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ATC180425: Report On Budget Vote 10: Department Of Public Service And Administration: Date 25 April 2018

Public Service and Administration

The following report replaces the report of the Portfolio Committee on Public Service and Administration as well as Planning Monitoring and Evaluation which was published on page 23 of ATC No 50 dated 26 April 2018.

Portfolio Committee on Public Service and Administration as well as Planning Monitoring and Evaluation

REPORT ON BUDGET VOTE 10: DEPARTMENT OF PUBLIC SERVICE AND ADMINISTRATION: DATE 25 APRIL 2018

 

  1. BACKGROUND

The Portfolio Committee on Public Service and Administration as well as Planning, Monitoring and Evaluation (hereinafter referred to as the Portfolio Committee) having considered the directive of the National Assembly to consider and report on the Strategic Plans, Annual Performance Plans and Budget allocations of the Department of Public Service and Administration, National School of Government, Centre for Public Service Innovation and Public Service Commission tabled by the Minister in terms of the Public Finance Management Act (Act No 1 of 1999), reports as follows:

 

  1. INTRODUCTION

The Public Finance Management Act, section 27 stipulates that the Minister must table the annual budget for a financial year in the National Assembly before the start of the financial year. Subsequent to that the Money Bills Amendment Procedures and Related Matters Act, No 9 of 2009, section 10 (1) (c) clearly stipulate that the relevant members of Cabinet must table updated strategic plan and annual performance plan for each department, public entity or institution, which must be referred to the relevant Committee for consideration and reporting.

In considering the annual performance plans, the Committee will ensure that a department and its entities budget allocation serve the needs and aspirations of the people. Budget allocation serve as a key instrument for government to promote socio-economic development efficiently. Budget allocation plays a critical role as an economic instrument of the government, as it reflects the country’s socio-economic policy priorities by translating priorities and political commitments into expenditures. Budget serves as a vital tool to operationalise government activities towards the achievement of its intended priorities. Furthermore, the budget highlights the constraints and trade-offs in policy choices.

 In view of the above, the Committee had on 18 April 2018 considered presentations on the Annual Performance Plans and budget allocations of the Department of Public Service and Administration (DPSA) for Budget Vote 10 which comprises of the following institutions: National School of Government (NSG), Public Service Commission (PSC), and Centre for Public Service Innovation (CPSI). The Department is a conduit of the budget for the National School Government, Centre for Public Service Innovation and Public Service Commission.

 

  1. OVERVIEW OF THE DEPARTMENT OF PUBLIC SERVICE AND ADMINISTRATION

The Department of Public Service and Administration is expected to implement and coordinate interventions aimed at achieving an efficient, effective and development-oriented public service which is an essential element of a capable and developmental state as envisioned in the National Development Plan (NDP) 2030. The Constitution of the Republic of South Africa envisages a Public Service that is professional, accountable and development-oriented.

The NDP identifies specific steps that need to be taken to promote the values and principles of public administration as enshrined in the Constitution. Furthermore, the NDP highlights the need for a well-run and effectively coordinated state institutions with skilled public servants who are committed to the public good and capable of delivery consistently high-quality services, while prioritising the nation’s development objectives.

Unevenness in capacity that leads to uneven performance in the Public Service is also acknowledged in the NDP. This is caused by a complex set of factors, including tensions in the political-administrative interface, instability of administrative leadership, skills deficits, insufficient attention to the role of the State in reproducing the skills it needs, the erosion of accountability and authority, poor organisational design and low staff morale. Steps are needed to strengthen skills, enhance morale, clarify lines of accountability and build an ethos of public service. These steps are guided by the need for long-term policy stability as well as awareness of potentially adverse effects of over-regulation.

The main objective of the Department is to put in place the mechanisms and structures that can support departments in developing their capacity and professional ethos. The Public Administration Management Act (PAMA) has been signed into law and as a result the objective of establishing a uniform system of public administration to ensure that common norms and standards are achieved at all government levels. This effectively places DPSA at the epicentre of ensuring that all operating platforms and units to drive a compliant ethical public service which are guided by norms and standards.

 

  1. LEGISLATIVE MANDATE

The Department is mandated by Section 195(1) of the Constitution which sets out basic values and principles that the Public Service should adhere to and the Public Service Act (PSA) of 1994, as amended. In terms of the PSA, the Minister for the Public Service and Administration is responsible for establishing norms and standards relating to:

  • The functions of the public service;
  • Organisational structures and establishment of departments and other organisational and governance arrangements in the public service;
  • Labour relations, conditions of service and other employment practices for employees;
  • The Health and wellness of employees;
  • Information management;
  • Electronic government in the public service;
  • Integrity, ethics, conduct and anti-corruption; and
  • Transformation, reform, innovation and any other matter to improve the effectiveness and efficiency of the public service and its service delivery to the public.

 

  1. STRATEGIC GOALS OF THE DEPARTMENT

The key strategic priorities of the Department are explained below:

 

5.1 Building an efficient and effective Public Service

The Department continued to eliminate areas of duplication, weaknesses and wastage within the public service and administration by identifying appropriate interventions to address these challenges. In so doing so, it ensured the following that the organisational structures of departments are rationalised and aligned to their mandates, improving the effective management of discipline and improving the implementation of resolutions signed with labour through the Public Service Coordinating Bargaining Chamber (PSCBC) collective agreements. Interventions that promote and support the health, wellness and positive morale of public servants are implemented and meaningful platforms are created and institutionalised to enable citizens to partake in and influence government’s policies with regard to how public services are delivered to them.

5.2 Building a capable, equitable and professional Public Service

This strategy is in line with the National Development Plan (NDP) in that a capable state, which is well run and effectively coordinated among different government institutions, will operate with the integrity and effectiveness this strategy envisages. The Department planned to introduce measures to professionalise the public service, which will include, amongst others, compulsory training programmes and the review and enhancement of appointment procedures for senior managers. The issue that the Department needs to revisit is the affirmation of people with disabilities. This is huge a huge challenge for public service since the employment is still around 2% in the public service. The public service has made tremendous strides with regard to the affirmation of women in senior management. However, the public service has not reached 50% gender representivity.

5.3 Introducing appropriate legislative frameworks for the Public Service and Administration

The Department had planned to set up an enabling environment for effective public administration to be strengthened by reviewing existing legislation and introducing new legislative frameworks for public service and administration. To this effect, the Public Administration Management Bill was introduced to Parliament for processing, which had been finally assented to by the President in the form of the Public Administration Management Act 11 of 2014. By the beginning of 2015, already, the legislation was in full force and it, among other things, introduced the transformation of PALAMA into a National School of Government. At present, the Public Service Commission Amendment Bill [B21 – 2015] was tabled to Parliament and is still in process.

