presentation to the standing committee on appropriations department of communications 2012/2013 turn...

PRESENTATION TO THESTANDING COMMITTEE ON APPROPRIATIONS

DEPARTMENT OF COMMUNICATIONS

2012/2013

TURN AROUND STRATEGY

14 November2012

A global leader in the development and use of Information and Communication Technologies for socio-economic development


DoC LEADERSHIP TEAMDoC LEADERSHIP TEAM

2

Rosey Sekese Director-General

Sam Vilakazi DDG: Administration

Themba Phiri DDG: ICT Policy Branch

Jabu Radebe DDG: ICT Infrastructure Branch

Gift Buthelezi DDG: ICT International Affairs & Trade

Farhad Osman CD:SPM

Alfred Mmoto CD: DG’s Office

Pearl Seopela CD: Communications

Kedibone Sekwele CD: HRM

Rebolang Soldaat D: Finance

A global leader in the development and use of Information and Communication Technologies for socio-economic development3

INTRODUCTIONINTRODUCTION

Turn-Around Strategy

The Department is currently implementing an Organisational Turn-Around Strategy which is aimed at improving Organisational Performance as a whole through implementing and monitoring interventions in the following key focus areas:

Strategic Management

Organisational Culture

Leadership and Management Development

Governance

The Turn-Around Strategy is aimed at improving programme and financial performance through focusing on issues such as strategic management, leadership, culture, governance and systems and process amongst others, which are key elements of addressing the performance of the Department in totality.

Core projects relevant to the Departments mandate are detailed in the Annual Performance Plan.


KEY FOCUS AREAS OF THE TURN-AROUND STRATEGYKEY FOCUS AREAS OF THE TURN-AROUND STRATEGY



Leadership and Management Development

Governance

e-Organisational PMS Integrated Strategic

Management Policy Operational Planning and

budgeting Management Performance

Assessment Tool (MPAT) Action Plan

Organisational Culture Survey

Culture Change Programme

Service Delivery Improvement Plan

Business Process re-engineering

Organisational Leadership Analysis

Leadership and Management Development Programme

Alignment of Individual and performance agreements to APP

Governance & Compliance Policy and Strategy

Audit CommitteeRisk Management

Committee Budget CommitteeManagement Governance

Structures


KEY INTERVENTIONS AND PROGRESS AS AT 30 SEPTEMBER 2012 (1)


FOCUS

AREASINTERVENTIONS KEY PROGRESS AS AT 30 SEPTEMBER

Strategic

Management

Electronic Organisational

Performance

Management System

(e-OPMS)

• The e-OPMS has been developed and piloted.

• Relevant training conducted.

• The e-OPMS server has been installed at DoC and the system has

been uploaded.

• System will be fully rolled out from the beginning of Quarter 3.


Policy

• The draft Integrated Strategic Management policy was developed and

approved by Top Management in July 2012.

• Implementation has commenced from August 2012

Operational Planning and

monitoring

• The Operational Plans of all the Branches were developed by 15 May

2012.

• The performance monitoring and evaluation is being periodically

conducted.

Management

Performance Assessment

Tool (MPAT)

• The MPAT Action Plan was developed and approved by Top

Management in June 2012.

• The MPAT action plan progress reports have been developed.

• The Department is in the process of completing the second self

assessment using the 2013 MPAT.




FOCUS


Organisation-

al Culture


Audit

A service provider has been appointed to conduct the Organisational

Culture Audit and implement relevant initiatives to address outcomes of

the Audit.

Re-engineer Departmental

Business Processes and

Systems

• A process to identify relevant core and support processes was initiated

stemming from which, relevant processes were identified.

• The “as-is” statuses of the identified processes have been mapped.

SDIP (Service Delivery

Improvement Plans)

• The SDIP has been finalised in consultation with DPSA.

• Monitoring of implementation will be prioritized in quarter 3.

Leadership

and

Management

Development

Leadership and

Management development

programme

• 95% of identified employees have concluded competency

assessments.

• Service provider is currently being appointed to fast track the process

of identifying competency gaps and implementation of relevant

interventions.




FOCUS


Leadership

and

Management

Development

Alignment of Individual

Performance Management

and Development System

• Quality assurance was conducted on all Performance Agreements

to ensure technical correctness and alignment with the Strategic,

Business and Annual Performance Plans.

• Training interventions are implemented in line with PDPs.

• The annual assessments for non-SMS for 2011/12 have been

concluded.

• HR is in the process of facilitating the conclusion of all 1st Semester

Performance Assessments

Governance Governance and compliance

Strategy and Policy

• The Governance and Compliance Policy has been developed and

approved and implementation has commenced.

• A Governance and Compliance Awareness programme has been

developed and approved and implementation has commenced.




