Date: 11/09/2003
Source: Ministry for Public Service and Administration
Title: Fraser-Moleketi: Parliamentary Media Briefing, September 2003
MINISTER FOR PUBLIC SERVICE AND ADMINISTRATION, MS GERALDINE FRASER-MOLEKETI's, PARLIAMENTARY MEDIA BRIEFING, 11 September 2003
COMMUNITY DEVELOPMENT WORKERS
Government has finalised all human resources (HR) related planning for the introduction of a new type of public servant, community development workers (CDWs). The process of recruiting and selecting CDWs has begun. Following the initial recruitment pilot a standardised national advertisement template to be used to intensify all the recruitment initiatives has been finalised.
Recruitment procedures will be customised according to their local and other provincial specifics. The job description designed for CDWs calls for a minimum requirement of Grade 12 or equivalent prior learning. CDWs will go through a learnership phase that includes thorough training before their formal appointment. Remuneration will correspond with their levels of appointment and phase of operation.
On 1 October 2003, the South African Management Development Institute (SAMDI) will start rolling out training for the CDWs. They will use a specific and practical training intervention that responds to real community issues.
The training intervention will be supplemented by a toolkit that CDWs can use on their day-to-day operations. The training includes a Participatory Rural Appraisal, a technique that broadly covers community needs assessment, public facilitation, project management, communications and conflict resolution. The training will be enhanced by the inclusion of a simulated project component.
Candidates will be required to identify a practical community project where they will have to apply the techniques learnt during training to ensure that they are able to relate the theoretical training to more practical real life situations. The candidate shall determine the pace of the completion of the practical project. The Department of Local Government in the province will closely monitor the implementation of this project.
Through the sharing of skills and knowledge, complimented by tools and techniques, training will be approached from an adult learning perspective to ensure optimal efficiency.
The rationale for the adult learning approach takes into consideration that there are citizens in our communities who have not been exposed to formal training and learning, albeit they bring diverse skills, experiences of community development and mobilisation on board. They will also receive a rigorous training on Batho Pele - People First. This training will ensure that they are skilled to make the direct interaction with government services positive, helpful and effective.
The Gauteng Province will be the first to deploy the group of 40 trained CDWs followed by Limpopo, North West Province and the Eastern Cape. The Centre for Public Service Innovation is currently finalising the connectivity solutions that will support the work of the CDWs. With the launch of the Public Service Direct in October 2003, CDWs will also be trained to download the portal and further assess the consolidated 4600 government services. The Centre for Public Service Innovation (CPSI) together with State Information Technology Agency will also provide continuous technical support to the CDWs.
Two months after the CDWs have been deployed, SAMDI will conduct a needs analysis to ascertain specific developmental areas as well as the skills that need to be sharpened for the optimal functioning of the CDWs. Continuous management of performance and expertise enhancement will be closely monitored bearing in mind that the CDWs are a special type of public servants.
They are unique in many ways: they will be recruited from the communities in which they live in order to offer government information and services, at the community's doorstep. They will be trained to provide or refer appropriately on all services across departmental boundaries. While out in the field, CDWs will be equipped with electronic wireless notebooks to be able to process identity documents and social grant applications, as well as a host of other services. This will function through the use of cellular network connection, because the current network coverage will be about 90%, CPSI is working with the private sector to ensure that they increase their network connectivity status.
They will also have access to fixed government service centres such as Multi-purpose Community Centres (MPCCs).
In addition to expediting service delivery in this manner, CDWs will be the first level of contact that a community member will have with government. Hence their training should enable them to refer citizens to other specialised services of government, such as social workers, educational institutions and small business advice centres.
These public servants will also integrate their unique service delivery work style with other organisations in those communities, such as non-governmental organisations, faith-based organisations and cultural activity groups. Community development workers will therefore become a vital conduit for citizens to a wide range of government services on offer.
This is particularly crucial and imperative in poor and marginalized communities where access to developmental and social government services is inhibited by geographic distance, poverty, apathy or ignorance and sometimes incorrect referencing.
We are confident that the introduction of community development workers will further present a practical experience of Batho Pele and will go a long way in ensuring efficiency in service delivery. It will be indeed a further breakthrough in bringing services closer to the people.
RESTRUCTURING OF THE PUBLIC SERVICE
Resolution 7 of 2002 comes to an end on 12 September 2003. The aim of this resolution was to restructure the Public Service in terms of human resources to enable the most effective and efficient delivery of services our citizens. Phase one of the programme has been completed. We are now on phase two, which deals with excess employees not accommodated during the redeployment. Restructuring in the Public Service, however, is an ongoing process and therefore, we will also establish a framework to guide the ongoing transformation and restructuring in the Public Service.
