Questions and Replies

Reply:

According to the information extracted from PERSAL as at 30 April 2022, the total number of Cubans teachers, engineers, nurses and doctors currently employed in the Republic and the total cost of their employment are as follows:

Category	a) Total number of employees	b) Total costs
(i) Teachers	None	Not applicable
(ii) Engineers	65	R50 394 855
(iii) Nurses	None	Not applicable
(iv) Doctors	229	R257 917 774

End

Reply:

a) Employees who are receiving the old housing allowance are those who have not submitted the required housing allowance documents to their respective Human Resource Sections within their respective departments. The required documents include a completed and signed application form for homeowners, proof of home ownership as well as proof that the employee occupies the property concerned. Upon submission of the necessary documents, the affected employees shall receive the current amount of R1 500.07 per month.

b) The only way for the affected employees to move from the outdated housing allowance, is to comply with the information as stipulated in (a) above. In 2015 and 2016 respectively, the DPSA issued Circulars (17/3/P) to all government departments detailing the manner in which the implementation of migration to the new housing allowance should occur.

In addition to previously issued Circulars, the Director-General will again communicate with Directors-General and Heads of Departments of the affected departments and provincial administrations regarding the importance of migrating employees to the new housing allowance system. The Circular will be issued in June 2022.

Over and above issuing Circulars, Government Employees Housing Scheme conducts information Sessions with Human Resource Practitioners in government departments to engage on issues of compliance with the prescripts of housing allowance for the benefit of government employees.

End

Reply:

The National Framework Towards Professionalisation of the Public Sector has not as yes been approved by the Cabinet. The National Framework Towards Professionalisation of the Public Sector take cognisance of the fact that there are senior officials who do not have the requisite qualifications and the National Framework makes the following proposals to address this:

1. The National School of Government will collaborate with Professional Bodies and Higher Education Institutions to professionalise the Public Service. The NSG has already put systems in place to ensure the realisation of this proposal in the following manner:

a) For existing public servants –

(i) The NSG is working with the Quality Council for Trades and Occupations for accreditation and registration of qualifications on the Occupational Qualification Sub-Framework from NQF Level 5-8, with the aim of professionalising the public sector (National, Provincial, Local government and Public Enterprises). These will form part of the compulsory suit of qualifications that the NSG will roll out in the public sector. This will replace the non-credit bearing senior management programmes that the NSG is currently offering. It will also assist the NSG to apply the Recognition of Prior Learning (RPL) Policy to recognise the knowledge and experience acquired by public servants who enrolled and completed these programmes previously through formal, informal and non- formal learning.

(ii) Secondly, the NSG is at its final stage of granting a bid/tender to one of the Higher Education Institutions (HEI) to collaborate in the accreditation and registration of a Postgraduate Diploma in Public Affairs & African Governance at NQF Level 8. Public servants will be recruited to study this qualification through that institution and some modules will be offered by the NSG. For this qualification, the Institution’s RPL Policy will be used to recognise the prior learning of the public servants.

(iii) Thirdly, the NSG finalised the design of an executive management qualification that will be registered at NQF Level 8 with the Council on Higher Education. The NSG is working with the Department of Higher Education & Training to declared it as a College to offer Higher Education Qualifications without changing its current structure like other existing government colleges for e.g., “Western Cape Government College of Emergency Care” who have already registered qualifications on the NQF. This qualification is meant to professionalise the executive management who do not have qualifications in the public sector. It has also been designed using some of the content of the existing NSG suites of non-credit bearing executive programmes. This will assist the NSG to apply its RPL Policy to recognise the knowledge and experience acquired by the public servants who enrolled and completed these programmes previously through formal, informal and non- formal learning.

(iv) Once the qualifications have been registered on the NQF, the NSG will also implement its RPL Policy to recognise the experience and knowledge acquired by the public servants through formal, informal non formal learning in the following manner:

• The RPL to grant access to study for a qualification to public servants who do not meet the admission requirements;
• The RPL for credits by exempting public servants to study certain modules of the qualification to recognise the knowledge and experience acquired through studying certain courses with the NSG that are related to the qualifications that are registered on the NQF;
• The RPL for access to the External Integrated Summative Assessment (EISA): Public servants will be given access to write external integrated summative assessment (final examination) if they demonstrate the ability that they have met the outcomes required for the qualification.

b) The other initiative for professionalising the public service is the collaboration with statutory and non-statutory professional bodies recognised by SAQA. Various Departments including the NSG will collaborate with professional bodies in their area of work, e.g., for professional registration of public servants with professional bodies. This means that public servants who do not meet the criteria for registration or to be awarded professional designations will be required to go through the professional bodies’ processes to meet the criteria, through RPL or studying certain programmes designed by the professional bodies in collaboration with the NSG or Higher Education Institutions. Professional bodies will also play a critical role for designing programmes in collaboration with the NSG for continuing professional development of the public servants.

c) The above initiatives will assist in the professionalisation of senior government officials to ensure that positions are filled by qualified and competent officials.

End

Reply:

1) The Department of Public Service and Administration does not have a mandate to perform lifestyle audits for members of Cabinet. This is the mandate of the Presidency. In March 2022, the Presidency responded to this question in Parliamentary Question 702.

2. The response was as follows: “The introduction of lifestyle audits for Members of the Executive has taken far longer than originally anticipated. While we have begun with lifestyle audits for senior public servants, it is important that we extend this practice to Members of the Executive.

Much work has been done on the approach and methodology to lifestyle audits of Members of the Executive. However, the finalisation of this work is being held in abeyance pending the submission of the final report of the Commission of Inquiry into State Capture. This is so that any additional measures required to strengthen Executive accountability and conduct can be considered holistically.”

End

Reply:

a) Since the inception of the course in 2016, of just over 9 800 members of the senior management services, 1,963 senior managers enrolled and successfully completed the course.

b) The following tables reflect the breakdown of this figure:

Period	National	Provincial	TOTAL
1 Apr 2016 to 31 March 2017	12	38	50
1 Apr 2017 to 31 March 2018	96	66	162
1 Apr 2018 to 31 March 2019	31	422	453
1 Apr 2019 to 31 March 2020	83	37	120
1 Apr 2020 to 31 March 2021	380	201	581
1 Apr 2021 to 31 March 2022*	300	297	597
TOTAL	902	1,061	1,963

* Statistics for the 2021/2022 financial year has not yet been audited

National Departments	TOTAL 902
Agriculture, Forestry and Fisheries	4
Civilian Secretariat for Police	3
Communications	2
Cooperative Governance	1
Correctional Services	11
Defence	1
Economic Development	4
Energy	1
Environmental Affairs	3
GCIS	49
Health	9
Higher Education	7
Home Affairs	74
Independent Police Investigative Directorate	2
International Relations and Cooperation	4
Justice and Constitutional Development	31
Labour	81
Military Veterans	1
National School of Government	19
National Treasury	131
Office of the Chief Justice	16
Planning, Monitoring and Evaluation	3
The Presidency	10
Public Enterprises	3
Public Service and Administration	15
Public Works	14
Rural Development and Land Reform	15
Science and Technology	11
Small Business Development	1
Social Development	44
South African Police Service	7
South African Revenue Services	1
Statistics South Africa	128
Telecommunications and Postal Services	2
Tourism	2
Trade and Industry	5
Traditional Affairs	1
Transport	3
Water and Sanitation	82
Women	2
Not Specified	99

Provincial Government	TOTAL 1,061
Eastern Cape	81
Free State	32
Gauteng	475
KZN	94
Limpopo	89
Mpumalanga	37
North-West	79
Northern Cape	26
Western Cape	75
Not Specified	72

Gender	National	Provincial
Male	440	548
Female	461	513
Not Specified	1	0
TOTAL	902	1,061

Salary Level	National	Provincial
13	686	787
14	176	201
15	29	53
16	11	20
TOTAL	902	1,061

Race	National	Provincial
African	602	790
Coloured	49	76
Indian/Asian	82	80
White	163	110
Not Specified	6	5
TOTAL	902	1,061

1. The below figures show a reasonable increase in the participation of officials below senior management level on the course:

Non-SMS members
Period	National	Provincial	TOTAL
1 Apr 2016 to 31 March 2017	298	561	859
1 Apr 2017 to 31 March 2018	400	541	941
1 Apr 2018 to 31 March 2019	947	3,535	4482
1 Apr 2019 to 31 March 2020	721	1,189	1,910
1 Apr 2020 to 31 March 2021	7,569	4,196	1,1765
1 Apr 2021 to 31 March 2022*	10,670	16,484	27,154
TOTAL	20,605	26,506	47,111

* Statistics for the 2021/2022 financial year has not yet been audited

National Departments (non-SMS members)	TOTAL 20,605
Agriculture, Forestry and Fisheries	459
Arts and Culture	33
Basic Education	62
Civilian Secretariat for Police	11
GCIS	434
Cooperative Governance	29
Correctional Services	1,433
Defence	81
Economic Development	9
Energy	4
Environmental Affairs	39
Health	506
Higher Education and Training	265
Home Affairs	888
Human Settlements	26
Independent Police Investigative Directorate	59
International Relations and Cooperation	95
Justice and Constitutional Development	3,067
Labour	6,075
Military Veterans	23
Mineral Resources	29
National School of Government	99
National Treasury	566
Office of Chief Justice	579
Planning, Monitoring and Evaluation	27
Presidency	62
Public Enterprise	11
Public Service and Administration	132
Public Works	144
Rural Development and Land Reform	301
Science and Technology	55
Small Business Development	15
Social Development	686
South African Police Service	275
South African Revenue Service	53
Sport and Recreation South Africa	13
State Security	17
Statistics South Africa	1,775
Telecommunications and Postal Services	9
Tourism	37
Trade and Industry	96
Traditional Affairs	6
Transport	29
Water and Sanitation	80
Women	18
Not specified	1,893

Provincial Government (non-SMS members)	TOTAL 26,506
Eastern Cape	1,533
Free State	946
Gauteng	6,264
KZN	2,548
Limpopo	1,026
Mpumalanga	625
North-West	11,828
Northern Cape	491
Western Cape	1,231
Not Specified	14

End

Reply:

1. Yes, the delegations for human resource practices were reviewed. The amendments to the Public Service Act, 1994 consider the proposals made pertaining to same and an Amendment Bill is being proposed to vest all administrative powers directly with heads of department while retaining strategic powers with executive authorities.

2. The procedural matters relating to the appointment of heads of department is contained in the Public Service Regulations, 2016. The relevant executive authority currently chairs the selection committee in respect of the particular head of department and the recommendation of the candidate, in respect of a national head of department, is submitted to the Cabinet before appointment by the President. The President may delegate the authority to appoint the national head of department to the Deputy President or a Minister in terms of section 42A(3).

End

Reply:

BACKGROUND

With the adoption of the Guide on implementing lifestyle audits in the Public Service, lifestyle audits for the Public Service became compulsory from 1 April 2021. When implementing the Guide, national and provincial departments follow a three step approach, starting with lifestyle reviews. When red flags (unexplained wealth, conflicts of interest, etc) are identified during this step, the department will move to the next step, which is lifestyle investigations. This step may lead to disciplinary action if an irregularity or wrong-doing was detected (and if action is required in terms of law and prescripts). When an investigation prove to be challenging, a department will move to the last step, namely a lifestyle audit. This step involves the utilisation of specialist auditors that will employ specialist tools to trace unexplained wealth (for example). Given the three step approach, the lifestyle audit process can end with a lifestyle review (when no red flags are identified). If investigations are conducted, the timeframe for completion will depend on the complexity of the case. There is therefore no due date for completion of lifestyle audits. However, lifestyle reviews are to be completed at the end of each financial year for SMS members, and every second year for other categories.

