FOREWORD

2.3 SUMMARY OF STRATEGIC FOCUS AREAS AND FUNCTIONAL WORK AREAS INCLUDING OUTPUTS DURING THE MTSF PERIOD

Key Performance Area	Objective	Indicators	2006/7	2007/08	2008/09
BRANCH: MONITORING AND EVALUATION
CHIEF DIRECTORATE: GOVERNANCE MONITORING	Good governance promoted and governance practices enhanced	Timely collection and presentation of quality relevant information and recommendations to stakeholders	2007 State of the Public Service (SOPS) Report produced Conduct round table discussion on SOPS report Reports evaluating departments’ adherence to the Constitutional values and principles of public administration – 16 departments Consolidated M+E Report for the 2005/06 research cycle Report on Implementation of PSC Recommendations Promote M+E in the Public Service	2008 State of the Public Service Report produced Conduct round table discussion on SOPS report Reports evaluating departments’ adherence to the Constitutional values and principles of public administration – 43 departments Consolidated M+E Report for the 2006/07 research cycle Report on Implementation of PSC Recommendations Promote M+E in the Public Service	2009 State of the Public Service Report produced Conduct round table discussion on SOPS report Reports evaluating departments’ adherence to the Constitutional values and principles of public administration – 43 departments (new sample) Reports assessing improvements made by departments previously evaluated by the PSC – a sample of 24 departments that were evaluated during the 2003/4 and 2004/5 cycles Consolidated M+E Report for the 2007/08 research cycle Report on Implementation of PSC Recommendations Promote M+E in the Public Service
		Executives and Legislatures are informed of the state of the Public Service and service delivery	Evaluation of Government’s Poverty Relief Programme Pamphlet on Basic M+E Concepts Promote culture of Programme Evaluation in the Public Service	Evaluation of an identified priority programme of government Basic internal guide on Meta-evaluation Promote culture of Programme Evaluation in the Public Service	Evaluation of an identified priority programme of government Conduct Metal-evaluation of selected programme evaluations Promote culture of Programme Evaluation in the Public Service
CHIEF DIRECTORATE: LEADERSHIP AND PERFORMANCE IMPROVEMENT	A high standard of public service leadership promoted and improved public service delivery encouraged through HoDs performance management	Timely collection and presentation of quality relevant information to stakeholders complete with clear and useful recommendations	The HoD evaluation process managed: Publish Guidelines for the next evaluation cycle All qualifying national and provincial HoDs evaluated Advice given to Executing Authorities on the performance of their HoDs The HoD evaluation process reviewed and a report submitted to Cabinet Organisational performance measurement reviewed Pilot phase monitored and evaluated HoD’s Performance Agreements (PAs) monitored and evaluated Advice given to departments on the PAs of HoDs PAs filed Report on analysis of PAs as a performance management tool Report on the state of compliance with PAs in the Eastern Cape Review of the implementation of the PMDS in the Departments of Education and Justice Participation in the G & A Task Team on the Framework for Managing Joint Programmes	The HoD evaluation process managed: Publish Guidelines for the next evaluation cycle All qualifying national and provincial HoDs evaluated Advice given to Executing Authorities on the performance of their HoDs The HoD evaluation process reviewed and a report submitted to Cabinet Organisational performance measurement reviewed Roll-out phase monitored and evaluated HoD’s Performance Agreements (PAs) monitored and evaluated Advice given to departments on the PAs of HoDs PAs filed Report on analysis of key Public Service Leadership issues drawn from discussions of HoD Evaluation Panels	The HoD evaluation process managed: Publish Guidelines for the next evaluation cycle All qualifying national and provincial HoDs evaluated Advice given to Executing Authorities on the performance of their HoDs The HoD evaluation process reviewed and a report submitted to Cabinet Organisational performance measurement reviewed Roll-out phase monitored and evaluated HoD’s Performance Agreements (PAs) monitored and evaluated Advice given to departments on the Pas of HoDs PAs filed Report on analysis of key Public Service Leadership issues drawn from discussions of HoD Evaluation Panels