As we conclude restructuring, all employees that were declared in excess and were unsuccessful in the redeployment process as at 12 September 2003 will be placed in a special programme and assigned to defined centres by the employer. These centres may be regional, town or district based.
According to our current data, government has 20958 excess employees including the South African National Defence Force personnel and 20313 vacancies. (See table at the end for breakdown.) Of the 20313, there are 5279 non-funded vacancies and 15034 being funded vacancies. Overall, the majority of excess personnel are from the agricultural sector whilst the majority of vacancies are in the health sector. According to our salary levels, the majority of excess personnel are predominately on levels 2-4.
At the beginning the total number of excess employees was 28744. This number was reduced through internal appointment, some members took voluntary packages (2507), some resigned (746), other received employment in other departments (2311) and some took early retirement (23). Important to note is that the departments further reviewed their human resources plans and further absorbed (2199) within their respective structures.
The special programme will focus on re-skilling of employees and will also facilitate the absorption into future departmental vacancies. This process will run until 31 May 2004.
Employees who are not successful in this programme will be eligible for the employer initiated severance package. Employees may, however, choose to exit the Public Service, earlier rather than join this special programme, by applying for a severance package.
The restructuring has not been without challenges. To date the South African Police Service (SAPS) has 305 disputes that have been referred to the Public Service Co-ordinating Bargaining Council for mediation-arbitration. This will fast track the process of dispute handling and will be completed by mid-November. Most of the disputes are as a result of the integration of the Special Investigation Unit i.e. the Drug Unit into the service delivery unit to operate at a station level. Majority of the disputes faced by the SAPS is from the Gauteng and Eastern Cape. We believe that our restructuring has been fair and procedural. As a major employer in the country we are leading by example.
Departments have been encouraged to seek other areas of employment i.e. government agencies. A comprehensive analysis of the skill profile of employees admitted to this programme will be done and made available to all departments.
Based on the analysis of requirements for vacant posts, these employees are to be re-skilled through training programmes and absorbed where appropriate into other agencies, e.g. National Protection Services, expansion of Home Affairs.
Furthermore, as and when vacancies arise in the Public Service, relevant departments must firstly attempt to absorb employees from this programme prior to releasing external advertisements. Although Resolution 7 of 2002 comes to an end on 12 September 2003, restructuring and transformation is an ongoing process and will continue in the Public Service.
We can confidently state that restructuring has succeeded in integrating the public services and practically promoted representivity. We have also succeeded in ensuring that all departments (nationally and provincially) have strategic plans that correspond with their human resources plans whilst taking into account Employment Equity Act.
The Public Service has successfully implemented Section 189 of the Labour Relations Act. This places us in a better position to share our experiences with other employers and reflects our commitment to good labour practise.
To ensure an ongoing restructuring and transformation continues smoothly we will develop a framework. The following principles will guide the development of such a framework:
* All employees affected by the restructuring will be treated fairly and in terms of relevant legislation and collective agreements
* All avenues should be explored to ensure the continued employment of employees classified as in excess, or transferred, in terms of these procedures
* The participation of excess employees in redeployment/transfer should be compulsory
* The employer will be guided by affirmative measures for designated groups, including the requirements of the Employment Equity Act, and representivity.
The framework for the ongoing restructuring will be negotiated with our social partners covering all the steps used in restructuring. This will ensure that the ongoing programme is kept fair and procedural.
Current statistics on excess and vacancies in government departments
Excess employee distribution
Eastern Cape 4974
Most affected departments
* Agriculture 3105
* Roads and Public Works 910
* Health 808
Mpumalanga 150
Most affected departments
* Agriculture and Environment 137
KwaZulu-Natal 1073
Most affected departments
* Environment and Agriculture 310
* Traditional and Local Government 285
North West Province
Most affected departments 831
* Education 259
* Agriculture 265
* Public Works 162
Limpopo 4527
Most affected departments
* Agriculture 3649
* Local Government and Housing 855
Western Cape 1036
Most affected departments
* Education 835
* Agriculture 159
Free State 575
National departments 7713
Most affected departments
* Defence 7148
* Water Affairs 498
* National Treasury 33
Vacancies 15034
Limpopo 2 - 0.0%
Mpumalanga 1236 - 8,2%
Gauteng 244 - 1,6%
North West Province 2013 - 13,4%
KwaZulu-Natal 7733 - 51,4%
Eastern Cape 21 - 0,1%
Northern Cape 16 - 0,1%
Free State 61 - 0,4%
Western Cape 86 - 0,6%
National departments 3264 - 24,1%
REVIEW OF PUBLIC ENTITIES
The Department of Public Service Administration (DPSA) jointly with National Treasury has developed a business plan to review all public entities. The review will cover all public entities reporting to national government departments excluding constitutional bodies and commissions.
