Questions & Replies: Public Service & Administration
2011-03-10
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QUESTIONS 2914 FOR WRITTEN REPLY23 SEPTEMBER 2011
2914. Dr H C van Schalkwyk (DA) to ask the Minister for the Public Service and Administration:
(1) Whether his department has placed any (a) companies or (b) persons on the List of Restricted Suppliers, thereby prohibiting the public sector to do business with them; if so, in each case, what is the (i) name of said entity or person, (ii) nature of their business, (iii) reason for restricting this service and (iv) date on which they were restricted;
(2) Whether any of the implicated (a) companies or (b) persons have since been removed from the list; if so, in each case, (i) which entity or person, (ii) when and (iii) what is the reason for removing the specified company or person from the list;
(3) Whether his department has conducted any business with any of the (a) companies that or (b) person who have been removed from the list; if so, in each case (i) with which companies or persons, (ii) with regard to which services, (iii) for which time period and (iv) why did his department engage the specified company or person despite previous conduct? NW3385E
REPLY
(1) The Department of Public Service and Administration has not restricted any companies or person on the list of Restricted Suppliers thus prohibiting the public sector from doing business with them.
QUESTION FOR WRITTEN REPLY
Friday, 19 September 2011
QUESTION 2742
Ms D Robinson (RA) to .to ask the Minister for the Public Service and Administration:
1. Who is the preferred service provider that is used by his department for the hiring of vehicles and why is the specified service provider preferred;
2. Whether his department has a fixed contract with the specified service provider; if not, why not; if so, what are "re relevant details;
3. What is the name of the service provider and reason for using the specified service provider and reason for using the specified service provider in each instance where vehicles have been hired for use by him or his Deputy Minister since March 2010? NW3203E
REPLY
1. The Department of Public Service and Administration has appointed a travel agent which renders a service for hired vehicles on its behalf. The preferred service provider is Europcar and the reason for utilizing Europcar is because the travel agent did a cost analysis between four different car rental companies and Europcar was found to be the most economical car rental company.
2. The Department has signed a service level agreement with the travel agent which has, on the department's behalf, entered into an agreement with the car rental company. Car rental companies do provide departments with government rates.
3. The information regarding the rental of vehicles by Minister and his Deputy Minister has already been answered in parliamentary question number 1473 raised by Mr JJ van der Linde (DA).
QUESTION 2610
2610. The Leader of the Opposition (DA) to ask the Minister for the Public Service and Administration:
With reference to his reply to oral question 83 on 17 August 2011, (a) what are the reasons for the delay with regard to the amendments to the ministerial handbook being made public and (b) when does he envisage that these recommendations will be submitted? NW3025E
REPLY
(a) The Recommendation of the Independent Commission for the Remuneration of Public Office Bearers(the Commission) on the proposed amendments to the Ministerial handbook are being awaited. After the cabinet has considered these recommendations and approved the amendments to the Handbook, the reviewed handbook will be made Public
(b) A meeting to discuss this matter is due on the 14 October 2011
QUESTION 2550
2550. Dr G W Koornhof (ANC) to ask the Minister for the Public Service and Administration:
Whether (a) his department and (b) the entities reporting to him have implemented any energy-saving (i) practices or (ii) devices for buildings, offices and boardrooms in the 2020-11 financial year; if not, why not, in each case; if so, what are the relevant details in each case? NW2761E
DPSA
The DPSA has continued to implement energy–saving practices as per its approved plan since April 2008. (i) The plan has identified energy saving opportunities in the form of short, medium and long term interventions which seeks to achieve a 15% energy saving target. Short term intervention is focused on the immediate implementation of the Power Conservation Programme which includes amongst others (ii) switching off lights and other electronic equipment when not in use. Medium term intervention which involves energy efficient lighting and energy management devices on appliances could not be implemented due to budget constraints as it requires purchase of additional equipment. Monitoring of electricity usage is a major part of the long term intervention.
SITA
Practices in energy saving – In all SITA buildings, in the open plan a timer has been installed which switches off the lights outside normal working hours and week-ends- from 18:00- 16:00 the following morning.
The light circuits are controlled by movement sensor.
Boardrooms- Flitted with movement sensor irrespective of the time of the day. If there is no movement in the boardroom, the lights automatically switch off.
All globes fitted are energy saving and comply with the DPW standards as set.
