medium term strategic plan 2007/2008 - 2009/2010€¦ · · 2008-07-02ppsc mt cover.indd 1sc mt...

Public Service Commission

May 2007

Medium Term Strategic Plan 2007/2008 - 2009/2010


Tel: +27 12 352-1000Fax: +27 12 325-8382Website: www.psc.gov.za

National Anti-Corruption Hotline for the Public Service: 0800 701 701

Republic of South Africa

PSC MT Cover.indd 1PSC MT Cover.indd 1 5/21/07 6:28:40 PM5/21/07 6:28:40 PM

Eastern Cape91 Alexandra RoadKing William’s Town 5601

Tel: (043) 643-4704Fax: (043) 642-1371

Free State62 Fedsure Building3rd Floor, St Andrews StreetBloemfontein, 9301

Tel: (051) 448-8696Fax: (051) 448-4135

GautengTen Sixty-Six Building16th Floor, 35 Pritchard StreetJohannesburg 2001

Tel: (011) 833-5721Fax: (011) 834-1200

KwaZulu-Natal262 Brasford Housecnr Commercial & Longmarket StreetsPietermaritzburg 3200

Tel: (033) 345-9998Fax (033) 345-8505

Mpumalanga19 Russel StreetNelspruit 1200

Tel: (013) 755-4070Fax: (013) 752-5814

PUBLIC SERVICE COMMISSION OFFICES

Vision

The Public Service Commission is an independent and impartial body created by the Constitution, 1996, to enhance excellence in governance within the Public Service by promoting a professional and ethical environment and adding value to a public administration that is accountable, equitable, effi cient, effective, corruption-free and responsive to the needs of the people of South Africa.

Mission

The Public Service Commission aims to promote the constitutionally enshrined democratic principles and values of the Public Service by investigating, monitoring, evaluating, communicating and reporting on public administration. Through research processes, it will ensure the promotion of excellence in governance and the delivery of affordable and sustainable quality services.

Northern Cape1st FloorWoolworths Buildingc/o Lennox & Chapel streetsKimberley 8300

Tel (053) 832-6222Fax (053) 832-6225 LimpopoKleingeld Trust Building81 Biccard StreetPolokwane 699

Tel (015) 297-6284Fax (015) 297-6276

North-WestMmabatho Post Office BuildingGround FloorUniversity DriveMmabatho 2735

Tel: (018) 384-1000Fax: (018) 384-1012

Western CapeSanlam Golden Acre Building21st Floor, Adderley StreetCape Town8000

Tel (021) 421 3980Fax (021) 421 4060


Published in the Republic of South Africa by:

THE PUBLIC SERVICE COMMISSIONCommission House

Cnr. Hamilton & Ziervogel StreetsArcadia, 0083

Private Bag x121Pretoria, 0001

Tel. (012) 352-1000Fax (012) 325-8382

Website. www.psc.gov.za

National Anti-Corruption Hotline Number for the Public Service:0800 701 701 (Toll-Free)


i

PSC Mid Term.indd 1PSC Mid Term.indd 1 5/21/07 6:42:05 PM5/21/07 6:42:05 PM

ii

FOREWORDThe strategic plan of the Public Service Commission (PSC) is prepared in terms of the Treasury Regulations, whereby an institution is required to prepare a strategic plan that is consistent with the period covered by the Medium Term Expenditure Framework (MTEF). This plan serves to guide the work of the PSC for the period 2008/2009 to 2010/2011. It also serves as a framework that informs stakeholders regarding the PSC’s outputs over the MTEF period.

The PSC held its strategic planning session in April 2007 in the context of the Review of State Institutions Supporting Constitutional Democracy (Chapter 9 Institutions) and the PSC established in terms of Chapter 10 of the Constitution, 1996. The PSC has welcomed this review as it provides an ideal opportunity to monitor the functioning of democratic institutions in their contribution to deepening democracy within South Africa. Reviews such as this give life to the notions of accountability and transparency, and confi rm that organs of state remain answerable to the public.

While cognisant of such context, the PSC emerged from its strategic planning session which was held in April 2007, confi dent of its leadership role in the transformation of the Public Service and as the custodian of good governance. Accordingly, the relevance and importance of its Key Performance Areas were confi rmed to be in line with its strategic thrust. It also provided the PSC with an opportunity to refl ect on the progress and impact it has made in public administration during the 2006/2007 fi nancial year. As an evolving institution, the PSC recognizes that there will always be room for improvement. A sound basis has, however, been laid in the seven years of its existence upon which the PSC can build. Despite its short existence, the PSC has reached a “phase of maturity”. Testimony to this is the comprehensive body of work produced, the research work that continues to raise debate, and the increased interaction with our various stakeholders.

In the key performance area of Labour Relations Improvement, the PSC has successfully positioned itself as the arbiter of grievances in the Public Service. The annual increase in the number of grievances and complaints lodged supports this assertion. However, its role in grievance resolution needs to extend to that of understanding the underlying causes of grievances, and offering commentary on grievance trends. Such work will provide it with empirical research data which can feed into the latest discourse on labour relations trends and best practices. The impact of such contribution was most evident in its successful co-hosting of the fi rst biennial Labour Relations Conference for the Public Service with the Public Service Coordinating Bargaining Council (PSCBC).


iii

The PSC continues to contribute to the deepening of a strong culture of ethics and has intensifi ed its efforts to eliminate corruption, and ensure an accountable public administration. The National Anti-Corruption Forum (NACF) has strengthened the country’s partnership approach to promote ethical conduct. The work done to date shows that the NACF is yielding positive results. The PSC continues to provide a comprehensive secretariat service to the NACF and plays a critical role in the implementation of the National Anti-Corruption Programme (NACP).

Building on this strong public participation dimension in the anti-corruption drive, citizens have been encouraged to actively play a role in reporting acts of corruption. The National Anti-Corruption Hotline (NACH) is proving to be a very important participatory mechanism for the Public Service in its fi ght against corruption. By the end of March 2007, a total of 2689 allegations of corruption have been reported through the NACH. However, feedback from departments and agencies remains generally sluggish, unfortunately encouraging perceptions that there are high levels of corruption in the Public Service. While the foundation for an integrity driven Public Service has been laid, it does require managers to deepen implementation of the frameworks and strategies that are in place. Levels of compliance with confl icts of interest legislation, show that responses of senior managers are still not at the desired level. Given such a situation, the call by the PSC for a comprehensive framework on the management of confl icts of interest becomes even more signifi cant. Going forward it will be important for the PSC to assess the public perception of the extent to which it considers that government is addressing corruption. In this regard it will be useful to consider the development of a corruption index.

In the area of Monitoring and Evaluation (M&E), the PSC continues to defi ne the fundamentals of M&E in the Public Service. The PSC’s transversal Public Service Monitoring and Evaluation System continues to generate performance data that assesses the extent to which departments comply with the nine values and principles of public administration contained in the Constitution. The system has been in operation for fi ve years, during which it was applied in 54 departments (17 national and 37 provincial). The application of the system has resulted in another consolidated Monitoring and Evaluation Report for the 2005/2006 research cycle. To further its contribution in the area of M&E, the PSC played a key role in co-hosting the inaugural South African Monitoring and Evaluation Association (SAMEA) Conference. The theme of the Conference was “Monitoring and Evaluation in Action”.


iv

Much of the PSC’s M&E work has contributed to the development of an annual State of the Public Service Report. This report, which has become a critical source document, provides a high level analytical overview of the progress on government performance. The 2007 edition focused on the contribution of the Public Service towards the achievement of growth and development objectives in South Africa. As the key implementation agency of the State, the Public Service is central to such efforts.

The promotion of a high standard of public service leadership and effective performance management remains a critical focus area for the PSC. The PSC continues to facilitate the evaluation of Heads of Department (HoD). Nevertheless, there has been a noticeable decline in the number of HoDs evaluated, and the PSC is concerned that unless urgent action is taken to address the procedural challenges facing the evaluation process, compliance may deteriorate even further. The effective roll out of the organizational performance assessment is reliant on greater compliance with the Evaluation Framework.

The PSC’s approach to oversight also involves conducting on-site inspections of Public Service institutions. Such inspections provide fi rst hand experience of what happens in departments and enables the PSC to base its oversight work on practical experience.

The PSC has reached a critical point where the operationalisation of its mandate has broadened, and the demands on it by stakeholders have increased. There needs to be a rigorous assessment of the resource needs of the PSC if it is to deliver on the quantum and quality of outputs to ensure the consolidation of successes that have already been achieved in effecting the practice of public administration. It can no longer sustain service delivery with the current staff capacity and skills accommodated in its approved establishment. To mitigate against this, the PSC must explore ways in which to unlock more resources in the short to medium term.

Notwithstanding some internal challenges of capacity and some imminent contextual challenges, it is imperative that the PSC remains focused on its primary goal as the custodian of good governance. Furthermore, the work of the PSC should continue to serve as catalysts of transformation for the Public Service, and spearhead innovative developments in meeting challenges of service delivery excellence.

ODETTE R RAMSINGHDIRECTOR-GENERAL: OFFICE OF THE PUBLIC SERVICE COMMISSION


Contents FOREWORD ii

1. MEDIUM TERM CONTEXT AND STRATEGIC ORIENTATION 1 1.1 Background 2 1.2 Mission statement 2 1.2.1 Vision 2 1.2.2 Mission 2 1.3 Legislative Mandate 2 1.4 Key Focus Areas and Policy Developments 3 1.5 Contextual Challenges 5 2. MEDIUM TERM STRATEGIC FRAMEWORK OF THE PSC 9 2.1 Strategic Focus Areas 10 2.2 Summary of Measurable objectives, expected outcomes, measures and targets during the MTSF period 11 3. INSTITUTION BUILDING AND SUPPORT 39 3.1 Human Resources 40 3.1.1 Service Delivery Improvement Programmes 41 3.2 Internal Audit and Risk Analysis 41 3.3 Information Technology 41 3.3.1 Proposed Information Technology Acquisition Plan 41 3.4 Financial Reporting and Corporate Management 41 3.5 Communication and Information Services 43 4. MEDIUM TERM EXPENDITURE FRAMEWORK ESTIMATES 45 4.1 Expenditure Estimates per Programme 46 4.2 Expenditure Estimates per Economic Classifi cation of Expenditure 46

v


4.3 Proposed Acquisitions of Fixed or Movable Capital Assets 47 4.4 Proposed Acquisitions of Financial Assets or Capital Transfers 47 5. MULTI-YEAR PROJECTIONS OF INCOME AND PROJECTED RECEIPTS 49 6. CONCLUSION 51

vi


MEDIUM TERM CONTEXT AND STRATEGIC ORIENTATION

Cha

pter

One

1


1.1 BACKGROUND

The Public Service Commission (PSC), as an independent and impartial institution, established by the Constitution in 1996, has been tasked and empowered to, amongst other functions and powers, investigate, monitor and evaluate the organisation and administration of the Public Service. This mandate also entails the evaluation of achievements, or lack thereof of Government programmes. Linked to the aforementioned powers, the PSC must also promote measures to ensure effective and effi cient performance within the Public Service and to promote values and principles of public administration as set out in the Constitution, throughout the Public Service.

1.2 MISSION STATEMENT

The PSC’s vision and mission are derived from the values and principles of public administration laid down in the Constitution, 1996 (Section 195 (1) (a) – (i)).

1.2.1 VISION

The PSC is an independent and impartial body created by the Constitution to enhance excellence in governance within the Public Service by promoting a professional and ethics environment and adding value to the public administration that is accountable, equitable, effi cient, effective, corrupt-free and responsive to the needs of the people of South Africa.

1.2.2 MISSION

The PSC aims to promote the constitutionally enshrined democratic principles and values in the Public Service by investigating, monitoring, evaluating, communicating and reporting on public administration. Through research process, it will ensure the promotion of excellence in the governance and the delivery of affordable and sustainable quality services.

In line with the vision and mission, the PSC’s objectives and strategic focus areas are shaped and dictated by government priorities. There are seven key performance areas of the PSC for the medium term. These are:

• Labour Relations Improvement• Public Administration Investigations• Professional Ethics and Human Resource Reviews• Governance Monitoring• Leadership and Performance Improvement• Service Delivery and Quality Assurance• Institution Building

1.3 LEGISLATIVE MANDATE

The PSC derives its mandate from sections 195 and 196 of the Constitution, 1996. Section 195 sets out the values and principles governing public administration, which should be promoted by the PSC. These values and principles are:

• a high standard of professional ethics;• effi cient, economic and effective use of resources; • a development-orientated public administration; • provision of services in an impartial, fair and equitable way, without bias; • responding to people’s needs and encouraging the public to participate in policy-making;• accountable public administration;

2


• fostering transparency; • the cultivation of good human resource management and career-development practices; and • a representative public administration with employment and personnel management practices based on

ability, objectivity, fairness and the need to redress the imbalances of the past.

1.4 KEY FOCUS AREAS AND POLICY DEVELOPMENTS

This section gives an overview of some of the key focus areas of the PSC over the medium term and its policy developments.

• In the improvement of labour relations, the PSC has positioned itself as a main arbiter of grievances in the Public Service. The number of grievances handled by the PSC increased from 486 in 2006 to 641 by March 2007. This is largely due to the fact that Grievance Rules have been translated into all offi cial languages and are available on the PSC website (www.psc.gov.za). The fact that the PSC has enforced stringent time frames for departments to adhere to prescribed periods has also contributed. However, effectively improving labour relations means that the PSC has had to go beyond grievance resolutions, and to understanding the underlying causes of grievances. In this way, if a particular practice is giving rise to grievances and this is addressed, the number of dissatisfactions should decrease resulting in a happier Public Service workforce. In an attempt to track grievance patterns within the Public Service, the PSC has conducted a research on grievance trends, and has been able to identify the main causes of grievances. A research project on the management of poor performance in the Public Service has also been completed. The PSC has recently co-hosted a successful fi rst biennial Labour Relations Conference for the Public Service with the Public Service Co-ordinating Bargaining Council. The theme of the Conference was Knowledge through Dialogue: Harmonizing Labour Relations in the Public Service. The Conference succeeded in bringing together labour relations practitioners, and providing them with a platform to debate the latest labour relations trends and best practices that can contribute to a harmonious working environment. Nurturing such a partnership is important in the PSC’s promotion of labour relations.

• The PSC continues to intensify its efforts to promote professional ethics and eliminate corruption. The National Anti-Corruption Hotline (NACH) is proving to be a very important mechanism for the Public Service in its fi ght against corruption. As at March 2007, a total of 4726 cases have been generated by the NACH since its inception in September 2004. Of these, 2689 relate to corruption (bribery, embezzlement, fraud, favouritism and nepotism, confl ict of interest, maladministration and abuse of government equipment). A total of 168 cases fell outside the jurisdiction of the Public Service, while 515 were frivolous cases. A total of 155 calls related to additional information to the original report by the whistleblower, while 1199 related to service delivery (i.e. cases, which on closer scrutiny turned out to be a lack of service delivery). Service delivery complaints emanating from the NACH were not anticipated at the time of the establishment of the NACH. The PSC is also steadfast in following up with departments on the status of investigations and facilitates feedback to whistleblowers by updating the case management system. Having recognised the importance of close collaboration with departments to ensure the credibility of the Hotline, the PSC has developed a Hotline Toolkit to assist departments with the handling of cases referred to them through the NACH. While this should improve turn around time, more resources are needed to increase investigative capacity throughout the Public Service if the investigation pace is to be accelerated considerably.

• In South Africa, partnering in implementation has become an expected principle, especially in the fi ght against corruption. The PSC continues to provide secretariat services to the National Anti-Corruption Forum (NACF), a forum that promotes continual dialogue and collective anti-corruption action among all sectors. The PSC has played an instrumental role in the implementation of the National Anti-Corruption Programme (NACP), which has yielded a number of tangible results, including the publication of a Guide on the Prevention and Combating of Corrupt Activities Act as well as the signing of an Integrity Pledge by the leaders of the Business, Civil Society and Public Sectors. The signing of the Pledge is a voluntary commitment

3


of the sectors represented on the NACF to serve the country and its people with respect, dignity and integrity and is consistent with the values and principles of the Constitution. All sectors are expected to popularise it with their constituencies and encourage their members to sign up. At the next National Anti-Corruption Summit which will be held in November 2007, stakeholders will have the opportunity to assess whether the NACF has met the expectations in contributing to the fi ght against corruption.

