Administration 108.8 107.2 0.1 1.5 121.9 129.
Human Resource Management and Development in 68.7 46.9 21.9 - 74.9 67.
Management of Compensation in Government 51.2 51.2 - 0.1 61.3 65.
Information and Technology Management in Government 41.5 41.5 - 0.1 49.7 52.
Service Delivery Improvement throughout Government 32.7 32.7 - - 36.7 39.
Governance for Public Service and Administration 41.0 40.6 0.4 0.1 45.3 48.
Centre of Public Service Innovation 11.8 11.8 - - 13.0 14.
Total expenditure estimates 355.8 331.8 22.3 1.6 402.8 417.
Website address www.dpsa.gov.
The aim of the Department of Public Service and Administration is to lead the modernisation of the public service by assisting government departments to implement their management policies, systems and structural solutions within a generally applicable framework of norms and standards to improve service delivery.
Purpose: Provide policy, strategic leadership and overall management of the department.
Purpose: Develop and implement an integrated strategy, monitor employment practices, conduct human resource planning and diversity management, and improve the health and wellbeing of public service employees.
Purpose: Develop and implement compensation policies and guidelines for the public sector and ensure coordinated bargaining and effective programme management for the establishment of the single public service.
Purpose: Ensure the effective use of IT in government, and facilitate the use of information technology for modernising government and establishing e-government practices, within an acceptable information security environment.
Purpose: Engage in supportive interventions and partnerships which improve efficiency and effectiveness as well as innovative learning and knowledge based modes and practices of service delivery in the public service.
Purpose: Improve governance and public administration for improved service delivery in Africa and other participating countries worldwide, in support of the vision of efficiency and increased public participation in governance, by fighting corruption and carrying out participatory monitoring.
Purpose: Unlock innovation in the public sector and create an enabling environment for improved and innovative service delivery.
The Department of Public Service and Administration was established to provide policy making support to the Minister for Public Service and Administration. The aim was to transform and modernise the public service to promote service delivery. In its first four years, the main focus was on the development of new policies. From 2000, the focus changed to implementation to improve service delivery.
Since 2005/06, the department has placed particular emphasis on transforming the public service by developing and refining policies and regulations in pursuit of South Africa's developmental agenda. The mandate of the Department of Public Service and Administration has evolved over time, and there is a growing demand for the department to actively support public service institutions to implement policies. In response, the department reorganised itself and introduced programmes on research and knowledge management, and monitoring and evaluation, among others.
In addition, capacity was strengthened to make it possible for the department to engage differently with its primary clients, that is national and provincial government departments. Alternative engagement strategies include implementation frameworks and guides, various learning platforms, subject specific steering committees and forums, hands-on training, and deploying officials to departments experiencing multiple challenges. These strategies continue to be implemented alongside the department's initial delivery strategy, which was characterised by distance support to clients through directives and occasional meetings when necessary.
Government has put in place sound policies and regulations and guidelines have been developed to facilitate their implementation. However, the public service is still confronted by many challenges, including low levels of compliance, poor implementation, and a failure to demonstrate the impact of programmes. These challenges are demonstrated by service delivery failures, corruption and maladministration, and poor coordination between departments and across the spheres of government. The challenges to government objectives demonstrate that the mandate of the Department of Public Service and Administration is still relevant. The department's view is that its alternative strategies of the past few years should be intensified, and that policies should be reviewed and new legislation developed when necessary. In the medium term, this will consolidate initiatives and improve service delivery, and in the long term improve the public service.
The objectives underpinning the department's medium term strategy include: developing and strengthening the capacity of the state through efficient, effective and sustainable systems; strengthening the public sector through institutional reform; promoting good governance in the public sector and building an effective and caring government; developing the human resource capacity of the public sector; and pursuing strategic international partnerships to consolidate South Africa's regional and international public administration agenda.
The Department of Public Service and Administration has made some changes to its programme structure. Service Delivery Improvement is now called Service Delivery Improvement throughout Government, emphasising that this programme does not just promote service delivery improvement in a particular department or in the Department of Public Service and Administration itself. The Centre for Public Service Innovation has been moved from Service Delivery Improvement throughout Government to become a programme of its own. The centre will remain a government component, but its funding is expected to be through a transfer payment in future.
In May 2006, Cabinet approved the development of a single public service. This involved the design of framework legislation and regulations for all three spheres of government. Stakeholder consultations on the draft Single Public Service Bill began in July 2007. The bill was tabled in Parliament in 2008, but has subsequently been withdrawn for further consultation with stakeholders.
The single public service is a strategic initiative aimed at promoting and accelerating access to services. Minimum standards for service delivery across the three spheres of government will be developed and remuneration and conditions of service for government workers in all the spheres will be aligned. The rationale for the latter is to improve the mobility of government human resources, especially to very vulnerable areas.
R million 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 1. Administration 59.1 62.0 89.3 91.0 91.0 108.8 121.9 129.7 2. Human Resource Management and 41.4 41.6 45.4 56.9 53.5 68.7 74.9 67.
Management of Compensation in 26.6 168.1 116.5 143.1 143.1 51.2 61.3 65.
Information and Technology 22.0 33.1 38.3 35.1 35.1 41.5 49.7 52.
Service Delivery Improvement 23.2 51.5 38.7 31.3 31.3 32.7 36.7 39.
Governance for Public Service and 20.1 66.6 31.2 44.1 44.1 41.0 45.3 48.
Centre of Public Service Innovation 4.7 6.6 11.0 18.8 18.8 11.8 13.0 14.
Total 197.0 429.4 370.4 420.2 416.8 355.8 402.8 417.
Change to 2008 Budget estimate 7.9 4.5 5.0 4.5 (4.