As at 28 February 2003, the recorded number of public entities totalled 336 and in the 2003/2004 financial year, national government voted approximately R15 billion towards these entities.
Public entities are described as:
* A public entity or government business enterprise at the national sphere of Government, listed in terms of Schedules 3A and 3B of the Public Finance Management Act (PFMA);
* Any subsidiary or entity under the ownership/control of the above-mentioned public entities;
* Any non-listed board, council, commission, company, corporation, fund or other entity that receives funding from the National Revenue Fund (e.g. transfer payments), or by way of tax, levies or other money imposed in terms of legislation; and
* Companies including Section 21 (not for profit) companies, trading entities and trusts established by Departments or public entities.
Public entities were created in terms of their own legislation, and this has led to fragmentation of regulatory frameworks, accountability frameworks, conditions of service, and service delivery.
Government has also noted the following as problems that characterised the public entities:
* Governance arrangements proposed in the King Code are not internalised by some public entities
* The enabling acts together with the PFMA (and related Treasury Regulations) are not providing from a governance perspective the necessary details or guidance to some entities
* There are some public entities operating with no clear reason for separation from national departments. Others may be performing duplicate functions and/or pursue objectives that are not in line with the specified mandate. We are finding it difficult to intervene due to the autonomous accounting authority acting in the best interests of the entity
* The accounting authority comprises of honorary, non-executive persons some of whom are unable to commit them and/or they lack relevant corporate governance skills. Thus, these bodies are unable to monitor the public entity's performance and execute their duties as accounting authorities efficient and effectively
* Salary grades appear to be based on varying interpretations of market-related salaries. Salary surveys are often based on profit-making organisations rather than government institutions;
* The executive management teams are sometimes ex-employees of governing departments and/or earn substantial packages relative to the work performed. In some instances salary packages are not linked to performance contracts
* The procurement processes are sometimes not transparent, equitable and/or fair. It is felt that the policies are not always cost-effective and may be open to abuse.
As government we have felt that the public entities would result in "the creation of effective, transparent and accountable public expenditure management systems that can translate development policies into effective service delivery" as these entities would be focused, properly resourced and utilise an optimal level of resources.
The review is expected to address the following substantial issues:
* The role public entities in its current corporate form with a view to enhance the coherent functioning of the different parts of government
* The appropriateness of the PFMA, Public Service Act and other related legislation including the enabling acts, and propose amendments to them to enhance the governance practices of these entities in line with the constitutional values and principles
* Review and propose appropriate corporate governance practices that enable compliance with the PFMA and related regulations/legislations, with specific focus on improving:
-- the quality of accounting arrangements;
-- the effectiveness of the management of human resources including performance management and remuneration; and
-- the fairness/transparency of the procurement procedures
* Finally develop a criterion for the classification of public entities and for assessment of proposals relating to the creation, restructuring, merger or closure of entities, to enhance service delivery using optimal resources.
The review will be completed in May 2004.
PUBLIC SERVICE ANTI-CORRUPTION PROGRAMME
Progress since release of first South African Country Corruption Assessment Report
On 2 April this year Government released the Country Corruption Assessment report that was done by the DPSA in conjunction with the United Nations Office on Drugs and Crime. This report showed how far we have come as a country in establishing the frameworks and systems required fighting corruption effectively.
The report showed that internal systems are working and exposing corruption where it occurs. In particular the report indicated that the Public Service now has model policies in place when it comes to fighting corruption. This includes requirements for financial disclosures, fair and transparent procedures that discourage corruption, performance management that prevents negligence and dereliction of duty and responsibility thus disenabling corruption, good disciplinary systems and so forth. The report also showed where we still need to give ongoing attention and these we are focussing on currently.
These initiatives include the finalisation of the anti-corruption legislative framework, strengthening our partnerships in fighting corruption, ensuring departments all have adequate capacity to fight corruption, rolling out anti-corruption measures to local government level and making sure people have easy and confidential access to report corruption.
