1. PUBLIC SERVICE COMMISSION
ANNUAL PERFORMANCE PLAN FOR THE 2017/18 FINANCIAL YEAR
Presentation to the Portfolio Committee on Public Service and Administration as well as Monitoring and Evaluation
3 May 2017

2. INTRODUCTION
This presentation reflects on the following matters regarding the Public Service Commission;
Areas of oversight and output of oversight function
Brief overview of the Key 2016/17 Achievements
2017/18 Annual Performance Plan
Budget Allocations for the 2017/2020 Medium Term Expenditure Framework (MTEF) and the 2017/18 (Current) Financial Year
The Strategic Plan was tabled in Parliament in March The Strategic Outcome Oriented Goals were subsequently refined and tabled in Parliament on 10 March 2016.
The 2017/18 Annual Performance Plan was tabled in Parliament on 8 March 2017. 2

3. (INVESTIGATION, MONITORING AND EVALUATION MANDATE)
AREAS OF OVERSIGHT
(INVESTIGATION, MONITORING AND EVALUATION MANDATE)
The Constitutional oversight mandate of the PSC is wide and, in summary, covers the following areas:
Organisation of the public service (the structural arrangements of departments in the Public Service)
Administration of the public service (all the procedures, policy frameworks, accountability mechanisms, etc. that ensure the functioning of the Public Service)
Personnel practices of the public service (e.g. recruitment, transfers, promotions and dismissals)
Public administration practices (all the functions and activities executed by the Public Service to provide a service to the people)
Adherence to applicable procedures in the public service (compliance with the letter and law of prescribed rules / polices / procedures)
The extent to which the values and principles set out in section 195 of the Constitution are complied with 3 3

4. OUTPUT OF OVERSIGHT FUNCTION
Advise
On own accord or on receipt of any, complaint, national and provincial organs of state regarding personnel practices in the public service, including those relating to the recruitment, appointment, transfer, discharge and other aspects of the careers of employees in the Public Service (S 196 (4)(f)).
Recommend
Appropriate remedies regarding the resolution of grievances of employees in the public service (S 196 (4)(f)).
That executive authorities act in terms of a particular provision(s) of the Public Service Act or any other law (PS Act S 35) in resolving a particular grievance.
Propose measures to ensure effective and efficient performance within the Public Service (S 196(4)(c)). 4

5. OUTPUT OF OVERSIGHT FUNCTION (2)
Give directions
Aimed at ensuring that personnel procedures relating to recruitment, transfers, promotions and dismissals comply with the values and principles set out in section 195 (S 196 (4)(d)).
Contemplated in section 196 (4)(d) of the Constitution in order to ensure compliance with the Public Service Act and in order to provide advice to promote sound public administration (PS Act S 5 (8)(a)).
These directions are binding on executive authorities or heads of department, as the case may be, and should be implemented within 60 days (PS Act S 5 (8)(a) and (b)). 5

6. OUTPUT OF OVERSIGHT FUNCTION (3)
Report
Report on its activities and the performance of its functions, including –
any finding it may make;
directions it may issue;
advice it may give, and
an evaluation of the extent to which the values and principles set out in Section 195 are complied with (S 196(4)(e)). (This is done at least once a year to the National Assembly and provincial legislature (S 196 (6)(a) & (b))
To the relevant executive authority and legislature on its investigations and evaluation of the application of personnel and public administration practices (S 196(4)(f)). 6

7. STRATEGIC OUTCOME ORIENTED GOALS
Make a positive impact on the attainment of an efficient, economic, effective and development-oriented public service
Goal statement
People centered, value-driven capable, professional and ethical public service to ensure the optimal use of resources
Strategic Outcome
Goal 2
Make a positive impact on the attainment of impartial and equitable service delivery that responds to the needs of the people and treat them with dignity
Goal statement
Quality of service delivery is improved through building a values-based, capable and professional public service 7

8. STRATEGIC OUTCOME ORIENTED GOALS (2)
Strengthened institutional capacity
Goal statement
An independent, impartial, knowledge-based institution that promotes a development-oriented public service
Strategic Outcome
Goal 4
Make a positive impact on the attainment of sound labour relations and human resource management
Goal statement
A Public Service that is sensitive and responsive to needs of its employees 8