RESPONSE

(1) (a) The national departments and provincial departments that have not started to conduct lifestyle audits:

(i) Not started to conduct lifestyle audits:

National departments:

Agriculture, Land Reform and Rural Development, Correctional Services, Employment and Labour, Government Communication and Information Systems, Higher Education and Training, Independent Police Investigative Directorate, Justice and Constitutional Development, Military Veterans, The Presidency, Rural Development and Land Reform, Science and Innovation, Sport, Arts and Culture, Statistics South Africa, Tourism, Traditional Affairs, Transport, Water and Sanitation, Women, Youth and Persons with Disabilities.

 

Provincial departments:

Eastern Cape: Economic Development, Environmental Affairs and Tourism, Education, Health, Human Settlement, Provincial Treasury, Roads and Public Works, Rural Development and Agrarian Reform, Safety and Liaison, Social Development, Sport, Recreation, Arts and Culture, Transport.

Free State: Agriculture, Cooperative Governance and Traditional Affairs, Economic Development, Tourism and Environmental Affairs, Education, Health, Human Settlements, Office of the Premier, Police, Roads and Transport, Provincial Treasury, Public Works and Infrastructure, Social Development, Sport, Arts, Culture and Recreation.

Gauteng: Agriculture and Rural Development, Cooperative Governance and Traditional Affairs, Community Safety, Economic Development, Education, E-Government, Health, Infrastructure Development, Office of the Premier, Provincial Treasury, Roads and Transport, Social Development.

Limpopo: Agriculture and Rural Development, Cooperative Governance, Human Settlements and Traditional Affairs, Economic Development, Environment and Tourism, Education, Health, Office of the Premier, Provincial Treasury, Public Works, Roads and Infrastructure, Social Development, Sport, Arts and Recreation, Transport and Community Safety.

Mpumalanga: Agriculture, Rural Development, Land and Environmental Affairs, Community Safety, Security and Liaison, Cooperative Governance and Traditional Affairs, Culture, Sport and Recreation, Economic Development and Tourism, Education, Human Settlement, Provincial Treasury, Public Works, Roads and Transport, Social Development.

North West: Community Safety and Transport Management, Culture, Arts and Traditional Affairs, Education and Sports Development, Finance, Economy and Enterprise Development, Local Government and Human Settlements, Office of the Premier, Public Works and Roads, Rural, Environment and Agriculture Development, Social Development, Tourism.

Northern Cape: Education, Environmental Affairs and Nature Conservation, Economic Development and Tourism, Health, Office of the Premier, Provincial Treasury, Roads and Public Works, Social Development, Sport, Arts and Culture, Transport, Safety and Liaison.

Western Cape: Agriculture, Community Safety, Education, Human Settlements, Local Government, Social Development, Transport and Public Works.

(ii) Conducted lifestyle audits:

National departments:

Basic Education, Civilian Secretariat for Police Service, Communications and Digital Technologies, Cooperative Governance, Health, Government Technical Advisory Centre, Environmental Affairs, Forestry and Fisheries, Human Settlements, Home Affairs, International Relations and Cooperation, National Prosecuting Authority, National Treasury, National School of Government, Office of the Chief Justice, Office of the Public Service Commission, Planning, Monitoring and Evaluation, Public Enterprises, Public Service and Administration, Public Works and Infrastructure, Small Business Development, Social Development, South African Police Service, Trade, Industry and Competition.

Provincial departments:

Eastern Cape: Cooperative Governance and Traditional Affairs, Office of the Premier.

Gauteng: Human Settlements, Sport, Arts, Culture and Recreation

Mpumalanga: Office of the Premier

North West: Health

Northern Cape: Agriculture, Land Reform and Rural Development (SMS completed, rest in progress), Cooperative Governance (in progress), Human Settlements and Traditional Affairs.

Western Cape: Cultural Affairs and Sport, Economic Development and Tourism, Environmental Affairs and Development Planning, Health, Provincial Treasury.

(2) Of the six provinces (above) that completed lifestyle audits or indicated that they were in the process of conducting lifestyle audits:

(a) Provinces that completed lifestyle audits:

Eastern Cape: Cooperative Governance and Traditional Affairs, Office of the Premier.

Gauteng: Human Settlements, Sport, Arts, Culture and Recreation

Mpumalanga: Office of the Premier

North West: Health

Northern Cape: Human Settlements and Traditional Affairs.

Western Cape: Cultural Affairs and Sport, Economic Development and Tourism, Environmental Affairs and Development Planning, Health and Provincial Treasury. The Western Cape Province indicated that they have proceeded to lifestyle investigations to address identified conflicts of interest.

(b) Provinces that are still in the process of conducting lifestyle audits:

Northern Cape: Agriculture, Land Reform and Rural Development (SMS completed, rest in progress) and Cooperative Governance (in progress).

(3) Departments who detected no red flags during the lifestyle review process is regarded to have finalised their lifestyle audit process. All departments are expected to complete lifestyle reviews for SMS members at the end of each financial year, and that for the other categories at the end of the second year cycle when they are performing lifestyle audits on those employees. When investigations and audits are taking place (thus, lifestyle investigations and lifestyle audits), no time frame was set, as the process will be guided by the complexity of the case. However, the Public Administration Ethics, Integrity and Disciplinary Technical Assistance Unit will monitor completion of investigations and audits.

End

Reply:

(1) Recruitment and Selection in the Public Service under the Public Service Act, 1994, is based on an open employment system where persons apply and compete for positions. Persons already employed in the Public Service need to also apply for higher posts in the event that they wish to progress in the service and compete for such posts, promotion is not automatic. When a post is created it is subjected to a job evaluation process where the inherent requirements of the job is determiner, this includes educations qualifications, technical experience and managerial/supervisory experience (where such is required) and any other requirement which could be professional registration etc. The Job evaluation determines the salary grading for a post.

(2) Section 32(2) of the Public Service Act, 1994 makes provision for an appointment to act which is the prerogative of the relevant Executive Authority. Regulation 63(2) of the Public Service Regulations, 2016 states that, an employee directed to act in another post in terms of section 32(2) should have the necessary competency for the post to which he or she is appointed to act. Competency means the combination of knowledge, skills, behaviour and aptitude that a person can apply in the work environment, which indicates a person’s ability to meet the requirements of a specific post. Therefore the requirement to act is based on the competency of a person appointed not whether she or he meets the inherent requirements in terms of years of experience. An acting person is not the incumbent of the post, she or he is appointed in the short term for purposes of business continuity for that work environment. For that reason there is no monitoring for purposes of acting and meeting experience requirements and it is not a prescriptive requirement to meet the inherent requirements of the job as determined through the job evaluation process.

End

Reply:

The Public Service Act, 1994 and Public Service Regulations, 2016 requires that persons who are appointed in the Public Service must be fit and proper and further indicates that any person who is appointed must meet the inherent requirement of the job. Section 11 of the Public Service Act, 1994, states that in the public service- “(a) all persons who applied and qualify for the appointment concerned shall be considered; and (b) the evaluation of persons shall be based on training, skills, competence, knowledge and the need to redress, in accordance with the Employment Equity Act, 1998 (Act 55 of 1998), the imbalances of the past to achieve a public service broadly representative of the South African people, including representation according to race, gender and disability.”

Legislation applies to all appointments in the Public Service which must be open, transparent and fair to all of those who apply. The intention is to seek the best person based on the requirements of the post and within the parameters of the regulatory framework.

End

Reply:

The prescripts and accompanying norms and standards issued by the MPSA remain the mechanisms established to ensure that recruitment and selection is fair, transparent and are in line with Section 195 of the Constitution of the Republic of South Africa, 1996.

Section 12 of the Public Service Act, 1994 provides for the appointment of Head of Department which gives the President such power at National Government and the Premier such power within the relevant province.

The Minister for the Public Service and Administration (MPSA) issued the Executive Protocol: Principles and Procedures for the Employment of Heads of Department (HoDs) and Deputy Directors-General (DDGs) Nationally. This was to support the President and Ministers with regard to HoD posts (recruitment, selection, appointment and other career incidents) at National Government.

The Department of Public Service and Administration provides support to the MPSA regarding the processing of Cabinet Memoranda on appointments of Heads of Department to Cabinet. The process of quality checking aims to ensure that the relevant prescripts (Public Service Act, 1994, Public Service Regulations, 2016 and relevant Directives, Determinations, Guides as issued) were followed. In the event that prescripts were not followed, such Cabinet Memoranda are referred back to the relevant delegated Minister with regard to the filling of a Head of Department post and do not serve before Cabinet until issues of concern are resolved.

If the issue of noncompliance impacting the fairness and transparency of the process, are not addressed, the relevant Executive Authority would be advised to re-advise the post and ensure compliance with relevant prescripts and prescribed policies.

The Minister for the Public Service and Administration has also issued a capacitation guide to all Premiers regarding the recruitment of Heads of Department and the required processes to follow. The Premier of the relevant province is the relevant Executive Authority for purposes of such appointments.

End

Reply:

All individuals who wish to apply for a post in the Public Service, are required to complete the Z83 application for employment form. The form is designed to assist department to only recruit only ethical public servants with the highest degree of integrity as they are required to declare matters related to all pending disciplinary and criminal cases as well as matters related to doing business with the State amongst others.

The declaration of all pending disciplinary cases, discourages public servants from moving around within the Public Service without accounting for their actions. Any misrepresentation on the Z83 form is considered a misconduct which may result in the termination of an employee’s service. Lastly, as part of the recruitment process, all departments are required to conduct pre-employment screening activities to verify the information supplied by applicants including on their qualifications, citizenship and criminal records amongst others.

End

Reply:

The tenure of HoDs is still a matter being consulted as part of the Professionalization Framework for the Public Service and no final decision has been reached. The proposed extension is from 5 to 7 years and not 10 years. The following are some of the reasons that have been put forward for the consideration to increase the tenure of HODs:

1. The National Development Plan; the 10 and 20 Year Review of Government; the Human Science Research Council, the Department of Public Service and Administration; and the National School of Government have highlighted that the short tenure of HODs has had a negative impact on the stability of government and its ability to provide services. Departments with long serving senior managers appear stable and effective;
2. The management of the political-administrative interface can be improved through stability and longevity at the level of HoDs; and
3. The 7 year tenure would allow for an integrated and properly processed handover system to the new administration following the 5 year term of office of governments.

End

Reply:

The Department of Public Service has sexual harassment policy in place. As part of the implementation of the policy awareness programmes on management of sexual harassment in the workplace including procedures and processes to be followed in reporting related cases are held. The department also provides psychosocial support through Employee Health and Wellness unit to victims and those affected.

(a) The total number of incidents (i) sexual harassment = 0 and (ii) sexual assault that were reported in her department (aa) in each of the past three financial years = 0 and (bb) since 1 April 2021 =0, (b) number of cases (i) were opened and concluded =0, (ii) were withdrawn =0 and (iii) remain open or pending based on incidents =0 and (c) sanctions were meted out against each person who was found guilty =0.

END

Reply:

1. The lifestyle audits are conducted in three phases namely lifestyle review, lifestyle investigation and lifestyle audit (a) A total number of 21574 public servants have been subjected to lifestyle review, which is the first phase of lifestyle audit, as at January 2022; (b) There were 746 public servants who are undergoing investigation for non-disclosure of assets, vehicles and companies as well as conflicts of interest.

2. The breakdown of the number of lifestyle audits conducted is as follow: (a) National departments’ lifestyle reviews conducted amounts to 12557; and (b) Provincial government departments’ lifestyle reviews conducted amounts to 9017, as at January 2022.

End

Reply:

1. The total cost of the salary increases for members of the Senior Management Service (SMS) for the 2021/22 financial year is R373 165 844. It must be noted that no decision on salary increases for members of the SMS for the 2022/23 financial year has yet been taken.

