Description
Organisational Renewal A Turn Around Strategy
DEPARTMENT OF PUBLIC WORKS, ROADS
AND TRANSPORT
ORGANISATIONAL
RENEWAL – A TURN
AROUND STRATEGY
TABLE OF CONTENTS
_________________________________________________________________________________________________________________________________________
•HIGH LEVEL SUMMARY OF ORGANISATIONAL
CHALLENGES
•THE FOUR PILLARS OF A TURN AROUND STRATEGY
(an outline)
•THE FOUR PILLARS OF A TURN AROUND STRATEGY
(Application)
•CRITICAL IMPLEMENTATION PARAMETERS
PURPOSE
OBJECTIVES OUTCOMES
• Address poor organisational
performance
• Address poor audits results
• Regain client department
confidence
• Regain confidence of the
electorate
• Achieve service delivery
objectives
• Improve audits results from a
disclaimer
• Successful implementation of
clients projects
• Bring visible quantifiable
improvements to the life of
communities
HIGH LEVEL SUMMARY OF ORGANISATIONAL
CHALLENGES
•Department received a disclaimer audit opinion from the
Auditor General
•Service delivery performance is poor and there is inefficient,
ineffective and uneconomic budget spending
•The organizational structure is not streamlined with core and
support mandates of the Department
•There is a critical shortage of technical skills required for
infrastructure service delivery programmes and support
functions
•The department is prone to corrupt and fraudulent deeds by
both employees and suppliers
•There are pending disciplinary processes and infrastructure
implementation litigation
PRINCIPLES FOR SERVICE DELIVERY IMPROVEMENT
•Quality of work
•Strengthened internal control
•High standards of efficiency,
effectiveness and economic
performance
VALUE FOR
MONEY
PROGRAMME SPECIFIC OUTCOMES
•Departmental performance that meets strategic objectives
in line with the infrastructure delivery mandate
•Strategic and Annual performance plans with planned
objectives, performance indicators and targets that satisfy
the SMART principle.
•An organizational structure that is aligned to the budget
and enhances service delivery.
•The department having the requisite critical skills to
respond to its infrastructure delivery mandate
•The department moving from a disclaimer audit outcome
to an unqualified outcome
THE FOUR PILLARS OF A TURN AROUND STRATEGY
ORGANISATIONAL RENEWAL MATRIX
FINANCE AND
GOVERNANCE
SERVICE DELIVERY
MODEL AND
PERFORMANCE
MANAGEMENT
ORGANISATIONAL
RECONFIGURATION
AND CAPACITY
BUILDING
FRAUD,
CORRUPTION AND
MISCONDUCT
THE FOUR PILLARS OF A
TURN AROUND
STRATEGY
• THE FOUR PILLARS ARE
MUTUALLY INCLUSIVE IN
THEIR APPLICATION TO THE
DEPARTMENT
• THEY NEED TO BE APPLIED
IN AN INTERGRATED AND
SEAMLESS MANNER
• THEY NEED TO BE APPLIED
AT ALL LEVELS OF THE
ORGANISATION (Including
Districts)
FINANCE AND
GOVERNANCE
SERVICE DELIVERY
MODEL AND
PERFORMANCE
MANAGEMENT
ORGANISATIONAL
RECONFIGURATION AND
CAPACITY BUILDING
FRAUD, CORRUPTION
AND MISCONDUCT
FINANCE AND GOVERNANCE
•Review Finance delegations
•Conduct Risk Assessment
•Develop and Implement an Audit plan
•Strengthen Internal Control and Risk Management
•Strengthen Contract Management
•Strengthen Records Management
•Introduce unit and programme based financial
management
•Eliminate procurement process irregularities
FINANCE AND GOVERNANCE
Applies to all programmes with specific
emphasis on FINANCE AND
CORPORATE SERVICES
SERVICE DELIVERY MODEL AND PERFORMANCE
MANAGEMENT
•MEC’s Budget Speech pronouncements
•APP and Budget reprioritization (critical milestones)
•Identify and address programme based service
delivery challenges
•Project based appraisal and service delivery
improvement plan development
•Performance contracts signing and management
•Enhance Monitoring and Evaluation
•Streamline Internal and external communication
•Streamline district coordination
SERVICE DELIVERY MODEL AND PERFORMANCE
MANAGEMENT
Applies to CORE FUNCTIONS as a
