1. BRANCH: CORPORATE SERVICES Deputy Director-General
PRESENTATION TO THE PORTFOLIO COMMITTEE ON PROVINCIAL AND LOCAL GOVERNMENT
PROGRAMME 1
BRANCH: CORPORATE SERVICES
Mr Tozi Faba
Deputy Director-General
13 March 2007

2. STRUCTURE OF THE PRESENTATION
Purpose of Programme
Strategic Objectives
Sub-programmes and Purpose
Achievements against 2006/07 Outputs
5. Planned Outputs for 2007/08
6. Budget
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3. 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 within the Ministry and the Department.
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4. 2. STRATEGIC OBJECTIVES
Monitor performance, evaluate service delivery and communicate development.
Strengthen dplg organisational capacity and capability.
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5. 3. SUB-PROGRAMMES AND PURPOSE (Cont.)
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.
Internal Communication
To render corporate brand management and internal communication services.
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6. 3. SUB-PROGRAMMES AND PURPOSE (Cont.)
Marketing and Communication
To co-ordinate the development and implementation of a Marketing and Communication Strategy.
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7. 4. ACHIEVEMENTS AGAINST 2006/07 OUTPUTS (Cont.)
Internship Programme implementation according to the needs of the Branches.
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 fora 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 fora have been established which provide support to IGR.
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8. 4. ACHIEVEMENTS AGAINST 2006/07 OUTPUTS
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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9. 5. STRATEGIC PRIORITIES FOR THE 2007/08 FINANCIAL YEAR (Cont.)
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 dplg’s service providers.
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10. 5. STRATEGIC PRIORITIES FOR THE 2007/08 FINANCIAL YEAR (Cont.)
Develop a comprehensive HRM&D strategy
Recruitment strategy
Career development
Succession planning
Retention strategy
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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11. 5. 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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12. 5. STRATEGIC PRIORITIES FOR THE 2007/08 FINANCIAL YEAR
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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13. 6. STRUCTURE AND STAFFING (Cont.)
Post Level
Female
Male
Total
African
Coloured
Asian
White
1 – 2 7
14 (4.4%)
3 – 5 47 1 2 27 3
80 (25.2%)
6 – 8 43 17 15
82 (259%)
9 – 12 59 4 13 53
141 (44.5%)
Total: Post levels 1-12
156
(49.2%) 6
(1.9%)
(0.6%) 32
(10.1%)
102
(32.1%) 9
(2.9%)
(0.3%)
317
(100%)
SMS Band A 18 24 8
62 (64.6%)
SMS Band B 12
28 (29.2%)
SMS Band C
(4.1%)
SMS Band D
(2.1%)
Total: SMS
(28.1%)
(3.1%)
(0%) 38
(39.6%)
6.3(%)
(6.3%)
(12.5%)
96 (100%)
Total: All posts
183
(44.3%)
(0.5%) 36
(8.8%)
140
(33.9%)
(3.6%)
(1.7%) 21
(5.1%)
413 (100%)
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14. 6. STRUCTURE AND STAFFING (Cont.)
Post Category
1 April 2006
28 February 2007
Number of approved posts
Number of filled posts
Number of vacancies
SMS
120 90 30
129
101 28
Middle Management 93 78 15 91 13
Lower Posts
259
231
280
221 59
TOTAL
472
399 73
500
400
100
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 1 post.
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15. 7. Representivity profile on SMS level compared with Public Service targets, as at 28 February 2007
CATEGORY
PUBLIC SERVICE AND dplg TARGETS
POSITION AS AT
GAP
Black People (African, Coloured and Asian) at SMS level
75%
86%
+11%
Women at Management level
50%
35.%
-15%
People with Disabilities 2%
0.5%
-1.5%
Analysis:
The dplg has exceeded the 75% Public Service black people at management level.
The dplg has not met the Public Service 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%.
On 28 February 2006, the profile for People with Disability was 0.5%. The Employment Equity plan and strategy have been revised to also address this gap of -1.5%.
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16. Medium-term estimates
9. BUDGET
Corporate Services
 2006/07
2007/08
2008/09
2009/10
Adjusted
appropriation
Medium-term estimates
MTEF Baseline
Minister
938
985
1,034
Deputy Minister
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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17. 9.1 Budget Analysis for 2006/07 Thank you!
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!
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