CHIEF DIRECTORATE: SERVICE DELIVERY AND QUALITY ASSURANCE	Service delivery enhanced through improved public participation and quality audits	Executives and legislatures are informed about the state of service delivery	Evaluate the Implementation of the Batho Pele principle of "Information" in the Public Service Evaluate the implementation of Batho Pele principle of "Consultation" in the Public Service Assessment of fraud prevention strategies in departments Assessment of the compliance infrastructure in the public service Monitoring report on the implementation of turnaround proposals in the Eastern Cape produced Support improvement of management and administration of selected departments in KwaZulu Natal	Evaluate the implementation of the principle of Openness and Transparency in the Public Service Evaluation of the Implementation of the Promotion of Administrative Justice Act (PAJA) at selected Multi Purpose Community Centers Evaluation of departmental management of the Protected Disclosures Act (PDA) in national/provincial departments Compliance report of departmental progress in verifying qualifications	Evaluate the implementation of the Batho Pele principle of "Courtesy" Evaluate MPCCs as an Approach to Integrated Service Delivery Assessment of Annual Reports as Accountability mechanisms
		Timely collection and presentation of relevant information to stakeholders	Citizen Satisfaction Survey introduced to another government sector Service Delivery Inspections Conducted Support Implementation of the Citizens’ Forums toolkit	Citizen Satisfaction Survey introduced to another government sector Service Delivery Inspections Support Implementation of the Citizens’ Forums toolkit	Citizens Satisfaction Survey re-introduced to the Social Services Sector Service Delivery Inspections Conducted Support Implementation of the Citizens’ Forums toolkit Case Study on Citizens Satisfaction Surveys as a mechanism for public participation and improving service delivery

Key Performance Area	Objective	Indicators	2006/7	2007/08	2008/09
BRANCH: INVESTIGATIONS AND HUMAN RESOURCE REVIEWS
1. CHIEF DIRECTORATE: LABOUR RELATIONS IMPROVEMENTS	To enhance public service labour relations and management practices	Reports with recommendations. Recommendations on grievances submitted to EAs monitored. Report on the management of database.	Investigation of grievances and complaints lodged. PSC updated on implementation of recommendations. Manage a database on grievances.	Investigation of grievances and complaints lodged. PSC updated on implementation of recommendations. Manage a database on grievances.	Investigation of grievances and complaints lodged. PSC updated on implementation of recommendations. Manage a database on grievances.
		Proposal for policy amendment developed for PSCBC. Implementation of policy amendments.	Review of Grievance Rules.	Production and dissemination of amended Grievance Rules.	Evaluation of the effectiveness of the revised Grievance Rules.
		Reports with recommendations produced.	Investigation into the management of poor performance in the public service.	Evaluation of the nature of sanctions imposed on public servants emanating from misconduct proceedings.	Produce a research report on labour relations.
		Timeous, accurate and quality six monthly reports on departmental grievance resolution produced. Annual report on grievance resolution by departments in the public service produced.	Provide the Commission with six monthly reports on departmental grievance resolution. Provide a trend report on grievance resolutions in the Public Service.	Provide the Commission with six monthly reports on departmental grievance resolution. Provide a trend report on grievance resolutions in the Public Service.	Provide the Commission with six monthly reports on departmental grievance resolution. Provide a trend report on grievance resolutions in the Public Service
		Bi-annual conference on labour relations in public service successfully held; and Conference report produced.	Public Service Labour Relations Conference hosted.	Monitor the resolutions emanating from the Public service Labour Relations Conference.	Public Service Labour Relations Conference hosted.
		Accurate advice and legal support provided to the PSC and the Office.	Provide legal support to the PSC and the Office.	Provide legal support to the PSC and the Office	Provide legal support to the PSC and the Office
Key Performance Area	Objective	Indicators	2006/7	2007/08	2008/09
2. CHIEF DIRECTORATE: PUBLIC ADMINISTRATION INVESTIGATIONS	To undertake audits and investigations into public administration practices	Reports with recommendations produced Recommendations implemented Best practices are identified and promoted Number, quality and timeliness of reports	Investigation of complaints lodged and requests emanating from: The Commission (proactively) Executing authorities Public servants Anonymous complaints/ whistle-blowing; e.g. National Anti-corruption Hotline.	Investigation of complaints lodged and requests emanating from: The Commission (proactively) Executing authorities Public servants Anonymous complaints/ whistle-blowing; e.g. National Anti-corruption Hotline.	Investigation of complaints lodged and requests emanating from: The Commission (proactively) Executing authorities Public servants Anonymous complaints/ whistle-blowing; e.g. National Anti-corruption Hotline.
			Report on Financial Misconduct	Report on Financial Misconduct	Report on Financial Misconduct
			Trend analysis on public administration investigations	Trend analysis on public administration investigations	Trend analysis on public administration investigations
			Report on the handling of public servants in terms of prevailing provisions who are appointed as councilors in the Limpopo and Western Cape provinces	One investigation into public administration practices of own accord	One investigation into public administration practices of own accord
3. CHIEF DIRECTORATE: PROFESSIONAL ETHICS AND HUMAN RESOURCE REVIEWS	To prevent corruption and review the implementation of human resource reviews	Reports with recommendations produced Extent to which recommendations are implemented Best practices are identified and promoted	Evaluate the extent to which the training needs of senior managers have been met Assessment of the reasons for the inability of the Public Service to recruit and retain persons with disabilities	Review the role of human resource management components in the public service Monitoring and evaluation of retention strategies in the public service	Review of the implementation of the salary progression system for employees on salary level 12 and below. Review of skills development at levels 12 and below with emphasis on equal opportunity in the provision of training
			Investigations in to human resource practices emanating from requests	Evaluate the capacity of departments to do organizational design and maintenance	Evaluate the quality of selection process applied by departments
		Code of Conduct promoted.	Promotion of Code of Conduct	Review of Code of Conduct	Promotion of revised Code of Conduct
Key Performance Area	Objective	Indicators	2006/7	2007/08	2008/09
		Extent of compliance by Senior Managers	Manage Asset Register	Manage Asset Register	Manage Asset Register
		Revised process for the evaluation of financial disclosures. Disclosure Forms scrutinized for conflict of interest Produce report on an analysis of Financial Disclosures	Development of draft Rules to manage conflicts of interest in terms of the Financial Disclosure Framework for the SMS Evaluate Financial disclosures and advise executing authorities Report on an analysis of the Financial Disclosures of Senior Managers	Monitor compliance to Financial Disclosure Rules Evaluate Financial disclosures and advise executing authorities Report on an analysis of the Financial Disclosures of Senior Managers	Monitor compliance to Financial Disclosure Rules Evaluate Financial disclosures and advise executing authorities Report on an analysis of the Financial Disclosures of Senior Managers
		Research report produced Participation by Stakeholders Broad acceptance of Framework	Draft Framework on the management of conflict of Interest Consultative workshops with stakeholders	Provide advice on conflicts of interest management on request	Provide advice on conflicts of interest management on request Review the implementation of conflicts of interest measures by departments
		Successfully arranged NACF and Implementation Committee meetings	Serve as Secretariat to the National Anti-Corruption Forum	Serve as Secretariat to the National Anti-Corruption Forum	Serve as Secretariat to the National Anti-Corruption Forum
		Accurate minute taking at meetings NAP for the NACF co-ordinated Successful completion of projects of the National Anti-Corruption Programme (NAP) assigned to the Secretariat Report published and tabled	Meetings of NACF, Implementation Committee and Executive Committee. Implementation of NAP coordinated. Identified Projects on NAP executed Report on the annual activities of the NACF: June 2005 – May 2006	Meetings of NACF, Implementation Committee and Executive Committee. Implementation of NAP coordinated. Identified Projects on NAP executed Report on the annual activities of the NACF: June 2006 – May 2007	Meetings of NACF, Implementation Committee and Executive Committee. Implementation of NAP coordinated. Identified Projects on NAP executed Report on the annual activities of the NACF: June 2007 – May 2008
Key Performance Area	Objective	Indicators	2006/7	2007/08	2008/09
		Successfully arranged bi-annual National Anti-Corruption Summit	Hosting of the third National Anti-Corruption Summit	Coordinate the implementation of resolutions of the third National Anti-Corruption Summit	Hosting of the fourth National Anti-Corruption Summit
		Report containing findings and recommendations	Report on the effectiveness with which the public service’s anti-corruption initiatives are coordinated (subject to availability of donor funding).	Research into corruption prevention and combating	Research into corruption prevention and combating
		Timeous and accurate referral of cases to agencies Quality of feedback from departments monitored	Management of National Anti-Corruption Hotline Referral of cases to departments Follow-up on the investigations Generating Anti-Corruption trend reports	Management of National Anti-Corruption Hotline Referral of cases to departments Follow-up on the investigations Generating Anti-Corruption trend reports	Management of National Anti-Corruption Hotline Referral of cases to departments Follow-up on the investigations Generating Anti-Corruption trend reports
		Produce a Toolkit	Develop a toolkit on the National Anti-Corruption Hotline	Advise departments on procedures as contained in toolkit	Review contents of toolkit to accommodate revised protocols and procedures
		Report with recommendations produced	Produce bi-annual report on the effectiveness of the National Anti-Corruption Hotline	Evaluate the management of the National Anti-Corruption Hotline	Produce bi-annual report on the effectiveness of the National Anti-Corruption Hotline
		Report with recommendations produced	Assessment of professional ethics and anti-corruption measures in the Free State	Province specific anti-corruption research	Province specific anti-corruption research