Presentation to the Portfolio Committee:Audit Findings for FY 2008-09

12 May 2010

DPSA

Centre for Public Service Innovation

• For the 2008/09 financial year CPSI was included in the DPSA Vote 9 as Programme 7.

• CPSI therefore did not submit separate Annual Financial Statements and their expenditure were audited as part of the DPSA audit.

• No audit findings specifically related to CPSI were reported.

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Public Sector Education and Training Authority (PSETA)

• PSETA operational funding was included under the DPSA Vote 9 for the 2008/09 financial year under Programme 2.

• No PSETA specific audit findings were reported on this expenditure during the audit insofar as it related to the funds utilised under Programme 2 which the dpsa must report .

• However, any audit findings for the funding allocated under the National Skills Fund, as well as, the Disbursement Fund for Learnerships, is reported under the purview of the Minister of Labour’s budget vote.

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DPSA Audit findings 2008-09

Non compliance with legislation:

• No updated Strategic Human Resource Plan

Key governance responsibility:

• Risk assessment and Fraud Prevention Plan not finalised and approved.

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Action plan for Compliance

• HR plan developed, being implemented as of 1 April 2010 and continually reviewed according to needs.

• Risk management strategy developed including Fraud prevention & response plan is currently being implemented

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To plan for adequate human resources

DPSA Medium Term Human Resource Plan2010-2014

Presentation to the Portfolio Committee12 May 2010

Outline of the presentation

1. Legal Requirements

2. Status Report

3. Alignment of Strategic Objectives with HR Planning Objectives

4. HR Planning Priorities

5. Monitoring Implementation of HR Plan

6. Conclusion

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Legal Requirement

Public Service Regulations , 2001 (as amended) Chapter 1, Part III.D requires all Departments to:

•Develop and Implement a MTEF HR Plan aligned to the

HR Planning Strategic Framework – Vision 2015 for the

Public service.

•The MTEF HR Plan must be adjusted and approved

annually and be submitted to MPSA on or before 30 June,

every year.

.

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Status Report

Updated Status within DPSA:•The DPSA had an approved HR Plan for the period 2007-

2010,( in the old format) which expired on 31 March 2010.

•However, this was not reviewed and updated annually during

the said period as prescribed.

•The DPSA HR Plan for 2010-2014 has been reviewed and

approved on 30 March 2010 and will be reviewed again by

30 June 2010.

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Current Staffing Data

Post and Grade Level No of ApprovedPosts

Filled Posts1 April 2010

Vacant1/04/10

Total Female

Male

Director-General Level 16 2 2 0 2 0

Executive Manager (DDG) Level 15

6 5 3 2 1

Senior Manager (CD) Level 14

33 23 10 13 10

Manager (Director ) Level 13

72 49 18 31 23

Levels 9-12 180 137 78 59 43

Levels 5-8 165 137 95 42 28

Levels 1-4 33 32 14 18 1

Total 491 385 218 167 106

Employment Equity Status

DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION

Purpose of the HR Plan

• Is a systematic and credible approach to human resource

planning

• Aims to better respond to and deliver on achieving both economic and social goals for South Africa

• Is an essential component for effective performance of public services as it links strategic planning to operational planning and budgeting decisions

• Is a dynamic plan which must be constantly updated

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Alignment of Strategic Objectives with HR Planning Objectives

• To ensure that the adequate and appropriate capacity of the Department is efficient and sustainable for enhanced performance and service delivery

• To ensure the effective and appropriate utilisation of human resources in order to achieve the strategic objectives of the Department.

• To ensure that the development initiatives: i.e. mentoring and coaching, capacity building and job shadowing programmes within the DPSA are informed by realistic, actual and envisaged capacity needs.

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Envisaged Structure

• HR Plan Impacts on the previous configuration of the dpsa.

• Changes to departmental nomenclatures, introduction of new functions, the splitting of existing branches, as well as the transfers of functions between branches.

• Transfer of staff to new components or accommodation of existing staff in existing or new components.