• The reporting of fi nancial misconduct has become a focus area for the PSC. A Report on Financial Misconduct in the Public Service for the 2005/2006 Financial Year was released in April 2007.

• In driving the momentum for ethical conduct, senior managers have a key role to play. Since 2001, senior management has had to disclose their fi nancial interests in terms of the Financial Disclosure Framework. The emphasis has, however, been largely on compliance around fi nancial disclosures. Together with these efforts, the PSC’s focus has also moved to a closer scrutiny of possible confl icts of interest. This has led the PSC to carry out research that would guide a comprehensive framework to manage confl icts of interest. This research has culminated in a Report on the Management of Confl icts of Interest in the Public Service, with proposals for the establishment of a framework for the management of Confl icts of Interest. The Report proposes the implementation and regulation of a policy on confl icts of interest that will provide detailed measures on the management of confl icts of interest. It also proposes that the Code of Conduct for public servants, the Financial Disclosure Framework for SMS members and the proposed policy on confl icts of interest be rationalised and amalgamated to form one confl icts of interest management system.

• Monitoring and Evaluation (M&E) is fi rmly recognized as an important component to Public Administration. In a relatively short period of time it has managed to establish itself as a discipline capable of supporting the transformation efforts of government. The PSC has been at the forefront of M&E initiatives with the establishment of its transversal Public Service Monitoring and Evaluation System which has been running for the past 5 years. It has been applied in 54 departments (17 national and 37 provincial). The system continues to generate evaluative data on the performance of the Public Service. It evaluates such performance by assessing the extent to which departments comply with the nine values and principles of public administration contained in Section 195 of the Constitution. These values and principles are effectively the benchmark for good governance as prescribed by the Constitution. The evaluative data generated through the application of the System has contributed towards improved governance in the Public Service from at least two perspectives. Firstly, the PSC has consistently reported its fi ndings and recommendations to the Legislatures (National and provincial) through the relevant Portfolio/Select Committees. In so doing, the Legislatures were provided with evidence-based reports on which to base their political oversight work. Secondly, the PSC engaged with the departments concerned on the fi ndings and recommendations, thus providing valuable advice to the Executive on good administrative practice.

The application of the system has resulted in another consolidated Monitoring and Evaluation Report for the 2005/2006 research cycle.

• In order to enhance the promotion of sound Monitoring and Evaluation practice, both within and outside government, the PSC played an instrumental role in the establishment of the South African Monitoring and Evaluations Association (SAMEA). It also co-hosted the fi rst SAMEA Conference with the theme Monitoring and Evaluation in Action. The Conference succeeded in stimulating debate and research around Monitoring and Evaluation practice.

• Much of the PSC’s M&E work has contributed to the development of an annual State of the Public Service Report. This report provides a high level analytical overview of the progress made by the Public Service in giving effect to the Constitutional values and principles of public administration. The State of the Public Service Report has become a critical source document, which a range of stakeholders now rely on for an independent analysis of the performance of the Public Service. While the 2006 edition focused on

4


capacity of the Public Service to deliver, the 2007 edition focused on the contribution of the Public Service towards the achievement of growth and development objectives in South Africa. The promotion of growth and development has been a high priority for South Africa from the inception of its democracy. As the key implementation agency of the State, the Public Service is central to efforts of achieving growth and development and improving the standard and quality of life for South Africans.

• Following Cabinet’s adoption of a structured framework for the evaluation of the performance of HoDs in November 2000, the PSC continues to play a key role in the performance evaluation of HoDs by providing advice on the content of performance agreements and facilitating performance evaluations. To date over 240 performance evaluations have been facilitated by the PSC since the inception of the Framework. The PSC assesses an average of 70 performance agreements of HoDs annually. The anticipated outcomes of this area of work are at the heart of government’s attempts to improve service delivery through strong public service leadership. Given the critical role of HoDs in the implementation of government’s programme of Public Service delivery, it is important to ensure that there is an effective system of support and scrutiny for this most senior echelon of the administrative leadership. The PSC has begun to strengthen this process with the roll-out of the organisational assessments prior to the evaluation of the HoDs. These organisational assessments provide consolidated information on key dimensions of departmental performance, such as Strategic Planning, Financial Management, Human Resource Management and Service Delivery.

• The Constitution obliges the Public Service to involve the public in policy making and implementation. Such participatory governance is important in that it aligns the policies and programmes of the Public Service with actual needs and experiences of communities and promotes local ownership of what is being implemented. The PSC believes that departments need to put in place clear policies and guidelines to ensure that participatory governance is achieved. The PSC will continue to promote citizens’ participation and encourage the use of Citizens’ Forums as a structured approach to public participation. The Forums provide a platform for institutions that are independent of the Executive to work jointly with citizens to make proposals and develop practical measures to improve service delivery.

• Apart from conducting research, the PSC’s approach to oversight also involves carrying out on-site inspections of Public Service Institutions. Such inspections are a crucial monitoring mechanism which provides fi rst-hand experience on what happens in departments. The PSC has piloted its Protocol in four departments and will draw lessons from the pilot phase to roll out the process in other departments.

1.5 CONTEXTUAL CHALLENGES

The PSC is a unique institution with a very broad mandate covering the full spectrum of public administration. It is the only body empowered and obliged to oversee and evaluate the functioning of the Public Service. The PSC in pursuance of its oversight, promotional, investigative and directional role has had to play a signifi cant role in the transformation of the Public Service. It has conducted itself as an institution of good governance whose processes and capabilities have been forged and fi nessed through its endeavours in confronting and transforming public administration geared to serve the priorities of an Apartheid government into one that is aligned with the democratic values and principles as enshrined in our Constitution.

In the process of fulfi lling the above role, the following key contextual challenges are confronting the PSC:

• The budgetary constraints experienced by the PSC have an impact on its human resource capacity which is severely limited. If one takes current demands on the PSC into account, the additional amount allocated to the PSC by National Treasury for 2007/2008 is inadequate1 . As a result, the organisation is experiencing serious human resource limitations that will surely impact on the scope of the work and its independence.

5

1 - PSC requested R12 million additional and only received R3.5 million


It will not have the “scrutiny reach” it needs, given the size of the Public Service and the breadth of its mandate.

• The capacity constraints must be seen against the greater demands that are placed on the PSC, as the custodian of good governance, to advise and introduce innovative approaches to public administration. Through the years the PSC has built a reputation on which the Public Service can rely with respect to high quality and analytical research, sound investigative audits and reviews as well as effective promotion of sound practices. With such recognition has come an increase in requests for advice and support. These requests are of a diverse nature and cover the full extent of the PSC’s broad mandate that is inclusive of a Public Service with more than one million employees. Despite this increase in demand, there has not been a concomitant increase in the budget. The increasing demands for the PSC’s advice and support in all areas of its mandate, is placing considerable strain on its resources.

• The PSC has reached a critical point where its operationalization of its mandate has broadened. It can no longer sustain service delivery with the current staff capacity and skills accommodated in the current approved establishment. It would particularly be important to increase the resource base of the PSC in such a manner that additional human resources can be acquired. The total staff compliment of the PSC is only 233. Per capita the PSC therefore has approximately one staff member for every 4 300 public servants.

• The recommendations and advice generated by the PSC through its investigations and monitoring and evaluation activities, whilst enforceable, are not enforced by the Executive and Parliament. It remains the prerogative of Executing Authorities and Heads of Department to adopt or reject the PSC’s recommendations and advice. Even in cases where the PSC through its investigations have uncovered serious irregularities and recommended corrective steps, the recommendations may be ignored. The net result is that the PSC is not empowered to ensure that the improvements in public administration that it strives for through the body of its work are actually implemented. There may be a legislative route to overcome this limitation by making the PSC’s recommendations enforceable through an amendment of the PSC Act or the Public Service Act. However, the constitutionality of such amendments will have to be considered.

• Interaction with provincial legislatures is not at the level which the PSC would like it to be. This may largely be because the provincial legislatures do not have specifi c committees on public service and administration that the PSC can engage with. Reports of the PSC are tabled with the Speakers of the legislatures, but very seldom are the PSC’s requests to do presentations accepted. This may be attributed to the fact that the reports are not seen to be provincial specifi c enough. However, such reasoning does not fully appreciate that issues covered in the research reports are of a generic nature to the whole of the Public Service and in all instances a sample size is taken from national and provincial departments. The challenge is to relate the fi ndings and recommendations contained in the reports to practice in a specifi c Province. In preparing presentations to provincial legislatures the PSC has, however, attempted to be more provincial specifi c. Frequent interaction between the Speakers of provincial legislatures and the Commissioners resident in the provinces may facilitate improved reporting to provincial legislatures.

• The PSC has recognised that it is not suffi cient to “put stuff out there” but that it needs to facilitate structured debate on its approach and usefulness. It has initiated roundtables where it invites a group of critical stakeholders to engage on public administration issues. It has recently emerged from roundtables on its 2006 State of the Public Service Report and the Managing of Confl icts of Interest Report. Such roundtables seek to provide a platform for comments and discussion on the issues, and provide guidance on considerations that should inform future PSC research. The thrust of such invitations is to invite criticism on the improvement of the work of the PSC. The PSC is proud of such an initiative as it sends a clear message that it is open to learning and engaging with critical introspection on its work and its role in the South African Public Service.

6


7

• A learning gained from these stakeholder engagements show that signifi cantly more work needs to be done in the area of advocacy and promotional activities. The PSC has done much research work, and yet its ability to disseminate and model best practice has been hampered by its resource constraints. The recent Labour Relations, South African Monitoring and Evaluation Association (SAMEA) and Human Resources conferences poignantly refl ect the need for active engagement with stakeholders if he PSC’s work is to infl uence attitude, behaviour and practice within the Public Service. There is a need to refi ne its engagement strategy with its key stakeholders. It is of vital importance that the PSC should in a sustained manner critically engage with the ways in which its outputs, oversight and advocacy efforts are having a signifi cant, substantive and direct impact on enhancing excellence in the Pubic Service and accelerating service delivery.

• Modelling and disseminating best practice requires that the PSC keeps abreast with development trends in public administration abroad and within the African continent. The work of the PSC extends to the African continent. The PSC on an ongoing basis receives invitations to deliver papers at conferences, as well as to provide technical expertise and to co-host such conferences. It also receives requests to assist in best practices within the continent. Due to capacity constraints, the PSC is unable to accede to some of the requests.

• Around the area of professional ethics, the PSC has made a signifi cant contribution towards an ethical Public Service. Through its work in this area, it continues to raise the ethics bar and levels of integrity within the Public Service. In the debate on confl icts of interest, as evidenced by its Report on Managing Confl icts of Interest in the Public Service, published in the beginning of 2007, the PSC has strongly argued for the implementation of a policy that will provide detailed measures for managing confl icts of interest. Such call becomes pertinent if one notes that for the 2005/06 fi nancial year, only 66% of senior managers have complied with the confl icts of interest legislation. However, since the PSC is not a policy formulating institution, it can only recommend best practice to improve the integrity of the South African Public Service.

• Access and redress principles are critical to promoting public participation. The PSC has responded to this by playing an active role in providing access and redress mechanisms for the public. Mechanisms that directly interface with the public relate to its complaints rules and the National Anti-Corruption Hotline (NACH). The NACH is proving to be a very important participatory mechanism for the Public Service in its fi ght against corruption. The response rate to the NACH refl ects the public participation of such mechanism. More than 1 800 cases of alleged corruption have been referred to departments for investigation. To assist departments in handling the cases referred to them the PSC has developed a Hotline Toolkit. However, the challenge for the PSC will be to maintain its level of participation and confi dence in the NACH through effective investigation and timely feedback. This is becoming a growing concern for the PSC given that its budget is not growing suffi ciently to respond to such enthusiasm from the public. This is in addition to the PSC’s concern around the slow response rate from departments.

An unforeseen consequence of the NACH has been the reporting of service delivery and complaints matters. The PSC does not have the capacity to deal with such cases. However, the mandate of the PSC requires that once a complaint has been reported it must be dealt with in terms of the PSC’s rules. While the PSC relies on departments to do the initial investigation, it still has to evaluate such investigations and deal with the expectation that it should proactively investigate cases due to their sensitivity or urgency.

• The emphasis on participation is seen through the National Anti-Corruption Forum (NACF) where the PSC continues to provide secretariat services. The NACF approach has proved to be crucial for actioning sectoral collectivism in the anti-corruption drive as can be seen from the momentum gained in implementing the National Anti-Corruption Programme. Ensuring its sustainability requires an infusion of funding for programmes and infrastructure.

• Given its commitment to participatory governance in the Public Service, the PSC remains concerned about the lack of fi nancial support to effectively roll out is citizens’ forums. It strongly believes that the successes


in the Izimbizo programmes at a political level can be replicated at an administrative level by mechanisms such as the citizens’ forums. Such mechanisms provide fora for interaction on practical measures to improve service delivery and demonstrate government’s people centered development approach.

• The effective implementation of performance management systems remains a critical tool for promoting accountability. The PSC has since 2000 been involved in the facilitation of the evaluation of the performance of Heads of Department (HoDs) to ensure that the Pubic Service can reap the benefi ts of effective performance managed at the highest level of the administrative leadership. There has been a noticeable decline in the number of HoDs whose performance get evaluated, and the PSC is concerned that unless urgent action is taken to address the procedural challenges facing the evaluation process, compliance with the Evaluation Framework may deteriorate even further.

• A transversal public service monitoring and evaluation system was developed to generate performance data. The system assesses the extent to which departments comply with the nine values and principles of public administration contained in the Constitution. The system has been operational for fi ve years during which it was applied in 54 departments (17 national and 37 provincial). Resources are needed to enable the PSC to increase the sample of the transversal monitoring and evaluation system. A key challenge in this regard remains the fact that due to resource constraints, the PSC can only evaluate a small sample of departments per annum through this system. In addition, due to a general lack of monitoring and evaluation capacity in the Public Service, there is often limited credible data that the PSC can draw from to conduct secondary analysis. Under the circumstances, the PSC has to ensure that it always conducts primary research in order to generate credible oversight fi ndings.

• While notable improvements in service delivery are evident, and access to quality services has been broadened in general, there are still areas where the Public Service continues to face critical challenges in the delivery of services. Through its oversight work, the PSC has become aware of recurring problems in departments. Departments are increasingly approaching the PSC for assistance as they try to address these problems and improve public administration. To date, the PSC has dealt with such requests for assistance on a case-by-case basis without any explicit guiding framework. The need therefore exists for the PSC to put in place a framework to guide its participation in the interventions that seek to provide support to departments. While fi rst prize will always be to generate early warning monitoring data on the performance of departments in order to obviate the need for such support interventions, in the short term, such interventions will still be necessary and there is a need to fund such interventions.

• Increasing focus needs to be given to the rate of service delivery. This allows for an evaluation of the rate at which programmes are being delivered. In the 2007/08 fi nancial year the PSC will be engaging with the Primary School Nutrition Programme in the Limpopo Province. Given the prevalence of poverty in communities, the learning process in school tends to be negatively infl uenced by factors such as malnutrition and hunger. Feeding scheme progammes in schools should assist learners who come from poor families. Evaluations of this nature require comprehensive data collection methods, requiring additional expertise and resourcing.

• The advent of the Single Public Service (SPS) and the recommendations of the Review of State Institutions Supporting Constitutional Democracy (Chapter 9 Institutions) and the PSC established in Chapter 10 of the Constitution, 1996 could potentially have an impact on the work of the PSC, the way it is confi gured and perhaps its powers and function. The reach of the PSC’s mandate has been confi ned to national and provincial departments. With a SPS on the horizon, and which is expected as early as 2009, such advent could have a serious resource impact on the PSC in the forthcoming MTEF (2008/2009 – 2010/2011). A SPS will result in the expansion in the mandate of the PSC to include local government, with concomitant capacity implications for the PSC.

