Senior Management Service Senior Management Service Conference:Conference:

PRESENTATION ON THE PRESENTATION ON THE SINGLE PUBLIC SERVICESINGLE PUBLIC SERVICE

Overview and Implications for Senior Overview and Implications for Senior Managers Managers

September 2007September 2007

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Outline of PresentationOutline of PresentationContext of the Single Public Service (SPS)ObjectivesGoalsMilestonesPillars of the SPS

Service deliveryInstitutional integrationInformation and Communication TechnologyAnti-CorruptionLegislation of the SPS

Progress to dateImplications to SMSChallenges of the SPSConclusion

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Context for Creation of a SPSContext for Creation of a SPS

The developmental stateBuilding an effective developmental state to fight inequality and poverty is a central objective of governmentVision of the developmental state is the creation of a nonracial, non sexist, democratic and prosperous countryIn a developmental state, government:

Leads a concerted drive for economic growth and sustainable development (eg, through forging partnerships with key stakeholders in society to pursue national development objectives)Pursues proactive interventions in economic development (eg Asgi-SA)Ensures that the fruits of growth and development are more equitably shared through progress taxation and redistributive policiesMobilises national resources towards the attainment of clearly articulated national development objectivesIt fundamentally includes bridging the divide between the developed first economy and the underdeveloped second economy

Achieving the objectives of the developmental stateWill rely heavily on democratic values, the optimal configuration of the State in its entirety and the efficiency and effectiveness of the bureaucracy within all spheres and arms of governmentEssential that the necessary infrastructure, institutional capacity and integrated management and administration systems are developed, installed, enhanced to achieve the developmental objectives

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Context Cont.Context Cont.

Must be seen as part of the ongoing transformation of government to further enhance and strengthen the capability of the system of government (across the three spheres) to be able to successfullydeliver on the State’s developmental agenda

SPS is based on the fundamental premise that the institutions across the three spheres of government that comprise the machinery of State have to be strategically aligned and harmonized to complement one another so as to more effectively fulfil the needs of SA society

The SPS initiative seeks to ensure greater convergence across the three spheres of government in the areas of human resource management and development, service delivery, ICT, anti-corruption, and the design of framework legislation, with the ultimate objective of ensuring better service delivery to the benefit of the citizens

Enhanced service delivery and better integration of efforts across government

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Objectives of the SPSObjectives of the SPS

Strategic alignment and harmonization of institutions within theSPS

Create a strong centre of govt that is in a position to hold the service delivery vehicles together and to provide support, guidance and advice where needed

Create seamless & integrated service delivery through a single window approach

convenience to the citizensIntegrated service delivery platforms and front offices (TSC – single face of government)

Creating a shared vision and common culture of service delivery across all spheres

Systematically share knowledge, expertise, resources and best practices to preclude weak links

Stability and improved intergovernmental relations

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Objectives of the SPSObjectives of the SPS

Optimal utilization of limited resources underpinned by creating govt institutions that are accessible, efficient, representative, accountable, sustainable and responsive to service delivery needs

Framework for the ease of mobility within the spheres of govt

Clearly defined employment practices for all employees including remuneration and conditions of service that covers all employees

Clearly defined employee relations framework and mandating arrangements

Aligned training and capacity building to ensure the transfer of knowledge and skills across spheres

Interoperability of ICT transversal systems, financial and human resource systems

Maximization of economies of scale in ICT goods and service/Elimination of duplication of costly efforts in ICT

Alignment of legislation

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Goal of the SPS (in sum)Goal of the SPS (in sum)

To strengthen government to be able to meet the requirements of the Constitution (Socio-Economic Rights and Values of PA and M)

Integrate and better harmonize the planning and operation of government across the 3 spheres

HR Anti-CICT Access/BP

National

Provincial

Local

Policy and Legal Frameworks for INTEGRATED AND IMPROVED SERVICE DELIVERY

Boost Service Delivery / Eliminate “wrong door” entry

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Pillar 1: Service Delivery (Access Pillar 1: Service Delivery (Access and Batho Pele)and Batho Pele)

To ensure that government services are taken closer to the citizens in a structured and planned manner, Cabinet has called for the development of a Government-wide Access Strategy

This Strategy:is a central pillar and key driver of the SPS, is aimed at achieving more integrated and responsive services across government (basket of services and channels)acknowledges the inroads made in achieving integrated and accessible service delivery through the usage of platforms such as Thusong Service Centres, the Batho Pele Gateway, Call Centres, Mobile Units, CDWs, but makes a strong argument that more needs to be done to strengthen current initiatives, to capitalise on new technology, to expand on existing access initiatives (access points) through creative, innovative and cost effective means, to increase the number of services delivered to the citizens via these various channels, to focus on human resource related matters such as capacity building, remuneration and conditions of service and, to inculcate an ethos of Batho Pele as central to each of these access initiatives

