2015/2020 STRATEGIC PLAN, 2016/17 ANNUAL PERFORMANCE PLAN (APP) AND 2016/18 BUDGET. April 2016

Transcription

1 DEPARTMENT OF PUBLIC SERVICE AND ADMINISTRATION (DPSA) 2015/2020 STRATEGIC PLAN, 2016/17 ANNUAL PERFORMANCE PLAN (APP) AND 2016/18 BUDGET April 2016

2 PRESENTATION OUTLINE 1. Introduction 2. Alignment of the 2015/20 Strategic Plan and 2016/17 Annual Performance Plan (APP) to the National Development Plan (NDP) and the 2015/2020 Medium Term Strategic Framework (MTSF) /17 Annual Targets /19 Budget 2

3 INTRODUCTION The department tabled its 2015/2020 Strategic Plan to Parliament in March The DPSA s Annual Performance Plan (APP) is aligned to the 2015/2020 Medium Term Strategic Framework (MTSF) The 2016/17 APP also includes other strategic projects and policy priorities of the department that are not in the MTSF. 3

4 ALIGNMENT OF THE 2016/17 APP TO THE NATIONAL DEVELOPMENT PLAN AND 2015/2020 MEDIUM TERM STRATEGIC FRAMEWORK (MTSF) 1. The Annual Performance Plan of the DPSA is aligned to the 2015/2020 MTSF as drawn Outcome 12: An efficient, effective and development-oriented public service which is based on Chapters 13 and 14 of the National Development Plan (NDP) 2. The NDP asserts that a capable state, with skilled public servants who are committed to the public good and capable of delivering consistently highquality services, is required to enable government to deliver on all the NDP priorities which are: 1. Growing the economy and creating Jobs 2. Rural Development, Land Reform and Food Security 3. Human Settlements and Basic Services 4. Education and Training 5. Health 6. Fighting crime and corruption 4

5 STRATEGIC OUTCOME-ORIENTED GOALS 1. The Strategic Objectives in the 2015/2020 Strategic Plan and the related projects in the 2016/17 Annual Performance Plan (APP) are guided by the following Strategic Goals as drawn from Outcome 12: An efficient, effective and development-oriented public service based on Chapters 13 and 14 of the National Development Plan (NDP) 5

6 STRATEGIC OUTCOME-ORIENTED GOALS STRATEGIC OUTCOME ORIENTED GOAL 1 A STABLE POLITICAL-ADMINISTRATIVE INTERFACE Goal Statement Promote stability of leadership in the top levels of the bureaucracy which is central to building a capable and developmental state by; introducing clear Financial and Public Administration Delegations, effectively managing the political-administrative interface and by, improving public confidence in the processes and quality of appointments. 6

7 STRATEGIC OUTCOME-ORIENTED GOALS STRATEGIC OUTCOME ORIENTED GOAL 2 Goal Statement A PUBLIC SERVICE THAT IS A CAREER OF CHOICE Promote the public service as a career of choice by; adopting a more long term approach to developing the skills and professional ethos that underpin a development oriented public service, recruiting young professional into the public service, ensuring that the work that guide personnel practices. environment is conducive for learning to take place on the job and by, adhering to the Constitutional principles 7

8 STRATEGIC OUTCOME-ORIENTED GOALS STRATEGIC OUTCOME ORIENTED GOAL 4 EFFICIENT AND EFFECTIVE MANAGEMENT AND OPERATIONS SYSTEMS Goal Statement Improve management and operations systems to challenges frontline staff face in delivering quality services to citizens by; clarifying responsibilities, introducing efficient and effective work processes, including IT systems that are tailored to specific areas of service delivery and by, delegating greater authority to resolve day-to-day problems. 8