FOCUS


Governance Audit Committee • The current Audit Committee (AC) is fully functional.

• Meetings are held quarterly and are conducted in line with the

approved Audit committee (AC) Charter (Terms of Reference).

Risk Management Committee • The current Risk Management Committee (RMC) is fully functional.

• Meetings are held quarterly and are conducted in line with the

approved RMC Charter (Terms of Reference) that has been

aligned with the National Treasury framework.

Budget Committee • The Budget Committee has been established.

Management Structures • All Management structures were reviewed based on its

effectiveness.

• ToRs of relevant management structures were reviewed and

implemented where applicable.


CROSS-CUTTING CHALLENGES HINDERING PERFORMANCE

CROSS-CUTTING CHALLENGES HINDERING PERFORMANCE

Despite a drastic improvement in performance, the Department is still experiencing several project specific challenges as well as the following cross-cutting challenges amongst others:

•HR capacity in certain key areas affecting our skills base to deliver on certain areas, e.g. DTT and Broadband.

•Finalisation of the Organisational structure, particularly Non-SMS level took longer than anticipated.

•Integration of the PNC into the Department as the ISAD Branch in terms of the new structure led to delays in implementing certain projects.


HR Recruitment (1)HR Recruitment (1)

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Positions Advertised

Progress to date Proposed date for finalization of appointment

4 x DDG positions

DDG ICT Policy and Strategy filled. DDG Administration has been filled

-

and DDG SOE will be interviewed before end of Financial yearDDG: Information Society and Research will be interviewed before end of Financial year

31 Dec. 2012

6 x CDs,7 x Director positions

Adverts finalized and the process has commenced including the CFO.

31 Dec. 2012

5 x Digital Migration positions advertised

1 x Technical adviser appointed1x Chief Director appointed3 X remaining positions (Project manager at DDG level, and 2 X Chief Directors will be interviewed before end of this financial year

31 Dec2012


HR Recruitment (2)HR Recruitment (2)

HR Plan:The Doc has an approved HR plan to proactively identify both current and future HR requirements, as well as potential challenges in order for the Department to consistently achieve its strategic objectives.

The HR Strategy:HR Strategy has been approved and is being implemented to ensure an integration of HR value chains in a manner that describes the future HR Processes, Procedures and Policies and to ensure that the HR Function is aligned with the Departmental Strategy. The strategy :• Identifies priority HR initiatives and the necessary outcomes to connect the HR Processes into the complex HR solutions,• Helps line managers to manage and develop their Human Resources. • Describes the HR services and their interconnections with the Departmental operations.

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SOE OVERSIGHT SOE OVERSIGHT

As part of strengthening oversight on SOEs, a new branch has been established. This branch will be headed by a DDG and its primary responsibility will be to ensure that entities are closely monitored during the execution of projects. This branch will provide insights into key areas within SOEs that are experiencing challenges and recommend corrective measures. The monitoring mechanism will enable the Department to detect early warning signals.

SOE Governance:•Fully constituted Boards•Effective Audit Committees•Strategic Planning and Monitoring•Integrated Strategic Planning (DoC & SOEs) •Presentation and Analysis of Quarterly Reports•Company Secretaries and CFO’s Forum

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CLEAN AUDITS BY 2014 CLEAN AUDITS BY 2014

The Minister has in partnership with the Auditor General initiated a process to ensure that the Department and its entities achieve clean audits by 2014. This process entails developing comprehensive action plans to address the following critical areas:-

Fair presentation of the financial statements. Compliance with Supply Chain Management Practices which

includes amongst others eradication of fruitless and wasteful, and irregular expenditure.

Performance information. Human Resource Management

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Financial ManagementFinancial Management

• In response to the AG’s findings, the Department has created a system that links budget with projects.

• Going forward into the 2013/14 FY, this system of allocating budget with projects and actual expenditure against such allocation will be automated through the Electronic Performance Management System which has already been rolled out in the current financial year.

• As part of ensuring compliance across the Board, a compulsory KPA on all manager’s Performance Agreements will be added in which relates to managing issues of irregular, unauthorised, wasteful and fruitless expenditure.

• A Budget Advisory Committee has been established which focuses on ensuring implementation of the Procurement Plan, track related expenditure and recommend interventions where necessary.

• The Demand Management function within the Department is now in place to ensure that procurement is timeously and efficiently expedited.

• Monthly financial reporting is conducted and presented at Top Management so as to proactively intervene of expenditure related issues as and when needed.

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THANK YOU

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presentation to the standing committee on appropriations department of communications 2012/2013 turn...

Documents

key interventions

strategy slide

strategy key focus areas

communication technologies

organisational turn

performance monitoring

global leader

following key focus