The geysers in the restrooms have been permanently switched off.
Timers have been installed to the air conditioner units and these units switches off after normal working hours and are activated the following day.
CPSI
The CPSI installed energy management system as part of its contribution to energy efficiency. The following practices and devices ensure energy efficiency:
(i) Practices:
Equipment in the Multi-Media Innovation Centre are only switched on when visitors are received, to reduce energy consumption.
The integrated smart management system at the CPSI allows for an "all off" setting. When the last person leaves the office, the "all off" button can be activated to ensure that all lights and air conditioners are switched off.
(ii)Devices:
When the CPSI moved into a new building in 2009, it ensured during the tenant installation process that a number of energy efficiency devices were included in the design. These include:
Passive infrared (PIR) sensors in each office and in common areas. A PIR sensor switches the lights on only when a person enters the space and then switches off when the person leaves.
The windows were tinted to reduce overheating of the building in summer and thus reduce the dependency on air-conditioning.
Energy efficient air-conditioning units were installed that automatically return compressors to a 5% energy consumption state on reaching pre-set temperatures.
In the 2010-11 financial year the CPSI further continued to replace 50W halogen globes with 1.5W and 3W LED lights. The saving through the LEDs in combination with the PIR sensors is currently an estimated 89kW/h per month, the PIRs alone save an estimated 800 kW/h per month whilst the final conversion to LEDs in combination with PIRs will save close to 1600kW/h per month.
It should further be noted that the CPSI is partnering with ESKOM to initiate a project that will put measures in place to reduce energy consumption in government institutions such as hospitals. The CPSI is available to assist any government department with introducing carbon-footprint reduction measures.
PUBLIC SERVICE COMMISSION
1. The Public Service Commission has for the 2010/11 financial year implemented energy saving practices as follows:
(i) an Energy Saving Training Workshop was conducted at Commission House for all Staff on 14 and 15 October 2010 by the service provider ZUFI Energy appointed by the Department of Public Works.
(iia) during March 2011 all electronic ballasts and fluorescent tubes at Commission House were replaced with energy efficient fluorescent tubes at a total cost of R 449 006. 00.
(iib) Commission House is also equipped with a timer to control the lights to switch on at 6h00 am and switch off at 23h00.
GEMS
(b)(i) The Government Employees Medical Scheme (GEMS) has during this financial year approved an Environmental Policy and implemented energy- saving practices by ensuring that all lights in the building the Scheme's shares with other companies are switched off when they knock off. This is also in accordance with the GEMS Environmental Policy.
(ii) GEMS has not fitted any devices within the building, offices and boardrooms but when lights are switched off it also switches all electrical equipments in the offices and boardrooms.
PALAMA
(i) The lights and air conditioning plant at PALAMA are switched off in the evening when all staff member have vacated the building. Staff members are also encouraged to switch off their desk top computers after hours.
(ii) No energy saving devices for buildings, offices and boardrooms were implemented in the 2010-11 financial year. PALAMA is currently on the Department of Public Works waiting list for the implementation/rollout of an energy saving programme.
Question 2521for written reply
2521. Mr L Ramatlakane (Cope) to ask the Minister for the Public Service and Administration:
Whether any heads of department have been disciplined since 1 January 2011 for their failure to comply with the Ministerial Handbook; if not, why not; if so, (a) which heads of department did not comply with the Ministerial Handbook and (b) what action was taken? NW2940E
REPLY
No Heads of Department has been disciplined under the Ministerial handbook for the period under review because the Ministerial Handbook is only applicable to the Executive Authorities, Deputy Ministers and Presiding Officers of Parliament and Provincial legislation
QUESTION 2417
2417: Mr DC Ross(DA) to ask the Minister of Public Service and Administration :
1. What amount was claimed by him and paid to him and his Deputy Minister for Subsistence and Travel in each month in the 2010/2011 Financial Year
(NW 2812E)
Response
It is Government Policy that the Minister of Public Service and Administration as well as the Deputy Minister are entitled to claim subsistence and travel claims when they execute their tasks under given circumstances
For the period in question, they acted within Policy confines.
We may not disclose the amount paid to them at this stage, as this may divert the attention from accounting for their activities to the payments they received.
It should be noted, however, that the information required will be available when the Financial Report is finally provided for the period.
