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Improving Government’s Performance by Implementing Measurable Performance and
Accountable Delivery
DPSA Medium Term Strategic Plan2010-2014
Presentation to the Portfolio Committee03 March 2010
1DEPARTMENT OF PUBLIC
SERVICE & ADMINISTRATION
Presentation Outline1. Purpose 2. Mandate 3. Public Service Transformation since 19944. Linking Measurable Performance to Accountable
Delivery 5. Linking Government’s Outcomes-based performance 6. MPSA Response to Outcome 127. Medium Term Strategic Plan 2010-14 (booklet)8. Draft Annual Performance Plan 2010-11 (annexure)9. Medium term budget 2010-201310. Draft legislation in the MPSA programme
DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
1. Purpose
1. Discuss the Strategic Planning Process 2010-2014 (WHAT)
• Show linkages between Public Administration Outcome 12 and Medium Term Strategic Framework (MTSF) 10 Priority Outcomes
• Identify the Ten key priorities for Public Service Delivery through A TEN STRATEGIC OBJECTIVE ACTON PLAN for PUBLIC ADMINISTRATION (2010-2014)
• Identify the Main Outputs, Measures and Deliverables through Activities for a Outcome 12: AN EFFICIENT,EFFECTIVE,AND DEVELOPMENT ORIENTED PUBLIC SERVICE
2. Present the DPSA’s Medium Term Strategic Plan for 2010-14 with a focus on the Draft Annual Performance Plan for 2010-2011 (HOW)
3. Present the Medium Term Budget 2010-13
DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
2. Mandate • The Department of Public Service and Administration derived its
mandate from-
• The Constitution• The Public Service Act • Public Service Regulations• Government’s political mandate and priorities
• The mandate of the dpsa is to lead the modernisation of the public service by assisting government departments to implement their management policies, systems, structures and governance arrangements within a generally applicable framework of norms and standards in order to improve service delivery to the citizen.
DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
3. Public Service Transformation since 1994
Since 1994, Public Service transformation has encompassed three distinct phases:-
• First phase – Rationalisation and Policy development
• Second Phase: ‘Modernisation’ and Implementation of Policy
• Current phase and going forward: Accelerating implementation, functionality and improving utility of services
DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
4. LINKING MEASURABLE PERFORMANCE AND ACCOUNTABLE DELIVERY
The MTSF and other key strategy documents are translated into 12 main OUTCOMES with indicators
The mostValuableOUTPUTS thatinfluence eachoutcome aredefined andagreed upon.
Measures andtargets are setfor theseoutcomes
A list of key ACTIVITIES with required resources needed to achieve each output and target is created
Essential inputs that form part of the delivery chain for the outputs are defined
Sector delivery forum created consisting of institutions or agencies that play a role in delivering a specific outcome
A Delivery forum negotiates terms of delivery, funding responsibility and may create a dedicated Delivery Unit
Performance agreement between Ministers and the President
Sector delivery agreements created by the delivery forum
Outcomes InputsMeasuresSector
Delivery Forum
Delivery and performance Agreements
Measurable Outputs Accountability Delivery
DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
5. LINKING GOVERNMENT’S OUTCOMES-BASED PERFORMANCE
Five Priorities 10 MTSF Outputs 12 Key Outcomes
1. Creation of decent work and sustainable livelihoods
1. Speed up economic growth and transform the economy to create decent work and sustainable livelihoods
4: Decent employment through inclusive economic growth
2. Education 4. Strengthen the skills and human resource base
1: Quality basic education 5: Skilled and capable workforce to support an inclusive growth plan
3. Health 5. Improve the health profile of society
2: A long and healthy life for all South Africans
DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
5. LINKING GOVERNMENT’S OUTCOMES-BASED PERFORMANCE
Five Priorities 10 MTSF 12 Key Outcomes
4. Rural development, including land reform, and food production and security.
3. A comprehensive rural development strategy linked to land and agrarian reform and food security
7: Vibrant, equitable, sustainable rural communities contributing towards food security for all
5. The fight against crime and corruption
6. Intensify the fight against crime and corruption
3: All people in SA are and feel safe
2. Massive programmes to build economic and social infrastructure
6: An efficient, competitive and responsive economic infrastructure network 8: Sustainable human settlements and improved quality of household life
DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
5. LINKING GOVERNMENT’S OUTCOMES-BASED PERFORMANCE
FIVE PRIORITIES
10 MTSF Priorities 12 Key Outcomes
7. Build cohesive, caring and sustainable communities
9. Responsive, accountable, effective and efficient Local Government System
8. Pursue regional development, African advancement and enhanced international cooperation
11: Create a better SA, a better Africa and a better World
9. Sustainable resource management and use
10. Build a developmental state, including improving of public services and strengthening democratic institutions
10: Protect and enhance our environmental assets and natural resources
12: An efficient, effective and development oriented public service and an empowered fair and inclusive citizenship
DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
6. MPSA Response to Outcome 12
Outcome 12: Public Administration Focus
An efficient, effective and development oriented
public service
DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
6. MPSA’s Response to Outcome 12:10 Public Service Strategic Priorities linked to Performance Outcomes
1. Service Delivery Mechanisms that ensure quality and access
2. Effective Systems, structures and processes
3. Leveraging ICT to improve service delivery
4. Effective entry into the public service and HRD
5. Efficient HRM Practices, norms and standards including sound labour relation practices
6. Healthy , safe working environments for all public servants
7. Appropriate Delegations and decision-making Governance structures
8. Adequate levels of Citizen and Stakeholder engagement and Public Participation
9. Corruption tackled effectively
10. Collaborative Regional development programmes in SADC, involvement in Africa post conflict advancement and international co-operation in Public Administration programmes
DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
6. MPSA Response to Outcome 12: Responding to 2010 SONA FOCUS
1. Performance- oriented state by improving planning as well as M&E- Government must work faster, harder and smarter
2. Faster action and improved state performance by the Public Service- excellence and hard work- dedicated, capable employees who care for citizens
3. Development and implementation of a public service development programme which will set norms and standards for public servants in all 3 spheres of government
4. Eradicate corruption and fraud in procurement and tender processes5. Mainstream Youth Development programmes targeting unemployed
youth – ensuring a skilled and capable workforce to support growth and job creation.
6. Integrate gender equity measures- ensuring women, children and persons with disabilities can assess developmental opportunities.
7. Skills development – increase the number of learnerships in public sector8. Improve working conditions of health care workers9. Improve functionality of hospitals10. Reduce HIV infections- prevention programmes11. Local government must work12. Contribution to Rural development programmes
DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
MEDIUM TERM STRATEGIC PLAN 2010-2014
(3 Year Plan)
DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
7. Ten Strategic Priorities 10 Strategic PRIORITIES for the MPSA 10 Strategic OBJECTIVES for the DPSA Strategic Priority 1: Service
Delivery Quality and Access SO 1: To ensure improved service Delivery Quality and Access
Strategic Priority 2: Effective Systems, structures and
processes SO 2: To develop effective systems, structures and processes
Strategic Priority 3: Leverage ICT as a strategic resource (enabler)
SO 3: To leverage ICT as a strategic resource (enabler)
DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
7. Ten Strategic PrioritiesStrategic Priority 4:Effective employee entry into public service and cadre
development
SO 4: To ensure effective employment entry into public service and
HRD/cadre development
Strategic Priority 5:Efficient HRM Practices, norms and standards
SO 5: To develop efficient HRM, practices, norms and standards
Strategic Priority 6:Healthy , safe working environments for all public
servants
SO 6: To promote healthy, safe working environments for all
public servants
Strategic Priority 7: Appropriate governance structures and decision-making
SO 7: To ensure appropriate governance structures and decision-making
DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
7. Ten Strategic PrioritiesStrategic Priority 8:Citizen engagement and
Public Participation SO 8: To encourage citizen engagement and Public Participation
Strategic Priority 9:Corruption tackled effectively
SO 9: To tackle corruption effectively
Strategic Priority 10:Contribution towards improved public service and administration in Africa and the international arena
SO 10: To contribute towards improved public service
and administration in Africa and international arena
DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
7. OUTPUTS AND ACTIVITIESEducation
• Work collaboratively with the Department of Basic Education to revise the disciplinary code for educators
• Align the Performance Management Development System for educators with the Public Service PMD Strategic Framework