Current payments Compensation of employees Goods and services of which: Administrative fees Advertising Assets less than R5 000 Audit costs: External Bursaries (employees) Catering: Departmental activities Communication Computer services Consultants and professional services: Business and advisory services Consultants and professional services: Legal costs Contractors Agency and support / outsourced services Entertainment Inventory: Materials and supplies Inventory: Other consumables Inventory: Stationery and printing Lease payments Owned and leasehold property expenditure Travel and subsistence Training and development Operating expenditure Venues and facilities Financial transactions in assets and liabilities Transfers and subsidies Provinces and municipalities Departmental agencies and accounts Public corporations and private enterprises Foreign governments and international organisations Households Payments for capital assets Machinery and equipment Software and other intangible assets 188.7 345.7 366.2 416.6 410.8 331.8 377.5 390.8 72.1 116.6 0.2 4.6 3.7 0.8 0.2 - 4.2 8.2 3.4 0.4 1.0 35.1 1.8 0.3 0.3 6.3 9.5 0.4 25.6 1.5 1.0 8.1 0.0 92.5 253.2 0.2 6.0 3.1 1.8 0.3 1.9 6.8 28.2 1.0 0.5 72.9 53.6 1.1 0.4 0.5 11.2 2.8 1.0 35.6 2.0 1.4 20.7 0.0 115.8 250.4 0.9 24.9 0.7 1.7 0.6 0.8 3.7 36.3 0.8 0.6 82.8 28.3 0.6 0.4 0.3 9.4 13.3 0.0 30.6 2.2 2.7 8.8 0.0 133.1 283.6 0.6 7.8 3.4 2.2 0.3 1.7 5.8 29.0 49.2 0.5 89.6 0.2 0.8 0.7 0.6 12.9 26.8 0.1 30.9 2.4 1.9 15.8 - 130.6 280.2 0.6 7.8 3.4 2.2 0.3 1.7 5.8 29.0 49.2 0.5 86.2 0.2 0.8 0.7 0.6 12.9 26.8 0.1 30.9 2.4 1.9 15.8 - 137.9 193.9 0.6 7.1 3.1 2.3 0.4 1.9 7.6 32.9 47.5 0.5 11.7 0.4 0.5 1.1 0.1 13.0 22.1 0.0 28.5 2.4 2.7 7.4 - 159.5 218.0 0.6 7.2 2.7 2.4 0.4 1.6 8.3 39.7 54.8 0.6 12.6 0.4 0.5 1.1 0.1 15.5 25.1 0.0 31.1 2.6 2.4 8.0 - 171.2 219.5 0.6 7.6 2.8 2.5 0.4 1.7 8.9 42.1 48.3 0.6 13.3 0.5 0.6 1.1 0.1 14.3 26.8 0.0 33.2 2.7 2.6 8.
Between 2005/06 and 2008/09, expenditure increased from R197 million to R420 million at an average annual rate of 28.7 per cent. The increase is mostly due to changes in the Management of Compensation in Government and Governance for Public Service and Administration programmes, where additional funding was made available to cover the implementation of the government employee's medical scheme, the policy on incapacity leave and ill health retirement and the African peer review mechanism.
The increase in the Administration programme's budget over the medium term is mainly due to the devolution of accommodation funds from the Department of Public Works to national departments.
The transfer payment in the Public Service Education Training Authority subprogramme in the Human Resource Management and Development in Government programme constitutes 32.5 per cent of this programme's expenditure over the medium term. Rollover funding in 2008/09 and additional funding in 2009/10 and 2010/11 are allocated to the Human Resource Planning subprogramme in the Human Resource Management and Development in Government programme for the rollout of the HR Connect skills database to departments.
The budget of the Management of Compensation in Government programme decreases significantly from R143.1 million in 2008/09 to R51.2 million in 2009/10 due to the decentralisation of the policy on incapacity leave and ill-health retirement to national and provincial departments in 2009/10. Additional funding was received for licence fees for the job evaluation equate system in the two outer years of the MTEF period.
An allocation for the CabEnet project in the Information and Technology Management in Government programme increased this programme's budget at an average annual rate of 16.9 per cent from 2005/06 to 2008/09. The budget stabilises over the medium term at average annual growth of 14.7 per cent.
10.5 per cent between 2005/06 and 2008/09, and 7.7 per cent over the medium term. Major cost drivers include Batho Pele change management and service delivery improvement initiatives.
The sharp increase in the Governance for Public Service and Administration programme, from R20.1 million in 2005/06 to R66.6 million in 2006/07, is directly linked to the African peer review mechanism process, the national anti-corruption programme, and hosting the Global Forum V on fighting corruption and safeguarding integrity. Once-off expenditure in 2008/09 for the sixth Pan African conference hosted by the department distorts expenditure trends in this programme.
Compensation of employees increased from R72.1 million in 2005/06 to R133.1 million in 2008/09 at an average annual rate of 22.7 per cent. Additional amounts of R12 million and R14.9 million are allocated in 2010/11 and 2011/12 for expanding the department's human resource capacity, a process which started in 2007/08.
Cost containment measures of R47.1 million over the medium term have been identified in all programmes. The bulk of the savings will be identified under goods and services. The department revised its travel and subsistence policy, closely examines the use of consultants before outsourcing, and will manage inventory, entertainment, catering and communication expenditure tightly.
The initial allocation for the policy on incapacity leave and ill-health retirement was lower than anticipated, and in 2007/08, R11.1 million had to be reprioritised from all the other programmes to the Management of Compensation in Government programme for this.
The reorganisation of the department from April 2008 has caused the budget allocation for compensation of employees to be adjusted over the MTEF period.
The department estimates revenue of approximately R540 000 in 2008/09, mostly generated from parking fees, interest on bursary debts, commissions, and donations from public corporations and international organisations. Receipts are estimated to remain relatively stable over the MTEF period. Once-off amounts were received in 2005/06 from the Centre for Public Service Innovation (R7.8 million), when it became part of the department and had to close its bank account, and the African Renaissance Fund (R1 million), for assistance for a project in the Democratic Republic of the Congo. A once-off amount of R926 347 was received in 2006/07 from the Eastern Cape department of health for money owed to the department for the assistance provided by the integrated management team.
Minister 1 0.8 0.9 1.0 1.6 1.7 1.8 1.
2.5 6.5 7.4 1.
Consultants and professional services: Business and 1.4 0.4 0.1 1.6 1.9 1.9 2.
Contractors 0.5 0.9 7.2 1.0 9.0 9.7 10.
Agency and support / outsourced services 2.6 2.1 1.4 0.1 0.2 0.2 0.
Inventory: Materials and supplies 0.2 0.4 0.3 0.6 1.0 1.1 1.
Transfers and subsidies 0.1 0.2 0.1 0.1 0.1 0.1 0.
Provinces and municipalities 0.1 0.0 0.0 0.0 0.0 0.0 0.
Public corporations and private enterprises - 0.1 0.1 0.1 0.1 0.1 0.
Foreign governments and international organisations 0.0 0.0 0.0 0.0 0.0 0.0 0.
Between 2005/06 and 2008/09, expenditure increased at an average annual rate of 15.5 per cent due to the increase in staff, the additional allocation for the devolved funds from the Department of Public Works (R7.9 million), and additional funding for new accommodation (R11.6 million) in 2007/08.
Over the MTEF period, the largest increase can be seen in the Office Administration subprogramme, mainly for additional accommodation due to the increase in the number of staff.
