DEPARTMENT OF PUBLIC WORKS PRESENTATION TO THE SACPCMP BUTCHER MATUTLE DEPUTY DIRECTOR-GENERAL: REGIONAL COORDINATION
|
|
- Coral Mathews
- 5 years ago
- Views:
Transcription
1 DEPARTMENT OF PUBLIC WORKS PRESENTATION TO THE SACPCMP BUTCHER MATUTLE DEPUTY DIRECTOR-GENERAL: REGIONAL COORDINATION 13 JUNE 2013
2 Contents of this presentation 1. Executive Summary 2. Context for the Turnaround Strategy and 7-year plan 3. Strategic Priorities and alignment with MTSF, NDP, SPP, APP 4. High-Level approach and timeline 5. Project structure and resourcing 6. Change Management and organisational ownership 7. Risk management and stakeholder relations 8. Project plans 9. Budget This presentation provides only a brief overview of the turnaround strategy and 7- year plan. It has been compiled using excerpts from the comprehensive documents. 2
3 Executive Summary
4 Executive Summary (1) 1. Driven by eight consecutive years of under-performance, evidenced by progressively worse audits, the DPW launched a turnaround project in The project aims to restore the department to organisational health across all perspectives. 2. Prior attempts at change have proved unsuccessful, largely owing to leadership instability and ineffective change management, resulting in a lack of ownership by the organisation. 3. The change required is significant and touches on all areas of the organisation as well as the way in which it does business. 4. The project has been structured in 3 phases, the first of which focusses on stabilisation. This is crucial to establish a stable base for subsequent far-reaching changes. This phase is already under way and runs until 1 April
5 Executive Summary (2) 5. In tandem with the Stabilisation Phase, a long-term view of the DPW is being developed. This process has already started and has structural implications. 6. The long-term view of the DPW will focus on the effective delivery of its core mandate, ensuring that both scope and capacity exist to respond to the requirements of the NDP and national infrastructure roll-out in terms of construction projects, job creation and skills development, as well as harnessing the significant property portfolio of the state for economic development. 7. The project is championed by the Director-General and supported by the Business Improvement Unit. BIU resources are mostly internal with external experts recruited-in to provide assistance and support as necessary. Where external resources are used, active skills transfer to DPW resources has been agreed. 5
6 Executive Summary (3) 8. Ownership of each of the 23 projects is vested in the organisation rather than in the project team. This ownership has been formalised and linked to the individual performance contracts of those concerned. 9. Significant additional support is provided by other Departments including National Treasury s Technical Assistance Unit (TAU), DPSA and SARS. We are also working closely with client Departments across the various projects. 6
7 Context for the Turnaround Strategy and Seven-Year Plan
8 Context for the Turnaround Strategy and 7-year Plan (1) The issues and challenges facing the DPW are not new and the need for significant change was identified as early as Despite numerous attempts, little traction was gained in a large and dysfunctional organisation. 8
9 Context for the Turnaround Strategy and 7-year Plan (2) The key reasons for failure of previous attempts can be summarised as follows: 1. High levels of staff turnover including Leadership leading to a lack of continuity 2. Inconsistency of buy-in, understanding and commitment poor change management 3. Lack of implementation capability and capacity 4. Internal power plays and bureaucracy 5. Culture and attitude do not support or encourage change organisational inertia 6. Objectives over-optimistic and undermined by inadequate resourcing and lack of systems support 7. Change fatigue It is vital that the scope be clear, objectives are realistically achievable and the processes adopted are pragmatic for the turnaround project to have the best possible chance of success. 9
10 Strategic Priorities and Alignment
11 Strategic Priorities and Alignment (1) 1. It is vitally important that any turnaround efforts should support not only the DPW s own organisational performance but also National priorities. 2. To this end, we mapped the proposed turnaround projects against the MTSF, NDP, APP and SPP goals and objectives. 11
12 The MTSF ( ) aims to set the country on a higher and sustainable trajectory of economic growth 1. Infrastructure development will drive this process. 2. This is to be accompanied by an expanded and more diversified economic base, with unemployment, poverty and income inequality being reduced. Economic growth and development, including the creation of decent work and investment in quality education and skills development, are at the centre of government s programme. 3. In this context, the thrust of the Department of Public Works Annual Performance Plan is based on the priorities set out in the MTSF, the manner in which national and international dynamics may influence the achievement of these priorities, and the mechanisms required to plan, measure, monitor and evaluate implementation and progress in these priority areas. There is a high degree of correlation between the DPW goals and those of the MTSF. 12