2. A breakdown of the cost of the salary increases for SMS levels 13, 14, 15 and 16 for the 2021/22 financial year is indicated in the table below:

SMS salary level	Cost (R)
13	243 526 088
14	85 976 406
15	25 203 259
16	18 460 091
Total	373 165 844

3. Yes, the salary increases for members of the SMS in the Public Service are regarded as just, equitable and an efficient use of public money in the current economic climate. The salary adjustments granted to members of the SMS is equitable, considering the fact that it is similar to what was granted to employees below the SMS. If the salaries of members of the SMS are not adjusted, it will result in a situation where employees below SMS will earn more that senior managers. The gap between the maximum salary notch of a Deputy Director on salary level 12 and a Director on the minimum of salary level 13 is already narrow. In some occupation specific dispensations, staff below SMS level already earn more than senior managers. This situation creates a disincentive for competent employees to aspire to become senior managers.

It should be noted that the 2019 Incentive Policy Framework provides for payment of annual pay (notch) progression for eligible members of the SMS. The cost-of-living adjustment for 2021/22 was granted in lieu of pay progression.

Furthermore, the remuneration of the members of the SMS are impacted by the changes in the consumer price index (CPI) that reflect changes in the cost-of-living and which has a direct impact on the “buying power” of their remuneration. As a result, the adjustments are necessary to protect the “buying power” of the salaries of members of the SMS

End

Reply:

Minister for Public Service and Administration issued the Graduate Recruitment Scheme Framework for implementation across the Public Service.

One of the objectives of the Framework is to attract graduates to address skills shortages in scarce occupational areas of the service in line with the departmental Human Resource Plan. Therefore, the intention is to appoint these graduates on permanent basis, subject to successful completion of the programme.

a) The DPSA monitors implementation and compliance of the Graduate Recruitment Scheme Framework on annual basis. Government departments are required to submit reports on the implementation of the framework to the Director-General, as part of the Annual HRD Implementation Plans and Monitoring and Evaluation on 31 March of each year.

b) The DPSA encourage departments to dedicate 10% of the department`s vacant posts to recruit and retain graduates with potential, beyond the graduate development phase, into entry level positions. Recruitment should be in line with the department`s career Planning and Progression Strategy.

Each department is expected to regularly monitor its own needs for scarce occupations as well as the vacancy rate in those occupations then recruit accordingly.

End

Reply:

The (a) total number of public servants earning a salary at (i) level 15 was 467 and (ii) level 16 was 122, as on 28 February 2022. This excludes Defence and State Security Agency. The (b) breakdown per (i) national and (ii) provincial department including the (aa) job title is provided in the table below as it has been captured on PERSAL by departments.

(bb) Public Service Regulations, 2016 (Part I, regulation 39) stipulates that “for each post or group of posts, an executive authority shall establish a job description and job title that indicate, with appropriate emphasis on service delivery –

(a) The main objectives, activities and functions of the post or posts in question; and

(b) The inherent requirements of the job”.

The function to develop job descriptions and job titles for posts, is therefore decentralised to each national and provincial department. The Department of Public Service and Administration does not have access to information on job descriptions.

Number of Public Servants on salary levels 15 and 16
as on 28 February 2022
National/Provincial department and Job title	Salary level
	15	16
Total	467	122
Eastern Cape	Cooperative Governance and Traditional Affairs	DDG-DEVELOPMENTAL LOCAL GOVT	1
		DDG-TRADITIONAL AFFAIRS	1
		HEAD OF DEPARTMENT		1
	Economic Development, Environmental Affairs and Tourism	HEAD OF DEPARTMENT	1
	Education	CHIEF DIRECTOR:FINANCIAL MANAGEMENT SERVICES	1
		DDG:IOM*	1
		SUPERINTENDENT GENERAL_*		1
	Health	DEPUTY DIRECTOR GENERAL:CLINICAL HEALTH L15	1
		DEPUTY DIRECTOR GENERAL:CORPORATE SERVICES L15	1
		DEPUTY DIRECTOR GENERAL:FINANCIAL MANAGEMENT L15	1
		SUPERINTENDENT GENERAL (HOD) L16		1
	Human Settlements	HEAD OF DEPARTMENT	1
	Office of the Premier	DEPUTY DIRECTOR GENERAL	2
		DIRECTOR GENERAL: PROVINCE OF THE EASTERN CAPE		1
	Provincial Treasury	DDG:CORPORATE MANAGEMENT	1
		DEPUTY DIRECTOR GENERAL:FINANCIAL GOVERNANCE	2
		DEPUTY DIRECTOR GENERAL:MUNICIPAL FINANCIAL GOVERN	1
		DEPUTY DIRECTOR GENERAL:SUST FISCAL RESOURCE MNGMT	1
		HEAD OF DEPARTMENT		1
	Roads and Public works	HEAD OF DEPARTMENT		1
	Rural Development and Agrarian Reform	DEPUTY DIRECTOR GENERAL	3
		HEAD OF DEPARTMENT		1
	Safety and Liaison	DIRECTOR GENERAL	1
	Social Development	DEPUTY DIRECTOR GENERAL_OPERATIONS	1
		SUPERINTENDENT GENERAL		2
	Sport, Recreation, Arts and Culture	HEAD OF DEPARTMENT	1
	Transport	DEPUTY DIRECTOR GENERAL: ADMINISTRATION	1
		SUPERINTENDENT GENERAL		1
Free State	Agriculture	DDG	1
		HEAD OF DEPARTMENT: AGRIC AND RURAL DEVELOPMENT		1
	Co-operative Governance and Traditional Affairs	ADMINISTRATOR	1
		DEPUTY DIRECTOR GENERAL LOCAL GOVERNMENT	1
		DEPUTY DIRECTOR GENERAL`	1
		HEAD OF DEPARTMENT		1
	Economic Development, Tourism and Environmental Affairs	HEAD OF DEPARTMENT		1
	Education	DIRECTOR GENERAL: DEPUTY=	1
		FINANCIAL ADMINISTRATION OFFICER CHIEF	1
		SUPERINTENDENT-GENERAL		1
	Health	DEPUTY DIRECTOR GENERAL	1
		HEAD HEALTH		1
	Human Settlements	DEPUTY DIRECTOR GENERAL	1
		HEAD OF DEPARTMENT		1
	Office of the Premier	CHIEF DIRECTOR	1
		DEPUTY DIRECTOR GENERAL: MONITORING & EVALUATION	1
		DIRECTOR GENERAL: FREE STATE PROVINCIAL ADMIN		1
		HEAD: CORPORATE ADMINISTRATION & COORDINATION		1
	Police, Roads and Transport	DEPUTY DIRECTOR GENERAL:ROADS & TRANSPORT	1
	Provincial Treasury	DEPUTY DIRECTOR GENERAL	1
	Public Works	SUPERINTENDENT GENERAL		1
Gauteng	Agriculture and Rural Development	DDG: SUSTAINABLE RESOURCE MANAGEMENT	1
		DEPUTY DIRECTOR GENERAL: TRANSVERSAL SERVICES	1
		HEAD OF DEPARTMENT		1
	Co-operative Governance and Traditional Affairs	CHIEF FINANCIAL OFFICER	1
		DEPUTY DIRECTOR GENERAL	1
		DIRECTOR	1
		DIRECTOR:LEGAL SERVICES	1
	Community Safety	HEAD OF DEPARTMENT	1
	E-Government	DEPUTY DIRECTOR GENERAL	1
		HEAD OF DEPARTMENT		1
	Economic Development	DEPUTY DIRECTOR GENERAL	1
		DEPUTY DIRECTOR GENERAL: CORPORATE MANAGEMENT	1
		HEAD OF DEPARTMENT: ECONOMIC DEVELOPMENT		1
	Education	DEPUTY DIRECTOR GENERAL: CORPORATE MANAGEMENT		1
		DEPUTY DIRECTOR GENERAL: CURRICULUM	1
		DEPUTY DIRECTOR GENERAL: EDUCATION SUPPORT	1
		DEPUTY DIRECTOR GENERAL: FINANCIAL MANAGEMENT	1
		DEPUTY DIRECTOR GENERAL: GCRA	1
		DEPUTY DIRECTOR GENERAL: STRATEGIC PLANNING MANAG	1
		SUPERINTENDENT-GENERAL		1
	Health	CHIEF EXECUTIVE OFFICER(HEALTH	5
		SENIOR MANAGER (ADMINISTRATION)	1
	Human Settlements	CHIEF DIRECTOR	1
		CHIEF FINANCIAL OFFICER	1
		DEPUTY DIRECTOR GENERAL	3
		HEAD OF DEPARTMENT		1
	Infrastructure Development	DIRECTOR GENERAL: DEPUTY=	4
		HEAD OF OFFICE		1
	Office of the Premier	CHIEF DIRECTOR	2
		DEPUTY DIRECTOR-GENERAL	2
		HEAD: GAUTENG PLANNING COMMISSION		1
		SPECIAL ADVISER I	1	1
	Provincial Treasury	CEO/PROJECT DIRECTOR		1
		CHIEF DIRECTOR	2
		CHIEF DIRECTOR: PROJECT DEVELOPMENT		1
		CHIEF DIRECTOR: PROJECT FINANCE	1
		DEPUTY DIRECTOR GENERAL	4
		HEAD OF DEPARTMENT		1
		PROJECT ACCOUNTANT	1
		PROJECT MANAGER	1
	Roads and Transport	CHIEF: DIRECTOR	1
		DEPUTY DIRECTOR GENERAL	4
		DEPUTY DIRECTOR GENERAL: G-FLEET TRADING ENTITY	1
		HEAD OF DEPARTMENT: ROADS & TRANSPORT		1
	Social Development	DEPUTY DIRECTOR GENERAL: CHIEF OPERATIONS OFFICER	1
		DEPUTY DIRECTOR GENERAL: SUPPORT SERVICES	1
		HEAD OF DEPARTMENT		1
	Sports, Arts, Culture and Recreation	CHIEF DIRECTOR		1
		HEAD OF DEPARTMENT	1
KwaZulu-Natal	Agriculture and Rural Development	CHIEF OPERATIONS OFFICER	1
		DEPUTY DIRECTOR GENERAL	2
		HEAD:AGRICULTURE		1
	Arts and Culture	HEAD: ARTS & CULTURE	1
	Co-operative Governance and Traditional Affairs	DEPUTY DIRECTOR GENERAL:DEVELOPMENT AND PLANNING	1
		DEPUTY DIRECTOR GENERAL:TRADITIONAL AFFAIRS	1
		HEAD:COOPERATIVE GOVERNANCE & TRADITIONAL AFFAIRS		1
	Community Safety and Liaison	HEAD: COMMUNITY SAFETY AND LIAISON		1
	Economic Development, Tourism and Environmental Affairs	DDG: ADMINISTRATION	1
		DDG: INDUSTRY DEVELOPMENT & BUSINESS REG	1
		DDG: INTEGRATED ECONOMIC DEVELOPMENT	1
		HEAD: ECO DEV TOURISM & ENVIRO AFFAIRS		1
	Education	CHIEF FINANCIAL ADMINISTRATION OFFICER	1
		DDG: CURRICULUM MANAGEMENT AND DELIVERY	1
		DDG: INSTITUTIONAL DEVELOPMENT SUPPORT	1
		DEPUTY DIRECTOR GENERAL	1
	Finance	CHIEF DIRECTOR: MUNICIPAL FINANCE	1
		DDG:FINANCIAL MANAGEMENT(PROVINCIAL ACCOUNTANT GEN	1
		DEPUTY DIRECTOR GENERAL: FISCAL	1
	Health	CHIEF DIRECTOR:IDMTS		1
		CHIEF EXECUTIVE OFFICER	1
		DEPUTY DIRECTOR-GENERAL	2
		HEAD OF DEPARTMENT: HEALTH		1
	Human Settlements	CHIEF FINANCIAL OFFICER:OFFICE OF CFO	1
		HEAD: HUMAN SETTLEMENT		1
	Office of the Premier	CHIEF FINANCIAL OFFICER	1
		DEPUTY DIRECTOR-GENERAL	2
		DIRECTOR GENERAL: DEPUTY=	2
		DIRECTOR-GENERAL		1
	Public Works	CHIEF DIRECTOR:CORPORATE SERVICES	1
		CHIEF FINANCIAL OFFICER	1
		HEAD:PUBLIC WORKS		1
	Social Development	DEPUTY DIRECTOR-GENERAL	1
		HEAD:SOCIAL DEVELOPMENT		1
	Sport and Recreation	HEAD: SPORT AND RECREATION	1
	Transport	DEPUTY-DIRECTOR GENERAL: TIRS	1
		DEPUTY-DIRECTOR GENERAL: TRANSPORTATION SERVICES	1
		DEPUTY-DIRECTOR GENERAL:CORPORATE SERVICES	1
		HEAD : TRANSPORT		1
Limpopo	Agriculture and Rural Development	HEAD OF DEPARTMENT	1
	Co-operative Governance, Human Settlements and Traditional Affairs	CHIEF FINANCIAL OFFICER	1
		DDG:COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS	1
		DEPUTY DIRECTOR GENERAL: CORPORATE SERVICES	1
	Economic Development, Environment and Tourism	CHIEF DIRECTOR: COMMERCIAL OPERATION	1
		DEPUTY DIRECTOR GENERAL: ENVIRONMENT AND TOURISM	1
		DEPUTY DIRECTOR GENERAL: INTER ECONOM DEVELOP SERV	1
		HEAD OF DEPARTMENT	1
	Education	CHIEF FINANCIAL OFFICER	1
		DEPUTY DIRECTOR GENERAL CORPORATE MANAGEMENT	1
		DEPUTY DIRECTOR GENERAL CURRICULUM DEVELOPMENT	1
		HEAD OF DEPARTMENT		1
	Health	CHIEF FINACIAL OFFICER	1
		DEPUTY DIRECTOR-GENERAL:CORPORATE SERVICES	1
		DEPUTY DIRECTOR-GENERAL:HEALTH SERVICES	1
		DIRECTOR:INFRASTRUCTURE PLANNING	1
		HEAD OF THE DEPARTMENT		1
	Office of the Premier	D-G: PROVINCIAL ADMINISTRATION: NORTHERN PROVINCE		1
		DEPUTY DIRECTOR GENERAL: CORPORATE MANAGEMENT	1
		DEPUTY DIRECTOR GENERAL: PLANNING COORDINATION	1
		DEPUTY DIRECTOR GENERAL:INSTITUTIONAL DEVELOP SUPPO	1
	Provincial Treasury	DEPUTY DIRECTOR-GENERAL: ASSETS LIABIL & SCM	1
		DEPUTY DIRECTOR-GENERAL: CORPORATE MANAGEMENT SERV	1
		DEPUTY DIRECTOR-GENERAL: FINANCIAL GOVERNANCE	1
		DEPUTY DIRECTOR-GENERAL: SUST RESOURCE MANAGEMENT	1
		FINANCIAL SPECIALIST TO OFFICE OF THE HOD	1
		HEAD OF DEPARTMENT		1
	Public Works, Roads and Infrastructure	HEAD OF DEPARTMENT	1
	Social Development	HEAD OF THE DEPARTMENT	1
	Sports, Arts and Culture	HOD	1
Mpumalanga	Agriculture, Rural Development, Land and Environmental Affairs	HEAD OF DEPARTMENT	1
	Co-operative Governance and Traditional Affairs	DEPUTY DIRECTOR GENERAL	1
	Community Safety, Security and Liaison	DIRECTOR GENERAL: DEPUTY=	1
	Culture, Sport and Recreation	DEPUTY DIRECTOR-GENERAL	1
	Education	HEAD OF DEPARTMENT: EDUCATION ÝH/O¨		1
	Health	CHIEF FINANCIAL OFFICER	1
		DDG:CLINICAL HEALTH SERVICES	1
	Human Settlements	DIRECTOR GENERAL: DEPUTY	1
	Office of the Premier	DIRECTOR GENERAL		1
		EXECUTIVE MANAGER: CORPORATE STRATEGY	1
	Provincial Treasury	HEAD OF DEPARTMENT	1
	Public Works, Roads and Transport	HOD:PUBLIC WORKS ROADS AND TRANSPORT		1
	Social Development	DEPUTY DIRECTOR GENERAL	1
National	Agriculture, Land Reform and Rural Development	CHIEF DIRECTOR: MONITORING & EVALUATION	1
		CHIEF DIRECTOR: NATIONAL RURAL YOUTH SERVICE CORPS	1
		CHIEF DIRECTOR: POLICY RESEARCH	1
		CHIEF FINANCIAL OFFICER	1
		CHIEF LAND CLAIMS COMMISSIONER	1
		CHIEF OF STAFF	1
		CHIEF REGISTRAR OF DEEDS	1
		DDG: FOOD SECURITY & AGRARIAN REFORM	1
		DDG: LAND REDISTRIBUTION AND TENURE REFORM	1
		DEPUTY DIRECTOR-GENERAL: CORPORATE SUPPORT SERVICE	1
		DEPUTY DIRECTOR-GENERAL: ECONOMIC DEVELOPMENT	1
		DIRECTOR-GENERAL		1
		DIRECTOR: PROJECT MANAGEMENT SUPPORT	1
		NATIONAL PROJECT COORDINATOR (CASP)	1
		SPECIAL MASTER		1
	Basic Education	CD: STRATEGIC PLANNING RESEARCH & CO-ORDINATION	1
		CFO	1
		DDG: PLANNING AND DELIVERY OVERSIGHT UNIT	1
		DDG: PLANNING INFORMATION & ASSESSMENTS	1
		DDG: SOCIAL MOBILISATION & SUPPORT SERVICES	1
		DIRECTOR-GENERAL: BASIC EDUCATION		1
		PROJECT MANAGER		1
	Communications and Digital Technologies	DDG: GOVERNANCE & ADMINISTRATION	1
		DDG: ICT INFRASTRUCTURE DEVELOPMENT	1
		DDG:ICT INTERNATIONAL AFFAIRS & TRADE	1
		DDG:INFORMATION SOCIETY DEVELOPMENT & RESEARCH	1
		DDG:SOE OVERSIGHT&ICT ENTERPRISE DEVELOPMENT	1
		HEAD:PRESIDENTIAL COMMISSION (4IR)	1
	Cooperative Governance	CHIEF EXECUTIVE OFFICER		1
		CHIEF TECHNOLOGY OFFICER		1
		DEPUTY DIRECTOR GENERAL	2
		DEPUTY DIRECTOR-GENERAL :NATIONAL DISASTER MAN CEN	1
		DEPUTY DIRECTOR-GENERAL: CORPORATE SERVICE	1
		DIRECTOR-GENERAL: COOPERATIVE GOVERNANCE		1
	Correctional Services	CDC COMMUNITY CORRECTIONS	1
		CDC STRATEGIC MANAGEMENT	1
		CDC: REGIONAL COMMISSIONER	6
		CDC:FINANCE(CFO)	1
		CDC:INCARCERATION & CORRECTIONS	1
		CDC:REMAND DETENTION	1
	Employment and Labour	CHIEF FINANCIAL OFFICER	1
		CHIEF OPERATIONS OFFICER	1
		DEPUTY DIRECTOR GENERAL: CORPORATE SERVICES	1
		DEPUTY DIRECTOR GENERAL: IES	1
		DEPUTY DIRECTOR GENERAL:PUBLIC EMPLOYMENT SERVICES	1
		DIRECTOR GENERAL: LABOUR		1
	Environment, Forestry and Fisheries	CHIEF DIRECTOR L14	3
		CHIEF FINANCIAL OFFICER L15	1
		DEPUTY DIRECTOR-GENERAL L15	7
		DIRECTOR-GENERAL (DEFF) L16		1
		SPECIALIST ADVISOR L15	1
	Government Communication and Information System	CHIEF DIRECTOR: CONTENT AND WRITING	1
		CHIEF DIRECTOR: ENTITY OVERSIGHT	1
		CHIEF DIRECTOR: PROVINCIAL AND LOCAL LIAISON	1
		DIRECTOR GENERAL: GOVERNMENT COMMUNICATIONS		1
	Health	CD: CCOD & OCCUPATIONAL HEALTH	1
		CHIEF DIRECTOR	1
		CHIEF OPERATING OFFICER	1
		DDG: HEALTH REGULATION & COMPLIANCE	1
		DDG: PRIMARY HEALTH CARE	1
		DEPUTY DIRECTOR-GENERAL: NHI	1
		DIRECTOR GENERAL: HEALTH		1
		HEAD: CORPORATE SERVICES	1
		TECHNICAL SPECIALIST: HEALTH ECONOMIST	1
	Higher Education and Training	CHIEF EXECUTIVE OFFICER NATIONAL SKILLS FUND	1
		CHIEF FINANCIAL OFFICER	1
		DDG: COMMUNITY EDUCATION AND TRAINING	1
		DDG: CORPORATE SERVICES	1
		DDG: PLANNING POLICY AND STRATEGY	1
		DDG: SKILLS DEVELOPMENT	1
		DDG: TECHNICAL & VOCATIONAL EDUCATION & TRAINING	1
		DIRECTOR-GENERAL		1
	Home Affairs	CHIEF EXECUTIVE OFFICER		1
		CHIEF FINANCIAL OFFICER	1	1
		COMMISSIONER		1
		DDG: HUMAN RESOURCE MANAGEMENT AND DEVELOPMENT	1
		DDG: INSTITUTIONAL PLANNING AND SUPPORT	1
		DEPUTY COMMISSIONER: CORPORATE SERVICES	1
		DEPUTY COMMISSIONER: OPERATIONS	1
		DEPUTY DIRECTOR-GENERAL: CIVIC SERVICES	1
		DEPUTY DIRECTOR-GENERAL: IMMIGRATION SERVICES	1
		DEPUTY DIRECTOR-GENERAL: INFORMATION SERVICES	1
		DEPUTY DIRECTOR-GENERAL:COUNTER CORRUPTION AND SEC	1
		DIRECTOR GENERAL: HOME AFFAIRS		1
		PROJECT OFFICER BORDER MANAGEMENT AGENCY	1
	Human Settlements	DDG: CHIEF FINANCIAL OFFICER		1
		DDG: CHIEF OPERATIONS OFFICER	1
		DDG: HEAD OF MINISTRY	1
		DDG: HS STRATEGY AND PLANNING		1
		DEPUTY DIRECTOR GENERAL: CORPORATE SERVICES	1
		DIRECTOR GENERAL: HUMAN SETTLEMENTS		1
	Independent Police Investigative Directorate	EXECUTIVE DIRECTOR	1
	International Relations and Cooperation	CHIEF OF STATE PROTOCOL	1
		CHIEF STATE LAW ADVISOR	1
		DDG:PUBLIC DIPLOMACY	1
		DEPUTY DIRECTOR-GENERAL	4
		DEPUTY DIRECTOR-GENERAL:FOREIGN SERVICE	3
		DIRECTOR	1
	Justice and Constitutional Development	CHIEF FINANCIAL OFFICER	1
		CHIEF MASTER	1
		DEPUTY DIRECTOR GENERAL/MANAGING DIRECTOR	8
		DEPUTY DIRECTOR OF PUBLIC PROSECUTIONS	1
		DEPUTY NATIONAL DIRECTOR PUBLIC PROSECUTION		4
		DIRECTOR GENERAL		4
		DIRECTOR OF PUBLIC PROSECUTIONS	6
		DIRECTOR/SENIOR MANAGER	1
		NATIONAL DIRECTOR OF PUBLIC PROSECUTIONS		1
		SENIOR SPECIAL ADVISER	1
		SPECIAL DIRECTOR	5
	Military Veterans	DEPUTY DIRECTOR-GENERAL: EMPOWERMENT & STAKEHOLDER	1
		DIRECTOR-GENERAL: DEPARTMENT OF MILITARY VETERANS		1
	Mineral Resources and Energy	CHIEF DIRECTOR: ECONOMIC GROWTH & GLOBAL RELATIONS	1
		CHIEF FINANCIAL OFFICER	1
		CHIEF INSPECTOR OF MINES (DEPUTY DIRECTOR-GENERAL)	1
		DEPUTY DIRECTOR-GENERAL: CORPORATE SERVICES	2
		DEPUTY DIRECTOR-GENERAL: MINERAL&PETROLEUM REGULAT	2
		DEPUTY DIRECTOR-GENERAL: NUCLEAR	1
		DEPUTY DIRECTOR-GENERAL: PROGRAMMES AND PROJECTS	1
		DEPUTY DIRECTOR-GENERAL:MINING MINERALS&ENERGY PD	1
		DIRECTOR-GENERAL: MINERAL RESOURCES AND ENERGY		1
	National School of Government	DEPUTY DIRECTOR-GENERAL	1
		DEPUTY DIRECTOR-GENERAL: CORPORATE MANAGEMENT		1
		PRINCIPAL:NSG		1
	National Treasury	CHIEF DIRECTOR: FINANCIAL MANAGEMENT	1
		CHIEF DIRECTOR: LEGAL TAX DESIGN	1
		CHIEF DIRECTOR: LEGISLATION	1
		CHIEF DIRECTOR: REGULATORY IMPACT ASSESSMENT	1
		CHIEF DIRECTOR: TAX SPECIALIST	1
		CHIEF DIRECTOR: TECHNICAL SUPPORT SERVICES	1
		CHIEF DIRECTOR: TRANSACTION ADVISORY SERVICES &PPP	1
		CHIEF DIRECTOR:INFORMATION TECHNOLOGY	1
		CHIEF DIRECTOR:LEGAL SERVICES	1
		DDG PUBLIC EXPENDITURE AND POLICY ANALYSIS	1
		DDG: CORPORATE SERVICES	1
		DDG: ECONOMIC POLICY	1
		DDG: EMPLOYMENT FACILITATION	1
		DDG: INTERGOVERNMETAL RELATIONS	1
		DDG: TAX AND FINANCIAL SECTOR POLICY	1
		DDG:INTERNATIONAL & REGIONAL ECONOMIC POLICY	1
		DEPUTY DIRECTOR GENERAL: PUBLIC FINANCE	1
		DEPUTY DIRECTOR-GENERAL	1
		DIRECTOR-GENERAL: NATIONAL TREASURY		1
		PROJECT DIRECTOR JF	1
	Office of the Chief Justice	DEPUTY DIRECTOR GENERAL/MANAGING DIRECTOR	1
		DEPUTY DIRECTOR GENERAL:CORPORATE MANAGEMENT SERVI	1
		DEPUTY DIRECTOR GENERAL:COURT ADMINISTRATION SERVI	1
		DIRECTOR GENERAL		1
		DIRECTOR: CHIEF/GENERAL MANAGER	1
	Office of the Public Service Commission	DEPUTY DIRECTOR-GENERAL:INTEGRITY & ANTI-CORRUPTIO	1
		DEPUTY DIRECTOR-GENERAL:LEADERSHIP MANAGEMENT PRAC	1
		DEPUTY DIRECTOR-GENERAL:MONITORING & EVALUATION	1
		DIRECTOR GENERAL: OFFICE OF THE PUBLIC SERV COMMIS		1
	Planning, Monitoring and Evaluation	CHIEF DIRECTOR: EDUCATION & SKILLS	1
		CHIEF DIRECTOR: FRONTLINE MONITORING & SUPPORT	1
		CHIEF DIRECTOR: HEALTH	1
		CHIEF DIRECTOR: SOCIAL COHESION PROTECTION & GEND	1
		DDG: CORPORATE SERVICES	1
		DDG: EVALUATION EVIDENCE AND KNOWLEDGE SYSTEMS	1
		DDG: NATIONAL PLANNING COORDINATION	1
		DDG: SECTOR MONITORING	1
		DEPUTY SECRETARY OF PLANNING		1
		DIRECTOR-GENERAL		1
	Police	COMMISIONER: S A POLICE SERVICE NATIONAL		1
		COMMISSIONER: S A POLICE SERVICE PROVINCIAL=(P)	4
		COMMISSIONER: S A POLICE SERVICE REGIONAL=(P)	14
		COMMISSIONER:S A POLICE SERVICE:DEPUTY NAT=(P)	1
		DIRECTOR GENERAL: DEPUTY=	1
		LIEUTENANT GENERAL	1
		PROVINCIAL COMMISSIONER	2
		SPECIAL ADVISEUR III	1
	Public Enterprises	CHIEF SPECIALIST:FINANCIAL ASSES & INVEST SUPPORT	1
		DIRECTOR GENERAL		1
	Public Service and Administration	ADMINISTRATOR: INTERVENTION NW OFFICE PREMIER		1
		CHIEF DIRECTOR: HUMAN RESOURCE DEVELOPMENT	1
		DDG: ADMINISTRATION	1
		DDG: E-GOVERNMENT SERVICES & INFORMATION MNG	1
		DDG: GOVERNMENT SERVICES ACCESS & IMPROVEMENT	1
		DDG: HUMAN RESOURCE MANAGEMENT & DEVELOPMENT	1
		DIRECTOR-GENERAL DPSA		1
	Public Works and Infrastructure	CHIEF FINANCIAL OFFICER	1
		DDG: INFRASTRUCTURE INVESTMENT PLANNING	1
		DEPUTY DIRECTOR GENERAL: CORPORATE SERVICES	1
		DEPUTY DIRECTOR GENERAL:EPWP	1
		DEPUTY DIRECTOR GENERAL:PROFESSIONAL SERVICES DPW	1
		DIRECTOR-GENERAL:PUBLIC WORKS		1
		DIVISIONAL HEAD:REAL ESTATE INVESTMENT SERVICES	1
		DIVISIONAL HEAD:REAL ESTATE MANAGEMENT SERVICES	1
		HEAD OF INFRASTRUCTURE SOUTH AFRICA		1
		HEAD OF PMTE		1
		HEAD:GOVERNANCE RISK AND COMPLIANCE		1
		PMTE:DIVISIONAL HEAD:CONSTRUCTION MANAGEMENT	1
		SUPPLY CHAIN MANAGEMENT:EXECUTIVE	1
	Science and Innovation	DDG CORPORATE SERVICE	1
		DDG: SOCIO-ECONOMIC INNOVATION PARTNERSHIPS	1
		DDG:INTERNATIONAL COOPERATION & RESOUR	1
		DDG:TECHNOLOGY INNOVATION	1
		DEPUTY DIRECTOR GENERAL: IP&S	1
		DIRECTOR-GENERAL		1
	Small Business Development	DIRECTOR-GENERAL		1
	Social Development	DDG: COMMUNITY DEVELOPMENT	1
		DDG: COMPREHENSIVE SOCIAL SECURITY	1
		DDG:CORPORATE SUPPORT SERVICES	1
	Sport, Arts and Culture	DEPUTY DIRECTOR-GENERAL	4
		DIRECTOR GENERAL ARTS AND CULTURE		1
	Statistics South Africa	CHIEF DIRECTOR:PRICE STATISTICS	1
		CHIEF DIRECTOR:PROGRAMME OFFICE	1
		DDG:STATISTICAL OPERATIONS & PROVINCIAL COORDINATI	1
		DEPUTY DIRECTOR GENERAL: ECONOMIC STATISTICS	1
		DEPUTY DIRECTOR GENERAL: METHODOLOGY STD & RESEARC	1
		STATISTICIAN-GENERAL		1
	The Presidency	CHIEF POLICY ANALYST	1
		DEPUTY DIRECTOR GENERAL	4
		DIRECTOR-GENERAL PRESIDENCY		1
	Tourism	DDG: DESTINATION DEVELOPMENT	1
		DDG: TOURISM RESEARCH POLICY & INT RELATIONS	1
		DDG: TOURISM SECTOR SUPPORT SERVICES	1
		DEP DIRECTOR GENERAL: CORPORATE MANAGEMENT	1
		DIRECTOR-GENERAL NATIONAL DEPARTMENT OF TOURISM		1
		SENIOR SPECIALIST - STRATEGIC PROJECTS SL15	1
	Trade, Industry and Competition	CD: INVESTMENT PROMOTION & FACILITATION	1
		CHIEF DIRECTOR:CONSUMER AND CORPORATE REGULATION	1
		CHIEF ECONOMIST	1
		CHIEF FINANCIAL OFFICER	1
		COMMISSIONER		1
		DDG: CORPORATE MANAGEMENT SERVICES DIVISION	1
		DDG: TRADE & INVESTMENT SOUTH AFRICA	1
		DEPUTY DIRECTOR-GENERAL: CCRD	1
		DEPUTY DIRECTOR-GENERAL: ITED	1
		DEPUTY DIRECTOR-GENERAL: TEO	1
		GROUP CHIEF OPERATING OFFICER	1
		SA AMBASSADOR TO WTO	1
		SNR SPECIALIST: STRATEGIC INDUSTRIAL DEVELOPMENT	1
	Traditional Affairs	DEPUTY DIRECTOR-GENERAL: ISC	1
		DEPUTY DIRECTOR-GENERAL: RPL	1
		DIRECTOR-GENERAL		1
	Transport	CHIEF FINANCIAL OFFICER	1
		DDG: INTEGRATED TRANSPORT PLANNING	1
		DDG: MARITIME TRANSPORT	1
		DDG: PUBLIC TRANSPORT	1
		DDG: ROAD TRANSPORT		1
		DDG:CIVIL AVIATION	1
		DDG:RAIL TRANSPORT	1
	Water and Sanitation	DDG: NATIONAL WATER RESOURCE INFRASTRUCTURE	1
		DDG: PLANNING & INFORMATION	1
		DEPUTY DIRECTOR-GENERAL	2	1
		DEPUTY DIRECTOR-GENERAL:INTERNATIONAL WATER COOP	1
		DIRECTOR-GENERAL WATER AND SANITATION		1
	Women, Youth and Persons with Disabilities	DEPUTY DIRECTOR GENERAL:STEE	1
		DEPUTY DIRECTOR-GENERAL: RPD	1
		DIRECTOR GENERAL		1
North West	Agriculture and Rural Development	HEAD OF DEPARTMENT	1
	Community Safety and Transport Management	DEPUTY DIRECTOR GENERAL	1
	Economic Development, Environment, Conservation and Tourism	DIRECTOR GENERAL: DEPUTY=**OLD	1
	Education	DEPUTY DIRECTOR GENERAL	2
		SUPERINTENDENT-GENERAL		1
	Health	CHIEF FINANCIAL OFFICER	1
		DEPUTY DIRECTOR GENERAL	1
		SUPERINTENDENT GENERAL		1
	Office of the Premier	D-G: PROVINCIAL ADMINISTRATION: NORTH WEST		1
		DDG:ADMINISTRATION	2
		DEPUTY DIRECTOR GENERAL	1
	Provincial Treasury	DDG: FINANCIAL GOVERNANCE	1
		HEAD OF DEPARTMENT/ SUPERINTENDANT GENERAL		1
	Social Development	DEPUTY DIRECTOR GENERAL: SOCIAL DEVELOPMENT	1
Northern Cape	Co-operative Governance, Human Settlements and Traditional Affairs	DEPUTY DIRECTOR GENERAL	1
	Economic Development and Tourism	CHIEF FINANCIAL OFFICER	1
		HEAD OF DEPARTMENT	1
	Education	DDG-CURRICULUM EXAMINATIONS&ASSESSMENT	1
		SUPERINTENDENT-GENERAL		1
	Office of the Premier	CHIEF FINANCIAL OFFICER	1
		DEPUTY DIRECTOR GENERAL: INSTITUTIONAL DEVELOPMENT	1
		DEPUTY DIRECTOR-GENERAL	1
	Social Development	DEPUTY DIRECTOR GENERAL	1
	Transport, Safety and Liaison	DEPUTY DIRECTOR-GENERAL (HOD)	1
Western Cape	Agriculture	DEPUTY DIRECTOR GENERAL	2
		HEAD: AGRICULTURE		1
	Community Safety	HEAD: COMMUNITY SAFETY	1
		PROVINCIAL POLICE OMBUDSMAN	1
	Cultural Affairs and Sport	HEAD: CULTURAL AFFAIRS AND SPORT	1
	Economic Development and Tourism	DEPUTY DIRECTOR GENERAL	2
		HEAD: ECONOMIC DEVELOPMENT AND TOURISM		1
	Education	DEPUTY DIRECTOR GENERAL	4
		SUPERINTENDENT-GENERAL		1
	Health	CHIEF EXECUTIVE OFFICER SR15	2
		DIRECTOR GENERAL: DEPUTY	2
		SUPERINTENDENT-GENERAL		1
	Local Government	HEAD: LOCAL GOVERNMENT	1
	Provincial Treasury	DEPUTY DIRECTOR GENERAL	2
		HEAD OFFICIAL: PROVINCIAL TREASURY		1
	Social Development	HEAD: SOCIAL DEVELOPMENT	1
	The Premier	DEPUTY DIRECTOR GENERAL	2
		DEPUTY DIRECTOR GENERAL: CORPORATE ASSURANCE	1
		DIRECTOR-GENERAL		1
		HEAD: CORPORATE SERVICES CENTRE		1
	Transport and Public Works	CHIEF DIRECTOR	1
		DEPUTY DIRECTOR GENERAL	4
		DEPUTY DIRECTOR-GENERAL: FINANCE	1
		HEAD:TRANSPORT AND PUBLIC WORKS		1
Data source: PERSAL
Compiled by the DPSA
Excluding Defence and State Security Agency