The 2009 Budget allocations include additional technical inflationary adjustments over the medium term of R3.4 million, R3 million and R3.1 million in compensation of employees. Technical inflationary adjustments were also made in payments for capital assets: R82 000, R162 000 and R208 000.
Employment Practice and Career Management develops transversal policies, prescripts and interventions in the senior and middle management services. It is also responsible for the strategic positioning and delivery model of the human resource function in the public service.
Senior Management Service ensures that there is a professional management cadre in the public service by establishing and implementing competency based management and performance management systems through the development of transversal employment policies, prescripts and guidelines, and other career practices for senior management service members.
Human Resource Planning provides advice, develops policies, prescripts, processes and systems, and conducts interventions to improve human resource planning at departmental and macro level.
Diversity Management develops policy and guidelines on employment equity in the public service to remove barriers of access into and within the workplace for targeted groups and prevent direct and indirect discrimination against designated groups, through targeted strategies.
Employee Health and Wellness promotes and manages health and wellness in the public service and improves the quality of work life through focused strategies and a holistic framework.
Human Resource Development aims to improve the competency levels of public servants through capacity development activities, such as internships, learnerships and skills programmes, to ensure a constant pool of productive and contributing employees.
Public Service Education and Training Authority develops a coordinated framework for providing appropriate and adequate public service education and training.
Funding for all subprogrammes is mainly used for salaries and other personnel related costs.
Ensure the optimal health, wellness, and safety of public servants by equipping government departments with the necessary tools and skills by 2011.
Reduce the impact of HIV and AIDS in the public sector by training 400 employee health and wellness practitioners each year on the prevention and management of HIV and AIDS.
0.2 per cent to 2 per cent for people with disabilities, across all levels by 2010.
Provide information on skills in the public service by phasing in the HR Connect skills database in all government departments by 2011.
In 2008/09, the department developed a framework for the strategic repositioning of the human resource functions in line departments. 10 departments agreed to pilot this framework. The human resource development strategic framework is currently being rolled out, and a monitoring and evaluation implementation concept and tool is being developed.
The leadership development management strategy was finalised and launched at the senior management conference in September 2008.
A framework on human resource planning has also been developed, as well as a handbook on appointing board members. In line with the Public Service Act (1994) as amended, the first government component has been established from April 2008. Processes to establish the government printer and the office of the inspectorgeneral as government components are in motion.
The rollout of the HR Connect skills database is proceeding well. HR Connect will ensure that the department can analyse skill levels in relation to required posts, occupations and job profiles. An additional benefit is that personal and structural information on the PERSAL system is being cleaned up in the process.
An employment health and wellness policy framework was developed and the HIV and AIDS workplace policy in the public service reviewed. The curriculum on HIV and AIDS monitoring and evaluation has been developed and quality was assured, and the first training programme began in November 2008.
In 2007/08, the department developed an 8-principle action plan for women's empowerment and gender equality in the public service, which was launched at the first gender indaba, hosted by the department in August 2008.
Management 1.1 1.5 2.2 2.3 2.2 2.4 2.
Employment Practice and Career Management 4.7 3.3 4.6 4.6 4.5 5.2 5.
Senior Management Service 3.0 0.7 2.7 3.0 3.2 3.7 3.
Human Resource Planning 16.0 9.3 14.1 13.8 24.3 26.1 15.
Diversity Management - 4.7 2.5 3.3 4.0 4.5 4.
Employee Health and Wellness 6.6 8.1 4.1 4.3 4.5 5.4 5.
Human Resource Development 2.3 4.7 3.8 4.2 4.2 4.9 5.
Public Service Education and Training Authority 7.7 9.2 11.3 21.4 21.8 22.8 24.
Total 41.4 41.6 45.4 56.9 68.7 74.9 67.
Change to 2008 Budget estimate 2.9 12.3 1.7 (10.
Current payments Compensation of employees Goods and services of which: Assets less than R5 000 Communication Computer services Consultants and professional services: Business and advisory services Contractors Agency and support / outsourced services Inventory: Stationery and printing Lease payments Travel and subsistence Training and development Venues and facilities Financial transactions in assets and liabilities Transfers and subsidies Provinces and municipalities 40.1 40.3 45.3 56.9 46.9 52.0 43.3 16.2 23.9 0.3 1.1 0.3 0.3 0.0 7.3 1.0 0.9 10.4 0.2 1.3 0.0 18.5 21.8 0.5 0.4 1.8 0.1 0.1 9.6 2.2 0.2 3.4 0.3 1.7 - 25.2 20.1 0.1 0.6 0.2 0.0 0.4 7.6 1.4 1.8 4.5 0.5 2.0 0.0 26.7 30.2 0.4 0.9 0.5 13.9 0.6 0.2 1.5 3.3 5.3 0.2 2.2 - 21.1 25.8 0.2 0.7 0.0 15.2 0.3 0.2 0.8 0.3 4.9 0.2 2.1 - 24.5 27.5 0.3 0.8 1.0 13.9 0.3 0.3 1.5 0.4 5.7 0.2 2.2 - 26.2 17.1 0.3 0.8 1.1 2.7 0.3 0.3 1.6 0.4 6.0 0.2 2.
Departmental agencies and accounts - - - - 21.8 22.8 24.
Foreign governments and international organisations 0.0 - - 0.0 0.0 0.0 0.
Households Payments for capital assets Machinery and equipment Software and other intangible assets - 0.0 0.
Current Public Service Education and Training Authority - - - - 21.8 22.8 24.
Spending in the Human Resource Management and Development in Government programme increased from R41.4 million in 2005/06 to R56.9 million in 2008/09 at an average annual rate of 11.2 per cent, mainly due to allocations to the Public Service Education and Training Authority subprogramme. Spending over the medium term is set to increase at an average annual rate of 3.9 per cent. Additional funding of R12 million has been allocated to the Human Resource Planning subprogramme for the ongoing rollout of HR Connect to departments in 2009/10 and 2010/11. The functions of the Macro Organisation of the State subprogramme were incorporated in the Human Resource Planning subprogramme in this programme.
In 2007/08 and 2008/09, the funding of the Public Service Education and Training Authority subprogramme was classified as a transfer to the public entity. In the adjusted Budget it was reclassified to compensation of employees and goods and services. This was due to inadequate governance processes and systems in the Public Services Sector Education and Training Authority. It is anticipated that transfer payments will be made to the authority over the medium term.
Remuneration and Job Evaluation develops, implements and maintains policies, practices and systems on remuneration and macro benefits.