13 These goals are also very similar to those articulated in our existing Strategic Plan 1. To provide strategic leadership in effective and efficient immovable asset management and in the delivery of infrastructure programmes 2. To contribute to the building of a developmental state and a comprehensive rural development framework through state assets 3. To ensure improved service delivery in all DPW programmes to meet clients expectations and leverage stakeholder relations 4. To promote an enabling environment for the creation of both short and sustainable work opportunities, so as to contribute to the national goal of job creation and poverty alleviation 5. To ensure transformation and regulation of the construction and property industries to ensure economic growth and development 6. To ensure effective corporate governance and sound resource management 13
14 The DPW is fully-committed to supporting the NDP The NDP is at the centre of our National strategic thrusts. It is a wide-ranging plan for reform that includes most of the organs of state. The DPW is fully-committed to supporting the NDP and the correlation between our strategic focus areas and the goals of the NDP is high. Within the DPW, the Office of the DG, through the BIU, is tasked with delivering the turnaround of the DPW. The overarching goal of the Turnaround Project is to return the DPW to a state of competence in the delivery of its mandate. Our turnaround is a critical element of our strategy, not an indulgence or a peripheral project. If we do not address the problems identified we will not improve. It directly affects all of us and requires active participation. With this in mind, support for the NDP will be through the various branches of the DPW rather than via the Turnaround Project. 14
15 While National priorities drive the DPW s strategic goals, the DPW goals, in turn, drive the turnaround project s focus areas The turnaround project consists of 23 discrete projects. Our key focus in the short-term, however, has been on taking control of six key areas: 1. Developing a complete and credible register of state immovable assets 2. Conducting a comprehensive audit of Leases and the establishment of a Lease Management Framework. 3. Ensuring progressively improving audit outcomes for the DPW with particular attention to processes, systems and controls and better supply chain management 4. Actively reducing fraud and corruption in the DPW 5. Meeting the needs of our Prestige clients 6. Operationalising the Property Management Trading Entity (PMTE) in terms of the DPW s mandate. These projects are necessarily underpinned by improvements in processes, systems and structures across the Department. 15
16 High-Level Approach and Timeline
17 High-level approach and timeline (1) We have launched 23 separate projects under the Turnaround umbrella. While many of these have a short lifespan limited to the Stabilisation Phase, others will continue for several years. 17
18 TRANSFORMATION AND CHANGE MANAGEMENT High-level approach and timeline (2) STABILISATION: o Improved compliance of asset register o Improved GIAMA compliance o Systems support in place o Re-engineered lease processes o Optimal organisation design finalised (OFA) o 23 x Stabilisation project phases completed o Long-term DPW turnaround plan finalised o Unqualified audit with emphasis EFFICIENCY ENHANCEMENT: o Majority of assets compliant o Expanded asset register o Effective property management trading account o Technology-based organisation o Fully-implemented new organisation design o Public Works Act in place o Unqualified audit STABILISATION EFFICIENCY ENHANCEMENT SUSTAINABILITY & GROWTH: o 95%+ of assets compliant o 100% of leases compliant o Listed PFMA property management trading entity o Municipal assets on asset register o Expansion to Provincial support o Sustainable and professional organisation SUSTAINABILITY AND GROWTH
19 Change Management and Organisational Ownership
20 Change Management and Organisational Ownership (1) There are a few key considerations worth noting before embarking on a significant change project. Large and complex projects that require significant change often fail because of 1. A lack of understanding of the broader context and how it impacts the organisation 2. A lack of understanding of the changes contemplated 3. Insufficient communication 4. Poorly defined change roles and / or processes 5. Relationships which lack a strong foundation or commitment 6. A directive rather than a consultative approach 20
21 Change Management and Organisational Ownership (2) With the above in mind, it is vital that the following elements are integrated into our change strategy: 1. Early attention to the organisational issues raised and Quick Wins identified. 2. Regular, simple and clear communication to the DPW staff regarding the scope, ambit and objectives of the change project 3. Constant reference to stakeholders and ensuring that their communications needs are being met 4. A clear plan, effectively implemented by a project team with sufficient capacity and capability 5. Clear executive ownership and championing of the change Organisational issues that need to be actively managed have already been identified via roadshows, Ministerial visits and a workshop with Regional Managers and CFOs. 21
