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THE OFFICE OF THE COO

THE OFFICE OF THE COO. Select Committee Presentation – 2 May 2006. This presentation provides information on the Chief Operations Officer’s areas of focus by outlining the following: The Office of the COO – Overview, Successes, Challenges, Way Forward Regional Heads – Overview

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THE OFFICE OF THE COO

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  1. THE OFFICE OF THE COO Select Committee Presentation – 2 May 2006

  2. This presentation provides information on the Chief Operations Officer’s areas of focus by outlining the following: The Office of the COO – Overview, Successes, Challenges, Way Forward Regional Heads – Overview Chief Directorate: Strategy Unit – Overview, Successes, Challenges, Way Forward Chief Directorate: Risk Management – Overview, Successes, Challenges, Way Forward Chief Directorate: Programme Support and Administration – Overview, Successes, Challenges, Way Forward Chief Directorate: TRC – Overview, Successes, Challenges, Way Forward Note: The proposed structures and accompanying budget for the four Chief Directorates has been submitted and is awaiting approval. THE OFFICE OF THE COO Introduction

  3. THE OFFICE OF THE COO Overview Background • The vision of the DoJ&CD is to provide accessible and transformed Justice Services committed to the promotion of constitutional values for all. In order to realise this vision the DoJ&CD has identified three goals, namely: • Access to Justice for All, • Enhancing Organisational Efficiency, and • Transforming Justice, State and Society • Without underplaying the other goals, the predominant goal that the Office of the COO will focus on is to enhance the organisational efficiency through streamlining the operations in the whole DoJ&CD. The Office of the COO therefore manages the delivery of key strategic, operational, transactional and administrative processes necessary for the daily functioning of the DoJ&CD.

  4. THE OFFICE OF THE COO Schematic Presentation of focus areas

  5. The next slides attempt to provide information on each of the focus areas of the Chief Operations Officer in more detail: Regional Heads A separate presentation will be made on the units within the Corporate Services Branch The four Chief Directorates within the Office of the COO THE OFFICE OF THE COO Introduction to focus areas of COO in more detail

  6. THE OFFICE OF THE COO Regional Heads

  7. All delegations are in the process of being finalised (HR and finance) for Regional Heads. Posts for Regional Heads for Gauteng, Eastern Cape and North West have been advertised and will be finalised shortly. Performance Agreements with Regional Heads are in the process of being finalised. Preliminary budget allocations for Regional Offices have been made. THE OFFICE OF THE COO Overview: Regional Heads

  8. THE OFFICE OF THE COO Budget: Regional Heads Regions Preliminary Budget Allocation:

  9. THE OFFICE OF THE COO Chief Directorate: Strategy

  10. Monitor implementation of the Medium-Term Strategic Framework (MTSF). Evaluate impact of the implementation of the MTSF. Manage strategic information, including the determination of strategic information requirements. Review and co-ordinate development of future Strategic Framework. Co-ordinate the development and maintenance of appropriate information systems that support the strategy. Co-ordinate the collection, analysis, interpretation as well as presentation of information regarding the implementation and execution of the MTSF. Initiating corrective adjustments in vision, mission, objectives, and suggest improvement on implementation in light of actual experiences, changing conditions, new ideas and new opportunities. Provide continuous feedback and reporting. Provide secretariat for DOJ&CD Executive Committees. CHIEF DIRECTORATE: STRATEGY UNIT Overview

  11. Strategy Unit established in the Office of the Chief Operations Officer. MTSF approved by Minister on 22 Aug 2005. MTSF widely distributed. Started visits to Regional Offices to assess and encourage implementation of MTSF. Compiled and presented implementation Report to EXCO in Dec 2005. The first measuring instrument (Progress Indicator Metric) to measure the implementation of the MTSF Key Performance Indicators has been developed and approved by EXCO. The instrument has been distributed to Branches and Regions for responses. The Report on these submissions will be released soon. CHIEF DIRECTORATE: STRATEGY UNIT Successes

  12. Translating the Strategy to Operational Terms: This involves creating a common and comprehensive point of reference for all units and employees of the Department. Making Strategy Everyone’s Everyday Job: Strategy-focused organisations require that all employees understand the strategy and conduct their day-to-day business in a way that contributes to the success of the Department. Making Strategy a Continual Process: an introduction of regular, simple, and recorded management meetings in each Branch and Region to review Strategy, link strategy to budgeting process, and to create open reporting processes. Mobilise Change through Executive Leadership: This is to constantly monitor and evaluate the implementation of the Strategy from the Executive Leadership Committees, which would act as a steering committee of the MTSF. CHIEF DIRECTORATE: STRATEGY UNIT Challenges

  13. THE OFFICE OF THE COO Chief Directorate: Risk Management

  14. Strategic Goal 1: Access To Justice For All Strategic Objective 3: Security, Health and Safety Improvement Deliverable: Secure, environmentally safe and occupationally healthy workplace KPI:(2 0f 2), All justice service delivery points fully compliant with health and safety regulations by 2007/08 Lead branch: Risk Management (Security for the 1st KPI) CHIEF DIRECTORATE: RISK MANAGEMENT Overview RISK MANAGEMENT AND THE MTSF Strategic Goal 2: Enhancing Organisational Efficiency • Strategic Objective 5: BPR (Streamlining operations) • Deliverable: Integrated Risk Management Plan • KPI: 100% management involvement by 2005/06 • Lead branch: All Branches

  15. The Risk Management Policy, Strategy & Structure needs to be approved MTSF delivery timeframes need to be reviewed Strategic Risk Assessment process enabled Risk assessments for all regions enabled Projects to Improve the Control Environment enabled Safety, Health, Environment & Quality (SHEQ) Information Security Management System (ISMS) Fiduciary Management CHIEF DIRECTORATE: RISK MANAGEMENT Challenges

  16. THE OFFICE OF THE COO Chief Directorate: Programme Support and Administration

  17. The Chief Directorate is made up of three Directorates, as follows: National Operations Centre – collects and analyse data on operations to provide decision-support to management. Programme Management Support Unit – aims at providing co-ordination on management of donor funding. Service Delivery – aimed at developing mechanisms to monitor and evaluate implementation of the Service Delivery Improvement Plan. This structure is awaiting approval. CHIEF DIRECTORATE: PROGRAMME SUPPORT & ADMINISTRATION Overview

  18. CHIEF DIRECTORATE: PROGRAMME SUPPORT & ADMINISTRATION Successes Directorate: National Operations Centre (NOC) • With respect to the National Operations Centre a concept document has been developed. To date the following consultation sessions have taken place: • National Office: A workshop was held on Monday, 20 February 2006 with representatives of the various Branches. On Friday 24 February 2006 a presentation on the concept document was made to the Senior Management Forum for input. • Regional Offices: Presentations are made during the visits of the COO to regions. To date all provinces except Mpumalanga have participated in the sessions. It is expected that by mid-May all the visits will have been concluded and the Regional Offices consulted. • Benchmarking: Visits to other departments have been scheduled. Whilst on the regional visit in the Free State, an interview was arranged with the Regional Head for IEC. A session has been scheduled with the headquarters of the National Department of Defence. A process to arrange a visit to Statistics SA, preferably on operational level, is under way. • The above sessions contributed to strengthening the concept document i.e. input from KZN led to clearer depiction of the information flow envisaged for the NOC. Similarly, input from Masters led to adding the step of verification of data in the information flow process. In benchmarking with IEC, insight was given into the challenges posed by the geographical layout of provinces, which will impact on information flow. • Way Forward: As soon as all the above processes have been completed and approval has been obtained for the structure, implementation will start.

  19. CHIEF DIRECTORATE: PROGRAMME SUPPORT & ADMINISTRATION Progress Directorate: Programme Management & Donor Co-ordination • In order to establish the Unit the following will be facilitated: • Finalising the structure and co-ordinating the merging of the Units. • Donor liaison – a series of meetings with individual donors is being arranged in order to improve interaction, possible future donor funding and stakeholder involvement. • To this extent a Donor Information Session is being planned for the 1st Quarter of the 2006/07 financial period. • Compiling a Donor Programme Plan, to be monitored through an electronic system. • Governance Structure and reporting mechanisms. • Regular reporting to donors on the status of the funding. • Staff development and mentoring with specific focus on training in monitoring and evaluation, report writing and presentation skills. • Providing the NPA with assistance to establish a Programme Management Unit.

  20. CHIEF DIRECTORATE: PROGRAMME SUPPORT & ADMINISTRATION Progress Directorate: Organisational Performance / Service Delivery Improvement • Background: • A Service Delivery Improvement Plan forms part of the Medium-Term Strategic Framework 2005/06 to 2008/09. Within the Office of the COO (as reported under establishing of the Office of the COO), a Directorate for Organisational Performance within the Chief Directorate: Programme Support and Administration is being established. • Status: A concept document has been developed, which will propose various mechanisms for monitoring, i.e.: • Internal Customer / Service Provider Satisfaction Survey • Co-ordination of the development and launch of a Service Charter • Public and Client / Customer Surveys • Visits to service delivery points • National and Regional Service Delivery Improvement Workshops • Stakeholder Izimbizo (internal and external) • Reports on the process of implementation of the Service Delivery Improvement Plan (All Branches)

  21. CHIEF DIRECTORATE: PROGRAMME SUPPORT & ADMINISTRATION Challenges • Finalisation of the structures of the National Operations Centre, Service Delivery Improvement Unit and the Programme Management Support Unit • Successful merging of the TPMU and the Court Nerve Centre into the NOC; Successful merging of CJSP into PMSU • Develop and improve competencies of incumbents in posts • Developing a niche for NOC – co-operation between Strategy and Operations • Co-operation from all stakeholders and role-players • Finalisation of the audit of Donor Co-ordination • Clarification of any duplication of functions amongst the various Directorates • EXCO Approval of intended projects

  22. THE OFFICE OF THE COO Chief Directorate: TRC

  23. VISION:The TRC Unit aims at auditing and assisting in the implementation of the TRC recommendations and thus contribute towards reconciliation and nation-building The TRC Unit’s MISSION is: To promote reconciliation and national unity through: - • overseeing the implementation of the recommendations of the Truth and Reconciliation Commission (TRC), as approved by Government, within the ambit of Promotion of National Unity and Reconciliation Act, 1995; and • the adoption of other measures CHIEF DIRECTORATE: TRC Overview

  24. In order to fulfill its mission, the TRC Unit will focus on: Assisting in and auditing of the implementation of TRC recommendations Identifying and facilitating the implementation of other measures aimed at reconciliation and the promotion of national unity Create database of all TRC recommendations Conduct general research regarding experiences in other countries / jurisdictions / departments Determine and monitor needs of victims and formulate relevant actions to satisfy those needs Brief relevant Departments on issues flowing from the Act CHIEF DIRECTORATE: TRC Overview

  25. In order to fulfil its mission, the TRC Unit will focus on (cont.): Establish working relationship with all role-players, e.g. NGOs, Business Organisations, relevant departments, CBOs and FBOs Advise and give direction to role-players on actions to be taken and on TRC matters in general Administration of the President’s Fund Report to Parliament on the status of implementation of TRC recommendations CHIEF DIRECTORATE: TRC Overview

  26. Regulations to facilitate individual, once-off final reparation grants were published in November 2003. To date a total of R460 million has been paid to 15 165 of the 18 786 identified victims as once-off individual grants, forming part of the final reparation package. The remaining identified victims are currently being traced. Draft regulations to provide assistance to relatives of victims who disappeared are currently being developed A process was developed in conjunction with the SAPS to expunge the criminal records of persons granted amnesty Tracing the remains of deceased victims, as well as exhumations and reburials (close working relationship with the Missing Persons Task Team in NPA). To date 22 exhumations have taken place. Two site are currently being prepared for exhumation. A draft report on government’s progress on the implementation of the TRC is going through approval processes. CHIEF DIRECTORATE: TRC Successes

  27. Co-operation from certain government departments has been lacking / slow with regard to: the formulation of regulations; and the submission of inputs for the preparation of the Progress Report on the Implementation of the TRC Relationships have to be established with CBOs, FBOs and NGOs to, among others, ensure cooperation regarding delivery of services to victims; facilitate access to victims/victim organisations. Financial Resources CHIEF DIRECTORATE: TRC Challenges

  28. THE OFFICE OF THE COO Budget

  29. THE OFFICE OF THE COO Challenges • To have the microstructure for the Office of the COO approved, to advertise and fill the posts. • To ensure the provision of budget to units to enable the implementation of the operational plans for 2006/07 financial period. • Monitor and evaluate strategy implementation on a monthly, quarterly and yearly basis. • To attend and resolve everyday operational challenges and provide regular reports to all stakeholders. • Provide regular reports on Risk Management. • Finalise TRC report and submit to Minister for further action. • Finalise the appointment of DDG: Corporate Services. • Provide a functional support framework for the Regional Heads to enable them in executing their newly assigned functions. • Accelerate the process to develop the Justice Precinct. • A PPP process is under way for the management of monies in trust to which the Office of the COO has pledged assistance to ensure continued progress on this project.

  30. THANK YOU

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