9 STRATEGIC OUTCOME-ORIENTED GOALS STRATEGIC OUTCOME ORIENTED GOAL 6 INCREASED RESPONSIVENESS OF PUBLIC SERVANTS AND ACCOUNTABILITY TO CITIZENS Goal Statement Improve accountability as set out in the Batho Pele Principles and the Public Service Charter by; strengthening accountability to citizens, particularly at the point of delivery, increasing the responsiveness of public servants to the views and concerns raised by citizens and other service users and by, developing the capacity to monitor the quality of service provision and effecting the required improvements. 9

10 STRATEGIC OUTCOME-ORIENTED GOALS STRATEGIC OUTCOME ORIENTED GOAL 8 Goal Statement IMPROVED MECHANISMS TO PROMOTE ETHICAL BEHAVIOR IN THE PUBLIC Improve confidence in the integrity of the public service through; strengthening the fight against corruption by effecting amendments to the relevant codes or legislation in order to limit the scope for conflicts of interest, preventing public servants from doing business with the state and by, building the capacity of departments to investigate issues relating to ethics, integrity and discipline cases where there is a possible or actual conflict of interest. 10

11 PROGRAMME 2016/17 ANNUAL TARGETS PROGRAMME 1: ADMINISTRATION 1. Submit quarterly Interim and Annual Financial Statements to National Treasury. 2. Submit the (1) Quarterly reports on the implementation of the 2016/17 Annual Operational Performance Plan (APP) and (2) 2015/16 Annual Report to National Treasury and the DPME and Parliament by the required deadlines. 3. Submit quarterly Internal Audit and risk management performance reports to the Audit and Risk Committees. 4. Monitor and Report on the DPSA s compliance to internal and external Human Resources and Labour Relations Policy Prescripts and Procedures. 5. Report on Communication campaigns on the department s programmes, interventions and policy initiatives. 6. Monitor and quarterly report on the Implementation of ICT support and Governance Arrangements to ensure the ICT effectively enables the department to deliver on its strategic and operational objectives. 7. Report on the implementation of the department's Bi-lateral agreements and Multi-lateral arrangements. 8. Submit the first phase Public Administration Management Regulations for approval by the Minister and submit the draft second phase Public Administration Management Regulations to Minister to approve for public comment. 11

12 PROGRAMME/ BRANCH 2016/17 ANNUAL TARGETS PROGRAMME 2: POLICY, RESEARCH AND ANALYSIS 1. Conduct research to inform the design of the draft PAMA regulations for identified sections of the Public Administration Management Act (2014). 2. Submit the proposed appropriate institutional model for the co-ordination of the Thusong Service Centres for approval by the Minister to take the recommendations to Cabinet. The model is aimed at ensuring the Thuosng Centres function effectively and contribute towards improved service delivery. 3. Develop Alternative Service Delivery Models and consult with the Governance and Administration Cluster. The Service Delivery Models will be informed by the outcomes of the Accessibility studies conducted in 15 ISRSD nodes in rural areas, two metropolitan areas (City of Johannesburg and ethekwini) and key service cluster departments (Home Affairs, SASSA, GCIS and Labour). 4. Refine the current draft Organisational Functionality Assessments (OFA) tool and submit for approval after which departments will be supported to implement the tool. The Public Service Organisational Functionality Assessment tool will be used to measure organisational functionality and assist with the identification of areas of weakness to inform the required improvements to improve functionality and performance by departments 12

13 PROGRAMME/ BRANCH 2016/17 ANNUAL TARGETS PROGRAMME 2: POLICY, RESEARCH AND ANALYSIS 5. Apply the Draft Public Service Productivity Measurement Tool in two (2) departments (as a pilot) and submit the Final tool for approval after which departments will be supported to apply the tool. To date the productivity assessment instrument has been applied in the 3 departments of Basic Education in Mpumalanga, the North West Department of Health, and the Department of Cooperative Governance, Human Settlements and Traditional Affairs in Limpopo. The outcomes of these assessments show that on average, the measured rate of organisational productivity within these departments range from between 60 % to 80%, which reflects a moderate level of organisational productivity. 6. Monitor and report to Cabinet on the progress made by the Public Service with regards to the provision of reasonable accommodation and assistive devices and in meeting of the Public Service Equity Targets (2% disability and 50% women in SMS). 13