General Benefits develops, implements and maintains policies and practices on general benefits.
Negotiations and Labour Relations develops, implements and maintains policies and systems on labour relations for the public service, and ensures coordinated collective bargaining in the Public Service Coordinating Bargaining Council and the General Public Service Sectoral Bargaining Council.
Special Projects and Job Evaluation develops, implements and manages the human resource component of the integrated financial management systems project, and develops, implements and maintains policies, practices and systems on job evaluation and grading.
Single Public Service ensures effective and efficient programme management for establishing the single public service, including change management and communication.
Develop, implement and manage the integrated financial management system by piloting a functional human resource management module in the Department of Public Service and Administration and the Free State department of education by October 2010.
Develop, implement and maintain policies and practices on general benefits by identifying and reviewing the remaining policies on allowances, contained in the Public Service Coordinating Bargaining Council Resolution 3 of 1999, by March 2010.
Ensure coordinated collective bargaining in the Public Service Coordinating Bargaining Council and General Public Service Sectoral Bargaining Council, including collective agreements on all matters of mutual interest, such as the multi-year salary negotiations, by developing, implementing and maintaining policies and systems on labour relations for the public service by March 2012.
The department will have successfully implemented the policy on incapacity leave and ill-health retirement in all provincial and national departments between April 2006 and March 2009. The policy will be decentralised from April 2009.
The project on the development and implementation of the human resources module of the integrated financial management system is slightly delayed due to unforeseen challenges in negotiating the contract and service level agreement with the selected service provider.
In 2007/08, the Department of Public Service and Administration assisted departments to develop occupation specific dispensations. The intention of the dispensations is to provide dual career paths in terms of which professionals and specialists can progress to levels where they earn salaries equal to or higher than managers' salaries without moving into management posts. The occupation specific dispensations for nurses, social workers, medical personnel other than nurses, and correctional services personnel have been developed. Inconsistent interpretation and implementation in some of the dispensations has created funding challenges, which is delaying the implementation of the other dispensations.
Following the public service strike action in 2007, the Department of Public Service and Administration has embarked on a series of surveys. The department developed a communication strategy to more effectively communicate and promote the salaries and benefits of the public services.
The draft Single Public Service Bill has been withdrawn for further consultation with stakeholders.
Management - 1.2 2.2 2.7 2.4 2.7 2.
Remuneration and Job Evaluation 21.0 81.7 3.5 6.9 6.4 7.2 7.
General Benefits 2.4 77.7 80.7 91.5 3.2 3.7 3.
Negotiations and Labour Relations 3.2 4.4 15.7 6.2 5.7 6.6 7.
Special Projects and Job Evaluation - 2.9 3.1 7.1 5.6 7.9 8.
Single Public Service - 0.3 11.3 28.7 27.8 33.2 35.
Total 26.6 168.1 116.5 143.1 51.2 61.3 65.
Change to 2008 Budget estimate (1.0) (8.9) (6.9) (6.
Current payments Compensation of employees Goods and services of which: Advertising Assets less than R5 000 Catering: Departmental activities Communication Computer services Consultants and professional services: Business and advisory services Contractors Agency and support / outsourced services Inventory: Stationery and printing Lease payments Travel and subsistence Training and development Operating expenditure Venues and facilities 25.5 92.4 116.5 143.0 51.2 61.2 65.5 9.7 15.8 0.1 0.2 - 0.4 0.7 0.4 0.0 11.7 0.1 0.3 1.2 0.0 0.0 0.4 10.6 81.8 0.2 0.3 0.2 0.3 1.1 0.1 71.3 4.2 1.3 0.1 1.6 0.1 0.1 0.5 15.0 101.5 12.9 0.0 0.1 0.3 0.2 0.2 74.9 8.2 0.8 0.3 2.3 0.2 0.1 0.4 18.9 124.2 1.8 1.1 0.8 0.5 1.1 23.3 84.1 - 1.3 0.3 6.3 0.4 0.4 2.1 19.3 31.9 0.4 0.2 0.6 0.5 0.9 18.1 0.1 - 1.7 0.2 5.9 0.6 0.7 1.6 22.4 38.9 0.1 0.1 0.1 0.5 4.7 22.8 0.1 - 1.9 0.2 5.7 0.6 0.2 1.2 24.0 41.5 0.1 0.1 0.1 0.6 4.9 24.6 0.1 - 2.0 0.2 6.1 0.7 0.2 1.
Transfers and subsidies 0.0 75.
Payments for capital assets 1.0 0.7 0.0 0.1 0.1 0.1 0.
Current Government employees medical scheme - 75.
Expenditure increased from R26.6 million in 2005/06 to R143.
75.3 per cent. The increase is due to allocations for the government employee medical scheme and the policy on incapacity leave and ill-health retirement.
Expenditure in the Negotiations and Labour Relations subprogramme increased from R4.4 million in 2006/07 to R15.7 million in 2007/08 for unforeseeable and unavoidable expenditure related to the 2007 public service strike action. Additional funding of R2.9 million was received for the licence fees for the equate job evaluation system for 2010/11 and 2011/12. Additional allocations for the single public service project contributed to the sharp increase in 2008/09, as reflected in the Single Public Service subprogramme. The additional allocations will mainly be used for infrastructure and the geographical information system. The policy on incapacity leave and ill-health retirement will be decentralised to departments and provinces from April 2009, resulting in an average annual decrease in this programme of 22.9 per cent between 2008/09 and 2011/12.
E-Government provides support and leadership to national and provincial departments and the State Information Technology Agency to develop a government wide architecture and system integration plan.
Information and Communication Technology Governance develops policies, strategies and regulations on ICT across the public service, oversees the State Information Technology Agency, provides secretarial services to the Government Information Technology Officers' Council, and oversees all ICT initiatives in the public service.
Information and Communication Technology Infrastructure supports all national and provincial departments on significant transversal projects and e-government projects.
Community Development and Access facilitates community development through access to ICT services. Funding for all subprogrammes is mainly used for salaries and other personnel related costs.
Contribute to good public administration and continual improvement in the cost, quality, access, responsiveness and speed of service delivery by developing a master plan for ICT in government.
Improve productivity and security and reduce costs of ICT by optimising IT infrastructure and related services to support government's ICT requirements.
Develop a bandwidth strategy that supports the connectivity of all government institutions and improve access to services by remote and rural communities by connecting 91 Thusong centres by June 2009.
Enhance the internal transparency and accountability of IT services by initiating a performance review of the State Information Technology Agency by September 2009.
