PERIOD:             April 2003 to September 2003


Table of Contents

1.   INTRODUCTION .................................................................................................2
2.   REFLECTION ON OUTPUTS .............................................................................2
  2.1 Strengthening the capacity of the Center of Government to co-ordinate pro-
        poor policies and development ........................................................................2
  2.2 Improved Resource Utilisation and Alternative Service Delivery Mechanisms
        to achieve Service Delivery Standards.............................................................4
  2.3 Restructuring of State Assets. ..........................................................................6
  2.4 Improved Accountability and Transparency. ...................................................7
  2.5 Knowledge management and learning networks. ............................................7
  2.6 Programme and Project Management. .............................................................7
3. CONCLUDING REMARKS..................................................................................8

This is a narrative summation of progress with respect to IPSP work in
Limpopo Province during the period under review. It reflects highlights and
challenges per out with the intention of making some assessment of whether
the programme is likely to achieve the intended purpose and goal.


Comments are made per output and will be consolidated later in the
document. However, it is appropriate to mention that all activities launch in the
current period either achieved or moved substantially towards achieving the
intended objectives.

2.1 Strengthening the capacity of the Center of Government to
co-ordinate pro-poor policies and development

A quick overview of activities undertaken in this output indicates that the IPSP
adequately came to the party in assisting the Provincial Administration in
setting the scene for the third democratic government. This will be reflected by
the nature and content of activities to be outlined below

Only two activities, which were inherited from IPSPI, were about setting
systems and improving operations. These are continued support on the
implementation of the Performance Management System and Updating of
Manual Personnel Records. Key highlights of these activities include:

   q   An ongoing interdepartmental Human Resource Manager’s Forum
       founded on the need to implement the PMS, but came handy in dealing
       with resolution seven challenges and other challenges facing the
       Province in this field.
   q   It is reported that all employees in the Administration do have
       workplans and Performance Instruments. However, the worry remains
       the quality these tools and the ability of supervisors and managers to
       use them effectively. It is believed that in terms of appropriate usage
       the management component (SMS) is well trained and competent.
   q   A forum dealing with Records Management beyond the original
       intention of Updating Personnel Records. Its major success was the
       assimilation of project management skills to be able to deal with the
       challenge without the support of external consultants. Based on this
       success the Transversal HR Unit was strengthened to be able to
       successfully canvass for financial backup for continuing the work in the
       2004/5 financial year.
The remaining four Activities in this output deals with strategy. In essence the
Provincial Administration is comfortable with the coordination institutions it
operates. The critical challenge has been the content of their work, which
tended to be more operational instead of generating and pursuing strategic
focus. IPSP assisted in designing and implementing intervention hereunder,
   q E-Government Strategy

This activity is complete and had a number of objectives – to review IT
operations within government and identify current and future needs, explore
the possibility of using government needs as a platform for creating a viable IT
industry in the Province, to formulate a package of interventions that would
position the Province as a preferred location for Private and Public sector ‘Call

It is the view of the Province that the activity was successful. Twenty
intervention packages were developed, sequenced and costed. The HOD
Committee adopts these and the Executive Council as an IT programme
commencing in the 2004/5 financial year. Treasury will at least allocate funds
for a portal development project in the next financial year to make it possible
for all government services to be accessible from one window anywhere in the

   q   Strengthening the Planning Forum

   This forum was founded to co-ordinate plans from various departments
   and advice the HOD Committee and Committees of the Executive Council.
   Key to their function is the coordination of the PGDS and monitoring
   Poverty alleviation policies and programmes.

   Two Activities are currently under implementation:

       ü Review of Poverty Alleviation policies, strategies and
         formulation of a strategy and coordination mechanism. In
         essence the objective is to improve the impact of resources
         allocated for this purpose. More R1,5b was spend and it remains
         difficult to assess the impact. Currently policies have been
         reviewed, operational systems investigated and coordinating
         mechanisms evaluated. The next step would be to design policy
         and co-ordination solutions

       ü Review of the Provincial Growth and Development Strategy –
         this involves assessment of progress against targets in the last ten
         years, review of the relevance of policy positions, review of existing
         targets and review of coordinating mechanisms. More importantly,
         the activity also seeks to identify challenges for the future based on
         progress to date and possible socioeconomic and political dynamics
         of the future.

       These are strategies aimed not only at building institutional memory of
       the Administration but also setting the scene for the next 10 to 20 years
   q   Provincial medium to long term HRD Investment Strategy

This activity is about strategic leadership of the center of government. It seeks
to establish identify the role of government in harnessing skills development
and broad human resources development in support of a growing economy
and creating a sustainable human resource base for a dynamic public service
required to support such economic advancement.

The activity is currently underway. The economic trends per sector have been
established and projections for the next 15 to 20 years done. Currently skills
requirements of the Public Service and across the economic sectors, with
specific reference to agriculture, mining and tourism, are being analyzed.

The end product of this activity is envisaged to be a comprehensive
Investment Strategy to guide both the private and public sector in terms of
HRD. It is envisaged to identify skills requirement in the next 20 years, identify
roles for government, educational institutions, private sector training agencies
ect. It is hoped that government will formulate a programme to back such a
strategy through training its people and allocating bursaries to students in
certain strategic sectors. Where training is unavailable, government will
support local institutions to establish such schools or training centers.

2.2 Improved Resource Utilisation and Alternative Service
Delivery Mechanisms to achieve Service Delivery Standards

Activities in this output are about interventions at various stages of the service
delivery value chain. They range from comprehensive turnaround
programmes in selected frontline institutions to packaging government service
for purpose of integrated access in remote areas of the Province either
through mobile centers or within immovable centers. It also involve service
delivery efficiencies with Departmental units

   q   Turnaround Programme/Centers of Excellence – Maphuta Malatjie
       and Letaba Hospitals

This involves review of the administration systems, organizational review,
delegations etc. The intention is to review the entire service delivery chain
from Head office, District office, the hospitals and feeder clinics. Identify
backlogs and develop solutions while reinforcing positive work.

The scooping study was concluded; solutions designed and are currently
under implementation. CHOSASA has been engaged to undertake
independent assessments of progress with the intention of accrediting the
hospitals based on their international criteria. Already several areas that were
identified as problematic in the beginning are already showing marked

The Executive Management Team of the Department demonstrates at all
times ownership and unwavering support to this programme. They have
allocated resources to extend the programme to three more institutions and
linking that to the hospital revitalization programme. Beyond the three the
department intend to spread the service delivery improvement programme to
all the 42 hospitals in the Province using own resources.

   q   Turnaround Programme in two other Institutions

   Two Traffic Centers were earmarked for this purpose. However, due to
   delays between the department and the service delivery coordination unit
   in the Office of the Premier, funds were relocated to other active activities.
   Similarly the intention was to institute service delivery improvements
   through strategic interventions across the service delivery value chain.

   q   Implementation of One Stop service delivery strategy through
       pilot points

The service Delivery Improvement Unit has developed a strategy in
partnership with other role players. IPSP support was required to ensure
connectivity of these centers – by designing user requirements, packaging
integrated government services required in the centers and provided limited
number of services online to these centers.

IT division and SITA seem not to agree on the specifications required, due to
slow development of the gateway programme. This activity failed to take off,
chances of it taking off in the next six months are limited due to IPSP cashflow

   q   Implementation of One Stop service delivery strategy through
       mobile pilot points

   IPSP support complete and successfully implemented, at least eight
   vehicles were refurbished and converted into mobile service delivery units.
   A SAP is still leading the process. Remote villages are visited with a
   package of policing, social welfare, and health services saving them
   transport and related.

   The challenge remains participation of the departments on a consistent
   basis. Traditional leaders are keeping roasters of such visits and organize
   their communities accordingly. They also keep registers of people who
   come for services at these mobile centers.
   q   Improvement of efficiency in the Department of Public Works -
       Service delivery Improvement in the Property and Building
       Maintenance Units

   The activities are at an advanced stage. Productivity improvements are
   showing in the pilot District, Capricon District Offices. The approach was to
   second 24 officials on a permanent basis to do the scooping of the
   processes, procedures and systems in the region, thus, imparting
   knowledge and skills.

   Currently, the seconded officials are carrying out the business process
   improvement in the remaining five District under mentorship and
   supervision of the service provider. It is believed that will create a
   sustainable basis for productivity improvement.

   IPSP failed to live upto its commitment of supporting the process to a point
   where it is irreversible, due to non-substantive administrative issues.
   Thanks to the dynamic leadership of the Department which managed to
   secure resources elsewhere to proceed with the assignment.

2.3 Restructuring of State Assets.

The objective of this output was to create capacity within the Provincial
Administration to restructure state assets, establishing a dedicated unit that
would develop a framework through practical restructuring of at least five
significant entities. It also involves completion of the outsourcing of the roads
construction unit.

   q   Establishment of the State Restructuring Unit

   The Unit has been established, the manager developed an organogram,
   which is already approved and will be funded by the Province. A draft-
   restructuring framework has been produced, however, interdepartmental
   consultations are still outstanding. Once consultation process is complete,
   both the HOD Committee and the Executive Council will adopt the

   Currently, the Unit is involved is seven restructuring projects ranging from
   hospital laundry, privatization of state owned bus company, Hoedspruit
   airport to game reserves.

   q   Actual restructuring of at least five identified entities.

   IPSP’s flexibility assisted the speeding of restructuring work in the
   agriculture sector. It build on the work of the Department and added
   impetus by availing funding and technical advice.
   In this instance, at seven contracts are running in support of 22
   commercial agricultural schemes. This involves implementation of the
   Community Public Private Partnerships model. All the schemes had
   collapsed and have been revitalized through the support of the private
   sector and communities. Zebediela Citrus is the most known of these
   schemes. However, all are currently producing on a profitable basis. The
   remaining work is to structure equity and operational institutional
   arrangements in most schemes.

   Challenges were met in the form of some unreliable strategic private
   sector partners and agreements entered into by and between the ARDC
   and current producers. However, they are all solvable.

   q   Finalization of the Outsourcing of Roads Construction Unit in the
       Department of Public Works.

   All work necessary for the outsourcing was completed in IPSP1. However,
   the lack of exit management tool in the public service at that stage delayed
   the actual outsourcing. Now the Department seems to have changed its
   strategic approach with respect to this unit.

   It is the coordinator’s view that this activity will not proceed. Thus, the
   earmarked resources were relocated to other activities within Public Works

2.4 Improved Accountability and Transparency.

 This output is not progressing well. It is the view of the coordinator that the
activities were not well designed and that they need fundamental redo. This is
a position advanced to the head of risk management, however, very little has
come forth. Only training needs which are not located within a broader
strategy, This is an area of concern.

2.5 knowledge management and learning networks.

The Provincial learning network has been launched successfully. However,
much more effort is required to sustain it and launch sub networks based on
professional interest.

A number of IPSP products found their way into the learning journal and
learning network sessions across the country.

Intraprovincial learning remains an area of weakness.

2.6 Programme and Project Management.
The focus has been on getting IPSP2 off the ground after the unfortunate
delays, which arose out of the transition from IPSP1. However, much ground
has been covered. AT least over 15 activities have been mobilized to the
value of about R40m.

The strategic focus of IPSP2 has been retained. The greatest challenge is
always to try to protect the programme from being seen as ‘a slash fund’ ,
instead of a strategic intervention programme.


   Based on the presentation above, the following remarks are appropriate:

       •   The programme is on track, it is more likely to achieve its purpose
           and goal
       •   The areas of learning networks, transparency and accountability
           needs more work
       •   Ownership of the programme by the Province has significantly
       •   The tempo of the programme will decline in the next six months due
           to the cashflow situation, only one activity will be extended to three
       •   More strategic service improvement initiatives are beginning to
           emerge from departments, unfortunately the programmes’
           resources are not unlimited. At least R40m will be required to cover
           needs from Health and Welfare, Finance and Development, Sports
           Arts and Culture

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