Anti-Corruption Bill
Government is serious and committed to the fight against corruption. With this latest sitting of Parliament, government will continue to employ all efforts possible to expedite the passing of the Anti-Corruption Bill. The Bill, if passed, will be seen in many quarters as a landmark achievement in defining corruption as a prosecutable offence.
Due to various challenges relating to the correct definition of what constitutes corruption as an offence and the need to balance this definition against certain citizen protection safeguards in the country's laws, the Anti-Corruption Bill has been in the law-making system for two years and seen various delays due to revisions.
The Bill, which is presently open for public comment, once made into law, will explicitly criminalise corrupt actions and thus make it easier for corruption cases that come before the courts to be prosecuted with an increased rate of success than is the case currently. The Bill also provides for the criminalisation of illicit enrichment.
Under the Bill, it will become possible for people to be investigated and possibly prosecuted if they show evidence of living standards that are beyond their known, declared and legal means.
International initiatives against corruption
South Africa has also made gains on the international front with regard global initiatives against corruption. In August, in Austria, as part of negotiations around the United Nations (UN) Convention against Corruption, a South African delegation succeeded in leading negotiations on measures allowing for reparations arising out of the proceeds of corruption, to be paid back to the country of origin. South Africa is expected to sign the UN Convention in December 2003. Presently South Africa complies favourably with every international and regional obligation in the fight against corruption and is seen among leading countries in commitment and zeal to fight against corruption. Once the Prevention of Corruption Bill becomes law, the South African legal framework will comply and in parts exceed the UN requirements.
In order to support the implementation of the UN Convention, a task team of South African experts has developed a manual of tools for corruption investigators and prosecutors in conjunction with the Centre for International Crime Prevention. This manual is currently being refined and prepared for printing to be ready when the world signs the UN Convention in December.
We have also been active in other fronts of the international and regional arena, including assistance to the Korean Government to organise the third meeting of Global Forum on Fighting Corruption and Safeguarding Integrity and participating in Southern African Development Community (SADC) initiatives (establishing a regional anti-corruption programme and exchanges with individual SADC member countries).
Institutional capacity
As far as institutional capacity is concerned, the focus to date this year has been on strengthening departmental capacity to fight corruption within departments. In future departments must perform minimum prevention and investigation functions. Many departments are of course already performing these functions and performing them well, but this capacity does not exist evenly in all departments. The anti-corruption functioning of departments will build on existing risk assessments and link closely with systems that allow ongoing monitoring and evaluation, as well as national risk assessments. This system of minimum capacity will ensure that possible corrupt behaviour and action are stemmed at coalface level.
In order to address corruption at local government level, capacity has now been created with the Department of Provincial and Local Government to roll out a local government anti-corruption campaign.
These initiatives should be seen in its full context. When Government adopted the Public Service Anti-corruption Strategy in the beginning of last year, it called for the strengthening of our institutional capacity at all levels. Last year we set up the necessary co-ordinating mechanism at national level (the Anti-corruption Co-ordinating Committee) and revitalised the functioning of the National Anti-corruption Forum (NACF)(that allows for inter-sectoral collaboration between the public, business and civil society sectors). Especially within the NACF, partnerships against corruption are being strengthened as we speak. This year it is strengthening departments and starting the local government campaign. Our next steps are to strengthen the judicial system through capacity building and internal integrity measures. By next year we will thus have focussed on all our institutional capacities required to effectively fight corruption.
Whistle blowing hotline
The national anti-corruption hotline is also now being established and is expected to be fully operational in April 2004. This system will allow for easy access to report corruption confidentially and will be based on a case management system to allow for tracking of cases as they are attended too by the various departments and law enforcement agencies. A communication programme to promote the use of the hotline will support implementation. The hotline system has been very successful in the Eastern Cape and a large number of cases are now under investigation by the Joint Anti-Corruption Task Team (JACTT) and Disciplinary Cases Task Team (DCTT) active in the province. JACTT has already made 144 arrests from its 374 cases it is dealing with and of these achieved 18 convictions and sentencing. A further 113 are in the court process. The DCTT has equally been successful, having finalised 172 hearings of the 467 active disciplinary cases it is dealing with at present.
In conclusion, there are a number of other projects which the departments will has done outstanding progress on, i.e. the Interim Management Intervention, Gateway implementation of learnerships in State Information Technology Agency and so on. These will be dealt with in other forms of briefings.
Regrettably, I would also like to announce the resignation of the Director-General of DPSA, Mr Muthanyi Robinson Ramaite. He will be leaving the department at the end of September 2003 to join the private sector.
Issued by: Ministry for Public Service and Administration
11 September 2003
Source: Ministry for Public Service and Administration
Title: Fraser-Moleketi: Parliamentary Media Briefing, September 2003
MINISTER FOR PUBLIC SERVICE AND ADMINISTRATION, MS GERALDINE FRASER-MOLEKETI's, PARLIAMENTARY MEDIA BRIEFING, 11 September 2003
COMMUNITY DEVELOPMENT WORKERS
Government has finalised all human resources (HR) related planning for the introduction of a new type of public servant, community development workers (CDWs). The process of recruiting and selecting CDWs has begun. Following the initial recruitment pilot a standardised national advertisement template to be used to intensify all the recruitment initiatives has been finalised.
Recruitment procedures will be customised according to their local and other provincial specifics. The job description designed for CDWs calls for a minimum requirement of Grade 12 or equivalent prior learning. CDWs will go through a learnership phase that includes thorough training before their formal appointment. Remuneration will correspond with their levels of appointment and phase of operation.
On 1 October 2003, the South African Management Development Institute (SAMDI) will start rolling out training for the CDWs. They will use a specific and practical training intervention that responds to real community issues.
The training intervention will be supplemented by a toolkit that CDWs can use on their day-to-day operations. The training includes a Participatory Rural Appraisal, a technique that broadly covers community needs assessment, public facilitation, project management, communications and conflict resolution. The training will be enhanced by the inclusion of a simulated project component.
Candidates will be required to identify a practical community project where they will have to apply the techniques learnt during training to ensure that they are able to relate the theoretical training to more practical real life situations. The candidate shall determine the pace of the completion of the practical project. The Department of Local Government in the province will closely monitor the implementation of this project.
Through the sharing of skills and knowledge, complimented by tools and techniques, training will be approached from an adult learning perspective to ensure optimal efficiency.
The rationale for the adult learning approach takes into consideration that there are citizens in our communities who have not been exposed to formal training and learning, albeit they bring diverse skills, experiences of community development and mobilisation on board. They will also receive a rigorous training on Batho Pele - People First. This training will ensure that they are skilled to make the direct interaction with government services positive, helpful and effective.
The Gauteng Province will be the first to deploy the group of 40 trained CDWs followed by Limpopo, North West Province and the Eastern Cape. The Centre for Public Service Innovation is currently finalising the connectivity solutions that will support the work of the CDWs. With the launch of the Public Service Direct in October 2003, CDWs will also be trained to download the portal and further assess the consolidated 4600 government services. The Centre for Public Service Innovation (CPSI) together with State Information Technology Agency will also provide continuous technical support to the CDWs.
Two months after the CDWs have been deployed, SAMDI will conduct a needs analysis to ascertain specific developmental areas as well as the skills that need to be sharpened for the optimal functioning of the CDWs. Continuous management of performance and expertise enhancement will be closely monitored bearing in mind that the CDWs are a special type of public servants.
They are unique in many ways: they will be recruited from the communities in which they live in order to offer government information and services, at the community's doorstep. They will be trained to provide or refer appropriately on all services across departmental boundaries. While out in the field, CDWs will be equipped with electronic wireless notebooks to be able to process identity documents and social grant applications, as well as a host of other services. This will function through the use of cellular network connection, because the current network coverage will be about 90%, CPSI is working with the private sector to ensure that they increase their network connectivity status.
They will also have access to fixed government service centres such as Multi-purpose Community Centres (MPCCs).
In addition to expediting service delivery in this manner, CDWs will be the first level of contact that a community member will have with government. Hence their training should enable them to refer citizens to other specialised services of government, such as social workers, educational institutions and small business advice centres.
These public servants will also integrate their unique service delivery work style with other organisations in those communities, such as non-governmental organisations, faith-based organisations and cultural activity groups. Community development workers will therefore become a vital conduit for citizens to a wide range of government services on offer.
This is particularly crucial and imperative in poor and marginalized communities where access to developmental and social government services is inhibited by geographic distance, poverty, apathy or ignorance and sometimes incorrect referencing.
We are confident that the introduction of community development workers will further present a practical experience of Batho Pele and will go a long way in ensuring efficiency in service delivery. It will be indeed a further breakthrough in bringing services closer to the people.
RESTRUCTURING OF THE PUBLIC SERVICE
Resolution 7 of 2002 comes to an end on 12 September 2003. The aim of this resolution was to restructure the Public Service in terms of human resources to enable the most effective and efficient delivery of services our citizens. Phase one of the programme has been completed. We are now on phase two, which deals with excess employees not accommodated during the redeployment. Restructuring in the Public Service, however, is an ongoing process and therefore, we will also establish a framework to guide the ongoing transformation and restructuring in the Public Service.
As we conclude restructuring, all employees that were declared in excess and were unsuccessful in the redeployment process as at 12 September 2003 will be placed in a special programme and assigned to defined centres by the employer. These centres may be regional, town or district based.
According to our current data, government has 20958 excess employees including the South African National Defence Force personnel and 20313 vacancies. (See table at the end for breakdown.) Of the 20313, there are 5279 non-funded vacancies and 15034 being funded vacancies. Overall, the majority of excess personnel are from the agricultural sector whilst the majority of vacancies are in the health sector. According to our salary levels, the majority of excess personnel are predominately on levels 2-4.
At the beginning the total number of excess employees was 28744. This number was reduced through internal appointment, some members took voluntary packages (2507), some resigned (746), other received employment in other departments (2311) and some took early retirement (23). Important to note is that the departments further reviewed their human resources plans and further absorbed (2199) within their respective structures.
The special programme will focus on re-skilling of employees and will also facilitate the absorption into future departmental vacancies. This process will run until 31 May 2004.
Employees who are not successful in this programme will be eligible for the employer initiated severance package. Employees may, however, choose to exit the Public Service, earlier rather than join this special programme, by applying for a severance package.
The restructuring has not been without challenges. To date the South African Police Service (SAPS) has 305 disputes that have been referred to the Public Service Co-ordinating Bargaining Council for mediation-arbitration. This will fast track the process of dispute handling and will be completed by mid-November. Most of the disputes are as a result of the integration of the Special Investigation Unit i.e. the Drug Unit into the service delivery unit to operate at a station level. Majority of the disputes faced by the SAPS is from the Gauteng and Eastern Cape. We believe that our restructuring has been fair and procedural. As a major employer in the country we are leading by example.
Departments have been encouraged to seek other areas of employment i.e. government agencies. A comprehensive analysis of the skill profile of employees admitted to this programme will be done and made available to all departments.
Based on the analysis of requirements for vacant posts, these employees are to be re-skilled through training programmes and absorbed where appropriate into other agencies, e.g. National Protection Services, expansion of Home Affairs.
Furthermore, as and when vacancies arise in the Public Service, relevant departments must firstly attempt to absorb employees from this programme prior to releasing external advertisements. Although Resolution 7 of 2002 comes to an end on 12 September 2003, restructuring and transformation is an ongoing process and will continue in the Public Service.
We can confidently state that restructuring has succeeded in integrating the public services and practically promoted representivity. We have also succeeded in ensuring that all departments (nationally and provincially) have strategic plans that correspond with their human resources plans whilst taking into account Employment Equity Act.
The Public Service has successfully implemented Section 189 of the Labour Relations Act. This places us in a better position to share our experiences with other employers and reflects our commitment to good labour practise.
To ensure an ongoing restructuring and transformation continues smoothly we will develop a framework. The following principles will guide the development of such a framework:
* All employees affected by the restructuring will be treated fairly and in terms of relevant legislation and collective agreements
* All avenues should be explored to ensure the continued employment of employees classified as in excess, or transferred, in terms of these procedures
* The participation of excess employees in redeployment/transfer should be compulsory
* The employer will be guided by affirmative measures for designated groups, including the requirements of the Employment Equity Act, and representivity.
The framework for the ongoing restructuring will be negotiated with our social partners covering all the steps used in restructuring. This will ensure that the ongoing programme is kept fair and procedural.
Current statistics on excess and vacancies in government departments
Excess employee distribution
Eastern Cape 4974
Most affected departments
* Agriculture 3105
* Roads and Public Works 910
* Health 808
Mpumalanga 150
Most affected departments
* Agriculture and Environment 137
KwaZulu-Natal 1073
Most affected departments
* Environment and Agriculture 310
* Traditional and Local Government 285
North West Province
Most affected departments 831
* Education 259
* Agriculture 265
* Public Works 162
Limpopo 4527
Most affected departments
* Agriculture 3649
* Local Government and Housing 855
Western Cape 1036
Most affected departments
* Education 835
* Agriculture 159
Free State 575
National departments 7713
Most affected departments
* Defence 7148
* Water Affairs 498
* National Treasury 33
Vacancies 15034
Limpopo 2 - 0.0%
Mpumalanga 1236 - 8,2%
Gauteng 244 - 1,6%
North West Province 2013 - 13,4%
KwaZulu-Natal 7733 - 51,4%
Eastern Cape 21 - 0,1%
Northern Cape 16 - 0,1%
Free State 61 - 0,4%
Western Cape 86 - 0,6%
National departments 3264 - 24,1%
REVIEW OF PUBLIC ENTITIES
The Department of Public Service Administration (DPSA) jointly with National Treasury has developed a business plan to review all public entities. The review will cover all public entities reporting to national government departments excluding constitutional bodies and commissions.
As at 28 February 2003, the recorded number of public entities totalled 336 and in the 2003/2004 financial year, national government voted approximately R15 billion towards these entities.
Public entities are described as:
* A public entity or government business enterprise at the national sphere of Government, listed in terms of Schedules 3A and 3B of the Public Finance Management Act (PFMA);
* Any subsidiary or entity under the ownership/control of the above-mentioned public entities;
* Any non-listed board, council, commission, company, corporation, fund or other entity that receives funding from the National Revenue Fund (e.g. transfer payments), or by way of tax, levies or other money imposed in terms of legislation; and
* Companies including Section 21 (not for profit) companies, trading entities and trusts established by Departments or public entities.
Public entities were created in terms of their own legislation, and this has led to fragmentation of regulatory frameworks, accountability frameworks, conditions of service, and service delivery.
Government has also noted the following as problems that characterised the public entities:
* Governance arrangements proposed in the King Code are not internalised by some public entities
* The enabling acts together with the PFMA (and related Treasury Regulations) are not providing from a governance perspective the necessary details or guidance to some entities
* There are some public entities operating with no clear reason for separation from national departments. Others may be performing duplicate functions and/or pursue objectives that are not in line with the specified mandate. We are finding it difficult to intervene due to the autonomous accounting authority acting in the best interests of the entity
* The accounting authority comprises of honorary, non-executive persons some of whom are unable to commit them and/or they lack relevant corporate governance skills. Thus, these bodies are unable to monitor the public entity's performance and execute their duties as accounting authorities efficient and effectively
* Salary grades appear to be based on varying interpretations of market-related salaries. Salary surveys are often based on profit-making organisations rather than government institutions;
* The executive management teams are sometimes ex-employees of governing departments and/or earn substantial packages relative to the work performed. In some instances salary packages are not linked to performance contracts
* The procurement processes are sometimes not transparent, equitable and/or fair. It is felt that the policies are not always cost-effective and may be open to abuse.
As government we have felt that the public entities would result in "the creation of effective, transparent and accountable public expenditure management systems that can translate development policies into effective service delivery" as these entities would be focused, properly resourced and utilise an optimal level of resources.
The review is expected to address the following substantial issues:
* The role public entities in its current corporate form with a view to enhance the coherent functioning of the different parts of government
* The appropriateness of the PFMA, Public Service Act and other related legislation including the enabling acts, and propose amendments to them to enhance the governance practices of these entities in line with the constitutional values and principles
* Review and propose appropriate corporate governance practices that enable compliance with the PFMA and related regulations/legislations, with specific focus on improving:
-- the quality of accounting arrangements;
-- the effectiveness of the management of human resources including performance management and remuneration; and
-- the fairness/transparency of the procurement procedures
* Finally develop a criterion for the classification of public entities and for assessment of proposals relating to the creation, restructuring, merger or closure of entities, to enhance service delivery using optimal resources.
The review will be completed in May 2004.
PUBLIC SERVICE ANTI-CORRUPTION PROGRAMME
Progress since release of first South African Country Corruption Assessment Report
On 2 April this year Government released the Country Corruption Assessment report that was done by the DPSA in conjunction with the United Nations Office on Drugs and Crime. This report showed how far we have come as a country in establishing the frameworks and systems required fighting corruption effectively.
The report showed that internal systems are working and exposing corruption where it occurs. In particular the report indicated that the Public Service now has model policies in place when it comes to fighting corruption. This includes requirements for financial disclosures, fair and transparent procedures that discourage corruption, performance management that prevents negligence and dereliction of duty and responsibility thus disenabling corruption, good disciplinary systems and so forth. The report also showed where we still need to give ongoing attention and these we are focussing on currently.
These initiatives include the finalisation of the anti-corruption legislative framework, strengthening our partnerships in fighting corruption, ensuring departments all have adequate capacity to fight corruption, rolling out anti-corruption measures to local government level and making sure people have easy and confidential access to report corruption.
