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Department of Communications 2012/2013 Turn Around Strategy

This presentation outlines the turn around strategy implemented by the Department of Communications to improve organizational performance and address key focus areas such as strategic management, leadership, culture, governance, and systems.

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Department of Communications 2012/2013 Turn Around Strategy

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  1. PRESENTATION TO THESTANDING COMMITTEE ON APPROPRIATIONS DEPARTMENT OF COMMUNICATIONS 2012/2013TURN AROUND STRATEGY 14 November2012 A global leader in the development and use of Information and Communication Technologies for socio-economic development

  2. DoC LEADERSHIP TEAM A global leader in the development and use of Information and Communication Technologies for socio-economic development

  3. INTRODUCTION • Turn-Around Strategy • The Department is currently implementing an Organisational Turn-Around Strategy which is aimed at improving Organisational Performance as a whole through implementing and monitoring interventions in the following key focus areas: • Strategic Management • Organisational Culture • Leadership and Management Development • Governance • The Turn-Around Strategy is aimed at improving programme and financial performance through focusing on issues such as strategic management, leadership, culture, governance and systems and process amongst others, which are key elements of addressing the performance of the Department in totality. • Core projects relevant to the Departments mandate are detailed in the Annual Performance Plan. 3 A global leader in the development and use of Information and Communication Technologies for socio-economic development

  4. KEY FOCUS AREAS OF THE TURN-AROUND STRATEGY 4 A global leader in the development and use of Information and Communication Technologies for socio-economic development

  5. KEY INTERVENTIONS AND PROGRESS AS AT 30 SEPTEMBER 2012 (1) 5 A global leader in the development and use of Information and Communication Technologies for socio-economic development

  6. KEY INTERVENTIONS AND PROGRESS AS AT 30 SEPTEMBER 2012 (2) 6 A global leader in the development and use of Information and Communication Technologies for socio-economic development

  7. KEY INTERVENTIONS AND PROGRESS AS AT 30 SEPTEMBER 2012 (3) 7 A global leader in the development and use of Information and Communication Technologies for socio-economic development

  8. KEY INTERVENTIONS AND PROGRESS AS AT 30 SEPTEMBER 2012 (4) 8 A global leader in the development and use of Information and Communication Technologies for socio-economic development

  9. CROSS-CUTTING CHALLENGES HINDERING PERFORMANCE • Despite a drastic improvement in performance, the Department is still experiencing several project specific challenges as well as the following cross-cutting challenges amongst others: • HR capacity in certain key areas affecting our skills base to deliver on certain areas, e.g. DTT and Broadband. • Finalisation of the Organisational structure, particularly Non-SMS level took longer than anticipated. • Integration of the PNC into the Department as the ISAD Branch in terms of the new structure led to delays in implementing certain projects. 9 A global leader in the development and use of Information and Communication Technologies for socio-economic development

  10. HR Recruitment (1) A global leader in the development and use of Information and Communication Technologies for socio-economic development

  11. HR Recruitment (2) • HR Plan: • The Doc has an approved HR plan to proactively identify both current and future HR requirements, as well as potential challenges in order for the Department to consistently achieve its strategic objectives. • The HR Strategy: • HR Strategy has been approved and is being implemented to ensure an integration of HR value chains in a manner that describes the future HR Processes, Procedures and Policies and to ensure that the HR Function is aligned with the Departmental Strategy. • The strategy : • Identifies priority HR initiatives and the necessary outcomes to connect the HR Processes into the complex HR solutions, • Helps line managers to manage and develop their Human Resources. • Describes the HR services and their interconnections with the Departmental operations. A global leader in the development and use of Information and Communication Technologies for socio-economic development

  12. SOE OVERSIGHT • As part of strengthening oversight on SOEs, a new branch has been established. This branch will be headed by a DDG and its primary responsibility will be to ensure that entities are closely monitored during the execution of projects. • This branch will provide insights into key areas  within SOEs that are experiencing challenges and recommend corrective measures. The monitoring mechanism will enable the Department to detect early warning signals. • SOE Governance: • Fully constituted Boards • Effective Audit Committees • Strategic Planning and Monitoring • Integrated Strategic Planning (DoC & SOEs)  • Presentation and Analysis of Quarterly Reports • Company Secretaries and CFO’s Forum A global leader in the development and use of Information and Communication Technologies for socio-economic development

  13. CLEAN AUDITS BY 2014 • The Minister has in  partnership with the Auditor General initiated a process to ensure that the Department and its entities achieve clean audits by 2014. This process entails developing comprehensive action plans to address the following critical areas:- • Fair presentation of the financial statements. • Compliance with Supply Chain Management Practices which includes amongst others eradication of fruitless and wasteful, and irregular expenditure. • Performance information. • Human Resource Management A global leader in the development and use of Information and Communication Technologies for socio-economic development

  14. Financial Management • In response to the AG’s findings, the Department has created a system that links budget with projects. • Going forward into the 2013/14 FY, this system of allocating budget with projects and actual expenditure against such allocation will be automated through the Electronic Performance Management System which has already been rolled out in the current financial year. • As part of ensuring compliance across the Board, a compulsory KPA on all manager’s Performance Agreements will be added in which relates to managing issues of irregular, unauthorised, wasteful and fruitless expenditure. • A Budget Advisory Committee has been established which focuses on ensuring implementation of the Procurement Plan, track related expenditure and recommend interventions where necessary. • The Demand Management function within the Department is now in place to ensure that procurement is timeously and efficiently expedited. • Monthly financial reporting is conducted and presented at Top Management so as to proactively intervene of expenditure related issues as and when needed. A global leader in the development and use of Information and Communication Technologies for socio-economic development

  15. THANK YOU A global leader in the development and use of Information and Communication Technologies for socio-economic development

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