 

 

5.4 Inculcating an ethical ethos and achieving a clean Public Service and Administration

The Department is committed to promoting a corruption-free public administration through the implementation of practical interventions to prevent, detect and combat corruption. The Department also promotes and reinforces the ethical behaviour of public servants through improving compliance to public administration prescripts and regulations. To this effect, the Public Administration Management Act (Act 11 of 2014) was passed by Parliament and finally assented to by the President. Among other things, the Act has introduced measures to prevent public servants from doing business with the State, for which any civil servant found to be in breach will face a charge of misconduct with either a fine imposed or termination of service being instituted.

5.5 Improved public administration in Africa and internationally

The Department planned to contribute towards improved public service and administration in Africa and internationally through entering into mutually beneficial partnerships, dialogue and domestication of best practices. To this effect, the Ministry signed and ratified the Africa Public Service Charter on behalf of State and Government early in 2014. Values guiding the Service Charter are transparency and accountability, and good human resources management.

 

  1. STRATEGIC PRIORITIES 2015/2020

The priorities for the Department of Public Service and Administration over the medium term period are informed by the National Development Plan objectives which are therefore translated into the Medium Term Strategic Framework (MTSF) 2015-2020. The Department highlighted the following priorities to the Portfolio Committee:

  • A stable political-administrative interface

Promoting stability of leadership in the top levels of bureaucracy which is central to building a capable and developmental state by introducing clear delegations, effectively managing the political-administrative interface, improving public confidence in the process and quality of appointments.

 

 

  • A public service that is career of choice

Promoting the public service as a career of choice by adopting a long term approach to developing the skills and professional ethos that underpin a development oriented public service, recruiting young professional into the public service, ensuring that the work environment is conducive for learning to take place on the job and by adhering to the Constitutional principles that guide personnel practices.

  • Efficient and effective management and operations systems

Improving management and operations systems to challenges frontline staff face in delivering quality services to citizens by clarifying responsibilities, introducing efficient and effective work processes, including IT systems that are tailored to specific areas of service delivery and by delegating greater authority to resolve day to day problems.

  • Increased responsiveness of public servants and accountability to citizens

Improving accountability as set out in the Batho Pele Principles and the Public Service Charter by strengthening accountability to citizens, particularly at the point of delivery, increasing the responsiveness of public servants to the views and concern raised by citizens and other service user and by developing the capacity to monitor the quality of service provision and effecting the required improvements.

  • Improved mechanisms to promote ethical behaviour in the public

Improving confidence in the integrity of the public service through strengthening the fight against corruption by effecting amendments to the relevant codes of legislation in order to limit the scope for conflicts of interest, preventing public servants from doing business with the state and by building the capacity of departments to investigate issues relating to ethics, integrity and implement disciplinary actions on cases where there is a possible or actual conflict of interest.

 

  1. RESPONSES TO THE BUDGET REVIEW AND RECOMMENDATION REPORT

On 03 March 2018, the National Treasury responded to the Portfolio Committee’s recommendation that “the Department of Public Service and Administration should engage with the National Treasury and the Department of Planning, Monitoring and Evaluation (DPME) on the budget shortfall impacting the effectiveness, efficiency and independence of the Public Service Commission in executing its mandate.  A lasting funding solution must be found to enable the PSC to expand its investigation, monitoring and evaluation of the basic values and principles governing the public service. Progress pertaining to this matter should be reported quarterly to the Committee”.  

The National Treasury promised it will convene a meeting with the Department of Public Service and Administration to discuss the relationship between the budget of the PSC and its effectiveness, efficiency and independence. The National Treasury further said: “In order to improve the effectiveness and independence of the PSC in executing its mandate, meetings have been held between the National Treasury and Parliament on the proposed migration of Chapter 9 and 10 institutions to the vote of Parliament. A plan for migrating these institutions to the vote of Parliament should be developed and implemented as part of measures for supporting the independence of Chapter 9 and 10 institutions.  Accordingly, a report will be submitted to the Committee on a quarterly basis covering the outcome of interactions among the three departments as well as Parliament’s progress in relation to planning for and implementing the migration of the institutions to the vote of Parliament”.

 

  1. BUDGET ANALYSIS

The overall budget allocation for the Department of Public Service and Administration’s is R956.7 million for 2018/19 as compared to R877.1 million for 2017/18 financial year, which is an increase by 15.03 per cent in nominal terms. However, in real terms the total budget allocation for the Department increased by 8.21 per cent between 2016/17 and 2018/19.

An average of 48.2 per cent of the department’s total budget over the medium term is allocated to transfer and subsidies for the operations of the National School of Government, the Public Service Commission and the Centre for Public Service Innovation. These departments provide public servants access to knowledge and skills, promote the principles of public administration and foster innovation in the public service, respectively. The Department’s second-largest area of spending is on the compensation of employees, which accounts for 31.5 per cent of the total budget over the medium term. The Department has a staff complement of approximately 444 who work with personnel across government to strengthen the public service’s contribution to national development. The budget vote of the Department of Public Service and Administration is divided into six programmes that seek to achieve its mandate.

Table 1: Programmes and budget allocation

Programme R'000

Revised

Estimates

2017/18

Medium Term Expenditure Estimates

2018/19

2019/20

2020/21
  1. Administration

236.7

248.9

265.3

260.3
  1. Policy Development, Research and Analysis

33.4

34.1

36.9

39.3
  1. Labour Relations and Human Resource Management

67.0

82.4

78.7

85.8

4. Government Chief Information Officer

17.1

21.7

23.1

24.7

5. Service Delivery Support

235.7

257.6

273.9

291.2
  1. Governance of Public Administration

287.2

311.9

329.1

352.2

Total

 877.1

956.7

1 007.0

1 076.2

Source: Estimates of National Expenditure (2018)

 

  1. PROGRAMME PERFORMANCE
    1. Programme 1: Administration

The main purpose of the programme is to provide strategic leadership, management and support services to the Department, and coordinate the Department’s international relations. The purpose of the programme is to provide policy, coordinated strategic and overall administrative support services to enable the Ministry and the Department to deliver on mandates. The budget for Programme 1 increased from R236.7 million in 2017/18 to R248.9 million in 2018/19. This represents a -0.8 per cent decrease in real terms in the budget allocation between 2017/18 and 2018/19. The programme consumes 26,01 per cent of the overall budget.