• The workforce analysis moving forward will be informed by the need for optimal efficiencies, effectiveness and economies of scale

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Post Demand (Approved)

• Demand for posts is determined by the functional mandate of each component

• However, there is an • As is state of capacity• To be (future) state of capacity

• Where mandates have been configured too narrowly, changes will be entertained if it enhances service delivery.

• Capacity must conform to roles and mandates to enable effective delivery and not add-ons.

• Competency gaps must be identified to justify needs

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Supply (Filled)

• This is the current status quo which must be evaluated against the life cycle maturity of function and systemic implementation of core mandates

• Revisit mandate on an ongoing basis. i.e. if the function was not carried out by dpsa how would it directly affect service delivery and the legal mandate of the dpsa?

• Percentage baseline supply of core business posts must

be set as non-negotiables.

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Shortage (Vacant)

• Core business posts must be prioritised above Corporate Services posts

• Reasoning as to why Funding is provided by Treasury is to drive core business and not to

bloat support corporate functions

• Operational support posts to branch heads

• Posts that enhance speeding up of service delivery will be prioritised

Planning Priority issues

• HR Planning Priorities• Demand for and Supply of adequate and competent

human resources• Compensation Budget • Consideration of the Rate and Percentage of staff

turnover• Employee Reward and Recognition • Employee Skills Training and Development• Employee work-life balance• Employment Equity

DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION

HR Planning Priorities

Demand and Supply in relation to the Compensation Budget:

• In the MTEF HR Plan (2010-2014), the post demand for personnel capacity for the organisation is (466 posts). However, the budget allocation requires periodic alignment based on supply and demand needs.

• The revised organisational structure will result in a costed and revised approved structure by end May 2010 as the department requires capacity growth to deliver on its strategic objectives within the medium term and it is envisaged that the org structure will show a significant change in capacity required at different strategic levels.

• More than 90% of the department’s workforce are permanent employees on the fixed

funded establishment.

• Contract employees are employed for critical short-term projects/assignments and for skills development initiatives additional to the establishment, i.e. Learners, Interns and fixed term contract assignments.

• These contract employees are recruited to fill permanent posts as a supply source.20

HR Planning Priorities

Rate of Turnover/Attrition:• The department has a relatively high turnover rate. This factor often compromises the department’s ability to deliver on strategic deliverables.

• The department’s staff compliment is relatively young. More than half of the department’s staff is below 44 years old. The rate of mobility is therefore high as employee-loyalty and the psychological contract is lesser in this age cohort.

• The Plan has determined the number of people who will be eligible to retire over the medium term and does consider their possible replacement in time and within budget.

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HR Planning Priorities

Rate of Turnover/Attrition:• Filling posts is hampered due to compensation budget, constraints and the processes to fill posts suitably often takes long, due to various reasons.

•It is often difficult to recruit the right person for the right job with the right competencies and even to retain them.

•However, the labour market does supply our core and critical resource needs but areas of scarce skills, especially economists, IT specialist technicians poses a problem as these take longer to recruit and is more expensive.

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HR Planning Priorities

Employee Reward and Recognition • As part of the performance management system, rewards are included for outstanding performance.

• The Department does have a performance bonus programme (PMDS) which is implemented annually through assessing above average performance of employees.

• The department will also look into other forms of recognition for deserving employees and teams.

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HR Planning Priorities

Employee Skills Development & Training•The department does face a risk of not having enough people with the core and critical competencies at the right time and in the right job.

• The department invests more than the 1% of the wage bill expected in the development staff (between 2 and 3% in the past few years) to advance skills development of internal staff as well as people who require workplace experience, i.e. Internships and Learnerships.

•Our investment in skills development overall is expected to grow year on year.

• All employees are required to develop and Personal Develop Plan aligned to the needs of the department and to achieve their career aspirations.

• Targeted training for blacks, women and people with disability are key ongoing initiatives to increase the pool of suitably qualified and competent people to take up higher level and more responsible jobs.

•One of the risks however of developing staff is that many soon move up and out and offers of retention packages are often not sufficient to retain them.

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HR Planning Priorities

Employee Work-Life Balance

•Many employees are under severe stress due to high work loads (low capacity) , unrealistic deadlines (last minute assignments) and ad hoc nature (unplanned) assignments beyond their control especially when it is out of scope of their operational/work plan.

