presentation to parliament on the annual performance and five year strategic plan 15 april 2015 by...
TRANSCRIPT
Presentation to Parliament on the Annual Performance and Five Year Strategic Plan
15 April 2015
By Khathu RamukumbaChief Executive Officer
2
Table of Contents
Contents
1 NYDA Annual Performance Plan
2 Budget 2015 / 2016
3 Loan book
4 Audit matters
5 Organisational redevelopment and culture change
NYDA ANNUAL PERFORMANCE PLAN
2015/2016
3
Strategic Outcomes
Strategic Outcome Area 1:Improved and sustainable livelihood opportunities for young people in South Africa.
Strategic outcome area 2: Enhanced participation of young people in social cohesion towards nation building
Strategic Outcome 3: Enhanced enabling environment that promotes youth development in all sectors of South African Society
Strategic Outcome Area 4: Develop and enhance a credible and capable youth development agency
4
KPA 1: ECONOMIC PARTICIPATIONStrategic Outcome: Improved and sustainable livelihood opportunities for young people inSouth Africa.
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Strategic Objectives
Performance Indicator
Actual Performance
Estimated Performance
Medium Term Targets
2014/15 2015/16 2016/17 2017/18 2018/19
To enhance the participation of young people in the economy
Number of youth owned enterprises and youth receiving NYDA grant funding
500 youth owned enterprises and youth
572 youth owned enterprises and youth
629 youth owned enterprises and youth
692 youth owned enterprises and youth
761 youth owned enterprises and youth
Number of young aspiring and established entrepreneurs supported through NYDA Business Development Support service
38,475 young aspiring and established entrepreneurs
51,208 young aspiring and established entrepreneurs
56,329 young aspiring and established entrepreneurs
61,962 young aspiring and established entrepreneurs
68,158 young aspiring and established entrepreneurs
Number of communities provided with community development facilitation support
16 communities 66 communities 73 communities
80 communities
88 communities
Number of jobs created and sustained through grant funding,corporatives and business development services
2,750 jobs created and sustained
2,887 jobs created and sustained
3,176 jobs created and sustained
3,493 jobs created and sustained
3,843 jobs created and sustained
KPA 2: EDUCATION & SKILLS DEVELOPMENT
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Strategic Outcome: Improved and sustainable livelihood opportunities for youngpeople in South Africa.
Strategic Objectives
Performance Indicator
Actual Performance
Estimated Performance
Medium Term Targets
2014/15 2015/16 2016/17 2017/18 2018/19
To facilitate and implement education opportunities in order to improve the quality education attainment for the youth
Number of young people enrolled in the NYDA Matric (Grade12) re-write programme
3,500 young people
3,675 young people
4,043 young people
4,447 young people
4,891 young people
Number of youth supported through the scholarship programme (Solomon Mahlangu Scholarship Programme)
143 youth 400 youth 440 youth 484 youth 532 youth
Number of young people supported through individual and group career guidance interventions
770,000 young people
808,500 young people
889,350 young people
978,285 young people
1,076,114 young people
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KPA 2: EDUCATION & SKILLS DEVELOPMENT (continued)
Strategic Objectives
Performance Indicator
Actual Performance
Estimated Performance
Medium Term Targets
2014/15 2015/16 2016/17 2017/18 2018/19
To facilitate and implement skills programmes
Number of young people participating in structured YouthBuild programmes
1,650 young people
2,000 young people
2,200 young people
2,420 young people
2,662 young people
Number of young people enrolled in NYS volunteer programmes
10,000 young people
12,000 young people
13,200 young people
14,520 young people
15,972 young people
Number of young people supported through life skills programme, the job preparedness programme and job placement programme.