22 Change Management and Organisational Ownership (3) 1. The BIU Change Management team is now up to its full complement of five resources: Prof Paruk, Jacob Mamobolo, Vuyo Bavuma, Sibusiso Zondi and Fikile Hugo under the direct control of the Head of the BIU, Dhaya Govender. 2. Leadership interventions are planned to enhance the understanding of change management within the leadership levels of the DPW. 3. Project champions have formally taken ownership of the 23 projects 4. Change readiness assessments are in the planning stage. 5. A change plan has been formulated and tabled. 6. Regional issues are receiving attention. Branch Regional Coordination established. 22
23 Risk Management and Stakeholder Relations
24 Impact Our project risk profile has improved. Organisational inertia and compliance remain key issues, however, and cannot be underestimated. Project Risks 1. Failure of stabilisation 2. Phase 2 failure 3. Lack of stakeholder buy-in 4. Reputational damage of failure 5. Lack of senior management buy-in 6. Insufficient project resource capacity 7. Industrial action 8. Lack of technical support capacity 9. Disinformation and leaks of classified information 10. Lack of organisational capacity (vacancies) 11. Risk of retribution 12. Organisational noncompliance / noncooperation 13. Inability to break organisational bad habits Very High High Medium Minor Negligible Highly unlikely Unlikely Possible Likely Almost Certain Probability Risks related to organisational inertia and compliance are highlighted in yellow. 9 Project risks may be summarised into three key categories: Compliance, Capacity and Support 24
25 As an integral part of the development of our strategy, we identified the stakeholders involved in the contemplated change. Stakeholders include both internal and external constituencies and are listed as the following (those highlighted in red text have yet to be effectively included): Minister, DM, DG DPW leadership National Treasury Unions Cabinet DPSA AG Portfolio Committee Staff Industry Client Departments Media Entities Project Team General Public While there may be many other stakeholders our view is that the above are the most important, or influential, in the change process. 25
26 Project Plans
27 Project Plans (1) 1. The following 2 slides present a draft representation of the likely duration of the 23 projects. 2. For the purposes of the graphic, we have adopted 3 colour codes: 1. Red = Stabilisation / fix the basics 2. Orange = Process enhancement / improve on the basics or extend the scope 3. Green = Maintain and apply continuous improvement principles 27
28 Project Plans (2) Asset Register 2 Leases 3 Clean audit of DPW and PMTE 4 Regional Operations 5 Anti-Fraud & Corruption Re-opening of 6.a workshop Building of skills in 6.b DPW 7 SCM Review Governance and Performance Compliance Review and Enforcement Bills for Parliament and policies (PMTE) Tshwane Inner City Regeneration 12 Change Management 28
29 Project Plans (3) 13 Key Account Management 14 Prestige Clients IT Platform 17 IDIP 18 PMTE 19 SIP IDT (Independent Development Trust) 21 EPWP 22 SDIP (Service Delivery Improvement Project) 23 OFA 29
30 Budget
31 Turnaround Budget to 2015/16 National Treasury approved project funding in the following annual amounts: 2012/13 R /14 R /15 R /16 R The above funding is reflected in the agreed 2012/13 MTEF. Additional funding may be required for technology systems and infrastructure. Systems and funding requirements will be developed in consultation with National Treasury. We have also asked National Treasury to approve roll-overs for several projects (IAR, Leases, Clean Audit) that started later than planned owing to protracted negotiations with Service Providers. 31
32 National Department of Public Works (NDPW) Head Office: Public Works CGO Building Cnr Bosman and Madiba Pretoria Central Private Bag X65 Pretoria 0001 Website: THANK YOU 32
2015/2020 STRATEGIC PLAN, 2016/17 ANNUAL PERFORMANCE PLAN (APP) AND 2016/18 BUDGET. April 2016
DEPARTMENT OF PUBLIC SERVICE AND ADMINISTRATION (DPSA) 2015/2020 STRATEGIC PLAN, 2016/17 ANNUAL PERFORMANCE PLAN (APP) AND 2016/18 BUDGET April 2016 PRESENTATION OUTLINE 1. Introduction 2. Alignment of
More informationUSAASA & USAF 2018/19 Annual Performance Plans Presentation to Portfolio Committee on Telecommunications and Postal Services
USAASA & USAF 2018/19 Annual Performance Plans Presentation to Portfolio Committee on Telecommunications and Postal Services Universal Access and Service to ICT for All 24 April 2018 Table of Contents
More informationPRESENTATION OF THE AUDITOR-GENERAL TO THE PORTFOLIO COMMITTEE
PRESENTATION OF THE AUDITOR-GENERAL TO THE PORTFOLIO COMMITTEE ON A PERFORMANCE AUDIT OF THE USE OF CONSULTANTS AT THE DEPARTMENT OF RURAL DEVELOPMENT AND LAND REFORM FEBRUARY 2013 1 Reputation promise/mission
More informationIFMS Scope: Modules SCM. Financial. Management (GL) Inventory. Management. Asset. Payroll. Management HRM. Procurement Management Catalogue Management
Status of IFMS IFMS Background The IFMS project is aimed at replacing aging and fragmented financial (including Payroll), supply chain and human resource (HR) management systems, and associated ageing
More informationA national infrastructure maintenance strategy for South Africa
34th WEDC International Conference, Addis Ababa, Ethiopia, 2009 WATER, SANITATION AND HYGIENE: SUSTAINABLE DEVELOPMENT AND MULTISECTORAL APPROACHES A national infrastructure maintenance strategy for South
More informationCFO I Public Works I CGO I Pretoria
