BUSINESS PROCESSES, SYSTEMS, DECISION RIGHTS AND ACCOUNTABILITY Sample Clauses

BUSINESS PROCESSES, SYSTEMS, DECISION RIGHTS AND ACCOUNTABILITY. Below, the various sub-outputs of this output are described in detail: PERSAL functionality, SITA effectiveness, supply chain management, the implementation of PAIA and PAJA, delegations and decision rights, financial management, organisational design and business processes. 4.3.1 OUTPUT 3 SUB-OUTPUT 1: PERSAL FUNCTIONALITY From the assessment of the quality and the factors that contribute to inaccurate information on PERSAL it was identified that poor management is the major contributor to the inaccurate information. Accounting officers and top management are often unaware of what human resource management information could be found on PERSAL if it is properly managed, and how these reports can be used as a management tool. Improved credibility of PERSAL information would increase usage of human resource information by departments and this usage would itself improve the quality of the data (since errors would be picked up earlier). The focus in this sub-output would then be on enhancing the management of PERSAL within departments and not on the technical functionality of the system and enhance the use if of PERSAL information as a strategic resource which will encourage more attention and resources would be allocated to the management of the system and the information. a. Clarification and formalisation of roles and responsibilities in ensuring credible human resource information from PERSAL b. Identification of crucial and strategic HR information The crucial and strategic HR information would be identified and maintained in this part of the strategy. The DPSA in 2001 identified the information that was deemed as strategic and crucial to be maintained in the National Minimum Information requirements. The Western Cape Provincial Administration has embarked on a project to improve the accuracy of information and also identified the information deemed to be strategic and crucial. The DPSA also embarked on the HR Connect project in order to answer the question as to whether the Pubic Service does have the required capacity for the developmental state. Once the strategic and crucial information to focus on has been identified, an analysis should be done on the quality of this information. The services of the National Statistical System (NSS) in Statistics South Africa would be secured in this process. The South African Quality Assurance Framework (SAQAF) would be utilised. The SAQAF framework focuses on factors for example relevance, accuracy, methodologicall...

BUSINESS PROCESSES, SYSTEMS, DECISION RIGHTS AND ACCOUNTABILITY. Frontline service delivery quality and access (output 1) depends not only on human resources (output 2), but also on effective back office processes (like supply chain management, financial management), technology (SITA effectiveness) and good governance (such as the implementation of PAJA and PAIA). Often these processes are unclear, ill defined, inappropriate and/or undocumented (e.g. delegations and decision rights) which undermines the speed of service delivery as well as dilutes accountability. All these issues are dealt with in output 3: business processes, systems, decision rights and accountability The inadequacy, or sometimes complete lack, of proper financial delegations within government institutions manifests as weak accountability, which contributes to poor financial management and ultimately service delivery problems. The same situation obtains in relation to human resource and administrative delegations. Heads of Departments, in some cases, do not have sufficient human resource delegations in order to manage properly. Effective delegations therefore have the effect of enhancing accountability through clarifying the roles and responsibilities and empowering people through the devolution of powers. This facilitates sound decision making and enables officials to perform their assigned duties effectively and quickly, thus improving service delivery quality and responsiveness (output 1). Research conducted by the DPSA in 2008, indicates the following findings and challenges: (i) There is a direct relationship between the quality of delegations and the performance of departments in terms of their ranking in the Public Management Watch system. (ii) Powers and duties are sometimes over centralized by Executive Authorities and Heads of Department to the detriment of service delivery. (iii) Political leadership is a key element to promote efficient delegations to managers at the point of service delivery. (iv) Delegation register formats are inconsistent and incomplete and should also include regional and district levels. (v) Inconsistencies in delegations between the different performer levels in departments. (vi) Inadequate regulatory framework to standardize delegations and promote compliance to prescripts. In order to address the delegation challenges it is necessary to: (i) To review human resource, financial and administrative delegations in terms of the Public Service Act, Public Finance Management Act and the Municipal Finance Management Act. ...