DIRECTOR-GENERAL

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DIRECTOR-GENERAL Powered By Docstoc
					DIRECTOR-GENERAL
2 OFFICE OF THE DIRECTORGENERAL
2.1 INTRODUCTION Netshitenzhe, the Chief Executive Officer of the Government Communication and Information System (GCIS), was assigned extra responsibilities of heading the Policy Co-ordination and Advisory Services (PCAS) Unit so as to enhance its strategic planning capacity. Mr. Netshitenzhe’s new responsibility as Head of PCAS is considered as “additional” to his function as Chief Executive Officer of the GCIS. In respect of the private sector, a secondment agreement was entered into with Engen Petroleum Limited, for the secondment of Ms Nthobi Angel to The Presidency for an initial period of two years. She has been assisting the Director-General in The Presidency in the areas of strategic management and planning, performance management and communications. She is also the Acting Head of the Communications Branch and since January 2003 she was also assigned the responsibility for the Private Office of the President. The Presidency continues to support the New Partnership for Africa’s Development (Nepad) through seconded officials at the levels of Director-General (Head of the Nepad Secretariat); 2.2 STRENGTHENING THE CENTRE FOR EFFECTIVE SERVICE DELIVERY One of the major challenges in The Presidency, as is the case elsewhere in the public service, is the need continuously to seek to find appropriate skills to support the President in executing his responsibilities both as the Head of State and of the Government. This was a recommendation of the Presidential Review Commission of 1997, and continues to be a challenge in The Presidency, particularly in the context of the integrated approach to decision-making, implementation and monitoring of government policy. In order to address the human resource challenges, The Presidency has had to draw on existing skills within the public service and the private sector. In pursuance of this objective, Mr Joel 2.3 KNOWLEDGE MANAGEMENT The Presidency worked with the State Information Technology Agency (SITA) on two projects, namely an Integrated Document Management System (IDMS) and a Strategic Information Systems Plan (SISP) for The Presidency. Deputy Director-General; Chief Director and Private Secretary . To deal with the issues of peace and security challenges faced by South Africa and the continent, Mr. Billy Masetlha, the former DirectorGeneral of Home Affairs, was deployed to The Presidency as the Security Adviser to the President to advise and support the President in dealing with security-related matters within the country and abroad. The focus of the Office of the Director-General for the past year has been on improving the central executive management role of the Office and enhancing the capacity of The Presidency. As the Administrative nerve centre of The Presidency, the range of functions of the Office of the DirectorGeneral include the overall administration and management of The Presidency, policy co-ordination and advisory service, personal support to the President, the Deputy President and the Minister, high-level liaison and coordination with ministries and government departments, foreign governments, organised business and civil society organisations. In addition to being the Administrative Head of The Presidency, the Director-General is the Accounting Officer and Secretary of Cabinet. He is also directly responsible for the Internal Audit and Internal Security Units. The responsibilities of the Director-General are reflected in more detail through the activities of the six branches and their respective units, which are described in the rest of the report

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2.3.1 Strategic Information Systems Plan The purpose of the Strategic Information Systems Plan (SISP) is to lay a foundation for the production of a structured information technology plan. It is meant to ensure that the information needs of the various organisational units are met under both prevailing and future conditions, subject to changing trends in information technology and the government and business environments. The assessment of the current IT infrastructure suggests that The Presidency has a sound IT infrastructure that will be capable of handling future requirements, even if these should change at short notice. The importance of managing change and the systematic changing of the organisational mindset and culture is emphasised in the SISP report. 2.3.2 Integrated Document Management System (IDMS) Like most government institutions, The Presidency works with paper-intensive processes, with extensive routing of documents. There is a need to control all records according to the National Archives Act, which stipulates that state departments should keep and maintain all records (which include electronic records). These facts indicated a requirement for a control system. Working with SITA (State Information Technology Agency), The Presidency chose a computer software solution for the document management requirements of The Presidency. This software will form the technical basis of an IDMS which will significantly enhance the integrity of information and the speedy and accurate processing of documents and the information contained in it. It will therefore facilitate improved knowledge management within The Presidency. 2.4 HIGHLIGHTS OF 2002/2003 integrated system of governance, including the cluster system. In addition, the adoption of the integrated Planning Framework Cycle has greatly improved the management of Government as well as its effectiveness in integrated implementation and monitoring of Government programmes. The launch of the Freedom Park, the bestowal of the new National Orders, together with the finalisation of the work of the Truth and Reconciliation Commission, should be seen as important building blocks of our united but diverse nation. The Director-General assisted the President and relevant departments in managing the deployment and redeployment of several Heads of Department in terms of the Public Service Act of 1999, as amended. The Director-General participated and was represented in the various interdepartmental and other committees established by Cabinet in terms of particular legislation, including: o National Intelligence Co-ordinating Committee (NICOC) o National Conventional Arms Control Committee (NCACC) o National Security Council (NSC) o International Marketing Council (IMC) o International Scheduling Committee (ISC) for the President and Deputy President’s international programmes o The New Partnership for Africa’s Development (Nepad) Three meetings of the Forum of South African Directors-General (Fosad) were convened and chaired by the Director-General, with a view to co-ordinate and integrate government policies and programmes. He also convened and chaired the monthly Fosad Management Committee meetings (Manco) to ensure the development of the