CFO I Public Works I CGO I Pretoria 1 Contents Section Slide Purpose 3 4 Operating context 5 11 ICT Environment 12 25 Payment data analytics 26 33 Challenges 34 37 Interventions 38 40 Recommendations 41
More informationSOUTH AFRICAN COUNCIL FOR EDUCATORS (SACE) STRATEGIC PLAN 2011/ /2014
South African Council for Educators(SACE) STRATEGIC PLAN 2011/2012-2013/2014 1 SOUTH AFRICAN COUNCIL FOR EDUCATORS (SACE) STRATEGIC PLAN 2011/2012 2013/2014 1. Overview The South African Council for Educators
More informationDEPARTMENT OF PUBLIC WORKS PRESENTATION TO: PORTFOLIO COMMITTEE PRESENTER: MRS SASA SUBBAN DATE: 06 SEPTEMBER 2016
DEPARTMENT OF PUBLIC WORKS PRESENTATION TO: PORTFOLIO COMMITTEE DIVISION NAME: PLANNING AND PRECINCT DEVELOPMENT PRESENTER: MRS SASA SUBBAN DATE: 06 SEPTEMBER 2016 1 PURPOSE To appraise the Portfolio Committee
More informationCommonwealth of Australia 2007 ISBN X
Australian National Audit Office business Plan 2010 2011 Commonwealth of Australia 2007 ISBN 0 642 80902X This work is copyright. Apart from any use as permitted under the Copyright Act 1968, no part may
More informationMOPAN. Institutional report. World Food Programme (WFP) Multilateral Organisation Performance Assessment Network D O N O R
COUNTRY MULTILATERAL D O N O R MOPAN Multilateral Organisation Performance Assessment Network Institutional report World Food Programme (WFP) Executive Summary. 2013 B. MOPAN COMMON APPROACH 2013 WFP COUNTRY
More informationfacilitating predictable outcomes in a constantly changing environment Establishing a Standard Chart of Accounts (SCOA)
facilitating predictable outcomes in a constantly changing environment Establishing a Standard Chart of Accounts (SCOA) A standard chart of accounts (SCOA) is a discrete set of items, or general-ledger
More informationAuditing compliance with anti-corruption requirements: South African Public Service case study. Ethics Officer Learning Forum - October 2010
Auditing compliance with anti-corruption requirements: South African Public Service case study Ethics Officer Learning Forum - October 2010 Kris Dobie www.ethicsa.org Background DPSA project (supported
More information2013/14 Annual Report of the Department of Public Enterprises. Presentation to Portfolio Committee
2013/14 Annual Report of the Department of Public Enterprises Presentation to Portfolio Committee CONTENTS About the Department Highlight of key compliance areas, achievements and challenges Financial
More informationAPPENDIX 1 DRAFT REVIEW AGAINST THE CODE OF CORPORATE GOVERNANCE
APPENDIX 1 DRAFT REVIEW AGAINST THE CODE OF CORPORATE GOVERNANCE 2016-17 Introduction The main principle underpinning the development of the new Delivering Good Governance in Local Government: Framework
More informationRole Specification: EC#
The South African National Roads Agency SOC Limited (SANRAL) is an independent, statutory company registered in terms of the Companies Act. The South African government, represented by the Minister of
More informationManager VIP Transport
Manager VIP Transport Ministerial Services and Secretariat Support, Shared Services Branch The Manager VIP Transport provides strategic leadership, oversight and management of the VIP Transport team and
More informationGUIDELINES FOR PUBLIC SECTOR REVIEWS AND EVALUATIONS
Department of the Premier and Cabinet Government of Western Australia GUIDELINES FOR PUBLIC SECTOR REVIEWS AND EVALUATIONS PUBLIC SECTOR MANAGEMENT DIVISION 19 December 2007 CONTENTS EXECUTIVE SUMMARY
More informationPROPOSAL FOR FREE WIFI TO THE DEPARTMENT OF RURAL DEVELOPMENT AND LAND REFORM (RDLR)
PROPOSAL FOR FREE WIFI TO THE DEPARTMENT OF RURAL DEVELOPMENT AND LAND REFORM (RDLR) Free WiFi For Africa NPC, trading as Project Isizwe NPO Registration 133-371 NPO 156 DORP STREET, STELLENBOSCH, 7600,
More informationBETTER PUBLIC SERVICES PAPER 2: BETTER SYSTEM LEADERSHIP
Office of the Deputy Prime Minister Office of the Minister of State Services Chair Cabinet State Sector Reform and Expenditure Control Committee BETTER PUBLIC SERVICES PAPER 2: BETTER SYSTEM LEADERSHIP
More informationManager Ministerial Resourcing
Manager Ministerial Resourcing Ministerial Services and Secretariat Support, Shared Services Branch The Manager Ministerial Resourcing provides strategic leadership, oversight and management of the Ministerial
More informationAudit of Public Participation and Consultation Activities. The Audit and Evaluation Branch
Audit of Public Participation and Consultation Activities The Audit and Evaluation Branch January 2014 Key dates Opening conference / launch memo March 2013 Audit plan sent to entity management April 2013
More informationEstablishment of SADPA
DEPARTMENT OF INTERNATIONAL RELATIONS AND COOPERATION Establishment of SADPA Presentation to the Portfolio Committee on International Relations & Cooperation 14 September 2011 1 CONTENTS South Africa and
More informationSunday 11 October 2015, Business Breakfast hosted by Velani Unlimited
Sunday 11 October 2015, Business Breakfast hosted by Velani Unlimited The third breakfast of the series was hosted by Velani Unlimited, represented by Eddie Majozi, Chairman of Velani Unlimited and Freedom
More informationANNUAL OPERATIONAL PLAN (AOP)
Department Of Public Service and Administration ANNUAL OPERATIONAL PLAN (AOP) 2015/16 The Department of Public Service and Administration's 2015/16 Annual Operational Plan (AOP) has been compiled with
More informationReleased under NSW GIPA Act GIPA Application TRA Page 1