Work is currently underway to strengthen particular access channels such as the Thusong Service Centres so as to make them more effective

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Pillar 1: Service Delivery Pillar 1: Service Delivery (e(e--Government)Government)

• Front end integration is outlined in the Access Strategy and it entails the creation of mechanisms to allow citizens to experience seamless services. Such mechanisms include:

– Batho Pele Gateway Portal – This is a government-wide web-enabled portal that provides a single view of government services and which provides information about such services readily available in all 11 official languages

– Batho Pele Gateway Call Centre – This call centre provides a toll free number and is staffed by agents who are able to assist people to access information about government services

– Citizen Relations Portal is a government-wide web-based system for people to communicate and interact with government on various matters, via a single point of entry using a range of technological communication channels, for example, SMS messages, Internet, emails, telephone calls and facsimiles.

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Pillar 2: Institutional Integration Pillar 2: Institutional Integration --Remuneration, COS, HRM & DRemuneration, COS, HRM & D

The SPS is a strategic policy framework aimed at harmonizing the conditions of service of government workers at all three spheres (national, provincial and Local Government) work

Currently, the employees of national and provincial government fall within a single policy framework from which Local Government is excluded

The SPS initiative will bring Local Government into a common framework which will cover all institutions that form part of the SPS

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Pillar 2: Institutional Integration Pillar 2: Institutional Integration --Remuneration, COS, HRM & DRemuneration, COS, HRM & D

The envisaged framework on a SPS would see:a common wage policy for the SPS harmonized conditions of service (medical aid and pension funds)norms and standards for human resource management legal mechanisms for mobility within a SPS a common culture of service delivery across the three spheres ofgovernment (including standards for service delivery)

Work is currently in progress to undertake a review of remuneration frameworks and conditions of service at Local Government level (medical, pension fund arrangements, etc)

The results of these studies will be important to establish the cost implications to the State in harmonization/alignment of these various areas

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Pillar 3: ICT Pillar 3: ICT

The Presidential Review Commission (1998) recommended that there be a single ICT strategy for government as a whole

This must cover aspects of information management and technologyand how these can support the goals of government especially as it pertains to seamless service delivery

The Commission determined that there were several problem areas in terms of effective and efficient use of ICTs which are applicable to all spheres of government which are as follows:

Lack of clear roles and responsibilitiesLack of coordinationProliferation and duplication of systemsApplication Usability and User Perception

An eGovernment Framework developed for the Public Service will be extended include to local governmentThe scope of the mandate of ICT governance structures and that of SITA will be expanded to include local government

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Pillar 4: AntiPillar 4: Anti--CorruptionCorruption

Service delivery challenges relating to work ethics, low morale,corruption and other unbecoming conduct have the potential of destroying the image of government and reducing public confidence in government’s ability to deliver quality services

A Single Public Service Code of Conduct and the Anti-corruption strategy and structures should cover all employees of the SPS

Frameworks have been developed for the Public Service and Local Government (SPS will require a review of these frameworks)

As part of this process a clear orientation and induction programme will be developed and rolled out, ensuring that all newly recruited employees into the Public Service are orientatedand inducted into the developmental ethos of the State

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Pillar 5: Legislation for the SPSPillar 5: Legislation for the SPS

A legal technical team of the Governance and Administration SPS Task Team consisting of representatives the dplg, National Treasury (NT), SALGA, The Presidency and the dpsa developed the Bill

The Legal Drafting work stream seeks to establish a framework that will provide for public administration, management and governance across the three spheres (as a coherent entity) to be organised and to function in ways that will ensure efficient, quality, collaborative and accountable service delivery (principle object)

April April ’’08: Introduction into Parliament08: Introduction into Parliament

Sept Sept ’’08: Envisaged date of adoption in Parliament08: Envisaged date of adoption in Parliament

Mar Mar ’’09: Commencement of SPS Act & Regulations09: Commencement of SPS Act & Regulations

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Progress to DateProgress to DateProposed draft framework legislation has been approved by Cabinet for consultation purposesMassive communication and stakeholder engagement process underway on the Framework LegislationHuman resource practices in all three spheres of government are being investigated with a view to the design of a wage policy for the SPS and the design norms and standards for HRM&D (Draft HRM report on norms and standards for SPS completed)Anti-corruption frameworks developed for Local Government and the Public ServiceScenarios for the implementation of the Single Public Service are being costed and the scenario selected will be factored in legislation before tabling in Parliament next yearLocal government structures form part of the team reviewing the eGovernment policies and frameworksTo date 200 Municipalities participated on the Batho Pele ChangeEngagement Programme96 Thusong Service Centres are in place

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Stakeholder Liaison and Stakeholder Liaison and CommunicationCommunication

Stakeholder liaison and communication strategy has been developed and consultation is intensively underway