QUESTIONS 2336 FOR WRITTEN REPLY
FRIDAY, 2 SEPTEMBER 2011
2336. Mr J J van der Linde (DA) to ask the Minister for the Public Service and Administration:
(1) Whether (a) his department and (b) any entity reporting to him was approached by a certain political organisation (name furnished) to contribute to its centenary celebrations; if so, in each case, (i) which entities and (ii) what was the (aa) nature and (bb) value of the contribution that was requested;
(2) whether (a) his department and (b) any of the specified entities reporting to him agreed to the request; if not, what is the position in this regard; if so, in each case, (i) who approved the request, (ii) what was the justification for the agreement to the request and (iii) from which budget will the contribution be paid;
(3) whether (a) his department and (b) any of the specified entities reporting to him made financial contributions to the said political organisation without being approached for such financial contributions; if so, in each case, (i) what amount will be contributed, (ii) from which budget, (iii) who made the decision to provide the specified funds to the said political organisation and (iv) how is this (aaa) decision and (bbb) amount justified;
(4). whether (a) his department and (b) any of the entities reporting to him rely on any (i) statutory and (ii) policy provisions in (aa) agreeing and (bb) making such contribution; if not, in each case, what is the position in this regard; if so, in each case, what are the relevant details? NW2712E
DPSA
(1) The Department of Public Service and Administration did not receive a request for any assistance from the said political organisation to its centenary celebrations.
(2) The Department of Public Service and Administration does not have such a policy.
(3) The Department of Public Service and Administration did not make any financial contributions to the said political organisation and it did not receive a request for assistance.
PALAMA
(1) There was no request from the political organisation to contribute towards its centenary celebrations.
(2) PALAMA does not have a policy relating to funding towards political organisations.
(3) PALAMA has not received the request that the question refers to, therefore all under question 3 are not applicable to PALAMA.
SITA
(1.) (b) SITA as an entity has not been approached by any political organization to contribute towards its centenary celebrations;
(2.) N/A;
(3.) (b) SITA has not volunteered any financial contribution to any political organization;
(4.) (b) In general, SITA has a policy in relation to 'Corporate Social Responsibility' on both 'Sponsorship and Donations'.
The Policy intends to establish relations that will uplift disadvantaged communities through education, health and other social investment activities. In this context, SITA's primary CSR and guiding principles are among other to:
a) Selecting initiatives that are to be supported shall be based on the extent to which the initiative contributes to the development of the ICT industry and/or support government development priorities.
b) Be implemented in consultation with community leaders to ensure support and to facilitate sustainability and self-sufficiency in the communities within which they are implemented.
c) Be implemented in partnership with the ICT industry and NGOs to ensure sustainability.
d) Managing the impact of the company's relations with the community and environment shall be according to the ethical principles outlined in the SITA Code of Conduct; thereby supporting good corporate governance.
e) Being involved in CSR shall be done in a responsible and innovative manner which benefits both beneficiaries and SITA; and
Funding CSR initiatives shall focus on the following key areas:
1. ICT related initiatives;
2. Education and training (skills development);
3. Economic development (job creation & entrepreneurial development)
Secondary focus areas:
i) Youth development;
ii) Social development/welfare;
iii) Health;
iv) Conservation and environment;
v) Arts, culture and sports; and
SITA in its sponsorship and donation will give priority to potential sponsorship opportunities that recognise and uphold the long-term Vision, Mission, Core Values and Strategic Goals of SITA and succeed in the enhancement of the following: SITA's positioning, image and branding; Opportunity creation for direct business enhancement; and Stakeholder relationship building.
GEMS
(1)(b) The Government Employees Medical Scheme (GEMS) was not approached to contribute to any political party for their centenary celebrations.
(2)(b) Not applicable.
(3)(b) Not applicable. No prior financial contribution have been made.
(4)(b) Not applicable.
PSC
1b. Whether any entity reporting to him was approached by a certain political organisation (name furnished) to contribute to its centenary celebrations:
(i) The Public Service Commission (PSC) has not been approached by any political organisation to contribute to its centenary celebrations
(ii) (aa) - (bb) Not applicable, as the PSC has not been approached by any political organisation to contribute to its centenary celebrations.
2b. Whether any entity reporting to him has a policy that provide for such funding: The PSC does not have a policy that provides for funding for a political organisation.