GIPA Application TRA-000616 - Page 1 GIPA Application TRA-000616 - Page 2 Executive Summary Introduction and Context > A new IT Service Delivery (ITSD) function was established within TfNSW in 2012 as
More informationCONSTRUCTION PROCUREMENT
CONSTRUCTION PROCUREMENT [reflections on processes and lessons from the provincial IDMS] Gysbert Cronje 072 500 2257 Grysbert.Cronje@treasury.gov.za klcronje@gmail.com 8 October 2014 Locating Construction
More informationMinistry of Public Safety and Solicitor General Assistant Deputy Minister, Police Services
Ministry of Public Safety and Solicitor General Assistant Deputy Minister, Police Services The Policing and Security Branch superintends and regulates policing, law enforcement and private security within
More informationRole Specification: Chief SCM Officer EC#
The South African National Roads Agency SOC Limited (SANRAL) is an independent, statutory company registered in terms of the Companies Act. The South African government, represented by the Minister of
More informationDEPARTMENT OF PERSONNEL MANAGEMENT CORPORATE PLAN
DEPARTMENT OF PERSONNEL MANAGEMENT CORPORATE PLAN 2011 2015 RISE UP, STEP UP, SPEAK UP JOHN M KALI, OBE, SECRETARY FOR DPM Alotau CP Retreat, 28 th May 2010 MINISTER S FOREWORD I am delighted to be able
More informationBusiness Plan. Public Service Secretariat
2006-2008 Business Plan Public Service Secretariat Message from the Minister I am pleased to present the business plan for the Public Service Secretariat. The plan identifies Government s strategic direction
More information2013/14 GCIS Annual Report. Executive Committee 29 October 2014
2013/14 GCIS Annual Report Executive Committee 29 October 2014 Presentation outline Topi c/task Speaker 1. The Mandate Acting Director - General 1.2 Vision, Mission, Values Acting Director - General 1.3
More information2013/14 annual report presentation
2013/14 annual report presentation Vision and Mission Vision: The HSRC intends to serve as a knowledge hub for researchbased solutions to inform human and social development in South Africa, the African
More information24 November 2016 AUDITING OF PREDETERMINED OBJECTIVES
24 November 2016 AUDITING OF PREDETERMINED OBJECTIVES Reputation promise/mission The Auditor-General of South Africa has a constitutional mandate and, as the Supreme Audit Institution (SAI) of South Africa,
More informationDepartment of Rural Development and Land Reform
Department of Rural Development and Land Reform STRATEGIC PLAN 2010-2013 PRESENTATION TO PORTFOLIO COMMITTEE ON RURAL DEVELOPMENT AND LAND REFORM 10 March 2010 DIRECTOR GENERAL: THOZI GWANYA Outcome 7:
More informationISACA Systems Implementation Assurance February 2009
ISACA Pressures Today Pressure to increase realization of value from IT spending Pressure to deliver on IT projects at a time when resources/budgets are constrained Pressure from risk of technology-based
More informationTHE HOUSING DEVELOPMENT AGENCY. Stakeholder and Intergovernmental Relations Strategy and Engagement Plan
THE HOUSING DEVELOPMENT AGENCY Stakeholder and Intergovernmental Relations Strategy and Engagement Plan 2017 Prepared by Leago Strategy and Advisory on behalf of the Housing Development Agency CONTENTS
More informationNATIONAL DEVELOPMENT PLAN Our future - make it work
NATIONAL DEVELOPMENT PLAN 2030 Our future - make it work ORIGINS AND DEVELOPMENT OF THE NATIONAL DEVELOPMENT PLAN Origins Polokwane... Commissioners appointed by President Zuma on 11 May 2010 Asked to
More informationInternational tio Good Practice Principles for Country-Led Division of Labour and Complementarity n. Working Party on Aid Effectiveness
International tio Good Practice Principles for Country-Led Division of Labour and Complementarity n Working Party on Aid Effectiveness y on March 2009 International Good Practice Principles for Country-Led
More informationTraining and upskilling of the employed and unemployed
SKILLS DEVELOPMENT CENTRE Helping individuals to identify their skills gaps and actively address them to elevate their career trajectory Training and upskilling of the employed and unemployed The Sebata
More informationManagement Accountability Framework
Management Accountability Framework Canadian Public Sector Quality Association November 20, 2013 Presented by: Anne Casault, Director MAF Directorate, TBS Management Accountability Framework (MAF) The
More informationPanSALB OVERVIEW PRESENTATION
PanSALB OVERVIEW PRESENTATION DATE: 26 th August 2014 VENUE: PORTFOLIO COMMITTEE ON ARTS & CULTURE, PARLIAMENT PRESENTED BY: MS K MBELE (ACEO) 1. Purpose 2. Constitution of the Republic 3. PanSALB s Mandate
More informationOperations Analyst Kaitātari Whakahaere Policy Group, Policy, Regulatory and Ethnic Affairs Branch
Operations Analyst Kaitātari Whakahaere Policy Group, Policy, Regulatory and Ethnic Affairs Branch The Department s Policy Group is the primary provider of policy advice services and leadership in a large,
More informationOn the importance of Monitoring Economic Partnership Agreements:
On the importance of Monitoring Economic Partnership Agreements: Principles and concrete steps for the negotiations and beyond 1 By ECDPM March 2008 1 This is an abridged version of ECDPM Discussion Paper
More informationThe Institute of Directors of South Africa ( IoDSA ) is the convener of the King Committee and the custodian of the King reports and practice notes.
