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DRAFT LEGACY REPORT FOR THE PORTFOLIO COMMITTEE ON PUBLIC SERVICE AND ADMINISTRATION AS WELL AS PLANNING MONITORING AND EVALUATION
PERIOD: 2014-2019 TERM OF PARLIAMENT
DATED: 28 NOVEMBER 2018
Preface
It has become an established practice of Parliament Committees at the end of their term to
prepare legacy reports. The Fifth Parliament has come to an end, therefore the Portfolio
Committee has taken an opportunity to reflect back on its work since 2014-2019 term of
Parliament, the impact thereof, to further set out focus areas that might be of interest to the
successor Committee. The report is presented as follows:
1. INTRODUCTION
Parliament, as guided by the National Assembly Rules has established Portfolio Committees
as an extension of the National Assembly. In 2014, the Portfolio Committee on Public
Service and Administration; Planning, Monitoring and Evaluation was established by the
National Assembly to oversee functions in relation to public service and administration as
well as planning, performance monitoring and evaluation in the public service. The
establishment of the Committee that oversees both the Departments of Public Service and
Administration and Planning, Monitoring and Evaluation had enriched the oversight over the
entire public service in holding Executive Authority to account for the purpose of enhancing
service delivery.
The Portfolio Committee was among Committees of Parliament with a transversal mandate of
ensuring oversight over the Executive Authority in order to realise an efficient, effective and
development-oriented public service as enshrined in Section 195 of the Constitution. The
Constitution of the Republic of South Africa envisages a Public Service that is professional,
accountable and development-oriented. The National Development Plan further outlines
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specific steps to be taken to promote the values and principles of public administration. The
specific steps encapsulated in the NDP are central to build an efficient, effective and
development oriented public service as part of capable and developmental state.
1.1 Department/s and Entities falling within the Committee’s portfolio
Name of Entity Role of Entity
Department of Public Service and
Administration
The Department’s mandate is to implement and coordinate
interventions aimed at achieving an efficient, effective and
development-oriented public service, which is an essential
element of a capable and developmental state as envisioned
in the National Development Plan.
Department of Planning,
Monitoring and Evaluation
The Department’s mandate is to facilitate the development
of long and medium-term planning, and to monitor the
implementation of the strategic and operational plans as well
as delivery agreements. It monitors the performance of
individual national and provincial departments and
municipalities.
Public Service Commission The Commission derives its mandate from Section 195 and
196 of the Constitution, which sets out the values and
principles governing public administration. The PSC is
vested with custodial oversight responsibilities in the public
service and it monitors, evaluates and investigates public
administration practices, with a view to making
recommendations to Parliament and the Executive regarding
these practices
National School of Government The National School Government (NSG) derives its mandate
from the Public Service Act. The School is mandated to
provide training or effect the provision of training. The NSG
aims to enhance capacity of all public servants at all levels to
perform effectively and efficiently, develop and use
assessment mechanisms to build confidence in the
recruitment processes of the public service. Subsequently,
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the School develops training programmes specific to the
needs of the public service with a view to addressing the
skills shortages and improving service.
Centre for Public Service
Innovation
The responsibility for the public sector innovation is vested
in the Minister of Public Service and Administration, in
terms of section 3(1)(i) of the Public Service Act (1994).
The Centre for Public Service Innovation (CPSI) unlocks,
entrenches and nurtures the culture of innovation within the
public sector for improved performance and productivity.
Therefore, the CPSI guides the process of unearthing and
exploiting innovative, efficient and effective solutions
needed to ensure successful delivery on government
priorities by reducing time and cost to deliver on a service.
National Youth Development
Agency
The National Youth Development Agency (NYDA) is an
agency established primarily to tackle challenges that the
nation’s youth are faced with. The Agency was established
by an Act of Parliament, Act no 54 of 2008. The NYDA Act
(2008) mandates the Agency to develop an Integrated Youth
Development Strategy for South Africa, and initiate, design,
coordinate, evaluate and monitor all programmes that aim to
integrate the youth into the economy and society in general.
The Act mandates the Agency to promote a uniform
approach to youth development by all organs of state, the
private sector and non-government organisations (NGO’s).