Implement next generation e-government by developing a catalytic prototype that will e-enable 6 pro-poor services, using a platform for testing these services which should be functional by October 2009.
The Department of Public Service and Administration is conducting a survey in over 80 departments and other key government institutions to inform the development of a comprehensive geographical information system to guide decision making on improving critical service delivery. The department is establishing the first centre to offer the services of different government departments. The centre will be in a shopping mall. The department is also making steady progress in implementing ICT connectivity in all Thusong service centres.
Interventions will shortly begin to strengthen the State Information Technology Agency's capability to deliver a shared function, including a performance review of the agency and an ICT expenditure review.
Progress with CabEnet is not satisfactory. The department is currently considering other service delivery alternatives in an attempt to revitalise the project. Specifically, the department is considering appointing a private company for the project, and not the State Information Technology Agency.
To pilot the e-government project as planned, a uniform platform needs to be established with other departments. This requires further investigation.
Management 2.3 2.0 1.4 3.0 2.5 2.8 3.
E-Government - 1.8 1.6 2.3 3.0 3.5 3.
Information and Communication Technology Governance - 4.9 6.2 4.6 5.5 6.9 7.
Information and Communication Technology Infrastructure 19.7 24.3 29.1 23.7 28.1 30.3 32.
Community Development and Access - - - 1.5 2.4 6.2 6.
Total 22.0 33.1 38.3 35.1 41.5 49.7 52.
Change to 2008 Budget estimate (3.7) (0.0) 1.1 1.
Current payments Compensation of employees Goods and services of which: Advertising Computer services Consultants and professional services: Business and advisory services Agency and support / outsourced services Travel and subsistence Training and development Operating expenditure Venues and facilities Financial transactions in assets and liabilities 21.3 32.4 37.8 35.0 41.5 49.6 52.8 5.4 15.9 1.2 3.5 - 8.6 1.0 0.3 0.2 0.3 - 8.1 24.3 0.1 9.2 0.0 12.8 0.6 0.3 0.1 0.2 0.0 8.7 29.1 - 25.7 0.4 - 1.3 0.2 0.1 0.2 - 10.9 24.1 - 19.6 0.5 - 1.1 0.6 0.4 1.1 - 13.4 28.1 - 23.4 0.6 - 1.1 0.4 0.5 1.1 - 15.6 34.0 - 25.0 4.1 - 1.3 0.4 0.5 1.4 - 16.8 36.1 - 26.5 4.3 - 1.4 0.4 0.6 1.
Transfers and subsidies 0.0 0.5 0.4 0.
Public corporations and private enterprises - - 0.
Foreign governments and international organisations - - - 0.
Households - 0.
Payments for capital assets 0.6 0.2 - 0.1 0.1 0.1 0.
Machinery and equipment 0.6 0.2 - 0.1 0.1 0.1 0.
Current Nelson Borman & Partners - - 0.
Expenditure between 2005/06 and 2008/09 increased at an average annual rate of 16.9 per cent, from R22 million to R35.1 million, as a result of additional allocations for the CabEnet project. Spending will further increase between 2009/10 and 2011/12 to provide for the free and open source software project in the Egovernment subprogramme. A new subprogramme, Community Development Access, will be established from April 2009 to facilitate access to ICT services in response to community development. This subprogramme's baseline is expected to grow from R1.5 million in 2009/10 to R6.6 million in 2011/12 at an average annual rate of 66 per cent.
Batho Pele promotes culture change in the public service and coordinates the dissemination of lessons in order to improve service delivery.
Service Delivery Improvement Mechanisms engages in supportive interventions and partnerships which improve efficiency and effectiveness.
Service Delivery Facilitation coordinates and facilitates short term service delivery improvement initiatives.
Community Development Workers ensures the smooth coordination and implementation of the community development workers project in the public service and local governments. Funding for all subprogrammes is mainly used for salaries and other personnel related costs.
Improve the mainstreaming and institutionalisation of Batho Pele across the 3 spheres of government through a minimum of 50 train-the-trainers programmes, 7 learning platforms, 3 service delivery review publications and a service delivery portal each year.
Improve service delivery by facilitating and coordinating the annual deployment of all senior management service staff to service delivery sites.
Improve service delivery by all national and provincial departments by providing technical assistance on developing service delivery improvement and implementation plans before May of each financial year.
Improve access to government services by publishing and disseminating a minimum of 200 000 Know Your Service Rights booklets to the general public, especially to the previously disadvantaged (through imbizos, public participation events, schools, community development workers and websites), each year.
Promote the government wide monitoring and evaluation framework by monitoring and evaluating the implementation of the community development workers programme by March 2013.
The Department of Public Service and Administration has continued to support the implementation of Batho Pele through change management engagement workshops, learning platforms and service delivery improvement plans.
In 2008, the Batho Pele change management engagement programme was rolled out to 55 municipalities in Limpopo and Free State to change the behaviour of public servants at local government level to focus on citizen centric service delivery. Best practices from four municipalities (Ugu, Tzaneen, Khara-Hais and George) have been captured on a DVD and in a booklet, which are being disseminated to all other municipalities. A Batho Pele learning network in November 2008 was attended by more than 700 delegates. The learning network aims to share best practices and offer opportunities for structured networking.
Two impact studies are in progress. The first is evaluating the impact of the Batho Pele change management engagement programme, rolled out over the last 4 years to all 3 spheres of government. The second is assessing the impact of the Khaedu (Challenge) programme on service delivery improvement. This programme aims to equip managers with the skills and competencies to add value to their deployment to service delivery sites and to identify and solve service delivery blockages in their own environments. A new strategy to align the Khaedu programme with Project Consolidate will improve sustainable municipal service delivery. The coordination of the training was handed over to the Public Administration Leadership and Management Academy, but the department will continue to coordinate the deployment of senior managers to service delivery sites.
A guide was approved, and there is a proposal to access service delivery improvement and implementation plans in the justice cluster. Continuous support is provided to departments on their plans. Although only 30 per cent of national and provincial departments submitted their plans, a directive and a guide are available for 2009/10. There is a revitalisation plan for submitting plans from 2009/10.
In 2008/09, as part of the Know Your Service Rights campaign, 60 000 booklets on the social cluster were translated into all the official languages and disseminated. A 10-episode drama series was aired on community radio stations. The booklet was also translated into all 11 official languages. There is a draft booklet on the justice cluster.
A master plan on the roles of community development workers was launched at the community development indaba in February 2008. Provincial workshops to ensure compliance took place in 2008. 3 055 community development workers were trained by September 2008, and a further 600 are enrolled in the learnership programme. They are expected to complete the training by January 2010.