Anti-Corruption Bill
Government is serious and committed to the fight against corruption. With this latest sitting of Parliament, government will continue to employ all efforts possible to expedite the passing of the Anti-Corruption Bill. The Bill, if passed, will be seen in many quarters as a landmark achievement in defining corruption as a prosecutable offence.
Due to various challenges relating to the correct definition of what constitutes corruption as an offence and the need to balance this definition against certain citizen protection safeguards in the country's laws, the Anti-Corruption Bill has been in the law-making system for two years and seen various delays due to revisions.
The Bill, which is presently open for public comment, once made into law, will explicitly criminalise corrupt actions and thus make it easier for corruption cases that come before the courts to be prosecuted with an increased rate of success than is the case currently. The Bill also provides for the criminalisation of illicit enrichment.
Under the Bill, it will become possible for people to be investigated and possibly prosecuted if they show evidence of living standards that are beyond their known, declared and legal means.
International initiatives against corruption
South Africa has also made gains on the international front with regard global initiatives against corruption. In August, in Austria, as part of negotiations around the United Nations (UN) Convention against Corruption, a South African delegation succeeded in leading negotiations on measures allowing for reparations arising out of the proceeds of corruption, to be paid back to the country of origin. South Africa is expected to sign the UN Convention in December 2003. Presently South Africa complies favourably with every international and regional obligation in the fight against corruption and is seen among leading countries in commitment and zeal to fight against corruption. Once the Prevention of Corruption Bill becomes law, the South African legal framework will comply and in parts exceed the UN requirements.
In order to support the implementation of the UN Convention, a task team of South African experts has developed a manual of tools for corruption investigators and prosecutors in conjunction with the Centre for International Crime Prevention. This manual is currently being refined and prepared for printing to be ready when the world signs the UN Convention in December.
We have also been active in other fronts of the international and regional arena, including assistance to the Korean Government to organise the third meeting of Global Forum on Fighting Corruption and Safeguarding Integrity and participating in Southern African Development Community (SADC) initiatives (establishing a regional anti-corruption programme and exchanges with individual SADC member countries).
Institutional capacity
As far as institutional capacity is concerned, the focus to date this year has been on strengthening departmental capacity to fight corruption within departments. In future departments must perform minimum prevention and investigation functions. Many departments are of course already performing these functions and performing them well, but this capacity does not exist evenly in all departments. The anti-corruption functioning of departments will build on existing risk assessments and link closely with systems that allow ongoing monitoring and evaluation, as well as national risk assessments. This system of minimum capacity will ensure that possible corrupt behaviour and action are stemmed at coalface level.
In order to address corruption at local government level, capacity has now been created with the Department of Provincial and Local Government to roll out a local government anti-corruption campaign.
These initiatives should be seen in its full context. When Government adopted the Public Service Anti-corruption Strategy in the beginning of last year, it called for the strengthening of our institutional capacity at all levels. Last year we set up the necessary co-ordinating mechanism at national level (the Anti-corruption Co-ordinating Committee) and revitalised the functioning of the National Anti-corruption Forum (NACF)(that allows for inter-sectoral collaboration between the public, business and civil society sectors). Especially within the NACF, partnerships against corruption are being strengthened as we speak. This year it is strengthening departments and starting the local government campaign. Our next steps are to strengthen the judicial system through capacity building and internal integrity measures. By next year we will thus have focussed on all our institutional capacities required to effectively fight corruption.
Whistle blowing hotline
The national anti-corruption hotline is also now being established and is expected to be fully operational in April 2004. This system will allow for easy access to report corruption confidentially and will be based on a case management system to allow for tracking of cases as they are attended too by the various departments and law enforcement agencies. A communication programme to promote the use of the hotline will support implementation. The hotline system has been very successful in the Eastern Cape and a large number of cases are now under investigation by the Joint Anti-Corruption Task Team (JACTT) and Disciplinary Cases Task Team (DCTT) active in the province. JACTT has already made 144 arrests from its 374 cases it is dealing with and of these achieved 18 convictions and sentencing. A further 113 are in the court process. The DCTT has equally been successful, having finalised 172 hearings of the 467 active disciplinary cases it is dealing with at present.
In conclusion, there are a number of other projects which the departments will has done outstanding progress on, i.e. the Interim Management Intervention, Gateway implementation of learnerships in State Information Technology Agency and so on. These will be dealt with in other forms of briefings.
Regrettably, I would also like to announce the resignation of the Director-General of DPSA, Mr Muthanyi Robinson Ramaite. He will be leaving the department at the end of September 2003 to join the private sector.
Issued by: Ministry for Public Service and Administration
11 September 2003
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