Statistics South Africa The activities of the department are regulated by the
Statistics Act (Act No.6 of 1999), which ensures
independence from political interference in the production
and dissemination of official statistics. According to the
Statistics Act, the purpose of official statistics is to assist the
organs of state, businesses, other organisations and the
public in planning, decision-making, and monitoring or
assessment of policies.
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2. PURPOSE OF THE LEGACY REPORT
2.1 The purpose of the Legacy Report is to provide a summary of the Committee’s work
during the fifth democratic Parliament, highlight achievements, lessons learned,
outstanding issues and suggestions for the future activities. The report provides an
overview of the activities of the Committee undertaken throughout the current term of
Parliament and its challenges in discharging oversight role over the Executive.
3. KEY STATISTICS
The table below provides an overview of the number of meetings held, legislation and
international agreements processed and the number of oversight trips and study tours
undertaken by the Committee, as well as any statutory appointments the Committee made,
during the 2014-2019 term:
Activity 1st year 2nd year 3rd year 4th year 5th year Total2014 2015 2016 2017 2018
Meetings held 23 22 23 28 21 117Legislation processed 0 0 0 1 1Oversight trips undertaken
0 2 0 2 0 4
Study tours undertaken 0 0 0 0 0 0International agreements processed
0 0 0 0 0 0
Statutory appointments Processed
1 0 3 0 0 4
Other referrals from the Speakers/Chairpersons processed
0 0 0 0 0 0
Other referrals from the House Chairpersons processed
0 0 0 0 0 0
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4. MEMBERS OF THE COMMITTEE4.1 The Committee comprised of 14 Honourable Members of Parliament, listed here
below:
NAME OCCUPATION POLITICAL PARTY1. Hon MJ
MaswanganyiCommittee Chairperson ANC
2. Hon WS Newhoudt-Druchen
Whip ANC
3. Hon MLD Ntombela Member ANC
4. Hon ZS Dlamini-Dubazana
Member ANC
5. Hon DH Khosa Member ANC6. Hon DL Meso Member ANC7. Hon MS Booi Member (Alternate) ANC8. Hon SC Motau Member DA9. Hon D Van der Walt Member DA10. Hon Y Cassim Member (Alternate) DA11. Hon JJ Londt Member (Alternate) DA12. Hon M Tshwaku Member EFF13. Hon CT Msimang Member IFP14. Hon S Mncwabe Member NFP
It should be noted that during this term of Parliament, the Committee had to elect four
Chairpersons, due to the deployment of some Members to other structures of
government, other committees and resignation. The four Chairpersons included
Honourable: Ms Peace Mabe, Dr Makhosi Khoza, Mr Cassell Mathale and Mr Joseph
Maswanganyi, who remained the Chairperson until the end of the Fifth Parliament.
The four appointed Chairpersons exclude Honourable Member: Ms RMM (Mina)
Lesoma) who was the ANC Study Group Whip in the sector, and who acted as the
chairperson each time there was no full-time chairperson.
5. FUNCTION OF THE COMMITTEE
The strategic objectives of the Portfolio Committee are informed by five strategic goals of
Parliament. The mandate of the Portfolio Committee on Public Service and Administration as
well as Planning, Monitoring and Evaluation, were as follows:
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Participating and providing strategic direction in the development of the legislation
and thereafter passing the laws;
Conducting oversight over the Executive to ensure accountability to Parliament
towards achieving an effective, efficient, developmental and professional public
service;
Conducting public participation and engaging citizens regularly, with the aim to
strengthening service delivery; overseeing and reviewing all matters of public interest
relating to the public sector;
Monitoring the financial and non-financial aspects of departments and its entities and
ensuring regular reporting to the Committee by entities, within the scope of
accountability and transparency;
Supporting and ensuring implementation of the Public Service Commission (PSC)
recommendations in the entire public service; and
Participating in international treaties, which impact on the work of the Committee.
5.1 Legislation
During the fifth Parliament, the Committee received one referral and processed the legislation.
Year Name of Legislation Tagging Objectives Completed/Not Completed
2015/16 Public Service Commission Amendment Bill [B21-2015]
Section 76
1. The Bill seeks to amend the Public Service Commission Act of 1997 in order to ensure efficiency and certainty with regard to the process of renewal of the term of a Commissioner.
