about the employment of people with disabilities. This had not been mentioned.

Ms Clark replied that the employment of persons with disabilities had been acknowledged and referenced within their planned activities and strategies. She acknowledged the creation of the Department for Women, Children and Persons with Disabilities and stated that this would be the lead department on this issue, and that the DPSA would reconcile its policies accordingly.

Ms F Bikani (ANC) acknowledged the good work of the Department but suggested that it was, in places, repeating itself without providing any results. She also asked why there were very few time frames and at what point monitoring would be taking place, particularly with regards to measurable outputs. She also asked how this process would be linked to the Department’s budget. She suggested that in the next presentation she would like to see some explanation of progress from point A to point B.

Ms Clark replied that the time frame would be established, finalised and presented on in the near future. Ms Clark welcomed the suggestion for quarterly progress reports and stated that the Department would be happy to come before the Committee to account for particular deliverables on a quarterly basis. She added that she would need to come back to the Members with regard to the time frame on the Green Policy. 

Ms Bikani raised the issue of the vacancy rate in the public sector. She asked how well aligned the statistics were to the DPSA, and what organograms were available. She asked about issues of alignment and linkages within government.

Ms Clark noted that the DPSA was only able to deal with departments that submitted to DPSA currently. The DPSA did monitor the newspapers and should it see advertisement for senior positions it would contact the department involved immediately. The DPSA had also requested that the Auditor General request a letter from all departments stating whether or not they had changed their internal structure and whether this had been verified by the DPSA. If this was not the case, then the departments would be requested to comply with the consultation process.

Ms Bikani noted the lack of information on the specific role of the DPSA in certain areas, particularly with regards to patronage and civil society. She noted that a lack in this area meant that many South Africans were unaware of what had been achieved.

Ms Clark replied that the modernisation process was an ongoing one, and a key point was the Integrated Financial Management System, which would be a five-year project under the HR management function. She stated that this would revolutionise the way in which HR management practices would be dealt with, and the Western Cape was ahead on this.  

Ms Bikani questioned why the Western Cape was ahead of the rest of the country with regards to the modernisation process

Ms Clark noted that the Western Cape had started its modernisation process as part of its Enterprise Renewal Strategy and that this was ongoing work. She asked Mr Rasool to provide clarity on the situation, as he had been present during the decision making for this particular process. She noted that there was much to be learnt from the particular experiences of the Western Cape exercise

Mr Rasool explained that the Western Cape had been realigning for sometime, and this was working and that it was being done at a far faster pace currently, due to the positive outcomes experienced. He suggested that the rationale being followed was the same rationale that underpinned the work of the public service.

Ms Bikani stressed the need for close alignment between PALAMA  and the Department, to ensure that the latter could cope with and deliver on its goals.

Ms Clark highlighted that the DPSA and PALAMA  were working collaboratively to establish a desirable funding model. She noted that this had been a difficult task, as various entities offered training, all receiving the budget for this training from the same place. She stressed the need for an alignment of functions that should be working closely together within the skills base, particularly around local government.

Ms Bikani asked whether there was an organogram explaining the new structure of government. She reminded the Department of its overarching role.

Ms Clark responded that the DPSA certainly had organograms and budgets aligned in respect of the new budget and new departments, but could not give as clear an answer in regard to existing departments.

The Chairperson welcomed the Minister, who had arrived at this point.

Ms Dreyer asked the Minister if he had signed his performance agreement with the President

Hon Baloyi replied that he had not as yet signed his performance agreement with the President; he would only do once he had signed performance agreements with all the senior managers in the institutions, which fell under the portfolio. He noted that he had until April to do so.

Ms Dreyer asked the Minister about the status of the Anti-Corruption Programme of 2008

The Minister stated that the National Anti-Corruption Forum had been established after a summit with business and government. He noted that this is all he could offer at this point on an Anti-Corruption Programme.

Ms Bikani asked about the major challenges of the PERSAL system and what was being done to improve the system. She also asked where and when training for the system was taking place

The Minister stressed the positives of the PERSAL system and possibilities related to it, but noted that, as with any other system, what could be obtained from it depended upon what had been put in.

The Minister also said that he wanted to add some remarks on the Know Your Service Rights campaign, instituted with PALAMA  in order to educate the public about their service rights. He stressed the need for the project in order to ensure that civil society remained informed and could therefore perform an accountability function with regards to public service.

The Chairperson thanked him for his time and the Department for their presentation. The Chairperson stressed that since this was a work in progress the questions asked were helping to build the process.

Other Committee business
Committee Members adopted the minutes of 4 November 2009.

The Chairperson noted that the Committee had considered whether to meet with the State Information Technology Agency (SITA) prior to its scheduled meeting with Standing Committee on Public Accounts (SCOPA). That was no longer happening, so it was also not necessary for the Committee to meet SITA at this stage.

The Chairperson referred to an issue raised at a previous meeting, in regard to Ms Dreyer’s articulation of the views of the DA on vacancies within public service positions. She and Ms Dreyer had discussed the issue, and had concluded that there was unintentional miscommunication of the issues, and Ms Dreyer had assured the Chairperson that she had had no intention of undermining her.
Ms Bikani suggested that there was a need for all Members to be more aware of the Committee’s functions and the role of the media. She also requested that in future the Committee establish a common approach before making statements to the media.

The Chairperson stated that she had been invited to attend a meeting for International Women’s Day in Britain, and asked the Committee to nominate another member to stand in for her. She noted that Ms Bikani had been nominated and Members agreed to this nomination, which Ms Bikani accepted.

The meeting was adjourned.



Present

  • We don't have attendance info for this committee meeting

Download as PDF

You can download this page as a PDF using your browser's print functionality. Click on the "Print" button below and select the "PDF" option under destinations/printers.

See detailed instructions for your browser here.

Share this page: