PORTFOLIO COMMITTEE ON AGRICULTURE, FORESTRY AND FISHERIES PRESENTATION

INTEGRATION OF THE ADMINISTRATIVE FUNCTIONS OF THE

BRANCH: FISHERIES MANAGEMENT INTO THE DEPARTMENT OF AGRICULTURE, FORESTRY AND FISHERIES

4 August 2015

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PRESENTATION OVERVIEW

Purpose Background Problem statement Progress made Planned interventions Organizational Structure Reconfiguration Project Execution Critical success factors

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The purpose of this presentation is to: -

Apprise the Portfolio Committee on progress made by the

Department of Agriculture, Forestry and Fisheries (DAFF) with

respect to- ensuring integration of the three broad functions of the Department,

with particular reference to the Branch: Fisheries Management ; eliminating duplication of functions, as well as improving organizational efficiency and performance.

Seek “in principle” support for the process.

PURPOSE

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In 2009, Cabinet ushered in the National Macro-Organization of the State (N-MOS) which came with macro-structural adjustment of the government machinery

DAFF was born out of this process, where the Branch Forestry from the then Department of Water Affairs and Forestry (DWAF), the Branch Fisheries Management, previously known as the Marine and Coastal Management (MCM) unit of the then Department of Environmental Affairs and Tourism (DEAT) and the former National Department of Agriculture (NDA) merged to form the Department of Agriculture, Forestry and Fisheries (DAFF)

Since this macro-restructuring of the State, and the formation of DAFF, there has been efforts to align the work of DAFF, but that came with lots of complexities

To date, there are still glaring differences on how DAFF in its three main line functions conducts its business, from strategic planning, policy development, administration of legislation, provision of services, approaches to intergovernmental, stakeholder and international relations

Poor communication and dialogue, lack of a harmonized organizational culture can be singled out as critical challenges that led to poor levels of integration and alignment within the organization

BACKGROUND

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PROBLEM STATEMENT

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The DAFF structure is still reflective of its history with less integration in the corporate components of the structure and less organizational cohesion in the regulatory components.

The structure of DAFF is not linked to its strategy. It was inherited from previous organizations and priorities, most of whom are outdated.

A national department without a fully defined service delivery model for managing regional and provincial offices may be associated with non-compliance issues, e.g. asset management, poor customer care, etc.

An organizational structure not fully linked to strategic priorities may often result in poor accountability. This also brings about confusion, where responses are often delayed.

A structural anomaly may also lead to poor information/knowledge management. A change management process during amalgamation was not optimally

managed, resulting in resistance to change and low employee morale and productivity in some cases.

PROBLEM STATEMENT….

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PROGRESS TOWARDS INTEGRATION OF BRANCH: FISHERIES MANAGEMENT

HUMAN RESOURCES

INFORMATION TECHNOLOGY

LEGAL SERVICES

FINANCE

INTERNATIONAL RELATIONS

Milestone achieved Changes to reporting lines approved and implemented Performance agreements signed with the Chief Director: Human

Resources Management &Development Matrix reporting

Integrated organizational structure approved and implemented The budget is allocated under Corporate Services Branch

Changes to reporting lines approved and implemented Performance agreements signed with the Chief Financial Officer Matrix reporting

Changes to reporting lines approved , implementation in progress Organizational structure changes made towards integration

Function

Changes to reporting lines approved and implemented Performance agreements signed with the Chief Director: International

Relations

COMMUNICATIONS & STAKEHOLDER

RELATIONS Changes to reporting lines approved. Implementation in progress Matrix reporting

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PROGRESS TOWARDS INTEGRATION OF BRANCH: FISHERIES MANAGEMENT …

The budget for Human Resource Management (HRM), International Relations (IR), Finance and Legal Services are still in line with the organizational structure and not the reporting lines, i.e. budget is with Fisheries and not with the relevant branches

The budget for the Information and Communication Technology (ICT) function has been aligned to the integrated organizational structure

SMS members of the Branch: Fisheries Management were consulted as part of the organizational structure reconfiguration process. Two days were spent in this exercise as compared to the 3-4 hours spent with other branches

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PLANNED INTERVENTIONS TOWARDS INTEGRATION OF DAFF

The organizational structure reconfiguration project commenced in May 2015 and is due to be completed in November 2015- scope creep to be accommodated

Organized labour was consulted and invited to be part of the Project Monitoring Task Team

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PROJECT EXECUTION PHASES

DISCOVERY PHASE

Project scoping and objectives confirmation workshop(s)

Stakeholder Identification and Mobilization

Information Gathering and Documentation Review

High-Level Business Process and Value-Chain Analysis & Review

Service Delivery Analysis & Review

External Stakeholder Engagement (National Treasury, Department of Public

Service and Administration , Cooperative Governance and Traditional Affairs,

other)

Sign-Off (Value chain analysis; Service delivery model review)

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PROJECT EXECUTION PHASES

DESIGN PHASE

Develop Business Case For Organizational Structure Scenarios

Functional Structure Design

Macro Post-establishment Determination

Benchmarking (National Treasury, DPSA, Other)

Sign-off Of Approved Business Case Scenario

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PROJECT EXECUTION PHASES

IMPLEMENTATION PHASE

Develop Change Management Strategy

Risk Analysis And Mitigation Strategy

Proposed Implementation Strategy

CLOSING PHASE – END NOVEMBER 2015 Report Finalization and submission Sign-off Of Project Report/ Report Acceptance

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INTENDED OUTPUTS OF THE ORGANISATIONAL STRUCTURE RECONFIGURATION PROJECT

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CRITICAL SUCCESS FACTORS

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RECOMMENDATIONS

It is recommended that the Portfolio Committee on Agriculture, Forestry and Fisheries –

Takes note of the project aimed at the reconfiguration of the overall DAFF organisational structure, with particular reference to the Fisheries Management Branch

Supports “in principle” the process as presented.

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THANK YOUSIYABULELAHA KHENSASIYABONGA

RE A LEBOGADANKIE

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