Reply:

1. The reply to Parliamentary Question 152 on 7 April 2021, highlighted that the information available from PERSAL, indicated that over 35% of senior managers (SMS) did not have the requisite qualifications for the positions that they occupied. By 31 January 2022, the figure reduced by almost 10% to 25.9%. As it stands, a total of 2412 out of 9309 senior managers do not have their qualifications reflected on PERSAL.

2. 50 departments updated the qualifications of their senior managers on the PERSAL system between 31 October 2021 and 31 January 2022.

3. The DPSA is monitoring the updating of PERSAL data and continues to remind Accounting Officers of the importance of maintaining this information. The current exercise has indicated that there might be SMS members who possess proper qualifications but such are not reflected on the PERSAL system. It is however clear that departments are gradually responding to
Circular HRD0301 to update PERSAL data, therefore further punitive measures might not be needed. It is important to reiterate the fact that the matter of the senior manager’s or other employees’ qualifications be understood within the broader context of the professionalization of the public service efforts that are underway.

End

Reply:

a) The department adopted a strategy to address discipline management in departments, which in the short term focusses on strengthening basic discipline management processes/systems and addresses knowledge gaps; and in the long term addresses the decentralised nature of discipline management.

The short term interventions are the following:

i) Strengthening basic discipline management processes/systems:

• Assisting of departments with long overdue cases to update their records on discipline management, to interrogate the reasons for case backlogs and to provide monthly feedback to the Public Administration Ethics Integrity and Disciplinary Technical Assistance Unit (PAEIDTAU) on progress made and steps taken. An electronic tool was developed to be used by those departments with long overdue backlogs. The PAIEDTAU monitors progress and plans technical assistance based on the submitted progress reports.
• Addressing the Personnel Salary System (PERSAL) inefficiencies through consolidating and reducing the number of categories for transgressions to improve the capturing of data, the standard of reporting, and to enable PAEIDTAU to download electronic reports that can identify trends. This project will make it easier for data capturers to capture relevant data in a sensible way.
• Addressing non-compliance – Non-compliance letters are addressed to those departments not providing reports to the DPSA and failing to keep within the specified timeframes. Feedback reports are monitored on a monthly basis. Non-compliance is furthermore highlighted in quarterly reports and submitted to the Forum of South African Directors-General (FOSAD).

ii) Addressing knowledge gaps:

• Providing guidance to labour relations officials on discipline management, by:

Adopting a Guide on Discipline Management – A new Guide on managing discipline in the public service was adopted on 1 April 2021. This consolidated all relevant discipline management frameworks into one guide.

Adopting a Directive on Discipline Management – This is currently being finalised and will enforce the implementation of the Guide. This will direct the use of PERSAL in recording disciplinary cases, with a designated official(s) in departments to be made responsible for recording and to include this in the job descriptions.

• • Developing of a training course for discipline management (based on the Guide) – A pilot was conducted in December 2021 and the course will be rolled out in the 2022/2023 financial year.
  • Using of an online platform to provide labour relations officials with easy access to discipline management courses and material. The DPSA is in the process of procuring such a platform.
  • Maintaining a record of those employees who were trained on discipline management to be consulted when departments request assistance with initiators and chairpersons.
  • Providing continuous technical assistance to departments based on identified needs, as identified in quarterly reports.

The long term interventions are the following:

Reviewing of the disciplinary code Public Service Coordinating Bargaining Council, Resolution 1 of 2003 to address identified shortcomings contributing to case backlogs, including tabling it for negotiations in the last quarter of the coming financial year (2022-2023).

Amendments to required legislation to centralise the function of discipline management under the DPSA, with sufficient capacity allocated to the PAEIDTAU to be able to manage this function.

b) The strategy will be rolled out as follows:

The PAEIDTAU will provide technical assistance to prioritised departments and provinces (those with the most case backlogs). Scheduled visits will be made to these departments and provinces, and interventions will be planned in collaboration with the Offices of the Premiers. Support will also be provided in terms of sourcing chairpersons and initiators to ensure cases are finalised. Training will be provided to Labour Relations officers, who will then be expected to conduct discipline management training in their respective departments (using the “Train-the-trainer” approach).

To capacitate Labour Relations Officials, the non-functioning National Labour Relations Forum will be activated to create a platform for sharing good practise and to create awareness on legislation, regulations and guides.

Reply:

Section 3(7) of the Public Service Act, 1994 gives powers to Executive Authorities for purposes of recruitment. The Department of Public Service and Administration (DPSA) however supports the Minister for the Public Service and Administration (MPSA) in the processing of Cabinet Memoranda for purposes of appointments of Directors-General and Deputy-Directors-General at National government. Insight is therefore only limited to the processing of such Cabinet Memoranda.

(a) & (b)(i)(ii)(ii) According to available records, the DPWI submitted six (6) Cabinet Memoranda, five (5) of which were referred back for additional information and to seek clarity pertaining to the adherence to the recruitment regulatory and legislative framework.

(c) Three (3) Cabinet Memoranda were tabled following clarity being sought from the DPSA. A total of three (3) Cabinet Memoranda are still receiving attention by the DPWI in order to clarify matters raised after, the DPSA provided guidance on how to properly apply the regulatory framework.

Reply:

1. The Department of Public Service and Administration (DPSA) received files of 154 public servants who are alleged to have fraudulently applied for the R350 grant from the South African Social Security Agency (SASSA) on 11 March 2022. The DPSA has requested SASSA to assist with the drafting of charges before engaging the affected departments. The Fusion Centre met on the 25th March 2022, where the DPSA put the matter on the agenda for discussion. The meeting resolved that the DPSA should continue with the distribution of these files to the affected departments without the draft charges. Once the files are distributed, the DPSA will continue monitoring progress in the disciplinary proceedings as discipline management is a decentralised function.

2. The DPSA has not received any information regarding public servants who are currently being investigated and/or facing a disciplinary hearing. The DPSA believes that all public funds that accrue wrongly to anyone should be recovered.

3. The DPSA views these as serious allegations and anticipates that the affected departments will be calling for the maximum allowable sanction allowable in the disciplinary code. However, the DPSA cannot pre-empt the outcome of disciplinary hearings as each case is dealt on its merit.

Reply:

(1) & (2) The Public Service Act, 1994 and Public Service Regulations, 2016 requires that persons who are appointed in the Public Service must be fit and proper and further indicates that any person who is appointed must meet the inherent requirement of the job. In the making of any appointment in terms of section 9 of the Public Service Act, 1994, in the public service- (a) all persons who applied and qualify for the appointment concerned shall be considered; and (b) the evaluation of persons shall be based on training, skills, competence, knowledge and the need to redress, in accordance with the Employment Equity Act, 1998 (Act 55 of 1998), the imbalances of the past to achieve a public service broadly representative of the South African people, including representation according to race, gender and disability.

These legislative prescripts apply to all appointments in the Public Service which must be open, transparent and fair to all of those who apply. The intention is to seek the best person for the post within the context of the regulatory framework.

Reply:

1. Yes. The Minister for the Public Service and Administration received a request for approval of compensation level IV on the appointment of Mr. Madikizela as Special Adviser for the Premier of the Western Cape. This is in compliance with paragraph 11 of the Dispensation for the Appointment and Remuneration of Special Advisers (“the Dispensation”) which provide that “Executive Authorities must submit proposals/recommendations for the appointment of individual Special Advisers to the Minister for the Public Service and Administration for approval of the individual’s compensation level before the appointment/upgrade is effected”. Upon assessment of the request from the Premier, the MPSA approved compensation level III for Mr. Madikizela as Special Adviser to the Premier of the Western Cape.

For purposes of determining which compensation level should apply, paragraph 24 of the Dispensation requires, among others, that the Executive Authority considers the particular individual’s level of expertise and the stature in the particular field before submitting a request to the Minister for the Public Service and Administration. For this purpose, paragraph 25 of the Dispensation provides the following guidelines:

Compensation level I:

• i. The individual must enjoy noticeable national recognition as a competent expert.
• ii. The complexity of advice to be rendered is comparable to that given by a Director (Senior Management Service Grade A) in the Public Service.

Compensation Level II:

• 1. The individual must enjoy recognition as a competent expert at national level.
  2. The complexity of advice to be rendered is comparable to that given by a Chief Director (Senior Management Service Grade B) in the Public Service.

Compensation level III:

• 1. The individual enjoys recognition as a competent expert at national and to some degree international level.
  2. The complexity of the advice to be given is comparable to that given by a Deputy Director-General (Senior Management Service Grade C) in the Public Service.

Compensation level IV:

• 1. The individual enjoys recognition as a competent expert at national and international level.
  2. To appoint and retain persons with very high level skills and/or scarce skills.
  3. The complexity of advice to be rendered is comparable to that given by a Director-General (Senior Management Service Grade D) in the Public Service.

2. Based on the above, an assessment of Mr Madikizela’s CV indicated that he enjoys a sufficient degree of recognition as a competent expert at national and international level to justify the awarding of compensation level III.

3. The Dispensation does not specify the level of skills that a Special Adviser should possess except in instances where compensation level IV is to be awarded. As indicated in paragraph 1 above, the Dispensation rather focuses on the degree of recognition as a competent expert that the individual enjoys as well as the complexity of the advice that he/she would render. It should also be noted that skills does not only relate to formal educational qualifications. It also includes skills and competencies gained through other means such as work experience. Based on his CV, Mr Madikizela is highly experienced at political and executive levels.

44. The Dispensation does not specify that a Special Adviser must possess any specific educational or professional qualifications for the awarding of any of the compensation levels.

5. According to the CV submitted by the Premier, Mr Madikizela is in possession of Matric (Standard 10/Grade 12), obtained in 1996.