8


Cha

pter

Tw

o

MEDIUM TERM STRATEGIC FRAMEWORK OF THE PSC

9


The PSC’s medium term strategic framework is aimed at ensuring that the PSC meets the stated objectives in line with its mandate. Therefore, the strategic framework is fi rmly based on the main functions and powers of the PSC in terms of section 196(4) of the Constitution, 1996.

2.1 STRATEGIC FOCUS AREAS

The organisational structure of the PSC is designed around its strategic objectives and consequently its functional areas are:

Labour Relations ImprovementTo enhance public service labour relations and management practice.

Public Administration InvestigationsTo undertake audits and investigations into public administration practices.

Professional Ethics and Human Resource ReviewsTo prevent corruption and review the implementation of human resource policies.

Governance MonitoringTo promote good governance and enhance governance practices. Leadership and Performance ImprovementTo promote a high standard of public service leadership and to encourage improvements in service delivery. Service Delivery and Quality AssuranceTo promote service delivery through public participation.

Institution BuildingTo provide general administration, fi nancial management, personnel and support services to the PSC.

10


11

CH

IEF

DIR

ECTO

-RA

TE:

GO

VER

NA

NC

E M

ON

ITO

RIN

G

2008

Sta

te o

f the

Pub

lic

Serv

ice

Repo

rt p

rodu

ced

(The

me:

Mid

-yea

r re

view

of

Publ

ic S

ervi

ce R

efor

m)

SOPS

rou

nd t

able

: Crit

ical

re

view

of S

OPS

200

7

Repo

rts

eval

uatin

g de

part

-m

ents

adh

eren

ce t

o th

e C

onst

itutio

nal P

rinci

ples

of

Publ

ic A

dmin

istra

tion

(23

depa

rtm

ents

)

Con

solid

ated

M+

E Re

port

fo

r th

e 20

07/0

8 re

sear

ch

cycl

e

2009

Sta

te o

f the

Pub

lic

Serv

ice

Repo

rt p

rodu

ced

Con

duct

rou

nd t

able

dis-

cuss

ion

on S

OPS

rep

ort

Repo

rts

eval

uatin

g de

part

-m

ents

’ adh

eren

ce t

o th

e C

onst

itutio

nal v

alue

s an

d pr

inci

ples

of p

ublic

adm

in-

istra

tion

(18

depa

rtm

ents

ne

w s

ampl

e)

Repo

rts

asse

ssin

g im

prov

e-m

ents

mad

e by

dep

art-

men

ts p

revi

ously

eva

luat

ed

by t

he P

SC –

a s

ampl

e of

4

depa

rtm

ents

tha

t w

ere

eval

uate

d du

ring

the

2003

/4

cycl

e

Con

solid

ated

M+

E Re

port

fo

r th

e 20

07/0

8 re

sear

ch

cycl

e

2010

Sta

te o

f the

Pub

lic

Serv

ice

Repo

rt p

rodu

ced

Con

duct

rou

nd t

able

dis-

cuss

ion

on S

OPS

rep

ort

Repo

rts

eval

uatin

g de

part

-m

ents

’ adh

eren

ce t

o th

e C

onst

itutio

nal v

alue

s an

d pr

inci

ples

of p

ublic

adm

in-

istra

tion

(18

depa

rtm

ents

ne

w s

ampl

e)

Repo

rts

asse

ssin

g im

prov

e-m

ents

mad

e by

dep

art-

men

ts p

revi

ously

eva

luat

ed

by t

he P

SC –

a s

ampl

e of

4 d

epar

tmen

ts t

hat

wer

e ev

alua

ted

durin

g th

e 20

03/4

and

200

4/5

cycl

es

Con

solid

ated

M+

E Re

port

fo

r th

e 20

08/9

res

earc

h cy

cle

Tim

ely

colle

ctio

n an

d pr

esen

tatio

n of

qua

lity

rele

vant

info

rmat

ion

and

reco

mm

enda

tions

to

stak

ehol

ders

Goo

d go

vern

ance

pr

omot

ed a

nd

gove

rnan

ce p

ract

ices

en

hanc

ed

Ke

y P

erf

orm

ance

A

rea

Ob

ject

ive

Ind

icat

ors

2007/0

82008/0

92009/1

0

BR

AN

CH

: M

ON

ITO

RIN

G A

ND

EV

ALU

AT

ION

2.2

S

UM

MA

RY

OF

MEA

SU

RA

BLE

OB

JEC

TIV

ES, E

XP

ECTE

D O

UTC

OM

ES, M

EAS

UR

ES A

ND

TA

RG

ETS

OF

THE

PS

C’S

P

RO

GR

AM

ME

DU

RIN

G M

TEF

PER

IOD


CH

IEF

DIR

ECTO

RATE

: LE

AD

ERSH

IP A

ND

PE

RFO

RMA

NC

E IM

-PR

OV

EMEN

T

Repo

rt o

n im

plem

enta

tion

of P

SC R

ecom

men

datio

nsPr

omot

e M

+E

in t

he P

ublic

Se

rvic

e Ev

alua

tion

of a

n id

entifi

ed

prio

rity

prog

ram

me

of

gove

rnm

ent

Met

a ev

alua

tion

met

hod-

olog

ies

intr

oduc

edo

Con

cept

ual f

ram

ewor

k on

Met

a ev

alua

tion

The

HoD

eva

luat

ion

proc

-es

s m

anag

ed:

o Pu

blish

Gui

delin

es fo

r th

e ne

xt e

valu

atio

n cy

cle

o A

ll qu

alify

ing

natio

nal

and

prov

inci

al H

oDs

eval

uate

do

Adv

ice

give

n to

rel

evan

t Ex

ecut

ing

Aut

horit

y on

th

e pe

rform

ance

of e

ach

HoD

eva

luat

ed

Repo

rt o

n Im

plem

enta

tion

of P

SC R

ecom

men

datio

nsPr

omot

e M

+E

in t

he P

ublic

Se

rvic

e

Eval

uatio

n of

an

iden

tifi e

d pr

iorit

y pr

ogra

mm

e of

go

vern

men

t

Dev

elop

an

Inte

rnal

Gui

de

on M

eta-

eval

uatio

n

The

HoD

eva

luat

ion

proc

-es

s m

anag

ed:

o Pu

blish

Gui

delin

es fo

r th

e ne

xt e

valu

atio

n cy

cle

o A

ll qu

alify

ing

natio

nal

and

prov

inci

al H

oDs

eval

uate

do

Adv

ice

give

n to

Exe

cut-

ing

Aut

horit

ies

on t

he

perfo

rman

ce o

f the

ir H

oDs

Repo

rt o

n Im

plem

enta

tion

of P

SC R

ecom

men

datio

nsPr

omot

e M

+E

in t

he P

ublic

Se

rvic

e

Eval

uatio

n of

an

iden

tifi e

d pr

iorit

y pr

ogra

mm

e of

go

vern

men

t

Con

duct

Met

a-ev

alua

tion

of s

elec

ted

prog

ram

me

eval

uatio

ns

The

HoD

eva

luat

ion

proc

-es

s m

anag

ed:

o Pu

blish

Gui

delin

es fo

r th

e ne

xt e

valu

atio

n cy

cle

o A

ll qu

alify

ing

natio

nal

and

prov

inci

al H

oDs

eval

uate

do

Adv

ice

give

n to

Exe

cut-

ing

Aut

horit

ies

on t

he

perfo

rman

ce o

f the

ir H

oDs

Exec

utiv

es a

nd L

egisl

a-tu

res

are

info

rmed

of

the

stat

e of

the

Pub

lic

Serv

ice

and

serv

ice

deliv

ery

Tim

ely

colle

ctio

n an

d pr

esen

tatio

n of

qua

lity

rele

vant

info

rmat

ion

to

stak

ehol

ders

com

plet

e w

ith c

lear

and

use

ful

reco

mm

enda

tions

A h

igh

stan

dard

of

publ

ic s

ervi

ce le

ad-

ersh

ip p

rom

oted

an

d im

prov

ed p

ublic

se

rvic

e de

liver

y en

cour

aged

thr

ough

H

oDs

perfo

rman

ce

man

agem

ent

Ke

y P

erf

orm

ance

A

rea

Ob

ject

ive

Ind

icat

ors

2007/0

82008/0

92009/1

0

BR

AN

CH

: M

ON

ITO

RIN

G A

ND

EV

ALU

AT

ION

12


The

HoD

eva

luat

ion

proc

-es

s re

view

ed:

o Th

e H

oD e

valu

atio

n pr

oces

s m

onito

red

and

eval

uate

do

Repo

rt t

o C

abin

et

HoD

s Pe

rform

ance

Agr

ee-

men

ts m

onito

red

and

eval

uate

do

Adv

ice

give

n to

Dep

art-

men

tso

PAs

fi led

The

HoD

eva

luat

ion

proc

-es

s re

view

ed a

nd a

rep

ort

subm

itted

to

Cab

inet

Revi

ew t

he o

rgan

isatio

nal

Ass

essm

ent T

empl

ate

Con

duct

org

anisa

tiona

l pe

rform

ance

mea

sure

men

t in

tar

gete

d de

part

men

ts

Con

solid

ated

Rep

ort

on

the

Org

anisa

tiona

l Per

form

-an

ce A

sses

smen

ts fo

r th

e ye

ar H

oD’s

Perfo

rman

ce A

gree

-m

ents

(PA

s) m

onito

red

and

eval

uate

do

Adv

ice

give

n to

dep

art-

men

ts o

n th

e PA

s of

H

oDs

o PA

s fi l

ed

The

HoD

eva

luat

ion

proc

-es

s re

view

ed a

nd a

rep

ort

subm

itted

to

Cab

inet

Con

duct

org

anisa

tiona

l pe

rform

ance

mea

sure

men

t in

tar

gete

d de

part

men

ts

Con

solid

ated

Rep

ort

on

the

Org

anisa

tiona

l Per

-fo

rman

ce A

sses

smen

ts fo

r th

e ye

ar

HoD

’s Pe

rform

ance

Agr

ee-

men

ts (

PAs)

mon

itore

d an

d ev

alua

ted

o A

dvic

e gi

ven

to d

epar

t-m

ents

on

the

PAs

of

HoD

so

PAs

fi led

Ke

y P

erf

orm

ance

A

rea

Ob

ject

ive

Ind

icat

ors

2007/0

82008/0

92009/1

0

BR

AN

CH

: M

ON

ITO

RIN

G A

ND

EV

ALU

AT

ION

13


CH

IEF

DIR

ECTO

RATE

: SE

RVIC

E D

ELIV

ERY

A

ND

QU

ALI

TY A

S-SU

RAN

CE

Repo

rt o

n SM

S C

ompl

ianc

e w

ith P

As

(E. C

ape)

Ana

lysis

of P

erfo

rman

ce

Agr

eem

ents

as

a pe

rform

-an

ce m

anag

emen

t to

ol

Citi

zens

Sat

isfac

tion

Sur-

vey

on t

he S

ocia

l Ser

vice

s Se

ctor

Insp

ectio

ns c

ondu

cted

o Re

view

Pro

toco

l for

In

spec

tions

o C

onso

lidat

ed r

epor

t of

Pi

lot

Insp

ectio

ns

Supp

ort

use

of C

itize

ns

Foru

m To

olki

t

Repo

rt o

n th

e qu

ality

of

PAs

of a

ll SM

S m

embe

rs

and

thei

r co

mpl

ianc

e w

ith

requ

irem

ents

: Pro

vinc

ial

Dep

artm

ents

of W

este

rn

Cap

e an

d se

lect

ed N

atio

nal

Dep

artm

ents

Eval

uate

the

impl

emen

ta-

tion

of t

he B

atho

Pel

e pr

inci

ple

of “

Cou

rtes

y”

App

ly t

he P

SC’s

Qua

lity

Prom

otio

n M

etho

dolo

gy

(Gov

erna

nce

Ale

rt)

in s

e-le

cted

dep

artm

ents

Citi

zens

Sat

isfac

tion

Sur-

vey

on t

he S

ocia

l Ser

vice

s Se

ctor

Serv

ice

Del

iver

y In

spec

tions

co

nduc

ted

Supp

ort

Impl

emen

tatio

n of

th

e C

itize

ns’ F

orum

s to

olki

t

Prod

uce

3 r

esea

rch

repo

rts

on p

ublic

ser

vice

le

ader

ship

Prod

uce

3 re

sear

ch r

e-po

rts

on s

ervi

ce d

eliv

ery

Prod

uce

3 re

sear

ch r

e-po

rts

on s

ervi

ce d

eliv

ery

Exec

utiv

es a

nd le

gisla

-tu

res

are

info

rmed

abo

ut

the

stat

e of

ser

vice

de

liver

y

Tim

ely

colle

ctio

n an

d pr

esen

tatio

n of

rel

evan

t in

form

atio

n to

sta

ke-

hold

ers

Serv

ice

deliv

ery

enha

nced

thr

ough

im

prov

ed p

ublic

par

-tic

ipat

ion

and

qual

ity

audi

ts

Ke

y P

erf

orm

ance

A

rea

Ob

ject

ive

Ind

icat

ors

2007/0

82008/0

92009/1

0

BR

AN

CH

: M

ON

ITO

RIN

G A

ND

EV

ALU

AT

ION

14


Rate

of s

ervi

ce d

eliv

ery

by t

he P

rovi

ncia

l Dep

art-

men

ts o

f Edu

catio

n Fe

ed-

ing

Sche

me

Prog

ram

me

in L

impo

po, G

aute

ng a

nd

Mpu

mal

anga

Pro

vinc

es

Dev

elop

Qua

lity

Prom

otio

n M

etho

dolo

gy (

Gov

erna

nce

Ale

rt)

