ATC201013: Preliminary Budgetary Review Recommendations Report of the Portfolio Committee on Public Service and Administration on the Four Quarters Performance 2019/2020 for the Department of Public Service and Administration and its Entities as well as Public Service Commission, Dated 13 October 2020

Public Service and Administration, Performance Monitoring and Evaluation

PRELIMINARY BUDGETARY REVIEW RECOMMENDATIONS REPORT OF THE PORTFOLIO COMMITTEE ON PUBLIC SERVICE AND ADMINISTRATION ON THE FOUR QUARTERS PERFORMANCE 2019/2020 FOR THE DEPARTMENT OF PUBLIC SERVICE AND ADMINISTRATION AND ITS ENTITIES AS WELL AS PUBLIC SERVICE COMMISSION, DATED 13 OCTOBER 2020

 

  1. BACKGROUND

Due to worldwide COVID-19 pandemic and the implementation of the lockdown, government departments and entities were unable to table Annual Reports in Parliament by the end September 2020, therefore the Committee has consolidated four quarterly performance reports for the preliminary Budgetary Review and Recommendations Report. The Portfolio Committee on Public Service and Administration (hereinafter referred to as the Committee) having considered the consolidated four quarter performance reports forthe 2019/20 financial yearof the Department of Public Service and Administration, National School of Government, Centre for Public Service Innovation and Public Service Commission report as follows:

 

  1. INTRODUCTION

Parliament derives its mandate from the Constitution of the Republic of South Africa. The strategic objectives of the Portfolio Committee are informed by five strategic goals of Parliament. The functions of the Portfolio Committee on Public Service and Administration as well as Monitoring and Evaluation are as follows:

  • Participating and providing strategic direction in the development of the legislation and thereafter passing the laws;
  • Conducting oversight over the Executive to ensure accountability to the Parliament towards achieving an effective, efficient, developmental and professional public service;
  • Conducting public participation and engaging citizens regularly, with the aim to strengthen service delivery; oversee and review all matters of public interest relating to the public sector;
  • Monitoring the financial and non-financial aspects of departments and its entities and ensuring regular reporting to the Committee, within the scope of accountability and transparency;
  • Supporting and ensuring implementation of the Public Service Commission (PSC) recommendations in the entire public service
  • Participating in international treaties that impact on the work of the Committee.

 

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) describes the process of exercising this responsibility. The Act states that 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.

 

  1. PURPOSE OF THE BUDGETARY REVIEW AND RECOMMENDATIONS REPORT

In terms of Section 5 of theMoney Bills Amendment Procedures and Related Matters Act, No. 9 of 2009 the National Assembly, through its Committees, must annually compile Budgetary Review and Recommendations reports (BRRR) that assess service delivery and financial performance of departments and may make recommendations on forward use of resources. The BRRR is also a source document for the Committees on Appropriations when considering and making recommendations on the Medium Term.

The Money Bills Amendment Procedures and Related Matters Act, section 5 (3) highlights focus areas on the budgetary review and recommendation report as:

  • Providing an assessment of the department’s service delivery performance given available resources;
  • Providing an assessment of the effectiveness and efficiency of the departments use and forward allocation of available resources; and
  • Including recommendations on the forward use of resources.

3.1Method

The Portfolio Committee on Public Service and Administration compiled the 2019/20 preliminary consolidated report using the following documents:

  • The National Development Plan: Vision for 2030.
  • Medium Term Strategic Framework 2015 - 2020.
  • State of the Nation Address 2019.
  • Strategic Plans of the PSC, the Department and entities.
  • National Treasury (2019) 4th Quarter Expenditure 2019/20 Financial Year.
  • Annual Performance Plans of the PSC, the Department and entities.

 

  1. NATIONAL DEVELOPMENT PLAN VISION 2030

The Department of Public Service and Administration is required 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. In relation to the National Development Plan 2030, the Department has the following strategic priorities:

  • Setting and implementing measures to advance women’s equality.
  • Managing the graduate recruitment scheme for the public service to attract highly skilled people.
  • Realising a developmental, capable and ethical state to ensure a dignified treatment of citizens.
  • Addressing unevenness in state capacity to deal with uneven performance in local, provincial and national government.
  • Professionalisation of the public service in order to:

 

  • Put in place the Administrative Head of the Public Service.
  • Introduce a hybrid system for the appointment of Heads of Department (HoDs).
  • Establish delegations of authority and principles on human resource matters.
  • Address the shortage of scarce skills.
  • Solve skills shortage at technical and managerial levels.
  • Improve intergovernmental relations.
  • Fight and eliminate corruption in the public service.
  • Foster leadership and inculcate responsibility throughout society.
  • Put responsibility for human resource matters on the shoulders of the HoDs.

