PRESENTATION TO THE PORTFOLIO COMMITTEE ON PUBLIC SERVICE AND ADMINISTRATION Public Service Commission 6 November 2002

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PRESENTATION TO THE PORTFOLIO COMMITTEE ON
PUBLIC SERVICE AND ADMINISTRATIONPublic
Service Commission6 November 2002
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Programme 1

• Corporate Services
• and
• Regional Liaison

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Income Statement for the year ended 31 March 2002

• Revenue

R000 2001/02 2000/01
Voted Funds 54 013 51 588
Other receipts 376 136
Total 54 389 51 724
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Income Statement for the year ended 31 March 2002

• Expenditure

R000 2001/02 2000/01
Personnel 38 993 74 31 538 74
Administrative 8 408 16 6 384 15
Inventory 1 340 2 708 2
Equipment 884 2 2 289 5
Prof Spec Services 2 435 5 1 763 4
Miscellaneous - - 174 -
Authorised Losses 682 1 - -
Total 52 742 100 42 856 100
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Income Statement for the year ended 31 March 2002

• Net Surplus

R000 2001/02 2000/01
Net Surplus 1 647 8 868
Made up as follows
Voted funds surrendered 1 271 (2) 8 732 (17)
Revenue surrendered 376 136
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Report of the Audit Committee for the year ended
31 March 2002

• Met twice during the period under review
• Noted the outsourcing of the internal audit
  function
• Improvement on internal controls and the
  formulation and the implementation of the fraud
  prevention plan
• Noted improvement on spending patterns and
  Approved the AFS on 26 July 2002

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Report of the Auditor-General for the year ended
31 March 2002

• Unqualified report
• Emphasis of matter with regard to the Internal
  Audit function and subsequent outsourcing thereof

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Human Resources Management Report for the year
ended 31 March 2002

Gender Level 1-8 9-12 13-16 Total
Male 34 (19) 37 (20) 25 (14) 96 (53)
Female 58 (32) 17 (9) 11 (6) 86 (47)
Disabled 0 0 0 0
Total 92 (51) 54 (29) 36 (20) 182 (100)
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Human Resources Management Report for the year
ended 31 March 2002

Level African Coloureds Indians Whites Total
01 to 08 70 (38) 5 (3) 1 (1) 16 (9) 92 (51)
09 to 12 35 (19) 5 (3) 0 (0) 14 (7) 54 (29)
13 to 16 22 (12) 2 (1) 5 (3) 7 (4) 36 (20)
Total 127 (69) 12 (7) 6 (4) 37 (20) 182 (100)
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Programme 2

• Human Resource Management
• and
• Labour Relations

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HUMAN RESOURCE MANAGEMENT AND DEVELOPMENTGiven
that sound human resource management is central
to the performance of government, specific
audits, investigations and reviews were
conducted

• Verification of qualifications of Senior Managers
  in the Public Service.
• Report released containing a statistical overview
  of the results of the audit.
• Only 2 of the 2 376 qualifications verified were
  false.
• Senior managers are well qualified with the
  average manager holding over 2 tertiary
  qualifications.

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• HUMAN RESOURCE MANAGEMENT AND DEVELOPMENT
  (CONTINUED)
• Evaluation of Disability Equity in the Public
  Service.
• This project aimed at monitoring and evaluating
  affirmative action policies in the Public
  Service.
• 2007 people with disabilities, which represents
  an average of 0,25.

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• HUMAN RESOURCE MANAGEMENT AND DEVELOPMENT
  (CONTINUED)
• Investigations undertaken into HR practices in
  the Public Service
• Four investigations into alleged irregularities
  in human resource practices of the Free State
  Province.
• Alleged irregularities in the staffing practices
  of the Mpumalanga Department of Public Works,
  Roads and Transport.
• Alleged irregularities in the staffing practices
  of the KwaZulu-Natal Department of Education and
  Culture.

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LABOUR RELATIONSThe PSC attempts to enhance
labour relations in the Public Service, by
observing, participating and engaging in
pertinent research. Given its birds-eye view,
it is able to play a critical strategic role
around labour relations

• Consideration of grievances in terms of the
  prescribed grievance procedure.
• 44 increase in the number of grievances
  considered, compared to the previous year.
• Mojority of cases involved issues such as the
  filling of posts, awarding of 2nd and 3rd
  notches, and unfair labour practices.
• 132 cases were referred as they were not lodged
  in the prescribed manner or were from former
  officials.

