Document Archive
Acts, policies and regulations
- Public Service Act of 1994, Public Service Regulations
- Promotion of Access to Information Act 2000
- National Minimum Information Requirements
- Policy Frameworks
- Oversight Report
CORE - Code of Remuneration
In the past, departments could use the PAS to define new jobs and set remuneration levels. The COREs aim to provide improved advice with respect to the definition and grading of jobs, without reinstituting this prescriptive framework. They also establish a new system for categorising employment, in order to analyse trends in public-service employment. [read more]
Forms
- Application for Employment
- Leave form Z1(a)
NOTE: This application form must not be used to apply for temporary incapacity leave. Temporary incapacity Leave must be applied for on the application form prescribed in terms of the Management Policy and Procedure on Incapacity Leave and Ill-health Retirement for Public Service Employees. Click here for the documents on PILIR
Human Resource circulars & related documents
- Conditions of Service
- Employment Practice
- Employment equity
- Job Eavaluation
- General Public Service Sector Bargaining Council (GPSSBC)
- Integrated Financial Management System (IFMS)
- Human resource man. and dev.
- Human Resource Development
- Human Resource Planning
- Macro organisation of the state
- Negotiations & Labour Relations
- Remuneration
- Public Service Co-ordinating Bargaining Council resolutions (PSCBC)
- Senior Management Service
- Vacancies
Annual Reports
- 2006 / 2007 ( 3.6 mb)
- 2005 / 2006 ( 2.2 mb)
- 2004 / 2005 ( 5.1 mb)
- 2003 / 2004 (32.4 mb)
Job Access 2006 - 2010
The key aim of this document is to set out a clear plan for the Public Sector recognising the full range of sectoral settings and to identify specific work to be undertaken by a variety of role-players that will move us from our position.
Know your Service Rights: Empowering Citizens and Enhancing Government Accountavbility
This book was written to tell you about your rights and the organisations and services that can help you to put your rights into practice.
The Constitution recognises that we have socio-economic rights. Many South Africans have benefited from these socio-economic rights, by receiving housing, healthcare, social grants and improved sanitation, family support, education, fair labour relations, food security, water and electricity.
But others are still struggling. There is still discrimination and it is still difficult to access important information. Many struggle to get IDs, and others suffer because of inefficient service delivery.
We need to know that we have socio-economic rights, and which laws protect these rights. We must also know what to do and who to approach when our rights are violated or ignored – in other words, how to seek redress.
A strategic framework for gender equality within the Public Service
This Strategic Framework for Gender Equality within the Public Service (2006-2015) is aimed at achieving women’s empowerment and gender equality in the workplace. Additionally, it is aimed at ensuring a better quality of life for all women through improved and accelerated service delivery by the Public Service.
Managing HIV/AIDS in the Workplace: A Guide for Government Departments
Managing HIV/AIDS in the Workplace: A Guide for Government Departments was developed as a practical and user-friendly resource to assist government departments to plan, implement and monitor appropriate and effective responses to HIV/AIDS within the Public Service working environment. As such, it focuses on internal workplace issues and contains guidelines on how to manage the impact of HIV/AIDS on the Public Service from an employment perspective. It contains some references to the external functions of government, but primarily in relation to the ability of the Public Service to maintain high levels of service delivery.
Handbook on reasonable accommodation for people with disabilities in the Public Service
The Public Service transformation process towards a non-racist, nonsexist and fully inclusive democratic workplace recognizes this constitutional imperative through ensuring that people with disabilities are integrated into the mainstream of the workforce and that their fundamental rights and freedoms are protected. In order to achieve this representivity and reflect the diverse nature of our country, this process is premised on the principles of human dignity, non-discrimination and equality. This therefore emphasizes the respect that the Public Service provides all employees including people with disabilities. In advancing the creation of a better life for all, at a faster pace, barriers that persist in perpetuating prejudice, stereotyping, inaccessible and inadequate training and development must be eliminated and eradicated. Of paramount importance is a critical understanding of various types of disabilities and their specific needs that warrants reasonable accommodation.
This Handbook on Reasonable Accommodation for People with Disabilities is a Public Service innovative, creative and visionary tool to fast track the efforts of ensuring an all inclusive Public Service towards restoring human dignity, the inherent right to work and economic independence, and to social justice.
The Public Service mentorship programme, step by step guide
Menntoring underpins skills development for service delivery and transformation in the public sector. Specifically, the purpose of a mentorship is to equip the protégé with the necessary abilities to cope with new demands, whilst creating an environment where they are free to practice and demonstrate their newly learnt abilities.
The Public Service internship programme, step by step guide
Internship is a public service graduate work experience programme targeting unemployed graduates. Internship gives students workplace experience or an opportunity to practice the work skills that they have studied and will practice in future.
Human Resource Development Strategy
The strategy opens up the opportunity for us to benefit from better co-ordination and alignment of development initiatives that are already taking place in the public service It is imperative that the country's developmental needs and the specific shortages that currently exist in the public service and what we can already Identify as shortages for the public service in years to come, should inform any skills development efforts Further to this it has become important that we get a better handle on the actual impact of our development efforts The continued certification of individuals in ever increasing numbers is not the final outcome that we have in mind We want to see that any development opportunity translate in greater effectiveness in the performance of the individual in their responsibilities The strategy makes ample provision for better monitoring and evaluation of the development effort.
Baseline Implementation Guide
The Baseline Implementation Guide aims to help you to implement the new Public Service Management Framework in your department.
- As an executing authority or head of department, it can assist you in understanding the vision and key features of the new framework, as well as your powers and responsibilities. The Guide gives advice about the context within which you should exercise your discretionary powers.
- As a manager or practitioner, you should find the practical advice in the Guide useful when developing policies, strategies and practices for your department.
