Fourth Consolidated M

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Fourth Consolidated ME Report

• Presentation to the Portfolio Committee, Cape
  Town
• 11 June

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Structure of Presentation

• Background to the PSCs M E System
• Methodology
• Presentation of findings per principle
• Recommendations

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Background to the PSCs M E System

• The PSMES is based on the nine Constitutional
  values
• principles governing public administration
  listed in Section 195
• of the Constitution.
• The system generates baseline data and
  comparable statistics
• on each of these principles for each national
  and provincial
• department included in an evaluation cycle.
• The intention with the evaluation process is to
  make an
• assessment of the extent to which sound
  public administration
• is practiced within individual departments.

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Methodology

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Methodology - continued

• The process of assessment involves working
  closely with departments to
• review their performance and identify areas
  where improvements could
• be effected, thereby contributing to overall
  management and service
• delivery improvement.
• The Consolidated ME Report is generated from
  findings and
• recommendations obtained in individual
  departmental ME Reports
• which are collated and consolidated
• As part of the implementation plan for the
  2006/07 PSMES research
• cycle 16 departments (4 national and 12
  provincial) are covered in this
• report
• Departments assessed during the 2006/07
  research cycle were rank-
• ordered for each principle, and categorised
  into under-performing (below
• 60, performing at an acceptable level (60)
  and performing above
• satisfactory (above 60)
• These comparisons should assist departments in
  benchmarking

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Findings Overall trends in performance for the
period 2000 to 2007

From 2000 to 2006/07 average performance ranged
from 28 (indicative of development that is
needed in all the standards) and 48 (indicative
of development that is needed in most of the
standards of the System)
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Findings Overview of departments performance
for the 2006/07 research cycle

• Three (19) out of sixteen departments scored
  60 and
• above, indicative of performance that is
  between adequate
• and excellent
• Thirteen (81) of the sixteen departments
  scored on
• average between 23 (development that is
  needed in all
• the principles) and 56 (development is
  needed in most
• of the principles).

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Findings Principle 1 Professional Ethics
The key indicator for measuring adherence this
principle is the manner in which departments
address misconduct and assesses whether cases
of misconduct where a disciplinary hearing has
been conducted comply with the provisions of
the Disciplinary Code and Procedures for the
Public Service
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Findings Principle 1 Professional Ethics -
Continued

• Eight (50) departments performed above
  satisfactory and eight
• (50) under-performed Public Enterprises
  scored 100
• Four (25) of the sixteen departments
  finalised cases of misconduct
• in which a disciplinary hearing was conducted
  within the time frame
• of 20 80 days, but twelve (75) were not
  finalised within this time
• frame
• Although management reporting on cases of
  misconduct is
• done on a regular basis (75), the reports are
  not always acted upon.
• Absenteeism is the most common case of
  misconduct
• If not properly managed absenteeism can impact
  on staff morale
• and productivity as the burden is placed on
  devoted officials

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Findings Principle 2 Economy, Efficiency and
Effectiveness
The assessment determines whether expenditure
is according to budget, and whether
programme outputs are clearly defined with
credible evidence reflecting that they have been
achieved
Three (19) departments performed above
satisfactory and sixteen (81) under-performed -
Public Enterprises scored 100
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Findings Principle 2 Economy, Efficiency and
Effectiveness - Continued

• Seven (44) Departments are still facing a
  challenge in developing
• measurable performance indicators
• Only one department managed to meet more than
  80 of its priority
• outputs
• Eight (67) of the twelve provincial
  departments were not able to
• clearly link their outputs, SDIs and targets
  with each other as they
• appear in the departments strategic plans,
  estimates of expenditure
• and annual reports

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Findings Principle 3 Development-Oriented Public
Administration
In addressing this principle, departments are
assessed according to how effective they are in
implementing programmes/projects that aim to
promote development and reduce poverty
Six (38) departments performed above
satisfactory, five (31) performed at an
acceptable level and five (31) under-performed
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Findings Principle 3 Development-Oriented Public
Administration - Continued

• Eastern Cape Department of Social Development
  scored 100
• Seven (44) departments did not sufficiently
  accommodate local
• development plans, which might impact
  adversely on the
• sustainability of projects themselves
• Ten (38) departments development plans did
  not always achieve
• their objectives
• Twelve (75) departments did not take lessons
  learned into
• consideration

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Findings Principle 4 Impartiality and Fairness
The performance indicator for this principle is
evidence that the Department follows the
prescribed procedures as set out in PAJA when
making administrative decisions.
Nine (56) departments performed above
satisfactory, two (13) under-performed and five
(31) did not performed
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Findings Principle 4 Impartiality and Fairness -
Continued

• The best performing department was Public
  Enterprises with 100
• Ten (63) Departments clearly refer to the
  applicable legislation/policy
• in terms of which a decision needs to be
  taken, six (37) were not
• Eight (50) of the departments were unable to
  submit any
• documentation to assess whether decisions were
  taken by duly
• authorised officials in terms of the
  departmental delegations of authority
• Twelve (75) Departments still do not comply
  with the requirements of
• PAJA

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Findings Principle 5 Public Participation in
Policy-Making
The performance indicator for measuring public
participation is that departments must facilitate
public participation in policy- making
Five (31) departments performed above
satisfactory, eight (50) under-performed and
three (19) did not performed
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Findings Principle 5 Public Participation in
Policy-Making - Continued