Budget allocated in this programme will be spent on monitoring the compliance with internal and external Human Resource and Labour Relations Policy Prescripts and Procedures. In 2018/19 financial year, the department intends to submit report on the implementation of the department’s bi-lateral and multi-lateral agreements and programmes to the Ministry of Public Service and Administration.   

  1. Programme 2: Policy Development, Research and Analysis

The main purpose of this programme is to manage and oversee the formulation, development and review of policies, policy reform and transformation programmes. It also manages research on and analysis of public service capacity, performance and reform by conducting productivity, accessibility and continuity studies tracking trends in best practice in public administration discourse in order to enhance access to public services through feasibility and continuity studies.

In 2017/18 the budget allocation to Programme 2 was R33.4 million and in 2018/19 the allocation is R34.1 million. This represents a real decrease of 1.1 per cent. This programme receives one of the three smallest allocations under the Vote, i.e. 3.56 per cent. The bulk of the Programme’s budget (R12.5 million) is allocated to the Public Service Performance, Monitoring and Evaluation sub-programme, which measures organisational performance, functionality and productivity through the monitoring and evaluation of public service norms and standards, which are derived from the performance information of public service regulatory instruments.

The President highlighted in his State of the Nation Address the importance of the structure and size of the state to be reviewed in order to function optimally in a more coherent and efficient way to ameliorate service delivery and grow the economy. Government will initiate a process to reconfigure a number of government departments with the main intention of harmonising state machinery to deliver on its mandate. In light of the above, the Department intends to draft a proposed model for the configuration of the centre of government functioning as the national administration in support of the vision of the NDP to ensure efficient and effective coordination of public administration norms and standards.

The President emphasised that government wants public servants to adhere to the principles of Batho Pele by putting people first. Furthermore, government wants to instil a new discipline, to do things correctly, to do them completely and to do them timeously. The Department intends to consult on the Draft White Paper for Transformation and Modernisation of public administration linked to the social vision of the NDP and provisions of Public Administration Management Act of 2014. Moreover, the Department will submit a final Public Service Productivity Management Tool to the Ministry of the Public Service and Administration. The Public Service Productivity Management Tool has been consulted on in two selected departments and thereafter to be refined for approval by the Minister.

In addition, the department will refine the Organisational Functionality Assessment (OFA) Tool in terms of the Public Service Regulations of 2016.  The Department will on a quarterly basis develop data collection tools that support the measure of OFA to assess the current status quo in implementing the selected Public Administration Norms and Standards. Furthermore, the Department will monitor compliance by departments on the Public Service Norms and Standards. 

  1. Programme 3: Labour Relations and Human Resource Management

The purpose of this programme is to develop, implement and monitor human resources policies and functions by managing labour relations negotiations, employee relations, discipline and work environment management. The programme is aimed at designing remuneration and job grading policy frameworks as well as support the implementation of human resource development and planning strategies, systems and practices.

Programme three accounts for 8.61 per cent share (R82.4 million) of the total budget vote in 2018/19. Between 2017/18 and 2018/19, the budget allocation for this programme increased by R11.1 per cent and 16.57% in real terms.  The programme is also responsible for monitoring the vacancy rate in the entire public service The programme’s budget is relatively bigger (fourth largest allocation) because it deals also with Negotiations and Discipline Management; Human Resource Development; Remuneration and Job Grading; Employee Benefits; Human Resource Planning and Performance Management for the entire Public Service.  

The Department intends to submit a report on the average per cent of funded vacant posts on PERSAL against the targeted 10% or less to the Ministry of DPSA. Funds allocated to this programme over the medium term will also be spent on establishing a formal graduate recruitment scheme to attract graduates into the public service. The Department will develop and submit an annual report on the appointment of persons into developmental programmes within the public service to the Director-General. The target is in line with the objective of National Development Plan. The NDP clearly stipulates that South Africa needs a strategy for recruiting dedicated young people, developing their skills and building an ethos of public service.

The Department monitors and reports on the average number of days taken to resolve disciplinary cases in national and provincial departments. Over the medium term, the department will introduce the Government Employee Housing Scheme in compliance with the 2015 public sector wage agreement. The scheme will assist employees in the public service to secure appropriate, affordable finance towards purchasing or upgrading their own property. The department will submit quarterly monitoring reports to the Minister in this regard.

  1. Programme 4: Government’s Chief Information Officer

The purpose of the programme is to promote and manage the use of Information Communication Technology (ICT) as a strategic tool in the design and delivery of citizen-centred services within government by coordinating and consolidating Public Service Information Communication Technology policies, strategies, costs, risk assessments, as well as ICT Governance matters. The programme was introduced in order to develop, implement and monitor information communication technology (ICT) policies and norms and standards.

The budget allocation for Programme 4 accounts for 2.26 per cent share or R21.7 million of the total budget vote in 2018/19. The budget allocation to Programme 4 increased by 26.90 per cent in nominal terms, but in real terms, it increased by 20.28 per cent between 2017/18 and 2018/19. Although this programme receives the smallest allocation of the vote, it experiences the most significant increase in nominal and real terms. This is because it has to bring about the transformation of the PERSAL system into the Integrated Financial Management System (IFMS).

The Department will report on improvements made by all national and provincial departments in managing the cost related to IT procurement within the public service. Moreover, the Department will, under this programme, develop the Public Service ICT standard. The Department will revise Corporate Governance of Information Communication Technology Policy Framework using MPAT assessment standard.

  1. Programme 5: Service Delivery Support

The purpose of the programme is to manage and facilitate the improvement of service delivery in government by supporting and monitoring Operations Management and Service Delivery Planning. The programme has five sub-programme which are Operations Management, Service Delivery Support Programmes and Service Centres (Thusong), Complaints and Change Management (Batho Pele), Public Participation and Social Dialogue; and Community Development and Citizen Relations.

The budget allocation for Programme 5 increased from R235.7 million in 2017/18 to R257.6 million in 2018/19, representing a nominal increase of R21.9 million or 9.29 per cent. In real terms, the budget allocation to Programme 5 increased by 3.59 per cent between 2017/18 and 2018/19. This programme has as one of its objectives to perform the 2nd African Peer Review Mechanism (APRM) country review in 2018/19. It remains to be seen whether the allocation will also cater for this mammoth task.

