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The Department of Labour Annual Report (Performance Information) for the Financial Year 2012/13. PRESENTATION TO THE LABOUR PORTFOLIO COMMITTEE. 2013.10.09. TABLE OF CONTENTS. 1. INTRODUCTION
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The Department of Labour Annual Report (Performance Information) for the Financial Year 2012/13 PRESENTATION TO THE LABOUR PORTFOLIO COMMITTEE 2013.10.09
TABLE OF CONTENTS • 1. INTRODUCTION • 2. PERFOMANCE EVALUATION AGAINST THE 2012/13 ANNUAL PERFORMANCE PLAN AND PERFORMANCE AGAINST THE MINISTER’S 2012 BUDGET VOTE • CHALLENGES CONTRIBUTING TO NON ACHIEVEMENTS DURING 2012/13 • COMPARATIVE ANALYSIS OF THE DOL PERFORMANCE OVER A PERIOD OF 4 YEARS (2009/10 – 2012/13)
LEGEND Performance Indicator reflects complete implementation 75 - 100% Complete Performance Indicator on track but experiencing delays 40 – 74% Complete Performance Indicator behind schedule 0 – 39% Complete
BRANCH CONTRIBUTION TOTHE ANNUAL PERFORMANCE PLAN (APP) 2012/13
ACHIEVEMENTS ON STRATEGIC OBJECTIVES DURING THE FINANCIAL YEAR 2012/13
OVERVIEW OF THE DOL’S STRATEGIC PLAN AND ESTIMATES FOR NATIONAL EXPENDITURE (ENE) KEY PEFORMANCE INDICATORS FOR 2012/2013
PERFORMANCE EVALUATION AGAINST THEANNUAL PERFORMANCE PLAN (APP) 2012/13
CHALLENGES CONTRIBUTING TO NONE ACHIEVEMENT OF SOME INDICATORS AND CORRECTIVE ACTION
CHALLENGES CONTRIBUTING TO NONE ACHIEVEMENT OF SOME INDICATORS AND CORRECTIVE ACTION
CHALLENGES FOR NONE ACHIEVEMENT OF SOME INDICATORSDURING 2012/13
2009/10 – 2012/13 PERFORMANCE 4. COMPARATIVE ANALYSIS THE DOL PERFORMANCE OVER A PERIOD OF FOUR (4) YEARS
THE DOL PERFORMANCE OVER A PERIOD OF FOUR (4) YEARS: 2009/10 – 2012/13
THE DOL YEAR-IN-YEAR PERFORMANCE: 2009/10 – 2012/13 Between 2009/10 and 2012/13 financial years, there has been a decrease in number of planned performance indicators. The decrease, however, is not positively linked to actual performance i.r.o the actual achievement of indicators.
Conclusion • We have in the Financial Year 2012/13 tried to improve our strategic plan and Annual Performance Plan with a View to Ensure that they are aligned to the SMART Principle. • We have done this with the Assistance of the National Treasury Technical Advisory Unit. • We are still of the view that there is still more work to be done around this area that should assist in ensuring that our work is measurable.
Conclusion Cont.. • We have further engaged in a number of Change Management Programmes with a View to Improve our Service Delivery Environment. • The Change Management Programmes are managed under the Shanduka Project Umbrella and will assist in ensuring that we change for the best. • The Department has again received another Award from SAIGA, which is the second Award in a space of Three Years. • The Awards from SAIGA are part of the outcomes and fruits of some of these change initiatives.
Conclusion Cont.. • We will keep on striving to improve our level of performance against predetermined objectives, targets as well as Service Delivery.