Management 2.5 2.3 2.6 3.1 2.6 2.9 3.
Batho Pele 14.0 28.3 17.2 14.1 13.2 14.5 15.
Service Delivery Improvement Mechanisms 6.0 17.6 9.5 8.5 8.6 9.6 10.
Service Delivery Facilitation 0.7 2.0 1.1 1.5 1.9 2.1 2.
Community Development Workers - 1.2 8.3 4.2 6.5 7.5 8.
Advertising - 0.4 2.4 0.7 1.2 1.2 1.
Audit costs: External - 0.2 0.3 0.4 0.5 0.5 0.
Communication 0.3 3.0 0.5 0.6 0.4 0.5 0.
Computer services 0.6 12.5 0.
Consultants and professional services: Business and advisory 0.1 0.4 0.0 2.7 5.3 5.0 7.
Contractors 0.5 0.1 0.0 3.6 2.0 2.2 2.
Agency and support / outsourced services 2.8 6.9 3.
Entertainment 0.7 0.2 0.1 0.3 0.1 0.1 0.
Inventory: Stationery and printing 2.3 2.3 2.7 5.1 6.1 7.5 5.
Financial transactions in assets and liabilities - - 0.
Transfers and subsidies 0.1 0.0 0.0 0.
Public corporations and private enterprises 0.
Foreign governments and international organisations 0.0 - - 0.
Households 0.0 0.0 0.0 0.
Payments for capital assets 0.9 0.4 0.0 0.
Machinery and equipment 0.9 0.4 0.0 0.
Expenditure increased from R23.2 million in 2005/06 to R51.5 million in 2006/07, mainly due to additional funding for technical assistance to provinces and post-conflict support to the Democratic Republic of the Congo. Expenditure in the Community Development Worker subprogramme increased considerably, from R1.2 million in 2006/07 to R8.3 million in 2007/08, due to the hosting of the community development indaba in March 2008. Growth in the programme stabilise at an average annual rate of 7.7 per cent over the MTEF period.
Public Sector Anti-Corruption establishes and implements strategies to fight corruption and improve ethical conduct in the public service.
International and African Affairs establishes and maintains bilateral and multilateral relations on governance and public administration by implementing global and continental programmes and projects for improving governance and public administration.
Monitoring and Evaluation manages a system for planning, monitoring and evaluating the programmes that enable the transformation of the public sector.
African Peer Review Mechanism ensures the adoption of policies, standards and practices that lead to political stability, high economic growth, sustainable development and accelerated sub-regional and continental economic integration through sharing experiences and reinforcing successful and best practice, including identifying deficiencies and assessing capacity building needs.
Research facilitates and coordinates research within the department. This is a new subprogramme. Funding for all subprogrammes is mainly used for salaries and other personnel related expenditure.
Improve integrity in the public service by developing and implementing anti-corruption policies and capacity building programmes, designed to enhance the fight against corruption and improve ethical conduct, by April 2012.
Develop an efficient anti-corruption monitoring and evaluation system and promote national anti-corruption values and interests at regional and international levels through participation and influence in regional, continental and international structures throughout the MTEF period.
Ensure South Africa's ongoing influence in governance and public administration by mainstreaming the Batho Pele principles in regional, continental and international public administration transformation programmes.
Establish and maintain ongoing bilateral and multilateral relations on governance and public administration by mobilising resources for the implementation of critical public administration initiatives and partnerships.
Implement the department's monitoring and evaluation frameworks to improve policy implementation by developing monitoring plans and implementing capacity development plans and public participation best practice models by March 2010.
Assess performance through the public management watch system by providing ongoing analytical and evaluation reports on the impact of the Department of Public Service and Administration's policies.
Identify the deficiencies and assess the capacity needs of the African Union (AU) by developing a systematic process for generating and compiling monitoring and evaluation reports on the implementation of the African peer review mechanism's programme of action by June 2009.
Increase awareness of the African peer review mechanism by convening provincial workshops to launch the African peer review mechanism report by December 2009.
Facilitate debates and dialogue on public administration and governance by creating new knowledge and facilitating evidence based research on an ongoing basis.
In 2007/08, the Department of Public Service and Administration continued to support the Democratic Republic of the Congo's census project. The census was completed in 2 provinces.
The second draft of the public sector anti-corruption norms and standards implementation guidelines are currently under review by National Treasury's technical assistance unit. The consolidated framework for managing conflicts of interest in the public sector needs to be finalised and approved. The anti-corruption capacity requirements incorporated into the public service regulations have been amended and will be issued following legal input.
A draft report was adopted by the African peer review mechanism's National Governing Council in December 2007 to formulate partnerships between government and civil society to implement the programme of action. A popular version of the South African review of the African peer review mechanism has been drafted.
The African Association for Public Administration and Management South Africa was launched in August 2008. The Director-General of the Department of Public Service and Administration was elected chair.
The department participated in a meeting with the New Partnership for Africa's Development, the Institute for Security Studies and Burundi in August 2008 in Burundi as part of the department's contribution to postconflict reconstruction and development.
The sixth Pan African conference of African ministers of public service was hosted in October 2008 and Kenya was elected as the new chair. Among the achievements of this conference are the ministers' programme and the African Public Service Charter. The charter is being ratified by the AU.
Current payments Compensation of employees Goods and services of which: Advertising Assets less than R5 000 Catering: Departmental activities Communication Computer services Consultants and professional services: Business and advisory services Contractors Agency and support / outsourced services Inventory: Stationery and printing Lease payments Travel and subsistence Venues and facilities Transfers and subsidies Provinces and municipalities Foreign governments and international organisations Households Payments for capital assets Machinery and equipment 18.9 65.9 30.9 43.4 40.6 44.8 48.2 4.2 14.8 2.0 0.8 - 0.2 0.2 1.2 0.0 1.4 1.3 0.2 4.3 2.9 6.6 59.3 2.4 0.2 0.5 1.2 0.7 0.1 0.5 16.7 3.0 0.3 17.0 15.6 8.0 23.0 6.2 0.0 0.1 0.4 0.2 0.1 0.1 7.2 1.0 0.5 4.6 1.8 14.3 29.2 0.4 0.1 0.2 2.1 0.2 6.8 0.1 - 3.0 0.1 8.3 7.3 19.0 21.5 1.3 0.3 0.4 4.3 0.4 5.1 0.1 - 1.7 0.2 6.0 0.8 21.8 23.1 1.3 0.2 0.5 4.7 0.5 5.5 0.1 -1.8 0.2 6.4 0.9 23.7 24.4 1.3 0.2 0.5 5.1 0.5 5.7 0.1 - 1.9 0.2 6.8 1.0 0.1 0.4 0.2 0.6 0.4 0.4 0.4 0.0 0.1 - 0.0 0.4 0.0 - 0.2 - - 0.6 - - 0.4 - - 0.4 - - 0.
Total 20.1 66.6 31.2 44.1 41.0 45.3 48.
Expenditure grew at an average annual rate of 29.9 per cent between 2005/06 and 2008/09. The increase in expenditure in 2006/07 in the Public Service Anti-Corruption and African Peer Review subprogrammes is due to the once-off hosting of the Global Forum V on fighting corruption and safeguarding integrity and the additional allocations for concluding the African peer review mechanism country assessment report. Spending over the medium term in the African Peer Review Mechanism subprogramme is projected to grow at an average annual rate of 40.4 per cent due to preparations for a new review.
Growth over the MTEF period decreases at an average annual rate of 3.4 per cent.
Research and Development researches and develops sustainable models for innovative service delivery.
Solution Support and Incubation investigates, demonstrates, pilots and mainstreams innovative solutions, IT and non-IT, in the public sector.
Enabling Environment entrenches the innovation culture and ensures it is cascaded through the public sector. Funding for all subprogrammes is mainly used for salaries and other personnel related costs.
Develop sustainable models and solutions for innovative service delivery through at least 2 research and development projects per year.
Maximise the impact of the national system of innovation on the public sector by participating on the National Advisory Council on Innovation's board and in its programme.
the annual public sector innovation conference public sector innovation awards updating the United Nations Public Administration Network portal.
Create, adapt, pilot and mainstream innovative solutions in the public sector through establishing a functioning multimedia innovation centre in the first 3 months of 2009/10.
The Centre for Public Service Innovation's annual awards pay tribute to public servants, or people working closely with government, who have made a significant contribution to improving service delivery through innovative approaches, methodologies and tools. They also provide opportunities for information sharing and learning. These awards were given in October 2007 and November 2008.
The inaugural public sector innovation conference was held in 2007, and the second in November 2008. This conference creates a platform for public sector officials to share knowledge, ideas and experiences on innovation. A pocket guide on innovation management was distributed.
In 2008/09, the Centre for Public Service Innovation produced various publications to mainstream innovative, successful and appropriate solutions to service delivery challenges, for example innovation insights, the future watch series and case studies of successes in addressing innovation challenges. The Centre for Public Service Innovation is the regional partner of the UN Public Administration Network, a global online network on public administration and finance hosted by the UN. The Centre for Public Service Innovation is responsible for uploading content on the portal on behalf of the Southern Africa Development Community.
Management 4.7 6.6 11.0 18.8 3.7 4.1 4.
Computer services - 0.2 2.9 0.7 0.7 0.7 0.
Consultants and professional services: Business and advisory - 0.0 - 0.5 1.5 1.6 1.
Agency and support / outsourced services 0.7 1.3 0.
Inventory: Stationery and printing 0.6 0.4 0.9 0.2 0.3 0.3 0.
Lease payments 0.0 0.0 0.8 7.5 0.8 0.8 0.
Travel and subsistence 0.3 0.4 1.0 0.5 0.5 0.6 0.
Venues and facilities 0.6 0.2 0.6 0.2 0.3 0.3 0.
Public corporations and private enterprises - 0.
Foreign governments and international organisations 0.
Payments for capital assets 0.2 0.4 0.
Machinery and equipment 0.2 0.4 0.
The Centre for Public Service Innovation will be a separate programme from April 2009. The centre is the first government component to be established in terms of the Public Service Act (1994), as amended. History information was adjusted from the former Service Delivery Improvement programme where it was previously a subprogramme.
58.6 per cent due to a once-off additional virement to the programme in 2008/09 for securing alternative accommodation and establishing the centre. Spending over the medium term is projected to decrease at an average annual rate of 9.3 per cent.
The State Information Technology Agency was established in 1999 in terms of the State Information and Technology Agency Act (1998) as amended. It is funded through providing a broad spectrum of IT related services as stipulated in service level agreements referred to in the legislation. Furthermore, the act separates the agency's services into mandatory services and non-mandatory. The State Information Technology Agency is committed to government's IT strategy, which seeks to leverage economies of scale, enhance the interoperability of government systems, ensure system security, eliminate duplication, and advance black economic empowerment (BEE).
The strategic priorities for 2009 to 20102 are: improving financial sustainability, optimising infrastructure, extending the service footprint, modernising public service operations, reducing operational costs, achieving operational excellence, and developing and retaining personnel.
Key policy developments that impact departmental spending plans are: providing ICT connectivity and remote support to Dinaledi schools, community libraries and Thusong service centres; creating an ICT blueprint that governs the deployment of ICTs to Thusong centres and can be used as a rollout model and deploying a shared services platform to support ICTs deployed in communities; establishing an open source programme office; contributing to the development of a catalytic next generation e-government prototype; developing the framework for a new enterprise resource planning system in government (integrated financial management system); developing a government wide enterprise architecture framework; and developing a framework for adopting a service orientated architecture in government.
Value of debtors balances each year R556.3m R665m R618.2m R692.4m R775.5m R868.
Average employee satisfaction according to satisfaction index (1 to 5, with 1 as poor and 5 as excellent) 2.4 2.6 2.5 2.8 3 3.
In response to improving the efficiency and effectiveness of the agency's infrastructure, processes were documented and associated costs established in 2007/08. In line with its telecommunications and convergence strategy, the agency and its partners, Neotel and Business Connexion Group, successfully deployed a next generation network in 2003. In 2008/09, the agency piloted a performance management tool on its enterprise resource planning system and provided training.
A major challenge, shared by the public and private sectors, is the skills shortage in the ICT industry. In 2006/07, the very first GovTech conference, including a virtual ICT skills academy, was held to help with the critical skills needed. Thought leadership initiatives on ICT were also bolstered by GovTech. The State Information Technology Agency has invested substantially in training and developing its employees. In 2007/08, 2 077 employees attended various training initiatives linked to both staff and personal development plans and corporate interventions.
The State Information Technology Agency is estimated to influence approximately 30 per cent of ICT across the spheres of government. Research conducted by the agency has not established the baseline for government expenditure and the extent of the agency's involvement, which is necessary for mapping how the agency can move towards influencing 80 per cent of government's ICT expenditure.
In 2008/09, tender turnaround times were maintained at below 80 days on average. 60 per cent of goods and services valued at approximately R2 billion were bought from BEE vendors or vendors that have BEE credentials.
