PRESENTATION TO THE SELECT COMMITTEE ON LOCAL GOVERNMENT AND ADMINISTRATION

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

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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.

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2. STRATEGIC OBJECTIVE

• To strengthen dplgs organisation capability and
  performance to deliver on its mandate.

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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.

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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.

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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.

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5. STRUCTURE AND STAFFING
Post Level Female Female Female Female Male Male Male Male Total
Post Level African Coloured Asian White African Coloured Asian White Total
1 2 7 0 0 0 7 0 0 0 14 (4.4)
3 5 47 0 1 2 27 3 0 0 80 (25.2)
6 8 43 2 0 17 15 3 0 2 82 (259)
9 12 59 4 1 13 53 3 1 7 141 (44.5)
Total Post levels 1-12 156 (49.2) 6 (1.9) 2 (0.6) 32 (10.1) 102 (32.1) 9 (2.9) 1 (0.3) 9 (2.9) 317 (100)
SMS Band A 18 2 0 4 24 3 3 8 62 (64.6)
SMS Band B 7 1 0 0 12 2 3 3 28 (29.2)
SMS Band C 1 0 0 0 1 1 0 1 4 (4.1)
SMS Band D 1 0 0 0 1 0 0 0 2 (2.1)
Total SMS 27 (28.1) 3 (3.1) 0 (0) 4 (4.1) 38 (39.6) 6 6.3() 6 (6.3) 12 (12.5) 96 (100)
Total All posts 183 (44.3) 9 (2.1) 2 (0.5) 36 (8.8) 140 (33.9) 15 (3.6) 7 (1.7) 21 (5.1) 413 (100)

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STRUCTURE AND STAFFING (Cont.)
Post Category 1 April 2006 1 April 2006 1 April 2006 31 March 2007 31 March 2007 31 March 2007
Number of approved posts Number of filled posts Number of vacancies Number of approved posts Number of filled posts Number of vacancies
SMS 120 90 30 129 96 33
Middle Management 93 78 15 91 80 11
Lower Posts 259 231 28 280 237 43
TOTAL 472 399 73 500 413 87
Analysis Change since 1 April 2006 28 Additional posts have been created, of which 9 are at SMS level. Number of filled posts have increased by 14 posts. Analysis Change since 1 April 2006 28 Additional posts have been created, of which 9 are at SMS level. Number of filled posts have increased by 14 posts. Analysis Change since 1 April 2006 28 Additional posts have been created, of which 9 are at SMS level. Number of filled posts have increased by 14 posts. Analysis Change since 1 April 2006 28 Additional posts have been created, of which 9 are at SMS level. Number of filled posts have increased by 14 posts. Analysis Change since 1 April 2006 28 Additional posts have been created, of which 9 are at SMS level. Number of filled posts have increased by 14 posts. Analysis Change since 1 April 2006 28 Additional posts have been created, of which 9 are at SMS level. Number of filled posts have increased by 14 posts. Analysis Change since 1 April 2006 28 Additional posts have been created, of which 9 are at SMS level. Number of filled posts have increased by 14 posts.
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6. Representivity profile on SMS level compared
with Public Service targets, as at 31 March 2007

CATEGORY PUBLIC SERVICE AND dplg TARGETS POSITION AS AT 31.3.2007 GAP 31.3.2007
Black People (African, Coloured and Asian) at SMS level 75 83 8
Women at Management level 50 35. -15
People with Disabilities 2 0.5 -1.5

• 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.

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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
  dplgs service providers.

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STRATEGIC PRIORITIES FOR THE 2007/08 FINANCIAL
YEAR (Cont.)

• Develop a comprehensive HRMD 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)

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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.

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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.

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8. PLANNED OUTPUTS FOR 2007/08
OUTPUT TARGET
1. Enhance customer service and service delivery in respect of corporate services Service standards developed and adopted Customer satisfaction surveys for corporate services clients Report in service delivery improvement initiatives and client needs analysis
2. Develop and implement an integrated and comprehensive HRM and D strategy to enhance the effectiveness and efficiency of the dplg. Strategy developed and adopted Five year HR plan developed and adopted Realigned policies and procedures for Recruitment and selection Career management and succession planning Report and adoption of re-aligned organisational structure Interventions to address staff motivation implemented and reported on Review and enhancement of the implementation of the PMDS Batho Pele training and campaign rolled out and reported on HRIS blueprint
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PLANNED OUTPUTS FOR 2007/08
OUTPUT TARGET
3. Development of an ICT governance and an integrated, interactive and automated environment with convergence of people, information, processes and systems for the dplg. Governance framework developed and adopted Policies approved and implemented ISO2000 Cobit implemented LGRC training strategy implemented Enterprise Knowledge Repository acquired and implemented Knowledge and Information management strategy developed and implemented EDMS implemented throughout the dplg
4. Development of a standardised communication policy, protocol and ME system for the dplg to ensure streamlining and coordination across the dplg. Corporate communication policies and strategy approved and implemented Communication framework for 5 year strategic agenda developed Perception survey and other analysis reports conducted Profile of the dplg enhanced
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9. BUDGET
Corporate Services  2006/07 2007/08 2008/09 2009/10
  Adjusted appropriation Medium-term estimates Medium-term estimates Medium-term estimates
  Adjusted appropriation MTEF Baseline MTEF Baseline MTEF Baseline
  Adjusted appropriation    
Minister 938 938 985 1,034
Deputy Minister 728 728 764 802
Ministry 10,921 11,389 11,948 12,389
Management 7,554 8,571 8,992 9,324
Administration 16,987 16,948 17,790 18,446
Human Resource Man Dev 11,376 14,244 14,944 15,495
Inform Technology Man 9,339 10,498 11,014 11,420
Internal Communication 5,218 6,515 6,835 7,087
Marketing Communication 4,498 5,949 6,241 6,471
Property Management 19,886 21,492 22,547 23,379
Government Motor Transport 774 815 855 887
Acc. Supply Chain Management 13,477 15,444 16,202 16,800
Total of subprogrammes 101,696 113,531 119,116 123,534
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9.1 Budget Analysis for 2006/07
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!