• Roll-out Batho Pele training for all school principals• Conduct an Personnel Expenditure Review II to focus on educator
conditions of services• Design a blueprint for organizational structures within the education sector
Health
• Improve working environments in hospitals through the application of Safety Health Environment Risk and Quality (SHERQ) policy aligning it the Hospital Revitalisation Plan
• Design a blueprint for organizational structures within the health sector• Work collaboratively with Department of Health to revise the disciplinary
code for healthcare workers.• Implementation of the EH&W HIV/AIDS and TB Management Policy in all
departmentsDEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
7. OUTPUTS AND ACTIVITIESCombating Crime
Connectivity to Thusong services centres fast-tracked for effective integrated systems to access the justice system
Implementation of Electronic Management Information and tracking System for Corruption
Introduce anti-corruption and anti-fraud system CMIS Work collaboratively with OECD structures and processes o reduce
corruption A Corruption measure developed to assess government departments
implementation of PS policiesDecent Employment
Increase the number of Learnerships, internships, traineeships and bursaries Institutionalise Career open days with higher educational institutions Working collaboratively with all SETAs operating in government space. Introduce policy for the creation of job opportunities for a certain % of young
graduates annually Implement the youth development programme within the Public Service
DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
7. OUTPUTS AND ACTIVITIESSkilled and Capable Workforce
A Personnel Expenditure Review III (2006-2011) undertaken and a new remuneration policy developed (2011 – 2015) focusing on attracting social service professionals
Complete the development and roll-out of the HR national skills database /HR CONNECT
Upload SAQA PS learner records, relevant PALAMA learner records and other PS training Institutions’ learner records to HR CONNECT system
Public Sector Skills requirements over short, medium, and long term report provided per occupation, qualification level and economic sectors within the PS
Environmental Assets and Resources Protection• Design handbooks and guidelines on implementing the Policy on SHERQ
within the Public Service with respect to environmental quality management• Design a green policy for the acquisition and disposal of IT equipment in
government
DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
7. OUTPUTS AND ACTIVITIESLocal Government Learnerships and internships for youth development in collaboration
with Human Settlement, Agriculture and COGTA Harmonise training and development within the Public Sector Batho Pele training roll-out to all municipalities
Human Settlement Development and consolidation of Geographic information systems to
improve the planning and decision making for provisioning of government services to rural areas.
Creating a better SA, a better Africa and World Develop a strategy for ensuring quality outputs in multilateral
agreements
DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
ANNUAL PERFORMANCE PLAN 2010-2011(ONE YEAR PLAN)
DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
Priority 1: Service delivery quality and access
22
Output Measure Indicator Activities
Service Delivery Quality and Access
Customer SatisfactionService user satisfaction
Public satisfaction surveys
Enforce the requirements for Service Delivery improvement plans (SDIP’s)Conduct user satisfaction surveys of government servicesStrengthen participatory mechanisms Forge social compact with labour to improve service delivery – Public Sector SummitTogether with relevant institutions develop standards for waiting time for pensions; hospital queues; vehicle licencing centresTogether with relevant institutions develop standards for turnaround time for ID and driver’s licenceImplement e-government strategiesSPS consultation
DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
Priority 1: Service delivery quality and access
23
Output Measure Indicator Activities
Service Delivery Quality and Access
Customer-facing lead indicators
Unit cost per service
Turnaround time and responsivenessfor service delivery
Value for money
Determine Lead indicators for public service delivery
Determine benchmark for costs for public services
DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
Priority 2 : Effective Systems, structures and processes
24
Output Measure Indicator Activities
Effective Systems, structures and processes
PERSAL functionality
PERSALInformation
Quality
•Centralised Expert/Specialist PERSAL
•Training for ALL line departments in collaboration and issuing of certificates of competence to HR end users
•Direct departments to improve quality of PERSAL information and monitor progress of the data clean-up process
•Streamline reporting requirements (issue one-time reporting requirements)
DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
Priority 3 : Leverage ICT as a strategic resource (enabler)
25
Output Measure Indicator Activities
Leverage ICT as a strategic resource (enabler)
SITAEffectiveness
HR Connect
e-government policies and frameworks developed
System developed and rolled-out to all departments
Oversee the turnaround strategy for SITAWork collaboratively with the GITOC to improve the service delivery of mandatory IT services by SITA
Implement the roll-out of skills-database to all line departments
DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
Priority 4 : Effective employment entry into public
service and HRD
26
Output Measure Indicator Activities
Effective employment entry into public service
and HRD
No of public servants trained
Training programmes linked to skills gap
•Establish comprehensive funding model for public sector training linked to skills development legislation
•Set minimum levels of training per annum for the public sector in specific competence areas
•Identify core skills and introduce mandatory development –oriented training