14 PROGRAMME 2016/17 ANNUAL TARGETS PROGRAMME 3: LABOUR RELATIONS AND HUMAN RESOURCE MANAGEMENT 1. Monitor and report on the % funded vacant posts of departments against the targeted 10% or less. As at as at 29 February 2016, the vacancy rate in the Public Service was 12,99% whereas it December 2015, the average % of vacant post was 10.24% 2. Revise the current Senior Management Service Performance Management and Development System (PMDS) and submit for approval.subject to approval; issue the approved Revised PMDS for implementation. In 2015/16 the PMDS for Heads of Departments (HoDs) has been revised and is currently being consulted further with the Presidency and the Public Service Commission after which it will be submitted to Cabinet for approval. 3. Submit the proposed model for the Public Service Graduate Recruitment Scheme. After approval the model will be piloted in a selected departments from Support departments in appointing the targeted youths into learnership, internship and artisan programmes and report on the number of youths appointed and absorbed/ employed by departments. From 2009 to date (2016); young people have been recruited into the public service departments as interns, learners and apprentices for a period of 12 months. Of these , a total of have been absorbed/employed into either permanent or contract employment into the public service. 14

15 PROGRAMME 2016/17 ANNUAL TARGETS PROGRAMME 3: LABOUR RELATIONS AND HUMAN RESOURCE MANAGEMENT 9 TARGETS 5. Continue to Monitor and report on how national and provincial departments are managing disciplinary cases. During 2014/15 Cabinet approved the establishment of an internal pool of experts to assist departments with the finalisation of cases of employees placed on precautionary suspension. 6. Monitor and report on the implementation of the Public Service Co-ordinating Bargaining Council (PSCBC) resolutions. 7. Submit an Compliance Annual Report in line with Section 16 A (1) and (2) of the Public Service Act on the actions taken by Executive Authorities and Heads of Department (HoDs) in relation to non - compliance to the Public Service Act or regulations, determinations and directives. The DPSA will submit Annual Compliance Reports to Cabinet 8. Report on the development and establishment of the Government s Employees Housing Scheme (GEHS). The implementation of the Scheme has begun and the registration of qualifying employees is continuing. 15

16 PROGRAMME 2016/17 ANNUAL TARGETS PROGRAMME 4: GOVERNMENT S CHIEF INFORMATION OFFICER 1. Develop e-enablement value propositions for the remaining 2 of the 5 prioritised projects of the Department of Health and SAPS. The e-enablement of government services improves access to the speedy delivery of public services. 2. Monitor and report on the improvements made by all national and provincial departments in managing technology obsolescence. 3. Support departments to implement the ICT Cost Management Policy Guidelines which are aimed at assisting departments to reduce the costs related to the procurement of IT products and services. 4. Support departments in the implementation of the DPSA developed ICT Security Guidelines. 16

17 PROGRAMME 2016/17 ANNUAL TARGETS PROGRAMME 5: SERVICE DELIVERY SUPPORT 1. Support three (3) prioritised departments to Map their Business Processes and to develop Standard Operating Procedures. Business processes and Standard Operating Procedures support improvements in the efficiency, effectiveness and functionality of operations of departments which in turn improves service delivery processes. To date the Departments of Labour, Transport and Social Development have been supported to Map their Business Processes and developed Standard Operating Procedures. 2. Monitor the improvements in the turnaround times for the delivery of the services provided by the three (3) prioritised departments. 3. Support prioritised service departments to improve the quality and implementation of their Service Delivery Improvement Plans (SDIPs). Annual Reports on compliance with regards to the submission and quality of SDIPs are submitted to Cabinet. 4. Support prioritised service departments to develop standards for Batho Pele Principles, communicate the standards and monitor and report on the implementation of the standards 17