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• LABOUR RELATIONS (CONTINUED)
• Monitoring the implementation of the Commissions
  recommendations in respect of grievances.
• 11 recommendations of which 6 implemented, 4 not
  implemented and 1 pending.
• Negotiations on the draft Grievance Rules at the
  PSCBC.
• Grievance trends identified and analysed.
• On average it took Departments 104 days to
  resolve their cases.
• 36 of cases related to promotion and 14,75
  related to merit awards.
• Development of a database on grievances.
• A database was developed to improve record
  keeping on grievances.

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• LABOUR RELATIONS (CONTINUED)
• Evaluation of the grievance procedures of the SA
  Defence Force, SA Police Service, Educators, SA
  Secret Service and National Intelligence Agency.
• Guidelines to follow when considering the merits
  of an appeal in cases of misconduct.
• Guidelines published to assist departments in
  dealing with appeals.

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• LABOUR RELATIONS (CONTINUED)
• Report on the manner in which appeals are dealt
  with by the executing authority.
• It was found that appeal authorities do not fully
  probe the merits of appeals and departments are
  reluctant to draft departmental polices on the
  management of discipline.
• Evaluation of the management of suspensions in
  the Public Service.
• From 1 July 1999 to 31 July 2000, 377 employees
  suspended, of which 68 suspended for periods
  exceeding 24 months.
• It was found that the implementation of the
  Disciplinary Code was not reinforced by
  supportive infrastructure.
• The PSC drafted guidelines on the management of
  suspensions to assist departments.

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• LABOUR RELATIONS (CONTINUED)
• Monitoring and evaluating personnel and public
  administration practices by means of ad hoc
  requests and complaints
• Allegations lodged by the management staff of the
  Free State Regional Office of the Department of
  Justice and Constitutional Development.
• Allegations lodged against the HOD Department of
  Arts, Culture, Science and Technology.

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• LABOUR RELATIONS (CONTINUED)
• Rules of the Commission in terms of section 11 of
  the Public Service Commission Act.
• The Commission developed and approved a procedure
  for dealing with complaints lodged with it by
  members of the public.
• The Commission developed a summons and the rules
  pertaining to the issuing and the serving
  thereof.

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SENIOR MANAGEMENT AND CONDITIONS OF SERVICE Given
the importance of the Senior Management echelon
to the effective operation of the Public Service,
the PSC is actively involved in enhancing
leadership and management in the Public Service

• Report on the management of senior managers
  performance agreements.
• Sick leave trends in the Public Service.
• Cost of sick leave for the period 1 Oct 1999 to
  30 Sept 2000 R631 million.
• Recommended that sick leave information on PERSAL
  be improved.
• Departments should ensure that cases of sick
  leave taken are recorded..

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• SENIOR MANAGEMENT AND CONDITIONS OF SERVICE
  (CONTINUED)
• Administer the evaluation of Heads of Department
  and to further develop the evaluation
  methodology.
• First evaluation period covered by the framework
  was the 2000/2001 financial year.
• Framework is obligatory for heads of national
  departments.
• All provinces, with the exception of the Western
  Cape, implemented the framework.
• 12 National and 23 Provincial HoDs have been
  evaluated.
• PSC will shortly release an analysis of the first
  year of implementation of the framework with a
  view to evaluate its impact on performance
  management.

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• SENIOR MANAGEMENT AND CONDITIONS OF SERVICE
  (CONTINUED)
• Analysis of the causes and effects of senior
  management mobility in the Public Service.
• Study to analyse causes and effects of staff
  turnover in the SMS and amongst professionals.
• A best practice model to facilitate deployment of
  senior managers and professionals as well as to
  retain these categories of employees will be
  developed.

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Programme 3

• Good Governance
• and
• Service Delivery

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Sub-programme

• Professional Ethics
• and
• Risk Management

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• National Anti-Corruption Forum Launch
• National Ethics Survey
• Anti-Corruption Agencies Audit
• Management of Hotlines
• Integrated Risk Management (Provinces)
• Development of Whistleblowing
• Management of Asset Register (SMS)

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Programme 3Sub-programmeManagement Service
Delivery Improvement
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• Batho Pele Excellence Programme
• National Housing Subsidy Scheme
• Eastern Cape Fleet Management
• Eastern Cape Land Administration
• Department of Transport
• Multi-purpose Community Centres
• Citizens Satisfaction Survey
• Citizens Forum
• Good Management Practice Guides

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Programme 3Sub-programmeSpecial Investigations
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• Education (Limpopo)
• Health (Mpumalanga)
• Finance (Mpumalanga)
• Education (Eastern Cape)

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Programme 3/2MonitoringandEvaluation
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• Regional Offices
• Northern Cape Pilot
• 10 Departments
• 3 Provinces