End

Reply:

Item Description	(i) Minister	(ii) Deputy Minister	(iii) DPSA
	2019/20	2020/21	2021/22	2019/20	2020/21	2021/22	2019/20	2020/21	2021/22
	R’000	R’000	R’000	R’000	R’000	R’000	R’000	R’000	R’000
Catering	469	382	123	46	10	6	2 706	431	615
Entertainment	2	0	0	0	0	0	2	0	0
Accommodation	1 692	1 148	536	666	234	228	10 325	4 125	2 548

End

Reply:

a) Lifestyle audits will be considered “not passed” if criminal conduct was identified during a lifestyle review, which was referred for a lifestyle investigation that progressed into a criminal investigation conducted by the Police, and eventually resulted in a prosecution. The consequence will be a criminal record, as pronounced by court. Disciplinary steps will also be taken against such an employee. Regulation 61 of the Public Service Regulations, 2016, guides the re-employment of former employees dismissed for misconduct.

b) The completion cycle of lifestyle audits is linked to the financial interest declaration cycle and as such must be completed at the end of each financial year for Senior Management Service (MS) Members and at the end of every second financial year for non-SMS Members.

End

Reply:

No.

a) No

b) Not applicable

c) Not applicable

End

Reply:

PUBLIC SERVICE COMMISSION: (PSC)

The Public Service Commission (PSC) is an independent Constitutional body, accountable to the National Assembly. It is therefore not an entity or body reporting to the Minister of Public Service and Administration (MPSA). Its budget is appropriated via the MPSA.

The supplier invoices unpaid is as follows:

DESCRIPTION	CURRENT (a)	30 DAYS (aa)	60 DAYS (bb)	90 DAYS (cc)	120 DAYS (dd)	TOTAL (b)
Number of unpaid invoices	109	-	-	-	-	109
Amount outstanding	R 4,586,928.59	-	-	-	-	R 4,586,928.59
Date envisaged that amount will be settled	2022/03/15		-	-	-	-

REPLY:

CENTER FOR PUBLIC SERVICE INNOVATION (CPSI)

(a) (i) The CPSI does not have any supplier invoices that remain unpaid for more than

(aa) N/A

(bb) N/A

(dd) N/A

(b) N/A

(c) N/A

REPLY:

NATIONAL SCHOOL OF GOVERNMENT (NSG)

The following is the response of the National School of Government, a government department under the Minister of Public Service and Administration.

(a) What number of supplier invoices currently remain unpaid by (ii) each entity reporting to the Minister of Public Service and Administration for more than:

(aa) 30 days - None

(bb) 60 days - None

(cc) 90 days - None

(dd) 120 days – None

(b) What is the total amount outstanding in each case:

None

(c) By what date is it envisaged that the outstanding amounts will be settled?

Not Applicable

REPLY:

DEPARTMENT OF PUBLIC SERVICE AND ADMINISTRATION (DPSA)

The Department of Public Service and Administration is not in possession of any unpaid invoices for which there are contractual obligations.

Kindly note that the information provided pertains to the DPSA only and not for other entities reporting to the MPSA.

End

Reply:

(a) As per data taken from PERSAL, the total number of vacancies in the Public Service stood at 164 661 as at end of quarter 3 of the 2021/2022 financial year (31 December 2021)

(b) In terms of Section 3(7) of the Public Service Act, 1994, the recruitment and filling of vacant posts within a department is the responsibility of the relevant Executive Authority.

The MPSA and DPSA continue to support departments through policy and setting of Norms and standards in order to efficiently fill vacancies within the parameters of the legislative framework. Regular status reports are also shared with Heads of Department through FOSAD and Cabinet Committees.

End

Reply:

1. The key difference between the Western Cape and Public Service is that the Western Cape appointed a service provider to conduct lifestyle audits and the DPSA opted to prepare policies and to develop its own system so that lifestyle audits can sustainably be conducted as part of an integrated departmental ethics management process.

In order for the Public Service to be able to conduct lifestyle audits, it had to prepare the legislative environment and adopt the required policies and systems that would make lifestyle audits effective. This included the following:

• The setting of clear behavioural standards outlined in a Code of Conduct.
• The adoption of conflict of interest laws for public service employees.
• The adoption of ethics infrastructure at departmental level to support ethics management.
• The adoption of whistle blowing reporting structures and policies and assurance that those who report corruption and unethical conduct will be protected under the law.
• The compulsory disclosure of financial status for public service employees.

The above elements were provided for in the Public Service Regulations that were amended in 2016 and is regarded as essential for an effective lifestyle audit regime.

After amendment of the Public Service Regulations, 2016, the necessary systems and processes had to be developed and implemented, with some requiring the adoption of directives, determinations and guides.

The proclamation of the Public Administration Ethics, Integrity and Disciplinary Technical Assistance Unit (PAEIDTAU) by the President in 2019 provided the necessary structure to coordinate, monitor and support the implementation of lifestyle audits on national and provincial level. With structures, systems and policies in place, the next step was to prioritise the training of role players. This required the development of training material. With that completed, the actual training of Ethics Officers started in 2021, with the assistance of the United Nations Office on Drugs and Crime, the World Bank and the Canadian Government funded Strengthening of Ethics and Integrity Project (SEIP). Training will continue for Ethics Officers and departmental investigators.

All of the above activities required time, and as such the Public Service became ready to implement lifestyle audits from April 2021, when the Guide on implementing lifestyle audits in the public service was adopted and implementation of lifestyle audits became compulsory.

As the system and processes are integrated in the management of ethics, lifestyle audits will become a normal part of the work of departments.

2. No, for reasons discussed under par (1) above.

End

Reply:

1) Section 196 of the Constitution of the Republic of South Africa, 1996, (the Constitution), regulates the Public Service Commission (PSC). Key provisions relevant to the question at hand provide as follows:

(a) Section 196(1) of the Constitution provides that there is a single PSC for the Republic.

(b) Section 196 (4)(e) of the Constitution provides that the PSC must report on its activities and the performance of its functions, including any finding it may make and directions and advice it may give, and provide an evaluation of the extent to which the values and principles set out in Section 195 are complied with.

(c) Section 196 (5) of the Constitution provides that the PSC is accountable to the National Assembly.

(d) Section 196 (6) of the Constitution provides that the PSC must, in terms of subsection (4)(e), report at least once a year to the National Assembly, and in respect of its activities in a province, to the legislature of that province.

(e) Section 196 (7) of the Constitution provides that PSC has the following 14 commissioners appointed by the President:

(i) five commissioners approved by the National Assembly; and

(ii) one commissioner for each province nominated by the Premier of the province

Commissioners are envisaged to form part of a single PSC, and required to follow the same polices and decision making processes of the PSC. Given the above, the PSC reports annually to the National Assembly on its activities in terms of section 196 (4)(e) of the Constitution, 1996, as a single entity.

Commissioners are appointed in terms of section 196 (7) of the Constitution and not in terms of the Public Service Act and therefore not accountable to the Minister for the Public Service and Administration. The PSC’s budget is appropriated through the Minister. The National Assembly is regarded as the employer and responsible for the performance of the PSC.

It is also worth mentioning that during discussions on the legislative process around the Public Service Commission Amendment Act, 2019, the Portfolio Committee on Public Service and Administration/ Performance Monitoring & Evaluation agreed that Parliament should set the criteria for renewal and the assessment of the performance of Commissioners and that it is not a function of the PSC. The PSC did provide input on this to the Chairperson of the Portfolio Committee in November 2021.

2)Please refer to response above.

End

Reply:

The Department of Public Service and Administration has not purchased new vehicles since 29 May 2019 for either the Minister or Deputy Minister of the Department for Public Service and Administration. Details of the existing vehicles purchased by the Department for use by the Minister and Deputy Minister for Public Service and Administration are as follows:

i) Minister for the Public Service and Administration:

Seat of Office: Pretoria

(a) Make: Audi.

(b) Model: A8 3.0 TDI Quattro Tiptronic.

(c) Year of Manufacture: 2015.

(d)Price: R750 000.00

(e) Purchase Date: 2 June 2016.

Seat of Office: Cape Town

(a) Make: Mercedes Benz.

(b) Model: GLC 250D.

(c) Year of Manufacture: 2018.

(d) Price: R799 664.11

(e) Purchase Date: 19 January 2018.

ii) Deputy Minister for the Public Service and Administration

Seat of Office: Pretoria

(f) Make: Audi.

g) Model: A7 Sportback 3.0 TDI Quattro.

h) Year of Manufacture: 2015.

i) Price: R735 700.00

j) Purchase Date: 20 June 2016.

Seat of Office: Cape Town

f) Make: Ford

g) Model: Everest 3.2 TDCI.

h) Year of Manufacture: 2016.

i) Price: R714 500.40

j) Purchase Date: 18 April 2016.

End

Reply:

a) The number of persons currently employed in the Public Service as at 14 February 2022 is 1 230 835.

b) The total number of persons that will reach the retirement age of 65 in 2025 is 131 176.

Source: PERSAL

End

Reply:

(a) (i) Directors-General: 35 (Nationally) Directors-General: 7 (Provincially)

(ii) (aa) (bb) List is appended at Annexure A, derived from PERSAL ending January 2022.

End

Reply:

(a). The DPSA does not keep the information as discipline management is a decentralised function of departments. The purpose of sec 16B(4)(b) of the Public Service Act 103 0f 1994 was to ensure that employees who try to escape discipline by moving from one department to another, are held accountable for their action(s). Section 16B(4)(a), provides that the disciplinary hearing of an employee may be transferred to the department where he or she is to be employed. 16B (4)(b) provides that a department can request the department of a former employee to institute or continue with a disciplinary case. As such, it is not possible for one department to discipline an employee from another department, without being instructed to do so. The DPSA is contemplating issuing a Directive to give clarity on the above.

(b). (i) and (ii) A Circular was prepared to source this information from departments and it will be shared with Parliament once it has been received.

End

Dr M M Gondwe (DA) to ask the Minister of Public Service and Administration (Question 2421)

Reply:

Find here: (a) The SDIP compliance rate is summarised below:

 

Reply:

• 1. The conducting and/or roll out of lifestyle audits are, in terms of regulation 22 of the Public Service Regulations, 2016, the responsibility of departments. Within departments, ethics officers and investigators are required to perform the required stages of lifestyle audits (lifestyle review and lifestyle investigation). In terms of the Public Service Regulations, 2016, departments have to designate Ethics Officers to manage ethics, and in terms of the Minimum Anti-Corruption Requirements, departments have to investigators and a dedicated anti-corruption capacity. This is not a new requirement, so departments do have an established ethics management and anti-corruption capacity.

The Public Administration Ethics, Integrity and Disciplinary Technical Assistance Unit (PAEIDTAU), in terms of Section 15 of the Public Administration Management Act, 2014, has the function to monitor the implementation of lifestyle audits. This Unit does not have an investigative mandate, so it will not conduct lifestyle audits.

Lifestyle audits became compulsory from 1 April 2021. To assist departments, the PDSA adopted a Guide on implementing lifestyle audits and started with awareness raising and the training of ethics officers.

Lifestyle audits could commence after Senior Management Members disclosed their financial interests in April (every year) on the eDisclosure system, and when the other designated categories did the same in June and July (of every year). The lifestyle audit process is dependent on the disclosure of financial interests on the eDisclosure system.

• 1. The PAEIDTAU is not aware whether any Public Service employees have been subjected to lifestyle audits. Departments have until the end of March 2022 to conduct lifestyle audits for the current financial year.

End

The number of employees subjected to lifestyle audits and the outcomes of the process will only be known at the end of January 2022. In a Circular dated 25 October 2021 addressed to all departments and government components, departments were requested to provide feedback on their progress regarding the implementation of the Guide to the PAEIDTAU, by the end of January 2022.

Reply:

The Department of Public Service and Administration (DPSA) is not the employer of the individual. It is widely known that the individual was employed by the Presidency therefore the matter should be referred to the Presidency accordingly.

End

Reply:

1. Subsequent to the reply to question 152 on 7 April 2021, a Circular HRD031 was sent to all Heads of Departments requesting them to verify the qualifications of their Senior Management Service (SMS) members and to update information on the PERSAL system. Verification of this information is done by departments.