9. HIGH LEVEL ORGANISATIONAL STRUCTURE
PSC (14 Commissioners)
5 Commissioners at National level
9 Commissioners at Provincial level
DDG: Integrity and Anti-Corruption
(IAC)
DDG: Leadership and Management Practices (LMP)
DDG: Monitoring and Evaluation
(M&E)
DDG: Corporate Services
Director-General: Office of the PSC
9 X provincial offices
providing operational and administrative support to provincially based commissioners exercising the powers and functions of the PSC in section 196(4) in their provinces
(9 -10 posts per province) EC WC FS
KZN
MPU
LIMP NC GP NW 9

10. OVERVIEW OF KEY 2016/17 ACHIEVEMENTS
The PSC’s unaudited performance against its 2016/17 Operational Plan targets indicates that 96% of its targets were achieved.
Progress against the 2016/17 annual targets will be provided in the Annual Report to be tabled in Parliament in September 2017.
Million 10

11. KEY 2016/17 ACHIEVEMENTS PROGRAMME KEY ACHIEVEMENTS
Programme 1: Administration
As at 31 March 2017, preliminary percentage spending on expenditure was 99.93%
6 People with Disabilities were employed, which translated to 2.32% of the total staff establishment
22 of 44 filled posts at SMS level were women, which translated to 50% of the total staff establishment at SMS level
Programme 2: LMP
In total 709 grievances were registered on the PSC database as at 31 March Of the 709 cases, 615 (87%) were concluded and 94 (13%) were pending.
Two technical briefs on departmental grievance resolution and two communiqués on topical issues emanating from grievances were produced
A Factsheet on monitoring the career incidents of HoDs was produced 11

12. KEY 2016/17 ACHIEVEMENTS (2) PROGRAMME KEY ACHIEVEMENTS Programme 3:
In respect of the Promotion of the Constitutional Values and Principles (CVPs):
A Framework and template on values and principles was produced
Several engagements on the CVPs were held with national and provincial departments, including a Roundtable with key stakeholders
Pilot assessments in the Departments of Correctional Services, Water and Sanitation, and Economy Enterprise and Development in the North West Province commenced
A consolidated report on inspections conducted at the Pollsmoor, Durban, Kokstad and Kgosi Mampuru II correctional centres was produced
Inspections of the availability of LTSM in all provinces were conducted
Inspections of health facilities, police stations and border posts in selected provinces were conducted 12

13. KEY 2016/17 ACHIEVEMENTS (3) PROGRAMME KEY ACHIEVEMENTS
Programme 4: IAC
Of the 360 complaints lodged, 302 (84%) complaints were finalised/ closed.
Reports on the investigation and evaluation of the awarding of higher salaries on appointment and counter offers in the national departments of Health and Human Settlements were produced
A Factsheet on completed disciplinary proceedings on financial misconduct for the 2015/16 financial year was produced
A Report on the Assessment of the implementation of the Financial Disclosure Framework for the 2015/16 financial year was produced
The National Anti-Corruption Hotline is now managed In-House, resulting in a saving of R2,9 mil. Of the 1855 cases referred, feedback have been received in 62% of the cases and 58% of the cases were closed. 13

14. 2017/18 ANNUAL PERFORMANCE PLAN (APP)
The APP provides a short overview of revisions in the Legislative mandate since the publication of the Strategic Plan.
Public Service Commission Amendment Bill
The Bill deals with the renewal of the term of office of a Commissioner. Currently, both the Constitution and PSC Act focus on the appointment process and no provision is made to deal with the instance of a renewal of a term of a Commissioner. It also makes provision to appoint a Commissioner to act in the absence of the Chairperson and the Deputy Chairperson. The Bill is in the Parliamentary process.
Section 219(5) of the Constitution, determines that “National legislation must establish frameworks for determining the salaries, allowances and benefits of judges, the Public Protector, the Auditor-General, and members of any commission provided for in the Constitution...” In 2015, the Minister of Justice and Correctional Services (JCS) informed the PSC that the legislation which seeks to include both commissions within the scope and mandate of the independent Commission for the Remuneration of Public Office-bearers has been drafted. The PSC has not received progress from the Minister of JCS. 14

