21 August 2002
The Public Service Commission has undertaken work in the areas of Good Governance and Human Resource Management producing several reports covering a wide range of issues. For the purposes of this press conference, we will however, be focusing on our achievement in two key thematic areas. These are Performance Management and Anti-Corruption.
The need to assess the extent to which managers have succeeded in achieving the objectives of Government has necessitated the need for PSC to develop a framework for the evaluation of HODs, which was approved by Cabinet. The framework was implemented for the evaluation of HODs for the 2000/2001 financial year. Notwithstanding the first implementation of the framework, a total of 35 HoDs have been evaluated both nationally and provincially. All the provinces except Western Cape have decided to implement the framework.
In view of the importance of performance agreements as an instrument to evaluate performance and to improve service delivery, the PSC decided to investigate the management of senior managers performance agreements. In a number of senior managers that responded to this survey, it is important to note that most of the HODs had signed performance agreements. There is, however, a need to move from quantitative performance criteria to qualitative performance criteria for all senior managers.
The work on Performance Management has highlighted the need for a focus on the competencies of managers. This has received some attention in the PSC's report on The Verification of Qualifications of Senior Managers in the Public Service. The report showed that most Senior Managers are well qualified; in terms of the number of tertiary qualifications they hold. It also showed that the vast majority of these qualifications are authentic, with only 2 of the Senior Managers not holding authentic qualifications. The report did point to the following, which is of importance with regards to performance management.
For effective performance management to take place, it is necessary that such skills are put in place in the first instance. For historic reasons black managers have tended to obtain more qualifications in the Arts field. It is now necessary for them to be provided a broad range of skills so as to perform more effectively.
It is important to note that in specific areas (Disability) there needs to be more emphasis on performance development. The Report on Disability Equity in the South African Public Service found that black females with disabilities were the most disadvantaged. They are the least represented in the Public Service, and are employed at the lowest salary levels. They had to cope with race, gender and disability discrimination. For their performance to be developed and enhanced, special attention was required.
For Affirmative Action to be successful, it is necessary that emphasis be placed on performance development.
Cabinet mandated the Public Service Commission in July 1999 to be the flag carrier of the National Anti-Corruption programme of action. Following this decision the Commission convened a series of cross-sectoral task team meetings, which paved the way for the implementation of one of the resolutions at the National Anti-Corruption Summit, namely the establishment of a National Anti-Corruption Forum (NACF) to co-ordinate the sectoral strategies. The NACF was officially launched in Langa, Cape Town, in June 2001.
The PSC also actively participated in the development of a National Anti-Corruption Strategy for the public service. As an active member of the Anti-Corruption Co-ordinating Committee, established to oversee the implementation of the anti-corruption strategy, the OPSC was also tasked with the implementation of projects of this strategy, one of which involved a close study of the 13 state institutions who all share aspects of the anti-corruption mandate. The purpose of the audit was to investigate the possibilities of improving the performance of these agencies as they all shared certain aspects of the anti-corruption agenda. The audit found that South Africa has the necessary institutional capacity to combat and prevent corruption and that the establishment of a single agency would not be appropriate at this stage. Rather, attention needs to be given to improving co-ordination between existing agencies.
The Commission also undertook a National Ethics Survey, " Ethics in 2001, Ethics in Practice" in conjunction with the auditing firm KPMG and Transparency South Africa. The purpose of the survey was to assess the ethical infrastructure in place in the public, private sector and in civil society. It revealed the need for an ethics overhaul of major public institutions throughout the country. Research was also conducted during 2001 and 2002 on the existence, functioning and Management of Hotlines in the public service. The research drew on a more comparative experience, examining how hotlines could be managed effectively, assessing how effective hotlines are currently functioning and dealing with the question of anonymous whistle-blowers. The research also explored the possibility of establishing a national hotline.
During 2001, the PSC conducted Risk Management workshops in seven of the nine provinces. The report reflects the low status of Risk Management practices in these provinces and provincial departments. The report found too that Institutions are not able to provide officials in operational posts with the required background, information, knowledge, skills and work tools that will ensure the effective implementation of risk management strategies.
The PSC produced an Explanatory Manual of the Code of Conduct. The intention of this explanatory manual is to enhance the understanding of the Code and to ensure a greater level of institutionalisation of the Code as part of the ethics infrastructure of government departments. Each public servant will receive a copy of this explanatory manual.
Government is concerned about conflict of interest in the Public Service and has extended the system of Financial Disclosure for Senior Managers to all SMS managers, from director upwards. All such managers are now required to submit their forms annually. The PSC is managing the emerging asset register. New measures have been proposed in a report on the effective management of the asset register, including electronic submission of financial disclosure forms.
The PSC also completed a Report on requirements for Blacklisting of businesses, organisations and individuals proved to have been involved in corruption or unethical conduct. This report suggests that anti-corruption pacts be included in all contracts issued by government.
The PSC has reviewed its findings and recommendations spanning a vast set of Public Service issues on Good Governance and Human Resource Management. Several lessons are being derived from this work. These include the need to strengthen the implementation of basic personnel practices, as well as the need to support departments in dealing with misconduct and corruption. Finally, Good Governance in the Public Service requires the consolidation and development of performance measurement and evaluation. The PSC has therefore decided to organise its work around two key strategic methodological areas as it moves into the future. These are: Investigations and Monitoring and Evaluation.
Issued by Public Service Commission