ANDULELA INVESTMENT HOLDINGS LIMITED CORPORATE GOVERNANCE Corporate Governance Overview December 2016 The Board of Directors is committed to the implementation of good corporate governance within the group
More informationThe Sustainable Development Goals in South Africa: Key actors, roles, relationships, and gaps
Briefing Note February 2017 The Sustainable Development Goals in South Africa: Key actors, roles, relationships, and gaps Summary The successful implementation and achievement of the sustainable development
More informationNATIONAL EXPORT STRATEGY
NATIONAL EXPORT STRATEGY BUILDING AN EXPORT CULTURE This document is for discussion purposes only and does not imply any engagement or liability on the part of the International Trade Centre (ITC). Copyright
More informationTUESDAY, 06 AUGUST 2013 PRETORIA
HIGH LEVEL PRESIDENTIAL MEETING WITH BUSINESS: TOWARDS AN AGENDA FOR INCLUSIVE GROWTH TUESDAY, 06 AUGUST 2013 PRETORIA 1 OVERVIEW INTRODUCTION (INSTITUTIONAL ARRANGEMENTS AND IMPLEMENTATION APPROACH )
More informationAPPENDIX 3 LOCAL CODE OF GOVERNANCE
APPENDIX 3 LOCAL CODE OF GOVERNANCE 1 What do we mean by Governance? 1. The International Framework: Good Governance in the Public Sector (CIPFA/IFAC, 2014) (the International Framework ) defines governance
More informationMaking use of Planning Policy Statement 12: Local Spatial Planning (PPS12)
Making use of Planning Policy Statement 12: Local Spatial Planning (PPS12) A CPRE campaign briefing October, 2008 1. In June 2008, the Government published a revised Planning Policy Statement 12: Local
More informationDepartment of Planning, Monitoring & Evaluation 26 April 2018 Invitation for Comments on the Draft Integrated Planning Framework Bill, 2018
Department of Planning, Monitoring & Evaluation 26 April 2018 Invitation for Comments on the Draft Integrated Planning Framework Bill, 2018 The Department of Planning, Monitoring & Evaluation (DPME) hereby
More informationNATIONAL TRANSPORT MASTER PLAN (NATMAP) 2050
NATIONAL TRANSPORT MASTER PLAN (NATMAP) 2050 K MORAPEDI and M MAKHARI* Department of Transport, P O Box X 193, Pretoria, 0001 Tel: 012 309 3907; Email: Morapek@dot.gov.za. *Department of Transport, P O
More informationDate: 01 March 2016 e: 13 October 2015 PRESENTATION: REVISED APP 2015/16
Date: 01 March 2016 e: 13 October 2015 PRESENTATION: REVISED APP 2015/16 PRESENTATION OUTLINE Background Locating DoW in NDP, MTSF Outcomes, SDG GOALS, and agenda 2063 Revised Strategic Focus NDP Priorities
More informationTECHNICAL INDICATOR DESCRIPTIONS 2016/17
TECHNICAL INDICATOR DESCRIPTIONS 2016/17 1 Programme 1: Administration 1.1 Date by which compliance documents are submitted to the DAC Compliance documents must be submitted to the DAC on specified dates
More informationTerms of References Recruitment of Consultant for PPP Legal and Institutional Framework Review Republic of Cote d Ivoire
Terms of References Recruitment of Consultant for PPP Legal and Institutional Framework Review Republic of Cote d Ivoire I. The Context After years of political instability, Cote D Ivoire has entered into
More informationEMNAMBITHI/LADYSMITH MUNICIPALITY 2011/12 IDP
PROCESS PLAN OF EMNAMBITHI/LADYSMITH MUNICIPALITY 2011/12 IDP PREPARED BY: EMNAMBITHI/LADYSMITH MUNICIPALITY ECONOMIC DEVELOPMENT P. O.BOX 3978 LADYSMITH 3370 1 TABLE OF CONTENTS SECTION ONE : BACKGROUND...3
More informationCommissioning Strategy Directorate Secondment Programme
Commissioning Strategy Directorate 2017-18 Secondment Programme 1 1 What we are looking for We are looking for dynamic and ambitious individuals who passionate about delivering transformational improvements
More informationHSRC: Democracy Governance and Service Delivery (DGSD) Unit Submission to the Appropriations Committee
HSRC: Democracy Governance and Service Delivery (DGSD) Unit Submission to the Appropriations Committee Introduction: The Medium Term Budget Policy Statement (MTBPS) delivered last week does not waiver
More informationT E A L C O N S U L T I N G L T D I S O A G U I D E
T E A L C O N S U L T I N G L T D I S O 4 4 0 0 1 A G U I D E W H A T I S I S O 4 4 0 0 1? There is much talk about collaboration but for many the concept seems ad hoc and without a clear perspective as
More informationPrincipal Advisor (Design & Innovation)
Principal Advisor (Design & Innovation) Customer Design and Uptake, Services and Access, Service Delivery and Operations The Principal Advisor (Design and Innovation) provides specialist, strategic advice
More informationSUMMARY DOCUMENT OF THE INTEGRATED TRANSPORT PLAN
SUMMARY DOCUMENT OF THE INTEGRATED TRANSPORT PLAN 2013-2018 Page i Comprehensive Integrated Transport Plan for the City of Cape Town 2013 to 2018 Summary of Public Participation 1. SUMMARY DOCUMENT OF
More informationINNOVATIVE TRAINING FOR POVERTY REDUCTION IN RURAL CENTRAL ASIA
NEWS AND VIEWS TO KEEP YOU IN THE KNOW FROM THE ETF COMMUNITY ISSUE 01 JUNE 2009 INNOVATIVE TRAINING FOR POVERTY REDUCTION IN RURAL CENTRAL ASIA This policy briefing examines the experience gained through
More informationBriefing Paper. 23 rd May 2018
Briefing Paper 23 rd May 2018 1 Briefing Paper: May 2018 People s Needs Defining Change Health Services Change Guide Introduction and Context The Irish health and social care system is prioritising person-centred
More informationExpanded Public Works Programme [EPWP] Policy
Expanded Public Works Programme [EPWP] Policy Drafted by: Michael Dennis (EPWP unit) GLOSSARY OF TERMS / DEFINITIONS EPWP THE EXPANDED PUBLIC WORKS PROGRAMME The Expanded Public Works Programme [EPWP]
More informationSenior Policy Analyst Kaitātari Kaupapahere Matua Policy Group, Policy, Regulatory and Ethnic Affairs Branch
Senior Policy Analyst Kaitātari Kaupapahere Matua Policy Group, Policy, Regulatory and Ethnic Affairs Branch The Department s Policy Group is the primary provider of policy advice services and leadership
More informationSTRATEGIES FOR MONITORING & EVALUATION CAPACITY BULDING IN SOUTH AFRICA
STRATEGIES FOR MONITORING & EVALUATION CAPACITY BULDING IN SOUTH AFRICA Prof SJH Hendricks Acting Director-General: The South African Management & Development Institute (SAMDI) Monitoring & Impact Assessment
More information1 This paper proposes a small number of discrete amendments to legislation affecting Crown entities to address specific issues in that sector.
