1 highlights from the 2004/5 dpw annual report year ended 31 march 2005 delivered by the director...
TRANSCRIPT
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Highlights from the
2004/5 DPW Annual Report
Year ended 31 March 2005Delivered by the Director General,
James Maseko
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Agenda
• Recap on the vision and mission
• Strategic drivers and score card
• Summary of our performance per programme
• Financial Performance
• Summary of achievements
• Conclude with strategic challenges
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VISION
The department of Public Works (DPW) is committed to
facilitating delivery by other departments by providing
accommodation and property management services and
meeting the objectives of poverty alleviation and
transformation.
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MISSIONThe DPW aims to promote the governments objectives
of economic development, good governance and rising
living standards and prosperity by providing and
managing the accommodation, housing, land and
infrastructure needs of national departments, by
promoting the Expanded Public Works (EPWP) and by
encouraging the transformation of the construction and
property industries.
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Strategic DriversHave kept the ship on trackTurn around financial management
Zero tolerance to corruption
Drive govt’s flagship EPWP
Ensure an integrated human resources strategy
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Strategic DriversStrengthen our leadership role in the
construction and property industries
Intensify industry transformation
Finalise GIAMF
Re-inforce our custodianship role
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Strategic driver outcome
Turn around financial management
All key finance posts filled at regional and head office,new officials trained, unqualified audit report
Zero tolerance to corruption Internal audit unit set up and strengthened, co-sourced forensic audit functions
Drive govt’s flagship EPWP 176 000 jobs created, increasingly, leadership role getting established
Ensure an integrated human resources strategy
HR strategy reviewed and new strategy to be in place in the new financial year, 60% of HR policies approved, wellness programme in place, EE committee in place, bargaining committee in place, vacancy levels down from 40.2 % to 18 %
Strengthen our leadership role in the construction and property industries
Initiatives launched to strengthen our BEE initiatives
Intensify industry transformation Played a key role in the construction and property charters
Finalise GIAMF Policy approved by Cabinet, Bill on it'e way to Parliament
Re-inforce our custodianship role SLA's playing a key role in bringing clarity and certainty
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Financial management turn around
• Unqualified audit report
• Improved financial controls
• Systems related issues resolved e.g. business and financial systems not aligned
• Better sense of where the rand and cents are going-under-spending a thing of the past
• Challenges: sustainability of improvement and improving efficiency of expenditure
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Zero tolerance on corruption• Corruption is a disease that requires continuous
and determined effort• Fronting is corruption and it is fraud• Not good enough to deal with symptoms• Internal audit investigations a key feature of our
environment• Challenge; continuous review of systems and
processes, reduction of reliance on consultants
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Summary of Performance IndicatorsIndicator Progress*
(1 Apr 2004 - 31 Mar 2005)
Number of EPWP projects being implemented or completed
3483 projects
Expenditure to date on EPWP projects R 3.2 billion
Number of gross work opportunities created
223,410 gross work opportunities
Number of net work opportunities created to date
174,845 net work opportunities
Person-years of employment created 71,087 person-years
Average duration of work opportunity 4.4 months
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Integrated HR strategy• HR strategy continuously reviewed to align
it with the strategic plan
• Wellness programme in place to support our staff
• A representative EE committee in place to advise management
• Departmental Bargaining committee in place
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2003/04 2004/05
Vacancy rate 40.2% 18.%
Staff turnover 10.9% 6.3%
Job evaluation 0% 71%
Summary of some of the HR stats
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Role in the industry• Our role has grown from strength to strength
• Led the construction and property charter processes
• Co-convened the construction industry conference
• Actively involved in the CETA
• Promoting labour intensive technology via EPWP
• CIDB’s contractor registers
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Summary of programme performance
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Programme 1Achievements:
• Strategic planning aligned to budgetting
• All DDG Posts now filled
• Performance bonuses brought tightly monitored
• Leadership Way introduced to change organisational
culture
• Re-engineering of Business Processes
• A determined focus on systems yielded results in key
areas
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Programme 2
Achievements:
• Improved optimal utilisation of immovable asset
• Minimum management standards developed
• Improved relationships developed with clients enabling
a high standard of co-operation
• Service Delivery Improvement Programme being
implemented
• Expenditure on key responsibilities have been achieved
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Programme 2
Challenges :
• Fragmented immovable asset management
• Utilisation of Immovable Asset Management (IAM)
techniques
• Skills shortage of built environment professionals
• Lack of Integrated State Property Information
System
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Programme 2 Cont
Solutions :
• Government-wide Immovable Asset Management
Framework
• Service Level Agreements and Client Value
Propositions established
• Calculations of replacement costs for inner city
buildings, investment analysis and property
valuation
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Programme 3Achievements:
• Launch of the following:
– Construction Industry Charter
– Property Sector Charter
Solutions :
• The department initiated a number of programmes to further
the goals of transformation and Black Economic Empowerment
(BEE) including :
– the pilot Incubator programme to benefit emerging contractors
– Classifying, registering and initiating development of contractors
through the Construction Industry Development Board (CIDB)
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Programme 4• Auxillary and associated services
Main expenditure is in the area of decorating public functions
Our role is being the logistics arm for national government including inaugurations, state funerals, state visits, national day celebrations
Not our core function but important enough to make us proud
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The numbers in summary
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3 year expenditure Trend
YEAR TOTAL BUDGET
EXPENDITURE
OVER/UNDER
(%)
R’000 R’000 R’000
2002/03 3 975 099 4 202 187 -227 088 (5.7)
2003/04 4 651 985 4 682 345 -30 360 (0.65)
2004/05 5 513 909 5 304 916 208 993 (3.8)
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Capital budget vs expenditureYEAR DPW
CAPITAL BUDGET
EXPENDITURE
OVER/UNDER
(%)
R’000 R’000 R’000
2002/03 135 148 119 864 15 284 (11.31)
2003/04 238 266 271 069 -32 803 (13.77)
2004/05 292 655 292 655 0
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Key points from financial performance review
Slight under-expenditure in 04/05 due to late additional allocation for property rates arrears: additional allocation made on basis of DPLG submission to
Cabinet re municipality claims of arrears non-submission of substantiating documentation by municipalities municipalities submitted current invoices as arrears municipalities submitted invoices for non-government properties
Generally, figures indicate that DPW has capacity to spend on infrastructure
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Summary of achievements
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Summary of achievements
Moved from disclaimer to qualified to unqualified audit report from 02/03 to 03/04 to 04/05
04/05 audit report has no matters of emphasis on the immovable asset register
Programme to verify and update information on immovable asset register formulated and now in implementation
Proactive disposal programme initiated, in implementation
Exceeded EPWP targets for first year
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Drafted Government Wide Immovable Asset Management Bill (GIAMA), approved by Cabinet, currently with State Law Advisor
Over past three years, put in place new structure based on asset management principles in GIAMA, with decentralised implementation
Conceptualised Tshwane Inner City Programme, obtained cabinet approval, in implementation, options analysis methodology developed
CIDB Act implemented: CIDB formulated and rolling out Contractor’s Register Various standards for construction industry issued
Summary of achievements cont..
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Challenges going forward• How to sustain the gains to ensure that we don’t
regress• Communicating our successes to all our
stakeholders (staff, clients, government, PC, public, media, etc)
• Focussing our energies on those things that can still go wrong
• Introducing knowledge management to institutionalise our Intellectual property (IP)
• Overall-a good year on all accounts
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Thank you
• Staff for their resilience and dedication
• Portfolio committee for all constructive criticism
• All our stakeholders
• My management team for the hard work and helping to drive the change