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

DoC LEADERSHIP TEAM 2 Rosey SekeseDirector-General Sam VilakaziDDG: Administration Themba PhiriDDG: ICT Policy Branch Jabu RadebeDDG: ICT Infrastructure Branch Gift ButheleziDDG: ICT International Affairs & Trade Farhad OsmanCD:SPM Alfred MmotoCD: DG’s Office Pearl SeopelaCD: Communications Kedibone SekweleCD: HRM Rebolang SoldaatD: Finance

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.

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 KEY FOCUS AREAS OF THE TURN-AROUND STRATEGY

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) KEY INTERVENTIONS AND PROGRESS AS AT 30 SEPTEMBER 2012 (1) FOCUS AREAS INTERVENTIONSKEY PROGRESS AS AT 30 SEPTEMBER Strategic Management Electronic Organisational Performance Management System (e-OPMS) The e-OPMS has been developed and piloted. Relevant training conducted. The e-OPMS server has been installed at DoC and the system has been uploaded. System will be fully rolled out from the beginning of Quarter 3. Strategic Management Policy The draft Integrated Strategic Management policy was developed and approved by Top Management in July Implementation has commenced from August 2012 Operational Planning and monitoring The Operational Plans of all the Branches were developed by 15 May The performance monitoring and evaluation is being periodically conducted. Management Performance Assessment Tool (MPAT) The MPAT Action Plan was developed and approved by Top Management in June The MPAT action plan progress reports have been developed. The Department is in the process of completing the second self assessment using the 2013 MPAT.

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) KEY INTERVENTIONS AND PROGRESS AS AT 30 SEPTEMBER 2012 (2) FOCUS AREAS INTERVENTIONSKEY PROGRESS AS AT 30 SEPTEMBER Organisation- al Culture Organisational Culture Audit A service provider has been appointed to conduct the Organisational Culture Audit and implement relevant initiatives to address outcomes of the Audit. Re-engineer Departmental Business Processes and Systems A process to identify relevant core and support processes was initiated stemming from which, relevant processes were identified. The “as-is” statuses of the identified processes have been mapped. SDIP (Service Delivery Improvement Plans) The SDIP has been finalised in consultation with DPSA. Monitoring of implementation will be prioritized in quarter 3. Leadership and Management Development Leadership and Management development programme 95% of identified employees have concluded competency assessments. Service provider is currently being appointed to fast track the process of identifying competency gaps and implementation of relevant interventions.

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) KEY INTERVENTIONS AND PROGRESS AS AT 30 SEPTEMBER 2012 (3) FOCUS AREAS INTERVENTIONSKEY PROGRESS AS AT 30 SEPTEMBER Leadership and Management Development Alignment of Individual Performance Management and Development System Quality assurance was conducted on all Performance Agreements to ensure technical correctness and alignment with the Strategic, Business and Annual Performance Plans. Training interventions are implemented in line with PDPs. The annual assessments for non-SMS for 2011/12 have been concluded. HR is in the process of facilitating the conclusion of all 1st Semester Performance Assessments GovernanceGovernance and compliance Strategy and Policy The Governance and Compliance Policy has been developed and approved and implementation has commenced. A Governance and Compliance Awareness programme has been developed and approved and implementation has commenced.

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) KEY INTERVENTIONS AND PROGRESS AS AT 30 SEPTEMBER 2012 (4) FOCUS AREAS INTERVENTIONSKEY PROGRESS AS AT 30 SEPTEMBER GovernanceAudit Committee The current Audit Committee (AC) is fully functional. Meetings are held quarterly and are conducted in line with the approved Audit committee (AC) Charter (Terms of Reference). Risk Management Committee The current Risk Management Committee (RMC) is fully functional. Meetings are held quarterly and are conducted in line with the approved RMC Charter (Terms of Reference) that has been aligned with the National Treasury framework. Budget CommitteeThe Budget Committee has been established. Management StructuresAll Management structures were reviewed based on its effectiveness. ToRs of relevant management structures were reviewed and implemented where applicable.

A global leader in the development and use of Information and Communication Technologies for socio-economic development 9 CROSS-CUTTING CHALLENGES HINDERING PERFORMANCE 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.

A global leader in the development and use of Information and Communication Technologies for socio-economic development HR Recruitment (1) 10 Positions Advertised Progress to date Proposed date for finalization of appointment 4 x DDG positions DDG ICT Policy and Strategy filled. DDG Administration has been filled - and DDG SOE will be interviewed before end of Financial year DDG: Information Society and Research will be interviewed before end of Financial year 31 Dec x CDs, 7 x Director positions Adverts finalized and the process has commenced including the CFO. 31 Dec x Digital Migration positions advertised 1 x Technical adviser appointed 1x Chief Director appointed 3 X remaining positions (Project manager at DDG level, and 2 X Chief Directors will be interviewed before end of this financial year 31 Dec2012

A global leader in the development and use of Information and Communication Technologies for socio-economic development 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. 11

A global leader in the development and use of Information and Communication Technologies for socio-economic development 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 12

A global leader in the development and use of Information and Communication Technologies for socio-economic development 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 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 13

A global leader in the development and use of Information and Communication Technologies for socio-economic development 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. 14

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