3b. Whether any specified entity reporting to him has agreed to the request or made financial contributions to the said political organisation in the absence of such an approach for funding:
(i) – (ii) Not applicable, as the PSC has not been approached by any political organisation to contribute to its centenary celebrations
4b. Whether any of the entities reporting to him rely on statutory and policy provisions in agreeing and making such contributions:
(i) – (ii) Not applicable, as the PSC does not rely on any statutory and policy provisions in agreeing and making such contributions.
QUESTIONS 2305 FOR WRITTEN REPLY
FRIDAY, 26 AUGUST 2011
2305. Dr H C van Schalkwyk (DA) to ask the Minister for the Public Service and Administration:
Whether the budget for the Centre for Public Service Innovation (CPSI) is included in the budget of his department; if not, why not; if so, how is the centre funded? NW2681E
REPLY
The Centre for Public Service Innovation (CPSI) is accountable to the Minister for Public Service and Administration. The CPSI was established as a Government Component in April 2008 through the Public Service Amendment Act, Act 30 of 2007.
CPSI is funded through the appropriation and the funding for the CPSI is included as a subprogramme under Programme 5: Service Delivery and Organisational Transformation in the vote of the Department of Public Service and Administration.
QUESTIONS 2248 FOR WRITTEN REPLY
FRIDAY, 19 AUGUST 2011
2248. Ms A M Dreyer (DA) to ask the Minister for the Public Service andAdministration:
(1) With regard to the recurring problems with the Persal system, what (a) progress has been made in resolving these problems, (b) are the timelines and (c) are the amount of vacancies;
(2) whether a final date has been set to reach a resolution; if not, why not; if so, what date;
(3) whether the 2010-11 annual reports of his department will reflect the staff numbers; if not, why not; if so, what are the relevant details? NW2625E
Response
(1) With regard to the recurring problems with the Persal system, what
(a) Progress has been made in resolving these problems,
Below is the progress made in the implementation of the PERSAL Cleanup Strategy: during the 1st Quarter of the 2011/12 financial year.
- The unfunded ratio has decreased from 20% in December 2010 to 19, 8 % in June 2011 whilst the active vacancy rate came down from 21, 2% in December 2010 to 18, 6% in July 2011. The active vacancies has been reduced by 33 468. The unfunded ratio indicates the percentage of positions within a department that are not funded and is used as an indicator for the quality of the information on PERSAL;
- Workshops were held with all provincial departments and the national departments through the Human Resource Steering Committee on the Revised Persal Clean-Up Strategy and the Strategic Human Resource Report that identifies areas of weaknesses and strengths on the assessment per given indicator, with recommendation for interventions by individual departments;
- A crucial list of fields containing crucial information in the System were identified for clean-up process based on the National Minimum Information Requirements as approved by the Steering Committee;
- The Strategic Human Resource Progress Reports were developed and circulated during the last three quarters to respective national and provincial departments;
- Workshops were held with all provincial departments and the national departments through the HR Steering Committee on the introduction to the SHRPR;
- An assessment criteria on the quality of data has been developed and will be applied to the new data as it is being provided;
- PALAMA, in consultation with the Steering Committee on Persal Clean-Up, is in the process of finalising a course for senior managers on the use of Human Resource Management Information. A final workshop was conducted in June 2011;
- A cleanup methodology was developed and circulated to all government departments within the Public Service. The DPSA developed a costing methodology in order to model the cost of the structures to ensure that only funded posts are approved;
- Three provinces were selected for more support and the current focus is in the North West Province in order to assist provincial departments with their cleanup projects and identifying the funded vacancies. All provinces will be visited in the next 2 months;
- The EC: Education Department is being assisted in the development of a project plan to implement the Persal Clean-Up Strategy
(b) Timelines
- The timeline is set at the end of 2012 to finalise the cleanup project. However it needs to be pointed out that the management of data quality in systems is not once off but a continuous process as part of normal information systems management;
- The DPSA has further set the end of 2011 as a target to eliminate the unfunded vacancies on PERSAL.
(c) The amount of vacancies;
There are currently 277,785 active vacancies captured on PERSAL, but this number still reflects a high percentage of unfunded vacancies and these are targeted to be cleaned by the end of 2011. The target for vacancies is ±120 000, which would present a vacancy rate of 10%
(2) Whether a final date has been set to reach a resolution; if not, why not; if so, what date;
See the dates set in 1(b).