Eval

uate

Bat

ho P

ele

Prin

-ci

ple

of O

penn

ess

and

Tran

spar

ency

Eval

uatio

n of

the

Impl

e-m

enta

tion

of t

he B

atho

Pel

e Pr

inci

ple

of V

alue

for

Mon

ey Ev

alua

tion

of t

he Im

ple-

men

tatio

n of

the

Bat

ho P

ele

Prin

cipl

e of

Con

sulta

tion

Eval

uatio

n of

the

Impl

emen

-ta

tion

of F

raud

Pre

vent

ion

Plan

s

Rate

of s

ervi

ce d

eliv

ery

by t

he P

rovi

ncia

l Dep

art-

men

ts o

f Edu

catio

n Fe

ed-

ing

Sche

me

Prog

ram

me

in L

impo

po, G

aute

ng a

nd

Mpu

mal

anga

Pro

vinc

es

Ke

y P

erf

orm

ance

A

rea

Ob

ject

ive

Ind

icat

ors

2007/0

82008/0

92009/1

0

BR

AN

CH

: M

ON

ITO

RIN

G A

ND

EV

ALU

AT

ION

15


CH

IEF

DIR

ECTO

RATE

: PU

BLIC

AD

MIN

ISTR

A-

TIO

N IN

VES

TIG

A-

TIO

NS

Inve

stig

atio

n of

com

plai

nts

lodg

ed a

nd r

eque

sts

ema-

natin

g fro

m:

o Th

e C

omm

issio

n (p

roac

tivel

y)o

Exec

utin

g au

thor

ities

o Pu

blic

ser

vant

so

Ano

nym

ous

com

plai

nts/

w

hist

le-b

low

ers;

eg

Nat

iona

l Ant

-Cor

rupt

ion

Hot

line

Repo

rt o

n Fi

nanc

ial M

iscon

-du

ct

Eval

uatio

n of

sup

ply

chai

n m

anag

emen

t pr

actic

es in

to

the

proc

urem

ent

of g

oods

an

d se

rvic

es in

sel

ecte

d de

part

men

ts fo

cusin

g on

ge

nera

l pay

men

ts w

ithin

the

R3

0 00

0 th

resh

old

Inve

stig

atio

n of

com

plai

nts

lodg

ed a

nd r

eque

sts

ema-

natin

g fro

m:

o Th

e C

omm

issio

no

Exec

utin

g au

thor

ities

o Pu

blic

ser

vant

so

Ano

nym

ous

com

plai

nts/

w

hist

le-b

low

ers;

eg

Nat

iona

l Ant

-Cor

rupt

ion

Hot

line

o Pr

ovin

cial

legi

slatu

res

o Pr

ovin

cial

dep

artm

ents

Repo

rt o

n Fi

nanc

ial M

iscon

-du

ct

An

audi

t of

the

aw

ardi

ng

of h

ighe

r sa

larie

s th

an t

he

job

wei

ght

as p

rovi

ded

for

in P

SR C

.3 o

f Cha

pter

1,

Part

V

Inve

stig

atio

n of

com

plai

nts

lodg

ed a

nd r

eque

sts

ema-

natin

g fro

m:

o Th

e C

omm

issio

no

Exec

utin

g au

thor

ities

o Pu

blic

ser

vant

so

Ano

nym

ous

com

-pl

aint

s/ w

hist

le-b

low

ers;

eg N

atio

nal A

nt-C

or-

rupt

ion

Hot

line

o Pr

ovin

cial

legi

slatu

res

o Pr

ovin

cial

dep

artm

ents

Repo

rt o

n Fi

nanc

ial M

is-co

nduc

t

An

audi

t of

the

pay

men

t of

re

sett

lem

ent

expe

nditu

re

in s

elec

ted

depa

rtm

ents

Repo

rts

with

rec

om-

men

datio

ns p

rodu

ced

Reco

mm

enda

tions

im-

plem

ente

d

Best

pra

ctic

es a

re id

enti-

fi ed

and

prom

oted

Num

ber,

qual

ity a

nd

timel

ines

s of

rep

orts

Repo

rts

with

rec

om-

men

datio

ns p

rodu

ced

Reco

mm

enda

tions

im-

plem

ente

dBe

st p

ract

ices

are

iden

ti-fi e

d

To u

nder

take

aud

its

and

inve

stig

atio

ns

into

pub

lic a

dmin

is-tr

atio

n pr

actic

es

Ke

y P

erf

orm

ance

A

rea

Ob

ject

ive

Ind

icat

ors

2007/0

82008/0

92009/1

0

BR

AN

CH

: IN

VE

ST

IGA

TIO

NS

AN

D H

UM

AN

RE

SO

UR

CE

RE

VIE

WS

16


CH

IEF

DIR

ECTO

RATE

LA

BOU

R RE

LATI

ON

S IM

PRO

VEM

ENT

Inve

stig

atio

n in

to t

he im

-pa

ct o

f mic

ro-le

ndin

g an

d ga

rnish

ee o

rder

s se

rved

on

pub

lic s

erva

nts

and

the

impl

icat

ions

for

the

Publ

ic

Serv

ice

An

audi

t in

to t

he g

rant

ing

of p

erfo

rman

ce r

ewar

ds in

th

e tw

o pr

ovin

cial

dep

art-

men

ts in

all

prov

ince

s an

d tw

o na

tiona

l dep

artm

ents

fo

r 20

03/0

4, 2

004/

05 a

nd

2005

/06

fi nan

cial

yea

rs

Dev

elop

a To

olki

t fo

r H

u-m

an R

esou

rce

and

Proc

ure-

men

t In

vest

igat

ions

Repo

rt o

n th

e ha

ndlin

g of

pu

blic

ser

vant

s in

ter

ms

of

prev

ailin

g pr

ovisi

ons

who

ar

e ap

poin

ted

as c

ounc

ilors

in

the

Lim

popo

and

the

W

este

rn C

ape

Prov

ince

s

Grie

vanc

es a

nd c

ompl

aint

s in

vest

igat

ion

Inve

stig

atio

n of

grie

vanc

es

and

com

plai

nts

lodg

edIn

vest

igat

ion

of g

rieva

nces

an

d co

mpl

aint

s lo

dged

Repo

rt w

ith r

ecom

men

-da

tions

Use

r fr

iend

ly in

tern

al

guid

elin

es

Repo

rt w

ith r

ecom

men

-da

tions

Repo

rts

with

rec

om-

men

datio

nsTo

enh

ance

Pub

lic

Serv

ice

labo

ur r

ela-

tions

and

man

age-

men

t pr

actic

es

Ke

y P

erf

orm

ance

A

rea

Ob

ject

ive

Ind

icat

ors

2007/0

82008/0

92009/1

0

BR

AN

CH

: IN

VE

ST

IGA

TIO

NS

AN

D H

UM

AN

RE

SO

UR

CE

RE

VIE

WS

17


Repo

rt t

o th

e PS

C o

n th

e im

plem

enta

tion

of t

he

PSC

’s re

com

men

datio

ns

Man

agem

ent

of g

rieva

nce

and

com

plai

nts

data

bas

e

Mon

thly

rep

orts

on

stat

us

of g

rieva

nces

and

com

-pl

aint

s da

ta b

ase

Six

mon

thly

rep

orts

on

depa

rtm

enta

l grie

vanc

e re

solu

tion

Repo

rt t

o PS

C o

n im

ple-

men

tatio

n of

rec

omm

enda

-tio

ns b

y Ex

ecut

ing

Aut

hori-

ties

Man

age

a da

taba

se o

n gr

ieva

nces

Wor

ksho

p w

ith L

abou

r Re

latio

ns O

ffi ce

rs o

n am

ende

d G

rieva

nce

Rule

s an

d th

e ne

wly

dev

elop

ed

grie

vanc

e m

anua

l

Dev

elop

men

t of a

sim

plifi

ed

grie

vanc

e m

anua

l to

assis

t de

part

men

ts in

res

olvi

ng

grie

vanc

es

Prov

ide

the

Com

miss

ion

with

six

mon

thly

rep

orts

on

dep

artm

enta

l grie

vanc

e re

solu

tion

Repo

rt t

o PS

C o

n im

ple-

men

tatio

n of

rec

omm

en-

datio

ns b

y EA

s

Man

age

a da

taba

se o

n gr

ieva

nces

Mon

itorin

g of

the

impl

e-m

enta

tion

of t

he a

men

ded

Grie

vanc

e Ru

les;

and

the

effe

ctiv

enes

s of

the

ne

wly

dev

elop

ed g

rieva

nce

man

ual

Prov

ide

the

Com

miss

ion

with

six

mon

thly

rep

orts

on

dep

artm

enta

l grie

vanc

e re

solu

tion

Reco

mm

enda

tions

on

grie

vanc

es s

ubm

itted

to

EA’s

mon

itore

d

Repo

rt o

n th

e m

anag

e-m

ent

of t

he g

rieva

nce

data

base

Ong

oing

refi

nem

ent

of

Grie

vanc

e Ru

les

Prop

osal

s to

PSC

BC o

n re

fi nem

ent

of G

rieva

nce

Rule

s

Faci

litat

ion

of im

plem

en-

tatio

n of

refi

ned

Grie

v-an

ce R

ules

Tim

ely,

accu

rate

and

qu

ality

six

mon

thly

re

port

s on

dep

artm

en-

tal g

rieva

nce

reso

lutio

n pr

oduc

ed

Ke

y P

erf

orm

ance

A

rea

Ob

ject

ive

Ind

icat

ors

2007/0

82008/0

92009/1

0

BR

AN

CH

: IN

VE

ST

IGA

TIO

NS

AN

D H

UM

AN

RE

SO

UR

CE

RE

VIE

WS

18


Repo

rt o

n an

ana

lysis

of

grie

vanc

e re

solu

tion

in t

he

Publ

ic S

ervi

ce

Dev

elop

men

t of

gui

delin

e Pr

otoc

ol o

n su

mm

onsin

g of

w

itnes

ses

and

hand

ling

of

hear

ings

Prov

ide

a tr

end

repo

rt o

n gr

ieva

nce

reso

lutio

ns in

the

Pu

blic

Ser

vice

Repo

rt o

n th

e in

tera

ctiv

e re

latio

nshi

p be

twee

n La

-bo

ur R

elat

ions

Pra

ctiti

oner

s, H

R Pr

actit

ione

rs a

nd L

ine

Man

ager

s, an

d gu

idel

ines

to

impr

ove

the

rela

tions

hip

Prov

ide

a tr

end

repo

rt o

n gr

ieva

nce

reso

lutio

ns i

n th

e Pu

blic

Ser

vice

Repo

rt o

n em

ploy

ee e

xit

inte

rvie

ws

and

the

utilis

a-tio

n of

the

info

rmat

ion

obta

ined

and

gui

delin

es t

o im

prov

e th

e pr

actic

e

Repo

rt o

n th

e us

e of

or

gani

satio

nal s

urve

ys b

y de

part

men

ts t

o id

entif

y ar

-ea

s th

at m

ay le

ad t

o la

bour

di

scor

d an

d th

e ut

ilisat

ion

of t

he in

form

atio

n ob

-ta

ined

Eval

uatio

n of

sta

te o

f la-

bour

rel

atio

ns in

the

Pub

lic

Serv

ice

Ann

ual r

epor

t on

grie

v-an

ce r

esol

utio

n by

de-

part

men

ts in

the

Pub

lic

Serv

ice

prod

uced

Prot

ocol

for

sum

mon

s-in

g of

witn

esse

s

Rese

arch

Rep

orts

on

Labo

ur R

elat

ions

Ke

y P

erf

orm

ance

A

rea

Ob

ject

ive

Ind

icat

ors

2007/0

82008/0

92009/1

0

BR

AN

CH

: IN

VE

ST

IGA

TIO

NS

AN

D H

UM

AN

RE

SO

UR

CE

RE

VIE

WS

19


Prov

ide

lega

l sup

port

to

the

Offi

ce

Repo

rt o

n th

e pr

ocee

ding

s an

d re

solu

tions

em

anat

-in

g fro

m t

he P

ublic

Ser

vice

La

bour

Rel

atio

ns C

onfe

r-en

ce 2

007

Dev

elop

fram

ewor

k to

tr

ack

reso

lutio

ns

Eval

uatio

n of

the

con

sist-

ency

of s

anct

ions

impo

sed

on p

ublic

ser

vant

s

Inve

stig

atio

ns in

to t

he r

ea-

sons

for

the

top

fi ve

casu

al

fact

ors

of g

rieva

nces

in t

he

Publ

ic S

ervi

ce

Ana

lysis

of g

rieva

nce

tren

ds

in t

he P

ublic

Ser

vice

Prov

ide

lega

l sup

port

to

the

PSC

and

the

Offi

ce

Publ

ic S

ervi

ce L

abou

r Re

la-

tions

Con

fere

nce

host

ed

and

Con

fere

nce

repo

rt

prod

uced

Roun

d ta

ble

disc

ussio

ns

held

on

sele

cted

top

ics

as a

con

tinua

tion

of

the

pro

mot

iona

l wor

k of

th

e C

onfe

renc

e

Prov

ide

lega

l sup

port

to

the

PSC

and

the

Offi

ce

Mon

itorin

g em

ergi

ng

tren

ds in

labo

ur r

elat

ions

w

ith a

vie

w t

o in

form

the

th

eme

of t

he n

ext

conf

er-

ence

Roun

d ta

ble

disc

ussio

ns

held

on

sele

cted

top

ics

as a

con

tinua

tion

of t

he

prom

otio

nal w

ork

of t

he

Con

fere

nce

Acc

urat

e ad

vice

and

le-

gal s

uppo

rt p

rovi

ded

to

the

PSC

and

the

Offi

ce

Bi-a

nnua

l con

fere

nce

on

labo

ur r

elat

ions

in p

ublic

se

rvic

e su

cces

sful

ly h

eld;

an

d

Con

fere

nce

repo

rt

prod

uced

Repo

rt w

ith fi

ndin

gs

and

reco

mm

enda

tions

on

the

con

siste

ncy

of

sanc

tions

in t

he P

ublic

Se

rvic

e

Repo

rt w

ith fi

ndin

gs a

nd

reco

mm

enda

tions

on

the

reas

ons

for

grie

vanc

-es

in t

he P

ublic

Ser

vice

Repo

rt o

n gr

ieva

nce

tren

ds in

the

Pub

lic

Serv

ice

Ke

y P

erf

orm

ance

A

rea

Ob

ject

ive

Ind

icat

ors

2007/0

82008/0

92009/1

0

BR

AN

CH

: IN

VE

ST

IGA

TIO

NS

AN

D H

UM

AN

RE

SO

UR

CE

RE

VIE

WS

20


CH

IEF

DIR

ECTO

RATE

: PR

OFE

SSIO

NA

L ET

H-

ICS

Rese

arch

on

man

agem

ent

of p

oor

perfo

rman

ce in

the

Pu

blic

Ser

vice

Revi

ew o

f the

Cod

e of

C

ondu

ct

Disc

losu

re F

orm

s sc

ruti-

nize

d fo

r co

nfl ic

t of

inte

rest

Adv

ise e

xecu

ting

auth

ori-

ties

on p

ossib

le c

onfl i

cts

of

inte

rest

Eval

uate

the

sta

te o

f pro

fes-

siona

l eth

ics

in K

waZ

ulu-

Nat

al

Prov

ide

advi

ce o

n co

nfl ic

ts

of in

tere

st t

o m

anag

emen

t on

req

uest

Prom

otio

n of

rev

ised

Cod

e of

Con

duct

thr

ough

wor

k-sh

ops

and

com

mun

icat

ion

cam

paig

ns

Man

age

Ass

et R

egist

er a

nd

mon

itor

com

plia

nce

to t

he

Fina

ncia

l Disc

losu

re R

ules

Fina

ncia

l disc

losu

res

as-

sess

ed a

nd c

onfl i

cts

of

inte

rest

iden

tifi e

d. A

dvise

ex

ecut

ing

auth

oriti

es

Repo

rt o

n A

nti-C

orru

p-tio

n In

dex

of P

ublic

Ser

vice

D

epar

tmen

ts

Eval

uate

the

man

agem

ent

of c

onfl i

cts

of in

tere

st o

f st

aff b

elow

the

sen

ior

man

-ag

emen

t se

rvic

e

Prom

otio

n of

Cod

e of

C

ondu

ct t

hrou

gh w

ork-

shop

s on

req

uest

Man

age

Ass

et R

egist

er a

nd

mon

itor

com

plia

nce

to t

he

Fina

ncia

l Disc

losu

re R

ules

Fina

ncia

l disc

losu

res

as-

sess

ed a

nd c

onfl i

cts

of

inte

rest

iden

tifi e

d. A

dvise

ex

ecut

ing

auth

oriti

es

Repo

rt o

n A

nti-C

orru

p-tio

n In

dex

of P

ublic

Ser

vice

D

epar

tmen

ts

Eval

uate

whi

stle

blow

ing

polic

ies

and

mec

hani

sms

in s

elec

ted

natio

nal a

nd

prov

inci

al d

epar

tmen

ts

Repo

rt w

ith r

ecom

men

-da

tions

pro

duce

d

Tool

kit

on p

oor

per-

form

ance

man

agem

ent

prod

uced

Cod

e of

Con

duct

pro

-m

oted

Exte

nt o

f com

plia

nce

by

Seni

or M

anag

ers

Con

fl ict

s of

inte

rest

s m

anag

ed

Rese

arch

rep

orts

pro

-du

ced

To p

rom

ote

prof

es-

siona

l eth

ics

and

inte

grity

and

pre

vent

an

d co

mba

t co

rrup

-tio

n in

the

Pub

lic

Serv

ice

Ke

y P

erf

orm

ance

A

rea

Ob

ject

ive

Ind

icat

ors

2007/0

82008/0

92009/1

0

BR

AN

CH

: IN

VE

ST

IGA

TIO

NS

AN

D H

UM

AN

RE

SO

UR

CE

RE

VIE

WS

21


Prov

ide

prof

essio

nal

secr

etar

ial s

uppo

rt t

o th

e N

atio

nal a

nti-C

orru

ptio

n Fo

rum

(N

AC

F)

