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REFLECTION ON THE WORK OF THE INTERIM MANAGEMENT TEAM: EASTERN CAPE

REFLECTION ON THE WORK OF THE INTERIM MANAGEMENT TEAM: EASTERN CAPE. 11 August 2004. Background to the work of the IMT. The IMT has provided progress report to the Executive and Parliament at the beginning of 2004. This presentation therefore only covers:-

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REFLECTION ON THE WORK OF THE INTERIM MANAGEMENT TEAM: EASTERN CAPE

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  1. REFLECTION ON THE WORK OF THE INTERIM MANAGEMENT TEAM: EASTERN CAPE 11 August 2004

  2. Background to the work of the IMT • The IMT has provided progress report to the Executive and Parliament at the beginning of 2004. • This presentation therefore only covers:- • A brief overview of the mandate and nature of plans; • Key challenges for the continuation of implementation of the turnaround plans; • Institutional arrangements for sustainability, monitoring and evaluation; • Proposals on the Department of Education; and • Progress made by the four departments towards implementation

  3. Mandate of the IMT • Overall goal of the IMT is to ensure that any service delivery backlogs are addressed and to establish sound management and leadership in the Education, Health, Roads and Public Works and Social Development departments • The IMT is specifically mandated to- • establish turn around plans for the four target departments, including the elimination of service delivery backlogs • address cross cutting issues such as disciplinary matters, procurement reform and human resource management • establish appropriate management structures and back office support • monitor the implementation of the turn around plans and other interventions as well as the use of conditional grants • On the basis of its presentations to the Provincial EXCO and Cabinet, the IMT received additional mandates related to specific challenges

  4. Phased Approach • Phase 1: Preparation, November 2002 to January 2003 • Phase 2: Problem analysis, February 2003 • Phase 3: Proposals, May 2003 • Phase 4: Implementation, June onwards • Phase 5: Evaluation and Sustainability • Phase 1-3, successfully implemented • Phase 4 slow and marked by uneven successes

  5. Concept

  6. Strengthen back office support: detail

  7. Strengthen back office support: detail

  8. Impact of HR backlogs(as at April 2004)

  9. Improve internal controls and accountability: detail

  10. Improve HR Management: detail

  11. Strengthen leadership and management: detail

  12. Rapid and visible service delivery • Objective was to pilot an innovative and fast track project implementation solution using Coega Development Corporation’s (CDC) fast track project management systems. • Due to delays, project did not deliver tangible results financial yea 2003/04 and projects are now being assimilated into PGDP. • Main reason for delays was due to the broader legal agreement between Provincial Treasury and Coega and it has since been finalised. • Implementation progress in this regard has been registered in Roads and Public Works for the Both Sigcau Building and Education for school sanitation projects.

  13. 5 forensic audits Reports finalised. Copies to the Premier, MEC’s, HOD’s and JACTT. Implementation plan: HOD’s i.t.o structural deficiencies and discipline, JACTT in case of possible criminality. Planned Achieved Disciplinary Task Team (DCTT) Hotline cases: 1319 cases on database, 222 active cases being processed, 1097 cases finalised. Sustainable framework to manage framework developed and piloted in DRPW. Roll-out to the others will be monitored by the OTP. 201 hotline cases referred to DCTT and JACTT as required. Joint Anti Corruption Task Team (JACTT) not part of the IMT. Ethics + Anti Corruption

  14. Budget challenges (as at Dec 2003)

  15. Budget challenges • Implementation of plans and projects largely dependent on budget as a results only part of plans and projects of the turnaround plans were implemented in the financial year 2003/04. • DPSA and OPSC carried cost of various projects and other operations on the basis of refundable expenses by the province. These refunds took long to be realised and these national departments experienced serious cash flow problems and were forced to scale down on their own projects in support to the Eastern Cape. • To minimise impact of slow implementation and life span of IMT, the plans and projects are being integrated into strategic plans of departments for MTEF 2004-2006 as well as the PGDP.

  16. Sustainability • Sustainability of the intervention remains a key challenge. Hence the following was done: • Transversal projects integrated into projects of the PGDP and will be monitored in part in the Office of the Premier’s M&E unit, and in part by a national structure. Parts of the transversal projects are directly integrated into departmental plans • Departmental turn around plans are being integrated into departmental strategic plans (2003/04 and 04/05) • Capacity created in departments to monitor implementation in each department • Project managers of the IMT are incrementally handed project management functions over to identified managers of the Eastern Cape

  17. Category 1: Completed projects Category2: Medium term projects Category 3: Planned projects Projects that will be completed by end March 2004 and for which closure reports will be handed to EC Started projects that will run over a few years. These will be handed to EC and included in PGDP programmes Identified but not commenced. Implementation planning in first quarter of 2004, for inclusion in PGDP programmes Need to assure that these projects are adequately funded Sustainability: Transversals

  18. Progress: Implementation of sustainability strategy • The Inter-sectoral task team (IMET) to monitor the implementation of the turnaround plans was launched on 12 July 2004. The team composition is made up of the Directors-General of the national former IMT departments, Provincial HOD’s of the former IMT departments, former members of the IMT & DG: Nat Treasury (17 in total) • Including monitoring of initiatives to strengthen OTP, PT & Local Govt, H & Trad Affairs • The team will meet monthly to review progress, challenges and provide recommendations on the way forward. • The team will produce bi-monthly progress reports to Provincial Exco and Cabinet, the first report will be in September 2004.