New Indicator 55 650 young people
61 205 young people
67 325 young people
74 058 young people
KPA 3: HEALTH AND WELL-BEING
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Strategic Outcome: Enhanced participation of young people in social cohesion towards nation building
Strategic Objectives
Performance Indicator
Actual Performance
Estimated Performance
Medium Term Targets
2014/15 2015/16 2016/17 2017/18 2018/19
To facilitate access to health and well-being programmes
Number of young people accessing programmes and intervention designed to improve health and well-being
5,500 young people
5,775 young people
6,353 young people
6,988 young people
7,687 young people
To provide health and well- being interventions to young people
Number of youth participating in campaigns and special projects implemented
New Indicator 200 000 youth
210 000 youth
220 000 youth
230 000 youth
KPA 4: POLICY AND RESEARCH
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Strategic Outcome: Enhanced enabling environment that promotes youth development in all sectors of South African Society
Strategic Objectives
Performance Indicator
Actual Performance
Estimated Performance
Medium Term Targets
2014/15 2015/16 2016/17 2017/18 2018/19
To create and produce information and knowledge for better youth development planning and decision making
Number of youth development research and evaluations products and policy reviews/developments produced by the NYDA
New Indicator 44 youth development research and evaluations products and policy reviews/developments produced by the NYDA
48 youth development research and evaluations products and policy reviews/developments produced by the NYDA
52 youth development research and evaluations products and policy reviews/developments produced by the NYDA
56 youth development research and evaluations products and policy reviews/developments produced by the NYDA
Develop National Youth Employment Plan 2030
Submission of draft [National Youth Employment Plan 2030] developed and approved by NYDA board
Final National Youth Employment Plan 2030 approved by the NYDA and submitted to the Presidency
Final National Youth Employment Plan 2030 endorsed
N/A N/A
KPA 4: POLICY AND RESEARCH (continued)
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Strategic Objectives
Performance Indicator
Actual Performance
Estimated Performance
Medium Term Targets
2014/15 2015/16 2016/17 2017/18 2018/19
To provide access to information and create awareness on youth development programmes
Number of young people receiving information on youth development through NYDA access points
770,000 young people
1,200 000 young people
1,320 ,000 young people
1,450 ,200 young people
1,595 ,400 young people
To Lobby Key Stakeholders to support and implement youth development programmes
Number of organs of state and private sector companies lobbied resulting in the establishment of youth directorates and implementation of youth programmes
39 organs of state and private sector companies lobbied resulting in the establishment of youth directorates and implementation of youth programmes
50 organs of state and private sector companies lobbied resulting in the establishment of youth directorates and implementation of youth programmes
54 organs of state and private sector companies lobbied resulting in the establishment of youth directorates and implementation of youth programmes
58 organs of state and private sector companies lobbied resulting in the establishment of youth directorates and implementation of youth programmes
62 organs of state and private sector companies lobbied resulting in the establishment of youth directorates and implementation of youth programmes
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Strategic Objectives
Performance Indicator
Actual Performance
Estimated Performance
Medium Term Targets
2014/15 2015/16 2016/17 2017/18 2018/19
To create a platform for youth to participate and benefit from democratic processes
Number of youth participating in youth development related dialogue sessions
New Indicator 10,800 young people
11,340 young people
11,907 young people
12,502 young people
To mobilise and leverage financial resources from 3rd parties
Value of funds committed to support youth development programmes
R86 million R90 million R99 million R104 million R119 million
KPA 4: POLICY AND RESEARCH (continued)
KPA 5: GOVERNANCE
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Strategic Objectives
Performance Indicator
Actual Performance
Estimated Performance
Medium Term Targets
2014/15 2015/16 2016/17 2017/18 2018/19
To establish a credible, efficient and effective organisation
Efficient and effective IT systems to support youth development
Implementation of Phase 1 and Phase 2 of the roadmap
- Review NYDA IT Systems Architecture and Roadmap Implementation
- Implementation of Phase 3 of the roadmap
-Implementation of Phase 4 of the roadmap- Evaluation of the roadmap implementation
N/A N/A
Review of identified policies and processes for increased efficiency
Implementation of Phase 2 roadmap
Evaluation of roadmap implementation
N/A N/A N/A
Number of staff who received training and capacity building to enhance staff performance
350 employees trained
367 employees trained
404 employees trained
441 employees trained
489 employees trained
Strategic Outcome: Develop and enhance a credible and capable youth development agency
KPA 5: GOVERNANCE (continued)
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Strategic Objectives
Performance Indicator
Actual Performance
Estimated Performance
Medium Term Targets
2014/15 2015/16 2016/17 2017/18 2018/19
To establish a credible, efficient and effective organisation
Number of information dissemination access points operationalised
20 dissemination access points operationalised
30 dissemination access points operationalised
33 dissemination access points operationalised
40 dissemination access points operationalised
44 information dissemination access points operationalised
Compliance to policies and legislations for good governance
Dashboard reports as prepared by internal audit have acceptable levels of compliance to policies and legislation
Dashboard reports as prepared by internal audit have acceptable levels of compliance to policies and legislation
Dashboard reports as prepared by internal audit have acceptable levels of compliance to policies and legislation
Dashboard reports as prepared by internal audit have acceptable levels of compliance to policies and legislation
Dashboard reports as prepared by internal audit have acceptable levels of compliance to policies and legislation
KEY PRIORITY AREAS 2015 / 2016
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Strengthening
Partnerships
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BUDGET 2015/2016 & OTHER FINANCIAL MATTERS
Methodology
Divisions were required to prepare a zero based budget to determine a costing perproduct in order to deliver targets in respect of the Annual Performance Plan.Unavoidable (sunk) costs were accounted for within the operational divisions.