Mee

tings

of N

AC

F, Im

ple-

men

tatio

n C

omm

ittee

and

Ex

ecut

ive

Com

mitt

ee

Impl

emen

tatio

n of

NA

CP

coor

dina

ted

Iden

tifi e

d Pr

ojec

ts o

n N

AP

exec

uted

Repo

rt o

n th

e an

nual

ac

tiviti

es o

f the

NA

CF:

June

20

05-M

ay 2

006

Hos

ting

of t

he T

hird

N

atio

nal A

nti-C

orru

ptio

n Su

mm

it

Man

agem

ent

of N

atio

nal

Ant

i-Cor

rupt

ion

Hot

line

(NA

CH

)

Serv

e as

Sec

reta

riat

to t

he

Nat

iona

l Ant

i-Cor

rupt

ion

Foru

m

Mee

tings

of N

AC

F, Im

ple-

men

tatio

n C

omm

ittee

and

Ex

ecut

ive

Com

mitt

ee

Impl

emen

tatio

n of

NA

CP

coor

dina

ted

Iden

tifi e

d Pr

ojec

ts o

n N

AP

exec

uted

Repo

rt o

n th

e an

nual

act

ivi-

ties

of t

he N

AC

F: Ju

ne 2

007

– M

ay 2

008

Coo

rdin

ate

the

impl

emen

-ta

tion

of r

esol

utio

ns o

f the

th

ird N

atio

nal A

nti-C

orru

p-tio

n Su

mm

it

Man

agem

ent

of N

atio

nal

Ant

i-Cor

rupt

ion

Hot

line

Serv

e as

Sec

reta

riat

to t

he

Nat

iona

l Ant

i-Cor

rupt

ion

Foru

m

Mee

tings

of N

AC

F, Im

ple-

men

tatio

n C

omm

ittee

and

Ex

ecut

ive

Com

mitt

ee

Impl

emen

tatio

n of

NA

CP

coor

dina

ted

Iden

tifi e

d Pr

ojec

ts o

n N

AP

exec

uted

Repo

rt o

n th

e an

nual

ac

tiviti

es o

f the

NA

CF:

June

20

08 –

May

200

9

Hos

ting

of t

he fo

urth

N

atio

nal A

nti-C

orru

ptio

n Su

mm

it

Man

agem

ent

of N

atio

nal

Ant

i-Cor

rupt

ion

Hot

line

Succ

essf

ully

arr

ange

d N

AC

F an

d Im

plem

enta

-tio

n C

omm

ittee

mee

t-in

gs

Acc

urat

e m

inut

e ta

king

at

mee

tings

NA

P fo

r th

e N

AC

F co

-or

dina

ted

Succ

essf

ul c

ompl

etio

n of

pr

ojec

ts o

f the

Nat

iona

l A

nti-C

orru

ptio

n Pr

o-gr

amm

e (N

AP)

ass

igne

d to

the

Sec

reta

riat

Repo

rt p

ublis

hed

and

tabl

ed

Succ

essf

ully

arr

ange

d bi

-ann

ual N

atio

nal A

nti-

Cor

rupt

ion

Sum

mit

Tim

eous

and

acc

urat

e re

ferr

al o

f cas

es t

o ag

en-

cies

Ke

y P

erf

orm

ance

A

rea

Ob

ject

ive

Ind

icat

ors

2007/0

82008/0

92009/1

0

BR

AN

CH

: IN

VE

ST

IGA

TIO

NS

AN

D H

UM

AN

RE

SO

UR

CE

RE

VIE

WS

22


CH

IEF

DIR

ECTO

RATE

H

UM

AN

RES

OU

RCE

REV

IEW

S

Refe

rral

of c

ases

to

depa

rt-

men

ts in

ter

ms

of r

efer

ral

prot

ocol

s

Follo

w-u

p on

the

inve

stig

a-tio

ns

Con

duct

wor

ksho

ps t

o en

hanc

e de

part

men

ts’ c

apa-

bilit

y to

effe

ctiv

ely

man

age

case

s re

ferr

ed

Inve

stig

ate

the

man

ner

in

whi

ch d

epar

tmen

ts m

an-

age

the

acce

ptan

ce o

f gift

s re

ceiv

ed b

y Pu

blic

Ser

vant

s

Eval

uate

str

ateg

ic h

u-m

an r

esou

rce

plan

ning

by

depa

rtm

ents

in t

he P

ublic

Se

rvic

e

Refe

rral

of c

ases

to

depa

rt-

men

ts

Follo

w-u

p on

the

inve

stig

a-tio

ns

Con

duct

wor

ksho

ps t

o en

hanc

e de

part

men

ts’ c

apa-

bilit

y to

effe

ctiv

ely

man

age

case

s re

ferr

ed

Prod

uce

bi-a

nnua

l rep

ort

on t

he e

ffect

iven

ess

of t

he

Nat

iona

l Ant

i-Cor

rupt

ion

Hot

line

Repo

rt t

o C

abin

et o

n tr

ends

and

risk

s id

entifi

ed

thro

ugh

the

Hot

line

Revi

ew o

f the

impl

emen

ta-

tion

of t

he s

alar

y pr

ogre

s-sio

n sy

stem

for

empl

oyee

s be

low

the

sen

ior

man

age-

men

t se

rvic

e

Refe

rral

of c

ases

to

de-

part

men

ts

Follo

w-u

p on

the

inve

stig

a-tio

ns

Con

duct

wor

ksho

ps t

o en

hanc

e de

part

men

ts’

capa

bilit

y to

effe

ctiv

ely

man

age

case

s re

ferr

ed

Repo

rt t

o C

abin

et o

n tr

ends

and

risk

s id

entifi

ed

thro

ugh

the

Hot

line

Revi

ew o

f the

sta

te o

f af

fi rm

ativ

e ac

tion

in t

he

Publ

ic S

ervi

ce

Qua

lity

of fe

edba

ck fr

om

depa

rtm

ents

mon

itore

d

Equi

ppin

g de

part

men

ts

to m

anag

e ca

se r

efer

rals

Repo

rt w

ith r

ecom

men

-da

tions

pro

duce

d

Repo

rts

with

rec

om-

men

datio

ns p

rodu

ced

Ke

y P

erf

orm

ance

A

rea

Ob

ject

ive

Ind

icat

ors

2007/0

82008/0

92009/1

0

BR

AN

CH

: IN

VE

ST

IGA

TIO

NS

AN

D H

UM

AN

RE

SO

UR

CE

RE

VIE

WS

23


Eval

uate

sel

ectio

n pr

oc-

esse

s of

sel

ecte

d na

tiona

l an

d pr

ovin

cial

dep

artm

ents

ag

ains

t be

st p

ract

ice

Dev

elop

a H

uman

Re-

sour

ce M

anag

emen

t se

lf-as

sess

men

t in

stru

men

t to

ena

ble

depa

rtm

ents

to

asse

ss t

he s

tate

of H

uman

Re

sour

ce M

anag

emen

t w

ithin

the

ir de

part

men

ts

Resp

ond

to r

eque

st fo

r ad

ho

c in

vest

igat

ions

into

hu-

man

res

ourc

e pr

actic

es in

th

e Pu

blic

Ser

vice

Eval

uate

the

ext

ent

to

whi

ch t

he t

rain

ing

need

s of

sen

ior

man

ager

s, in

clud

-in

g in

duct

ion,

coa

chin

g an

d m

ento

ring

has

been

met

Ass

essm

ent

of t

he r

easo

ns

for

the

inab

ility

of t

he P

ublic

Se

rvic

e to

rec

ruit

and

reta

in

pers

on w

ith d

isabi

litie

s

Revi

ew o

f ski

lls d

evel

op-

men

t be

low

the

sen

ior

man

agem

ent

serv

ice

with

em

phas

is on

equ

al o

ppor

-tu

nity

in t

he p

rovi

sioni

ng o

f tr

aini

ng

Eval

uate

the

impa

ct o

f PIL

IR

on s

ick

leav

e tr

ends

in t

he

Publ

ic S

ervi

ce

Inve

stig

atio

ns in

to h

uman

re

sour

ce p

ract

ices

em

anat

-in

g fro

m r

eque

st

Eval

uate

the

ext

ent

and

effe

cts

of s

taff

turn

-ove

r in

th

e Pu

blic

Ser

vice

Eval

uate

per

form

ance

in

cent

ive

mea

sure

s in

the

Pu

blic

Ser

vice

Inve

stig

atio

ns in

to h

uman

re

sour

ce p

ract

ices

em

anat

-in

g fro

m r

eque

sts

Exte

nt t

o w

hich

rec

om-

men

datio

ns a

re im

ple-

men

ted

Best

pra

ctic

es a

re id

enti-

fi ed

and

prom

oted

Ke

y P

erf

orm

ance

A

rea

Ob

ject

ive

Ind

icat

ors

2007/0

82008/0

92009/1

0

BR

AN

CH

: IN

VE

ST

IGA

TIO

NS

AN

D H

UM

AN

RE

SO

UR

CE

RE

VIE

WS

24


FIN

AN

CIA

L A

DM

INIS

-TR

ATIO

N

FIN

AN

CIA

LM

AN

AG

EMEN

T

ASS

ET M

AN

AG

EMEN

T

Fina

ncia

l rep

orts

tha

t fa

irly

and

accu

rate

ly p

rese

nt t

he

fi nan

cial

pos

ition

of t

he

OPS

C

Prop

er m

onito

ring

of

expe

nditu

re a

nd b

udge

t on

pr

ojec

ts

Proj

ect

budg

etin

g an

d co

st-

ing

per

proj

ect

Prop

er m

onito

ring

of e

x-pe

nditu

re a

gain

st b

udge

t

Revi

ew O

PSC

Ass

et M

an-

agem

ent

Polic

y

Fina

ncia

l rep

orts

tha

t fa

irly

and

accu

rate

ly p

rese

nt t

he

fi nan

cial

pos

ition

of t

he

OPS

C

Prop

er m

onito

ring

of

expe

nditu

re a

nd b

udge

t on

pr

ojec

ts

Proj

ect

budg

etin

g an

d co

st-

ing

per

proj

ect

Prop

er m

onito

ring

of e

x-pe

nditu

re a

gain

st b

udge

t

Revi

ew a

nd im

plem

enta

tion

of t

he O

PSC

Ass

et M

anag

e-m

ent

Polic

y

Prop

er a

sset

s tr

acki

ng a

nd

man

agem

ent

Fina

ncia

l rep

orts

tha

t fa

irly

and

accu

rate

ly p

rese

nt t

he

fi nan

cial

pos

ition

of t

he

OPS

C

Prop

er m

onito

ring

of

expe

nditu

re a

nd b

udge

t on

pr

ojec

ts

Proj

ect

budg

etin

g an

d co

stin

g pe

r pr

ojec

t

Prop

er m

onito

ring

of e

x-pe

nditu

re a

gain

st b

udge

t

Revi

ew a

nd im

plem

enta

-tio

n of

the

OPS

C A

sset

M

anag

emen

t Po

licy

Prop

er a

sset

s tr

acki

ng a

nd

man

agem

ent

Acc

urat

e re

cord

ing

of a

ll fi n

anci

al t

rans

actio

ns

Cle

an a

udit

repo

rt

Impr

oved

bud

get

and

expe

nditu

re m

anag

e-m

ent

on p

roje

cts

Regu

lar

Budg

et

Com

mitt

ee M

eetin

gs t

o en

sure

tha

t le

ss t

han

2%

of fu

nds

surr

ende

red

to

the

Nat

iona

l Tre

asur

y

Effe

ctiv

e as

set

man

-ag

emen

t an

d in

tern

al

cont

rols

Opt

imal

and

eco

nom

ical

ut

ilisat

ion

of a

sset

s

Perio

dic

asse

ts v

erifi

ca-

tion

Prom

ote

soun

d fi

-na

ncia

l man

agem

ent

Prop

er m

onito

ring

of

budg

et a

nd p

roje

ct

cost

ing

Impr

ove

on A

sset

M

anag

emen

t

Ke

y P

erf

orm

ance

A

rea

Ob

ject

ive

Ind

icat

ors

2007/0

82008/0

92009/1

0

BR

AN

CH

: C

OR

PO

RA

TE

SE

RV

ICE

S

25


LOG

ISTI

CS

MA

NA

GE-

MEN

T

SEC

URI

TY S

ERV

ICES

Prop

er a

sset

s tr

acki

ng a

nd

man

agem

ent

Impl

emen

tatio

n of

the

ele

c-tr

onic

sys

tem

for

bar

codi

ng

and

trac

king

of a

sset

s

Revi

ewed

and

impl

emen

-ta

tion

of t

he fo

llow

ing

exist

ing

polic

ies:

Tran

spor

t, C

ell p

hone

, Pos

tal S

ervi

ce,

tele

phon

e an

d Tr

avel

&

Subs

isten

ce

Impl

emen

tatio

n of

the

O

PSC

fi lin

g sy

stem

in H

ead

Offi

ce a

nd R

egio

nal O

ffi ce

s

Effi c

ient

and

effe

ctiv

e m

es-

seng

er s

ervi

ces

Upg

rade

cur

rent

sec

urity

sy

stem

Prop

er s

cree

ning

of v

isito

rs

and

docu

men

ts

Mon

itor

expi

ry d

ates

for

cont

ract

s on

the

Ear

ly

War

ning

Sys

tem

for

Con

-tr

acts

Impl

emen

t 36

0 de

gree

ev

alua

tion

Revi

ew a

nd im

plem

ent

the

follo

win

g O

PSC

pol

i-ci

es: T

rans

port

, Cel

l pho

ne,

Post

al S

ervi

ce, T

elep

hone

an

d Tr

avel

& S

ubsis

tenc

e

Mai

ntai

ned

OPS

C fi

ling

syst

em in

Hea

d O

ffi ce

and

Re

gion

al O

ffi ce

s

Effi c

ient

and

effe

ctiv

e m

es-

seng

er s

ervi

ces

Upg

rade

cur

rent

sec

urity

sy

stem

Prop

er s

cree

ning

of v

isito

rs

and

docu

men

ts

Mon

itor

expi

ry d

ates

on

cont

ract

s on

the

Ear

ly

War

ning

Sys

tem

for

Con

-tr

acts

Impl

emen

t 36

0 de

gree

ev

alua

tion

Revi

ewed

and

impl

emen

t th

e fo

llow

ing

OPS

C p

oli-

cies

: Tra

nspo

rt, C

ell p

hone

, Po

stal

Ser

vice

, Tel

epho

ne

and

Trav

el &

Sub

siste

nce

Mai

ntai

ned

OPS

C fi

ling

syst

em in

Hea

d O

ffi ce

and

Re

gion

al O

ffi ce

s

Effi c

ient

and

effe

ctiv

e m

es-

seng

er s

ervi

ces

Upg

rade

cur

rent

sec

urity

sy

stem

Prop

er s

cree

ning

of v

isito

rs

and

docu

men

ts

Dat

abas

e of

all

cont

ract

s w

ith t

he s

ervi

ce p

rovi

d-er

s cr

eate

d

Impr

oved

ser

vice

del

iv-

ery

Effe

ctiv

e m

anag

emen

t

and

econ

omic

util

isatio

n of

OPS

C r

esou

rces

Impr

oved

fi lin

g an

d do

c-um

ent

trac

king

in h

ead

offi c

e an

d th

e re

gion

s

Tim

ely

deliv

ery

/col

lec-

tion

of d

ocum

ents

Pro-

activ

e se

curit

y an

d sa

fe w

orki

ng e

nviro

n-m

ent

Redu

ced

inci

dent

s on

br

each

of s

ecur

ity

Prov

ide

prof

essio

nal

and

effi c

ient

ser

vice

Prov

ide

prof

essio

nal

and

effi c

ient

ser

vice

Effe

ctiv

e an

d ef

fi cie

nt

secu

rity

man

agem

ent

Ke

y P

erf

orm

ance

A

rea

Ob

ject

ive

Ind

icat

ors

2007/0

82008/0

92009/1

0

BR

AN

CH

: C

OR

PO

RA

TE

SE

RV

ICE

S

26


HU

MA

N R

ESO

URC

E M

AN

AG

EMEN

T A

ND

D

EVEL

OPM

ENT

(Pro

vide

effe

ctiv

e an

d ef

fi cie

nt h

uman

re-

sour

ce m

anag

emen

t an

d de

velo

pmen

t w

ithin

the

O

PSC

)