  19. IMET: Information Flow & Accountability & Reporting Lines HOD MEC DG DG:OTP According to agreed short time-frames Minister IMET Meeting PREMIER Bi-monthly Report MPSA

  20. Progress: Implementation of turnaround plans: Health (April 2004 to date) • Department took full responsibility and ownership for implementing the turnaround plans • Turnaround plans incorporated into the performance agreements of managers to ensure success and sustainability • Integration of the turnaround plans, strategic plans and the operational plans of the department • Major Challenge: Budget short fall, staff recruitment, retention and composition

  21. Corporate Services HIV/AIDS Seven Corporate Services launched, i.e. East London Complex, PE, Umtata, Chris Hani, Ukhahlamba, Amatole and Alfred Nzo Districts. HR and financial functions decentralised to institutions, including the appointment of Corporate Service Managers and District Managers. Established 483 VCT sites throughout the Province. Developed and implemented the Comprehensive ARV Treatment Care Plan, seven hospitals out of ten accredited for the implementation of the plan. Progress: Health

  22. Improving Quality of care Revitalisation of hospital services 24 hour call centre has been established with a toll free number of 0800032364 providing opportunity for grievances and suggestions. Health service awards launched in East London and Umtata aimed at maintaining high standards in institutions. PE Complex flagship in rationalisation of services. 21 hospital construction projects completed, 14 under construction, equipment procured for 50 hospitals and maintenance done to 88 hospitals. Health: Cont...

  23. Progress: Implementation of turnaround plans: DRPW (April 2004 to date) • Department took full responsibility of and their turnaround plans have been incorporated into the departmental strategic plan • Managers have incorporated the turnaround plans into their performance agreements to ensure sustainability. • Challenges: Department has major budget shortfall as such had to reprioritised their budget to carry through some of the turnaround projects - Budget pose major threat to the filling of critical posts which were identified as major threat for effective service delivery.

  24. Corporate Services Capacity of the department enhanced and lots of Auditor General queries were attended to. Visible success in dealing with HR and Disciplinary cases backlogs. The culture of working and the morale of officials has since improved. HR and financial functions decentralised to institutions, including the appointment of Corporate Service Managers and District Managers. Increased Procurement delegations and other financial functions ensured a huge potential for delivery. Progress: DRPW

  25. Progress: Implementation of turnaround plans: Soc Dev (April 2004 to date) • Department took full responsibility of and their turnaround plans have been incorporated into the departmental strategic plan • Managers have incorporated the turnaround plans into their performance agreements to ensure sustainability. • Unqualified AG Report for 2003/04 • The project facilitation Unit has been developed to strengthen the implementation of the turnaround plans • Challenges: Department has major budget shortfall • The development and implementation of the Social Security Agency • Continued critical shortage of personnel including remuneration packages that are not competitive cause high turnover rate of professionals e.g. social workers.

  26. Corporate Services Completion of 7 multimedia centres at front office service centres. Registering of 52 566 Child Support Grant beneficiaries between ages 9-11 Construction of two Pay Points where Pension Beneficiaries can get their money in protected premises. Rollout of Performance Management and development systems to all 24 area offices Implementation of a Contract Management Centre functioning from East London. Progress: Soc Dev

  27. Progress: Implementation of turnaround plans: Education (April 2004 to date) • Special arrangement: further intervention of one year-assess progress after six months. • Inter-sectoral intervention with the led by Minister of Education and the Director-General at national and the provincial MEC and Superintendent -General for Education. • The national department has made available resources on a full time basis to assist with the implementation. • The implementation strategy for the turnaround plan has been accepted and must be implemented. • Monthly reports will be submitted to the Minister of Education, the MEC, the Director-General and the Superintendent-General. • Three-monthly reports to be submitted to the Provincial Exco and Cabinet.

  28. Emerging lessons/themes • Model of intervention • Model assumes cooperation, support, budget, preconditions that are not present in all respects • Management by committee does not work • Design of an intervention • Turn around of this nature requires more planning and fixed arrangements on issues such as accountability, budget, skills requirements and partners before the intervention is launched • Quick fixes rarely work and only for certain type of challenges • Sustainability and local responsibility need to be better defined

  29. Emerging lessons/themes • Budget • Current budgetary system does not allow for quick response to challenges • Can a receiving institution realistically be expected to reprioritise to the extent where complete turnaround becomes possible • General skills requirements • Mismatch occurred in skills requirements and skills availability of deployees, and for receiving institutions • Need formal arrangement to deploy SMS cadres according to need • The role of managers, and other key stakeholders (e.g. unions) • Managers lacking in numbers and skills

  30. Emerging lessons/themes • Logistics • Basic logistical support can make or break, causing delays and demoralisation • The effect of deployment • Long-term assignments and deployment of great number of staff impacts negatively on releasing departments, including emotional and financial strains. • Role of central departments • Organisationally, programmatically and in terms of skills, central departments are not geared for scope of IMT-type intervention • Need to relook role of central departments like DPSA, SAMDI, DPLG and National Treasury can and should play

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