Consultations occurred with divisional heads on draft budgets which wereinterrogated and whittled down where necessary.The Chief Financial Officer made subsequent adjustments based on analysis ofinformation and comparison to baselines.
The salary budget was developed based on the current headcount plus vacancies. Projected revenue of the organisation was determined and expenditure wasconsolidated and matched against such revenue.
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Considerations• The funding of the business operations of the Agency which require the running costs
of a fully-fledged head office in the hub of South Africa’s economic capital as well as that of fourteen full service level branches to be serviced in order to deliver services to young people and are simply unavoidable costs.
• The salary costs of the Agency which are viewed from the perspective of also being an unavoidable cost albeit a necessary one in order to meet service delivery expectations.
• Each Key Performance Indicator of the organisation is required to be funded with an adequate budget to meet the minimum performance target. To under capacitate targets would be to set the organisation up for failure and immediately place at risk the target achievement that the Agency sets at one hundred percent for each financial year.
• The capital investment required mainly to replace aging infrastructure in the Information Technology space and to create new innovative solutions for service delivery and keep up with current market trends. The investment in employee wellness and learning and development as well as staff recognition.
• The implementation of the turnaround strategy of the organisation requires certain priority investments to be made which would also require funding to be made available.
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Market Conditions
• The most concerning backdrop on the 2015 / 2016 budget is the reduction of the NYDA’s allocation from the National Treasury from an amount initially allocated of R422 million to that imposed by the midterm budget review cuts of R409 million.
• This is part of wider austerity measures imposed across government to reduce the budget deficit and the deficit on the country’s current account.
• Economic growth in the country remains painfully stagnant at around 1,7% due to market conditions prevailing worldwide while unemployment in the country also stubbornly remains at around 25%.
• A positive exists in terms of the falling oil price which has allowed inflation to be reduced to 4,9% in most recent estimates which should influence the overall price of goods and services
• The budget is presented as a consolidated budget of the NYDA while then containing further reference to each division of the NYDA and then down to a third layer which incorporates the detail of projects, operations and branches.
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Income Budget
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Income description Allocation
National Treasury grant R 409 789 000
Rollover of funding R 5 500 000
Loan collection (interest and capital) R 8 500 000
Interest income R 3 500 000
Total R 427 289 000
National Treasury Allocation
20
Year Commitment Allocation Percentage change
2010/2011 R 369 973 000 R 369 973 000
2011/2012 R 385 853 000 R 385 853 000 4,29%
2012/2013 R 405 146 000 R 376 010 000 -2,55%
2013/2014 R 396 677 000 R 392 710 000 4,44%
2014/2015 R 408 237 000 R 408 237 000 3,95%
2015 / 2016 R422 565 000 R409 789 000 0,38%
2016 / 2017 R444 931 000 R405 766 000 -0,98%
Donor Funded Income
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Donor funderContribution to Key
Programme Area Amount contributedDepartment of Public Works Expanded Public Works Programme
Education and skills development R10 000 000
National Skills Fund – Solomon Mahlangu Scholarship Fund
Education and skills development R10 000 000
Industrial Development Corporation – Voucher Programme
Economic Participation R10 000 000
ETDP-SETA – Second Chance Matric Rewrite
Education and skills development R2 500 000
Total projected donor funded income
R32 500 000
Expenditure Budget
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Key Programme Area (including employee costs)
Allocation Percentage Allocation
Economic Development R 72 196 184 16,9%National Youth Service, Education and Skills Development R 87 281 463 20,4%Research and Policy including youth dialogues R 46 183 573 10,8%
Service Delivery Channel R 99 286 497 23,2%
Operational costs R 122 341 283 28,6%
Total R 427 289 000
Expenditure trends
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Description 2012 / 2013
Audited
2013 / 2014Audited
2014 / 2015Projected
Income 412 645 409 754 415 237
MTEF allocation 385 483 392 710 408 237
Other income 27 162 17 044 7 000
Expenditure 425 030 416 875 415 237
Employee costs 162 258 168 456 170 419
Administration(Operational expenditure)
97 175 78 523 70 452
Goods / Services(Youth development projects)
159 913 165 891 169 266
Capital expenditure 5 684 4 005 5 100
Percentage of budget spent
103% 102% 100%
MTEF Allocation
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Description MTEF Projected2014 /15
(000’)
MTEF Budget2015 / 16
(000’)
MTEF Budget 2016 /17
(000’)
Income 415 237 427 289 425 766
MTEF allocation 408 237 409 789 405 766
Other income 7 000 17 500 20 000
Expenditure 415 237 427 289 425 766
Employee costs 170 419 185 719* 196 862*
Administration(Operational expenditure)
70 452 75 671 72 500
Goods / Services(Youth development projects)
169 266 165 899 154 904
Capital expenditure 5 100 5 000 1 500
*Dependent on the outcome of the organisational redevelopment process
MTEF Allocation against Key Programme Area
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Description MTEF Actual 2014 /15
MTEF Budget2015 / 16
MTEF Budget 2016 /17
Economic Participation 53 910 53 799 55 413
Education and Skills 64 560 62 236 64 103
Policy and Research 28 086 17 372 1 921
Service Delivery Channel 23 710 32 492 33 467
Operational, employee & capital expenditure
245 971 261 390* 270 862*
Total 415 237 427 289 425 766
*Dependent on the outcome of the organisational redevelopment process
LOAN BOOK
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Loan Book Considerations
NYDA has two main issues related to its loan book:
•Not taking effective steps to collect all revenue due;•Significant impairment on loan book
NYDA has four point plan on which to close the chapter of the loan book.
Analysis of the loan book:
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Description Amount
Gross advances R385 246 000
Interest receivable R83 102 000
Loans written off (R6 143 000)
Capital repayments R229 925 000
Amount of loan book R232 280 000
Allowance for impairment (R225 618 000)
Net value of loan book R6 662 000
Capital repayment recovered 60%
Loan Book Four Phase Plan
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In progress:
Aimed completion date: 31 May 2015
In progress:
Aimed completion date: 31 May 2015
In progress:
Aimed completion date: 30 June 2015
In progress:
Aimed completion date: 30 June 2015
In progress:
Aimed completion date: 31 July 2015
In progress:
Aimed completion date: 31 July 2015
In progress:
Aimed completion date: 31 March 2016
In progress:
Aimed completion date: 31 March 2016
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AUDIT MATTERS
2010 / 2011 2011 / 2012 2012 / 2013 2013 /2014
6 2 1 1
1. Material impairments in the financial statements on loans receivable
1. Material impairments in the financial statements on loans receivable
1. Material impairments in the financial statements on loans receivable
1. Material impairments in the financial statements on loans receivable
2. Irregular expenditure of R67m
2. Irregular expenditure of R133m
*
3. Significant uncertainties in the financial statements
4. Restatement of prior period figures
5. Fruitless and Wasteful Expenditure of R2m
6. Borrowings without National Treasury approval
*Irregular expenditure was not an emphasis of matter paragraph but amounted to R62m
Emphasis of Matter Paragraphs
Irregular Expenditure
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Year 2010 / 2011 2011 / 2012 2012 / 2013 2013 /2014 2014 / 2015
Amount of irregular
expenditure
R67 000 000 R133 000 000 R62 000 000 R16 000 000 R559 558
Percentage change
99% -53% -74% -97%
The Auditor General recommended that the NYDA take steps to prevent irregular expenditure
and take appropriate action against officials for incurring irregular expenditure.
