Acts, policies and regulations
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 re-instituting this prescriptive framework. They also establish a new system for categorising employment, in order to analyse trends in public-service employment. [read more]
Circulars & related documents
Guide for employment equity in the public service
In this 2009 publication of Grassroots Innovation, you will be able to read about the work that CDWs are doing in collaboration with a range of key development stakeholders in their respective communities. The case studies reveal the exemplary work of CDWs to make sure that development partnerships are forged so that services do indeed reach the communities in which they work and live.
The Turn-over Rate of Heads of Department
The PSC found it necessary to conduct research to assess the extent and impact of the turnover rate of HoDs in the Public Service. Turnover is not confined to terminations from the Public Service it also includes transfers within the Public Service and changes in responsibilities emanating from the splitting of departmental functions. The research seeks to generate discussion on how government can deal with the effect of and manage turnover levels in the Public Service. The report provides an analysis of the trends over time since 2003 to date.
Handbook for the appointment of persons to boards of state and state controlled institutions
This Handbook has been developed in response to the Cabinet’s expectations that clear guidelines be developed for appointing persons to boards, including an explanation as to how Executive Authorities can deal with such appointments as well as a specification of the approval processes to be followed.
Guide and Toolkit on Organisational Design
The South African public sector is important for the sustainable growth and development of the country. One of its major responsibilities is to ensure that all citizens have access to and receive the services they need. The way in which public sector institutions are structured has an impact on how effectively they can deliver services to citizens. The dpsa developed the 'Guide and Toolkit on Organisational Design' as one element of its programme of support and capacity building for departments.
The purposes of the Guide are to:
Although the Guide has been developed using the public service (national and provincial departments) as the frame of reference, it can be applied to local government and to other public sector organisations.
In developing the Guide, the dpsa drew on international practice in the public sector and on the insights and experiences of practitioners and managers in the South African public sector (both the public service and public entities).
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 Accountability
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
Mentoring 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 for the Public Service
Baseline Implementation Guide
The Baseline Implementation Guide aims to help you to implement the new Public Service Management Framework in your department.
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.
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:
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.
Service Delivery Review - A learning journal for public service managers
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