•Introduce a national integrated public sector training system covering the three spheres of government
•Streamline the government-wide institutional landscape for public sector training
DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
Priority 5 : Effective HRM Practices, norms and standards
27
Output Measure Indicator Activities
Effective HRM practices, norms and
standards
Performance development and Assessment
% of Public Servants receiving rewards
AG audit Reports
•Develop a revised PMDS Strategic Framework for PS for all levels which links organizational performance with individual performance
•Revamp performance management system for senior managers and levels 1-12 taking into account organisational performance management (OPM)
•Review and strengthen the performance management system for HOD’s, including linking to the outcome of performance audits by the AG
•Build the capacity of HR components
•Support departments that repeatedly obtain qualified
audits and poor
DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
Priority 5 : Effective HRM Practices, norms and standards
28
Output Measure Indicator Activities
Effective HRM, Practices, norms and
standards
Career Pathing
Appointment period and vacancy rate
Turnover rate
Duration of time spent at a performer level
Duration of appointment process
% of staff turnover
Flexible career movement policies within the public serviceMovement linked to compulsory development path which validates competencies
•Post provisioning norms developed for all PS postsRevise public service regulations to review decentralized HR framework
Succession planning strategy developed
DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
Priority 5 : Effective HRM Practices, norms and standards
29
Output Measure Indicator Activities
Effective HRM, Practices, norms and
standards
Disciplinary procedures
Performance Agreements
Duration for disciplinary cases reduced
% performance agreements signed on time
Revise the disciplinary code for the Public Service to improve turnaround time of cases
Strengthen labour relations to promote disciplined democratic organizations of government
Report on compliance with respect to signing of performance agreements and corrective measures taken with respect to non-compliance
DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
Priority 6 : Healthy, safe working environments for all public servants
30
Output Measure Indicator Activities
Healthy, safe working environments for all public
servants
EHW Policies implemented
Targeted health and education sector environments
improved
•Implementation of EHW policies through guidelines, handbooks and training
•Implementation of M&E tool to measure EHW
policies
DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
Priority 7 : Appropriate governance structures
and decision-making
31
Output Measure Indicator Activities
Appropriate governance structures and decision-
making
Delegations of HR processes
Improved decision making due to appropriate
delegations
Support departments to improve their financial capability maturity
Monitor progress in signing of delegations from Ministers to DGs on HRA Monitor and report on implementation of HR and Finance delegations at service delivery points
Support departments that repeatedly obtain qualified audits.
DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
Priority 8: Citizen engagement, Stakeholder and
Public Participation
32
Output Measure Indicator Activities
Citizen engagement,Stakeholder and Public
Participation
Promoting Nation building
National value pledge
Public Service Commitment
Social Compact
•Imbizos and service delivery visits
• Public Service Charter
• Agree on service delivery standards
DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
Priority 9 : Corruption tackled effectively
33
Output Measure Indicator Activities
Corruption tackled effectively
Public perception of corruption
Corruption Perception Index value and rank
•Surveys of experience of corruption at key service points (driver’s licences, social grants, IDs, police dockets)
•Support departments to build minimum anti-corruption capacity
•Investigate allegations of corruption from National Anti-corruption Hotline
•Conduct anti-corruption risk assessments
•Scrutinise financial disclosure forms
•Conduct training and education in ethics
•Inspire the public towards intolerance for corruption
DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
Priority 9 : Corruption tackled effectively
34
Output Measure Indicator Activities
Corruption tackled effectively
Public perception of corruption
Corruption Perception Index value and rank
•Surveys of experience of corruption at key service points (driver’s licences, social grants, IDs, police dockets)
•Support departments to build minimum anti-corruption capacity
•Investigate allegations of corruption from National Anti-corruption Hotline
•Conduct anti-corruption risk assessments
•Scrutinise financial disclosure forms
•Conduct training and education in ethics
•Inspire the public towards intolerance for corruption
DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
Priority 9 : Corruption tackled effectively
35
Output Measure Indicator Activities
Corruption tackled effectively
Corrupt activities
No. of convictions for tendering/payroll fraud100% Financial disclosures submitted
by SMS
•Strategy to prosecute and charge PS involved in tendering and other fraudulent activities
•Financial disclosures analysed and monitored to verify honest disclosure
•Develop special anti-corruption unit
DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
Priority 10 : Contribution to improved PS in Africa
and international arena
36
Output Measure Indicator Activities
Contribution towards improved public service and administration in Africa and the international
arena
Involvement in multilateral agreements with targeted
countries
Improved relationship and engagements which enhance regional stability
•Develop a strategy for ensuring quality outputs in multilateral agreements.
DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
Key Mechanism for Delivery• Strong focus on the modernisation of the PS for
functionality and utility• Revise Public Service Regulations• Revise adequacy of norms and standards• Enforce compliance with regulatory frameworks• Speed up implementation of Single/Integrated
Public Service Delivery • Strengthen participatory governance measures• Strong focus on leadership and HR capacity
development, systems and processes.• Build a sound and stable labour relations
environment for effective service delivery
DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
MEDIUM TERMBUDGET VOTE 11
DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
Medium Term Budget Vote 11
Programme 2010/11R’000
2011/12R’000
2012/13R’000
1. Administration 138 787 140 559 147 358
2. Human Resource Management and Development in Government
48 903 39 175 41 503
3. Labour Relations and Compensation Management in Government
57 220 57 166 58 076
4. Information and Technology Management in Government
45 357 45 202 47 320
5. Service Delivery Improvement throughout Government
186 663 188 314 195 118
6. Governance for Public Service and Administration
174 554 186 729 194 732
Total expenditure estimates 651 484 657 145 684 107DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
Allocation breakdown (2010/11) MPSA
Admin21%
HRMD7%
LRCM9%
ITM7%
SDI8%
PSETA3%
PALAMA18%
Govenance6%
PSC21%
DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
Economic Classification
Description 2010/11 2011/12 2012/13
Compensation of employees
174 430 183 369 193 426
Goods and Services 202 483 186 660 192 698
Transfers and Subsidies 271 626 284 473 295 396
Payment for Capital assets
2 945 2 643 2 587
Total 651 484 657 145 684 107
DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
Transfers to MPSA Departmental Agencies
Public Service Education and Training Authority
Public Administration Leadership and Management Academy
Public Service Commission
2010/11 2011/12 2012/1319 993 20 997 22 026
2010/11 2011/12 2012/13117 470 117 567 121 722
2010/11 2011/12 2012/13133 766 145 512 151 232DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
DRAFT LEGISLATION TO BE TABLED WITHIN
2010-11
DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
44
Draft legislation on MSPA Draft legislation on MSPA ProgrammeProgramme
• Draft State Information Technology Agency Amendment Bill
• Draft Public Administration Management Bill
DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
45
Draft SITA Amendment BillDraft SITA Amendment Bill
• Draft Bill to amend State Information Technology Agency Act, 1998
• Aim: Proposed changes will be informed by SITA turnaround strategy once approved by Cabinet
• Stated envisaged date of tabling Parliament – June 2010
• Leader of Government Business and Portfolio Committee will be informed of change to envisaged date of tablingDEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
46
Draft Public Administration Draft Public Administration Management BillManagement Bill
• Draft Public Administration Management Bill• Aim: To provide for one legal framework for an integrated public administration in national, provincial & local spheres of government• Stated envisaged date of tabling in Parliament – August 2010
• Already revised in view of consultation process (see process map) – now Nov 2010; further revision may be required• Leader of Government Business and Portfolio Committee will be informed of change to envisaged date of tabling
DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
Concluding remarks• We have already developed a draft Annual Performance Plan for
2010-2011 which is derived from this strategic plan
• The Department is going on an Operational Planning Session in mid-March in an effort to strengthen the Annual Performance Plan
• We are confident that the dpsa staff, both in management and in supportive roles, are equal to this task at hand and will work tirelessly with humility, passion and integrity, to deliver on government’s mandate, to bring quality services to our people, now!
• We remain committed to our Value Statement; i.e an exemplary professional, ethical, accountable andan exemplary professional, ethical, accountable andinnovative department, embodying the principles ofinnovative department, embodying the principles of
Batho Pele and committed to service excellenceBatho Pele and committed to service excellence.
DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
CONCLUSION
2010: A Year of Action- knowing where people
live, understand their needs and respond
faster.DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
Siyabonga
DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION