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DPW EPWP Strat Session 27to30Nov05.DOC

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					Department of Public Works
Expanded Public Works Unit



Annual Strategic Workshop

    27 to 30 November 2005




          Facilitated by
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1   Introduction

A strategic workshop was undertaken of the Expanded Public Works Programme [EPWP] and the
Expanded Public Works Unit [EPWP Unit] of the Department of Pubic Works [DPW] from the 27 to 30
November at Alphine Health Resort in the Drakensberg. The participants can be seen in Annexure 1
attached. The workshop was facilitated by Matthew Nell of Shisaka.

The objectives of the workshop were as follows:
•   To review the current EPWP strategic framework within its context
•   To develop the key objectives, output and outcome to be achieved overall and for each sector in the
    2006/2007 budget year
•   To promote a common vision amongst the EPWP Unit staff as to the strategic framework and short
    term priorities of the EPWP
•   To encourage cohesion and co-operation amongst the EPWP Unit team

This document outlines the discussions held at the workshop.



2   Preliminary Strategic Review Session

The purpose of this session was to review the strengths, weaknesses, opportunities and threats [SWOT]
in respect of the EPWP Unit and EPWP.

Matthew Nell and the Senior Management Team reviewed the vision, goal and objectives of the EPWP
Strategic Framework.

A SWOT Analysis was then undertaken in respect of the EPWP Unit and the EPWP. The outcomes of the
SWOT Analysis is attached as Annexure B.


3   Preparatory Input / Operational Challenges

The purpose of this session was to identify communication, relationship and efficiency challenges facing
the EPWP Unit.

The EPWP Unit staff reviewed the Input and Operational Challenges to the EPWP and EPWP Unit. The
outcomes of the Input and Operational Challenges is attached as Annexure C.



4   Sector Specific Work Plan

The purpose of this session was to identify objectives, outputs and outcomes for each Sector and the
core services for 2006/2007 budget year.




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Three groups were established covering four Sectors and core services as follows:

•   Infrastructure
•   Social, Economic and Environmental Sectors
•   Programme management, Monitoring and Evaluation and Communications

Each group identified the objectives, outputs and outcomes for each Sector and the core services for the
2006/2007 budget year. Each group presented their plans to the plenary.



5   Consolidated Work Plan
The Management Team met to consolidate the workplan which is attached as Annexure E.




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Annexure 1: Attendance

NAME                       SURNAME
Agnes                      Mapela
Alistair                   Glendinning
Basotho                    Seeta
Bongani                    Gxilishe
Bulelani                   Zibi
Bulelwa                    Mbimbi
Bus                        Driver
Carmen-Joy                 Abrahams
Celeste                    Adams
Cinderella                 Makunike
Coryn                      Nyapisi
Edmund                     Maloba
Fikiswa                    Mabuntana
Gadija                     Vahed
Greekson                   Zweni
Ignatius                   Ariyo
Ismail                     Akhalwaya
Jean                       Msiza
Josephine                  Mathibela
Kenton                     Smith
Kim                        Foster
Lerato                     Matlakala
Lungile                    Madlala
Lydia                      Maimane
Maikel                     Lieuw Kie Song
Mantsi                     Nyapisi
Matthew                    Nel
Mpayo                      Kasure
Musa                       Ntshani
Mzee                       Ntese
Nombuso                    Ngcobo
Nonkolo                    Mohajane
Nonkosi                    Phongoma
Ntokozo                    Thusi
Pari                       Pillay
Portia                     Maletsiri
Rowen                      Masanabo
Sduduzo                    Simelane
Sean                       Phillips
Sizakele                   Ndamase
Stanley                    Henderson
Swazi                      Maja
Sylvia                     Matlala

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NAME                       SURNAME
Tseggai                    Elias
Xolelwa                    Gwelana
Yvonne                     Yuda




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Annexure 2: SWOT Analysis Outcome

2.1 SWOT Analysis: EPWP Unit

Internal strengths      •   Staff commitment
                        •   Skills base
                        •   Strong Leadership / Strong Management
                        •   Clear programme Structure
                        •   Full compliment of staff appointed
Internal weaknesses     •   Lack of high level buy-in from critical departments -(Programme
                            methodology and cross cutting nature)
                        •   Very high public expectations re. job creation
                        •   Negative analytical media coverage / criticism
                        •   Wide ranging mandate and limited authority and control of EPWP
                        •   Dependant on line dept. service delivery capacity
                        •   Inadequate funding and operational capacity for EPWP training
                            agenda
                        •   Sustainability of outcomes (exit strategies)
External                •   Significant and increasing infrastructure budget
Opportunities           •   High level [Presidential] political support
                        •   Increased buy-in by public bodies – gathering momentum
                        •   Strong linkages to significant poverty related challenges
                        •   Absence of competing programmes
External Threats        •   Lack of high level buy-in from critical departments -(Programme
                            methodology and cross cutting nature)
                        •   Very high public expectations re. job creation
                        •   Negative analytical media coverage / criticism
                        •   Wide ranging mandate and limited authority and control of EPWP
                        •   Dependant on line dept. service delivery capacity
                        •   Inadequate funding and operational capacity for EPWP training
                            agenda
                        •   Sustainability of outcomes (exit strategies)


2.2 Key challenges facing the EPWP Unit

External     •   Overcome crosscutting programme dilemma [align budget and authority
                 with accountability ]
             •   Secure buy-in from line departments and other spheres of Government
             •   Secure support from Treasury and DoL
             •   Recognise public service delivery constraints
             •   Strengthen Departmental reputation
Internal     •   Maximise impact of scarce EPWP Unit human resource and budget
             •   Increase focus of programme
             •   Improved internal communication
             •   Increase strategic deployment of scarce resources
             •   Maximise impact of committed and skilled resources
             •   Leverage high level political and administrative support and leadership
             •   Strengthen information, reporting and evaluation capacity



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2.3 Key strategic shift

There is a need to shift the EPWP from an increasingly perceived DPW responsibility to a
politically supported national programme which requires participation by all Public
Bodies.
To achieve this it is necessary to:
• mobilise high level political support and oversight to secure obligations on all Public
    Bodies to implement the EPWP, and
• engage with those Public Bodies who demonstrate political and administrative commitment
    to EPWP and where explicit, measurable guidelines can be applied.

The EPWP Unit should therefore:

1. Clarify and refine the EPWP Programme including obligations to be fulfilled.
2. Secure high level requirements of political and administrative leadership to incorporate
   EPWP in departmental plans,
3. Identify and enhance the EPWP contribution of already performing public bodies.
4. Identify additional public bodies as willing EPWP partners in respect of specific sectors.
5. Establish specific guidelines for achieving EPWP outcomes.
6. Support sustainable ongoing achievements of defined outputs including supply/funding
   issues.
7. Establish a learning network which promotes and supports best practice.
8. Improve reporting, profiling and recognition of achievements [marketing, publicity and
   promotion].
9. Ensure that DPWP responsive capabilities is enhanced nationally and via the provincial
   steering committees.

All of the above must be achieved without loosing the current momentum




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2.4 EPWP: Strategic Framework

                            EPWP is a nation wide “second economy” programme to draw
Vision                      significant numbers of the unemployed into productive work
                            accompanied by training, so as to increase their capacity to earn an
                            income. The intention is to expose the long term unemployed to the
                            world of work in order to enhance their opportunities of finding
                            employment once they exit the EPWP


                            The overarching goal is to create 1 million short-term work
Goal                        opportunities1 coupled with training for the unskilled, marginalized
                            unemployed for the first 5 years (by 2009) of the programme. Of
                            these 1 million workers, it is targeted that at least 40% are women,
                            30% youth and (2% disabled?)

                             The key objectives of the programme are to:
Objectives                   - Over the first five years create temporary work opportunities and
                                income for at least one million unemployed people;
                             -   Provide needed public goods and services, labour intensively, at
                                 required standards, through mainly public sector resources and
                                 public, private and not-for-profit sector implementation capacity;
                             -   Increase the potential of participants to earn a future income by
                                 providing work experience, training and information related to
                                 local work opportunities, further education and training, and
                                 SMME development.
(A job/work opportunity is defined as paid work created for an individual on an EPWP project for
any period of time. The same person can be employed on different projects and each period of
employment will be counted as a job.)
2.5 Key Result Areas

1. Clarify and refine the EPWP Programme including obligations to be fulfilled
2. Secure high level requirements of political and administrative leadership to incorporate
   EPWP in departmental plans
3. Identify and enhance the EPWP contribution of already performing public bodies.
4. Identify additional public bodies as willing EPWP partners in respect of specific sectors
5. Establish specific guidelines for achieving EPWP outcomes
6. Support sustainable ongoing achievements of defined outputs including supply / funding
   issues:
   Training
   SMME Mentoring
7. Establish a learning network which promotes and supports best practice
8. Improve reporting, profiling and recognition of achievements (marketing, publicity and
   promotion)
   Reporting on outcomes
   Marketing, publicity and promotions
9. Ensure that DPWP responsive capabilities is enhanced nationally and via the provincial
   steering committees
2.6 Risks

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1. Dependency on public sector delivery by other Departments.
2. Dependency on other service providers (SETA’s, DoL, trainers)
3. Shift / loss in high level political support.
4. Ability to secure ongoing funding for the EPWP Unit.
5. Unrealistic expectations in terms of impact on unemployment.
6. Failure to communicate successes / achievements.
7. Analytical critics backlash.
8. Failure to provide quality support to implementing bodies.
9. Non-acceptance of DPW leadership role in the EPWP.
10. Mandate expansion.
11. Perceived bias (sector, programme or geographic bias).
12. Negative reinforcement re. EPWP.

2.7 Critical success factors
1.   Achieve broad based understanding and acceptance of EPWP deliverables
2.   Ability to focus resources
3.   Internal communication
4.   External PR and marketing
5.   Ability to monitor and report results
6.   Ability to mobilize sufficient political and administrative support
7.   Move beyond infrastructure bias
8.   Ability to train all the beneficiaries
2.8 Short term priorities

1.   Achieve broad based understanding and acceptance of EPWP deliverables
2.   Ability to focus resources
3.   Internal communication
4.   External PR and marketing
5.   Ability to monitor and report results
6.   Ability to mobilize sufficient political and administrative support
7.   Move beyond infrastructure bias
8.   Ability to train all the beneficiaries




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  Annexure 3 Preparatory Input / Operational Challenges
Category    Challenges          Recommendations
Communica     - Information          INFORMATION SHARING
-tion :         Sharing              - Teams should plan together (1 day per week to plan for the
Internal      - Channels/               week ahead) to enhance better functioning of the unit.
                Protocol             - EPWP biweekly meetings should be open to all @ EPWP
              - Transparency         CHANNELS/PROTOCOL ISSUES
              - Weakness of          - Issues addressed with immediate Supervisor first before it is
                addressing              elevated.
                EPWP queries         - DDG to reinforce this
              - Role clarification   TRANSPARENCY
                                     - Linked to information sharing
                                     - All should have a general understanding of what is happening
                                        in the unit
                                     - Deputies should be briefed about meeting attended by PMs to
                                        ensure continuity
                                     FOCAL PERSON TO ATTEND TO EPWP QUERIES
                                     - Bigger group unanimously agreed that there is no need for an
                                        additional person.
                                     - This additional function should be included in the workplan of
                                        Admin Officers.
                                     ROLE CLARIFICATION
                                     - Clear workplans/Job descriptions – look at how best we can
                                        work together without duplicating
Communica     - Perception of        PERCEPTION EPWP IS IFRASTRUCTURE
-tion:          EPWP being           - DDG have bilateral with sector lead depts to develop their own
External        infrastructure          communication strategy linked to National Com Strat. to
              - Public Bodies           promote sector
                need more info       PROVINCES/PUBLIC BODIES NEED MORE INFORMATION
                about EPWP           - Workshops conducted – stakeholders not coming to the party.
              - Lack of external        DDG to meet with Prov. HODs buy-in & commitment.
                information          LACK OF EXTERNAL INFORMATION
                dissemination        - Provinces should have awareness campaigns/material
              - Com strategy         COM.STRAT FOCUSSED ON IMPACT INSTEAD OF ON BUY-
                focused on           IN
                impact instead of
                focus on buy-in
Security      - Theft                - Permanent security guard on 14th floor
              - Personal             - Kitchen should be locked – dedicated person with keys
                Security             - Security main entrance limit visitors e.g hawkers
                                     - Proper security procedures followed
Working       - Kitchen not well     - Air coolers, painting walls
Environ-        kept                 - Keeping environment clean – cleaners start earlier and
ment          - Dysfunctional          provide material eg. Toilet paper, paper towels- inform
                equip e.g fax          cleaners
              - Toilets not well     - Meet with Provisioning Admin to take this further
                kept                 - Replacing/ purchasing equipment – full capacity of new 4 in 1
              - Space                  machine.
              - Smoking              - Abide by the smoking rule- designated smoke area


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Category         Challenges             Recommendations
Travel           -                      - Communication problem – consultant – increase staff
Agent                                   - Need to change their attitude – sense of urgency
                                        - Having a consultant on standby all the time
Skills           - Lack of staff        - Exposure – attending meetings/workshops etc./visiting
develop-           training               sites/feedback from Managers
ment             - Lack proper          - Identifying skills needs and proposing an action plan eg.
                   training for diff      Personal Dev Plan (PDP)
                   positions            - Internal candidates should be given first pref. when recruiting
Manage-          - Lack of              - Managers attend training
ment skills        management           - Managers should have collaborate and positive attitude
                   skills               - Job description should be adhered to
                 - Lack of              - Proper planning AO and Manager
                   Professionalism
                 - Managers
                   abusing AOs
                 - Lack of planning
                 - Rank pulling
Coordi-          - Understanding        - More effective sharing of information
nation             who work directly    - Clarity on position of Social Facilitators
                   with communities     - EPWP Provincial Coordinators and municipalities should be
                 - Lack of common         encouraged to appoint a focal person on EPWP
                   understanding of
                   EPWP in Prov.
                 - How do different
                   role players
                   within EPWP
                   relate to each
                   other
                 - Commitment
                   shown by
                   provincial
                   Coordinators not
                   up to standard
                   eg. Cancelling
                   meetings at last
                   moment
                 - Synchronizing of
                   meetings in
                   provinces
                 - Representation
                   at Municipal level
                   is weak
Respect/         - Confidentiality      -   Workshop on batho pele policy
Trust/           - Back stabbing        -   Workshop DGs leadership way document
Teamwork         - Gossip               -   Be upfront and honest
                 - Hypocrisy            -   Openness
                 - Insecurity           -   Integrity
                 - Lack of team         -   Confide/trustworthy
                   spirit               -   Inclusive participation


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Category      Challenges            Recommendations
              - Manipulation        -   Information sharing
              - Protocol/ respect   -   Acknowledging AOs role and presence
              - Poor approach       -   Respect and right attitude
              - Insubordination     -   Professional/protocol issues - address at a workshop
              - Protocol            -   Regarding Terminology – find out what a person is
              - Terminology             comfortable with.
                when addressing
                people
Participa-    - Role player         - Have dedicated people/increase capacity/ and resources
tion and        participation/Co    - Clear roles and responsibilities
commit-         mmitment are
ment            weak