18 PROGRAMME 2016/17 ANNUAL TARGETS PROGRAMME 6: GOVERNANCE OF PUBLIC ADMINISTRATION 1. Support departments with the implementation of Delegations on Public Administration and Management monitors the implementation of Directive on Public Administration and Management delegations as measured by MPAT (DPME). Delegations clarify roles and responsibilities of Executive Authorities, Heads of Departments as well as other levels of officials. This helps in improving decision making which in turns facilitates improved organisational processes and service delivery. 2. The DPSA also Support departments with the implementation of the Guidelines to clarify administrative roles and responsibilities when they develop Operational Policies such as Bursary or Leave Policies. 3. The DPSA has developed mechanisms to facilitate on the job mentoring for newly appointed senior managers to ensure that managers gain the required competencies. This Guide will be piloted in four (4) selected departments during the 2016/17 financial year in order to assess feasibility and organisational readiness to implement the approved Guide. 18

19 PROGRAMME 2016/17 ANNUAL TARGETS PROGRAMME 6: GOVERNANCE OF PUBLIC ADMINISTRATION 5. Review and improve the current SMS competency assessment battery and develop revised exercises. The assessments measure the suitability of the candidates for the post and also identifies areas of strength and areas of development which should inform the training areas for the appointed candidate. 6. Monitor, and report to Cabinet on, the average time spent by HODs in a post. Whilst HoDs have 5 year contracts; as at 30 September 2015, the average time spent by an HoD in a post was 2.7 years. 7. Support selected departments to strengthen their internal Human Resources (HR) Capacity. The DPME s- MPAT reports show that some departments perform poorly against HR related standards. 8. Issue a Directive on other designated categories of employees to submit financial disclosure forms. Currently only senior managers are required to disclose their financial interest. There are other categories of junior officials who work in areas such as finance and supply chain management who may also be required to disclose their financial interests. 19

20 PROGRAMME 2016/17 ANNUAL TARGETS PROGRAMME 6: GOVERNANCE OF PUBLIC ADMINISTRATION 9. Continue to monitor and report on implementation of electronic submission of financial disclosure forms through the DPSA developed and managed e-disclosure System. For the disclosure period 2014/15, 73% of SMS members used the e-disclosure System to submit their financial disclosure forms. 10. Issue the Revised Determination on Other Remunerative Work and support departments on the implementation of the directive. The DPSA has revised the Sections 2 and 3 of the Public Service Regulations to prohibit public servants from doing business with the state in their own capacity as individuals or through companies in which they are directors. 11. Analyse whistle blowing in the Public Service to inform the development of a Policy and approach for the protection of Whistle Blowers within the Public Service. 20

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22 MTEF ALLOCATIONS PER PROGRAMME DESCRIPTION 2016/ / /19 R'000 R'000 R'000 Administration Policy Development, Research and Analysis Labour Relations and Human Resource Management Government Chief Information Officer Service Delivery Support Governance of Public Administration Total Centre for Public Service Innovation National School of Government Public Service Commission Total Total

23 DPSA MTEF ALLOCATIONS PER ECONOMIC CLASSIFICATION DESCRIPTION 2016/ / /19 R'000 R'000 R'000 Compensation of Employees Goods and Services Payment for Financial Assets Transfers and Subsidies Payment of Capital Assets Total

24 COMPENSATION OF EMPLOYEE MTEF ALLOCATION BREAKDOWN DESCRIPTION 2016/ / /19 R'000 R'000 R'000 Baseline Allocations Compensation of Employees Reserves Additions: PRRC Total Allocated Budget OPERATIONAL COSTS MTEF ALLOCATION BREAKDOWN DESCRIPTION 2016/ / /19 R'000 R'000 R'000 Baseline Allocations Additions: PRRC Total Allocations DPSA Cost Containment Measures Total

25 Thank You. 25