15. 2017/18 APP (2)
Public Service Regulations, 2016, Chapter 2, Part 2: Financial Disclosure
Chapter 2, Part 2, of the Public Service Regulations, which came into operation on 1 August 2016, set out the Financial Disclosure Framework. In relation to the PSC, it provides that the head of department or executive authority, as the case may be, shall ensure that the disclosure of interests by designated employees is submitted electronically to the PSC by a specified date.
The PSC shall verify the interests disclosed and if the PSC is of the opinion that an interest of a SMS employee disclosed conflicts or is likely to conflict with the execution of any official duty of that employee, it shall verify the information regarding that interest and refer the matter back to the relevant executive authority. An executive authority shall, within 30 days after such referral, report to the PSC by stating whether any steps were taken if steps were taken, giving a description of those steps or providing reasons if no steps were taken. 15

16. 2017/18 APP (3)
Rules on Referral and Investigation of Grievances of Employees in Public Service, which were promulgated in Government Gazette no of 21 October 2016
The purpose of the Rules is to provide for the procedures and service standards in the investigation of grievances by the PSC, timeframes within which grievances may be referred to or lodged with the PSC and mechanisms of monitoring grievance management by departments.
Once the PSC has finalised its investigation, the relevant Executive Authority is informed of its findings and recommendations. The latter is expected to inform the PSC and aggrieved employees about his or her decision based on the PSC’s recommendations.
The PSC also reports on the outcome of its investigations in respect of grievances to the National Assembly and Provincial Legislatures on at least an annual basis. 16

17. 2017/18 APP TARGETS (4) PROGRAMME 1: ADMINISTRATION
OUTPUT
TARGET
Annual Performance Plan (APP) for 2018/19 financial year approved
2nd Quarter: 1st Draft APP
3rd Quarter: 2nd Draft APP
4th Quarter: Final draft APP
80% of programme performance targets achieved
80% of targets by Mar ‘18
Unqualified audit report
2nd Quarter: Audit report
Annual vacancy rate of below 10% maintained
Monthly
Quarterly Monitoring reports on the implementation of ICT support systems and processes and governance arrangements
Quarterly
12 Director-General’s newsletter produced
4 Internal newsletters produced 17

18. 2017/18 APP TARGETS (5) PROGRAMME 2: LMP
OUTPUT
TARGET
Grievance Management:
75% of all grievances received concluded within 30 days (for levels 1-12) and
45 days (for SMS) of receipt of all documentation
Mar ‘18
Factsheet on grievance trends produced
Dec ‘17
6 monthly reports on departmental grievance resolution compiled
Aug ‘17
Feb ‘18
Report on the implementation of labour court orders and arbitration awards by departments and implications for labour relations produced
Jun ‘17
Report on the assessment of the influence of grievances on work attendance in Gauteng provincial departments
Report on recruitment, retention, career pathing and utilisation of Senior Management Service (SMS) expertise and skills in the Public Service
Sept ‘17 18

19. 2017/18 APP TARGETS (6) PROGRAMME 2: LMP
OUTPUT
TARGET
Report on an evaluation of the recruitment and selection process in the Mpumalanga Provincial Government for the 2015/16 financial year
Mar ‘18
Report on contract appointments in the Northern Cape Provincial Administration
Case studies on the implementation of the PMDS
at the three major hospitals in the Western Cape
Jan ’18
Study to determine factors impeding government departments in achieving 2% of people with disabilities and 50% of women in senior management in the public sector and make proposals
Dec ‘17 19

20. 2017/18 APP TARGETS (7) PROGRAMME 3: M&E
OUTPUT
TARGET
Analytical brief on Performance Information in the Public Service
Feb ‘18
Analytical brief on Consultants in the Public Service
Reports on evaluation of departments against the CVPs
3 X national
9 X provincial
Mar ‘18
Inspection of the value chain on the availability of learning material at selected schools (9 reports)
Feb’18
Inspections conducted at selected police stations in the Free State Province
Feb ’18
Inspections of hospitals and clinics in Kwa-Zulu Natal Province
Inspections in two service delivery sites in the Eastern Cape Province 20

