1. Presentation to the Portfolio Committee 16 September 2009 Governance and Administration Cluster

2. Background Presidential Review Commission (1998) critical of lack of coordination at the centre of government Cluster system established in 1999 which consisted of – Cabinet Cabinet Committees Ministerial Clusters DG Clusters In 2004 the Programme of Action (POA) introduced – Clusters reporting to Cabinet Committees bimonthly on implementation of the POA 2

3. Cabinet substructures Cabinet Committees Chaired by President or Deputy President Meet fortnightly and make recommendations to Cabinet Ministerial Clusters Chaired by Cluster Coordinating Ministers Cluster Ministers and DGs are members Convened to do preparatory work for Cabinet Makgotla 3

4. Cabinet Committees (2009) CABINET Cabinet Committee Social Sectors, Community & Human Development Cabinet Committee Economic Sectors, Employment & Infrastructure Development Cabinet Committee Governance & Administration Cabinet Committee Justice, Crime Prevention, Peace & Security Cabinet Committee International Cooperation, Trade & Security

5. DG structures FOSAD – Forum of South African DGs – DG in the Presidency (chair), national and provincial DGs and SALGA CEO FOSAD Management Committee – DG in the Presidency (chair) and Cluster Chairs DG Clusters – co-chaired by DGs of lead departments 5

6. FOSAD Clusters (2009) ClusterCoordinating Depts Infrastructure DevelopmentTransport & Public Enterprises Economic Sectors and Employment Trade and Industry & Economic Development Human DevelopmentEducation & Health Social Protection and Community Development Human Settlements & Social Development Governance and AdministrationPublic Service and Administration & Co-operative Governance and Traditional Affairs Justice, Crime Prevention and SecurityPolice & Justice and Constitutional Development International Cooperation, Trade and Security International Relations and Cooperation & Defence

7. Evolving role of Clusters Initially purely to harmonise work of departments (strategy, policy and implementation) Reduce departmentalism and silos After 2004 also to produce reports on implementation of POA Generate peer group pressure and culture of collective leadership for implementation of the PoA And to coordinate implementation of PoA Ensure deployment of departmental resources Identify and resolve blockages constraining implementation of PoA projects 7

8. Cluster Governance Cluster meets monthly for four hours. A working session also meets monthly Members include: DPSA and CGTA (Co-chairs), The Presidency, WCPwD, National Treasury, Statistics SA, GCIS, OPSC, Justice and Constitutional Development, line departments, provincial DGs, SALGA CEO. Agenda Briefings on Cabinet and FOSAD matters Reports/presentations on strategic issues in governance and administration Reports on projects that are on the G&A POA Secretariat based in DPSA/CGTA responsible for cluster meetings and coordinating reporting on POA 8

9. Medium Term Strategic Framework (2009-2014) MTSF developed based on electoral mandate MTSF has 10 strategic priorities Priority most relevant to G&A Cluster is priority no. 10: “Building a developmental state including improvement of public services and strengthening democratic institutions” 9

10. MTSF Strategic priority 10 Within strategic priority 10 there are four objectives: A.Improve the capability at the centre of government for strategic leadership and to further strengthen the capacity of the public service to meet its obligations of serving citizens B.Substantially improve the delivery and quality of public services C.Entrench a culture and practice of transparent, honest and accountable public service D.Strengthen engagement with society; promote the integrity and legitimacy of constitutional bodies; and to strengthen democratic institutions 10

11. Programme of Action G&A Programme of Action derived from MTSF priorities Most projects are implemented in an integrated way by a number of participating departments An indication given is of the ‘lead’ department 11

12. A. Capability at centre of government for strategic leadership and capacity of the public service Capability at the centre of government Establishment of a National Planning Commission (Presidency) Green Paper on National Planning published IDP analysis and guidance to municipalities Develop policy on Performance M&E (Presidency) Green Paper on M&E published Work on administrative data systems 12

13. A. Capability at centre of government for strategic leadership and capacity of the public service Capability at the centre of government, cont Implement e-government (DPSA) Develop a common platform for e-government Undertake policy review of provincial and local government (CGTA) Report to Cabinet in January 2010 13

14. A. Capability at centre of government for strategic leadership and capacity of the public service Strengthen HR capacity (DPSA) Reposition HR components in the public service Develop a self-assessment tool for depts Improve the HR planning function in the public service Monitor submission of HR plans by depts Develop overall Public Service HR Plan Implement the Public Service HRD Strategy Monitor submission of HRD implementation plans by depts Publish Annual HRD Performance Report Improve the quality of HR information Project to update depts’ organisational structures 14

15. A. Capability at centre of government for strategic leadership and capacity of the public service HR capacity, cont Monitor compliance with the basics of administration Manual to be developed Monitor and report on filling of SMS posts in PS and top management posts in municipalities Filling DG, HOD and DDG posts within 12 months Filling other SMS posts within 6 months Reduce MM vacancy rate to 11-15% of funded posts Finalise and implement OSD framework OSD for Doctors, Dentists OSD for Correctional Services OSD for Engineers and Architects OSD for Social Workers Revised salary structure for levels 1-12 15

16. A. Capability at centre of government for strategic leadership and capacity of the public service HR capacity, cont Increase recruitment, employment and retention of people with disabilities in PS and women in SMS Study on factors hindering government’s progress in meeting equity targets (WCPwD) Quarterly measurement of compliance (DPSA) At 30 June 2009: Women SMS: 34.7% (target 50%) Disabled people in PS: 0.21% (target 2%) 16

