project khaedu preliminary - feedback to public works ugu district focusing our business to improve...

Project Khaedu Preliminary - Feedback to Public Works UGU District

Focusing our Business to Improve Delivery

June 2nd 2006

2

Agenda

Key Message

Situation as we see it and Complicating factors

Suggestions

Next steps

Caveat: Our team has only been here for 4 days and we are here primarily to observe and learn…our suggestions could therefore easily miss the mark! We appreciate your input.

3

Key Message

The Provincial Public Works mandate is too broad for the available technical and management resources and should be narrowed.

If narrowed, the roles and responsibilities of Head, Regional and District offices must be re-aligned to effect better service delivery.

Dedicated, multifunctional client teams for Health and Education would reduce current efficiency losses through better planning and greater leverage of scarce technical skills

4

Situation as we see it

• Very Short Staffed in critical areas

• Significant amount of work is minor day-to-day

general maintenance

• Work is concentrated into two critical areas:

Health/education

• Procurement process is slow and cumbersome …perhaps resulting in many ‘stopped Projects’

• Too much critical time (where biggest skill shortages exist) is consumed in administration and driving

• Staff are generally happy with training, communications and management but unhappy with the PMDS and career progression

5

Current Organogram structure seems adequate…

Electrical/Mechanical Inspections Technical Services Fault Logging

Control Works Inspector(M.L.Chetty)62017101

Control Works Inspector(Advertised)

Control Works InspectorW.J.Gerber62228129

Artisan-ForemanT.J.Mathenjwa

60230771

Artisan-ForemanJ.Madlala60224196

Administrative Officer(General Administration)

(Assume duty 01 June 2006)

Administrative Officer(Contracts)

(Interviews 31 May 2006)

Industrial TechnicianCivil (Pending restructuring)

Administrative Officer (Help Desk)

(Waiting approval to appoint)

Industrial TechnicianQS (Pending restructuring)

Works InspectorJ.G.Steyn61862339

Works Inspector(Pending restructuring)

Works InspectorS.S.G.Makhaza

18527329

(Tradesman Aid)M.K.Mbili12452718

(Tradesman Aid)J.Nyawo

60250203

Operator/MessengerT.Khumalo60288141

Admin. Clerk D.B.Gasa (Contracts)

60227915

Industrial TechnicianStructural (Pending

restructuring)

Admin. Clerk(Interviews 07 June

2006)

Works InspectorB.B.Memela60219980



(Tradesman Aid)J.M.Lushaba

12451817

(Tradesman Aid)M.S.Nzama60296852

Telkom OperatorG.T.Mkhungo

(Reception/Procurement)60225751

Admin. ClerkL.Venter

(Complaints/Contracts)61865923

Industrial TechnicianE&M (Pending restructuring)

Works InspectorB.J.Zindela62015184



Groundsman(to be abolished)


DriverZ.S.Chiliza60285842

Admin. ClerkM.Laas (Contracts)

60004169Works Inspector

S.D.Mhlongo62220969



DriverN.M.Hlope(Transport Officer)

12457868


2006)Works Inspector

S.T.Mbhele62568337



General Worker(to be abolished)




Admin. ClerkB.Ngidi (Personell)

60227141




Admin. ClerkP.N.Mahlangu

(Registry/Procurement)60250135




ORGANISATIONAL STRUCTURE FOR PORT SHEPSTONE DISTRICT

Deputy ManagerG.A.Mitchell

PORT SHEPSTONE DISTRICT OFFICE

Structural Inspections Building Maintenance

SOUTHERN REGIONRegional Manager

H.J.Jansen

Technical Services

Administrative Services

H.K.Verreynne (60078154)District Manager

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…but a large number of critical posts are vacant

Electrical/Mechanical Inspections Technical Services Fault Logging

Control Works Inspector(M.L.Chetty)62017101

Control Works Inspector(Advertised)

Control Works InspectorW.J.Gerber62228129

Artisan-ForemanT.J.Mathenjwa

60230771

Artisan-ForemanJ.Madlala60224196

Administrative Officer(General Administration)

(Assume duty 01 June 2006)

Administrative Officer(Contracts)

(Interviews 31 May 2006)

Industrial TechnicianCivil (Pending restructuring)

Administrative Officer (Help Desk)

(Waiting approval to appoint)

Industrial TechnicianQS (Pending restructuring)

Works InspectorJ.G.Steyn61862339


Works InspectorS.S.G.Makhaza

18527329

(Tradesman Aid)M.K.Mbili12452718

(Tradesman Aid)J.Nyawo

60250203

Operator/MessengerT.Khumalo60288141

Admin. Clerk D.B.Gasa (Contracts)

60227915

Industrial TechnicianStructural (Pending

restructuring)


2006)

Works InspectorB.B.Memela60219980



(Tradesman Aid)J.M.Lushaba

12451817

(Tradesman Aid)M.S.Nzama60296852

Telkom OperatorG.T.Mkhungo

(Reception/Procurement)60225751

Admin. ClerkL.Venter

(Complaints/Contracts)61865923

Industrial TechnicianE&M (Pending restructuring)

Works InspectorB.J.Zindela62015184





DriverZ.S.Chiliza60285842

Admin. ClerkM.Laas (Contracts)

60004169Works Inspector

S.D.Mhlongo62220969



DriverN.M.Hlope(Transport Officer)

12457868


2006)Works Inspector

S.T.Mbhele62568337



General Worker(to be abolished)




Admin. ClerkB.Ngidi (Personell)

