CORPORATE SERVICES BRANCH

1
DEPARTMENT OF MINERAL RESOURCES

• CORPORATE SERVICES BRANCH
• ANNUAL REPORT PRESENTATION TO SELECT COMMITTEE ON
  ECONOMIC DEVELOPMENT
• 27 OCTOBER 2009

2
PURPOSE

• To enable the Department to deliver on its
  mandate, by providing strategic management and
  administrative support to the Ministry and the
  Department

3
BRANCH COMPOSITION

• Strategy, Risk and Monitoring
• Strategic planning for the Dept and SOEs Depts
  risk management performance monitoring and
  reporting
• Management Services (Human Resources, Legal
  Services, Security Risk Management)
• Communication and International Coordination
• Internal and External Communication and
  International Relations (Logistics and Strategic
  relations)
• Special Projects and Special Programmes
• Gender Empowerment, Women and Youth
  mainstreaming (Internal and External)
• Ministry (Administrative)
• Link between Ministry and the admin functions

4
CUSTOMER AND STAKEHOLDER PERSPECTIVE (What are
the External and Internal Customers expectations)

• External Communicate what the department (is
  all about), (Profiling the department) and
  provision of information on opportunities, skills
  development and training opportunities - Provide
  oversight on the activities of the State Owned
  Entities on behalf of the Minister, DMR and other
  interested parties.
• INTERNAL Create an enabling environment for the
  effective and efficient service delivery

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WHAT WE HAVE DONE FOR THE EXTERNAL CUSTOMERS

• Provision of Ministerial spokesperson services,
  communication link
• Development and implementation of annual
  communication strategy Comprehensively talks to
  Governments communication strategy and other
  affected partners - addressing media liaison,
  create and maintain stakeholder relations,
  community events management, media campaigns,
  information dissemination in collaboration with
  other functions within the department and
  stakeholders
• Provide oversight on the activities of SOEs
  include monitoring administration, finance and
  legal compliance, alignment of department, SOEs
  and Government (strategic) plans, SOEs budget
  proposals, quarterly and annual performance
  reporting.

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WHAT WE HAVE DONE FOR INTERNAL CUSTOMERS

• Ensure a safe and secure environment for all DME
  officials provisions of safe working
  conditions, security services for all DME
  buildings,
• Monitor strategic planning, alignment of branch
  strategies and workplans, provide risk management
  and performance reporting by the department
  Strat plan done and tabled on time, quarterly
  monitoring of the implementation of workplans,
  accuracy of performance information
• Capacitating the department for service delivery
  Provide the department with appropriate skills,
  skills retention, training and development
• Ensure streamlining of gender and youth in our
  plans- Internal mainstreaming
• Internal communication

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INTERNAL PROCESSES PERSPECTIVE (What internal
procedures and processes we needed to implement)

• Improve our planning cycle and process(es)
• - alignment with Government objectives, SOEs
  alignment, appropriate cost allocation
• Implement best practice management strategies
• - Support and develop our management team
• Implement policies to protect vulnerable groups
  (internally and externally)
• - Align with Govt approach to vulnerable
  groups policies and structures
• - Work with vulnerable group formations
• - Learner focus week - scholarships and
  bursaries
• - Review of impact of our work on recipients
• Monitoring and evaluation

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INTERNAL PROCESSES PERSPECTIVE (What internal
procedures and processes we implemented)

• Introduction of the Balance Scorecard in our
  planning process, alignment of DME and SOEs
  planning process
• Best practice management strategies continued
  with management development Programmes, e.g. WITS
  programmes, bursaries and scholarships,
  management forums,
• Gender statistics in the department (F) 620, (M)
  574 SMS (F) 34, (M) 64
• Vulnerable groups development initiatives
• - YEM, SAWIMA, WOESA, WINSA, SAYNPS and
  Learners focus weeks

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LERNING AND GROWTH PERSPECTIVE (capacity needed
by department employees to deliver)

• Making DME an employer of choice
• - HRD budget
• - Bursaries
• - Internship Programme
• - Other HR initiatives
• Employment Relations
• Unions
• Change management
• Provision of training and development initiatives
  Bursaries and scholarships
• - Partnerships

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LERNING AND GROWTH PERSPECTIVE (capacity needed
by department employees to deliver) cont.

• Employer of choice Integrated Human Resource
  Plan addresses organisational needs analysis up
  until separation
• Promotions 666 55
• - Male 337
• - Female 329
• - Management 45
• Turnover rate 17.5
• - SMS 2.1
• - Junior staff 15.4

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LERNING AND GROWTH PERSPECTIVE (capacity needed
by department employees to deliver) cont.

• Internal training initiatives
• - department bursaries budget R1 234 686
• - Bursary budget used R1 050 255
• - departmental training and development
  budget R3 549 317
• - Training budget used R2 564 975
• - 613 officials attended (F) 289 (M) 324

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LERNING AND GROWTH PERSPECTIVE (capacity needed
by department employees to deliver) cont.

• SCHOLARSHIPS AND BUSARIES
• International
• Malaysian scholarship
• French programme 2
• National
• - Internships within DME (total 188, 19 of DME
  establishment, 16 permanent appointments,
• - INEP internships 98, 16 permanent
  appointments,
• - Goldfields internships total of 28
• - Sasol 2

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FINANCIAL PERSPECTIVE (Ensuring appropriate
budgeting, provision of adequate resources for
priorities identified0

• Compliance with related legislation, e.g. PFMA
• Value for money

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PROGRESS REPORT ON THE SPLIT OF THE DME

• Scoping analysis of functions to be split,
  capacity and development of a business case on
  the split options
• The Interim phase (until 31 March 2010) and the
  end state model.
• Departmental Work Streams implementation teams
• DOE and DME strategic planning
• Design of departmental structures - independent
• DPSA Ministers determination
• Finance provision of funds by National Treasury
• Job profiling and evaluations
• Matching and placing no job losses
• Vacancies promotions, changes, additional
  skills required
• Challenges

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• THANK YOU