2. The Bill seeks to amend section 5 of the Act by empowering the Chairperson of the Commission to designate an Acting Chairperson whenever both the Chairperson and the Deputy Chairperson are absent.
On February 27, 2019, the Committee adopted the Bill and referred it to the National Assembly for consideration. However, the Committee recommended that Commission should develop rules in terms of Section 11 of the PSC Act of 1997, in order to define the process and criteria for assessing the performance of Commissioners,
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after which the Commission should present such rules to Parliament.
5.2 Oversight trips undertaken
The following oversight trips were undertaken
Date Area Visited Objective Status of Report
January 2015
Eastern Cape and KwaZulu Natal Provinces
To assess the level of compliance
of Batho Pele principles as guided
by section 195 of the Constitution
Verify whether centres were
capable and responsive to the
needs of the citizens;
Evaluate whether services
provided were of quality to the
citizens;
Assess the effectiveness and
efficiency of the regional offices
in mainstreaming and facilitating
youth development issues locally;
Determine accessibility to young
people from rural areas receiving
NYDA services;
Monitor provision of the grant
funding (financial and non-
financial), education and skills
development among the youth.
Adopted and ATC’ed
21-23 July
Gauteng and North West
To determine the state of the
Thusong Service Centres in better
Adopted and ATC’ed
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2015 responding to the needs of
communities.
To monitor compliance with
Batho Pele principles as guided
by section 195 of the
Constitution.
To assess whether the NYDA is
accessible, mainstreaming and
championing youth development;
To assess working conditions of
the frontline service officials
26-31 March 2017
Mpumalanga and Limpopo Province
To receive the State of the public
administration using the
provincial Management
Performance Assessment Tool
and Service Delivery
Improvement Plans;
To determine the state of the
Thusong Service Centres in the
province. Assess range of services
offered, success and challenges
experienced. Ensure
intergovernmental relations and
collaborations in the centres;
Assess working conditions of the
frontline service delivery officials
and ensure compliance with
regard to Batho Pele principles;
Strengthen the quality of service
delivery through monitoring the
effectiveness of the queue
management and waiting times,
signage, safety, cleanliness,
Adopted and ATC’ed
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dignified treatment and
complaints management;
Monitor a range of services
offered by the National Youth
Development Agency branch
offices to the youth in the
province.
26-29 June 2017
Free State Province To receive the State of the public
administration using the
provincial Management
Performance Assessment Tool
and Service Delivery
Improvement Plans;
To determine the state of the
Thusong Service Centres in the
province. Assess range of services
offered, success and challenges
experienced. Ensure
intergovernmental relations and
collaborations in the centres;
Assess working conditions of the
frontline service delivery officials
and ensure compliance with
regard to Batho Pele principles;
Strengthen the quality of service
delivery through monitoring the
effectiveness of the queue
management and waiting times,
signage, safety, cleanliness,
dignified treatment and
complaints management;
Monitor a range of services
offered by the National Youth
Development Agency branch
Adopted and ATC’ed
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offices to the youth in the
province.
Challenges
There were no challenges encountered during the oversight. However, the Committee was of
the view that Parliament should on its programme schedule more oversight visits to allow
Committees to be visible on the ground where service delivery happens. Parliament
programme has limited the Committee to conduct oversight visits to critical areas in the
specific provinces. Parliament needs to devote adequate budget for the oversight visits for the
Portfolio Committee on Public Service and Administration as well as Planning, Monitoring
and Evaluation to be visible and engage with the citizens as part of soliciting views on how
service are rendered by various government departments.
5.3 Study tours undertaken
The study tours were planned based on the strategic planning of the Portfolio Committee.
However, the Committee did not undertake any study tour during this term of Parliament.
The Portfolio Committee had applied several times to undertake study tours without success
due to budgetary constraints experienced throughout the institution. However, other
committees undertook study tours, as it is permissible for committees to undertake study
tours at least twice within a five-year cycle.
