Date.: 24 Aug 2012

Mr D C Ross (DA) to ask the Minister for the Public Service and Administration:

What steps has she taken to give effect to the performance agreement that she signed with the President in 2010, (b) what outcomes have been measured and (c) what follow-up steps has she taken with regard to each specified outcome?



The Honourable member no doubt understands that at the time of submission of the question I could only respond on the Performance Agreement of the previous Ministers.

  • (a) Following the signing of Performance Agreement between the President and the Minister for Public Service and Administration in 2010, the Delivery Agreement for Outcome 12: an efficient, effective and development oriented Public Service and an empowered, fair and inclusive citizenship" was developed in consultation with all stakeholders that are required to implement various elements of the Performance Agreements of the Minister with the President. Moreover, the Performance Agreement has been integrated into the Strategic Plans and Annual Performance Plans of the portfolio institutions reporting to the Minister for implementation.
  • (b) The Performance Agreement for the Minister for Public Service and Administration is premised on measuring the following Outputs:-
    • a. Service Delivery Quality and Access
    • b. Human Resource Management and Development
    • c. Business processes, systems, decision rights and accountability
    • d. Corruption Tackled Effectively
  • (c) The Department of Public Service and Administration has developed a programme of action in consultation with all the Delivery Partners to implement all the elements in the Performance Agreement of the Minister. Progress reports on the implementation of the Performance Agreements between the Minister and President are tabled for discussion at the Cabinet meetings on quarterly basis. Progress made with regard to the four outputs mentioned above can be summarised as follows:


    The national average turnaround time to calls has improved considerably. For instance with regard to the South African Police Service (SAPS) the turnaround time to call for assistance for Alpha (serious crimes in progress) improved to 16.51 minutes in May 2012 if compared to the baseline of 22.14 minutes in 2010. The national average turnaround time to calls for Bravo (serious crimes that have happened) also improved to 21.22 minutes in May 2012 from 29.26 minutes in 2010.

    The national average turnaround time to calls for assistance for Charlie (attempted crimes-suspect not on scene) from the time the complaint is registered to the time the police arrives at the crime scene improved to 18.32 minutes in May 2012 from 25.48 in 2010. The average number of days to process social grant has been reduced to 9 days in May 2012 compared to 30 days in 2010.


    The average period to fill a vacancy in the public service based on the 3 quarters data of 2011/12 available in December 2011 was 4.9 months, this has improved to an average of 4.7 months over the fourth quarter ending March 2012. The percentage of vacant funded posts in government has been reduced to 3 per cent below the 5 per cent target for 2014. The average number of days for finalising the disciplinary cases has also been reduced to 41 days well below the target of 90 days set for 2014.

    A Cabinet Memorandum on the finalisation of outstanding Heads of Department (HoD) evaluations for the 2010/11 and 2011/12 cycles was developed and submitted to Public Service Commission (PSC) for consultations. The draft HoD Performance Management and Development System (PMDS) Policy was refined to include the Management of Performance and Assessment Tool (MPAT) and Auditor-General.


    The Limpopo Province was prioritised during the first quarter of this financial year and about 60% of the departments were taken through the PERSAL Clean-up process. In the Northern Cape Province, the PERSAL clean-up strategy and implementation plan were presented to the HoD's Forum and a commitment was undertaken that this project will be concluded by end of August 2012.

    In the North-West Province, the strategy was presented to the HoD's and HR Managers Forum and a commitment was undertaken that this project plans will be submitted to the DPSA at the end of August 2012. A presentation was also made to the Finance Technical Committee and a recommendation was that the clean-up process must continue in preparation for migration to Integrated Financial Management System. A status report on the quality of information on PERSAL was presented to the Portfolio Committee for Public Service and Administration on 6 June 2012.

    The compliance by Public Bodies in the implementation of the Promotion of Access to Information Act no. 2 of 2000 (PAIA) improved to the satisfactory level. 70% of Deputy Information Officers were appointed and trained in all three spheres of Government. Manuals in terms of Section 14 of PAIA, have been updated and posted in the organisation's website and published in the Government Gazette. The Guidelines for Parliamentary and Executive Oversight were finalised to strengthen their monitoring and oversight Responsibilities. The Guidelines for Accounting Officers and Accounting Authorities were distributed to HoDs of Provincial Treasuries for inputs and comments in June 2012. The Financial Management Capability Maturity Model for municipalities has been finalised and will be piloted in the 2012/13 financial year.


    A total of 208 officials were trained in five provinces of Eastern Cape (27), North West (74), Mpumalanga (25), Kwa-Zulu Natal (25) and Free State (57) as anti-corruption practitioners. Training is continuing in other provinces. The Public Sector Integrity Management Framework has been revised based on feedback received and will be presented to Cabinet.

    By 31 May 2012, there were 9 582 cases of alleged corruption reported to the National Anti-Corruption Hotline (NACH) and referred to national and provincial departments, and public entities for investigation. Feedback was received from national and provincial departments, and from public entities with regard to 4 859 (50%) cases. Out of the 4 859 cases on which feedback was received, 3 381 (35%) cases were finalized and closed on the Case Management System (CMS) as at 31 March 2012. There was an increase in the number of cases closed by 27%.

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