Governance and Administration Cluster

1. Governance and Administration Cluster Presentation to the Portfolio Committee 16 September 2009

2. Background • Presidential Review Commission (1998) critical of lack of coordination at the centre of government • Cluster system established in 1999 which consisted of – • Cabinet • Cabinet Committees • Ministerial Clusters • DG Clusters • In 2004 the Programme of Action (POA) introduced – Clusters reporting to Cabinet Committees bimonthly on implementation of the POA 2

3. Cabinet substructures • Cabinet Committees • Chaired by President or Deputy President • Meet fortnightly and make recommendations to Cabinet • Ministerial Clusters • Chaired by Cluster Coordinating Ministers • Cluster Ministers and DGs are members • Convened to do preparatory work for Cabinet Makgotla 3

4. Cabinet Committees (2009)

5. DG structures • FOSAD – Forum of South African DGs – DG in the Presidency (chair), national and provincial DGs and SALGA CEO • FOSAD Management Committee – DG in the Presidency (chair) and Cluster Chairs • DG Clusters – co-chaired by DGs of lead departments 5

6. FOSAD Clusters (2009)

7. Evolving role of Clusters • Initially purely to harmonise work of departments (strategy, policy and implementation) • Reduce departmentalism and silos • After 2004 also to produce reports on implementation of POA • Generate peer group pressure and culture of collective leadership for implementation of the PoA • And to coordinate implementation of PoA • Ensure deployment of departmental resources • Identify and resolve blockages constraining implementation of PoA projects 7

8. Cluster Governance • Cluster meets monthly for four hours. A working session also meets monthly • Members include: DPSA and CGTA (Co-chairs), The Presidency, WCPwD, National Treasury, Statistics SA, GCIS, OPSC, Justice and Constitutional Development, line departments, provincial DGs, SALGA CEO. • Agenda • Briefings on Cabinet and FOSAD matters • Reports/presentations on strategic issues in governance and administration • Reports on projects that are on the G&A POA • Secretariat based in DPSA/CGTA responsible for cluster meetings and coordinating reporting on POA 8

9. Medium Term Strategic Framework (2009-2014) • MTSF developed based on electoral mandate • MTSF has 10 strategic priorities • Priority most relevant to G&A Cluster is priority no. 10: • “Building a developmental state including improvement of public services and strengthening democratic institutions” 9

10. MTSF Strategic priority 10 • Within strategic priority 10 there are four objectives: • Improve the capability at the centre of government for strategic leadership and to further strengthen the capacity of the public service to meet its obligations of serving citizens • Substantially improve the delivery and quality of public services • Entrench a culture and practice of transparent, honest and accountable public service • Strengthen engagement with society; promote the integrity and legitimacy of constitutional bodies; and to strengthen democratic institutions 10

11. Programme of Action • G&A Programme of Action derived from MTSF priorities • Most projects are implemented in an integrated way by a number of participating departments • An indication given is of the ‘lead’ department 11

12. A. Capability at centre of government for strategic leadership and capacity of the public service • Capability at the centre of government • Establishment of a National Planning Commission (Presidency) • Green Paper on National Planning published • IDP analysis and guidance to municipalities • Develop policy on Performance M&E (Presidency) • Green Paper on M&E published • Work on administrative data systems 12

13. A. Capability at centre of government for strategic leadership and capacity of the public service • Capability at the centre of government, cont • Implement e-government (DPSA) • Develop a common platform for e-government • Undertake policy review of provincial and local government (CGTA) • Report to Cabinet in January 2010 13

14. A. Capability at centre of government for strategic leadership and capacity of the public service • Strengthen HR capacity (DPSA) • Reposition HR components in the public service • Develop a self-assessment tool for depts • Improve the HR planning function in the public service • Monitor submission of HR plans by depts • Develop overall Public Service HR Plan • Implement the Public Service HRD Strategy • Monitor submission of HRD implementation plans by depts • Publish Annual HRD Performance Report • Improve the quality of HR information • Project to update depts’ organisational structures 14

15. A. Capability at centre of government for strategic leadership and capacity of the public service • HR capacity, cont • Monitor compliance with the basics of administration • Manual to be developed • Monitor and report on filling of SMS posts in PS and top management posts in municipalities • Filling DG, HOD and DDG posts within 12 months • Filling other SMS posts within 6 months • Reduce MM vacancy rate to 11-15% of funded posts • Finalise and implement OSD framework • OSD for Doctors, Dentists • OSD for Correctional Services • OSD for Engineers and Architects • OSD for Social Workers • Revised salary structure for levels 1-12 15

16. A. Capability at centre of government for strategic leadership and capacity of the public service • HR capacity, cont • Increase recruitment, employment and retention of people with disabilities in PS and women in SMS • Study on factors hindering government’s progress in meeting equity targets (WCPwD) • Quarterly measurement of compliance (DPSA) • At 30 June 2009: • Women SMS: 34.7% (target 50%) • Disabled people in PS: 0.21% (target 2%) 16

17. A. Capability at centre of government for strategic leadership and capacity of the public service • Leadership and Management Development Programmes (PALAMA) • Executive Development Programme • 520 senior managers trained • Massified Induction Programme • Training provided to 67% of new recruits • Government-wide M&E System training • 6 courses developed; 3 courses accredited • 1500 officials trained on M&E • Gender mainstreaming training • 20 gender mainstreaming sessions 17

