1. PORTFOLIO COMMITTEE ON AGRICULTURE, FORESTRY AND FISHERIES PRESENTATION INTEGRATION OF THE ADMINISTRATIVE FUNCTIONS OF THE BRANCH: FISHERIES MANAGEMENT INTO THE DEPARTMENT OF AGRICULTURE, FORESTRY AND FISHERIES 4 August 2015 1

2. PRESENTATION OVERVIEW  Purpose  Background  Problem statement  Progress made  Planned interventions  Organizational Structure Reconfiguration Project Execution  Critical success factors 2

3. The purpose of this presentation is to: -  Apprise the Portfolio Committee on progress made by the Department of Agriculture, Forestry and Fisheries (DAFF) with respect to-  ensuring integration of the three broad functions of the Department, with particular reference to the Branch: Fisheries Management ;  eliminating duplication of functions, as well as  improving organizational efficiency and performance.  Seek “in principle” support for the process. PURPOSE 3

4.  In 2009, Cabinet ushered in the National Macro-Organization of the State (N-MOS) which came with macro-structural adjustment of the government machinery  DAFF was born out of this process, where the Branch Forestry from the then Department of Water Affairs and Forestry (DWAF), the Branch Fisheries Management, previously known as the Marine and Coastal Management (MCM) unit of the then Department of Environmental Affairs and Tourism (DEAT) and the former National Department of Agriculture (NDA) merged to form the Department of Agriculture, Forestry and Fisheries (DAFF)  Since this macro-restructuring of the State, and the formation of DAFF, there has been efforts to align the work of DAFF, but that came with lots of complexities  To date, there are still glaring differences on how DAFF in its three main line functions conducts its business, from strategic planning, policy development, administration of legislation, provision of services, approaches to intergovernmental, stakeholder and international relations  Poor communication and dialogue, lack of a harmonized organizational culture can be singled out as critical challenges that led to poor levels of integration and alignment within the organization BACKGROUND 4

5. Non integration and duplication of fisheries support functions Human Resources- the risk of inconsistent management practices resulting in labour unrest Legal Services – with the risk of poor legal advise to the highly litigious area in the department International relations – the risk of poorly managed multilateral and bilateral relations, leading to loss of growth opportunities Financial Management – two separate accounting systems ( oracle & BAS) Stakeholder management & communication – strategy not applied consistently Divide in leadership culture and silo mentality – which presents governance and operational challenges PROBLEM STATEMENT 5

6.  The DAFF structure is still reflective of its history with less integration in the corporate components of the structure and less organizational cohesion in the regulatory components.  The structure of DAFF is not linked to its strategy. It was inherited from previous organizations and priorities, most of whom are outdated.  A national department without a fully defined service delivery model for managing regional and provincial offices may be associated with non-compliance issues, e.g. asset management, poor customer care, etc.  An organizational structure not fully linked to strategic priorities may often result in poor accountability. This also brings about confusion, where responses are often delayed.  A structural anomaly may also lead to poor information/knowledge management.  A change management process during amalgamation was not optimally managed, resulting in resistance to change and low employee morale and productivity in some cases. PROBLEM STATEMENT…. 6

7. PROGRESS TOWARDS INTEGRATION OF BRANCH: FISHERIES MANAGEMENT HUMAN RESOURCES INFORMATION TECHNOLOGY LEGAL SERVICES FINANCE INTERNATIONAL RELATIONS Milestone achieved  Changes to reporting lines approved and implemented  Performance agreements signed with the Chief Director: Human Resources Management &Development  Matrix reporting  Integrated organizational structure approved and implemented  The budget is allocated under Corporate Services Branch  Changes to reporting lines approved and implemented  Performance agreements signed with the Chief Financial Officer  Matrix reporting  Changes to reporting lines approved, implementation in progress  Organizational structure changes made towards integration Function  Changes to reporting lines approved and implemented  Performance agreements signed with the Chief Director: International Relations COMMUNICATIONS & STAKEHOLDER RELATIONS  Changes to reporting lines approved. Implementation in progress  Matrix reporting 7