21. 2017/18 APP TARGETS (8) PROGRAMME 4: IAC
OUTPUT
TARGET
Public administration investigation conducted:
Provisional reports of 55% of investigations received finalized within 3 months upon receipt of all relevant information
65% of early resolution reports on complaints approved within 45 days from date of receipt of all relevant documentation
Mar ‘18
Factsheet on completed disciplinary proceedings on financial misconduct for the 2016/17 financial year produced
Nov ‘17
Management of the National Anti-Corruption Hotline
80% of all NACH cases assessed and referred to the respective departments within 21 days of reporting of case
65% of reports on feedback from Departments on NACH cases, presented to the Panel
Mar ’18 21

22. 2017/18 APP TARGETS (9) PROGRAMME 4: IAC
OUTPUT
TARGET
Assessment of the implementation of the FDF for the 2016/2017 financial year (overview report)
100% of financial disclosure forms received and scrutinised
60% of departments that provide satisfactory responses in respect of the handling of false or incomplete financial disclosures
Mar ‘18
15 workshops hosted to provide advice on professional and ethical conduct in the Public Service
80% of investigations through early resolution finalised within 45 days from the date of receipt of all relevant documentation 22

23. EXPENDITURE ESTIMATES PER ECONOMIC CLASSIFICATION
Audited outcomes
Adjusted
appropriation
Medium-term expenditure estimates
R million
2013/14
2014/15
2015/16
2016/17
2017/18
2018/19
2019/20
Current payments
195.1
218.8
226.60
227.7
244.7
261.8
280.6
Compensation of employees
128.4
155.4
167.18
177.1
188.8
202.7
217.3
Goods and services
66.6
63.4
59 5
50 6
55.9
59.0
63.3
Transfer and subsidies
1.0
1.2
0.8
0.3
Payments for capital assets
4.9
5 7
1.8
0.6
0.7
Payments for financial assets
0.0
0.2
Total
200.9
225.8
229.3
228.6
245.7
262.8
281.7 23

24. EXPENDITURE ESTIMATES PER BUDGET PROGRAMME
Audited outcomes
Adjusted
appropriation
Medium-term expenditure estimates
R million
2013/14
2014/15
2015/16
2016/17
2017/18
2018/19
2019/20
Admin
99.8
103.2
107.9
101.2
115.0
123.0
132.3
LMP
30.1
37.3
38.2
40.7
43.1
46.5
50.2
M&E
29.6
37.7
36.2
38.1
36.8
39.2
41.7
IAC
41.4
47.5
47.1
48.7
50.8
54.1
57.5
Total
200.9
225.8
229.3
228.6
245.7
262.8
281.7
The PSC is a knowledge based organisation and does not outsource its work. The bulk of the PSC’s budget is allocated to compensation of employees. This has created an imbalance in the PSC’s budget in the sense that an average of 77% is allocated to compensation of employees and 23% to goods and services. 24

25. ALLOCATION PER ECONOMIC CLASSIFICATION
ALLOCATION PER BUDGET PROGRAMME 25

26. CHALLENGES IMPACTING ON THE IMPLEMENTATION OF THE APP
The PSC’s Goods & Services budget for the 2017/18 financial year amounts to R51,308,000. However, the operational cost is the major cost driver. It takes up 97% of the budget, leaving 3% (R1 729,000) for the outputs on the Operational Plan.
As a result of the shortfall in the Goods & Services budget, the Chairperson issued a memorandum indicating that with effect from 1 April 2017, there will be no implementation of any output on the Operational Plan, or activities with cost implications (e.g. travelling) without prior approval of the Director-General and the Chief Financial Officer.
The Chairperson has brought the challenges experienced in respect of its budget due to shortfalls in the baseline allocations and budget cuts by the National Treasury to the attention of the former and current Minister of Finance and requested meetings to discuss the prejudice the PSC is suffering due to the budget constraints. These challenges have also been brought to the attention of the Chairperson of the Portfolio Committee. 26

27. CHALLENGES IMPACTING ON THE IMPLEMENTATION OF THE APP (2)
The office accommodation is also impacting negatively on the health and morale of staff. The Chairperson: PSC has communicated with the Chairperson of the Portfolio Committee on Public Works, the former and current Minister of Public Works, as well as the Deputy Minister of Public Works to seek their intervention. 27

28. Thank you Siyabonga PSC Website: www.psc.gov.za
National Anti-Corruption Hotline for the Public Service: