Strategic Initiatives and Challenges Faced by the Public Service Commission

PUBLIC SERVICE COMMISSION STRATEGIC INITIATIVES JULY 2015

ISSUES RAISED BY THE CHAIRPERSON Collaboration with the Presidential Remuneration Review Commission and submission of inputs. Discuss implications of expectation in the NDP that the PSC should play its rightful role in determining the levels of staffing and the requisite competencies and qualifications of staff and clarify and communicate the PSC s position on recommendations of the NDP as they relate to the PSC. Propose measures that will ensure that services to the people of this country are delivered in an effective, efficient and sustainable manner that will create a better life for all. Improve our inspection methodology to make better impact. Look at whether we are carrying out our mandate to propose measures to ensure effective and efficient performance within the Public Service. Review the PSC s role in financial misconduct. Ensure a focussed approach to monitoring the career incidents of HoDs; Unpacking of the Constitutional values and principles.

ISSUES RAISED BY THE CHAIRPERSON (2) Now that backlogs have been eliminated in grievances: How do we now deal with our mandate to promote sound and fair labour relations and practices throughout the Public Service. Review of the PSC s role in the NACH: The financial challenges, follow up on departmental investigations, outsourcing and the question of other Hotlines. Find a niche in its implementation of its mandate. Clear up any appearances of duplication with other institutions. How can we improve our impact, visibility and contribution to the Public Service. Need to explore innovate public outreach and awareness mechanisms (Asmal report). Resolve issue of the location of the budgets of ISDs (Asmal report)

ISSUES RAISED BY THE CHAIRPERSON (3) Deal with uneven relationship with provincial legislatures. Develop a clear action plan on how the resolutions of Parliament as well as other recommendations from the Portfolio Committee will be taken forward. Finalise format for reporting on the PSC s activities and the performance of its functions, as contemplated in section 196 (4)(e) of the Constitution. Relook organisational structure to identify posts that are not fully utilised. Effectively use our provincial capacity to increase the relevancy of the PSC s reports in the provinces (Asmal report) Review the most appropriate model to support the PSC to enhance our operational functioning. Review how we conduct our business to achieve more with less. Review panel and cluster processes and document lessons learnt. Establish M&E unit in Office of the DG. Reflect on the recommendations in the Kader Asmal report and assess how these can be taken forward in the PSC.

STRATEGIC OUTCOME GOAL 1 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 Priority Focus Areas Directions on personnel procedures Proposed Initiatives Conduct a trends analysis on personnel practices and then: Review the protocol for giving directions on personnel practices and procedures Develop guidelines based on trends analysis on personnel practices

STRATEGIC OUTCOME GOAL 1 (cont) Priority Focus Areas Efficient organisation and effective administration of the public service Proposed Initiatives Develop and implement a tool/approach/methodology for the PSC to monitor, evaluate and advise (project on 2015/16 Workplan) Assessment of records management (Compliance with the prescripts on Archiving) Audit of the Recruitment and Selection Processes (give an opinion) Audit of inconsistencies between the approved written structure and the PERSAL Structure Continuation of work on promotion of values and principles (project on 2015/16 Workplan) Audit Compliance with the Constitutional Values and Principles (finalise project on development of indicators) Values and principle based public service

STRATEGIC OUTCOME GOAL 2 Positive impact on the attainment of an 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 Priority Focus Areas Monitoring and evaluation of service delivery (need to distinguish between PSC and DPME) Public Participation effectiveness, interaction with the people) e.g. Health (ambulances), Housing (funding, beneficiaries), Land claims Proposed Initiatives Emphasis on public participation Assessment of the current mechanisms of public participation in the area of service delivery Continuous use of current public participation tools e.g. Citizens Forum Quarterly Inspections on service delivery (in depth study into the

STRATEGIC OUTCOME GOAL 3 Strengthened institutional capacity Goal statement An independent, impartial, knowledge-based institution that promotes a development-oriented public service. Priority Focus Areas Institutional review issues Capacity building Research Capabilities Investigative capabilities Visibility of the PSC Identification and implementation of activities for increased visibility of the PSC Communication strategy on finalised projects Quarterly bulletin on grievances, complaints, inspections) Branding and branding materials standardized e.g. inspection attire Proposed Initiatives Continue and finalise current work conducted

STRATEGIC OUTCOME GOAL 4 Positive impact on the attainment of Sound labour relations and human resource management Goal statement A Public Service that is sensitive and responsive to the needs of its employees Priority Focus Areas Meritocracy in the Public Service Proposed Initiatives Further work emanating from recommendation from recruitment and selection report (incl. review of toolkit) Review and promote Code of Conduct (coal face issues to be addressed) Professionalisatio n of the Public Service

STRATEGIC OUTCOME GOAL 4 (cont) Priority Focus Areas Conflict management in the Public Service Proposed Initiatives Promotion of sound labour practices and public administration practices Continue to investigate and monitor grievance and complaints management in the Public Service Conduct own accord investigations Audit into the extent to which the Disciplinary Code and Procedures is used in the Public Service Examining the effectiveness and fairness of the Bargaining processes/systems in the country (negotiating in good faith) Capacity building on conflict management (efficient resolution of issues across public service) Development of the toolkit on conflict management (ADHOC 2015/16) Audit of Conditions of Service for educators that are institution/office based (ADHOC PROJECT in 2015/16 - to form part of the Ngcobo Commission