(3) Whether the 2010-11 annual reports of his department will reflect the staff numbers; if not, why not; if so, what are the relevant details? NW2625E
The reporting format for the annual reports has not changed and all departments are still required to report staff numbers in their annual report.
QUESTION 2210 FOR WRITTEN REPLY
FRIDAY, 19 AUGUST 2011
2210. Dr H C van Schalkwyk (DA) to ask the Minister for the Public Service and Administration:
(1) How many Directors-General do each (a) national and (b) provincial departments have, how many has (i) resigned and (ii) been suspended in each case, in the (aa) 2006-07, (bb) 2007-08, (cc) 2008-09, (dd) 2009-10 and (ee) 2010-11 financial years;
(2) what are the three most common reasons why the Directors-General in the (a) national and (b) provincial departments have (i) resigned before their term has expired and (ii) been suspended?
REPL Y:
(1)(a) + (b) Inaccordance with section 7(2)(a) of the Public Service Act, 1994 (as amended) there are those national departments and Offices of the Premier as depicted in column 1 of Schedule 1 of the Act. Each national department and Officeof the Premier is headed by one Director-General respectively. Inaccordance with section 7(7) of the above-mentioned Act only the head of a national department and the Office of a Premier may bear the designation of Director-General. Currently there are 44 national departments and 9 Offices of the Premier. Against the above background the response provided only deals with Directors-General.
(1)(a) National departments
| Financial year | i) Directors-General: Resigned | ii) Directors-General: Suspended |
| (aa) 2006 - 2007 | 1 | 0 |
| (bb) 2007 - 2008 | 0 | 0 |
| (cc) 2008 - 2009 | 0 | 0 |
| (dd) 2009 - 2010 | 2 | 1 |
| (ee) 2010 - 2011 | 0 | 3 |
(1)(b) Offices of Premier
| Financial year | (i) Directors-General: Resigned | (ii) Directors-General: Suspended |
| (aa) 2006 - 2007 | 0 | 0 |
| bb) 2007 - 2008 | 0 | 0 |
| cc) 2008 - 2009 | 0 | 0 |
| dd) 2009 - 2010 | 0 | 0 |
| (ee) 2010 - 2011 | 0 | 1 |
2
(2)(a) + (b) (i) Employees (including Directors-General) are not compelled to disclose reasons for resignation.
(2)(a) + (b)(ii) Reasons for suspending a senior manager, including a head of department, are prescribed by the Disciplinary Code Procedure (a Ministerial directive contained in Chapter 7 of the Senior Management Service Handbook). The employer may suspend a senior manager on full pay if the member is alleged to have committed a serious offence and the employer believes that the presence of the senior manager at the workplace might jeopardize any investigation into the alleged misconduct, or endanger the well being or safety of any person or state property.
QUESTIONS 2181 FOR WRITTEN REPLY
FRIDAY, 19 AUGUST 2011
2181. Ms A M Dreyer (DA) to ask the Minister for the Public Service and Administration:
(1) With reference to the budget of the Public Service Commission (PSC) which was incorporated under his department, (a) what (i) are the reasons for this decision and (ii) progress has been made towards ending this arrangement, (b) when will this temporary arrangement expire and (c) how will this arrangement not affect the mandate of the PSC in terms of its independence as set out in section 196 of the Constitution of South Africa, 1996;
(2) whether there is a timeline for specific outcomes; if not, why not; if so, what are the relevant details? NW2553E
REPLY
Question (1)(a)(i): The budget of the Public Service Commission (PSC) was incorporated as part of the vote of the Department of Public Service and Administration (DPSA) for the first time through the Appropriation Act, 2010 (Act 3 of 2010). This arrangement continued in the Appropriation Act, 2011 (Act No. 11 of 2011). The reason for the inclusion of the budget of the PSC (as well as PALAMA) as part of the vote of the DPSA was for purposes of-
(a) budget format simplification required in light of the increased number of departments following the 2009 national and provincial elections; and
(b) alignment of the PSC's budgetary arrangements to that of other constitutional institutions. Funds appropriated by Parliament for all Chapter 9 constitutional institutions are part of the vote of a department. For example funds, appropriated by Parliament, for the Public Protector and the Human Rights Commission are part of the vote of the Department of Justice and Constitutional Development and that of the Auditor-General is part of the vote of National Treasury.