Office of the Minister of State Services Chair, Cabinet Business Cabinet CHANGES TO LEGISLATION FOR CROWN ENTITIES Proposal 1 This paper proposes a small number of discrete amendments to legislation affecting
More informationA Framework for National Health Policies, Strategies and Plans
WORLD HEALTH ORGANIZATION (WHO) CONSULTATION DOCUMENT A Framework for National Health Policies, Strategies and Plans Draft 3 June 2010 Source: WHO 2010 1 This paper reviews current practice in and the
More informationpolicy brief Promoting a science, technology and innovation policy for inclusive development in South Africa
G KRUSS, I PETERSEN, J RUST and A TELE March 2017 Promoting a science, technology and innovation policy for inclusive in South Africa Summary South Africa is at the cutting edge of innovation policy in
More informationAustralian National Audit Office REPORT ON RESULTS OF A PERFORMANCE AUDIT OF THE STRATEGIC PLANNING FRAMEWORK. April kpmg
Australian National Audit Office REPORT ON RESULTS OF A PERFORMANCE AUDIT OF THE STRATEGIC PLANNING FRAMEWORK April 2000 kpmg Contents 1. Executive Summary... 1 Introduction...1 Objectives...1 Scope and
More informationWESTERN CAPE IMFO CONFERENCE
WESTERN CAPE IMFO CONFERENCE 02-03 JUNE 2015 PRESENTED BY RODNEY MOOLMAN The following diagram gives an overview of the legislative framework for procurement CONSTITUTION OF THE REPUBLIC OF SOUTH AFRICA
More informationThe National Climate Change Response Implementation Framework THE NATIONAL CLIMATE CHANGE RESPONSE POLICY
The National Climate Change Response Implementation Framework THE NATIONAL CLIMATE CHANGE RESPONSE POLICY AIR QUALITY LEKGOTLA 29/10/2012 Overview of presentation Background Objectives of National Climate
More informationGoverning Body 332nd Session, Geneva, 8 22 March 2018
INTERNATIONAL LABOUR OFFICE Governing Body 332nd Session, Geneva, 8 22 March 2018 Institutional Section GB.332/INS/6 INS Date: 19 February 2018 Original: English SIXTH ITEM ON THE AGENDA Results of the
More informationRelationships with Government
/ 104 11/ 106 Overview 106 Engaging with government 106 Driving compliance 107 Government priorities 108 Key government departments Material Focus Area Relationships with Government > Improving relationships
More informationJOB DETAILS. Chief Executive Officer Office of the Chief Executive Officer Office of the Chief Executive Officer NEMISA Board 15
JOB PROFILE JOB DETAILS JOB TITLE: BUSINESS UNIT: SUB-BUSINESS UNIT: REPORTS TO: JOB LEVEL: Chief Executive Officer Office of the Chief Executive Officer Office of the Chief Executive Officer NEMISA Board
More informationRealisation of the SDGs in Countries Affected by Conflict and Fragility: The Role of the New Deal Conceptual Note
Realisation of the SDGs in Countries Affected by Conflict and Fragility: The Role of the New Deal Conceptual Note This publication was made possible, in part, thanks to the generous support of the European
More informationTHE EFFECTIVE CHIEF STRATEGY OFFICER
THE EFFECTIVE CHIEF STRATEGY OFFICER Six characteristics in search of a role Patrick Foley and Neal Kissel April 2017 Management Consulting at Charles River Associates INTRODUCTION It s an increasingly
More informationBriefing to the Portfolio Committee on RTMC Annual Performance Plan 2016/17
Briefing to the Portfolio Committee on RTMC Annual Performance Plan 2016/17 Presentation by: RTMC CEO Content 1. RTMC Strategic Imperatives 2. Key Guiding Policies and Alignment to the 2016/17 APP 3. Key
More informationCore Element Assessment Tool
Core Element Assessment Tool The California Accountable Community for Health (CACHI) core element assessment tool was designed to help local collaboratives develop a shared understanding of their strengths,
More informationAudit Findings And Challenges In The Department
Briefing by the Department of Arts and Culture s Audit Committee: Audit Findings And Challenges In The Department Presented by: Ms. K. Rapoo Date: 05 April 2016 Acting Audit Committee Chairperson INTRODUCTION
More informationProposed Roads Policy for South Africa
Proposed Roads Policy for South Africa Presentation at IQPC's Africa Road & Bridge Forum 2017 Hyatt Regency Johannesburg, South Africa 30 January 2017 Whity Maphakela, 1 CONTENT Purpose Introduction Problem
More informationEMPLOYMENT POLICY IMPLEMENTATION MECHANISMS IN SOUTH AFRICA 1
EMPLOYMENT RESEARCH BRIEF EMPLOYMENT POLICY IMPLEMENTATION MECHANISMS IN SOUTH AFRICA 1 The ILO and its constituents have made significant progress in developing national employment policies (NEPs). However,
More informationPROGRAMME: STRATEGIC MANAGEMENT
PART TWO Chapter 4 PROGRAMME: STRATEGIC MANAGEMENT Purpose To ensure operations comply with the legislative and constitutional obligations, strategic objectives and national priorities of the Commission.
