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Strategic Objectives

By Katherine Crawford,2014-05-16 22:57
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The workshop focused on an analysis of the Department's 5-year strategic plan (analysis attached), a SWOT analysis and actual planning (objectives,

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    2005 - 2009 Strategic Plan

     Gauteng Legislature

     Social Development Committee

1. Introduction

1.1 Summary

    The Social Development Committee conducted their strategic planning session on 10 February 2005 at the Parktonian Hotel, Braamfontein. This workshop followed a strategic planning session of chairpersons of committees in October 2004. The report of the chairperson’s session formed the framework for the Social Development Committee strategic session.

The workshop focused on an analysis of the Department’s 5-year strategic

    plan (analysis attached), a SWOT analysis and actual planning (objectives, key performance areas, indicators, baselines, targets). This is outlined in the report.

    The purpose of the strategic planning session was to allow the Committee an opportunity to:

    ? Align the Executive’s policy priorities and outcomes with that of the

    Committee in terms of its oversight role

    ? Develop objectives, key performance areas, baselines and targets for 5-year plans

    Please note that various abbreviations have been referred to in this document. These include:

    ? Committee: Refers to the Gauteng Legislature, Social Development Committee

    ? Department: Refers to the Gauteng Department of Social Development

    Further, a programme and analysis by the researcher is attached to the report.

1.2 Participation

    The Social Development Committee’s strategic planning session was facilitated by Ms Rayna Taback from Umhlaba Development Services. The workshop was attended by the chairperson, Mr Steward Ngwenya and members, Kenneth Batyi, Mathole Motshekga, Refiloe Mogale, Errol Maggerman, Sibongile Nkomo, Princess Mncedane, Rose Gudhluza,

    Hendrika Kruger and Malesela Ledwaba.

    The workshop was also attended by the Group Committee Co-ordinator, Ms Urshula Lottering, Committee Co-ordinator, Ms Monica Vaas, Administrative Assistant, Ms Gulaphi Msiza and Researcher, Ms Joy Dladla.

2. SWOT ANALYSIS

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The Committee further engaged in a SWOT analysis exercise before

    continuing with their planning.

    Strengths Weaknesses ? Co-operation between the Department ? Incoherent information received from

    and the Committee the Department ? MEC attends meetings ? Flow of information not effective ? HOD delegation results in ? Roles and responsibility clarity lacking

    inefficiencies (institutional capacity) ? Positive working relationship in ? Problems with aligning responsibilities

    Committee of Department with MEC’s office: co-

    operation operational difficulties ? Transparency - positive

    ? Institutional capacity and operational ? Members’ readiness to engage

    capacity Departments

     ? Clear vision of Legislature

    ? Support system

    ? Good leadership by Chief

    ? Effective leadership in the Legislature

Opportunities Threats

    ? Review of roles and responsibilities ? Political wrangling Losing focus of

    function of the Committee ? Good relationships between members

    ? Perceptions of Committee

    ? Review of the work plans ? No formal working plan for 2004

    contingency plan was put in place ? Put plans in place to promote social

    development in the province ? Migration of SASSA

3. MICRO-PRIORITISATION

The Researcher further presented members with an analysis of the

    Department’s strategic plans for the 2005/06 financial year, which takes into consideration the Department’s strategic goals, outcomes, outputs and

    indicators.

It was noted that the Department’s identified programmes will benefit

    vulnerable groups such as women, children, people with disabilities, the poor,

    the elderly and youth. The advent of SASSA will also present the Department

    with an opportunity to focus more on developmental welfare services which

    has been crowded out by social security over the last 10 years. The

    Department has further planned for a robust programme addressing welfare

    issues over the next five years.