Questions (1)(a)(ii), (1)(b) & (2): The interim budget arrangement for the Public Service Commission will be revisited after Parliament has finalized the position of Chapters 9 and 10 Constitutional Institutions. In this regard please refer to paragraph 1 of Chapter 2 of the Report of the ad hoc Committee on the Review of Chapter 9 and Associated Institutions to the NationalAssembly, 31 July 2007. The timeline to finalize this report is determined by Parliament processes.
Question (1)(c): The appropriation for the PSC is a protected "specifically and exclusively appropriated" transfer payment on a separate division of the DPSA's vote (section 4(1)(a) of the Appropriation Act, 2011). Therefore, the current budget arrangement does not negatively affect the independence of the PSC. As indicated earlier, this budget arrangement is the same as the arrangement for Chapter 9 Constitutional Institutions.
QUESTIONS 2129 FOR WRITTEN REPLY
FRIDAY, 19 AUGUST 2011
2129. Mrs J C Moloi-Moropa (ANC) to ask the Minister for the Public Service and Administration:
Whether his department has finalised the introduction of the Integrated Financial Management System (IFMS) in order to update the Persal Government payroll system; if not, what is hindering the progress; if so, what are the relevant details? NW2325E
Response:
The Integrated Financial Management System (IFMS) consists of the following integrated solutions namely:
· Human Resource Management
· Financial Management including Payroll
· Supply Chain Management
· Business Intelligence
The DPSA is leading the development and implementation of the Human Resource Management solution as the policy owner for Human Resource Management in the Public Service.
As a first step in the implementation of the IFMS HR solution, a project was initiated consisting of three sub-projects with the following aims:
· The development of the IFMS HR generic template;
· The implementation of the solution in DPSA as the first lead site; and
· The implementation of the solution in the Free State Department of Education as the second lead site.
The IFMS HR generic template has been finalized. The generic template will be used as a basis for the future roll out of the solution across the Public Service.
The solution has already been implemented in DPSA and went live at the end of November 2010.
The implementation in the Free State Department of Education is currently underway. It is projected that the solution will go live towards the end of the financial year.
SITA is currently busy with the development of the new IFMS payroll solution.
The IFMS HR solution and the new IFMS payroll solution will jointly replace PERSAL within the Public Service. It is planned to jointly roll out the two solutions in the future as there are distinct dependencies on each other. The roll out process is planned to commence during the 2012/13 financial year and it is projected that it will take approximately five years to complete the process.
QUESTIONS 2089 FOR WRITTEN REPLY
FRIDAY, 12 AUGUST 2011
2089. Dr H C van Schalkwyk (DA) to ask the Minister for the
Public Service and Administration:
(1) How does the newly established Anti-Corruption Unit intend to turn around the image of corruption in the public service;
(2) whether the unit has specialised human resource capacity to carry out its mandate; if not, (a) why not and (b) what steps will be taken to solve the specialised human resource problem; if so, what are the relevant details;
(3) whether the unit has formulated its policy and strategic plan; if not, (a) why not and (b) when will it be formulated; if so, which particular corrupt practices have been prioritised? NW2362E
REPLY
(1) The Special Anti-Corruption Unit intends to forge partnerships with all agencies and institutions mandated to fight corruption in the Republic of South Africa, to ensure the effective management of discipline in the public service. From a policy perspective.
(2) Yes, however we acknowledge that the current specialized human resources capacity is not sufficient. In addressing the capacity challenges, the Special Anti-Corruption Unit obtained five senior investigators from the Special Investigating Unit (SIU) through an assignment arrangement.
(3) The Special Anti Corruption Unit is currently located under the Governance and International Relations Branch of the Department of Public Service and Administration and therefore the strategic plan of the department is applicable.
A feasibility study was conducted to ascertain which institutional option will be best suited for the unit to deliver effectively on its mandate. The feasibility study consists of an institutional option assessment, legislative mandate assessment, business case, governance and financial arrangement, organizational structure and recommendations.
The unit intends to focus primarily on corruption related misconduct arising from conflict of interest, abuse of power, financial misconduct such as mismanagement and abuse of government funds, fraud and bribery.