 At 26.92 per cent share, this programme represents the second largest share allocation of the total budget vote in 2018/19. It is commendable for Government to allocate this much to service delivery support in order for the Department to give technical support and advice to national, provincial and local government institutions who had had service delivery challenges. This will serve as both a preventative and remedial measure to service delivery challenges and protests. This is in line with the tone set for public service delivery in the 2018 State of the Nation Address (SONA) when the President of the Republic remarked in the following manner regarding the relationship between the state and the public service concerning service delivery.

The National Development Plan focuses extensively on improving service delivery across government. The Department will report on the quality and progress with the implementation of the Service Delivery Improvement Plans for all national and provincial departments. In addition, the Department will in 2018/19 financial year report on the assessment of national and provincial departments implementing the Batho Pele standards.

 The Department will support prioritised departments to map Business Process and develop Standard Operating Procedures for their selected services as part of improving efficiency and effectiveness in the operations in the public service. The Department will submit a report on improvements in the turnaround times of departments with mapped business process to the Ministry of DPSA.

One of the department’s intervention over the medium term will be to assess the delivery improvement plans in national and provincial departments and make recommendations on improving them, including face to face meetings. To improve the efficiency and effectiveness of frontline service delivery, the Department will report on the implementation of the Operations Management Framework with the aim of addressing service delivery challenges. The Department will report on the improved access to government services through the Thusong Service Centre Programme. A workshop will be conducted with national departments and provinces on the Public Service Charter.

  1. Programme 6: Governance of Public Administration

The purpose of this programme is to manage and oversee the implementation of policies, strategies and programmes on Public Service ethics, integrity and leadership. Furthermore, the programme envisages to ensure intergovernmental relations and macro organization of the State which include organizational design, strategic planning framework as well as monitor government intervention programmes and Human Resource Information System. The programme has five sub-programmes which are:  Human Resource Management Information Systems, Public Service Leadership Management, Organisational Design and Macro Organisation, Ethics and Integrity Management and International Relations and Government Intervention.

The budget allocation for Programme 6 increased from R291.8 million in 2017/18 to R311.9 million in 2018/19. In real terms the budget allocation increased in 2018/19. Programme 6 accounts for the first largest allocation share, which is 33.5 per cent of the total budget vote in 2018/19. Of the budget allocated, the Department will transfer R264.3 million to the Public Service Commission established in terms of Chapter 10 of the Constitution.

Over the medium term, the department intends to submit a report on the improved adherence by national and provincial departments to the Directive on Public Administration and Management Delegations. Moreover, the department will monitor the improved adherence by national and provincial departments to the Directive on Public Administration and Management Delegations as measured by Management Performance Assessment Tool. The Department will conduct workshops to support selected departments with the implementation of the Guidelines on mentoring and peer support mechanisms.

Over the medium term, the departments will be supported on the implementation of the Guideline on Mentoring and peer support mechanisms for senior managers. The Department will submit a statistical fact sheet on the average time spent by HODs in a post to the Ministry of DPSA. This is in line with the NDP vision of managing the career progression of heads of department. The NDP highlights that many of government’s best performing institutions are characterised by their stability of leadership and policy approach.

Strengthening human resource capacity is one of the objectives of the NDP, the department will implement the intervention strategy to support three departments to enhance their internal Human Resource Capacity. The Department has been supporting the national and provincial departments on the implementation of the 2013 public service integrity management framework, which aims to strengthen standards and measures for managing integrity and promoting ethical conduct in the public service.

At the end of 2018/19 financial year, the Department will report on the implementation of the financial disclosure for designated employees. Furthermore, report on the implementation of the financial interest on the Directive on other Remunerative Work to the Director-General in the public service. Over the medium term, the department will analyse measures aimed at strengthening protection of the whistle blowers. In this financial year, the department will conduct two implementation support workshops on the Framework for the management of Protected Disclosures (whistle blowing) by the Public Service employees.

 

  1. BUDGET TRANSFER TO DEPARTMENTAL ENTITIES AND PUBLIC SERVICE COMMISSION
    1. NATIONAL SCHOOL OF GOVERNMENT
      1. POLICY PRIORITIES 2018/19

The National School Government (NSG) derives its mandate from the Public Service Act. In terms of the Act the institution is mandated to provide training or effect the provision of training. The NSG’s aims to enhance capacity of all public servants at all levels to perform effectively and efficiently, develop and use assessment mechanisms to build confidence in the recruitment processes of the public service. Subsequently, the department develops training programmes that are specific to the needs of the public service with a view to addressing the skills shortages.

The NDP highlights the importance of adopting a more long-term approach to develop the skills and professional ethos that underpin a developmental oriented Public Service. Of critical importance, the State has to be proactive about producing and reproducing, the skills that it needs. This includes ensuring that the work environment is conducive for learning to take place on the job. The core responsibility for recruitment and skills development will remain with individual departments, but they need to be able to draw on effective support mechanisms from the relevant governance and administration departments. Furthermore, the 2015-2020 MTSF requires that identified departments should be supported in the development of targets assessments mechanisms. The work regarding the assessment mechanisms will be undertaken by the National School of Government.

The School is gearing itself to meet the education, training and development needs of the public service as set out in the national development plan and the ministerial service delivery agreement, and contributing to outcome 12 of the 2015-2020 Medium Term Strategic Framework.

  1. BUDGET ANALYSIS

The National School of Government receives a transfer from budget vote 10 of the Department of Public Service and Administration. The National School of Government carries out its core mandate utilising the training trading account, which is funded from transfers the School receives from the DPSA as well as through revenue it generates from training programmes. Accordingly, transfer to the school’s training trading account represent a projected 39 per cent (R209.9 million) of its total budget over the medium term.  

The school aims to continue revising its funding model to ensure it generates more revenue through its training projects. The revised funding model will propose that a portion of national departments’ training budgets be redirected to the school to fund the mandatory training it provides. The school plans to conclude its consultation with key stakeholders on the revised funding model in 2018/19, and implementation is projected to begin in 2019/20. The school’s executive management is responsible for revising the funding model.

 

The NSG received budget of R102.6 in 2018/19 financial year as compared to R153.9 million in 2018/18 financial year. The budget has significantly increased in this financial year. Budget allocation increased in 2018/19 due to allocation of R66.4 million in programme 2.

 

 

 

 

 

 

 

Table 2: National School of Government budget

 

Programme R'000

Revised

Estimates

2017/19

Medium Term Expenditure Estimates

2018/19

2019/20

2020/21

1 Administration

94.8

102.6

109.4

116.6

2. Public Sector Organisational and Staff Development

59.1

66.4

69.8

73.7

Total

153.9

169.0

179.3

190.3

Estimates of National Expenditure (2018)

  1. PROGRAMMES
  1. Programme 1: Administration

The purpose of the Administration Programme (Programme 1) is to facilitate overall management of the School and provides for responsibilities of the Principal, Branch Heads and other members of management. These responsibilities include providing centralised administrative, legal and office support service, human resource and financial management, communication, special projects, international relations, and internal controls and oversight.

Programme 1 receives the biggest allocation of the transfer to the NSG, which is R102.6 million (61 per cent). Of this amount, more than half (R54.9 million) is allocated towards compensation of employees, R44.5 million (43 per cent) towards goods and services and R3.1 million is allocated towards payments for capital assets. The School intends to reduce number of days for debt collection to 60 days in this financial year. All suppliers of the services will be paid within prescribed period of 30 days in receipt of a valid invoice. The School intends to maintain vacancy rate to be below 10% as per the requirement of the Public Service Regulations. In an effort to maintain the 10% vacancy rate, the School will ensure implementation of the infrastructure development and human resource plan.  

The School projected to collect cumulative revenue of R117 million generated through Training Trading Account as part of cost recovery by March 2018. All disciplinary cases will be dealt with within 60 days from the date of receiving the case. The School plan to reposition itself by developing three agreements supporting international exchanges and capacity building initiatives. Part of the international exchanges including facilitating the Chinese, the AU AMDIN, French learning and development programme.  

  1. Programme 2:  Public Sector Organisational and Staff Development

The Public Sector Organisational and Staff Development Programme (Programme 2) is responsible for facilitating transfer payments to the Training Trading Account for management development and training of public sector employees. Programme 2 has an allocation of R66.4 million, compared to R59.1 million in 2017/18. The allocation of R66.4 million, and every annual allocation to this programme, is always supplemented by training fees which are now pre-paid by departments that solicit training courses from the School.

The National Development Plan emphasises the importance of professionalising the public service. The NDP highlighted that building a skilled and professional public service requires a vision on how public servants experience and expertise will develop during their careers. The NSG plays a fundamental role in ensuring that public service is professionalized by providing compulsory induction to all public servants. The School will undertake six research projects to inform training needs and opportunities completed. Among targets in this programme, the School will undertake nine training needs analyses in the public sector institutions.

The School will convene four leadership platforms and publish four articles papers to promote thought leadership. Moreover, host six research colloquia workshop. In addition to the targets in this programme, the School will undertake 60 evaluations and four application of learning studies annually for identified training programs.

In responding to the goals and objectives of the NDP, the School has over the years developed and designed curriculum programmes/courses aimed at building capacity in the public service. In this financial year, the School will develop or review and quality assure six programmes in line with a curriculum framework and relevant accredited bodies annually. The Department will develop and institutionalise an Executive Coaching Programme throughout the entire public sector. Furthermore, the School will develop programmes annually including two in-service training programmes supporting outcomes 12 by the end of financial year. The School will further maintain the status of the School as an accredited training provider by the relevant accrediting bodies.

The School will rollout compulsory and demand-led training to 48 518 current and potential public servants annually. Further train 45 764 new and current public servants on compulsory and demand-led programmes through face to face and online learning annually. The School will orientate 2 750 unemployed youth graduates and interns through the Breaking Barrier to Entry (BB2E). The School will award formal certificates of competence after completion of training as a way of encouraging and promoting a culture of learning in the public sector.

 

  1. CENTRE FOR PUBLIC SERVICE INNOVATION
    1. POLICY PRIORITIES

The responsibility for the public sector innovation is vested in the Minister of Public Service and Administration, in terms of section 3(1)(i) of the Public Service Act (1994). The CPSI is established in terms of Section7(a) listed in Schedule 3A of the Public Service Act, 1994, as amended and is an organ of state. The Act mandate the Centre for Public Service Innovation (CPSI) to unlock, entrench and nurture the culture of innovation within the public sector for improved performance and productivity. Therefore, the Act position the CPSI to guide the process of unearthing and exploiting innovative, more efficient and effective solutions needed to ensure successful delivery on government priorities. The CPSI was in its formation established as a Section 21 Company.

The functions of the CPSI are to:

  • Provide the Minister with independent, diverse and forward-looking research findings and advice on innovative service delivery with a specific focus of government priorities
  • Enhance public service transformation and reform through innovation partnership and projects
  • Support the creation of an enabling environment for innovation within the structures and agencies of the South African government (encouraging, learning and rewarding)

 

  1. BUDGET ALLOCATION

The budget allocation for the CPSI is R36. 0 million for 2018/19 financial year as compared to the previous year with R34.0 million. The budget will increase with 2 per cent over medium term period. In 2015, the National Treasury had granted an approval in terms of section 43 of the PFMA and Treasury Regulations section 6.3.1 (b), for the Department of Public Service and Administration to create a new transfer payment to the CPSI. As a result, the CPSI has become an independent accountable entity receiving a transfer payment through the DPSA budget vote.  

  1. PROGRAMMES
  1. Programme 1: Administration

The programme provides strategic leadership, overall management of and support to the organisation. There are three sub-programmes under programme 1 which are Strategic Management, Corporate Resource Management and Office of the Chief Financial Officer. The budget allocated for programme 1 is R19.3 million in 2018/19 as compared to R18.6 million in 2017/18 financial year. The spending focus on the programme is primarily intending to build capacity in promoting innovation in the public service. Over the medium term, the department will focus on promoting and unearthing innovation projects in the public service.

The Centre intends to review and submit the strategic plan and develop Annual Performance Plan for the approval by the Executive Authority. The Centre intends to assess its performance and report to the Executive Authority, DPSA, DPME and the National Treasury. Review two Corporate Resource Management policies, procedures and strategies. Further, the Centre will ensure 100% payment of all invoices paid within 30 days on receipt of valid invoice. The Centre has undertaken to submit the Annual Organisational Procurement Plan to the Chief Procurement Officer. 

(b) Programme 2: Public Sector Innovation

The programme drives service delivery innovation in public sector in line with government priorities. There are three sub-programmes under programme 2, which are Research and Development, Solution Support and Incubation, and Enabling Environment. The budget allocated for the programme is R16.3 million in the 2018/19 financial year as compared to R13.4 million of 2017/18 financial year. There was a slight increase in the budget in the current financial year. More funding of R8.8 million has been allocated under sub-programme Enabling Environment.

The focus on this programme is on Research and Development in understanding the root causes of service delivery challenges and develop new solutions in partnership with stakeholders in the National System of Innovation.  Service delivery solutions are developed in partnerships with other government departments, non-government organisations, the private sector, academia and international entities. the new solutions are tested and piloted with the service owners.

 Over the medium term, the Centre intends to investigate two service delivery challenges to identify possible innovative solutions. In 2018/19 financial year, the Centre undertakes to revise Public Sector Innovation Strategy and submit to the Minister of Public Service and Administration. In addition, the Centre will facilitate and support replications for two CPSI award winning and/or other innovation projects. As part of imparting innovative knowledge, the Centre intends to capacitate 330 public sector officials and other partners.    

 

  1. PUBLIC SERVICE COMMISSION
    1. POLICY PRIORITIES FOR 2015/2020

The PSC’s mandate is to:

  • Enhance labour relations in the public service through the timeous investigation of all properly referred grievances as and when cases are reported.
  • Promote best practice in public service leadership and human resource management through quality research reports on an ongoing basis.
  • Investigate and improve public administration practices by conducting audits and investigations into public administration practices and by making recommendations to departments on how to promote good governance and to issue directions regarding compliance with the Public Service Act (1994) annually.

 

The key strategic priorities of the PSC are explored below

  1. Building an efficient, economic, effective and development-oriented public service

The PSC’s strategy is to build a people-centred, capable and ethical public service to ensure the optimal use of resources in order to deliver a service to the people of South Africa. This is possible only through the adherence to the Batho Pele principles.

 

 

  1. Ensuring an efficient, economic, effective and development-oriented public service

The PSC ensures that the public service employs capable and professional employees that can improve the quality of service given to public service clients.

  1. Ensuring a strengthened institutional capacity

The PSC envisages to inculcate an independent, impartial and knowledge-based institution that would promote a development-oriented public service.

  1. Implementing labour relations and public administration practices that cultivate effectiveness and efficiency

The PSC envisages to build an institution that is impartial and responsive to grievances and complaints lodged in respect of the public service.

10.3.2 BUDGET ANALYSIS

The PSC received a budget allocation of R264.4 million in 2018/19 financial year as compared to R242.8 million in 2017/18 financial year. Budget allocated will focus on fighting corruption, strengthening human resource practices and management and monitoring and evaluating service delivery performance in the public service. Monitor service delivery and the implementation of the financial disclosure framework and strengthening the financial disclosure system to combat corruption. The focus areas will contribute immensely towards the attainment of outcome 12 of government’s 2015-2020 medium-term strategic framework which emphasise building a capable and developmental state and rooting out corruption in government.   Compensation of employees accounts for 77.3 per cent (R653.7 million) of the total budget for its staff of approximately 281 over the medium term. Reason for spending such percentage on compensation of employees was as a results of the PSC being a knowledge based institution, which conducts research internally instead of outsourcing its work.

 

 

 

 

 

Table 3: PSC budget

Programme R'000

Revised

Estimates

2017/18

Medium Term Expenditure Estimates

2018/19

2019/20

2020/21

1 Administration

120.9

125.9

123.0

137.1

2.  Leadership and Management Practices

41.2

44.7

47.8

51.4

3.  Monitoring and Evaluation

32.6

39.3

42.6

45.8
  1. Integrity and Anti-Corruption

48.1

54.5

58.9

63.3

Total

242.8

264.4

278.2

292.6

Source: National Treasury (2018)

10.3.3 Programmes

(a) Programme 1: Administration

The purpose of the Administration Programme (Programme 1) is to provide overall management of the Commission and centralised support services. Programme 1 received budget allocation of R125.9 million in 2018/19 financial year. The biggest portion of the programme’s R125.9 million budget, i.e. R55.8 million (44 per cent), is allocated to the Corporate Services sub-programme. The second largest allocation is to Property Management at R34.5 million, 20.4 million is reserved for the Public Service Commission and R15.1 million is for Management.

(b) Programme 2: Leadership and Management Practices

The Leadership and Management Practices Programme (Programme 2) is responsible for promoting sound public service leadership, human resource management, labour relations and labour practices. Programme 2 received budget allocation of R44.7 million in 2018/19 financial year. In real terms the budget allocation of Programme 2 will increase over the medium term period with R44.7 million in 2018/19 and R51.4 million in 2020/21 financial years. The key cost driver is compensation of employees which accounts for 94.2 per cent of the total medium term budget.

The programme has three sub-programmes, namely: Labour Relations Improvement (R13.2 million), Leadership and Human Resource Reviews (R11.8 million), and Programme Management: Leadership and Management Practices (R19.7 million). The Commission will under this programme promotes labour relations and practices through the timeous investigation of all properly referred grievances and provision of best practices. The Commission intends to finalise grievances of the employees on salary 2 -12 within 30 days from date of receipt of all relevant information. Whilst for the SMS members, the grievances will be finalised within 45 working days of receipt of all relevant information. The Commission will produce three reports on the management of grievances in the public service. Furthermore, the Commission intends to produce research reports on labour relations by March 2019.

  1. Programme 3: Monitoring and Evaluation

Programme 3: Monitoring and Evaluation establishes a high standard of service delivery, monitoring and good governance in the public service. Programme 3 received budget allocation of R39.3 million in 2018/19 financial year. In real terms the budget allocation of Programme 2 will increase over the medium term period with R39.3 million in 2018/19 and R45.8 million in 2020/21 financial year. The programme is allocated R39.3 million, divided into 3 sub-programmes as follows: Governance Monitoring (R9.4 million); Service Delivery and Compliance Evaluations (R7.5 million) and Programme Management: Monitoring and Evaluation (R22.4 million).

The Commission has identified the project on evaluation of compliance with Constitutional Values and Principles (CVP’s) governing public administration as a key project to report on annual basis. The PSC will develop solutions to systematic public administration problems. The spending focus under this programme is more on providing institutional assessments and programme evaluations that support policy and management decisions. Furthermore, the Commission is to provides participative evaluations and evaluation on service delivery models.  The Commission will produce eleven reports on inspections of service delivery sites. 