Strategy identifies partners, stakeholders and actors in the consultation drive

Partners can be regarded as colleagues and co-workers with the self-same objectives for the SPS as the DPSA. All partners will be found within government (including organised local government)

Stakeholder refers to any person or group that has a stake or direct interest and is directly affected by the outcomes of the SPS programme. Stakeholders will include a mix between stakeholdersfound within government and broader organised society

Actors refer to players within the SPS discussions, albeit not directly affected. They usually are experts in the fields of management and development. These can include both domestic and international

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StakeholdersStakeholders

Labour:Social dialogue with Unions and Federations commenced last year and continues with significant meetings already heldOutcome Government is seeking is a better understanding of SPS on the side of the unions and ongoing engagement to reach common understandingPublic Service Co-ordinating Bargaining Council (PSCBC) and the SA Local Government Bargaining Council will also be impacted and therefore need to be consulted

NEDLAC (Labour Market Chamber) Option that government is also keen to explore as it brings together labour, big business and community based organisations

MunicipalitiesSALGA, dplg and dpsa have a programme of engagement with municipalities to provide the room for all 283 municipalities to be consulted and to actively participate A focused engagement with the six (6) Metropolitan Councils and Municipalities will also be held

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Stakeholder Liaison and Stakeholder Liaison and CommunicationCommunication

Community Structures and Communities in general

It is necessary that NEDLAC management creates the opportunity for the community sector to be a part of the discussions and engagements in NEDLAC

However, similar to the process undertaken by the APRM, the SPS process must utilise the Community Development Workers to inform and collect information from communities on the SPS

Traditional Leaders

At a local level Traditional Leaders are an important stakeholder

The SPS process must meet with Traditional Leaders through theircivil society structure, namely CONTRALESA, and meet within the government structures of the House of Traditional Leaders (in both national and provincial levels)

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Stakeholder LiaisonStakeholder Liaison

Round Table discussions also planned for actors

It is envisaged that partner organisations such as:the UNDP which has been assisting government on increasing service delivery, the NEPAD Secretariat (including the APRM Secretariat if agreed), various think-tank or research organisations such as the Centre for Development and Enterprise, the Cities Network, CSIR, HSRC, IDASA, academic public management schools, Chapter Nine institutions such as the Human Rights Commission (SAHRC) and independent Constitutional bodies such as the Public Service Commission (PSC) should also be a part of these roundtable discussions

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Implications of SPS to SMSImplications of SPS to SMS

Change in remuneration and conditions of service will start to be applied to SMS members who join the public service after the approval of the new policies

Expertise across the three spheres will be deployed to the areas of need

The SMS will be expanded to include local government senior managers

A code of conduct that applies across the three spheres will be implemented

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Implications of SPS to SMSImplications of SPS to SMS

SMS members will be required to:

Become change agents of the SPSFacilitate the deepening of Batho Pele principles and this will form part of their Performance agreementsImprove their level of understanding of work in other governmentinstitutionsImprove their knowledge and understanding of ICT and eGovernmentProactively learn the new norms and standards on ICT, HRM&D, Service Delivery and Anti-corruption when implemented

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Challenges of the SPSChallenges of the SPS

Tight timelines to complete the legislation require effective buy-in of stakeholders

The cost analysis for alignment of remuneration and conditions of service will influence buy-in

Integration of governance and administration of ICT across the three spheres

Infusion of Batho Pele in all institutions of government

Collective agreement on macro benefits and conditions of service

Addressing access to public services by citizens in remote areas

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Concluding RemarksConcluding Remarks

The SPS does not seek to undermine the distinctiveness of Local Government

Achieving greater harmony between the spheres of gov will enable the State to increase the effectiveness and impact of its service delivery

Work on SPS will require extensive consultation with all relevant stakeholders such as SALGA and trade unions at both Local Government and Public Service level

The broad goal of establishing a single Public Service is ultimately about improving service delivery to the people

An integrated Public Service with harmonious systems, conditions of service and norms will reduce fragmentation and promote more efficient coordination between the different spheres of government, facilitating seamless service delivery

Mobility of staff between the spheres thereby facilitating optimal deployment of skills and allocation of functions

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Concluding RemarksConcluding Remarks

SPS is taking service delivery on a higher trajectory and further solidifying the principle of co-operative government across the three spheres of givernmentIn tandem with this shift, the SPS is also requiring, if you like, a new breed of public officials, managers:

ones who are not afraid to take decisions; to be bold; to be steadfast and principled; innovative and audacious; who aggressively pursue change not for changes sake, but because it matters to the citizens, future generations to come behind us and, for the country

Are you up to the challenge?

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THANK YOU!

Together beating the drum for service delivery

because WE BELONG, WE CARE, WE SERVE

to make A BETTER LIFE FOR ALL…….