QUESTIONS 2063 FOR WRITTEN REPLY
FRIDAY, 12 AUGUST 2011
2063. Mrs J C Moloi-Moropa (ANC) to ask the Minister for the Public Service and Administration:
Whether, with reference to the Public Service Commission's budget that formed part of his department's 2010 budget vote (details furnished), his department has had any discussions with the National Treasury to remedy the perception that the independence of the Commission is compromised because its budget is part of his department's budget vote; if not, what is the position in this regard; if so, what are the relevant details? NW2227E
REPLY:
The matter is being attended to at Executive Authority level, and this forms part of the on-going debate on the state of the Chapter 9 institutions and related.
QUESTION 2062
2062 Mrs J C Moloi-Moropa (ANC) to ask the Minister for the Public Service and Administration:
Whether he intends to implement a human resource strategy that will (a) improve the Government's performance and (b) fast track the Government's efficiency of its human resources practices; if not, why not; if so, what are the relevant details? NO2226E
REPLY
(a) Various interventions have been introduced by the Department of Public Service and Administration to facilitate strategic human resource management and performance in the Public Service.
A Human Resource Planning Strategic Framework has been developed and is currently being implemented by departments. The aim is to ensure that departments integrate, in a planned and continuous manner, the human resource implications with their strategic planning, service delivery plans and budgets. At a practice level, the framework requires departments to develop and maintain human resource plans that identify the organizational characteristics and human resource competencies needed to achieve their intended operational objectives and facilitates the availability of these competencies.
In 2007, the Department developed a Human Resources Development Strategic Framework, which is a strategic intervention to address the issues of human resources capacity development in the public service. The strategy was approved by Cabinet in 2007 and subsequently implemented at all national and provincial departments.
i) The implementation followed a multi-pronged strategy. Initially a baseline was established to measure the state of HRD in the public service through the Organisational Readiness Assessment. The tool uses 10 Macro Indicators of Performance at departmental Level. From this, the department is able to determine the package of assistance that could be offered to the department with the intention to develop HRD capacity and recommend appropriate systems.
ii) As part of the Human Resources Development Strategic Framework, the department has in place set of tools through which it measures success and these are, the Human Resources Development Implementation Plans and Monitoring and Evaluation Tool.
The Implementation Plan comprises of performance indicators against which guide departments on targets to be achieved in relation to their respective human resource development goals.
The Monitoring and Evaluation Tool is a mechanism through which the successful implementation of the plans is measured. The indicators in the monitoring and evaluations tools are aligned to the indicators in the implementation plan. The tool gives guidance in the evaluation of successes achieved and where there are performance gaps.
iii) The Human resources development strategic Framework sets its vision till 2015, after which a review will be carried out. However, the assessment of the implementation by the departments thus far, indicates that much has been achieved. Sets of reports on the State of Organisational Readiness, Departmental Individual Audit Reports and the State of Human Resources Development (HRD) Report for the Public Service have been tabled at HRD Forums, HRD Steering Committee meetings and will be tabled at the Public Service Trainers Forums.
Furthermore, I have issued a Leadership Development Management Strategic (LDMS) Framework which is a strategy for the development and management of SMS members as leaders who are responsible for the transformation of the Public Service to deliver a globally competitive service to the citizens.
(b) 1. It is a widely accepted fact that the human resource management function in the Public Service is a key determinant of public service efficiency by ensuring that departments have the capacity to deliver quality services to the public.
2. The endeavour to improve human resource management in the Public Service for purposes of Government performance is not new. The need for improvement has been part of the major transformation and reform initiatives undertaken in the Public Service since 1994. The White Paper on the Transformation of the Public Service, 1995 established for instance a national strategic vision for the transformation of the Public Service. Improving human resource management was one of the priorities identified in this White Paper. Extensive work on the transformation of the human resource management function had, since then, been undertaken in the Public Service.
3. It is widely accepted that the efficiency of human resource management requires a strategic approach. Inculcating such a strategic approach to human resource management in the Public Service has for some time now been a key focus in my Portfolio. To this end, the following interventions of which some are of an ongoing nature, have been implemented:
3.1 A generic functional model representing the core human resource management functions to be performed at departmental level, has been developed. Departments have been requested to align the organisational structure, post establishment and activities of their human resource components with this model for purposes of improving the execution of the core human resource management functions.
