1. PUBLIC SERVICE COMMISSION
PRESENTATION TO THE PORTFOLIO COMMITTEE ON PUBLIC SERVICE AND ADMINISTRATION
PUBLIC SERVICE COMMISSION
ANNUAL REPORT 2003/04
VENUE:S35,NCOP WING
DATE:13 OCTOBER 2004

2. ADMINISTRATION
AIM: RESPONSIBLE FOR THE OVERALL MANAGEMENT OF THE OFFICE

3. Income Statement for the year ended 31 March 2004
Revenue
R’000
2003/04
2002/03
Voted Funds
64 215
57 971
Other revenue
229
238
Local & foreign aid assistance
343 -
Total
64 787
58 209

4. Income Statement for the year ended 31 March 2004
Expenditure
R’000
2003/04 %
2002/03
Personnel
46 071 71
43 763 76
Administrative
11 651 18
8 095 14
Inventory
1 717 3
1 362
Equipment
1 323 2
975
Prof & Spec Services
3 159 5
3 046
Authorised Losses
224 -
187
Local & foreign aid assistance
343 1
Total
64 488
100
57 428

5. Income Statement for the year ended 31 March 2004
Net Surplus
R’000
2003/04
2002/03
Net Surplus
299
781
Made up as follows:
Voted funds surrendered 70
(0.1%)
543
(1%)
Other Revenue surrendered
229
238

6. Report of the Audit Committee for the year ended 31 March 2004
Met twice during the period under review
Effectiveness of internal control
The quality of in year management and monthly reports submitted in terms of the PFMA
Evaluation of the financial statements

7. Management Report for the year ended 31 March 2004
Surplus reduced from 1% in 2002/03 to almost nil in 2003/04
Capacity constraints
Donor funds
Corporate Governance Arrangements
New or Proposed activities
Events after the Accounting Date
Progress with financial management improvements

8. Report of the Auditor-General for the year ended 31 March 2004
Unqualified report
No emphasis of matter

9. Human Resources Management Report for the year ended 31 March 2004
Vacancy rate 13.2%
Overall staff turnover rate 6.9%
Skills development
4 misconduct and disciplinary hearings finalised
No officials on precautionary suspensions
2 grievances lodged and were all resolved
Health promotion programmes

10. Programme 2 HUMAN RESOURCES MANAGEMENT & LABOUR RELATIONS
AIM: To enable the Commission to perform its human resource management and labour relation functions effectively. It is divided into 3 Sub-Programmes.
Labour Relations
Senior Management and Conditions of Service
Human Resource Management and Development

11. Sub-Programme: Labour Relations
PURPOSE
To investigate, monitor and evaluate the application of merit and equity principles and sound HR policies and practices in the Public Service.
MEASURABLE OBJECTIVES
To investigate grievances and complaints lodged by public servants and to recommend appropriate remedies to national and provincial departments
To conduct investigations into complaints relating to the application of personnel and public administration, and
To conduct research on issues related to sound human resource personnel practices in the public service

12. Sub-Programme: Labour Relations
OUTPUTS
Development of new grievance rules
Handling of grievances
Report on evaluation of the extent to which the dispute resolution mechanisms are utilised by employees in the public service.
Report on the outcome of disciplinary proceedings in cases of financial misconduct.

13. Sub-Programme: Senior Management & Conditions of Service
PURPOSE
Manage HoD performance and development of conditions of service of the Senior Management Service.
MEASURABLE OBJECTIVES
To improve the management of the employment conditions of public servants by investigating the management practices of departments
To focus on performance management in the Senior Management Service (SMS), and
To manage the evaluation of the performance of Heads of Department

14. Sub-Programme: Senior Management & Conditions of Service
OUTPUTS
Investigation into the re-employment of persons retired due to ill health
Investigation into the management of state housing
Investigation into the application of job evaluation in the public service and assessment of the compatibility of job evaluation systems with the public service
Assistance with investigation into allegations made by POPCRU: Judicial inspectorate of Prisons

15. Sub-Programme: Senior Management & Conditions of Service
Assessment of the management of the HoD evaluation process
Management of the heads of department (HoD) evaluation process
Monitoring and evaluating Eas and HoDs and advising them on Performance Agreements (Pas)
Conducting a review of leadership in the public service

16. Sub-Programme: Human Resources Management & Development
PURPOSE
To investigate, monitor and evaluate human resource policies and practices
MEASURABLE OBJECTIVES
To promote Affirmative Action, Equity and Representation in the public service,
To ensure that human resources in the public service are managed in compliance with constitutional values and principles and the transformation policies of government, and
To provide best practices regarding human resource management and development

