Portfolio Committee on Labour 20 th October 2009 Evaluation Report and Interventions 1 st September 2009 – 31 st March 2010 Evaluation Report and Interventions 1 st September 2009 – 31 st March 2010 Director General: J Manyi Director General: J Manyi

ITEMTOPIC High Level DoL Challenges: Strategic and Operational Interventions between 1 st September and 31 st March 2010 Identified Branch Challenges and Interventions  LP & LMP  Corporate Services  Service Delivery  Compensation Fund  Organisation wide Table of Contents 2 Table of Contents 2

HIGH LEVEL DoL CHALLENGES

Labour Policy and Labour Market Programmes Branch 4 Major Strategic Challenge 1.Slipping control of the South African Labour Market Landscape from the DoL. Interventions 1.Assume leadership role on Labour Market issues in Cabinet Cluster Meetings. 2.Lead the debate on Labour Market issues and setting the agenda for Decent Work in South Africa. 3.Use DoL Research Reports as the basis for Labour Market Policy change and implementation in SA.

Major Operational Challenges 5 Major Operational Challenges 5 1.IT Systems for business efficiency (PPP contract with Siemens) 2.High vacancy rate 3.Client services and service delivery 4.Organisational structure misaligned 5.Claims backlogs in the Compensation Fund (CF) 6.Audit queries 7.General inefficiencies in the system (e.g. Travel & Telephone costs)

A). CIO Office Challenge 1.Capacity in the CIO’s Office. Short Term Interventions – by March Appoint the CIO – advertised. 2.Appoint support staff in the CIO’s Office. –Manager post to be interviewed. –Assistant Manager post being evaluated for approval. –Business Analyst post under evaluation for approval. –Project Manager: Specialist in IT Contract Management - post under evaluation for approval. Corporate Services Branch 6 Corporate Services Branch 6

A). CIO Office (Cont.) Challenge 1.Effective management of the Siemens PPP Contract. Short Term Interventions – by December Monthly Service level agreements with Siemens to be monitored and signed off by the DG. 2.Failure to deliver results in penalties and termination of contract where improvement is not evident. Corporate Services Branch 7 Corporate Services Branch 7

CIO Office (cont…) IT Systems implemented: 1.Applications delivered but not yet fully functional: Siyaya and Safika, ESSA and EE. 2.Outstanding: SAP FMS, LMIS executive dashboard, CF - Integrated Claims Management, IES – Inspection and Enforcement Services. 3.One application pending due to the final decision from National Treasury (HR application). 4.NSF feasibility study and NSF DIS evaluation completed. Corporate Services Branch 8 Corporate Services Branch 8

PPP Contract with Siemens: Time frames Corporate Services Branch 9 Corporate Services Branch /09 Notification 11/11 Agreement expiry 11/12 Present 28 months 12 months

B). HRM Challenges 1.High vacancy rate. 2.Protracted recruitment and selection processes. Short Term Interventions – by December Clean the establishment – Abolish all unfunded posts. 2.Fast tracking filling of vacant positions – monthly monitoring 3.Review and improve DoL recruitment and selection processes. Corporate Services Branch 10 Corporate Services Branch 10

A). Provincial Offices and Labour Centres Challenge 1.Client services and service delivery. Short term Interventions – by March The DoL to confirm Service Delivery Standards. 2.Constitute a Performance Monitoring Team comprising representatives from the Chief Directorates: Service Delivery, OHS, LR, NSF/ES, UIF and CF to ensure that the Service Delivery Stds are adhered to. 3.PEMs to ensure that every labour centre has a clients complaints management register that it is monitored by the Supervisor: Client Services. 4.Responses to complaints should be handled in line with the Service Delivery Standards. 5.To Improve access to services, the ADDG: CS and CFO to fast track the connectivity of mobile units. 6.To Improve access to services and Information, the ADDG: CS and SEM: Communications to fast track the functionality of plasma screens. Service Delivery Branch 11 Service Delivery Branch 11

A). Provincial Offices and Labour Centres (Cont.) Challenge 1.Client services and service delivery. Short term Interventions – by March To Improve access to services, the Acting DDG: CS and Acting CIO to fast track the connectivity and functionality of ESSA. 2.To Improve access to services, the CC and the DDG: SD to fast track the repositioning of Labour Centres as part of the COID Claims management Value Chain, which include decentralisation of some functions to the areas where UIF has established a footprint/infrastructure. 3.The DDG: SD to champion the DG hotline in the provinces. 4.Coordinate workshops for Supervisors: Client Services within the next month to orientate them on the programme and processes. 5.Monthly blitz inspections to be conducted. Service Delivery Branch 12 Service Delivery Branch 12

A). ALL Branches affected Challenge 1.Organisational Structure is misaligned. Short-medium Term Interventions – March ILO mission commences on 27 October 2009 to assist the DoL to benchmark against international best practices: –Service Delivery Model –Labour Centre Model –Align Organisational Structure. Service Delivery Branch - Leader 13 Service Delivery Branch - Leader 13

Challenge 1.Audit Matters Short-Term Interventions - by March Action plan for Audit Matters has been developed and approved by the Audit Committee and submitted to the AG. 2.Audit Matters Forum meets monthly to monitor progress. 3.New emphasis is on producing documentary evidence to actions taken for verification purposes. Organisation Wide 14 Organisation Wide 14

Challenge 1.Performance Management Short-Term Interventions - by March DDG’s to sign off monthly IT PPP service delivery reports. 2.Improve turn around time for response to all queries, service delivery complaints and parliamentary questions. 3.DG’s Hotline to monitor service delivery complaints in provinces. 4.Disciplinary action where necessary. Organisation Wide 15 Organisation Wide 15

Challenges 1.Inefficiencies in the system (Response to National Treasury call for belt tightening). 2.Status of the building in Laboria House. 3.Office accommodation in the provinces. Short-Term Interventions - by March Air travelling strictly monitored and approved at the highest level - DDG’s and DG. 2.Telephone costs, approximately R3,2 million per month, to be substantially reduced with the introduction of a telephone policy. 3.Explore further inefficiencies in the system and introduce better controls. 4.Renovations have started in Laboria and completion is expected in Audit of provincial accommodation needs to be undertaken and explore corrective measures where necessary. Organisation Wide 16 Organisation Wide 16

Thank you