3.2 A competency framework for human resource practitioners that defines the behavioural and functional competencies needed for the execution of the core human resource management functions, have been developed.
3.3 The current capacity development programmes on human resource management in the Public Service for which PALAMA is responsible, have been reviewed on the basis of the aforementioned core functions and competency framework. The revised training programmes are currently being finalized for purposes of roll-out in the Public Service.
3.4 An assessment tool has been implemented whereby departments are required to annually review the ability of their human resource components to ensure that such components are able to manage not only the personnel administration function, but also to strategically assist their departments to reach their service delivery goals.
3.5 A learning forum has been established for departmental human resource practitioners to inter alia facilitate the implementation of the aforementioned interventions and the improvement of the human resource management function in the Public Service. This forum functions on the basis of quarterly meetings hosted by the Department of Public Service and Administration for departmental human resource components.
3.6 A Manual on the implementation of strategic human resource management has been developed (it will soon be issued) for use by departments. The purpose of this Manual is to:
a) forge a common understanding amongst departmental management (including executive authorities), line managers and human resource practitioners about strategic human resource management in the Public Service;
b) contextualize the interventions launched to improve strategic human resource management in the Public Service; and
c) assist departments to implement the relevant interventions taking into account their operational and environmental realities.
3.7 DPSA is currently involved, with National Treasury and SITA, in the development and implementation of the Integrated Financial Management System (IFMS) program. The IFMS is aimed at modernizing the information technology systems supporting human resource, financial and supply chain management in the Public Service.
As far as HR domain of the IFMS is concerned, a commercial off-the-shelf solution has been procured after a tender process. The solution has been extensively configured and customized to ensure that it meets the requirements of the Public Service. The solution has already been implemented in the DPSA as the first pilot site and it is currently being implemented in the Free State Department of Education as the second lead site. The new HR solution supports all areas of human resources management. It also provides for employee and manager self service that allows employees and managers to interact directly with the system. Amongst others, it allows for electronic leave applications and approvals, online capturing of performance agreements and reviews, e-recruitment and for managers to obtain a range of reports relevant to their components.
The roll-out of the new HR solution to the whole of the Public Service is planned to commence in April 2012. The DSPA, SITA and National Treasury are currently engaged in finalizing the roll-out strategy which will be communicated to all departments in due course. Once fully implemented, it is envisaged that the HR solution will play a significant role in improving HR management in the Public Service by improving access to, and the quality of HR management information, improved reporting, supporting the implementation of new policies, monitoring and evaluation processes, etc.
4. Also, the Employee Health and Wellness (EHW) Strategic Framework for the Public Service was launched for implementation in November 2008. In November 2009 I approved four EH&W Policies for implementation in the National and Provincial Departments with effect from 1 April 2010. Each of these EHW policies have generic implementation guides, systems monitoring tools to ensure that there are organization systems to enable implementation monitoring and evaluation policies.
5. As part of the transformation of the public service with special reference to women, youth and people with disabilities, my department has also developed the following tools and frameworks intended to promote appointment and retention of women, youth and people with disabilities. The tools that have been developed and rolled out to departments are:
5.1 Gender Equality Strategic Framework
5.2 Head of Department's 8 Principles Action Plan for Promoting Women's Empowerment and Gender Equality in the Public Service.
5.3 Job Access Strategic Framework for the Recruitment, employment and Retention of Persons with Disabilities.
5.4 Handbook on Reasonable Accommodation for People with Disabilities in the Public Service.
QUESTIONS 2023 FOR WRITTEN REPLY
FRIDAY, 5 AUGUST 2011
2023. Ms M R Shinn (DA) to ask the Minister for the Public Service and Administration:
(a) At how many (i) international and (ii) domestic hotels/guest houses were (aa) he and (bb) his Deputy Minister accommodated during the period 1 April 2009 up to the latest specified date for which information is available and (b) what (i) was the (aa) name, (bb) star rating and (cc) city location of each specified establishment, (ii) was the (aa) duration and (bb) purpose of the stay in each case and (iii)(aa) was the total cost of the accommodation and (bb) is the breakdown of the accommodation cost in each case? NW2269E
REPLY
The Minister performed functions in both international and domestic destinations, where applicable rules and regulations were applied for travel, accommodation, subsistence and incidental expenses.
No detail detailed breakdown of payments will be made available.
Same applies for the Deputy Minister.