Trai

ned

secu

rity

offi c

ials

Secu

rity

clea

ranc

e of

sta

ff oc

cupy

ing

sens

itive

pos

ts

Revi

ew a

nd im

plem

enta

tion

of t

he O

PSC

Con

tinge

ncy

Plan

Redu

ctio

n of

sta

ff tu

rnov

er

with

in O

PSC

Impl

emen

tatio

n of

Pla

n fo

r PW

Ds

empl

oym

ent

Revi

sed

EE P

lan

to a

ddre

ss

empl

oym

ent

equi

ty m

atte

rs

Trai

ned

secu

rity

offi c

ials

Secu

rity

clea

ranc

e of

sta

ff oc

cupy

ing

sens

itive

pos

ts

Revi

ew a

nd im

plem

enta

tion

of t

he O

PSC

Con

tinge

ncy

Plan

Impl

emen

tatio

n of

Ret

en-

tion

Stra

tegy

Empl

oym

ent

of P

WD

s an

d w

omen

in a

ll SM

S le

vels

Revi

ew a

nd im

plem

ent

Empl

oym

ent

Equi

ty P

lan

Trai

ned

secu

rity

offi c

ials

Secu

rity

clea

ranc

e of

sta

ff oc

cupy

ing

sens

itive

pos

ts

Revi

ew a

nd im

plem

enta

-tio

n of

the

OPS

C C

ontin

-ge

ncy

Plan

Revi

ew r

eten

tion

stra

tegy

Empl

oym

ent

of P

WD

s an

d w

omen

in a

ll SM

S le

vels

Revi

ew a

nd im

plem

ent

Empl

oym

ent

Equi

ty P

lan

Impr

oved

sec

urity

aw

aren

ess

Staf

f occ

upyi

ng s

ensit

ive

post

s se

curit

y cl

eare

d

Effe

ctiv

e an

d ef

fi cie

nt

hand

ling

of e

mer

genc

ies

resu

lting

in m

inim

ized

risks

and

thr

eats

Hig

h st

aff m

oral

eC

apac

ity r

equi

rem

ents

of

the

OPS

C a

re fu

lly m

etLo

w s

taff

turn

over

Impl

emen

tatio

n Pl

an

for

PWD

s an

d w

omen

em

ploy

men

t

PWD

s an

d w

omen

in a

ll SM

S le

vel e

mpl

oyed

Ach

ieve

d eq

uity

in t

he

OPS

C w

orkp

lace

by

prom

otin

g eq

ual o

ppor

-tu

nitie

s an

d fa

ir tr

eat-

men

t in

em

ploy

men

t th

roug

h th

e el

imin

atio

n un

fair

disc

rimin

atio

n.

OPS

C C

ontin

genc

y pl

an

To im

plem

ent

of t

he

Rete

ntio

n St

rate

gy

for

the

OPS

C

To e

mpl

oy p

eo-

ple

with

disa

bilit

ies

(PW

Ds)

and

wom

en

in a

ll SM

S le

vel p

osi-

tions

To im

plem

ent

and

revi

se E

mpl

oym

ent

Equi

ty (

EE)

Plan

Ke

y P

erf

orm

ance

A

rea

Ob

ject

ive

Ind

icat

ors

2007/0

82008/0

92009/1

0

BR

AN

CH

: C

OR

PO

RA

TE

SE

RV

ICE

S

27


Mon

itorin

g of

rev

ised

OPS

C D

eleg

atio

ns

Verif

y qu

alifi

catio

ns o

n ap

-po

intm

ent

and

for

serv

ice

empl

oyee

s

Revi

sion

of t

he o

rgan

i-sa

tiona

l str

uctu

re o

f the

O

ffi ce

Eval

uatio

n of

pos

ts a

t af

-fe

cted

com

pone

nts

Revi

sion

of H

RM P

olic

ies

Mon

itor

and

eval

uate

or

gani

satio

nal m

anag

emen

t de

lega

tions

effe

ctiv

enes

s

Verif

y qu

alifi

catio

ns o

n ap

-po

intm

ent

and

for

serv

ing

empl

oyee

s

Revi

sion

and

impl

emen

ta-

tion

of t

he o

rgan

isatio

nal

stru

ctur

e of

the

Offi

ce

Eval

uatio

n of

pos

ts a

t af

-fe

cted

com

pone

nts

Revi

sion

of H

R Po

licie

s

Revi

ew a

nd im

plem

ent

orga

nisa

tiona

l man

agem

ent

dele

gatio

ns in

ter

ms

of t

he

Publ

ic S

ervi

ce R

egul

atio

ns

and

Publ

ic S

ervi

ce A

ct

Verif

y qu

alifi

catio

ns o

n ap

-po

intm

ent

and

for

serv

ing

empl

oyee

s

Revi

sion

and

impl

emen

ta-

tion

of t

he o

rgan

isatio

nal

stru

ctur

e of

the

Offi

ce

Eval

uatio

n of

pos

ts a

t af

-fe

cted

com

pone

nts

Revi

sion

of H

R Po

licie

s

Revi

sed

EE P

lan

to a

d-dr

ess

empl

oym

ent

equi

ty

mat

ters

Ensu

red

effi c

ienc

y in

H

R m

anag

emen

t an

d ad

min

istra

tion

thro

ugh

the

dele

gatio

n of

pow

ers

to a

ppro

pria

te le

vels

and

the

elim

inat

ion

of

elab

orat

e de

cisio

n m

ak-

ing

proc

ess

Qua

lifi c

atio

ns o

f new

ly

appo

inte

d an

d ex

istin

g em

ploy

ees

verifi

ed

App

rove

d or

gani

satio

nal

stru

ctur

e of

the

Offi

ce

Cor

rect

ly g

rade

d po

sts

App

rove

d H

R Po

licie

s

To m

onito

r th

e or

-ga

nisa

tiona

l man

age-

men

t de

lega

tions

Verifi

cat

ion

of q

uali-

fi cat

ions

of e

xist

ing

and

new

ly a

ppoi

nted

em

ploy

ees

Revi

ew o

f the

org

ani-

zatio

nal s

truc

ture

of

the

Offi

ce

To c

ondu

ct jo

b ev

alu-

atio

n on

all

affe

cted

po

sts

To r

evie

w a

nd im

ple-

men

t H

R Po

licie

s

Ke

y P

erf

orm

ance

A

rea

Ob

ject

ive

Ind

icat

ors

2007/0

82008/0

92009/1

0

BR

AN

CH

: C

OR

PO

RA

TE

SE

RV

ICE

S

28


App

oint

ing

a pr

efer

red

serv

ice

prov

ider

to

hand

le

adve

rtise

men

ts

Indu

cted

and

/or

orie

n-ta

ted

or r

e-or

ient

ated

sta

ff m

embe

rs

Mon

itorin

g of

em

ploy

ee

wel

lnes

s pr

ogra

mm

e

Com

mem

orat

ion

of

Nat

iona

l and

Inte

rnat

iona

l sp

ecia

l eve

nts

Mon

itor

the

effe

ctiv

enes

s of

the

app

oint

ed s

ervi

ce

prov

ider

to

hand

le a

dver

-tis

emen

ts

Con

duct

ing

of in

duct

ion

/Re

- or

ient

atio

n pr

ogra

mm

e fo

r O

ffi ce

of t

he P

ublic

Se

rvic

e C

omm

issio

n

Mon

itorin

g an

d Ev

alua

tion

of W

elln

ess

prog

ram

me

Com

mem

orat

ion

of

Nat

iona

l and

Inte

rnat

iona

l sp

ecia

l eve

nts

App

oint

ing

a pr

efer

red

serv

ice

prov

ider

to

hand

le

adve

rtise

men

ts

Con

duct

ing

of in

duct

ion

/Re-

orie

ntat

ion

pro-

gram

me

for

Offi

ce o

f the

Pu

blic

Ser

vice

Com

miss

ion

App

oint

men

t of

EW

P se

rvic

e pr

ovid

er

Mon

itorin

g an

d Ev

alua

tion

of W

elln

ess

prog

ram

me

Com

mem

orat

ion

of

Nat

iona

l and

Inte

rnat

iona

l sp

ecia

l eve

nts

Serv

ice

prov

ider

ap-

poin

ted

Staf

f mem

bers

who

kn

ow w

hat

is ex

pect

ed

of t

hem

Hea

lthy

wor

kfor

ce w

ith-

in a

n en

viro

nmen

t th

at

addr

esse

s st

aff e

mot

iona

l &

per

form

ance

nee

ds

Impl

emen

tatio

n of

va

rious

gov

ernm

ent

ca

mpa

igns

in c

ompl

i-an

ce w

ith g

over

nmen

t in

itiat

ives

App

oint

men

t of

se

rvic

e pr

ovid

er fo

r ha

ndlin

g of

adv

ertis

e-m

ents

in t

he m

edia

To c

ondu

ct In

duct

ion/

Re-o

rient

atio

n Pr

ogra

mm

e fo

r th

e O

PSC

Mon

itorin

g an

d ev

alu-

atio

n of

the

Empl

oyee

Ass

istan

ce

Prog

ram

me

(EA

P)

and

polic

y

Hos

t ev

ents

in li

ne

with

the

Nat

iona

l C

alen

dar

of E

vent

s fro

m t

he P

resid

ency

(S

peci

al P

rogr

amm

es)

Ke

y P

erf

orm

ance

A

rea

Ob

ject

ive

Ind

icat

ors

2007/0

82008/0

92009/1

0

BR

AN

CH

: C

OR

PO

RA

TE

SE

RV

ICE

S

29


Effe

ctiv

e im

plem

enta

tion

of

EPM

IS

Effe

ctiv

e im

plem

enta

tion

of

PMD

S

Effe

ctiv

e im

plem

enta

tion

of

EPM

IS in

the

Offi

ce

Effe

ctiv

e im

plem

enta

tion

of

PMD

S

Effe

ctiv

e im

plem

enta

tion

of

EPM

IS in

the

Offi

ce

Effe

ctiv

e im

plem

enta

tion

of

PMD

S

Revi

sed

EPM

IS is

app

lied

in a

sou

nd, r

elia

ble

and

obje

ctiv

e m

anne

r as

wel

l as

link

ed t

o th

e O

PSC

’ s

obje

ctiv

es

Wor

kpla

ns s

ubm

itted

on

time

Hal

f yea

rly a

sses

smen

t co

nduc

ted

on t

ime

Ann

ual a

sses

smen

ts

cond

ucte

d on

tim

e

PMD

S is

appl

ied

in

a so

und,

rel

iabl

e an

d ob

ject

ive

man

ner

as w

ell

as li

nked

to

the

OPS

C ’s

ob

ject

ives

Perfo

rman

ce a

gree

men

ts

subm

itted

on

time

Mid

ter

m in

divi

dual

re

view

s co

nduc

ted

on

time

Ann

ual a

sses

smen

ts

cond

ucte

d on

tim

e

Impl

emen

tatio

n of

th

e Em

ploy

ee P

er-

form

ance

Man

age-

men

t an

d Im

prov

e-m

ent

Sys

tem

(EPM

IS)

for

sala

ry le

vels

2 to

12

in o

rder

to r

ewar

d go

od p

erfo

rman

ce

and

addr

ess

poor

pe

rform

ance

for

over

all o

rgan

isatio

nal

deve

lopm

ent

Impl

emen

t th

e Pe

r-fo

rman

ce M

anag

e-m

ent

and

Dev

elop

-m

ent

Syst

em (

PMD

S)

in li

ne w

ith t

he S

enio

r M

anag

emen

t Se

rvic

e (S

MS)