18. A. Capability at centre of government for strategic leadership and capacity of the public service • Improve financial management • Led by National Treasury • Implement a scientific tool to assess supply chain management capability maturity – reports on depts • Implement a scientific tool to assess financial management capability maturity – reports on depts • Increase the absorption capacity and depth of exposure of the programme to train Chartered Accountants – develop framework • Implement a Financial Management Capacity Building Model – competency standards, assessment and development of curriculum framework 18

19. A. Capability at centre of government for strategic leadership and capacity of the public service • Improve financial management, cont • Led by CGTA • Debt collection and revenue enhancement • Develop enhancement strategy and launch campaign • Operation Clean Audit 2014 • Provincial launches; establishment of coordinating committees • Local Government Legislative Reform • Municipal Property Rates Amendment Bill and Traditional Leadership and Governance Framework Amendment Bill 19

20. A. Capability at centre of government for strategic leadership and capacity of the public service • Local government capacity building (CGTA) • Develop a framework on classification of posts in local government • Establish a coordinating framework for the deployment of scarce skills and technicians at local government level • Audit of the existing skills profile • Results for a further 17 districts • Develop a mechanism for fast-tracking of funding to affected areas in times of disasters 20

21. B. Substantially improve the delivery and quality of services • National Macro-organisation of the State (NMOS) project (DPSA, National Treasury and Public Works) • Tasks emanating from restructuring of Cabinet: • Creation of new Ministries • Renaming of Ministries • Splitting of Ministries • Transfer of functions between Ministries • Minister for Performance Monitoring and Evaluation in the Presidency exercises political oversight • Technical and logistical work is being done by NMOS project team to implement the changes • New configuration aims to improve service delivery by the new administration 21

22. B. Substantially improve the delivery and quality of services • Thusong Service Centres • Review and strengthening of functioning of the TSCs (GCIS) • Develop framework for the delegation of authority (DPSA) 22

23. B. Substantially improve the delivery and quality of services • Improvement of frontline offices • Improve the performance of the state in frontline service (DPSA) • Develop project plan to address govt frontline offices • Service standards publicly and prominently displayed in all government service delivery sites (DPSA) • Survey of government service delivery sites • Conduct citizen satisfaction surveys and citizen scorecards (OPSC) • Surveys and scorecards conducted annually 23

24. C. Entrench a culture and practice of transparent, honest and accountable public service • Anti-corruption • Develop and implement a public sector anti-corruption capacity building programme (DPSA and PALAMA) • Training workshops conducted for all departments • Establish a Corruption Management Information System (CMIS) to monitor incidents of corruption in the public service (OPSC) • Develop a Conflict of Interest Framework (DPSA) 24

25. C. Entrench a culture and practice of transparent, honest and accountable public service • Implement PAIA and PAJA • OPSC to monitor whether the public has access to information • GCIS to publish all contact details of information officers • Led by DOJCD: • Provide training to organs of state on PAJA • Conduct awareness campaigns aimed at educating society at large about their rights as contained in PAJA 25

26. C. Entrench a culture and practice of transparent, honest and accountable public service • Implement PAIA and PAJA, cont • Led by DOJCD, cont: • Facilitate the designation of the magistrate’s courts as courts that can hear PAJA matters • Deputy Information Officers to be appointed and trained • Each body to publish (and update annually) a manual with all information about the body and the services it provides • Each body to submit an annual report to the Minister of Justice and Constitutional Development in terms of section 32 of the PAIA 26

27. D. Strengthen: engagement with society; democratic institutions; and integrity and legitimacy of constitutional bodies • Building partnership • Improve public participation through izimbizo (GCIS) • Convene the Public Sector Summit (DPSA) • Review government’s strategy on public participation (Presidency) • Review the Community Development Worker Programme (DPSA, CGTA, provinces) 27

28. D. Strengthen: engagement with society; democratic institutions; and integrity and legitimacy of constitutional bodies • Building partnership, cont • Revise and implement a National Programme of Support for the Institution of Traditional Leadership (CGTA) • Facilitate the rollout of the National Framework on Ward Funding Model • Implement the APRM Programme of Action and mainstream APRM-related projects in all departments • Develop a costed communication strategy for the Cluster 28

29. D. Strengthen: engagement with society; democratic institutions; and integrity and legitimacy of constitutional bodies • Strengthen democratic institutions • Develop a coordinated response to the recommendations of the Asmal Committee (Presidency) • Proposals to be submitted to Cabinet on response to the recommendations • Develop an educational programme on the importance of the Constitution and constitutional bodies (DOJCD) 29

30. Timeline for 2009 POA • POA published on Government website (12 August) • G&A working session to conduct review of progress (17 September) • G&A working session to review reports for Cabinet (15 October) • Report to Cabinet on progress in implementation of POA (4 November) • Parliamentary Briefings by Coordinating Ministers on the implementation of the POA (week of 9 November) • Final reports on 2009 POA to Cabinet Lekgotla (January 2010) 30

31. Concluding remarks • Working in Clusters has promoted integration and the breaking down of inter-departmental silos • The Programme of Action has provided a sharp focus for the work of the Cluster – regular monitoring by the Cluster and Cabinet Committee ensures that implementation remains on track • The POA is derived from the MTSF, which is a reflection of the Electoral Mandate, and is geared towards the objective of improving the quality of life for the people of South Africa 31

32. Siyabonga