Provincial focus

KwaZulu-Natal is making strides in boosting tourism in the province

• Integrating all initiatives aimed at transforming procurement processes.

Implementation of the Empowerment Policy, Sector Codes and Charter for Property and Construction.

Establishing partnerships with key role-players to ensure growth and participation across the sectors.

The CBE has to mobilise the Building Energy Codes Programs (BECPs) to transform the built environment and to serve their legislative purposes.

JOB CREATION

In order to successfully fight unemployment and poverty, the minister feels that we need to be creative. Socio-economic transformation imperatives are such that we require employment multipliers, as well as skills transfer programmes that are dedicated to enhancing democracy and bringing about equity. He remarked that a number of Public Works Programmes were launched under the banner of Community-Based Public Works Programme (EPWP) and later the Expanded Public Works Programmes since 1994 to achieve this ideal, but the majority of South African people continue to live in poverty. And this must be tackled much more vigorously.

“In light of the persistently high rate of unemployment, EPWP and Operation Phakisa must be a major priority designed to make a significant contribution to reducing unemployment and providing livelihoods for the poor, women, youth and people with disabilities.”

IMPROVING GOVERNANCE OF ENTITIES AND PROFESSIONAL COUNCILS

Minister Nhleko raised the importance of Inter-Governmental Relations (IGR) and governance of entities as one of the critical factors towards the attainment of an effective and efficient development-oriented public service. The IGR function should develop an administrative model and strategy for the sector (including the entities). Serious consideration must be given to ensure seamless service delivery across the provinces, municipalities as well as department entities and Building Energy Codes Programs (BECPs).

The Governance, Risk and Compliance Branch, working with the IGR branch must conduct regular performance and compliance reviews of the entities in terms of relevant regulatory framework. This will be informed by development and implementation of a governance model and framework for the entities.

BUILDING CAPACITY WITHIN THE DEPARTMENT TO DELIVER THROUGH INTERNAL STRATEGIC ENABLERS

The Minister emphasised the need to have systems and processes that are aimed at supporting the implementation of the strategy. The strategy is meant at addressing both strategic and practical arrangements. Sustainability and growth will depend heavily on structural and institutional enhancements of the department.

He further emphasised the need to continue with the implementation of the Seven-year Turn-around Plan and the current Annual Performance Plans to improve the department’s operations. Some of the initiatives are already in motion, although they remain at various stages of maturity. It is therefore important for all business units to implement the listed priorities while the Project Management Office (PMO) is also giving consideration to the following key enablers to support the priorities as listed below:

Review the operating model of the Property Management Trading Entity (PMTE).

Finalise the filling of all critical Executive Management positions and remove all positions additional to the establishment, irregular secondments and contract positions.

• Finalise the Change Management process in the department to ensure stability and continuity.

Finalise the establishment of the Programme Management Office and ensure that it is fully capacitated.

Finalise all outstanding business processes and operating procedures. Audit and finalise the scoping and procurement of all Information Technology programmes to support change.

Launch and implement the Professional Services functions to build and create the capacity of the State to deliver.

• Conduct an analysis of cases in which the Ministry is involved and

utilise alternative dispute mechanisms to resolve the cases.

• Categorise cases in terms of individual, small, micro and big enterprises to detect their effect on the growth of small and micro enterprises.

• Monitor the implementation of the AG recommendations.

• Development of the Communications and Marketing Strategy.

• Rebranding the image of the department and entities.

CONCLUSION

The Minister concluded by saying that he will ensure that his department’s Policy Statement is closely matched with the government-wide Medium Term Strategic Framework (MTSF) in order to ensure that its strategy as a Ministry is aligned to the government priorities as contained in the National Development Plan.

He said that the Policy Statement will also assist in developing the department’s strategic and annual performance plans linked to the budget process.

“Even though there are no drastic changes, there is a need to ensure that we refocus our approach to our strategic imperatives of radical economic transformation, inclusive growth and job creation.”