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    The table below identifies the long-term goals and priorities identified by

    the national government, the provincial government as well as the

    Department

National objectives 2014 Gauteng Provincial Department of Social

    Government vision 2014 Development 2004/05 2008/09 ? Reduce employment by half ? Enabling faster economic ? Build a province fit for children

    growth and job creation and families ? Reduce poverty by half

    ? Fighting poverty and ? Provide protection and care to ? Provide skills required by building safe, secure and vulnerable women the economy sustainable communities ? Protect and empower and ? Ensure that all South ? Developing healthy, restore the dignity of older Africans are fully able to skilled and productive persons and people with exercise their constitutional people disabilities rights and enjoy the full

    dignity of freedom. ? Deepening democracy ? Target investment at the youth

    and nation building and and in particular youth at risk to ? Broadening access to realising the constitutional ensure a commitment to a social services rights of our people strong social fabric ? Compassionate ? Building an effective and ? Facilitate the transformation of government services to the caring government. the social sector, for the people delivery of effective and ? Significantly reduce the appropriate developmental number of serious and social services priority crimes as well as ? Make social grants available to cases awaiting trial all those with in the province ? Positioning South Africa who qualify until the function is strategically as an effective transferred to the South African force in global relations Social Security Agency

    ? Contribute to the fight against

    poverty and HIV/AIDS

    ? Promote equity, human

    resource Development and a

    healthy work environment that

    ensures the retention of scarce

    professional skills and optimal

    utilisation resources

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    3. 5-year Strategic Action Plan

The strategic planning process of the Gauteng Legislature has been informed by the utilization of a planning template provided to

     all Committees and is as follows:

STRATEGIC KPA/KRA INDICATORS BASELINE TARGETS OBJECTIVE Year 1 Yr 2 Yr 3 Yr 4 Yr 5 1 1 1 1 1 1 1.Effective Performance ? 1X Annual report oversight on Reporting submitted to Committee government 5 year strategic ? 4 X Departmental 0 4 4 4 4 4 plans Quarterly Review Reports submitted to Committee as pr requirements of PFMA ? Budget reports 1 1 1 1 1 1 ? Focused Intervention studies/reports 2 2 2 2 2 2 Strategic ? Availability 0 1 1 1 1 1 Planning Departmental Strategic

    Plan

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STRATEGIC KPA/KRA INDICATORS BASELINE TARGETS OBJECTIVE Year 1 Yr 2 Yr 3 Yr 4 Yr 5 0 1 1 1 1 1 2.To improve, Review and ? Reports on identified enhance, monitor Bills gaps prepared by policy review and experts/researchers monitor the and submitted to implementation Committee of the law- 0 1 1 1 1 1 making Monitor and ? Departmental Review processesenhance Bills Reports timeously Monitoring of ? Bills monitored for implementation of implementation (e.g. 1 1 1 1 1 1 Bills and impact of Social Security Agency Bills Bill)

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STRATEGIC KPA/KRA INDICATORS BASELINE TARGETS OBJECTIVE Year 1 Yr 2 Yr 3 Yr 4 Yr 5 0 2 2 2 2 2 ? Responses to petitions 3.To make Responses to public petitions participation an integral part of ? Departmental Report committee Monitoring 0 1 1 1 2 2 (e.g. work with Council work relationship of Elders) between the Department and marginalized ? Public hearings groups 0 2 2 2 2 2 carried out ? Departmental report on the status of Public Hearings 0 1 1 1 1 1 community/public/privat e partnerships Promote Community/public/ private partnerships

4.Ensure that Monitoring ? Relevant Service 0 1 1 1 1 1 Department Development Level Agreement contributes to progress of Review Report fostering Development submitted to the healthy, skilled Centres Committee and productive 0 2 2 2 2 2 people ? 2 oversight visits to development Centres 0 1 1 1 1 1 ? Review report

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STRATEGIC KPA/KRA INDICATORS BASELINE TARGETS OBJECTIVE Year 1 Yr 2 Yr 3 Yr 4 Yr 5 submitted to Committee by Support Staff 0 1 1 1 1 1 ? Departmental presentations/reports/q uestions submitted to the Committee with reference to Programme 4; Community and Support: Food Security and Development Centres

5.Ensuring that Monitoring of ? 4X Departmental 0 4 4 4 4 4 Department Departmental Quarterly Review builds implementation of reports/presentations sustainable, programmes submitted to Committee secure and contributing with reference to prosperous towards building of Programme 3: communitiessustainable Developmental Social communities, Work specifically Bana Pele Programme Ensure that proper ? Meetings/presentations mechanisms are in 0 1 1 1 1 1 with local government on place to promote co-issues such as poverty operative governance reduction

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