17. A. Capability at centre of government for strategic leadership and capacity of the public service Leadership and Management Development Programmes (PALAMA) Executive Development Programme 520 senior managers trained Massified Induction Programme Training provided to 67% of new recruits Government-wide M&E System training 6 courses developed; 3 courses accredited 1500 officials trained on M&E Gender mainstreaming training 20 gender mainstreaming sessions 17

18. A. Capability at centre of government for strategic leadership and capacity of the public service Improve financial management Led by National Treasury Implement a scientific tool to assess supply chain management capability maturity – reports on depts Implement a scientific tool to assess financial management capability maturity – reports on depts Increase the absorption capacity and depth of exposure of the programme to train Chartered Accountants – develop framework Implement a Financial Management Capacity Building Model – competency standards, assessment and development of curriculum framework 18

19. A. Capability at centre of government for strategic leadership and capacity of the public service Improve financial management, cont Led by CGTA Debt collection and revenue enhancement Develop enhancement strategy and launch campaign Operation Clean Audit 2014 Provincial launches; establishment of coordinating committees Local Government Legislative Reform Municipal Property Rates Amendment Bill and Traditional Leadership and Governance Framework Amendment Bill 19

20. A. Capability at centre of government for strategic leadership and capacity of the public service Local government capacity building (CGTA) Develop a framework on classification of posts in local government Establish a coordinating framework for the deployment of scarce skills and technicians at local government level Audit of the existing skills profile Results for a further 17 districts Develop a mechanism for fast-tracking of funding to affected areas in times of disasters 20

21. B. Substantially improve the delivery and quality of services National Macro-organisation of the State (NMOS) project (DPSA, National Treasury and Public Works) Tasks emanating from restructuring of Cabinet: Creation of new Ministries Renaming of Ministries Splitting of Ministries Transfer of functions between Ministries Minister for Performance Monitoring and Evaluation in the Presidency exercises political oversight Technical and logistical work is being done by NMOS project team to implement the changes New configuration aims to improve service delivery by the new administration 21

22. B. Substantially improve the delivery and quality of services Thusong Service Centres Review and strengthening of functioning of the TSCs (GCIS) Develop framework for the delegation of authority (DPSA) 22

23. B. Substantially improve the delivery and quality of services Improvement of frontline offices Improve the performance of the state in frontline service (DPSA) Develop project plan to address govt frontline offices Service standards publicly and prominently displayed in all government service delivery sites (DPSA) Survey of government service delivery sites Conduct citizen satisfaction surveys and citizen scorecards (OPSC) Surveys and scorecards conducted annually 23

24. C. Entrench a culture and practice of transparent, honest and accountable public service Anti-corruption Develop and implement a public sector anti- corruption capacity building programme (DPSA and PALAMA) Training workshops conducted for all departments Establish a Corruption Management Information System (CMIS) to monitor incidents of corruption in the public service (OPSC) Develop a Conflict of Interest Framework (DPSA) 24

25. C. Entrench a culture and practice of transparent, honest and accountable public service Implement PAIA and PAJA OPSC to monitor whether the public has access to information GCIS to publish all contact details of information officers Led by DOJCD: Provide training to organs of state on PAJA Conduct awareness campaigns aimed at educating society at large about their rights as contained in PAJA 25

26. C. Entrench a culture and practice of transparent, honest and accountable public service Implement PAIA and PAJA, cont Led by DOJCD, cont: Facilitate the designation of the magistrate’s courts as courts that can hear PAJA matters Deputy Information Officers to be appointed and trained Each body to publish (and update annually) a manual with all information about the body and the services it provides Each body to submit an annual report to the Minister of Justice and Constitutional Development in terms of section 32 of the PAIA 26

27. D. Strengthen: engagement with society; democratic institutions; and integrity and legitimacy of constitutional bodies Building partnership Improve public participation through izimbizo (GCIS) Convene the Public Sector Summit (DPSA) Review government’s strategy on public participation (Presidency) Review the Community Development Worker Programme (DPSA, CGTA, provinces) 27

28. D. Strengthen: engagement with society; democratic institutions; and integrity and legitimacy of constitutional bodies Building partnership, cont Revise and implement a National Programme of Support for the Institution of Traditional Leadership (CGTA) Facilitate the rollout of the National Framework on Ward Funding Model Implement the APRM Programme of Action and mainstream APRM-related projects in all departments Develop a costed communication strategy for the Cluster 28

29. D. Strengthen: engagement with society; democratic institutions; and integrity and legitimacy of constitutional bodies Strengthen democratic institutions Develop a coordinated response to the recommendations of the Asmal Committee (Presidency) Proposals to be submitted to Cabinet on response to the recommendations Develop an educational programme on the importance of the Constitution and constitutional bodies (DOJCD) 29

30. Timeline for 2009 POA POA published on Government website (12 August) G&A working session to conduct review of progress (17 September) G&A working session to review reports for Cabinet (15 October) Report to Cabinet on progress in implementation of POA (4 November) Parliamentary Briefings by Coordinating Ministers on the implementation of the POA (week of 9 November) Final reports on 2009 POA to Cabinet Lekgotla (January 2010) 30

31. Concluding remarks Working in Clusters has promoted integration and the breaking down of inter-departmental silos The Programme of Action has provided a sharp focus for the work of the Cluster – regular monitoring by the Cluster and Cabinet Committee ensures that implementation remains on track The POA is derived from the MTSF, which is a reflection of the Electoral Mandate, and is geared towards the objective of improving the quality of life for the people of South Africa 31

32. Siyabonga