  1.  Programme 4: Integrity and Anti-Corruption

The Integrity and Anti-Corruption Programme (Programme 4) undertakes public administration investigations, promotes high standard of professional ethical conduct among public servants and contributes towards prevention and combating of corruption. The budget allocation for Programme 4 accounts for R54.5 million of the total budget vote in 2018/19 financial year. In 2018/19 financial year, the allocation for Programme 4 increased as compared to R48.1 million in 2017/18. The budget is expected to increase over the medium term with R54.5 million in 2018/19 and R63.3 in 2020/21 financial year.

The programme’s budget is R54.5 million, divided into three sub-programmes, namely: Public Administration Investigations (R13.4 million); Professional Ethics (R23.0 million) and Programme Management: Integrity and Anti-Corruption (R18.1 million). In this programme, the Commission intends to prevent conflicts of interest by requiring members of the Senior Management Services to disclose their financial interests. The Commission will investigate and improves public administration practices, makes recommendations to departments on the promotion of good governance. 

The Commission intends to produce research reports on public administration on matters such as procurement of office accommodation by the Department of Public Works and appointment of CEOs in the Department of Health. Cabinet approved a single National Anti-Corruption Hotline (NACH) and assigned it to the PSC to investigate and manage the cases. The purpose of the NACH is to establish a centralised hotline system that will serve the public service as a whole as opposed to a decentralised system. The NACH caters for government departments, agencies and public bodies. The Commission refers the cases to the relevant departments within seven days of receipt cases reported. Moreover, the Commission proposes to host only one workshop on professional ethics in the public service.  

 

  1. OBSERVATIONS AND KEY FINDINGS

The Portfolio Committee identified the following matters in relation to the Budget Vote 10:

  1. DEPARTMENT OF PUBLIC SERVICE AND ADMINISTRATION
    1. The Committee considered and welcomed the Annual Performance Plans of the Public Service Commission, Department of Public Service and Administration; and its entities for 2018/19 financial year. The APP reaffirms the Department’s mandate to implement and coordinate interventions aimed to achieve professional, accountable and developmental oriented public service capable to deliver on the objectives of the National Development Plan (NDP) 2030.

 

  1. The Committee noted with discontent regression on the employment equity in the public service. The Department is charged with the responsibility of monitoring the performance targets on employment equity to ensure representativeness in the workplace on women in senior positions and people with disabilities. The Department needs to double its efforts in ensuring compliance and monitoring departments in achieving intended targets set out by government. The Committee stressed the importance of employment equity which contributes to a strong and sustainable public service. 

 

  1. The Committee noted that filling of vacancies in the public service takes longer than stipulated time frames enshrined in Section 62 (9) of the Public Service Regulations (PSR) of 2016. The PSR state that a funded vacant position should be filled within six months from the day advertised. Government departments in the public service takes eight months to fill funded vacant posts.

 

  1. The Committee further noted that the National Treasury abolished some of the funded posts if government departments were unable to fill them within stipulated time frames. Abolished funded posts will assist government departments in reducing the Wage Bill. However, the Committee stressed the importance of ensuring service delivery even if departments are experiencing severe budget cuts and demolishing of posts. Departments have to adopt and institutionalise a principle of achieving more with less.  

 

  1. The Committee was concerned about government departments which spend more than 35% of the budget allocated on the compensation of employees. The Committee condemns this practice and encouraged government departments to work within Public Finance Management Regulations.

 

  1. The Committee noted with discontent the implementation of the second phase of the Integrated Financial Management System in the public service whilst the matter concerning the first phase is currently with Parliament Committees for investigations. The Committee was of the view that the Department of Public Service and Administration as well as National Treasury need to brief relevant Parliament Committees on the pilot of the first phase of the IFMS which was undertaken in some national departments and Free State Province.

 

  1. The Committee was concerned about the number of unresolved disciplinary cases in the public service without effective monitoring mechanisms. The Committee urged the Department of Public Service and Administration to utilise the pool of public servants who are well experienced in labour relations matters to accelerate backlog of the disciplinary cases in the public service.

 

  1. Taking into consideration that government is currently negotiating public servants’ annual salaries, the Committee wished a team of Ministers well with salary negotiations and anticipate a fair multiyear deal with the Public Service Coordinating Bargaining Council.   

 

  1. The Committee had consistently raised discontent with the slow pace of the implementation of the Government Employees Housing Scheme since the Bargaining Council resolution of 2015. The quantum of the housing allowance was R1 200 per month, paid to eligible employees (salary level 1-10) adjusted by inflation annual. For employees who do not own homes, the housing allowance is diverted and accumulated in the Individual Linked Savings Facility (ILSF) to be accessed when employees acquire homeownership. 

 

  1.  An efficient, effective and developmental public service is characterised by stable leadership in the public service. The Committee was concerned about high turnover rate or shifting of the Directors-General or Heads of Departments from one department to another which causes administrative instability in the public service.  The Committee welcomed reports from the Public Service Commission and the Department of Planning, Monitoring and Evaluation about an increase of average time spent by the Accounting Officers to 3.8 years in some departments both nationally and provincially. However, the high turnover rate is still prevalent and needs to be minimised for ensuring administrative stability and service delivery.   

 

  1. The Committee welcomed the pronouncement on the policy framework of prohibiting public servants from doing business with government. The Committee was cognizant that the Minister gave public servants who are still Directors of Companies till January 2017 to resign from their companies, and that there are still media reports about employees doing business with the State. A total of 28,427 state employees were registered as owners, directors or non-executive directors of business on the database.

 

  1.  The Committee was of the view that Financial Disclosure Framework is not a panacea to manage conflict of interest and corruption by the public servants. More strategies need to be developed. In order to fight corruption in the public service, the State has to ensure that all mechanisms aimed at curbing corruption have to be integrated and be well-coordinated with the security and justice system. Such strategy is crucial to ensure that government is committed to eliminate corruption and promote good governance.

National School of Government

  1.  The Committee applauded the National School of Government for its effective revenue collection strategy, which seems to be yielding intended results. The School has entered into Memorandum of Understanding with government departments for prepayment to avoid defaulting on the training fees. The School was urged to divulge information of the departments defaulting on the payment of the training courses.

 

  1.  The National School of Government was urged to rigorously implement the funding and training model in order to increase its revenue in light of diminishing allocations from the National Treasury.

 

  1.  The Committee requested the National School of Government to develop tracking mechanisms on officials who have received training courses to determine the impact thereof and determine whether training offered adds value to the public service.

 

  1.  The Committee welcomed the announcement of the School to begin converting most of the training and development to cater for special needs of people living with disabilities. Furthermore, the School will offer trainings to Frontline Officers on the South African Sign Language in an effort to improve communication with the people living with disabilities.  