As a results of information relayed in the Circular, the number of SMS members who do not have the requisite qualifications for the position they currently occupy, went down from 35% to 27.29 % by July 2021, and further to 26% by 31 October 2021. This is because, as stated before, there might be SMS members who do possess proper qualifications but such are not reflected on the PERSAL system.

1. (a) & (b) Information received from departments pointed to the fact that Departments are not regularly information on PERSAL resulting in incomplete information. It was also revealed that some of the SMS members who were identified as not meeting minimum requirements became senior managers before the 2016 Public Service Regulations, as such they were complaint at the time of their joining the SMS.

The Circular to Heads of Departments to update PERSAL data has resulted in a steady improvement in capturing qualifications on the PERSAL system. At the moment there is no need identified to conduct any investigation into how the specified employees were recruited and employed at this stage.

The DPSA will continue to monitor the capturing of data on qualifications and such analysis will therefore inform a decision if any further investigations are warranted.

End

Reply:

1. No disciplinary and/or legal steps have been taken against the 241 Public Service employees who received Social Relief of Distress (SRD) grants in May 2020.

The South African Social Security Agency (SASSA) is working with the departments of identified Public Service employees to ensure legal steps are taken where required. The Department of Public Service Administration (DPSA) is working closely with SASSA to ensure that disciplinary steps are taken against Public Service employees who received SRD grants in an unlawful way.

In terms of this arrangement, investigations are conducted by SASSA (supported by the Fusion Centre), as the DPSA has no investigative mandate. Furthermore, However, the DPSA plays a coordinating role and provides technical assistance to departments as far as that is concerned.

Up to date, the DPSA verified a list of 241 employees identified to have received SRD grants unlawfully. During the screening process, the DPSA found that only 198 employees on the list of 241 employees were in fact Public Service employees.

The investigating team therefore is currently focussing on the remaining 198 cases, and works with the South African Police Service to obtain statements and to collect evidence. This collated information is packaged in files which were opened for each accused. These files will be used during the criminal and disciplinary process so as to synchronize the two processes. The charges levelled against the employees will be fraud and misrepresentation. The investigation process is not yet finalised, but is continuing.

On 16 November 2021, the DPSA and investigation team from SASSA met to assess progress. The meeting resolved that the allegations against the public service employees are of a serious nature and therefore:

a) Disciplinary hearings should be held;

b) SASSA and DPSA agreed on the information/evidence to be included in the files to be opened for each employee;

c) For employees employed in provinces, the offices of the Premier will coordinate and monitor cases;

d) SASSA will provide witnesses;

e) Departments will have 90 days to finalise their cases from the dates of receiving files;

f) DPSA and SASSA will monitor the adherence to the timelines; and

g) SASSA will finalise the packaging of files.

 

Once investigations are finalised, the DPSA and investigators will reconvene with the identified departments, where guidance will be provided to labour relations officers to take the disciplinary cases forward in a coordinated way. The DPSA will source additional resources to assist those provinces with the most cases.

(2) SASSA is responsible for managing the payment of SRD grants and utilises its own electronic system to do that. The DPSA and SASSA linked the SASSA system to access information on the Personnel Salary System (PERSAL) so that current payments to applicants are only made after it was confirmed that the applicants are not appointed as Public Service employees.

End

Reply:

The Department of Public Service and Administration (DPSA) has conducted an investigation into the reasons why some government departments are battling to finalise and/or conclude disciplinary cases within the stipulated time frame.

During Quarter (Q) 3 of the previous financial year (October to December 2020), the Public Administration Ethics, Integrity and Disciplinary Technical Assistance Unit (PAEIDTAU), assisted by the Strengthening Ethics and Integrity Project that are funded by the Canadian Government, contracted an independent expert to conduct research into the reasons for case backlogs and long overdue precautionary suspensions.

a) The following reasons were identified why some government departments are battling to finalise their disciplinary cases within the stipulated time frame:

• Interference were reported, where it was alleged that suspensions were sometimes used as a tool to neutralize opposition, or employees from different camps or interest groups.
• Heads of Departments and labour relations officials are scared to address interferences due to a fear for retaliation.
• Unavailability of chairpersons in provinces.
• Use of legal services to assist with discipline management cases without involving the labour relations official.
• Appeals instituted on the side of the employer with the aim to keep an official out of the work place, usually when this person reported wrongdoing or corruption.
• Shortage of labour relations employees.
• Unavailability of tools of the trade, especially where educators are involved.
• Complexity of cases due to sector specific challenges, such as in Education and Health.

b) To capacitate government departments that are failing to finalise their disciplinary cases within the stipulated time frames, the DPSA launched a project where the Minister for the Public Service and Administration (MPSA) held one-on-one meetings with Executive Authorities of departments identified to have long overdue disciplinary cases and precautionary suspensions to ascertain the reasons for backlogs and to pledge support. This was immediately followed by a workshop conducted by the PAEIDTAU to the identified departments to address their backlogs. The PAEIDTAU developed, with the assistance of the Strengthening Ethics and Integrity Project, an electronic tool that was utilised by the affected departments to register their backlog cases on, and to provide monthly feedback. In January 2021, the Director-General (DG) DPSA embarked on provincial meetings, where the issue of discipline management is addressed and compliance statistics are shared with departments. The MPSA also addressed a special FOSAD meeting in May 2021 to raise this issue with director-generals.

To assist departments with managing discipline and to address the findings of the PAEIDTAU research, a new Guide on managing discipline in the public service was adopted and approved by the MPSA. From 1 April 2021, the implementation of this Guide is compulsory. This guide specifically addresses the issues of appeals and precautionary suspensions. During 2020, the DPSA also facilitated the training of 204 (out of 246) public service employees on a PSETA accredited course for presiding officers (chairpersons and initiators) to address the issue of capacity. With the assistance of the Strengthening Ethics and Integrity Project, the PAEIDTAU is currently developing training material for labour relations officials and managers, to improve implementation of the newly adopted guide.

The above outlined interventions undertaken by the MPSA, PAEIDTAU and DG yielded significant success. A decrease in suspensions and in the costs of precautionary suspensions, as well as an improvement in the capturing of cases on the Personnel Salary System (PERSAL) were noted at the end of March 2021. By the end of March 2021, provinces finalised 78% of their backlogs (up from only 1% in Q1, 8% in Q 2, and 18% in Q 3). The cost of precautionary suspensions for National Departments stabilised around R 20 million per quarter and the cost for precautionary suspensions in provinces decreased to a new low level - almost R 25 million less than what the year started with (Q1: R 87 million compared to Q4: R62 million). The two provinces that had the most precautionary suspensions also managed to reduced their backlogs. The Free State reduced their cost from R 12 million in Q 3 to R 6 million in Q 4. Kwa-Zulu Natal managed to reduce their cost from a high of R 92 million in Q 3 to R 21 Million in Q 4. The amounts reflected here are based on all disciplinary cases captured on PERSAL.

End

Reply:

1. The required information is not centralised and readily available as each department keeps its own register and records. Individual Departments must be approached for detailed information.

2. The DPSA issues circulars following Cabinet and National Corona Virus Command Council (NCCC) resolutions as announced by the President on the state of COVID-19 Risk Adjusted Disaster Alert Levels. These circulars are meant to guide Heads of Departments on the decongestion of workplaces by keeping the minimum numbers of employees physically on-site in order to be within safety protocols in line with Department of Health Guidelines and the Occupational Health and Safety Directions from the Department of Employment and Labour. This is achieved through rotational and remote working arrangements. Although employees work off site on certain days, they are still expected to discharge their responsibilities as if they are in the offices.

The percentage of the occupancy rate at the workplace on any particular workday is determined by the alert level at that particular time and the specific operational needs and realities of the relevant organisation.

End

Reply:

(a)&(b) The Minister of Public Service and Administration is responsible for the setting of norms and standards in terms of Section 3 of the Public Service Act, 1994. The Z83 is an instrument gazetted for such norms and recruiting. It is thus the relevant Executive Authorities responsibility to ensure that norms and standards are upheld. This was applicable to the previous version of the Z83 as well. Human Resource processes are subject to audit processes. DPSA has issued various circulars on the strict application of the Z83 to departments as part of advocacy.

End

Reply:

1 (a) All employees are required to sign performance agreements outlining the outputs, indicators and activities that they must deliver on during a particular period. This requirement still applies even during the COVID-19 pandemic.

1 (b) Remote working requires supervisors to agree on work to be completed by employees and regular monitoring to be done in order to ensure that employees are on track in meeting the agreed upon targets. The Performance Management and Development System (PMDS) requires that the performance of employees must be monitored on a continuous basis, with oral feedback on an employee’s performance if the performance is fully effective and meeting the requirements, and in writing if the employee’s performance is unsatisfactory. Conducting mid-year performance reviews and annual performance assessments are compulsory, which is a formal process and in writing.

2. The Remote Working Policy Framework for the Public Service has been developed and is being consulted on with stakeholders including Organised Labour who are parties to the Public Service Co-ordinating Bargaining Council (PSCBC) and it will be approved once consultations are completed.

3. The Remote Working Policy Framework for the Public Service is at a consultation stage, having been placed on the agenda of the PSCBC meeting of the 6th December 2021 for consultations with organised labour.

End

Reply:

The Department of Public Service and Administration (DPSA) is assisting departments in the following ways to deal with the disciplining of employees who left one department to join another:

Departments have, in terms of Section 16B (4) of the Public Service Act, 1994, a responsibility to ensure employees guilty of misconduct are disciplined.

Section 16B (4): If an employee of a department (in this subsection referred to as ‘the new department’), is alleged to have committed misconduct in a department by whom he or she was employed previously (in paragraph (b) referred to as ‘the former department’), the head of the new department-

a) may institute or continue disciplinary steps against that employee; and

b) shall institute or continue such steps if so requested-

(i) by the former executive authority if the relevant employee is a head of department; or

(ii) by the head of the former department, in the case of another employee.

The head of the Department of Home Affairs can follow the above prescripts to ensure that the disciplinary process is instituted by the Department of Sport, Arts and Culture.

To further discourage employees with pending disciplinary cases against them from moving around within the Public Service, the DPSA amended the Application for Employment form (Z83) to make it compulsory for prospective employees to disclose all pending disciplinary cases on the form. The use of the amended Z83 form is compulsory from January 2021, and misrepresentation is considered a misconduct which may result in the termination of an employee’s service.

End

Reply:

(1)(a) Directors-General and Heads of Department are appointed on fixed term contracts. Positions become vacant when a Head of Department vacates her or his position. Reasons for vacancies are due to the previous National Macro-Organisation of Government and contracts ending. Departments are at different points of the recruitment process to finalise the process of the filling of the post in the respective departments.

(b) It is the responsibility of the relevant Minister of every department in the case of a National Head of Department to advise the President of the vacancy of a National Head of Department in order to manage the process of the filling of the post. The MPSA provides support and guidance to departments on the policy matter pertaining to same and has a guide in place for the filling of such posts. In addition the MPSA has issued various circulars as well as provided reports to the President on the matter.

(2) Departments are consistently provided with support from the MPSA and DPSA on the matter of vacancies. The relevant Executive Authority of a department in terms of Section 3(7) of the Public Service Act, 1994 is responsible for recruitment and appointment and the filling of vacancies in terms of the Public Service Act, 1994 and Public Service Regulations, 2016. Vacant HoD posts are occupied in an acting capacity for business continuity of a department, as such an acting HoD is responsible for the deliverables of the department and reporting such through the required structures. Performance is reported through the Annual Performance Plan and Annual Operational Plan by each department through their relevant Executive Authority. MPSA is responsible for the development of norms and standards and will continue to support departments.

End

Reply:

(a)The response will be provide after receiving information from the Presidency and the Premiers.

End