17. Sub-Programme: Human Resources Management & Development
OUTPUTS
Audit of Affirmative Action in the Public Service
Verification of Middle Managers on levels
Compilation of a “Toolkit” on recruitment and Selection
Evaluation of SMS appointments in the Eastern Cape
Secretariat to the Ministerial Task Team into the restructuring of the Office of the Secretary for Defence

18. Sub-Programme: Human Resource Management & Development
Management of Discipline in the Public Service
State of Performance Management Systems

19. PROGRAMME 3: GOOD GOVERNANCE AND SERVICE DELIVERY
AIM: To enable the Commission to perform its management and service delivery improvement functions, develop professional ethics and improve risk management in the public service.
This programme is divided into three sub-programmes:
Professional Ethics and Risk Management
Management and Service Delivery Improvement
Special Investigations

20. Sub-programme: Professional Ethics and Risk Management
Aim: To establish a culture of professional and ethical behaviour and to monitor and assess the implementation of risk management strategies in the public service.
Measurable Objectives:
To promote a high standard of professional ethics and anti-corruption measures;
To develop effective tools for ethics management;
To research and evaluate professional ethics and corruption prevention;

21. Sub-programme: Professional Ethics and Risk Management
Measurable Objectives (continued):
To monitor and raise awareness of conflict of interest issues among managers and maintaining the financial disclosure framework; and
To promote and evaluate best practice in risk management

22. Sub-programme: Professional Ethics and Risk Management
Outputs:
In partnership with the University of Pretoria PSC successfully presented a Corruption Prevention Course and a module was developed and is being marketed.
The cabinet approved the establishment of a single anti-corruption hotline to be housed at the PSC.
Guidelines for conducting risk assessment and risk management in the public service were developed.
Generic professional ethics statement
Development of an Ethics Telematics Course

23. Sub-programme: Professional Ethics and Risk Management
Guidelines on whistle-blowing were produced.
The asset register is maintained and updated and information is distributed upon request.
Completed an investigation into non-compliance with the Code of Conduct: remunerative work in the Department of Health, Gauteng.
A comparative analysis of the management of Asset Registers has been completed.
Evaluation of fraud prevention plan

24. Sub-programme: Management and Service Delivery Improvement
Aim: To investigate, monitor and evaluate management practices and service delivery in the public service and to provide recommendations.
Measurable Objectives:
To promote efficient, economic and effective use of resources;
To promote and monitor impartial, fair, equitable and unbiased provision of services;

25. Sub-programme: Management and Service Delivery Improvement
Measurable Objectives (continued):
To propose measures that will ensure a response to people’s needs and that the public is encouraged to participate in policy-making and decisions on service delivery;and
To monitor and investigate adherence to applicable to applicable procedures in the public service.

26. Sub-programme: Management and Service Delivery Improvement
Outputs:
An evaluation on Land Administration Systems was conducted in the Eastern Cape and proposals were made to address identified blockages, which had detrimental effect on the provisioning, releasing and determination of the ownership of land.
The PSC’s Monitoring and Evaluation Assessment Framework was implemented in 14 national and provincial departments.
Evaluated Performance Management in the Department of Social Welfare: Kwa-Zulu Natal

27. Sub-programme: Management and Service Delivery Improvement
Outputs (continued):
Advice and assistance was given to the Chief State Law Adviser regarding modernization and restructuring of his Office.
The Citizens’ Forums concept was successfully piloted in the Easter Cape (Department of Social Development) and Mpumalanga (Department of Health)
Completed an evaluation of the national housing scheme and published a report with recommendations.
Completed an investigation into Cubans in the public service.

28. Sub-programme: Management and Service Delivery Improvement
Outputs (continued)
Developing a Good Practice Guide on Police Station Management
Developing a Good Practice Guide on School District Management

29. Sub-programme: Special Investigations
Aim: To combat corruption in the public service by conducting selected investigations.
Measurable Objectives:
To conduct special investigations in relation to the core functions of the Commission;
To promote good governance and service delivery by contributing towards the national fight against corruption by conducting selected investigations with a special emphasis on procurement; and
To contribute to the national fight against corruption by participating in cross-sectoral investigation.

30. Sub-programme: Special Investigations
Outputs:
Completed investigations into institutional and system risks in the procurement and distribution of state medicine in North West, Free State, Eastern Cape and Mpumalanga provinces. Recommendations emanating from the investigations were presented to each province.
Completed an investigation allegations of irregularities in the acquisition of land in the Department of Land Affairs: Free State regional Office.
Investigation into complaints received from employees regarding the Department of Roads and Public Works in the North West.

31. THANK YOU