specific focus without excluding support
functions
ORGANISATIONAL RECONFIGURATION AND CAPACITY
BUILDING
•HR delegations review
•Filling critical posts
•Consolidate merger
•Streamline organisational structure including
District coordination
•Staff mobilisation and morale enhancement
•Development of Master systems plan
•Review of external capacity provision professional
services
SERVICE DELIVERY MODEL AND PERFORMANCE
MANAGEMENT
Reviewing Organisational Structure
•Identify capacity Gaps
•Develop Capacity building plan
?immediate
?medium
?long term
•Implement the plan
Human
Resource
Plan
FRAUD, CORRUPTION AND MISCONDUCT
•Implementation of all forensic investigation
reports
•Second and third layer assessment of conduct
•Respond and dispense of litigation cases
•Vetting and Financial disclosures
FRAUD, CORRUPTION AND MISCONDUCT
•Establish a task team
•Develop and implement a three month
dispensing plan
•Task team sits weekly
•Report on progress fortnightly
FRAMEWORK FOR PROGRAMME AND BUSINESS UNIT
BASED IMPLEMENTATION
•Consultative meeting with programmes and
business units to map out service delivery
processes and identify challenges
•Identify service delivery requirements
•Develop service delivery improvement plan
•Implement the plan
CRITICAL IMPLEMENTATION PARAMETERS
EXECUTING AUTHORITY IMPLEMENTATION TEAM
•Member of Executive Council
• Head of Department –
Strategic Driver
• Samuel Thobakgale -
Convener
• Mabhuti Gwavu – Assitant
convener
• Programme Manager
• Senior Managers (Per
Programme and District)
CRITICAL IMPLEMENTATION PARAMETERS
MEC AND HOD TO PROVIDE LEADERSHIP
REGULATORY
FRAMEWORK
COMPLIANCE
SERVICE DELIVERY
IMPROVEMENT
PLAN PER UNIT/
PROGRAMME
ALL UNITS
/PROGRAMME
STAFF
INVOLVEMENT
MONTHLY
PROGRESS
REPORT TO THE
MEC
HIGH LEVEL
COMMUNICATION
PLAN
END OF PRESENTATION
doc_461090281.pdf
Organisational Renewal A Turn Around Strategy
DEPARTMENT OF PUBLIC WORKS, ROADS
AND TRANSPORT
ORGANISATIONAL
RENEWAL – A TURN
AROUND STRATEGY
TABLE OF CONTENTS
_________________________________________________________________________________________________________________________________________
•HIGH LEVEL SUMMARY OF ORGANISATIONAL
CHALLENGES
•THE FOUR PILLARS OF A TURN AROUND STRATEGY
(an outline)
•THE FOUR PILLARS OF A TURN AROUND STRATEGY
(Application)
•CRITICAL IMPLEMENTATION PARAMETERS
PURPOSE
OBJECTIVES OUTCOMES
• Address poor organisational
performance
• Address poor audits results
• Regain client department
confidence
• Regain confidence of the
electorate
• Achieve service delivery
objectives
• Improve audits results from a
disclaimer
• Successful implementation of
clients projects
• Bring visible quantifiable
improvements to the life of
communities
HIGH LEVEL SUMMARY OF ORGANISATIONAL
CHALLENGES
•Department received a disclaimer audit opinion from the
Auditor General
•Service delivery performance is poor and there is inefficient,
ineffective and uneconomic budget spending
•The organizational structure is not streamlined with core and
support mandates of the Department
•There is a critical shortage of technical skills required for
infrastructure service delivery programmes and support
functions
•The department is prone to corrupt and fraudulent deeds by
both employees and suppliers
•There are pending disciplinary processes and infrastructure
implementation litigation
PRINCIPLES FOR SERVICE DELIVERY IMPROVEMENT
•Quality of work
•Strengthened internal control
•High standards of efficiency,
effectiveness and economic
performance
VALUE FOR
MONEY
PROGRAMME SPECIFIC OUTCOMES
•Departmental performance that meets strategic objectives
in line with the infrastructure delivery mandate
•Strategic and Annual performance plans with planned
objectives, performance indicators and targets that satisfy
the SMART principle.
•An organizational structure that is aligned to the budget
and enhances service delivery.
