ATC200820: Report of the Portfolio Committee Public Service and Administration on Consideration of the fourth quarter performance of 2019/20 financial year: Department Public Service and Administration, Entities and Public Service Commissions, Dated 19 August 2020

Public Service and Administration, Performance Monitoring and Evaluation

Report of the Portfolio Committee Public Service and Administration on Consideration of the fourth quarter performance of 2019/20 financial year: Department Public Service and Administration, Entities and Public Service Commissions, Dated 19 August 2020

 

  1. BACKGROUND

The Portfolio Committee on Public Service and Administration (hereinafter referred to as the Committee) having considered fourth quarter performance of 2019/20 financial yearof the Department ofPublic Service and Administration, National School of Government, Centre for Public Service Innovation and Public Service Commission, reports as follows:

 

  1. INTRODUCTION

Parliament through its Committees has a constitutional mandate to oversee quarterly programme performance information of the departments and entities in a specific financial year. Section 5 of the Money Bills Amendment and Related Matters Act (2009) describe the process of exercising this responsibility. The Act states that portfolio committees of parliament must conduct reviews of the finances of their respective departments and entities and if required, issue recommendations on the forward use of resources.

Programme performance information focuses on information that is collected by government departments in the course of fulfilling their mandates and implementing policies. Quarterly performance reports serve as a vital tool used by parliamentary committees to ensure accountability, transparency and oversight on how government resources are spent. Committees are expected to monitor both financial and non-financial performance of the departments. The Public Finance Management Regulations compel departments and their entities to prepare quarterly report within 30 days after the end of each quarter. Committees conduct oversight over performance reports to fulfil Parliament’s oversight and accountability mandates as enshrined in the Constitution and under the rules established by the National Assembly.

On June26, 2020, the Committee considered the second and third quarter performance of 2019/20of the Department of Public Service and Administration and entities as well as the Public Service Commission. Performance information was in accordance with the Strategic Plans, Annual Performance Plan and Medium Term Strategic Framework 2015-2020. The report further provides an overview of the presentations made before the Committee mainly focusing on the achievements, output in respect of the performance indicators and targets set for the above mentioned financial year. The report outlines the findings/observations of the Committee relating to the Department and its entities’ as well as Public Service Commission performance. 

 

  1. DEPARTMENT AND ENTITIES AS WELL AS PUBLIC SERVICE COMMISSION PROGRAMME PERFORMANCE
    1. DEPARTMENT OF PUBLIC SERVICE AND ADMINISTRATION

The Department had in the fourth quarter spent R954.963 million by 31 March 2020 from the allocated budget of R993.3 million for 2019/20 financial year. The Department has paid all service providers within 30 days in all quarters. There were no cases of unauthorised expenditure, fruitless and wasteful expenditure and irregular expenditure in all quarters. In the fourth quarter2019/2020 financial year, the Department achieved all 32 of its planned targets.

The Department had 425 posts, of which 57 are vacant which are above 10-percentage requirement in terms of the Public Service Regulation of 2016. Of the 55 vacant posts, 28 are for senior management service and 29 are for employees at level 2-12. With regard to gender representatively, there are 47% of women in SMS position and 3.5% of people with disability. In order to improve the percentage of women at SMS, the Department is intending to fill its SMS vacant posts with females.

 

Budget allocation and expenditure: March 2020

Description

 

Adjusted Budget

Actual Expenditure -

31 March 2020

Available Budget

% Spent on Budget

 R'000

 R'000

 R'000

%

 Administration

244,349

232,361

11,988

95.1%

 Policy Development, Research and Analysis

34,410

32,083

2,327

93.2%

 Public Service Employment and Conditions     of Service

73,675

59,120

14,555

80.2%

 Government Chief Information Officer

22,435

21,296

1,139

94.9%

 Service Delivery Support

65,956

60,886

5,070

92.3%

 Governance of Public Administration

47,947

44,646

3,301

93.1%

 Total

488,772

450,392

38,380

92.1%

 Centre for Public Service Innovation

38,437

38,437

0

100.0%

 National School of Government

187,905

187,905

0

100.0%

 Public Service Commission 

278,229

278,229

0

100.0%

 Total

504,571

504,571

0

100.0%

 Total

993,343

954,963

38,380

96.1%

 

  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 the mandates.

Programme 1 had sixpredetermined targets in the fourth quarter of 2019/20 financial year and all targets were achieved.

 

  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.

Programme 2 hassevenpredetermined targets in the fourth quarter of 2019/20 financial year and all targets were achieved.

 

  1. Programme 3: Public Service Employment and Conditions of Service

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 3 hadsixpredetermined targets in the fourth quarter of 2019/20 financial year and all targets were achieved.

 

  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.

Programme 4 has three predetermined targets in the fourth quarter of 2019/20 financial year and all targets were achieved.

 

  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.

Programme 5 hassix predetermined targets in the fourth quarter of 2019/20 financial year and all targets were achieved.

 

  1. Programme 6:Governance and Public Administration

The purpose of this programme is to manage and oversee the development 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.

Programme 6 had fourpredetermined targets in the fourth quarter of 2019/20 financial year and all targets were achieved.