More informationTrusted KYC Data Sharing Framework Implementation
July 2017 Trusted KYC Data Sharing Framework Implementation Supporting Document Contents Preface... 3 1 Objective of this Document... 4 2 Evolving Benefits Provided by the Data Sharing Environment... 5
More informationSANRAL STRATEGY HORIZON SUMMARY
SANRAL STRATEGY HORIZON 2030 SUMMARY Our purpose is to deliver a safe, efficient, reliable and resilient national road transport system for the benefit of all the people of South Africa. CONTENTS OUR JOURNEY
More informationFinal Business and Regulatory Impact Assessment
Final Business and Regulatory Impact Assessment Title of Proposal Final Business and Regulatory Impact Assessment (BRIA) associated with proposed changes to the public procurement rules in Scotland. 1.
More informationManagement Response. OPEV is in fact an integral part of the Bank s Roadmap. As part of Action Area 4 of the Roadmap, it has reviewed
A F R I C A N D E V E L O P M E N T B A N K G R O U P Management Response T GROUPE DE LA BANQUE AFRICAINE DE DEVELOPPEMENT he African Development Bank welcomes this independent evaluation of its implementation
More informationHEALTH PURCHASING VICTORIA STRATEGY. December 2017
HEALTH PURCHASING VICTORIA 2018-2022 STRATEGY December 2017 CONTENTS Contents... 2 Executive Summary... 3 Operating Environment... 5 HPV Vision and Values... 9 HPV Strategy 2018-2022: Framework... 10 HPV
More informationWestern Balkans Recommendation on Public Participation
Western Balkans Recommendation on Public Participation Preamble The Ministers in charge of Public Administration Reform from Western Balkan economies, Acknowledging the Public Administration Reform as
More informationLocal Government Municipal turnaround and clean audit
Local Government Municipal turnaround and clean audit The aims of a democratic society and a growing economy can only be realised through a responsive, accountable, effective and efficient system of local
More informationSummary of Assessment
Summary of Assessment This Assessment Plan has been developed for the Senior Insurance Professional Apprenticeship standard (level 6). It has been developed by employers with support and input from training
More informationHOUSING FUTURES: DRAFT OUTLINE STAFF CHANGE MANAGEMENT PLAN Date: 2 January Target Completion Date. Implementation of the HRA Business Plan
HOUSING FUTURES: DRAFT OUTLINE STAFF CHANGE MANAGEMENT PLAN Date: 2 January 2008 Action Developing a Housing Transfer Proposal Implementation of the HRA Business Plan Target Completion Date Develop a Shared
More informationManual for writing a Strategic Programme Plan (SPP)
Manual for writing a Strategic Programme Plan (SPP) Introduction Partner organisations that seek financial support for their multi-annual programmes from Red een Kind (ReK) or Woord en Daad (WD) are requested
More informationPublic Private Partnership Procurement and Opportunities.
Public Private Partnership Procurement and Opportunities. C.J. Liebenberg. CJL Consult, Pretoria, 0039, South Africa, cliebenberg@cjlconsult.co.za ABSTRACT Pressure to improve waste management and to comply
More informationEfficient core operational services financial market operations, management of the Crown accounts and ministerial servicing.
Job Description Job Title: Principal Advisor Organisational Development Portfolio: Strategy and Performance Reports to: HR Manager Location: Wellington Date: December 2010 Treasury s Purpose The Treasury
More informationSupplementary Analysis Report: State Sector and Crown Entities Reform Bill
Supplementary Analysis Report: State Sector and Crown Entities Reform Bill Purpose The State Services Commission has prepared this Supplementary Analysis Report (SAR). On 20 December 2017, the Cabinet
More informationThe supply chain management system for the delivery and maintenance of infrastructure by organs of state
INFRASTRUCTURE DELIVERY The supply chain management system for the delivery and maintenance of infrastructure by organs of state INTRODUCTION Infrastructure comprises fixed assets that are constructed
More informationANNUAL PERFORMANCE PLAN
CELEBRATING 130 YEARS est. 1888 Government Printing Works ANNUAL PERFORMANCE PLAN 2018/2019 State Mandated Security Printer Government Printing Works ANNUAL PERFORMANCE PLAN 2018/2019 GPW ANNUAL PERFORMANCE
More informationGuiding Principles On Civil Service Reform
Guiding Principles On Civil Service Reform 2000 Contents Table 1. Background and Introduction... 3 2. The Purpose of the Guiding Principles... 3 3. Overall Approach... 3 4. Programme Design... 6 5. Implementation,
More information