The study tours play an important role in the work of the Committee as Members are afforded
with the opportunity to learn best practices and benchmark on the scope of work in relation to
conferred mandate. Parliament should devise mechanisms in the next term of democratic
Parliament to allow the Committee to undertake study tours early so that lesson learned are
implemented throughout its term.
5.4 International agreements
In this term, the Committee did not process any international agreement.
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5.5 Statutory appointments
The following appointment processes were referred to the Committee and the resultant
statutory appointments were made:
Date Type of appointment Period of
Appointment
Status of Report
17 August
2015
Public Service Commission:
National Commissioner
Five Year Period One (1)
Commissioner
appointed
30
November
2016
Public Service Commission:
National Commissioners
Five Year Period Three (3)
Commissioners
appointed
During the processes of the appointment of the Public Service Commission, Commissioners,
the Committee had learned some lessons on the proper interpretation of Section 196 (10) of
the Constitution. Section 196 (10) stipulates that “a commissioner is appointed for a term of
five years, which is renewable for one additional term”. All vacant posts filled, the
incumbents were due for renewal of another five-year contract as per section 196 (10).
In the past years, the National Assembly used to go through the recruitment process on the
renewal term of the commissioner/s. Every time when the President refers the matter to the
Speaker of the National Assembly, the Committee used to advertise the post and call for
interested person to apply. In most cases, the process would commence when the incumbent’s
contract had expired. The recruitment process sometimes used to take longer than anticipated
due to numerous reasons such as recess. In some instance, the longer it took for the
Committee to recruit, the more it created instability in the institution.
Section 4 of the Public Service Commission Act deals mainly with the appointment and does
not provide a mechanism for renewal of the term of the appointment of the Public Service
Commission Commissioners. The renewal is provided only in the Constitution. The
Constitution does not provide for the process to be followed by the National Assembly, the
provincial legislature or the President when renewing the term of the Commissioners.
In order to address the anomaly, the Public Service Commission Amendment Bill [B21-2015]
has been introduced and processed in Parliament. The Amendment Bill seeks to provide for
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the renewal of the term of the contract of the incumbent commissioners as stipulated in
section 196 (10) of the Constitution.
6. Referral by the Speaker/Chairperson (including recommendation of the High Level Panel)
The following other matters were referred to the committee and the resultant report was produced
Date Expected report date Content of referral Status of Report06 June 2018 (ATCed-No77)
Not specified in the referral
The Speaker of the
National Assembly
referred the Report of the
High Level Panel on the
Assessment of Key
Legislation and the
Acceleration of
Fundamental Change to
various Committees for
processing and
implementation of the
recommendations. The
High Level Panel report
cited only one
recommendation on page
518 of the report in
relation to the work of
the Committee, which is
as follows: “Parliament
should lead the
discussion on how to
professionalise the
public service”.
The Committee will
ensure the
recommendation
finds expression in
the issues to be
highlighted in the
Legacy Report for
more action by the
Committee in the
sixth Parliament.
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7. Summary of outstanding issues relating to the departments/entities
7.1 Department of Public Service and Administration and entities
The outstanding issues in relation to the departments and their entities as well as the Public
Service Commission are as follows:
(a) Department of Public Service and Administration
7.1.1 The Committee has been overseeing the Department on its implementation of
the set targets contained in the delivery outcomes (Outcome 12) of the National
Development Plan. The Committee received a comprehensive report on the
implementation of the Medium Term Strategic Framework (MTSF) Outcome 12
deliverables. The Department reported that of the 56 projects for the 2014-2019
MTSF reporting cycle 85% were making satisfactory progress. The Committee
was pleased with the progress made with regard to the implementation of the
deliverable agreement of the MTSF. However, more still need to be achieved on
the sub-outcome “a stable political administrative interface” wherein a head of
administration still had to be appointed in the Presidency and Offices of the
Premier.
7.1.2 The Department of Public Service and Administration has made progress in
implementing and coordinating interventions aimed at achieving an efficient,
effective and development oriented public service. Among interventions
achieved was the passing of the Public Administration Management Act 11 of
2014 into law which prohibit public servants from doing business with the state
intended to curb corruption in the public service. The Committee should ensure
that the Department moves swiftly with the finalisation of the Public
Administration Management regulations to give effect to the implementation of
the PAM Act of 2014. The Committee has been overseeing government
departments in ensuring adherence to the provision of the Act. The successor
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committee should ensure that Public Administration Management regulations
are finalised to give effect to the Act.