•The department having the requisite critical skills to
respond to its infrastructure delivery mandate
•The department moving from a disclaimer audit outcome
to an unqualified outcome
THE FOUR PILLARS OF A TURN AROUND STRATEGY
ORGANISATIONAL RENEWAL MATRIX
FINANCE AND
GOVERNANCE
SERVICE DELIVERY
MODEL AND
PERFORMANCE
MANAGEMENT
ORGANISATIONAL
RECONFIGURATION
AND CAPACITY
BUILDING
FRAUD,
CORRUPTION AND
MISCONDUCT
THE FOUR PILLARS OF A
TURN AROUND
STRATEGY
• THE FOUR PILLARS ARE
MUTUALLY INCLUSIVE IN
THEIR APPLICATION TO THE
DEPARTMENT
• THEY NEED TO BE APPLIED
IN AN INTERGRATED AND
SEAMLESS MANNER
• THEY NEED TO BE APPLIED
AT ALL LEVELS OF THE
ORGANISATION (Including
Districts)
FINANCE AND
GOVERNANCE
SERVICE DELIVERY
MODEL AND
PERFORMANCE
MANAGEMENT
ORGANISATIONAL
RECONFIGURATION AND
CAPACITY BUILDING
FRAUD, CORRUPTION
AND MISCONDUCT
FINANCE AND GOVERNANCE
•Review Finance delegations
•Conduct Risk Assessment
•Develop and Implement an Audit plan
•Strengthen Internal Control and Risk Management
•Strengthen Contract Management
•Strengthen Records Management
•Introduce unit and programme based financial
management
•Eliminate procurement process irregularities
FINANCE AND GOVERNANCE
Applies to all programmes with specific
emphasis on FINANCE AND
CORPORATE SERVICES
SERVICE DELIVERY MODEL AND PERFORMANCE
MANAGEMENT
•MEC’s Budget Speech pronouncements
•APP and Budget reprioritization (critical milestones)
•Identify and address programme based service
delivery challenges
•Project based appraisal and service delivery
improvement plan development
•Performance contracts signing and management
•Enhance Monitoring and Evaluation
•Streamline Internal and external communication
•Streamline district coordination
SERVICE DELIVERY MODEL AND PERFORMANCE
MANAGEMENT
Applies to CORE FUNCTIONS as a
specific focus without excluding support
functions
ORGANISATIONAL RECONFIGURATION AND CAPACITY
BUILDING
•HR delegations review
•Filling critical posts
•Consolidate merger
•Streamline organisational structure including
District coordination
•Staff mobilisation and morale enhancement
•Development of Master systems plan
•Review of external capacity provision professional
services
SERVICE DELIVERY MODEL AND PERFORMANCE
MANAGEMENT
Reviewing Organisational Structure
•Identify capacity Gaps
•Develop Capacity building plan
?immediate
?medium
?long term
•Implement the plan
Human
Resource
Plan
FRAUD, CORRUPTION AND MISCONDUCT
•Implementation of all forensic investigation
reports
•Second and third layer assessment of conduct
•Respond and dispense of litigation cases
•Vetting and Financial disclosures
FRAUD, CORRUPTION AND MISCONDUCT
•Establish a task team
•Develop and implement a three month
dispensing plan
•Task team sits weekly
•Report on progress fortnightly
FRAMEWORK FOR PROGRAMME AND BUSINESS UNIT
BASED IMPLEMENTATION
•Consultative meeting with programmes and
business units to map out service delivery
processes and identify challenges
•Identify service delivery requirements
•Develop service delivery improvement plan
•Implement the plan
CRITICAL IMPLEMENTATION PARAMETERS
EXECUTING AUTHORITY IMPLEMENTATION TEAM
•Member of Executive Council
• Head of Department –
Strategic Driver
• Samuel Thobakgale -
Convener
• Mabhuti Gwavu – Assitant
convener
• Programme Manager
• Senior Managers (Per
Programme and District)
CRITICAL IMPLEMENTATION PARAMETERS
MEC AND HOD TO PROVIDE LEADERSHIP
REGULATORY
FRAMEWORK
COMPLIANCE
SERVICE DELIVERY
IMPROVEMENT
PLAN PER UNIT/
PROGRAMME
ALL UNITS
/PROGRAMME
STAFF
INVOLVEMENT
MONTHLY
PROGRESS
REPORT TO THE
MEC
HIGH LEVEL
COMMUNICATION
PLAN
END OF PRESENTATION
doc_461090281.pdf