The NYDA has taken the following corrective actions:
• Disciplinary action taken against staff who have incurred irregular expenditure
• Supply Chain Management (SCM) turnaround strategy implemented and monitored on an
ongoing basis by the CEO’s office
• SCM policies and procedures have been reviewed and updated with respect to changes in
legislation
• Training provided to SCM staff and individuals responsible for procurement
• All Bid Committee members are being trained on SCM regulations
• Irregular and fruitless and wasteful expenditure target for 2016 is zero
• Clause in all executive management contracts which relates directly to irregular
expenditure
• SCM charters, policies and procedures updated and approved by accounting authority and
currently implemented across Agency
Corrective actions on Supply Chain Management
Corrective Action on Performance Information
• Monitoring and evaluation framework approved and implemented.• Executive Management contracts all have clauses in respect of ensuring set deadlines are met.• Standardisation of the verification process.• Coordination in terms of branch and head office reporting. • Using the power of IT to unlock potential of enhancing reporting timeframes.
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ORGANISATIONAL REDEVELOPMENT AND CULTURE CHANGE
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Rationale for realigning NYDA’s organisational structure
1. Realignment and refocus to key legislative and regulatory documents, such as the; NYDA Act, National Youth Policy, New Growth Path, National Youth Service Framework etc.
2. Ensure effective achievement of the Strategic 5 year plan and the respective Annual Performance Plan (APP).
3. Efficiently realise the objectives of the Turnaround Strategy so as to ensure impact, credibility and build capacity.
4. Manage the organisation’s high salary bill and refocus the budget on delivering quality service.
5. Reduction of duplication of work at Head office and the branches. 6. Ensure clear integration of all products and services offered by the
NYDA.7. Focus on continuous and innovative product and programme
enhancement that speaks to the dynamic needs of the youth.8. Promote cross functionality across the organisation and to continue to
develop an NYDA employee who is a well-rounded ‘Youth Development Practitioner’.
9. To ensure a lean and streamlined organisational structure. 10. Re-energise the NYDA to become a more credible and capable
organisation.
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Project Scope
• Proposed /recommended new structure – macro and micro organisational structure.
• Competency framework outlining required skills and competencies required to deliver on mandate and five year plan
• Implementation plan to migrate staff from current to new structure
• Designed new Job Functions and Job Descriptions
• Report on high level Job Evaluation of all positions
• Report on salary benchmarking of all Job Functions in the recommended structure
• Implementation plans for the review of the organisational structure and the development of a HR plan.
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Road to the approved ‘To Be’ Functional and Macro Organisational Structure
C.E.O
EM: Corporate
ServiceC.F.OEM: SDC
Senior Manager: Enterprise
Finance
EM: Communicat
ions
Senior Manager:
Rural Developmen
t
Senior Manager:
BDS
EM: NYS & Skills
Development
EM: Economic
Development
Chief Information Officer
EM: Corporate Partnershi
ps
EM: Research &
Policy
Senior Manager: Lobbying, Advocacy
and Parliamentary Liaison
Senior Manager:
Civil Society &
Public SectorSenior
Manager: Private
Sector and Internation
al Relations
Senior Manager:
Communications
Senior Manager:
Marketing & Branding
Senior Manager: Recruitm
ent Services
Senior Manager: Remuneration &
Employee BenefitsSenior
Manager: Employee Relations
& WellnessSenior
Manager: Human
Resource Developm
ent
Senior Manager: Corporate Support
Senior Legal
Advisor
Senior Manager:
ICT Projects
Senior Manager: Business
Applications
Senior Manager:
ICT Infrastruct
ureSenior
Manager: Enterprise Architectur
e and Governanc
e
Senior Manager: National
Youth Services
Senior Manager: National
Youth Services
Senior Manager:
Skills Developme
nt
Senior Manager:
CYDP
Senior Manager: Operations Support
Senior Manager: Research
Senior Manager:
Policy
Senior Manager:
M&E
Senior Manager: Finance
Senior Manager:
Supply Chain
NYDA “As - Is” DesignAdministrative Macro Structure
General Manager: Strategic
Programmes
Senior Manager:
Quality Assurance
and Compliance
Senior Manager: Corporate Strategy
General Manager:
Risk Manageme
nt and Internal
Audit
Position Title Number of Positions
Executive Management (incl. CEO)
10
Senior/General Management
31
Managers 68
Approved ‘To Be’ Functional Structure
39
Programme Planning and Initiation
Programme Management
Service Delivery Channel
Intergovernmental Relationships (IGR)
Budget, Reporting and asset
management
Finance Operations
Supply Chain Management
Human Resources Management
ICT
Internal and External
Communications
Legal ServicesFacilities Management
Knowledge Management
Strategic Planning
Organisational Performance MonitoringProgramme
Monitoring and Evaluation
Policy and Process Co-ordination
Policy and Process Co-ordination
Corporate InvestmentsCorporate Investments
Organisational Risk Management Call Centre
- Board Committee
- Internal Audit Committee
- Board Committee
- Internal Audit Committee
National NYS Coordination
Provincial & Local Level NYS
Coordination
1 2 3 4 5
Key major changes
• The following functions have been incorporated into new clusters/divisions: − ICT and Communication into Corporate Services. − Programme Monitoring and Evaluation into Corporate Planning and
Strategy.− SDC, Economic Development, Skills & Education, Special Projects and
Health & Wellbeing into the Programme Design, Development and Delivery.
