PRESENTATION TO THE PORTFOLIO COMMITTEE OF PUBLIC SERVICE AND ADMINISTRATION AS WELL AS PERFORMANCE MONITORING AND EVALUATION NDPW MPAT PERFORMANCE From 2012 to 2014 PRESENTATION TO THE PORTFOLIO COMMITTEE OF PUBLIC SERVICE AND ADMINISTRATION AS WELL AS PERFORMANCE MONITORING AND EVALUATION NDPW MPAT PERFORMANCE From 2012 to 2014 Wednesday, 5 November 2014

MPAT has a relationship with outcome-based approach to performance. MPAT: management tool introduced by DPME in its quest to improve management practices. Key Performance Areas: Strategic Management, Governance and Accountability, HRM and Finance Management. MPAT: An efficient and effective public service (Outcome 12). MPAT: contribution towards building capable and developmental state. 2

Performance Context Main vote - DPW Type of opinion 2010/112011/122012/132013/14 Disclaimer QualificationUnqualified Entity -PMTE Type of opinion 2010/112011/122012/132013/14 Disclaimer Qualification Unqualified  Qualification  Disclaimer High level summary - audit performance previous years and current year

Rationale for Turnaround Organizational review and renewal that will ensure compliance with the mandate and satisfactory audits. The Department in conjunction with Technical Assistance Unit (TAU), have developed a 7 Year Plan to rebuild the Department. This requires change of the organizational processes, systems and resource perspectives as well as change to the structure, 4

Rationale for Turnaround Organizational culture and proper implementation of a performance management system that affects all areas of the Department Such change is informed by diagnostics, preceded by a range of system reviews. Key enablers throughout the three phases of the Turnaround Strategy will include Transformation and Change Management. 5

Rationale for Turnaround Given the state of the Department the scale of the Turnaround challenge is enormous, which is exacerbated by inadequate capacity within the Department Development of a complete and credible asset register Audit of Leases and Development of a Lease management framework Improved audit outcomes Implementation of the Infrastructure Delivery Management System 6

What has been achieved The first phase, ending 31 March 2014, comprising 23 key stabilization projects, was conceptualised based on the desktop audit of National Treasury’s Technical Assistance Unit (TAU), audit findings for past four financial years as well as reports from the Special Investigation Unit. Stabilised areas have created the potential for more fundamental change to bring large efficiency gains through better practice and improved policy options. 7

Cont... The second phase of the Turnaround Strategy, the Efficiency Enhancement Phase, beginning 01 April 2014 is scheduled to be completed by the end of March To ensure impact and strategic importance, 10 projects have been selected from the 23 key stabilisation projects and identified as essential drivers of the second phase. 8

Key Performance Area 1: Strategic Management (3) Three years percentage assessment 9

Key Performance Area 1: Strategic Management The Department has been able to gradually move out of the red danger zone from 2012 to Monitoring and Evaluation results are verified and audited by the Internal Audit after the endorsement of EXCO during its MPAT special meeting. 10

Interventions in poor-performing areas APP: improved linkage between the internal and external factors in development of APP Monitoring and Evaluation: resolution of requirements with Internal Audit and DPMW 11

Key Performance Area 2: Governance and Accountability (9) Three years percentage assessment 12

Key Performance Area 2: Governance and Accountability The remaining standard of non-performance is related to Access to Information as required by PAIA. The trends demonstrate that governance and accountability indicators have improved, with the majority achieving level 4 scores.. 13

Key Performance Area 2: Governance and Accountability An Action Plan is in place to address the Access to Information standard, by appointing a Deputy Information Officer. Level 4 score is dominating the graph under the 2014 cycle as a result of the Action Plan put in place to advance MPAT performance improvement. 14

Interventions in poor-performing areas SDIP: Formalisation of Service Standards and Charters with client departments and display at service points and web-sites Code of Conduct: Presentation and Education of employees on Code (will be included in Compulsory Induction Programme) 15

Interventions in poor-performing areas Appointment of ICT subcommittee of EXCO Cooperate Governance of ICT: implementation report for Corporate Governance of ICT (and Business) Implementation report for ICT Plans Cooperate Governance of ICT: improvement of CGICT Corporate Governance of Business Report on improvement of ICT alignment 16

Interventions in poor-performing areas Building capacity to execute on PAIA requirements Identify and appoint a Deputy Information Officer Develop appropriate performance agreement to execute required standards 17

Key Performance Area 3: Human Resources Management (11) Three years percentage assessment 18

Key Performance Area 3: Human Resources Management The HR unit of the department displayed significant improvement on all key performance areas since The unit has begun to eliminate level 1 scores and gradually migrating to level 4 scores in general. 19

Interventions in poor-performing areas Developing Diversity Management Framework Develop Job Access and Gender Equality Strategic Framework implementation plans and report accordingly Approval of Draft Policies Approval of draft wellness policies Approval of HIV-AIDS mainstreamed operational plan. 20

Interventions in poor-performing areas Performance Agreement of Accounting Officer Signed and submitted to PSC on time by the Office of the DG 21

Key Performance Area 4: Financial Management (9) Three years percentage assessment 22

Key Performance Area 4: Financial Management The financial administration of the department has displayed a significant improvement on the performance of most standards. This has been demonstrated by the improvement of the majority of standards from level 2 scores in The preliminary 2014 results demonstrate that the 8/9 standards achieving scores of 3 and 4, with a single level 2 score. 23

Interventions in poor-performing areas Disposal Committee Committee appointed toward end of MPAT cycle (30 September 2014) Functioning of committee will resolve MPAT requirements 24

Governance Interventions Governance, Risk and Compliance Branch Governance arrangements in DPW Oversight of the Public Entities Stand-alone Anti-Corruption Unit/Strategy National Condonement Committee on IE Clean audit strategy Accountability Management Managing for Results (integration of functions - integrating programmes and individual performance) Service Delivery Model – DPW and PMTE 25

National Department of Public Works (NDPW) Head Office: Public Works CGO Building Cnr Bosman and Madiba Pretoria Central Private Bag X65 Pretoria 0001 Website: 26