7.1.3 The implementation of the Government Employee Housing Scheme (GEHS)
has been a concern to the Committee since signing of 2012 multi-year wage
agreement between Government and Organised Labour. The quantum of the
housing allowance was R1200 per month, paid to eligible employees (salary
level 1-10) adjusted by inflation annually. For employees who do not own
homes, the housing allowance is diverted and accumulated in the Individual
Linked Saving Facility (ILSF), accessed when employees acquire
homeownership. The implementation of the GEHS should be closely monitored
to ensure qualifying government employees benefit through the scheme,
including their saving realised through the ILSF.
7.1.4 Delays in the finalisation of the disciplinary cases in the public service remain a
major challenge confronting most of government departments. The departments
need to address a huge backlog of the disciplinary cases as per section 16B of
the Public Service Act 1994. Offenders have to be updated on the PERSAL
system. A pool of experts has been made available across departments to sit in
the disciplinary committees to assist with investigations, initiating and chairing
of disciplinary cases.
7.1.5 Finalisation of the Thusong Service Centres funding model was among issues
the Committee grappled with and Government was supposed to have revised or
drafted the model within this term. The location of the Thusong Service Centres
remains unresolved; the Department was encouraged to finalise this matter with
the relevant departments and Cabinet. The Committee should continue to
advocate for the finalisation and implementation of the Thusong Service Centres
funding model to enhance better quality services to the citizens.
7.1.6 The Committee undertook to make the vacancy rate a reportable issue in the
public service in order to ensure that service delivery is not affected. It also
undertook to make disability and promotion of women to Senior Management
Service (SMS) the topical and accountability issues in the public service. The
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vacancy rate, disability and promotion of women are issues that the Committee
should seek accountability on throughout the reporting periods.
7.1.7 The Committee grappled with the introduction and implementation of the
Integrated Financial Management System (IFMS), which was supposed to bring
about reforms in or replace the PERSAL system, so that records management on
the vacancy rate, statistics on the demography of the staff complement of the
public service, details on leave usage by employees, retirements and funded and
unfunded posts. The new Committee will have to revisit this issue to ensure its
finalisation and implementation.
7.1.8 The Committee together with the Department coordinated the workshop on the
Policy and Procedure on Incapacity Leave and Ill-health Retirement (PILIR) in
2017 in order to fully understand the extent of backlogs regarding applications
for ill-health and medical boarding and the abuse of the policy within the public
service. Follow-up reporting on the state of affairs should be done by the
successor Committee in the 6th Parliament.
7.1.9 The Committee dealt with the Steinhoff debacle on its own to ensure the
protection of public servants’ pension scheme and subsequently collaboratively
with the Standing Committee on Finance (SCoF), Standing Committee on
Public Accounts (SCOPA) and Portfolio Committee on Trade and Industry to
ensure good accounting practices regarding public funds. The matter was not
finalised due to ongoing legal processes.
7.1.10 The Public Administration Management Act 11 of 2014 establishment of the
Technical Assistance Unit to deal with corruption cases, this unit has not been
established yet. It is a matter to be followed up because the legislation has not
been implemented regarding this issue.
(b) National School of Government
7.1.11 The Public Administration Leadership and Management Academy
(PALAMA) underwent transformation regarding its mandate to have the sole
preserve of providing and sourcing facilitators of training in the public service.
The Academy’s name changed the National School of Government (NSG) after
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the President assented the Public Administration Management Act on 19
December 2014. The Committee should see to it that all training in the public
service is conducted by the School.
7.1.12 The Committee had over the years stressed the importance of the School
developing a training model, ensuring its courses and certificates are accredited
in order to attract students and for the public sector to consider the school as
their training academy. The successor Committee should continuously ensure
oversight over the above-mentioned activities of the National School of
Government to ensure public servants are thoroughly trained and specifically for
the needs of the public service. The Committee must ensure that the model gets
revised from time to time in order to cater for the evolving needs of the public
service.
