Department of Human Settlements Update on the Turn-Around Strategy and Structure

1. Department of Human Settlements Update on the Turn-Around Strategy and Structure 1 Confidential

2. The Strategic Intent - Turn Around Strategy The Departmental Turnaround Strategy was based on the following principles and objectives: The expanded mandate of the Department from �Housing to Human Settlements� Focused transformation of the property market incorporating the plan for the creation of sustainable human settlements. Equity in the utilization of land and other state and government resources to ensure the achievement of government development outcomes The previous mandate was narrow and based on facilitation and provision of policy guidelines, funding and monitoring and evaluation with the current concurrent legislative and policy framework. 2 Confidential

3. The strategy moves from a welfare development paradigm to developmental paradigm with a strong awareness to the role of the economy and the relations with Human Settlements. Focus attention on Human Settlements as a lever in the facilitation of state investment, mobilize private investment, regulate the urban development environment and facilitate (i) State investments (ii) Facilitate economic development (iii) Facilitate social cohesion. This is the improved focus in Human Settlements, the Housing Act fall too short on the realization of the above expanded mandate, hence a parallel process to amend the Housing Act  3 Confidential

4. There was a necessity to review the current national human settlement mandate and strategy and subsequently review the macro organizational structure to respond to the issues emanating from the shift in emphasis. There was also a need to rationalize the current resources for optimum utilization. Broader strategic objectives in line with the SMART principles became necessary. Revision of the Delivery Model and Value Chain. 4 Confidential

5. 5 The transfer of Sanitation function necessitated the revision of the human settlement delivery model and the value- chain in terms of: Coordination with all critical role players for seamless delivery of the services both functionally and administratively. Confidential

6. Process The principle guiding planning is that Strategy precede functions and functions precede implementation as per the human settlement value chain and the provisions of the Public Finance Management Act (PFMA) In each branch has a focused research function. The research function has been decentralized except in the support function and is aimed at enhancing specific competencies relevant to that Branch to enhance delivery 6 Confidential

7. Revised Branch and Functions The Program Management Unit (PMU) will encompass all delivery functions. The principle used to amalgamate monitoring & evaluation into the PMU with monitoring and evaluation as a function focusing on project and programme monitoring and reporting and related functions are clustered together for better management and reporting. These need was also identified by these Committee in the past. 7 Confidential

8. Structure of the PMU Branch 8 Confidential

9. 9 Confidential

10. Strategy and Planning: Given the historical spatial and planning distortions, this Unit will assess and support the national development strategic and planning objectives on a macro level The Branch has been enhanced with closer working relationship with Provinces and Municipalities and Stakeholder with a focused intergovernmental and stakeholder function. 10 Confidential

11. The Smart Principle To ensure that the Human Settlements Strategy fully encompasses the SMART principles in terms of targets or key deliverables being: Simple; Measurable ; Realistic; and Time bound 11 Confidential

12. Linkages to Outcome 8 Outcome 8 is supported in terms of: Capacity which is entails, the responsive Competency Framework, adequately capacitated human resources, and supportive Policies and Procedures. Strategy and Planning which provides technical support to provincial business plans and approve spatial plans to meet the Outcome 8 targets. Leadership in the management, disbursement, monitoring and evaluation on performance of the grants(s). The Department�s position on synergy in the three spheres is being reasserted. 12 Confidential

13. The Current Structure 13 Confidential

14. Proposed Structure  14 Confidential

15. 15 Confidential

16. Critical Success Factors Deliver human settlements through ongoing stakeholder management on an inter-departmental, inter-sphere, private sector and community involvement basis - - Collaborate, Co-operate and Co-ordinate; Ensure the mandated outcomes are effected in the strategic plans as planning and delivery guidelines or templates;. 16 Confidential

17. Adequately configured funding mechanisms for Department programme and projects and ensure the correct application and payments of the funds based on delivery targets; Policy, Legislative and Regulatory framework in place to adequately meet the needs of the Department in implementing the new mandate; 17 Confidential

18. Establish a PMO / PMU capability in the DHS to facilitate the execution, progress monitoring and reporting of human settlements initiatives on a National basis; Implement a continuous, integrated planning cycle approach across the Department and its stakeholders; 18 Confidential

19. Develop capacity and capability, skill, information and systems within DHS to assist in the achievement of the mandated outcomes; Implement a Corporate Performance Management and Monitoring mechanism to ensure delivery of the DHS strategy at all levels of the department; 19 Confidential

20. Realignment and Best Practice It is standard practice and procedure that in the event of an anticipated restructuring/re-alignment a moratorium is placed on the filling of non-critical posts. Only post that are critical and might not be affected by the proposed change are filled. 20 Confidential

21. Staffing of the Office of the DG The office of the DG is staffed according to standard benchmark in the Public Service. The magnitude of work , the delegations of authority, and other imperatives informs the resourcing of the office in terms of capacity and other operational resources. There are two Chief Directorates and Five Directors employed on a permanent basis and two officials are employed on contract. 21 Confidential

22. Progress to Date Required concurrence has been sought from the Minister of Public Service and Administration. The process is at an advance stage awaiting the Minister of Public Service and Administration�s concurrence. There has been consultations and advise by the assessors of the structure in DPSA prior to advice to the Minister of DPSA. It should be noted that the DPSA will only concur , and advise the Department will final approval that of the Minister of Human Settlement. 22 Confidential

23. Conclusion These changes will provide a strong foundation for the realization of the Departmental vision and mission. The Department will be positioned to regulate and lead the sector in developmental service excellence. The Department will be better placed to facilitate and coordinate program performance to realize Government outcome objectives and targets. Provide support and leadership in line with authority aligned to planning, funding, implementation and performance.  23 Confidential

24. It is our view then that the Macro Electoral mandate has been translated into a functional organogram to achieve the Outcome 8 objectives and targets. That good practice is adhered to and lessons will be applied to planning, funding and implementation. 24 Confidential

25. Thank You 25 Confidential