Han

dboo

k re

-w

ard

good

per

form

-an

ce a

nd a

ddre

ss

poor

per

form

ance

fo

r ov

eral

l org

anisa

-tio

nal d

evel

opm

ent

for

Seni

or M

anag

ers

Ke

y P

erf

orm

ance

A

rea

Ob

ject

ive

Ind

icat

ors

2007/0

82008/0

92009/1

0

BR

AN

CH

: C

OR

PO

RA

TE

SE

RV

ICE

S

30


Trai

ning

and

ski

lling

of

wor

kfor

ce

Plac

emen

t of

Lea

rner

s an

d In

tern

s in

the

OPS

C

Impr

ovem

ent

of S

ervi

ce

Del

iver

y w

ith m

easu

rabl

e st

anda

rds

Man

agem

ent

of d

iscip

line

and

grie

vanc

es in

the

OPS

C

Trai

ning

and

ski

lling

of

wor

kfor

ce

Plac

emen

t of

Lea

rner

s an

d In

tern

s in

the

OPS

C

Impr

ovem

ent

of S

ervi

ce

deliv

ery

with

mea

sura

ble

stan

dard

s

Man

agem

ent

of d

iscip

line

and

grie

vanc

es in

the

OPS

C

Trai

ning

and

ski

lling

of

wor

kfor

ce

Plac

emen

t of

Lea

rner

s an

d In

tern

s in

the

OPS

C

Impr

ovem

ent

of S

ervi

ce

deliv

ery

with

mea

sura

ble

stan

dard

s

Man

agem

ent

of d

iscip

line

and

grie

vanc

es in

the

O

PSC

Trai

ned

staf

f mem

bers

w

ho a

re c

usto

mer

-bas

ed

and

serv

ice

deliv

ery

orie

nted

in li

ne w

ith

trai

ning

nee

ds id

entifi

ed

in t

he W

ork

Plac

e Sk

ills

Plan

Skille

d Yo

uth

with

qua

li-fi c

atio

ns a

nd w

orkp

lace

ex

perie

nce

to e

nter

the

op

en la

bour

mar

ket

App

rove

d Se

rvic

e D

e-liv

ery

Impr

ovem

ent

Plan

fo

r th

e O

PSC

Info

rmed

wor

kfor

ce o

n la

bour

rel

atio

ns m

atte

rs

Impl

emen

t th

e W

ork

Plac

e Sk

ills P

lan

Plac

emen

t of

Lea

rn-

ers

and

Inte

rns

in

com

plia

nce

with

C

abin

et d

ecisi

on o

f D

ecem

ber

2002

to

enro

l at

leas

t 5%

of

the

OPS

C e

stab

lish-

men

t in

ord

er t

o ad

dres

s th

e iss

ue o

f un

empl

oym

ent

Com

pile

the

Ser

vice

D

eliv

ery

Impr

ove-

men

t Pl

an (

SDIP

) fo

r 20

09/2

010

in o

rder

to

impr

ove

serv

ice

deliv

ery

Prom

otio

n of

sou

nd

labo

ur r

elat

ions

in t

he

OPS

C

Ke

y P

erf

orm

ance

A

rea

Ob

ject

ive

Ind

icat

ors

2007/0

82008/0

92009/1

0

BR

AN

CH

: C

OR

PO

RA

TE

SE

RV

ICE

S

31


CO

MM

UN

ICAT

ION

Effi c

ient

func

tioni

ng o

f the

D

epar

tmen

tal B

arga

inin

g C

ham

ber

Bi-m

onth

ly p

rodu

ctio

n an

d pu

blish

ing

of e

lect

roni

c in

tern

al n

ewsle

tter

, Izw

i Las

e O

PSC

Prod

uctio

n of

pub

lishi

ng o

f th

e PS

C’s

Exte

rnal

Mag

a-zi

ne, P

SC N

ews

Com

pila

tion

of t

he A

nnua

l re

port

in li

ne w

ith T

reas

ury

Gui

delin

es

Impr

ove

med

ia r

elat

ions

Ann

ual r

evie

w o

f the

pro

-m

otio

n of

Acc

ess

to In

for-

mat

ion

Man

ual i

n lin

e w

ith

the

Prom

otio

n of

Acc

ess

to

Info

rmat

ion

Act

Effi c

ient

func

tioni

ng o

f the

D

epar

tmen

tal B

arga

inin

g C

ham

ber

Bi-m

onth

ly p

rodu

ctio

n an

d pu

blish

ing

of e

lect

roni

c in

tern

al n

ewsle

tter

, Izw

i Las

e O

PSC

Prod

uctio

n of

pub

lishi

ng o

f th

e PS

C’s

Exte

rnal

Mag

a-zi

ne, P

SC N

ews

Com

pila

tion

of t

he A

nnua

l Re

port

in li

ne w

ith T

reas

ury

Gui

delin

es

Med

ia a

ctiv

ities

hel

d

Ann

ual r

evie

w o

f the

pro

-m

otio

n of

Acc

ess

to In

for-

mat

ion

Man

ual i

n lin

e w

ith

the

Prom

otio

n of

Acc

ess

to

Info

rmat

ion

Act

Effi c

ient

func

tioni

ng o

f the

D

epar

tmen

tal B

arga

inin

g C

ham

ber

Bi-m

onth

ly p

rodu

ctio

n an

d pu

blish

ing

of e

lect

roni

c in

tern

al n

ewsle

tter

, Izw

i La

se O

PSC

Prod

uctio

n of

pub

lishi

ng o

f th

e PS

C’s

Exte

rnal

Mag

a-zi

ne, P

SC N

ews

Com

pila

tion

of t

he A

nnua

l Re

port

in li

ne w

ith T

reas

-ur

y G

uide

lines

Med

ia a

ctiv

ities

hel

d

Ann

ual r

evie

w o

f the

pr

omot

ion

of A

cces

s to

In

form

atio

n M

anua

l in

line

with

the

Pro

mot

ion

of A

c-ce

ss t

o In

form

atio

n A

ct

Com

plia

nce

with

the

la-

bour

rel

atio

ns p

resc

ripts

Inte

rnal

new

slett

er p

ro-

duce

d an

d di

strib

uted

el

ectr

onic

ally

to

staf

f ev

ery

seco

nd m

onth

At

leas

t on

e iss

ue o

f PS

C M

agaz

ine

publ

ished

Ann

ual R

epor

t pu

blish

ed

Med

ia li

aiso

n ac

tiviti

es

held

Prom

otio

n of

Acc

ess

to In

form

atio

n M

anua

l re

view

ed a

nd p

ublis

hed

acco

rdin

gly

Con

sulta

tion

with

or

gani

zed

labo

ur o

n m

atte

rs o

f mut

ual

inte

rest

at

the

De-

part

men

tal B

arga

in-

ing

Cha

mbe

r of

the

O

PSC

To p

rodu

ce c

orpo

-ra

te p

ublic

atio

ns

To im

prov

e re

latio

ns

with

the

med

ia

To c

ompl

y w

ith t

he

Prom

otio

n of

Acc

ess

to In

form

atio

n A

ct

(PA

IA)

Ke

y P

erf

orm

ance

A

rea

Ob

ject

ive

Ind

icat

ors

2007/0

82008/0

92009/1

0

BR

AN

CH

: C

OR

PO

RA

TE

SE

RV

ICE

S

32


Man

agem

ent

of O

PSC

pr

intin

g re

quire

men

ts

Prod

uctio

n of

pro

mot

iona

l m

ater

ial

Mai

nten

ance

of a

ppro

pri-

ate

corp

orat

e id

entit

y an

d pr

otoc

ols

Prom

ote

effe

ctiv

e ut

iliza-

tion

of t

he In

tran

et a

nd t

he

inte

rnet

site

s

Upd

atin

g of

intr

anet

and

in

tern

et s

ites

Ann

ual r

evie

w o

f the

pro

-m

otio

n of

Acc

ess

to In

for-

mat

ion

Sect

ion

15 N

otic

e in

lin

e w

ith t

he P

rom

otio

n of

A

cces

s to

Info

rmat

ion

Act

Man

agem

ent

of O

PSC

pr

intin

g re

quire

men

ts

Prod

uctio

n of

pro

mot

iona

l m

ater

ial

Mai

nten

ance

of a

ppro

pri-

ate

corp

orat

e id

entit

y an

d pr

otoc

ols

Mar

ketin

g of

the

PSC

th

roug

h m

edia

cam

paig

ns

Rede

sign

of t

he P

SC in

ter-

net

web

site

Ann

ual r

evie

w o

f the

pr

omot

ion

of A

cces

s to

In

form

atio

n Se

ctio

n 15

N

otic

e in

line

with

the

Pr

omot

ion

of A

cces

s to

In

form

atio

n A

ct

Man

agem

ent

of O

PSC

pr

intin

g re

quire

men

ts

Prod

uctio

n of

pro

mot

iona

l m

ater

ial

Mai

nten

ance

of a

ppro

pri-

ate

corp

orat

e id

entit

y an

d pr

otoc

ols

Mar

ketin

g of

the

PSC

me-

dia

cam

paig

ns

Prom

otio

n of

Acc

ess

to

Info

rmat

ion

Sect

ion

15

Not

ice

revi

ewed

and

pu

blish

ed a

ccor

ding

ly

Stan

dard

ized

look

on

PSC

rep

orts

mai

ntai

ned

and

timel

y pr

intin

g of

re

port

s

Prom

otio

nal m

ater

ial t

o m

arke

t th

e w

ork

of t

he

PSC

pro

duce

d

Cor

pora

te id

entit

y co

nsist

ently

adh

ered

to

on a

ll pu

blic

atio

ns a

nd

prom

otio

n m

ater

ial

PSC

mar

kete

d th

roug

h m

edia

(pr

int

and

elec

-tr

onic

) ca

mpa

ign

The

PSC

inte

rnet

w

ebsit

e re

desig

ned

and

appe

alin

g

To c

reat

e a

posit

ive

corp

orat

e im

age

Ke

y P

erf

orm

ance

A

rea

Ob

ject

ive

Ind

icat

ors

2007/0

82008/0

92009/1

0

BR

AN

CH

: C

OR

PO

RA

TE

SE

RV

ICE

S

33


Rend

er c

omm

unic

atio

n su

ppor

t to

the

OPS

C

Staf

f inf

orm

ed a

bout

str

ate-

gic

deci

sions

tak

en a

nd a

lso

affo

rded

an

oppo

rtun

ity

to r

aise

the

ir co

ncer

ns a

nd

sugg

estio

ns fo

r co

nsid

era-

tion

by m

anag

emen

t

Prov

ide

secr

etar

iat

and

sup-

port

ser

vice

s to

MA

NC

O

of t

he O

PSC

Impl

emen

tatio

n of

Pro

mo-

tiona

l Mat

eria

l Pol

icy

and

Gift

s Po

licy

Prom

ote

effe

ctiv

e ut

ilizat

ion

of t

he In

tran

et a

nd In

tern

et

sites

Upd

atin

g of

Intr

anet

and

In

tern

et s

ites

Rend

er c

omm

unic

atio

n su

ppor

t to

the

OPS

C

Prov

ide

secr

etar

iat

and

sup-

port

ser

vice

s to

MA

NC

O

of t

he O

PSC

Impl

emen

tatio

n of

Pro

mo-

tiona

l Mat

eria

l Pol

icy

and

Gift

s Po

licy

Prom

ote

effe

ctiv

e ut

iliza-

tion

of t

he In

tran

et a

nd

Inte

rnet

site

s

Upd

atin

g of

Intr

anet

and

In

tern

et s

ites

Rend

er c

omm

unic

atio

n su

ppor

t to

the

OPS

C

Prov

ide

secr

etar

iat

and

supp

ort

serv

ices

to

MA

NC

O o

f the

OPS

C

Prom

otio

nal M

ater

ial

Polic

y an

d G

ifts

Polic

y im

plem

ente

d an

d w

here

ne

cess

ary,

upda

ted

Util

izat

ion

of t

he In

tran

et

and

Inte

rnet

ser

vice

s pr

omot

ed

Intr

anet

and

Inte

rnet

sit

es u

pdat

ed

PSC

pro

ject

s an

d pr

o-gr

amm

es s

ucce

ssfu

lly

give

n co

mm

unic

atio

n su

ppor

t

MA

NC

O o

f the

OPS

C

held

To p

rom

ote

effe

ctiv

e us

e of

PSC

Intr

anet

an

d In

tern

et s

ites

To p

rovi

de c

omm

uni-

catio

n su

ppor

t to

the

O

PSC

Ke

y P

erf

orm

ance

A

rea

Ob

ject

ive

Ind

icat

ors

2007/0

82008/0

92009/1

0

BR

AN

CH

: C

OR

PO

RA

TE

SE

RV

ICE

S

34


INFO

RMAT

ION

SER

V-IC

ES

INFO

RMAT

ION

TEC

H-

NO

LOG

Y

Purc

hase

rel

evan

t lib

rary

m

ater

ial f

or u

sers

as

an

whe

n ne

cess

ary

Mar

ketin

g in

form

atio

n Re

-so

urce

Cen

ter

serv

ices

Ass

ess

ICT

enab

lem

ent

of

busin

ess

proc

esse

s in

the

O

PSC

Impl

emen

tatio

n of

the

Vir-

tual

Priv

ate

Net

wor

k (V

PN)

Inst

alla

tion

of t

he b

acku

p Li

brar

y D

evic

e fo

r th

e se

rv-

ers

Staf

f inf

orm

ed a

bout

str

ate-

gic

deci

sions

tak

en a

nd a

lso

affo

rded

an

oppo

rtun

ity

to r

aise

the

ir co

ncer

ns a

nd

sugg

estio

ns fo

r co

nsid

era-

tion

by m

anag

emen

t

Purc

hase

rel

evan

t In

for-

mat

ion

Reso

urce

Cen

tre

mat

eria

l

Mar

ketin

g of

the

Info

rma-

tion

Reso

urce

Cen

tre

Impl

emen

tatio

n of

the

Vir-

tual

Priv

ate

Net

wor

k (V

PN)

Staf

f inf

orm

ed a

bout

str

a-te

gic

deci

sions

tak

en a

nd

also

affo

rded

an

oppo

rtu-

nity

to

raise

the

ir co

ncer

ns

and

sugg

estio

ns fo

r co

nsid

-er

atio

n by

man

agem

ent

Purc

hase

rel

evan

t In

for-

mat

ion

Reso

urce

Cen

tre

mat

eria

l

Mar

ketin

g of

the

Info

rma-

tion

Reso

urce

Cen

tre

Mon

itor

the

impl

emen

ta-

tion

of V

PN in

fras

truc

ture

Two

info

rmat

ion

sess

ions

fo

r th

e O

PSC

hel

d

Rele

vant

Info

rmat

ion

Re-

sour

ce C

entr

e m

ater

ial

purc

hase

d

Info

rmat

ion

Reso

urce

C

entr

e se

rvic

es m

ar-

kete

d

Dev

elop

ed s

trat

egic

in

form

atio

n pl

an fo

r bu

sines

s pr

oces

ses

Impr

oved

net

wor

k co

n-ne

ctiv

ity, s

ecur

ity a

nd

prod

uctiv

ity

Cen

tral

ised

back

up

syst

em in

line

with

the

D

isast

er R

ecov

ery

Plan

To p

rovi

de e

ffect

ive

info

rmat

ion

supp

ort

to u

sers

thr

ough

the

In

form

atio

n Re

sour

ce

Cen

tre

Impr

ove

the

utiliz

a-tio

n of

IT in

fras

truc

-tu

re a

nd r

elia

bilit

y th

ereo

f

Ke

y P

erf

orm

ance

A

rea

Ob

ject

ive

Ind

icat

ors

2007/0

82008/0

92009/1

0

BR

AN

CH

: C

OR

PO

RA

TE

SE

RV

ICE

S

35


Impl

emen

tatio

n of

Voi

ce

and

Fax

over

Inte

rnet

pro

-to

col (

IP)

and

SMS

tech

nol-

ogy

Impl

emen

tatio

n of

Com

-pa

ct U

nint

erru

pted

Pow

er

Supp

ly (

UPS

) in

Reg

iona

l O

ffi ce

s

Impl

emen

tatio

n of

dat

a ca

rds

and

data

pac

kage

s fo

r m

obile

use

rs

Mig

ratio

n to

Win

dow

s Vist

a

Impl

emen

tatio

n of

Wire

less

N

etw

ork

Dig

itise

Fin

anci

al D

isclo

sure

Fr

amew

ork

syst

em

Impl

emen

tatio

n an

d de

-ve

lopm

ent

of D

ash

Boar

d Sy

stem

Impl

emen

tatio

n an

d in

stal

-la

tion

of B

lade

Ser

vers

for

Exch

ange

Impl

emen

tatio

n of

vid

eo

conf

eren

cing

Mon

itor

mig

ratio

n to

Win

-do

ws V

ista

Mon

itor

the

impl

emen

ta-

tion

of w

irele

ss n

etw

ork

Impl

emen

tatio

n of

Fin

an-

cial

Disc

losu

re F

ram

ewor

k sy

stem

Mon

itor

and

mai

ntai

n th

e us

e of

Das

h Bo

ard

Syst

em

Impl

emen

ted

Uni

nter

-ru

pted

Pow

er S

uppl

y (U

PS)

in R

egio

nal O

f-fi c

es.

Redu

ced

dam

age

risk

on n

etw

ork

devi

ces

Real

-Tim

e ac

cess

to

info

rmat

ion

anyt

ime

and

anyw

here

Take

adv

anta

ge o

f the

M

icro

soft

softw

are

as-

sura

nce

Redu

ced

cost

s w

hen

mak

ing

calls

and

tra

vel-

ling

to r

emot

e sit

es a

s w

ell a

s in

crea

sed

par-

ticip

atio

n in

mee

tings

re

mot

ely

Onl

ine

fi nan

cial

disc

lo-

sure

form

s

Acc

urat

e, r

eal t

ime,

and

re

adily

ava

ilabl

e in

form

a-tio

n fo

r Se

nior

Man

ager

s

Ke

y P

erf

orm

ance

A

rea

Ob

ject

ive

Ind

icat

ors

2007/0

82008/0

92009/1

0

BR

AN

CH

: C

OR

PO

RA

TE

SE

RV

ICE

S

36


INFO

RMAT

ION

AN

D

KNO

WLE

DG

E M

AN

-A

GEM

ENT

Prom

ote

effe

ctiv

e us

e of

In

form

atio

n an

d Kn

owle

dge

Man

agem

ent

syst

em

Impl

emen

tatio

n of

Doc

u-m

ent

Man

agem

ent T

rack

ing

Syst

em a

nd t

his

incl

udes

D

G-S

ubm

issio

n

Upl

oadi

ng s

cann

ed d

ocu-

men

ts a

nd a

ll re

late

d in

form

atio

n in

line

with

the

Kn

owle

dge

man

agem

ent

stra

tegy

Hos

ting,

deve

lopm

ent

and

man

agem

ent

of a

n in

-hou

se

intr

anet

Mai

ntai

ning

the

exi

stin

g El

ectr

onic

Lib

rary

Sys

tem

Prom

otin

g ef

fect

ive

use

of

Info

rmat

ion

and

Know

ledg

e M

anag

emen

t sy

stem

Mon

itor

and

mai

ntai

n th

e us

e of

Info

rmat

ion

and

Know

ledg

e M

anag

emen

t sy

stem

Reac

h m

axim

um n

umbe

r of

IKM

use

rs

Impr

oved

pap

erle

ss

envi

ronm

ent

and

prop

er

trac

king

of d

ocum

ents

Cen

tral

ised

stor

age

of

data

, info

rmat

ion

and

know

ledg

e

Impr

oved

info

rmat

ion

man

agem

ent

Impr

oved

usa

ge o

f the

lib

rary

sys

tem

Dev

elop

and

acq

uire

kn

owle

dge-

bas

ed

proc

edur

es a

nd

syst

ems

requ

ired

as

a bu

sines

s en

able

r to

su

ppor

t in

form

atio

n an

d kn

owle

dge

shar

-in

g pr

actic

es

Ke

y P

erf

orm

ance

A

rea

Ob

ject

ive

Ind

icat

ors

2007/0

82008/0

92009/1

0

BR

AN

CH

: C

OR

PO

RA

TE

SE

RV

ICE

S

37


38


Cha

pter

Thr

ee

INSTITUTION BUILDING AND SUPPORT

39


The institution building and support structure includes provision of centralised administration, offi ce support services, management of departmental personnel and fi nancial administration, determination of working methods and procedures as well as exercising of control over assets and infrastructure.

