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

2 Programme 1 Corporate Services and Regional Liaison

3 Income Statement for the year ended 31 March 2002 Revenue R’ /022000/01 Voted Funds Other receipts Total

4 Income Statement for the year ended 31 March 2002 Expenditure R’ /02%2000/01% Personnel Administrative Inventory Equipment Prof & Spec Services Miscellaneous Authorised Losses Total

5 Income Statement for the year ended 31 March 2002 Net Surplus R’ /022000/01 Net Surplus Made up as follows: Voted funds surrendered (2%) (17%) Revenue surrendered376136

6 Report of the Audit Committee for the year ended 31 March 2002 o Met twice during the period under review o Noted the outsourcing of the internal audit function o Improvement on internal controls and the formulation and the implementation of the fraud prevention plan o Noted improvement on spending patterns and Approved the AFS on 26 July 2002

7 Report of the Auditor-General for the year ended 31 March 2002 o Unqualified report o Emphasis of matter with regard to the Internal Audit function and subsequent outsourcing thereof

8 Human Resources Management Report for the year ended 31 March 2002 GenderLevel Total Male34 (19%) 37 (20%) 25 (14%) 96 (53%) Female58 (32%) 17 (9%) 11 (6%) 86 (47%) Disabled0000 Total92 (51%) 54 (29%) 36 (20%) 182 (100%)

9 Human Resources Management Report for the year ended 31 March 2002 LevelAfricanColouredsIndiansWhitesTotal 01 to 0870 (38%) 5 (3%) 1 (1%) 16 (9%) 92 (51%) 09 to 1235 (19%) 5 (3%) 0 (0%) 14 (7%) 54 (29%) 13 to 1622 (12%) 2 (1%) 5 (3%) 7 (4%) 36 (20%) Total127 (69%) 12 (7%) 6 (4%) 37 (20%) 182 (100%)

10 Programme 2 Human Resource Management and Labour Relations

11 HUMAN RESOURCE MANAGEMENT AND DEVELOPMENT Given 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 qualifications verified were false. Senior managers are well qualified with the average manager holding over 2 tertiary qualifications.

12 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 people with disabilities, which represents an average of 0,25%.

13 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.

14 LABOUR RELATIONS The 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 2 nd and 3 rd notches, and unfair labour practices. 132 cases were referred as they were not lodged in the prescribed manner or were from former officials.

15 LABOUR RELATIONS (CONTINUED) Monitoring the implementation of the Commission’s 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.

16 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.

17 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.

18 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.

19 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.

20 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..

21 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 HoD’s 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.

22 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.

23 Programme 3 Good Governance and Service Delivery

24 Sub-programme: Professional Ethics and Risk Management

25 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)

26 Programme 3 Sub-programme: Management Service Delivery Improvement

27 Batho Pele Excellence Programme National Housing Subsidy Scheme Eastern Cape Fleet Management Eastern Cape Land Administration Department of Transport Multi-purpose Community Centres Citizen’s Satisfaction Survey Citizen’s Forum Good Management Practice Guides

28 Programme 3 Sub-programme: Special Investigations

29 Education (Limpopo) Health (Mpumalanga) Finance (Mpumalanga) Education (Eastern Cape)

30 Programme 3/2 Monitoring and Evaluation

31 Regional Offices Northern Cape Pilot 10 Departments 3 Provinces