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NATIONAL DEPARTMENT OF PUBLIC WORKS: MPAT PERFORMANCE PROGRESS

PRESENTATION TO THE PORTFOLIO COMMITTEE OF PUBLIC SERVICE AND ADMINISTRATION AS WELL AS PERFORMANCE MONITORING AND EVALUATION NDPW MPAT PERFORMANCE F rom 2012 to 2014 Wednesday, 5 November 2014. NATIONAL DEPARTMENT OF PUBLIC WORKS: MPAT PERFORMANCE PROGRESS. INTRODUCTION AND BACKGROUND.

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NATIONAL DEPARTMENT OF PUBLIC WORKS: MPAT PERFORMANCE PROGRESS

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  1. PRESENTATION TO THEPORTFOLIO COMMITTEE OF PUBLIC SERVICE AND ADMINISTRATION AS WELL AS PERFORMANCE MONITORING AND EVALUATION NDPW MPAT PERFORMANCEFrom 2012 to 2014Wednesday, 5 November 2014 NATIONAL DEPARTMENT OF PUBLIC WORKS: MPAT PERFORMANCE PROGRESS

  2. INTRODUCTION AND BACKGROUND • MPAT has a relationship with outcome-based approach to performance. • MPAT: management tool introduced by DPME in its quest to improve management practices. • Key Performance Areas: Strategic Management, Governance and Accountability, HRM and Finance Management. • MPAT: An efficient and effective public service (Outcome 12). • MPAT: contribution towards building capable and developmental state.

  3. Performance Context High level summary - audit performance previous years and current year

  4. Rationale for Turnaround Organizational review and renewal that will ensure compliance with the mandate and satisfactory audits. The Department in conjunction with Technical Assistance Unit (TAU), have developed a 7 Year Plan to rebuild the Department. This requires change of the organizational processes, systems and resource perspectives as well as change to the structure,

  5. Rationale for Turnaround • Organizational culture and proper implementation of a performance management system that affects all areas of the Department • Such change is informed by diagnostics, preceded by a range of system reviews. • Key enablers throughout the three phases of the Turnaround Strategy will include Transformation and Change Management.

  6. Rationale for Turnaround Given the state of the Department the scale of the Turnaround challenge is enormous, which is exacerbated by inadequate capacity within the Department Development of a complete and credible asset register Audit of Leases and Development of a Lease management framework Improved audit outcomes Implementation of the Infrastructure Delivery Management System

  7. What has been achieved The first phase, ending 31 March 2014, comprising 23 key stabilization projects, was conceptualised based on the desktop audit of National Treasury’s Technical Assistance Unit (TAU), audit findings for past four financial years as well as reports from the Special Investigation Unit. Stabilised areas have created the potential for more fundamental change to bring large efficiency gains through better practice and improved policy options.

  8. Cont... The second phase of the Turnaround Strategy, the Efficiency Enhancement Phase, beginning 01 April 2014 is scheduled to be completed by the end of March 2019. To ensure impact and strategic importance, 10 projects have been selected from the 23 key stabilisation projects and identified as essential drivers of the second phase.

  9. Key Performance Area 1: Strategic Management (3) Three years percentage assessment

  10. Key Performance Area 1: Strategic Management • The Department has been able to gradually move out of the red danger zone from 2012 to 2014. • Monitoring and Evaluation results are verified and audited by the Internal Audit after the endorsement of EXCO during its MPAT special meeting.

  11. Interventions in poor-performing areas • APP: improved linkage between the internal and external factors in development of APP • Monitoring and Evaluation: resolution of requirements with Internal Audit and DPMW

  12. Key Performance Area 2: Governance and Accountability (9) Three years percentage assessment

  13. Key Performance Area 2: Governance and Accountability • The remaining standard of non-performance is related to Access to Information as required by PAIA. • The trends demonstrate that governance and accountability indicators have improved, with the majority achieving level 4 scores. .

  14. Key Performance Area 2: Governance and Accountability An Action Plan is in place to address the Access to Information standard, by appointing a Deputy Information Officer. Level 4 score is dominating the graph under the 2014 cycle as a result of the Action Plan put in place to advance MPAT performance improvement.

  15. Interventions in poor-performing areas • SDIP: Formalisation of Service Standards and Charters with client departments and display at service points and web-sites • Code of Conduct: Presentation and Education of employees on Code (will be included in Compulsory Induction Programme)

  16. Interventions in poor-performing areas Appointment of ICT subcommittee of EXCO • Cooperate Governance of ICT: implementation report for Corporate Governance of ICT (and Business) • Implementation report for ICT Plans • Cooperate Governance of ICT: improvement of CGICT Corporate Governance of Business • Report on improvement of ICT alignment

  17. Interventions in poor-performing areas Building capacity to execute on PAIA requirements • Identify and appoint a Deputy Information Officer • Develop appropriate performance agreement to execute required standards

  18. Key Performance Area 3: Human Resources Management (11) Three years percentage assessment

  19. Key Performance Area 3: Human Resources Management • The HR unit of the department displayed significant improvement on all key performance areas since 2012. • The unit has begun to eliminate level 1 scores and gradually migrating to level 4 scores in general.

  20. Interventions in poor-performing areas Developing Diversity Management Framework • Develop Job Access and Gender Equality Strategic Framework implementation plans and report accordingly Approval of Draft Policies • Approval of draft wellness policies • Approval of HIV-AIDS mainstreamed operational plan.

  21. Interventions in poor-performing areas Performance Agreement of Accounting Officer • Signed and submitted to PSC on time by the Office of the DG

  22. Key Performance Area 4: Financial Management (9) Three years percentage assessment

  23. Key Performance Area 4: Financial Management • The financial administration of the department has displayed a significant improvement on the performance of most standards. • This has been demonstrated by the improvement of the majority of standards from level 2 scores in 2013. • The preliminary 2014 results demonstrate that the 8/9 standards achieving scores of 3 and 4, with a single level 2 score.

  24. Interventions in poor-performing areas Disposal Committee • Committee appointed toward end of MPAT cycle (30 September 2014) • Functioning of committee will resolve MPAT requirements

  25. Governance Interventions Governance, Risk and Compliance Branch Governance arrangements in DPW Oversight of the Public Entities Stand-alone Anti-Corruption Unit/Strategy National Condonement Committee on IE Clean audit strategy Accountability Management Managing for Results (integration of functions -integrating programmes and individual performance) Service Delivery Model – DPW and PMTE

  26. THANK YOU National Department of Public Works (NDPW) Head Office: Public WorksCGO BuildingCnr Bosman and MadibaPretoria CentralPrivate Bag X65Pretoria0001 Website: http://www.publicworks.gov.za

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