•The impact of the above mentioned often manifests in depression, increase in high blood pressure, diabetes, absenteeism, presenteeism, alcohol abuse, marital-family conflicts, etc, which negatively impacts on performance-service delivery and workplace relationships.

• The department’s response has been through counseling and other workplace programmes, i.e. wellness days, on-site gym, sporting codes and informal support groups, which helps to mitigate, but the impact on other colleagues is often leads to more work, longer hours and unrealistic deadlines and assignments.

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HR Planning Priorities

Employee Equity Plan

•The fast-tracking of designated groups in vacancies is a

priority.

•The targeting of youth and female employees is evident in the employment profile of the dpsa.

• The increase in the number of female managers at SMS

level has been maintained at .

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Monitoring Implementation of the HR Plan

•It is the responsibility of every manager to implement the measures

and recommendations of the HR Plan as it applies to their Branch.

•The HR Planning Committee has been established and one of its

responsibilities is to monitor the implementation of the HR Plan and were necessary make further recommendations for change to EXCO or DG.

•This committee is comprised of the Employer and Union Representation in the Departmental Bargaining Chamber.

•Regular reporting on the implementation of the HR Plan is required to

management meetings and to the MPSA.

•A communication strategy is required to ensure transparency in the

• implementation of the Plan. 28

Conclusion

•The Medium Term HR Plan (2010-2014) inclusive of the Annual Adjusted HR Plan (2010-2011)has been approved on 30 March 2010.

•The organisational structure currently under review once realigned in May 2010 will result in an adjusted 2010-2011 HR Plan, to be approved by end June 2010.

•The costed organisational structure will inform the funded establishment, i.e. filled and vacant funded posts for 2010 -2011.

•Priority vacant funded posts under discussion at top management meetings will be advertised and filled within 6 months of the compensation budget being confirmed.

•Regular reporting on the implementation of the DPSA HR Plan to management structures will continue on a quarterly basis. 29

Briefing to the Portfolio Committee on the DPSA’s Risk Management

Strategy and Fraud Prevention Plan30

Outline

MandateBackgroundPurpose of the strategyKey Aspects of the StrategyConclusion

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Mandate

Section 38 (1)(a)(i) of the Public Finance Management Act states that:the accounting officer for a department must ensure that the department has and maintains effective, efficient and transparent systems of financial and risk management and internal control.

Treasury Regulations 3.2.1 also states that:the accounting officer must ensure that the department has a risk management strategy, which must include a fraud prevention plan and that a risk assessment is conducted at least annually.

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Background The Department of Public Service and Administration

has developed a Risk Management Strategy in line with the National Treasury Risk Management Framework.

This followed a consultative process with all dpsa management.

The strategy was endorsed by both the National Treasury as well as the department’s Audit Committee.

• The strategy was approved in November 2009.• The dpsa Audit Committee and Executive Committee

(which also serve as a Risk Management Committee) monitor the implementation of the risk management processes.

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Purpose of the strategy

To ensure that significant risks are effectively managed.

To assist dpsa management to make informed decisions in improving business performance.

To promote good corporate governance.

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Key aspects of the Strategy

The Strategy consists of the Risk Management Policy and the Fraud Prevention Plan.

Risk Management Policy focus arrears:

Policy statement;Management’s role, accountabilities and responsibilities in relation to risk management;Governance structures established to support and oversee the risk management processes, e.g. Audit Committee;Risk management methodologies and processes.

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Key aspects of Strategy (cont..)

Fraud Prevention Plan focus arrears:

Fraud policy statement and response plan;Code of Conduct and fraud awareness processes;Systems and procedures for preventing and detecting fraud and corruption, management and reporting channels;Protection of whistleblowers;Investigations, disciplinary processes and redress.

In developing the plan the following have been considered: Prevention and Combating of corrupt activities Act, Protected Disclosure Act, Public Sector Anti-corruption Strategy, etc.

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Conclusion

The department has always in the past encouraged a culture of risk management through its decision making and this has never been prevented by the non-existence of the risk management policy (that was due to capacity challenges).

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Siyabonga

DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION