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DEPARTMENT OF MINERALS AND ENERGY

DEPARTMENT OF MINERALS AND ENERGY. PRESENTATION TO THE PARLIAMENTARY PORTFOLIO COMMITTEE CHIEF DIRECTORATE: MANAGEMENT SERVICES 3 MAY 2001. OVERVIEW OF THE PRESENTATION. ACHIEVEMENTS 2000 - 2001. ORGANISATION AND ESTABLISHMENT STURCTURE. PERFORMANCE MANAGEMENT AND DEVELOPMENT SYSTEM.

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DEPARTMENT OF MINERALS AND ENERGY

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  1. DEPARTMENT OF MINERALS AND ENERGY PRESENTATION TO THE PARLIAMENTARY PORTFOLIO COMMITTEE CHIEF DIRECTORATE: MANAGEMENT SERVICES 3 MAY 2001

  2. OVERVIEW OF THE PRESENTATION • ACHIEVEMENTS 2000 - 2001. • ORGANISATION AND ESTABLISHMENT STURCTURE. • PERFORMANCE MANAGEMENT AND DEVELOPMENT SYSTEM. • INTEGRATION OF THE LEBOWA MINERALS TRUST (LMT).

  3. 1. ACHIEVEMENTS 2000-2001 • Finalisation and implementation of the following departmental • policies, plans and programmes: - • Job Evaluation Policy and its Implementation Plan; • Employment Equity Plan; • HIV/AIDS and related deceases’ policy; • Working hours and working arrangements policy; • Policy guide-lines on the implementation of the Disciplinary Code and • Procedures; • Sexual harassment policy; • Incapacity/non-performance procedures; • Alcohol testing policy and procedures; • Transport management policy; • Cellular phone policy;

  4. Telephone management policy; • Human Resource Development Policy and plan; • Experiential Training Policy; • No Smoking Policy; • Employee Assistance Programme; • Revised Delegations of Authority from the Executing Authority to the • Director-General and other Employees in the department; • Recruitment and service conditions for Senior Managers in • terms of the new Senior Management Service; • Performance Management and Development system; and • Remuneration Policy.

  5. 2. ORGANISATION AND ESTABLISHMENT STRUCTURE • Appointment of Labat Africa to assist the Department of • Minerals and Energy with the Development and piloting of the • Performance Management and Development System. • Assignment of additional responsibilities to the Department of • Minerals and Energy and the announcement of new priorities • and policy directives by Government lead to the: - • Expansion of the terms of the scope of work by Labat Africa to • include the Development of the over head structure of the • Department from Directorate level upwards; • This was mainly based on the Strategic Objectives of the • Department of Minerals and Energy as informed by the new • priorities and policy directives of Government; inter alia • Human Resource Development and Capacity Building; • HIV/AIDS and related deceases; • Rural Development; • Public Finance Management Act; • New Reulatory Framework; • Skills Development Act;

  6. Gender Based Development; • Integrated Service Delivery; and • Line-function specific priorities relating to: * Energy; * Mineral Development and Beneficiation; * Mine Health and Safety; etc. • The Workstudy component of the Department of Minerals and • Energy conducted a further investigation and compiled a proposed new • structure of the department; • A full consultation process was conducted with all Programme • Managers who concurred with the proposed structure of the • department , and • The revised/proposed structure was submitted to the Minister of • Public Service and Administration who has also concurred with • the structure.

  7. 3. PERFORMANCE MANAGEMENT AND DEVELOPMENT SYSTEM • 3.1 SPECIFICATIONS • Labat Africa was awarded a tender with the following specifications; • The Performance Management and Development System (PDMS) • should link-up with broad and consistent plans for skills development; • The PDMS should be aligned with the strategic objectives of the • department; • It should make provision for an annual submission of a written • assessment of performance; • It should make provision for quarterly dates on which supervisors and • employees meet to discuss the basic objectives of their components’ • success or failure in achieving them; • It must be user-friendly;

  8. It should also enable the department to identify, measure, control and • correct the following: • (a) The department’s overall performance; • (b) Team or components performance, and • (c) Employee or individuals performance. • It should make provision for a single assessment instrument to assist • the authorities in deciding on probation, rewards, promotion and skills • development needs of employees; • It should also contain the following quantifiable categories of • performance measurement ;viz. • unacceptable; • acceptable; • good performance; • very good; and • outstanding. • Finally it should make provision for benchmarks.

  9. 3.2 CURRENT STATUS OF THE PDMS • The PDMS has been finalised and implemented with effect from • 1 April 2001; • All Senior Management have signed performance agreements that are • in line with their work plans; • Their performance agreements cascade down to the work plans of • their subordinates; • Training sessions have been conducted for all employees, including • regional offices; • Job descriptions for all staff members have been revised; • Roles and responsibilities of key role-players have to be revised • accordingly; • Work plans for specific levels have to be standardised; • Training plans have to be systematically included in the work plans of • employees; • Appraisals have to be made an integral part of the key performance • areas of managers and supervisors;

  10. Additional Evaluation forms and implementation guidelines have been • developed to compliment the PMDS, and • Finally the impact of the System will be consistently monitored and only • next year a report can be presented on the actual outcome as it relates • to service delivery improvement.

  11. 4. INTERGRATION OF THE LEBOWA MINERALS TRUST • An [LMT) integration work plan of the LMT has been finalised and is being • implemented; • A due diligence report (incorporating financial and Legal aspects) has also • been finalised and will be tabled on 15 May 2001; • New applications for mining and prospecting permits are been processed • in consultation with the Northern Province Regional Office; • A decision still needs to be made on the movable assets of the LMT; • Employment offers have been made to employees, nine (9) of whom were • appointed on a permanent basis; • In addition, DME is considering placing three employees of the LMT who are • appointed on contract; • The Chief Executive Officer and Manager (HR and Finance) have opted for • dissolution packages. ~ * END * ~

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