Provin­cial fo­cus

Public Sector Manager - - Contents -

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.


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.”


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.


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.


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.”

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