- Part 1 - Overview (101 kb)
- Part 2 - Integrated Planning (370 kb)
- Part 3 - Managing Compensation (362 kb)
- Part 4 - Managing Performance (215 kb)
- Feedback Sheet
Batho Pele Handbook
The broad objective of the Batho Pele Handbook on Service Delivery is to help improve public service delivery by supporting the transformation of the public service into a citizen-orientated organisation, through a deeper understanding and application of Batho Pele.
- Content (219 kb)
- Chapter 1 - The context of service delivery and the machinery of government (624 kb)
- Chapter 2 - Translating strategic goals to operational plans (191 kb)
- Chapter 3 - How to delegate (247 kb)
- Chapter 4 - Service delivery charter (265 kb)
- Chapter 5 - How to develop service standards (296 kb)
- Chapter 6 - How to consult (400 kb)
- Chapter 7 - Wayfinding and signage (323 kb)
- Chapter 8 - Handling complaints (237 kb)
- Chapter 9 - Self-Assessment (238 kb)
Batho Pele Service directory of public services
The Batho Pele directory of public services has been compiled tp provide you with information and services offered by government. This is an example of making Batho Pele work for you.
Case Study Template
Case studies have historically been used as interactive teaching methods by mostly and exclusively those in the academic world. Their use in the academic world has been useful to demonstrate real-life examples of what happens in the actual life of public servicing. Useful as they are for relevant and contextually based teaching, the limitation of teaching/classroom based case studies has been their limited inside knowledge and contextual understanding of what happens in the real world of public servicing. As the process of public service transformation begins to unravel some experiences and lessons, and the need to inculcate a learning culture in the public service, the use of case studies relevant and derived from that experience is becoming increasingly important.
Guide on Hourly Fee Rates for Consultants
The purpose of this Guide is to provide for standardised hourly fee rates of consultants appointed in the Public Service. These are only applicable to consulting categories for which no such standardised rates have already been determined by professional institutes or associations established in terms of legislation (refer to section 2 Scope and concept clarification).
Latest Consultants Fees:
Prior Consultants Fees:
- Hourly Fee Rates For Consultants with effect from 1 January 2007
- Hourly Fee Rates For Consultants with effect from 1 January 2006
- Hourly Fee Rates For Consultants with effect from 1 January 2005
- Hourly Fee Rates For Consultants with effect from 1 July 2004
- Hourly Fee Rates For Consultants with effect from 1 January 2004
Machinery of Government
This publication provides simple and useful basic information on how the government of South Africa is structured and how its components work individually and together as a system or Machinery of Government. Its main purpose is to serve as a dummy guide for the public at large with a practical elementary perspective on how the government through its various structures function to, among other things, provide a variety of services, how these services are provided and how they can be accessed. It is also envisaged that, through its simplicity of structure and style, this publication would provide any visitors to the country a quick and useful snapshot of the government of this country.
Manual for Learning Sessions & Networks
A learning network is a group of people who are engaged in similar or related activities and who share a common purpose related to their common context and similar work roles. This common purpose leads them to share frustrations, ideas, experiences, successes, lessons learnt and insights on specific themes and to help one another find solutions to problems and develop a common practice or approach to the field:
Toolkit to Audit Accrued Leave Prior to 1 July 2001
One of the key priorities of the Department of Public Service and Administration (DPSA) is to improve and streamline the conditions of service in the Public Service. The implementation of the new leave directive forms part of these reforms and adds to the substantial progress we have made in this regard.
Notwithstanding our achievements in improving the conditions of service in the Public Service it has become evident that many Departments have made limited progress with the process of auditing leave. The publication of this Toolkit to Audit Accrued Leave Prior to 1 July 2001, by the DPSA, is therefore a very timely contribution in our ongoing support of Departments. It does not prescribe a 'one size fits all' approach, but rather provides a practical approach which clearly defines the steps to be followed when auditing leave. It also contains forms that could be used to ensure a proper audit trail.
Best Practice Model for Keeping and Managing Paper-based Employee Records
Sound record management is of fundamental importance in governance and administration. It forms the basis for formulating and evaluating policy, managing finance and personnel, providing a basis for accountability and protecting the rights of individuals. Despite the fact that good record keeping is the backbone to a variety of aspects of public administration this aspect can be easily neglected. The publication of this Best Practice Model for Keeping and Managing Paper-based Employee Records is, therefore, a very timely and valuable contribution in our quest to make our public service more efficient and effective. We trust that the Model will also assist in the optimal implementation and tracking of a range of human resource policies that we have introduced in recent years for the Public Service.
Senior Management Handbook 2003
The Senior Management Service Programme was developed out of the recognition of the critical role that management plays in the effective and efficient functioning of the Public Service. Strengthening leadership and management capacity in government is its core function. The challenge for the Public Service is to recruit, develop and retain competent leaders and managers and to reward them for good performance, recognising excellence and innovation.
The purpose of this handbook is set out, in clear and concise terms, the conditions of employment and the roles of SMS members. This handbook will be an invaluable tool to guide and inform, not only senior managers in the Public Service – particularly those new to the SMS – but also other sectors and those who aspire to join this cadre of leaders in delivering a better life for the people of our nation.
The Taxation of Income and Benefits Received by Employees in the Public Service 2004/05
This document is a general guide and does not go into technical and legal detail that is often associated with tax. It should, therefore, not be used as a legal reference.
The information, in this guide, deals with the 2004/05 year of assessment (tax year) that covers the period 01 March 2004 to 28 February 2005. Should you require additional information concerning any aspect of taxation –
- Contact your local SARS branch
- Visit SARS online at http://www.sars.gov.za
- Contact your own advisors