Integrated financial management services 1 079.3 1 189.1 1 240.9 1 315.3 1 394.3 1 477.9 1 566.
Supply chain management solution 1 643.0 1 931.5 1 932.4 2 426.9 2 617.2 2 978.8 3 264.
Business intelligence and technology architect 125.9 116.2 24.6 196.7 194.9 193.8 193.
Functional Architecture 12.4 24.6 47.8 30.0 53.7 56.9 60.
Change Management 33.4 60.6 228.6 73.3 81.3 95.4 132.
Total expense 2 894.0 3 321.9 3 474.3 4 042.2 4 341.3 4 802.8 5 217.
Non-tax revenue 2 975.4 3 465.4 3 773.5 4 248.0 4 566.8 5 023.5 5 525.
Sale of goods and services other than capital 2 903.7 3 356.6 3 607.6 4 040.5 4 365.2 4 801.7 5 281.
IT services 2 903.7 3 356.6 3 607.6 4 040.5 4 365.2 4 801.7 5 281.
Other non-tax revenue 71.7 108.8 165.9 207.5 201.6 221.8 243.
Interest, dividends and rent on land 12.4 24.6 47.8 30.0 53.7 56.9 60.
Inventory 58.3 52.6 15.9 60.0 70.0 80.0 80.
Receivables and prepayments 606.4 721.5 849.3 1 020.5 799.8 873.4 960.
Cash and cash equivalents 1 085.1 1 096.7 1 101.3 1 117.0 1 344.1 1 497.9 1 705.
Total assets 2 196.2 2 345.5 2 560.6 2 739.9 2 813.1 3 061.8 3 368.
Accumulated surplus/deficit 923.3 1 066.8 1 366.0 1 305.3 1 722.5 1 967.9 2 164.
Borrowings 31.2 26.0 20.8 15.6 10.4 5.
Post-retirement benefits 78.2 85.5 93.2 79.0 85.0 87.5 89.
Trade and other payables 1 109.5 1 107.2 1 007.1 1 250.0 953.5 955.7 1 064.
Provisions 54.0 60.0 73.5 90.0 41.7 45.5 50.
Total equity and liabilities 2 196.2 2 345.5 2 560.6 2 739.9 2 813.1 3 061.8 3 368.
Operating expenditure grew from R476 million in 2006/07 to R580 million in 2007/08, an increase of 22 per cent, and from R592 million in 2007/08 to R607 million in 2008/09, an increase of 3 per cent. The agency reflected strong growth in gross revenues for 2007/08, which increased by 9 per cent from 2006/07.
Previous cost containment initiatives are still in progress.
Surpluses grew at an average annual rate of 91.8 per cent from R81 million in 2005/06 to R299 million in 2007/08. Capital expenditure grew from R149.5 million in 2007/08 to R262 million in 2008/09, an increase of 75 per cent.
R million 2007/08 2007/08 2008/09 2008/09 1. Administration 79.3 92.6 89.3 96.4 (5.4) 91.0 91.0 2. Human Resource Management and 48.9 40.9 45.4 53.9 2.9 56.9 53.
Management of Compensation in 79.9 94.8 116.5 144.1 (1.0) 143.1 143.
Information and Technology Management 40.3 42.1 38.3 38.7 (3.7) 35.1 35.
Service Delivery Improvement throughout 66.9 65.2 38.7 39.2 (7.9) 31.3 31.
Governance for Public Service and 30.1 35.2 31.2 31.6 12.5 44.1 44.
Centre of Public Service Innovation 12.0 13.2 11.0 8.4 10.4 18.8 18.
Total 357.3 384.1 370.4 412.3 7.9 420.2 416.
Current payments Compensation of employees Goods and services Financial transactions in assets and liabilities Transfers and subsidies Provinces and municipalities Departmental agencies and accounts Public corporations and private enterprises Foreign governments and international organisations Households Payments for capital assets Machinery and equipment Software and intangible assets 335.3 380.5 366.2 388.4 28.2 416.6 410.8 99.0 236.2 - 117.7 262.8 - 115.8 250.4 0.0 125.2 263.2 - 7.9 20.3 - 133.1 283.6 - 130.6 280.
Table 9.B Summary of personnel numbers and compensation of employees Table 9.
Payments for learnerships (R million) - - 0.2 0.2 0.3 0.3 0.
Compensation of employees (R million) 72.1 92.5 115.8 133.1 137.9 159.5 171.2 Training expenditure (R million) 1.6 2.2 2.8 2.7 2.8 2.9 3.1 Training as percentage of compensation 2.2% 2.4% 2.4% 2.
Table 9.D Summary of donor fundingTable 9.D Summary of donor funding (continued)Table 9.D Summary of donor funding (continued)Table 9.
United Kingdom Integrated provincialsupport programme II Service DeliveryImprovementthroughoutGovernment 9 036 Goods andservices Programme and project management. Improved transparency and accountability. Enhanced accessibility of basic services tothe poor.
Sweden Public support in theDemocratic Republic ofthe Congo Governance for PublicService andAdministration 18 3654 Goods andservices Regional support to Democratic Republicof the Congo. Stabilisation of the country. Building confidence in the state.
African RenaissanceFund Democratic Republic ofthe Congo censusproject Governance for PublicService andAdministration 40 000 Goods andservices Regional support to Democratic Republicof the Congo. Stabilisation of the country. Building confidence in the state.
Canadian InternationalDevelopment Agency Anti-corruption capacitybuilding programme Governance for PublicService andAdministration 24 320 Goods andservices Strengthening law enforcement officials'competencies to prevent, detect, investigate, prosecute and monitorcorruption.
Deutsche Gesellschaft fürTechnischeZusammenarbeit (GTZ)Japanese InternationalCooperation Agency Human resourceplanning unit standardMonitoring andevaluation of HIV andAIDS Human resourceManagement andDevelopment inGovernmentHuman ResourceManagement andDevelopment inGovernment 200100 Goods andservicesGoods andservices Engineering public service policiesDeployment of a monitoring andevaluation expert to offer technicalassistance on monitoring and evaluation ofHIV and AIDS. Technical support andregular learning networks in South Africaand SADC countries.
Deutsche Gesellschaft fürTechnischeZusammenarbeit (GTZ) Innovation awards andBurundi post-conflictworkshop Governance for PublicService andAdministration 2 000 Goods andservices Concluded adjudication process. Convened post-conflict reconstruction anddevelopment workshop. Held All Africapublic sector innovation awards.