 

  1. MANDATE OF THE DEPARTMENT OF PUBLIC SERVICE AND ADMINISTRATION

The mandate of the Department of Public Service and Administration is derived from Section 195(1) of the Constitution to implement 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 the Public Service and Administration is responsible for establishing norms and standards relating to:

  1. The functions of the public service,
  2. Organisational structures and establishment of departments and other organisational and governance arrangements in the public service,
  3. Labour relations, conditions of service and other employment practices for employees,
  4. The Health and wellness of employees,
  5. Information management,
  6. Electronic government in the public service,
  7. Integrity, ethics, conduct and anti-corruption; and
  8. 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. DEPARTMENT AND ENTITIES PROGRAMME PERFORMANCE
    1. DEPARTMENT OF PUBLIC SERVICE AND ADMINISTRATION
      1. Budget and expenditure for 2019/20

The Department of Public Service and Administration spent R954.9 million in the fourth quarter by 31 March 2020 from the allocated budget of R993.3 million for 2019/20 financial year. The Department 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 quarter 2019/2020 financial year, the Department achieved all 32 of its planned targets.

The Department had 425 posts, of which 57 were 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 levels 2-12. With regard to gender representativity, there are 47% of women in SMS positions and 3.5% of people with disability. In order to improve the percentage of women at SMS, the Department had intended 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

The Department has six programmes which are as follows:

  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 six predetermined 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 has seven predetermined 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 had six predetermined 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 has six 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 four predetermined targets in the fourth quarter of 2019/20 financial year and all targets were achieved.

 

  1. NATIONAL SCHOOL OF GOVERNMENT

6.2.1 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 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 fourth quarter 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, seven targets 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

6.4.1     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.

6.4.2 Programme Performance

The PSC has achieved 100 percent of planned predetermined targets in 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 the second 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 had seven predetermined targets and all of these targets have been achieved (100%) in fourth 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. OBSERVATIONS AND KEY FINDINGS

The Committee made the following observations:

  1. The Committee noted and welcomed quarterly 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 commended the Department of Public Service and Administration, National School of Government, Centre for Public Service Innovation and Public Service Commission for paying suppliers within 30 days.

 

  1. The Committee was of the view that the Department has todevelop sound measures to reduce wage bill in the public service. The Department has to consult with organised labouron any matters concerning conditions of services of the public servants before pronouncements are made on the media platforms.

 

  1. The Committee stressed the importanceof effective monitoring towards the implementation of Service Delivery Improvement Plans in the Public Service. The Department was encouraged to strengthen its monitoring unit with the aim ofimproving quality and compliance of the SDIPs inthe public service.

 

  1. The Committee commended the Department on the progress made with regard to the establishment of Office of Standards and Compliance. The Committee urged the Department to expand the scope of the Office of Standards and Compliance to conduct life style audits for government employees in all three spheres of government.

 

National School of Government

  1. The National School of Government should continue to develop a funding model, which will make the School self-sustainable. A certain percentage of the training budgets in government departments have to be ring-fenced for training and development courses offered by the School.

 

  1. The Committee commended the School for developing mandatory training courses in the public sector. Mandatory training courses are offered for free by the School. The National Treasury had allocated budget for such courses, and the North West Province was selected as a pilot province for mandatory courses.

 

  1. The Public Service Commission was urged to monitor the management of transfer and secondment of government officials in the public service.

 

  1. The Public Service Commission was urged to investigate reasons why disciplinary cases in the public service get prolonged without closure, which costs government a lot of money whilst officials are idling at home.

 

  1. RECOMMENDATIONS

The following recommendations are proposed to the Minister:

  1. The Department of Public Service and Administration should swiftly and fully establish the Office of Standards and Compliance and expand its scope to conduct life style audits for government employees in all three spheres of government.

 

  1. The Department of Public Service and Administration should develop an inclusive strategy aimed at reducing the public service wage bill over the medium term by regularly consulting with organised labour when major decisionsaffecting the conditions of services in the public service are made.

 

  1. The National School of Government in consultation with the National Treasury should develop a last funding solution for the sustainability of the School. The School should be permitted to use training funds for learners who were unable to attend training for a longer period.

 

  1. The National School of Government in collaboration with the Department of Public Service and Administration should ensure that all senior managers in the public service become aware of the mandatory training courses freelyoffered by the School.

 

  1. The Public Service Commission should investigate reasons causing delays in closing disciplinary cases in the public service as the situation cost government millionof rands,whilst suspended officials are idling at home.

 

  1. CONCLUSION

The Portfolio Committee has compiled this report using all four quarterly performance reports submitted during the course of the year. All fourth quarter reports were tabled in the National Assembly. The Committee is awaiting the department and entities as well as Public Service Commission to table audited Annual Reports, so that it can embark on analysing the performance of audited quarterly performance reports.   

 

Report to be considered.

Documents

No related documents