• The best performing department was Water
  Affairs with 100
• Six (38) of the sixteen departments (three
  national and three
• provincial departments) assessed do have a
  policy/system on
• public participation in policy-making in
  place, ten (62) have not
• Eight (50) departments utilised 50 of the
  time a system to
• consult and obtain public participation in
  policy-making
• Two (13) departments do have a system for
  public participation in
• policy-making but do not always utilise it
• Five departments (31) departments acknowledge
  and consider
• public inputs, eleven (69) do not

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Findings Principle 6 Accountability
The assessment focuses on whether departments
exercise adequate internal control over all
departmental financial transactions, and whether
fraud prevention plans, based on thorough risk
assessments, are in place and implemented
Seven (44) departments performed above
satisfactory, one (6) at an acceptable level and
eight (50) under-performed - The best performing
department was Public Enterprises with 90
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Findings Principle 6 Accountability - Continued

• Eleven (69) of the departments assessed did
  not receive a clean audit
• report as a number of internal control
  weaknesses were highlighted by
• the Auditor-General.
• Seven (44) departments assessed did have a
  comprehensive and
• appropriate fraud prevention plan that is
  based on a thorough risk
• assessment in place leaving a department
  vulnerable and open to
• fraud
• Most departments do not optimally use
  governments transversal
• systems such as BAS, PERSAL and LOGIS to
  manage information
• Five (31) of the departments assessed do not
  have any ME
• system

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Findings Principle 7 Transparency
The performance indicator for this principle is
whether the departmental annual report complies
with National Treasurys guideline on annual
reporting, and whether the Department complies
with the provisions of the Promotion of Access to
Information Act (PAIA)
Three (19) departments performed above
satisfactory, three (19) at an acceptable level
and ten (62) under-performed - The best
performing department was Public Enterprises with
90
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Findings Principle 7 Transparency - Continued

• Departmental Annual Reports
• The annual reports of fourteen (88) of the
  departments were well
• written and clearly presented
• Ten (63) departments annual reports covered
  in sufficient detail the
• areas prescribed by National Treasury
• Eight (50) Departments reported clearly on
  their performance against
• predetermined outputs
• PAIA
• Eight (50) departments did appoint a deputy
  information officer
• Three (19) did have a manual on access to
  information available
• Four (25) did have a system for managing
  requests for access to
• information

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Findings Principle 8 Good Human Resource
Management and Career Development Practices
The assessment is done on whether vacant posts
are filled in a timely manner and the
implementation of the Skills Development Act
Two (13) departments performed above
satisfactory, two (13) at an acceptable level,
eleven (68) under-performed and one (6) did not
perform - The best performing department was
Public Enterprises with 80
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Findings Principle 8 Good Human Resource
Management and Career Development Practices -
Continued

• Recruitment
• Ten (63) departments did not have a
  recruitment policy in place that
• complies with good practice standards
• Fourteen (88) departments time taken to fill
  a vacancy exceeded
• the standard of 90 days the average time
  exceeded 180 days
• Nine (56) departments do regular reporting on
  recruitment
• Skills Development
• Eight (50) departments had a skills
  development plan based on a
• skills need analysis, three (19) had only a
  plan and 5 (31) had no
• plan
• Two (13) departments did implement their
  skills development plans
• and assessed the trainings impact on their
  service delivery.

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Findings Principle 9 Representivity
The PSC assesses whether employment practices in
departments contribute to be representative of
the South African people and diversity management
measures are implemented
One (6) department performed above satisfactory,
three (19) at an acceptable level, nine (56)
under-performed and three (19) did not perform -
The best performing department was Labour with 70
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Findings Principle 9 Representivity - Continued

• Six (38) departments had an Employment Equity
  Policy that
• complied with the Employment Equity Act, ten
  (62) did not
• Six (38) departments did report to management
  on employment
• equity, ten (62) did not
• Two (13) departments met all the national
  representivity targets
• Five (31) departments met 61 to 85 of the
  national representivity
• targets
• Four (25) departments met 10 to 60 of the
  national representivity
• targets
• Four (35) departments (one national and three
  provincial) did not
• meet any of the national or their own
  Employment Equity Targets
• Nine (56), all of them provincial departments,
  did not have or
• implemented any diversity management measures

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Recommendations

• Departments should put in place a monitoring
  and evaluation system
• for handling cases of misconduct
• Departments should put in place an early
  warning system for flagging
• under-spending and the non-achievement of
  objectives
• Departments should make the implementation of
  PAJA and
• delegations of authority a top priority in
  order to legitimise
• administrative decisions taken
• It is imperative that departments develop and
  implement a policy on
• public participation on policy-making to
  facilitate the procurement of
• inputs in all public policy development
  processes
• Departments should make concerted efforts to
  adopt and implement a
• Risk Management Strategy
• Departments should tighten their internal
  control measures

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Recommendations - Continued

• Departments in future should ensure that they
  comply with the
• requirements on annual reporting set by
  National Treasury
• Departments should ensure that they comply with
  all the
• requirements of the Promotion of Access to
  Information Act, 2000
• (Act No. 2 of 2000)
• Vacancies must be filled within the time frame
  of twelve weeks
• on average
• Departments need to ensure that they meet all
  national employment
• equity targets, especially with regard to
  women in junior/senior
• management positions and attend to increase
  the employment of
• people with disabilities to 2 in order to
  strike an equity balance
• Departments should address the important issue
  of diversity
• management

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THANK YOU!
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