7.1.13 The National School of Government’s prepaid method is gradually yielding
the intended results as some government departments are paying for their
training courses in advance. The Committee is of the view that prepaid method
can enable the School to be self-sustainable in future, with the Committee
ensuring oversight in this regard. The successor Committee has to monitor the
Training Trading Account of the School in order to realise a goal of self-
sustainable capability within the School.
(c) Centre for Public Service Innovation
7.1.14 The Centre for Public Service Innovation should continue to entrench a culture
and practice of innovation in the public sector. The Committee had
recommended that the Centre for Public Service Innovation should, after
innovation and piloting had taken place, hand over innovation projects to the
relevant implementing departments or public service-wide where relevant as
part of enhancing their efficiency and effectiveness of their programmes. The
successor Committee has to monitor innovation projects that are handed over to
relevant departments and institutionalised across the public service, where
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relevant, so that the CPSI continues to explore innovative solutions to a myriad
of challenges confronting the public service.
7.2 Public Service Commission
7.2.1 The Committee had in this term processed the Public Service Commission
Amendment Bill [B21-2015]. The Bill seeks to amend the Public Service
Commission Act of 1997 in order to ensure efficiency and certainty with
regard to the process of renewal of the term of a Commissioner. The Bill seeks
to amend section 5 of the Act by empowering the Chairperson of the
Commission to designate an Acting Chairperson whenever both the
Chairperson and the Deputy Chairperson are absent. The successor Committee
should monitor and oversee the implementation thereof to ensure that renewal
of contracts of Commissioners are handled timeously and in a professional
manner.
7.2.2 Having adopted the Public Service Commission Amendment Bill [B 21D-
2015], the Committee was mainly concerned about section 4 of the amended
Bill. Section 4 (7) stipulates that the criteria for the renewal of the term of a
Commissioner should be undertaken. The Committee was concerned that “a
renewal of term of a commissioner must be based on the commissioner having
maintained a satisfactory level of performance in relation to his or her duties”.
The Committee, therefore, recommended that the PSC should develop a set of
rules, in accordance with Section 11 of the PSC Act of 1997, to define the
criteria to measure performance of individual commissioners in case the
renewal or extension of term is required.
7.2.3 The Committee had dealt decisively with government departments which were
unable to implement the PSC recommendations. The successor Committee is
urged to assist the Commission in ensuring that government departments
implement the recommendations of the PSC.
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7.2.4 Budget shortfalls in the Public Service Commission were experienced during
this term of government and of Parliament. The Committee has emphasised
the importance of the PSC receiving adequate funding as a knowledge and
research driven institution. Therefore, the National Treasury has to ensure fair
allocation of budget for the PSC. A lasting funding solution must be found to
enable the PSC to expand its investigation, monitoring and evaluation capacity
regarding basic values and principles governing the public service. The
successor Committee has to closely monitor the budget allocation of the PSC
with a view to recommending more funding where and when necessary.
7.2.5 The PSC had challenges with the entire Executive regarding the evaluation of
Heads of Department (HoDs) and Accounting Officers because it has to report
on the issue to Parliament. The Executive was always not regularly up to date
regarding this issue and it affects service delivery because it is linked to the
contract and performance of the Accounting Officers and Heads of
Departments. The Moderation Panel (the Executive and the HoD from another
department and the PSC operating as the Secretariat) are responsible for
overseeing the evaluation by the Executive concerned,
7.2.6 The PSC budget allocation has been insufficient over the years and this had
affected its delivery on its mandate. Also, there is a challenge with the location
of the budget of the PSC within the total budget of the Department when it
accounts directly to Parliament and it is an independent institution. The Kader
Asmal Report made a recommendation in this regard, and the Committee
should finalise this matter.
7.2.7 The PSC reported on backlogs in the payment of pension beneficiaries and
tracing thereof, and the Committee called upon the Government Employees
Pension Fund (GEPF) and Government Pensions Administration Authority
(GPAA) to account on this issue. The successor Committee will have to
request for update on this issue.