60227141




Admin. ClerkP.N.Mahlangu

(Registry/Procurement)60250135




ORGANISATIONAL STRUCTURE FOR PORT SHEPSTONE DISTRICT

Deputy ManagerG.A.Mitchell

PORT SHEPSTONE DISTRICT OFFICE

Structural Inspections Building Maintenance

SOUTHERN REGIONRegional Manager

H.J.Jansen

Technical Services

Administrative Services

H.K.Verreynne (60078154)District Manager

X = vacant

XXX

XXXXXXX

XXXXXXXX

XX

X

X X

7

Nearly 50% of jobs count for less than 1% of the district budget

659

3.5

744

369

0%

20%

40%

60%

80%

100%

Jobs Budget

Average value R479,000

Average value R5,400

8

And the value of the District’s work is heavily concentrated in Health and Education

Source: Exco Report and Client Departments

Value Rands

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Value

Education

Health

Other

R408 Million

9

The procurement process is slow and cumbersome with many opportunities for delay…

PUBLIC WORKS CLIENT

PrelimEstimate

ReceiptInst

Ex-client

InvestigateAnd

Report

Brief Consultants

Nominate consultant Proceed

Sketch planCommittee

NormEstimate

SketchPlans Document

EngineersDrawings

FinalWorks

DrawingsArchitects

DraftBills

Planningcomplete Funds

approval

AwardContract

TendersClose

AdvertiseTenders

Site handover

Ist Delivery

certificate

FinalPayment

FinalCertificate

FinaliseDelay report

774 Elapsed Days

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…perhaps resulting in many stopped projects

R 2741136

R 98267

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Value (RM) Jobs

Work Stopped

WIP

11

…Critical (short staffed areas) are spent in driving and training

0%

20%

40%

60%

80%

100%

1

Own Admin.

Meetings

Training

Personnel

Contract

Driving

Tender

Tender Prep

Site Inspection

40 Hour Week

Admin & Driving

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Staff are reasonably happy with training and perceive that they deliver a quality service but are unhappy with PMDS and Career progression

PW Staff survey

3.272.27

3.09 3.36 3.60

1.823.00 3.09

012345

Tra

inin

gA

vaila

bilit

y

Car

eer

Pro

gres

sion

Com

ms

with

Mgt

Qua

lity

ofF

acili

ties

Qua

lity

ofS

ervi

ce

PM

DS

Qua

lity

ofM

gt

Use

of

Bud

get

13

Complicating Factors

•Poor delegations delay decision making

•Economics of general maintenance are poor

•Delivery of basic maintenance is the Department’s “Achilles Heal” - the results are client unhappiness and defection - role of PW as a landlord seems fundamentally flawed

•Current structure still leaves H.O. and Regions geographically remote from many clients

14

Economics of general maintenance are poor. E.g. fixing a welfare office roof in Jolivet estimated value R5400

Inspectors time (2 trips)hrs

Travel 8Inspect 1Prepare documents 1Close contract 1

Cost per hour R95Time Cost 1,040 Travel and S&T 780

Administrative TimePrepare contract 1Pay contract 1Close contract 1

Cost per hour R62

Total time cost 185

Total costs 2,005

15

Basic maintenance is PW Achilles' Heal

Transport has already defected from PW and affects its own construction and maintenance work

Education had to do its own repair work due to storm water damage to the amount of R2 996 675 and would prefer to establish its own infrastructure for effecting construction/maintenance work without PW intervention

Stated causes for defection:

Lack of transformation

Work being outsourced unnecessarily

Ineffective internal systems (E.g.appointment of contractors)

16

Current structure still leaves H.O. and Regions geographically remote from the action, yet they retain key functions and delegations

HeadOffice

Southern MidlandsNorthCoast

Ethekweni

UGU Kokstad PMB

6500 sq Kms

750 structures

335Kms

17,000 sq Kms

+-2,200 structures

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Staff should be teamed by key clients (Health & Education) and projects including dedicated administrators to leverage internal knowledge and critical skills.

Provincial Public Works Department should refocus on key clients and major projects leaving all general maintenance to clients or outsource (encourage planned defection)

Suggestions – Short term

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Staff can be allocated into client specific teams including dedicated administration

Control Inspector/Team LeaderInspectors X 6Artisan SuperintendentArtisans X 2Artisan Aids X2Administrative Support X3

Control Inspector/Team LeaderInspectors X 6

Artisan SuperintendentArtisans X 2

Artisan Aids X2Administrative

Support X3

HR Support

Finance

Controller

Quality

Control

Prof.

Services

DistrictManager

HEALTH

Office Manager

EDUCATION

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Suggestions- DelegationsMedium to long term

The role of Regional and Districts should be merged into 11 Super Districts (mapped to key clients) with appropriate delegation

Role of HO should be redefined and narrowed Budget planning and project commitments should be a joint roll up 3 year

process between clients and dedicated teams Decentralize authority with focus on general, financial, HR and contract

management Review financial delegations. Set approval limit at ‘Super’ district level

(circa R10 million) Review post structure to support the implementation of delegations

(Super District GM at Director level to manage an annual budget of R400 million)

Establish a fully functional HR component at new ‘Super’ district level with ability to resolve all HR queries.

Dramatically shorten, recruiting, tendering and contract policies and processes

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Suggestions (contd)– Collapsing Regional and District offices into 11 Super districts (aligned to key client structures).

Roles

Serving as a ‘One-Stop’ service for all key client requirements

Responsibilities

•Provide professional service to key client departments at Super

district level

•Create dedicated teams for each key client with all relevant skills

sets (technical, artisan, contract and payment administration)

•House corporate service functions (HR, Finance, legal and

professional support)

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Whilst HO focuses on policy formulation and overall strategy

• Coordinate policy from DPW

• Cascade operational plans to Super-districts

• Strategic liaison with key clients (CRM).

• Overall Monitoring and Evaluation

• Senior appointments of Director and above

• Very large scale project tender adjudication (R10 million plus)

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project khaedu preliminary - feedback to public works ugu district focusing our business to improve...

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