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The Department of Labour Annual Report (Performance Information)

The Department of Labour Annual Report (Performance Information) for the Financial Year 2012/13. PRESENTATION TO THE LABOUR PORTFOLIO COMMITTEE. 2013.10.09. TABLE OF CONTENTS. 1. INTRODUCTION

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The Department of Labour Annual Report (Performance Information)

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  1. The Department of Labour Annual Report (Performance Information) for the Financial Year 2012/13 PRESENTATION TO THE LABOUR PORTFOLIO COMMITTEE 2013.10.09

  2. TABLE OF CONTENTS • 1. INTRODUCTION • 2. PERFOMANCE EVALUATION AGAINST THE 2012/13 ANNUAL PERFORMANCE PLAN AND PERFORMANCE AGAINST THE MINISTER’S 2012 BUDGET VOTE • CHALLENGES CONTRIBUTING TO NON ACHIEVEMENTS DURING 2012/13 • COMPARATIVE ANALYSIS OF THE DOL PERFORMANCE OVER A PERIOD OF 4 YEARS (2009/10 – 2012/13)

  3. INTRODUCTION :THE DOL STRATEGIC OBJECTIVES

  4. LEGEND Performance Indicator reflects complete implementation 75 - 100% Complete Performance Indicator on track but experiencing delays 40 – 74% Complete Performance Indicator behind schedule 0 – 39% Complete

  5. BRANCH CONTRIBUTION TOTHE ANNUAL PERFORMANCE PLAN (APP) 2012/13

  6. ACHIEVEMENTS ON STRATEGIC OBJECTIVES DURING THE FINANCIAL YEAR 2012/13

  7. OVERVIEW OF THE DOL’S STRATEGIC PLAN AND ESTIMATES FOR NATIONAL EXPENDITURE (ENE) KEY PEFORMANCE INDICATORS FOR 2012/2013

  8. PERFORMANCE EVALUATION AGAINST THEANNUAL PERFORMANCE PLAN (APP) 2012/13

  9. Program 1: Administration

  10. Administration - continues

  11. Administration - continues

  12. Program 2: Inspection and Enforcement Services (IES)

  13. IES - continues

  14. IES - continues

  15. IES - continues

  16. IES - continues

  17. IES - continues

  18. IES - continues

  19. IES - continues

  20. IES - continues

  21. Program 3: Public Employment Services

  22. PES - continues

  23. PES - continues

  24. PES - continues

  25. PES - continues

  26. PES - continues

  27. Program 4: Labour Policy and Industrial Relations (LP&IR)

  28. LP & IR - continues

  29. LP&IR - continues

  30. LP&IR - continues

  31. LP&IR - continues

  32. LP&IR - continues

  33. LP&IR - continues

  34. LP & IR - continues

  35. LP & IR - continues

  36. CHALLENGES CONTRIBUTING TO NONE ACHIEVEMENT OF SOME INDICATORS AND CORRECTIVE ACTION

  37. CHALLENGES CONTRIBUTING TO NONE ACHIEVEMENT OF SOME INDICATORS AND CORRECTIVE ACTION

  38. CHALLENGES FOR NONE ACHIEVEMENT OF SOME INDICATORSDURING 2012/13

  39. 2009/10 – 2012/13 PERFORMANCE 4. COMPARATIVE ANALYSIS THE DOL PERFORMANCE OVER A PERIOD OF FOUR (4) YEARS

  40. THE DOL PERFORMANCE OVER A PERIOD OF FOUR (4) YEARS: 2009/10 – 2012/13

  41. THE DOL YEAR-IN-YEAR PERFORMANCE: 2009/10 – 2012/13

  42. THE DOL YEAR-IN-YEAR PERFORMANCE: 2009/10 – 2012/13 Between 2009/10 and 2012/13 financial years, there has been a decrease in number of planned performance indicators. The decrease, however, is not positively linked to actual performance i.r.o the actual achievement of indicators.

  43. Conclusion • We have in the Financial Year 2012/13 tried to improve our strategic plan and Annual Performance Plan with a View to Ensure that they are aligned to the SMART Principle. • We have done this with the Assistance of the National Treasury Technical Advisory Unit. • We are still of the view that there is still more work to be done around this area that should assist in ensuring that our work is measurable.

  44. Conclusion Cont.. • We have further engaged in a number of Change Management Programmes with a View to Improve our Service Delivery Environment. • The Change Management Programmes are managed under the Shanduka Project Umbrella and will assist in ensuring that we change for the best. • The Department has again received another Award from SAIGA, which is the second Award in a space of Three Years. • The Awards from SAIGA are part of the outcomes and fruits of some of these change initiatives.

  45. Conclusion Cont.. • We will keep on striving to improve our level of performance against predetermined objectives, targets as well as Service Delivery.

  46. Thank You…

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