3.1 HUMAN RESOURCES

The appointment of staff into vacant posts is gradually yielding results in the form of improving employment equity targets as well as employing people with appropriate skills in the PSC. There is a steady increase in the number of female employees having increased from 97 in February 2006 to 106 in February 2007.

The break down of the structure per level within the organisation, as at 01 February 2007, is refl ected below:

LEVEL AFRICANS COLOUREDS INDIANS WHITES SUB TOTAL

TOTAL

F M T F M T F M T F M T F M

01 to 08 57 31 88 4 0 4 1 0 1 5 1 6 67 32 99

09 to 12 21 28 49 1 5 6 1 1 2 5 7 12 28 41 69

13 to 16 6 18 24 1 1 2 0 3 3 4 4 8 11 26 37

TOTAL 84 77 161 6 6 12 2 4 6 14 12 26 106 99 205

F = FEMALE M = MALE T = TOTAL

The approved staff establishment is 226 resulting in 21 vacant positions as at 01 February 2007. The vacancy rate can be attributed to high staff turnover within the PSC, especially with respect to offi cials on salary levels 8, 9 and 11. The staff turnover rate, specifi cally at the level of middle management is a critical concern for the PSC. It was the intention of the PSC to review posts of Deputy Director both from a grading and retention strategy perspective as employees at this level are frequently poached by other departments. A policy proposal on additional resources required to address this problem was submitted to the National Treasury. Unfortunately this request was not favourably considered by the National Treasury thus the proposed review could not be realised.

Although the PSC has identifi ed two recruitment agencies who are serving as databases for supplying prospective employees with disabilities, the PSC is still experiencing challenges in employing people with disabilities. The PSC has with effect from 1 December 2006 placed six (6) learners with disabilities under its learnership programme. It is hoped that the learners will apply for vacant positions in the Public Service and elsewhere, when they have completed their learnership programme.

The PSC is in the process of rolling out its Human Resource Development Strategy for its Offi ce with specifi c focus on induction courses for new employees and re-orienting old employees in line with Government Policy. As the PSC goes into new areas, there is a need for equipping the existing employees with relevant skills. To this end, the Human Resource Development Strategy needs to be continuously reviewed to meet these requirements.

The Employee Wellness Programme of the PSC continues to show a marked improvement on its utilisation. Given the highly pressurised environment, the annual utilisation has increased from 2.5% in January 2006 to 19% in December 2006. This is an indication that the programme has been accepted by the employees. In addition to the Employee Wellness Programme, other initiatives have been initiated to give attention to the overall wellness, contentment and productivity of staff.

40


3.1.1 SERVICE DELIVERY IMPROVEMENT PROGRAMMES

The PSC is in a process of fi nalising its Service Delivery Improvement Plan.

3.2 INTERNAL AUDIT AND RISK ANALYSIS

GOBODO Corporate Governance Services has been appointed to perform the internal audit function with effect from 01 October 2004 for a period of 36 months. This period will expire on 30 September 2007. The PSC intends to bring the internal audit function in-house and will create an Internal Audit Directorate during the 2007/2008 fi nancial period. Members of the new directorate will work closely with GOBODO to ensure successful skills transfer and proper hand over on expiry of the contract.

3.3 INFORMATION TECHNOLOGY

To remain a strong, service oriented and responsive organization and continue to meet the increasingly complex demands of South African deepening democratic ethos and practices, it is imperative for the PSC to manage its information and knowledge in ways that ensure the accessibility without compromising the accuracy, integrity and security. To achieve this, the PSC recognizes that ICT plays a critical role to improve business processes for optimal operational effi ciency and accountability through ICT enablement, and requires to adopt business process reengineering (BPR). An enterprise resources planning (ERP) model will be adopted to strategically streamline the organization’s business processes, fl ows, and their internal and external relationships thus ensuring compliance with the Acts and Regulations governing its mandate and operations.

The proposed approach takes a global view of the organization in mapping out its key business processes and their interrelationships, and determining those processes that may benefi t from ICT enablement. The approach also defi nes progressive stages in which the development of ICT capacity should be systematically carried out. This has the advantage that the knowledge and experiences gained from one stage are employed to improve performance in the subsequent stage. Furthermore, the top down approach facilitates successive elaboration of business systems and processes to their atomic levels. Doing so makes it easier to decide on the processes that require ICT enablement and what technologies are suitable.

The approach will ultimately lead the PSC into developing a strategic information plan (SIP) that defi nes and prioritizes key business systems and applications that require ICT enablement. Once developed, SIP will provide a management blueprint for guiding the systematic development of the required ICT capacity that takes into account the institutional imperatives within which the organization operate.

3.3.1 PROPOSED INFORMATION TECHNOLOGY ACQUISITION PLAN

The PSC’s proposed Information Technology Acquisition Plan includes the following:

• Implementation of the Virtual Private Network;• Implementation of the Voice and Fax over Internet Protocol;• Video Conferencing; and• Migration to Windows Vista Operating System.

3.4 FINANCIAL REPORTING AND CORPORATE MANAGEMENT

CORPORATE GOVERNANCE AND MANAGEMENT

The PSC continues to have appropriate governance structures which are set up to deal with ongoing management issues. These are:

41


Public Service Commission Plenary

This is a quarterly meeting of all the Commissioners together with the Executive Management of the Offi ce of the Public Service Commission where policy issues are discussed and decisions in this regard taken. Furthermore, the strategic plan as well as the annual work plan of the PSC are also considered and approved at such meetings.

Executive Committee

The Executive Committee (EXCO) comprises Pretoria based Commissioners, one Provincially-based Commissioner attending on a six-monthly rotational basis and the Executive Management of the Offi ce of the Public Service Commission. It meets fortnightly to consider and make operational decisions within the parameters of the policy framework including ad-hoc projects. These are subsequently ratifi ed at full plenary where all the Commissioners are present.

Specialist Teams

The Specialists Teams comprise selected Senior Offi cials from the Offi ce of the Public Service Commission as well as selected Commissioners. These meet on a quarterly basis to consider progress on projects and related issues. There are three (3) Specialists Teams, namely: • Governance Monitoring, Leadership and Performance Management • Labour Relations Improvement, Public Administration Investigations, and Professional Ethics and Human

Resource Reviews • Service Delivery and Quality Assurance

Executive Management Committee

This Committee consists of Executive Management from the Offi ce of the Public Service Commission. It meets on a monthly basis to consider policy and management issues affecting the Offi ce of the Public Service Commission.

Management Committee

This is a Forum comprising Executive and Senior Managers from the Offi ce of the Public Service Commission. The purpose of this Forum is to discuss project related issues and to engage on the strategic planning exercise as well as to give feedback to Senior Managers on policy and management decisions taken at the various aforementioned governance structures. This Forum meets on a quarterly basis.

FINANCIAL MANAGEMENT

The report on ‘State of Expenditure’ as required by the National Treasury is generated on a monthly basis. The report is discussed in management meetings at EXCO, EXMA and quarterly at the Plenary Session of PSC.

A Budget Committee has been established with effect from 01 April 2006. The objective of the Committee is to bring programme managers together on a monthly basis to discuss the budget, expenditure to date and projections. The expenditure trends are also analysed and monitored against the budget. Programme managers are required to provide reasons for the deviation from the budget.

The project costing model which costs projects separately was introduced in April 2006. The model assists with the provision of accurate information relating to projects, budget and expenditure.

42


SUPPLY CHAIN MANAGEMENT

The PSC continues to upgrade its supplier database on an ongoing basis. The database enables the rotation of the service providers as well as facilitating the achievement of Small Medium and Micro Enterprises (SMME’s), and Black Economic Empowerment (BEE) targets.

The PSC reports to the National Treasury on SMME and BEE procurement. Quarterly reports are also provided to the Department of Environmental Affairs and Tourism (DEAT) on Graded Accommodation Establishments.

The PSC will review its procurement policy in line with the approved Codes of Good Practice for Broad-Based Black Economic Empowerment (B-BBEE).

3.5 COMMUNICATION AND INFORMATION SERVICES

The PSC has developed a communication strategy to address its communication challenges and in line with the requirements of government’s annual strategic communication framework.

The objectives of the communication strategy are:• To clearly position the PSC to all target audiences through a sustained communication programme that

builds and instills public confi dence in the PSC.• To ensure that the mandate of the Commission and its contribution to public administration are communicated

effectively to its stakeholders and the public.• To popularise the PSC’s programmes and policies among employees through consistent internal

communication.

The PSC’s relationship and engagement with the media, both in the electronic and print, have improved signifi cantly. This has resulted in a growing understanding of the work of the PSC. The nature of the PSC’s engagement with the media entails amongst others, media briefi ngs, media releases, breakfast meetings and appearances on current affairs programmes. The media, through its reporting, has become an important medium through which the PSC’s research fi ndings are communicated to the public. Other communication initiatives are contained in the Communication Strategy Document.

43


44


Cha

pter

Fou

r

MEDIUM TERM EXPENDITURE FRAMEWORK ESTIMATES

45


The PSC’s programme structure is divided into three programmes, namely:

Programme 1: Administration

Purpose: To manage, organise and provide administrative support to the Public Service Commission (PSC) and the Offi ce.

Programme 2: Investigations and Human Resources Reviews

Purpose: To enable the PSC to improve labour relations and management, carry out audits and investigations into public administration practices, promote anti-corruption practices, and review the implementation of human resources policies in the public service.

Programme 3: Monitoring and Evaluation

Purpose: To establish a high standard of public service leadership, good governance and improved service delivery through public participation.

The following tables give an indication of the distribution of funds amongst the three programmes as well as the distribution according to the economic classifi cation of expenditure over the medium term.

4.1 EXPENDITURE ESTIMATES PER PROGRAMME

PROGRAMME 2007/08 2008/09 2009/10

R’000 R’000 R’000

1. Administration 53 028 55 606 58 989

2. Investigations and Human Resources Reviews 28 171 29 557 31 212

3. Monitoring and Evaluation 24 158 25 343 26 764

TOTAL 105 357 110 506 116 965

4.2 EXPENDITURE ESTIMATES PER ECONOMIC CLASSIFICATION OF EXPENDITURE

ITEM 2007/08 2008/09 2009/10

R’000 R’000 R’000

Compensation of employees 74 265 77 979 81 878

Goods and services 29 398 30 763 33 185

Transfers to foreign government and internal organizations

27 28 30

Payment for capital assets 1 667 1 736 1 872

TOTAL 105 357 110 506 116 965

Expenditure TrendsExpenditure is expected to grow at an average annual rate of 6,4 per cent over the MTEF period, as a result of establishing an internal audit component and capacity to deal with the management of confl icts of interest.

46


The change in the 2006 budget estimates is as a result of a rollover of funds amounting to R675 000 for projects that were not completed at the end of the 2006/07 fi nancial year. This led to an increase in the voted main appropriation, from R96 328 million to R97,003 million.

Additional amounts of R3,826 million, R3,932 million and R4,032 million were allocated for 2007/08, 2008/09 and 2009/10 respectively, due to increase in capacity building and anti-corruption activities.

Compensation of employees, which on average accounts for 71 per cent of the programme’s expenditure, will continue to grow at an average annual rate of 6 per cent over the MTEF, contributing to the growth of total expenditure.

Special funds earmarked for the upgrading of IT infrastructure are classifi ed under Payments for Capital Assets: R1 million, R1,5 million and R1,5 million over the MTEF period. A portion of capital expenditure is classifi ed under current expenditure if valued at less than R5 000.

4.3 PROPOSED ACQUISITION OF FIXED OR MOVABLE CAPITAL ASSETS

The PSC does not have proposed acquisition of fi xed or movable capital assets for the MTEF period.

4.4 PROPOSED ACQUISITION OF FINANCIAL ASSETS OR CAPITAL TRANSFERS The PSC does not have proposed acquisition of fi nancial assets or capital transfers for the MTEF period.

47


48


Cha

pter

Fiv

e

MULTI-YEAR PROJECTIONS OF INCOME AND PROJECTED

RECEIPTS

49


The following table sets out the PSC’s estimated receipts over the medium term period:

ITEMS 2007/08 2008/09 2009/10

R’000 R’000 R’000

Sale of goods and services 35 37 38

Interest 25 26 26

Financial transactions in assets and liabilities 168 170 171

TOTAL 228 233 235

The PSC receives very small amounts of money from other income. The sale of goods and services comprises of commissions received from fi nancial institutions as a result of deductions from employees’ salaries on their behalf.

Financial transactions include the capital repayment of loans on bursaries, fees charged for parking facilities, private use of telephone and stale cheques.

A more detailed breakdown of expenditure and anticipated outputs for the PSC is refl ected in the PSC’s Budget Chapter (Vote 10) included in the 2007 Estimates of National Expenditure.

50


Cha

pter

Six

CONCLUSION

51


The PSC’s Medium Term Strategic Document is prepared in line with the Estimates of National Expenditure. It is hoped that it will assist to guide the work of the PSC for the period 2007/2008 to 2009/2010. It will also serve as a framework that will inform stakeholders regarding the PSC’s objectives in meeting its mandate.

52


53


54


Eastern Cape91 Alexandra RoadKing William’s Town 5601

Tel: (043) 643-4704Fax: (043) 642-1371

Free State62 Fedsure Building3rd Floor, St Andrews StreetBloemfontein, 9301

Tel: (051) 448-8696Fax: (051) 448-4135

GautengTen Sixty-Six Building16th Floor, 35 Pritchard StreetJohannesburg 2001

Tel: (011) 833-5721Fax: (011) 834-1200

KwaZulu-Natal262 Brasford Housecnr Commercial & Longmarket StreetsPietermaritzburg 3200

Tel: (033) 345-9998Fax (033) 345-8505

Mpumalanga19 Russel StreetNelspruit 1200

Tel: (013) 755-4070Fax: (013) 752-5814

PUBLIC SERVICE COMMISSION OFFICES

Vision

The Public Service Commission is an independent and impartial body created by the Constitution, 1996, to enhance excellence in governance within the Public Service by promoting a professional and ethical environment and adding value to a public administration that is accountable, equitable, effi cient, effective, corruption-free and responsive to the needs of the people of South Africa.

Mission

The Public Service Commission aims to promote the constitutionally enshrined democratic principles and values of the Public Service by investigating, monitoring, evaluating, communicating and reporting on public administration. Through research processes, it will ensure the promotion of excellence in governance and the delivery of affordable and sustainable quality services.

Northern Cape1st FloorWoolworths Buildingc/o Lennox & Chapel streetsKimberley 8300

Tel (053) 832-6222Fax (053) 832-6225 LimpopoKleingeld Trust Building81 Biccard StreetPolokwane 699

Tel (015) 297-6284Fax (015) 297-6276

North-WestMmabatho Post Office BuildingGround FloorUniversity DriveMmabatho 2735

Tel: (018) 384-1000Fax: (018) 384-1012

Western CapeSanlam Golden Acre Building21st Floor, Adderley StreetCape Town8000

Tel (021) 421 3980Fax (021) 421 4060



May 2007



Tel: +27 12 352-1000Fax: +27 12 325-8382Website: www.psc.gov.za

National Anti-Corruption Hotline for the Public Service: 0800 701 701

Republic of South Africa


medium term strategic plan 2007/2008 - 2009/2010€¦ · · 2008-07-02ppsc mt cover.indd 1sc mt...

Documents