8. PROGRESS TOWARDS INTEGRATION OF BRANCH: FISHERIES MANAGEMENT …  The budget for Human Resource Management (HRM), International Relations (IR), Finance and Legal Services are still in line with the organizational structure and not the reporting lines, i.e. budget is with Fisheries and not with the relevant branches  The budget for the Information and Communication Technology (ICT) function has been aligned to the integrated organizational structure  SMS members of the Branch: Fisheries Management were consulted as part of the organizational structure reconfiguration process. Two days were spent in this exercise as compared to the 3-4 hours spent with other branches 8

9. PLANNED INTERVENTIONS TOWARDS INTEGRATION OF DAFF  The organizational structure reconfiguration project commenced in May 2015 and is due to be completed in November 2015- scope creep to be accommodated  Organized labour was consulted and invited to be part of the Project Monitoring Task Team 9

10. PROJECT EXECUTION PHASES  DISCOVERY PHASE  Project scoping and objectives confirmation workshop(s)  Stakeholder Identification and Mobilization  Information Gathering and Documentation Review  High-Level Business Process and Value-Chain Analysis & Review  Service Delivery Analysis & Review  External Stakeholder Engagement (National Treasury, Department of Public Service and Administration, Cooperative Governance and Traditional Affairs, other)  Sign-Off (Value chain analysis; Service delivery model review) 10

11. PROJECT EXECUTION PHASES  DESIGN PHASE  Develop Business Case For Organizational Structure Scenarios  Functional Structure Design  Macro Post-establishment Determination  Benchmarking (National Treasury, DPSA, Other)  Sign-off Of Approved Business Case Scenario 11

12. PROJECT EXECUTION PHASES  IMPLEMENTATION PHASE  Develop Change Management Strategy  Risk Analysis And Mitigation Strategy  Proposed Implementation Strategy  CLOSING PHASE – END NOVEMBER 2015  Report Finalization and submission  Sign-off Of Project Report/ Report Acceptance 12

13. INTENDED OUTPUTS OF THE ORGANISATIONAL STRUCTURE RECONFIGURATION PROJECT ORGANISATIONAL STRUCTURE RECONFIGURATION 3 SCENARIOS OF MACROLEVEL ORG STRUCTURES DAFF VALUE CHAIN PROCESS MACRO LEVEL BUSINESS PROCESSES DAFF SERVICE DELIVERY MODEL CHANGE MANAGEMENT STRATEGY BUY-IN BY ALL STAKEHOLDERS 13

14. CRITICAL SUCCESS FACTORS CHANGE MANAGEMENT Buy in by stakeholders Continuous Communication of the org structure reconfiguration progress Migration of current staff to the new organizational structure SUPPORT OF TOP MANAGEMENT Executive level to prioritize and participate in the process of integration ALIGNMENT OF THE ORGANISATIONAL STRUCTURE TO THE DAFF STRATEGY AND BUSINESS PROCESS MAPS Technical Task Team effectiveness Accurate mapping of business process BUDGET FOR IMPLEMENTATION OF THE REVISED ORGANISATIONAL STRUCTURE Compelling business case to secure funds from the National Treasury CAPACITY DEVELOPMENT Determination of new employee roles and responsibilities Budget for training of employees to fulfill new roles and responsibilities Executive coaching for the leadership Retraining and reskilling Filling of new posts 14

15. RECOMMENDATIONS  It is recommended that the Portfolio Committee on Agriculture, Forestry and Fisheries –  Takes note of the project aimed at the reconfiguration of the overall DAFF organisational structure, with particular reference to the Fisheries Management Branch  Supports “in principle” the process as presented. 15

16. THANK YOU SIYABULELA HA KHENSA SIYABONGA RE A LEBOGA DANKIE 16