 

  1. NATIONAL SCHOOL OF GOVERNMENT

3.2.1 Policy priorities

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 report presents quarterly performance of the fourthquarter 2019/20, which is as follows:

 

 

Budget allocation and expenditure

 

 

Annual Budget 2019/20

April to March Pro-rata budget 2019/20

April to March   Actual Expenditure 2019/20

April to March  Variance budget compared to actual (over)/under

April to March   Expenditure as % of pro-rata budget

R'000

R'000

R'000

R'000

%

Administration

          108,058

          100,339

             95,420

               4,919

95%

Public Sector Organisational and Staff Development

             79,847

             87,566

             87,566

                      -  

100%

Total Vote Expenditure

          187,905

          187,905

          182,986

               4,919

97%

 

  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 had, 10 predetermined targets in the fourth quarter of 2019/20 financial year. The NSG achieved 9 targets and 1 was not achieved.

 

  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 had 18 predetermined targets in the fourth quarter of 2019/20 financial year. The NSG achieved 15 targets and only 3 were not achieved. 

 

  1. CENTRE FOR PUBLIC SECTOR 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 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.

During the fourth quarter period the organisation had,seventargets of which five were achieved and two were not achieved by March 2020. This represents a 71% achievement. The CPSI has spent all allocated budget for 2019/20 financial year.

The report presents the second and third quarter performance of the CPSI, which is as follows:

 

  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.

  1. 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.

 

  1. PUBLIC SERVICE COMMISSION

3.4.1 Constitutional mandate

The Public Service Commission (PSC) is an independent institution established in terms of Chapter 10 of the Constitution. It derives its mandate from Section 195 and 196 of the Constitution, 1996, which set out the values and principles governing public administration which should be promoted by the PSC, as well as the powers and functions of the PSC.

 

 

3.4.2 Programme Performance

The PSC has achieved 100 percent of planned predetermined targetsin the fourth quarter of 2019/20 financial year. Substantive work on selected annual targets due in the last quarter has already commenced. The report presents both thesecond and third quarter performance of the PSC, which is as follows:

  1. Programme 1: Administration

The purpose of the Administration Programme (Programme 1) is to provide overall management of the Commission and centralised support services. The PSC hadseven predetermined targets and all of these targets have been achieved (100%)infourth quarter of 2019/20 financial year.

  1. 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. The PSC had five predetermined targets and all of these targets have been achieved (100%) in fourth quarter of 2019/20 financial year.

 

  1. Programme 3:Monitoring and Evaluation

Monitoring and Evaluation establishes a high standard of service delivery, monitoring and good governance in the public service. The PSC had two predetermined targets and all of these targets have been achieved (100%) in fourth quarter of 2019/20 financial year.

 

  1. Programme 4:Integrity and Anti-Corruption

The Integrity and Anti-Corruption Programme undertakes public administration investigations, promotes high standard of professional ethical conduct among public servants and contributes towards prevention and combating of corruption. The PSC had seven predetermined targets and all of these targets have been achieved (100%) in fourth quarter of 2019/20 financial year.

 

 

 

  1. FINDINGS AND OBSERVATIONS

The Portfolio Committee made the following observations and findings:

  1. The Committee notes and welcomedfourthquarter performance of 2019/20 financial year for the Department of Public Service and Administration, National School of Government, Centre for Public Service Innovation and the Public Service Commission. The Committee was pleased with the attainment of the performance targets and budget spent.

 

  1. The Committee was concerned with the cost the State was incurring in relation to medical negligence claims from the Department of Health particularly with reference to Gauteng and Eastern Cape provinces. The Committee welcomed announcement of the task team established to investigate this negligence and claims submitted by the Medical Practitioners and Lawyers.  The Public Service Commission was requested to join the task team in monitoring this medical negligence for the purpose of developing better policy interventions in order to mitigate causes of these claims.

 

  1. The Public Service Commission has to investigate reasons why disciplinary cases in the public service are prolonged without closure costing government millions whilst officials are idling at home.

 

  1. The Committee encouraged the National School of Government to provide trainings across all levels or spheres of government.  Trainings and development should be tailored for departments and entities that the Auditor-General South Africa flag consistently with regard to unacceptable audit outcomes. The Committee encouraged the School to offer more training on courses aimed to improve sound financial management such as supply chain management in the public administration.

 

  1. The Committee encouraged the School to assist departments not performing well against set targets with relevant trainingcoursesin order to enhance their performance.

 

  1. The National School of Government was advised to begin offering trainings to government officialsthrough virtual platforms and online to avoid loss of income due to COVID-19 pandemic.

 

  1. The Committee was concerned with the vacancy rate at the Centre for Public Service Innovation as a result of the reconfiguration of the Centre. The Committee urged the Minister to fast track the process of reconfiguring the Centre and share the findings of the report.

 

  1. The Committee encouraged the Department to develop an electronic system to measure performance management in the public service. 

 

  1. The Committee was concerned about the backlog in finalising disciplinary cases in the public service. The Department was encouraged to develop a new Disciplinary Management Tool and ensure disciplinary cases are captured in the PERSAL system. Failure to load disciplinary cases on the system should be considered as a punishable offence. The Department should further provide the Committee with a report on pool of labour experts to be used in fast tracking disciplinary cases.

 

  1. The Department was encouraged to make public servants aware that doing business with the state is prohibited by the law.

 

  1. The Committee stressed about the lack of effective monitoring on the implementation of Service Delivery Improvement Plans in the Public Service.The Department was encouraged to strengthen its monitoring unit with the intention to ensure compliance and impact of SDIPs in improving service delivery across the public service.

 

  1. Recommendations

The Portfolio Committee made the following recommendation:

5.1        The Committee should organise a joint committee meeting with the Department of Health on the causes and cost of medical claims due to medical negligence.

 

6. The Portfolio Committee recommends as follows:

6.1       The House adopts and approve the fourth quarterperformance report of the Budget Vote 10 of the Department of Public Service and Administration.

Report to be considered.

Documents

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