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PRESENTATION TO THE SELECT COMMITTEE ON LOCAL GOVERNMENT AND ADMINISTRATION PROGRAMME 1

PRESENTATION TO THE SELECT COMMITTEE ON LOCAL GOVERNMENT AND ADMINISTRATION PROGRAMME 1 BRANCH: ADMINISTRATION Mr Tozi Faba Deputy Director-General 7 May 2007. dplg 7 May 2007 2. STRUCTURE OF THE PRESENTATION.

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PRESENTATION TO THE SELECT COMMITTEE ON LOCAL GOVERNMENT AND ADMINISTRATION PROGRAMME 1

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  1. PRESENTATION TO THE SELECT COMMITTEE ON LOCAL GOVERNMENT AND ADMINISTRATION PROGRAMME 1 BRANCH: ADMINISTRATION Mr Tozi Faba Deputy Director-General 7 May 2007

  2. dplg 7 May 2007 2 STRUCTURE OF THE PRESENTATION • Purpose of Programme • Strategic Objectives • Sub-programmes and Purpose • Achievements against 2006/07 Outputs • Structure and Staffing • Representivity Profile • Strategic Priorities for 07/08 financial year 8. Planned Outputs for 2007/08 9. Budget

  3. dplg 7 May 2007 3 1. PURPOSE • The purpose of the Programme is to conduct overall management of the Department, formulate internal policies, and provide for the leadership functions of the Senior Management Service within the Ministry and the Department.

  4. dplg 7 May 2007 4 2. STRATEGIC OBJECTIVE • To strengthen dplg’s organisation capability and performance to deliver on its mandate.

  5. dplg 7 May 2007 5 3. SUB-PROGRAMMES AND PURPOSE • Human Resource Management and Development • To render Organisational Development, Human Resource Management and Development services and increased Quality of Worklife within dplg. • Information Technology and Management • To oversee the development of IT Policy and implementation of Information Communication Technology services. • Marketing and Communication • To co-ordinate the development and implementation of a Marketing and Communication Strategy and render corporate brand management and internal communication services.

  6. dplg 7 May 2007 6 4. ACHIEVEMENTS AGAINST 2006/07 OUTPUTS • Internship Programme implementation according to the Branch needs. • PMDS implemented at all levels within the Department. • Virtual private Network implemented to enhance communication and access to dplg information and better capacity to communicate with stakeholders based on ‘quick access’ to information. • Established ICT Local Government in eight provinces to support service delivery (Joint venture between the dplg, SALGA and DPSA). • Developed draft guidelines regarding local communication e.g. covers communication policy, how communication structures should look at local level, described linkages to IGR. • More than 50% of district communication have been established which provide support to IGR.

  7. dplg 7 May 2007 7 4. ACHIEVEMENTS AGAINST 2006/07 OUTPUTS (Cont.) • Working towards Cabinet process of endorsement for application throughout the local sphere linking up with the provincial and national sphere approval. • 2005/06 Annual Report finalised and presented on time. • Communication Strategy approved, rolled-out to key Stakeholders and Project Consolidate Municipalities. • Continous monitoring of Risk Management through the Quarterly Review Meetings. • HRD Strategy developed and approved.

  8. dplg 7 May 2007 8 5. STRUCTURE AND STAFFING

  9. dplg 7 May 2007 9 STRUCTURE AND STAFFING (Cont.)

  10. dplg 7 May 2007 10 6. Representivity profile on SMS level compared with Public Service targets, as at 31 March 2007 • Analysis: • The dplg has exceeded the 75% Public Service target of black people at management level. • The dplg has not met the Public Service target of 50% for women at management level. Currently the gap is -15%. The Employment Equity Plan and strategy has been revised to enable the dplg to meet the new target of 50%. • The profile for People with Disability is 0.5%. The Employment Equity plan and strategy have been revised to also address this gap of -1.5%.

  11. dplg 7 May 2007 11 7. STRATEGIC PRIORITIES FOR THE 2007/08 FINANCIAL YEAR • Improve customer services and enhance service delivery. • e.g. service standards, needs assessment with clients • Enhance effective implementation and monitoring of internal administrative policies. • Apply systems, standards and specifications that enhance the quality of services delivered by dplg’s service providers.

  12. dplg 7 May 2007 12 STRATEGIC PRIORITIES FOR THE 2007/08 FINANCIAL YEAR (Cont.) • Develop a comprehensive HRM&D strategy • Recruitment strategy • Career development • Succession planning • Retention strategy • Mentoring and coaching • To align HR planning to the strategy and needs of the organisation • 3 year HR plan • Employment equity plan • Skills development plan (dplg wide)

  13. dplg 7 May 2007 13 STRATEGIC PRIORITIES FOR THE 2007/08 FINANCIAL YEAR (Cont.) • Implement an HR Information Management System to support planning and management (integrated systems). • Implement organizational development interventions that align the structure and build employee performance and motivation. • Develop and align human resources policies. • Enhance customer service and service delivery.

  14. dplg 7 May 2007 14 STRATEGIC PRIORITIES FOR THE 2007/08 FINANCIAL YEAR (Cont.) • Development of a Monitoring and Evaluation System to track communications impact. • To profile dplg in respect of key national initiatives. • Development of an ICT Governance Framework for dplg. • Enhance customer service and service delivery by developing of a Service Management Framework. • Development of a service orientated and integrated architecture framework of dplg. • Development of a Knowledge and Information System for dplg. • Facilitate and strengthen ICT Local Government Forums and participate at external ICT fora.

  15. dplg 7 May 2007 15 8. PLANNED OUTPUTS FOR 2007/08

  16. dplg 7 May 2007 16 PLANNED OUTPUTS FOR 2007/08 …

  17. dplg 7 May 2007 17 9. BUDGET

  18. 9.1 Budget Analysis for 2006/07 dplg 7 May 2007 18 The increase of 19.6% in Administration is due to: Management - Increase in the management structure of the office of the Director General and the full funding of the DDG posts for Monitoring and Evaluation and the Chief Financial Officer. Corporate Services - The increase in the total establishment necessitated an increase in the provision for telecommunication, copier services, cleaning, and security. Property Management - This function has been transferred to all national departments from the Department of Public Works and the provisions reflected were transferred with the function. The increase in the outer years of the MTEF is 3.4% and 5.3% respectively. Thank you!

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