7.2.8 The Committee solicited the assistance of the PSC to investigate and report on
the payment or non-payment of service providers in the provinces within 30
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days as required by the Presidential Directive. The Mpumalanga and Limpopo
provinces were visited by the Committee together with the PSC. A backlog of
unpaid invoices ran into a billion rands. The new Committee will have to
ensure oversight on this issue at provincial level.
7.2.9 The Committee dealt with the challenge of the wage bill in the public service,
which will be addressed by the possible macro-organisation of the State or
reconfiguration of the public service from 2019 onwards. According to
international benchmarking by the World Bank in 2015, the public service is
not bloated per population size served by the number of departments and
public servants. However, because the wage bill is huge, this matter needs the
attention of the Committee.
7.3 Department of Planning, Monitoring and Evaluation
7.3.1 The Committee oversaw the Department of Planning, Monitoring and
Evaluation in the development of the Integrated Planning Framework Bill and
further ensured consultation happened with key stakeholders in the process of
development of the Bill, especially local government, as represented by
SALGA. The successor Committee has to oversee the finalisation of the Bill in
order to ensure that planning is well coordinated within the public
administration.
7.3.2 The Committee noted and welcomed a new initiative Mandate Paper on
“priority based budgeting” between the Department of Planning, Monitoring
and Evaluation and the National Treasury to ensure budget alignment of
departments with government’s key priorities to advance the National
Development Plan.
7.3.3 The Committee conducted oversight over the Department of Planning,
Monitoring and Evaluation in monitoring the implementation of the
deliverables of the Medium-Term Strategic Plan and delivery outcomes of the
National Development Plan; Vision 2030. The Committee was of the view that
Department should continuously conduct midterm review on the 14 outcomes.
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The successor Committee will have to continue monitoring the Department to
achieve such a target for the purpose of ensuring regular feedback to the
citizens on the NDP.
National Youth Development Agency
7.3.4 In its oversight over the National Youth Development Agency, the Committee
realised that the NYDA Act 54 of 2008 needed to be reviewed to address the
existing gaps. The Agency working in collaboration with the Department of
Planning, Monitoring and Evaluation is in a process of reviewing the Act and
consultations with youth structures are underway. The successor Committee
has to ensure that the Department tables the Bill to Parliament timeously to
allow Parliament to consult extensively with relevant stakeholders on the
legislation.
7.3.5 The Committee has been advocating that the National Youth Development
Agency must effectively exercise its mandate of integrating various sector
plans with the aim of advancing youth development through concerted efforts.
In addition, the Committee urged the Agency to ensure that integrated youth
strategy supports youth employability by supporting and developing economic
and social interventions to impart to young people requisite skills to fulfil their
aspirations. Since its establishment, the Agency had for the first time ever
developed an Integrated Youth Development Strategy in 2018 and Cabinet
approved the strategy. The successor Committee should monitor the
implementation of the Integrated Youth Development Strategy and the
National Youth Policy 2015-2020.
7.3.6 The Committee noted the NYDA had successfully concluded organisational
structure realignment and culture change programme resulting in the abolition
of 92 positions and the overall reduction of the salary bill. The successor
Committee has to monitor the spending patterns on the Compensation of
Employees and ensure more funding is directed toward programmes aimed at
youth development.
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7.3.7 The Committee recommended that the NYDA should transfer its Matric
Rewrite Programme to the Department of Basic Education to eliminate
duplications, with which the Agency complied. The Solomon Mahlangu
Scholarship Fund is the only project related to educational monetary support.
The Committee should ensure that the Fund caters for qualifying youth and for
skills needed by the economy.
7.3.8 The Committee recommended the formulation of a Turnaround Strategy,
which the Agency subsequently presented to the Committee for interrogation
and inputs. The turnaround strategy contributed to the realignment of
programmes and the reduction of the salary bill, as well as the effectiveness of
the role of the Agency. The Committee should see to it that the NYDA spreads
equally across the provinces, especially in rural areas.
7.4 Statistics South Africa
7.4.1 In terms of the legislative reform, the Committee noted the progress made thus
far with regard to the amendment to the Statistics Act of 1999 that will drive
statistical reform in the country, with a particular emphasis on statistical
coordination, statistical geography, the data revolution, a state-wide statistical
service and institutional arrangements. The amendment will further ensure
coordination between organs of state for the purpose of enhancing efficiency
in the statistical system.