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o Inter-ministerial committees for the World Summit on Sustainable Development (WSSD) and the launch of the African Union (AU). As Secretary of the Cabinet, the DirectorGeneral has been assigned the responsibility of keeping a register of financial interests disclosed by Ministers and Deputy Ministers, as the Secretary for the Executive Ethics Code. The Director-General provides support and works together with the Special Advisers to the President, the Deputy President and the Minister in the efficient execution of their duties. He takes responsibility for the Chancellery of National Orders, which manages the conferring of honours and decorations on both South African and foreign nationals. Other responsibilities of the DirectorGeneral include assisting the President with the credentials ceremony for new Ambassadors and High Commissioners, the organisation of state and official funerals and providing support and prescribed services to former Presidents, Deputy Presidents and Vice Presidents and their spouses. The Director-General also assumes management responsibility for the meetings between the President and the National Religious Leaders Forum which meet twice a year, as well as the Religious Working Group which executes decisions made at the Forum with the President. 2.5 CHALLENGES DURING 2002/2003

extend the country’s international role in the interest of all South Africans as well as the people of the region, the continent and the developing South. This is part of South Africa’s vision of a better life for all at home, alongside a better world for all on the continent and beyond. 2.6 INTERNAL AUDIT

The core mandate of the Internal Audit unit is to provide a continued professional, value-adding service to The Presidency through independent review of the systems of internal control that contribute to the attainment of The Presidency’s corporate and strategic goals. In doing so, the Unit promotes the highest standards of professional ethics. This is done through compliance with the standards set by the Institute of Internal Auditors. During the year, the Unit has liaised closely with the members of the Audit Committee and the Office of the Auditor-General in fulfilling its functions. These have included conducting regularity audits of corporate services, undertaking special investigations as well as various ad hoc advisory services. On completion the audits were reported on to the Director-General and to the relevant management, and, where necessary, recommendations for improvement were made. The Internal Audit unit updated the risk assessment plan of The Presidency through surveys with management and review of internal and external audit findings. It was through this updated plan and the risk management strategy that the focus of internal audit’s activities was directed. 2.7 INTERNAL SECURITY

The Presidency continued to deal with challenges occasioned by the restructuring to reposition The Presidency to meet new and changing conditions, the new integrated form of governance (including the new Cabinet cluster system and clusters of Directors-General) and an integrated planning framework - including the medium term strategic framework (MTSF) and the medium term expenditure framework (MTEF), sequenced accordingly for the rest of Government. In addition to the domestic challenges of The Presidency, the Director-General had to manage the continuing challenges posed by the reentry of South Africa into the international arena. The Presidency (together with the Department of Foreign Affairs and other Ministers and Departments) has moved to consolidate and

The mission of the Directorate: Internal Security is to provide comprehensive, high quality security services to The Presidency. This includes information security and compliance with to the Minimum Information Security Standards (MISS) as approved by the Cabinet. An important task of the unit is to establish and maintain a safe and secure environment; to manage all security aspects within The Presidency and the residences of political principals. It also develops and implements security policy and

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procedures so that the physical and information security in The Presidency is not compromised. The unit's other function is to co-ordinate and liaise with the following security agencies of the State: South African Police Services; South African National Defence Force; National Intelligence Agency; South African Communication Security Agency and South African Secret Service. The Internal Security directorate ensures that security clearance and vetting is done for all staff, contractors and private companies that provide a service to The Presidency. The unit was successful in conducting security awareness programmes with the purpose of inculcating security awareness among the staff of The Presidency. It also successfully co-ordinated and liaised with state security agencies on security and intelligence related matters.

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