− Facilities into Finance. − Organisational Risk and Knowledge Management into Corporate Planning
and Strategy. • The following functions have dual reporting line (solid reporting line to the
Board and a dotted to the CEO): − Internal Audit. − Company Secretariat.
• Corporate Partnerships divided into Intergovernmental Relationships and Corporate Investments, reporting to Programme Design, Development and Delivery and the CEO respectively.
• National Youth Service, a standalone NYDA programme to deal with the engagement, infiltration and advocating of NYS in all spheres of government as per the NYS Framework.
• The introduction of a Business Partner Model for Communications and HR, to ensure effective and responsive support to the branches and head office.
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Benefits of the ‘To Be’ Functional and Macro organisational structure
Approximately 14% reduction of the salary bill at a Macro organisational level – from R 60, 443, 247.73 (35% of total salary cost) to R 37,772,891.86 (22% of total salary cost)
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Total number position at a macro level reduced from 116 positions on the ‘as is’ to 50 positions on the ‘to be’ organisational structure. Reducing the number of EM’s to 5 positions, Senior Managers to 7 positions and Managers to 35 positions.`
Integration of programmes, products and services - clear integrated, value chain effect of programmes – whether they are core or administrative programmes. This will: 1) Reduce turnaround times, 2) eliminate duplication of effort that might occur; 3) Improve stakeholder relations and customer relations; 4) Enhance service delivery.
Focus on product and programme enhancement - proactive in the development of youth development programmes, products and services that addresses youth issues in ‘real time’.
Streamlining and strict focus on functions. Dedicated focus on National Youth Service being implemented across National, Provincial and local Government Departments/ municipalities. Cross Functionality - employees working with and offering the service and products of the NYDA should be able to conversant on all the products and services. This will ensure that the NYDA develops an employee who are ‘Youth Cadre’ or Youth Development Specialists.
NYDA Macro Structure “As – Is” vs. “To – Be” Comparison
Number of Manager Positions (Filled & Vacant Positions):Chair & Deputy Chair = 2CEO = 1Executive Manager = 9Senior Manager = 31Manager = 68
Financial (Based on current CTC)
Cost of Macro Structure =
R 60, 443, 247.73 (35% of total salary cost)
Total number of Positions:
116 macro level staff establishment (84 filled positions)
Number of Managers:Chair & Deputy Chair = 2CEO = 1Executive Director = 5Senior Manager = 7Manager = 35
Financial (Based on 50th Percentile as per current Patterson Grading)
Cost of Macro Structure =
R 37,772,891.86 (22% of total salary cost)
Total number of Positions:
50 macro level staff establishment
“As
– Is
”“T
o – B
e”
“To – B
e”
The figures above are based on the following assumptions:1.That the salary information provided to PwC as at the 19th February 2015 is valid and reliable.2.The 50th percentile of Patterson salary bands were used to determine and estimate the costing of the “To – Be” Macro Structure.3.The costing of the “To – Be” Macro Structure does not include outsourced functions in ICT, Facilities and Communications.4.Number of positions were calculated per Division based on updated divisional structures (as @ January 2015) and headcount/salary list (as @ December 2014), therefore management salaries for new recruits and leavers have not been included in this exercise from the 1st of February.5.Job evaluation exercise has not been conducted for the ‘To Be” Macro Structure costing, therefore the costing is only based on the current Patterson Grading System.
- ENDS -
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