 

  1.  In an effort to retrain and reorient public servants about inculcating the Batho Pele principles, the National School of Government together with Department of Home Affairs will offer training on the principles in 2018/19 financial year.

Centre for Public Service Innovation

  1.  The Centre for Public Service Innovation was urged to consistently assist the Department of Home Affairs with managing queue management through designing innovative systems that ensure efficient, effective and rapid service delivery. Queue management in various Home Affairs centres are a major concern hindering efficiency and impact on average time spent by clientele before receiving services.  

Public Service Commission

  1.  The Committee is persistently concerned about the anomaly of the budget shortfall of the Public Service Commission. The National Treasury together with the Department of Public Service and Administration need to speed up the finalisation of funding model for the Public Service Commission as a Chapter 10 institution. The PSC is a knowledge and research driven institution responsible for investigation, monitoring and evaluating in the entire public service, therefore adequate budget allocation is crucial in this regard.

 

  1.  The Committee welcomed response from the National Treasury on the recommendation of the budget shortfall of the PSC. The Committee will engage the National Treasury and the DPSA on the development of funding model for the PSC in line with the processes of Parliament.

 

  1.  The Committee welcomes the development of strengthening the independence of the PSC by proposing migration of Chapter 9 and 10 institutions budget allocations to the vote of Parliament. A plan for migrating these institutions to the vote of Parliament should be developed and implemented as part of measures for supporting the independence of Chapter 9 and 10 institutions. 

 

  1. RECOMMENDATIONS

The Portfolio Committee recommends that the Department Public Service and Administration ensures the following:

  1. The National Treasury and the Department of Public Service and Administration should finalise a lasting solution for a funding model for the Public Service Commission. Both departments should look into the relationship between the budget of the PSC and its effectiveness, efficiency and independence. The DPSA and the National Treasury should update the Committee on the developments for migrating Chapter 9 and 10 institutions to the vote of Parliament.

 

  1.  The Department of Public Service and Administration should redouble its efforts to monitor performance targets on employment equity to ensure representivity in the public service of women in senior positions and people with disabilities. The Department should ensure compliance and monitor departments in achieving intended targets set out by government.

 

  1. The Department of Public Service and Administration and the National Treasury should provide relevant Parliament Committees with a comprehensive report emanating from a pilot phase of the Integrated Financial Management System prior to the implementation of the second phase of the system in the public service. 

 

  1. The Department should ensure that government departments resolve a huge backlog on the disciplinary cases as per Section 16B of the Public Service Act 1994. The Department should utilise a pool of public servants who are well experienced in labour relations matters to accelerate backlog on the disciplinary cases in the public service. Offenders have to be updated on the PERSAL system.

 

  1. The Department working jointly with Department of Planning, Monitoring and Evaluation should ensure the implementation and monitoring of the newly approved Policy on Performance Management for Heads of Department in the public service. The policy should be used as a mechanism to ensure stability of the Heads of Department and measure them based on performance before government can terminate or renew their contracts.

 

  1. The Department should intensify developing mechanisms to uproot corruption in the public service. The Department should develop a communication platform to raise awareness of the Public Service Regulations clauses that prohibits public servants doing business with government. A new timeframe for public servants doing business with State should be afforded as a last solution. Failure by public servants to resign as Directors in their respective companies particularly those still doing business with the State should be followed by consequence as enshrined in the Public Administration Management Act of 2014 and Public Service Regulations of 2016.     

 

  1. The Batho Pele principles and the Public Service Charter should be reinvigorated, implemented and entrenched in all government departments especially those providing direct services to the citizen. The Department should monitor the implementation of the Batho Pele principles and the Public Service Charter in the public service to ensure government departments are responsive, accountable and caring to their clientele, so that queues and turning away service clients are eliminated.

 

  1. The Department should expedite the timely implementation of the Government Employee Housing Scheme (GEHS) in the public service for employee from salary level 1 to 10 and report on a quarterly basis. The Department should account to the Committee on the milestones of the GEHS since its inception and strategy on increasing rollout of the scheme. The Committee also acknowledges that any movement in this regard is dependent on successful wage negotiations with organised labour and agreements at the Public Sector Coordinating Bargaining Council (PSCBC).

 

National School of Government

  1. The National School of Government should intensify its revenue collection strategy to ensure it remains financially viable and sustainable. The School should divulge information on the defaulting departments to the Committee on a regular basis. The School should stick to a 30-day payment arrangement with all its debtors.  The School should speed up the review and resultant implementation of the funding model with the Ministry for Public Service and Administration and the National Treasury.

      

  1. The School should put necessary training mechanisms in place to position the School as a training institution of choice for all public servants, with a focus on training needs and a tailor-made curriculum. The School should speed up its accreditation process with the South African Qualifications Authority (SAQA) and relevant accreditation authorities.

 

  1. The School should find a mechanism with the Ministry to institutionalise its training programmes in such a way that most strategic and policy training programmes are made compulsory for the entire public service and at all levels. Also, the School should be able to establish its niche among all training providers, so that all state officials, after enrolling with the School should able to commit themselves to a public service that is development-oriented.

 

Centre for Public Service Innovation

  1. The Department of Public Service and Administration and the Centre should have a marketing strategy that would promote solicitation by government departments to help them with innovation projects where they need to improve on their service provision. Also, the Centre should on its own accord devise innovation projects that would make its impact to be felt in the entire public service.  

 

  1. CONCLUSION

The Department of Public Service and Administration with its entities play crucial role in building a state that is capable of realising developmental and transformative role. Professionalising the public service remains an integral part of the Department through reskilling and retraining of public servants. The NDP highlighted key areas that the Department must focus on, such as stabilising the political-administrative interface and making the public service career of choice. The DPSA and entities’ Strategic Plans and Annual Performance Plans are aligned towards achieving the goals and aspirations of the NDP. The Portfolio Committee noted the progress made in implementing and coordinating interventions aimed at achieving an efficient, effective and development oriented public service. The work of the Public Service Commission assists Parliamentary Committees to conduct effective oversight. The National School of Government is gradually progressing towards transforming the public service in terms of skills and is very innovative in finding new solutions to challenges. The CPSI has assisted a lot in improving the way of doing things in the public service and this is highly appreciated.

The Portfolio Committee recommends as follows:

That the House adopts and approve the Budget Vote 10 of the Department of Public Service and Administration

 

Report to be considered

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