Moreover, the amendment intends to close existing loopholes to curb state
institutions duplicating statistic surveys and wasting resources. The
amendment would ensure Stats SA remains the only institution to collect
official statistics in the country. The amendment process is arduous to be
completed in the fifth Parliament. Therefore, the successor Committee has to
prioritise the amendment of the Act for the purpose of statistical reforms in the
country such as conducting Census in 10 years instead of five years.
7.4.2 The Committee noted the budget shortfalls on compensation of employees
whilst Stats SA is in a process of planning for Census 2021. The Committee
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was concerned about the risk of losing competent employees to other sectors,
thus affecting the ability to conduct surveys and therefore compromising the
department in a long term to rebuild such capacity. The quality of the statistics
might also be affected as a result of the severe budget cuts. The successor
Committee has to closely monitor budget shortfalls and vacancy rate
experienced in Stats SA. Furthermore, the Committee should engage relevant
structures in government to correct the anomaly caused by budget shortfalls.
7.4.3 The Committee appreciates that the Census 2021 project will be carried out, in
spite of budgetary challenges as the budget set out for the project is ring-
fenced by the National Treasury. The successor Committee should continue to
monitor the preparations and the implementation of the Census 2021.
8. RECOMMENDATIONS
The recommendations for 6th Parliament Committee are that:
8.1 The 6th Parliament take note of the outstanding issues prioritised by the Portfolio
Committee.
8.2 A 6th Parliament Committee has to consider hosting workshops on the following
matters: ‘A stable political administration interface; and on how to professionalise
the public service’. The workshop will assist all role players to develop a shared
understanding on the implementation of the goals of the National Development Plan.
8.3 A 6th Parliament Committee undertake a study tour as early as possible to benchmark
on best practices with other developed countries on how to professionalise the public
service and to draw on successful models of frontline service, schools of government
and shared service centres. Furthermore, the Committee has to consider undertaking
a study tour to capacitate itself and benchmark with other countries with good
models on Integrated Planning in the public service.
8.4 The Committee should revisit the issue of backlogs regarding applications for ill-
health and medical boarding and the abuse of the policy within the public service in
order to understand how far the issue has been addressed.
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8.5 The Committee should revisit the issue of backlogs regarding pension pay-outs to
and tracing of recipients by the Government Pensions Administration Authority
(GPAA).
8.6 The Committee, possibly with other relevant committees, should follow up on the
Steinhoff debacle in order to ensure that public servants pension funds are not used
in risky investments.
8.7 Backlogs on payment of valid invoices within 30 days in the provinces is one of the
issues that the Committee should ensure oversight on.
8.8 The wage bill in the public service will have to be monitored and lasting solutions
sought with the Government and organised labour.
8.9 The speedy establishment of the Technical Assistance Unit within the Department of
Public Service and Administration, per the Public Administration Management Act to deal
with cases of corruption.
8.10 The Committee visited distressed mining towns in North West Province. The main
issue was housing shortages for the communities. The Committee made
recommendations for this challenge to be addressed. The successor Committee should
continuously monitor the Department of Planning, Monitoring and Evaluation in
ensuring that government departments are accountable for the distressed mining
towns to fulfil their responsibility as per part 3 of the Social Accord on the
implementation of the integrated and sustainable human settlements, improve living
and working conditions of mine workers. The successor Committee should consider
planning a follow up oversight visit in order to determine whether there are
improvements.
8.11 The Public Service Commission should swiftly develop set of rules/regulations to give
expression to Section 11 of the Public Service Commission Act 46 of 1997 as
amended. The set of rules would clarify the criteria to empower the President or
Premier, where applicable, to either renew or not renew the term of a commissioner.
This process will satisfy the National Assembly and provincial legislatures to have
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confidence that due process was followed in renewing or not renewing the term of a
commissioner.
9. CONCLUSION
The Portfolio Committee dealt with a lot of topical issues in the public service and ensured
accountability by the Executive. There are still challenges on which follow-ups must be made
by the Portfolio Committee in order to ensure accountability and efficient service delivery.
All these issues are highlighted in the recommendations of the Legacy Report.
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