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Annexure 4: Workplan
Strategic           Outputs /                Activities                                              Performance       Responsibi
                                             Key Actions and Sub-Activities                          Target Date
1. Clarify and      Internal review of the   Appoint as specialist service provider to undertake     Start: end        DDG
refine EPWP         first two years of       an internal review of the design (approach,             Jan'06
Programme           implementation           programme, structure), current plans and results of     End March'06
including                                    the EPWP on the basis of progress to date. Review
obligations to be                            should include participation by Treasury, DoL,
fulfilled                                    Presidency and input from Sector/Key Dept,
                                             implementing agents and other non-govt partners.
                                             This should take into account the Strategic
                                             Framework developed with recommendations of
                                             sector. Outcome: Internal report for clarifying and
                                             refining EPWP

                    National Framework of    On the basis of budgetary analysis, identify sectoral   End March 06 DDG
                    EPWP targets             targets by province and implementing agent

                    Sector and Core          Sector and core service managers to prepare             Start: April 06   Sector and
                    service adjustment       adjustment plans in conjunction with the Lead Dpts.     End:Aug 06        Core
                    plans                    The adjustment plan will be incorporated into mid-                        Service
                                             year budget review                                                        Managers
                    Relevant approvals of    Submit reports to relevant authorities as required      Start: April 06   DDG
                    plan                     (DG/Minister, Presendency, Treasury, Cabinet etc)       End:Aug 06

                    Communications           To plan programme and implement                         Start: Sept 06    Communica
                    Programme focused                                                                End: Nov 06       tions
                    on implementers and                                                                                Manager in
                    Service Providers                                                                                  conjunction
                    where relevant iro                                                                                 with the
                    clarified and refined                                                                              Sector
                    programme                                                                                          Manager




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2.Secure high      MOU signed with       Secure Presidential intervention for Key National Dpt End March 06 Minister &
level commitment   Lead/Key National     support                                                            DG & DDG
of political and   Dpts (signed by       Draft proforma MOU                                    End March 06 DDG
administrative     Minster and DG) -
leadership to      DPLG, Treasury,       Agree sector specific content of MOUs (crosscutting End June 06   Sector
incorporate EPWP   Housing, Transport,   sectors, provincial engagement)                                   Managers
in departmental    Social Development,   Secure signature of MOUs                            End June 06   DG & DDG
plans              DEAT, DTI,            Profile and enhance understanding of MOUs           End Sept 06   Communica
                   Agriculture, Water                                                                      tions
                   Affairs, Arts and                                                                       Manager in
                   Culture, DOL                                                                            conjunction
                                                                                                           with the
                                                                                                           Sector
                                                                                                           Manager
                                           Incorporate EPWP into Lead / Key Departmental      End Nov 06   Sector
                                           Plans                                                           Managers
                                                                                                           supported
                                                                                                           by DG and
                                                                                                           DDG
                   Mobilise provincial     Develop appropriate targets for the nine provinces End March 06 Sector
                   political commitment to                                                                 Managers
                   implement EPWP ito      Secure Presidential intervention in obtaining      End March 06 Minister &
                   agreed deliverables     commitments from Premiers for provincial targets                DG & DDG
                   and documented in a Finalise and sign MOUs                                 End June 06 Minister &
                   MOU between DPW                                                                         DG & DDG
                   Minister and DG and     Review Provincial EPWP Plans                       End Sept 06 Sector and
                   Premier and DG                                                                          Programe
                                                                                                           Managers
                   Mobilise political      Identify and prioritise municipalities             various      Sector
                   commitment by           Agree sector specific programmes & targets for the various      Sector
                   Municipalities on a     prioritised municipalities                                      Managers
                   sector specific basis   Sign sector specific MOUs with prioritised         various      Sector
                                           municipalities with City Managers & Line                        Managers
                                           Department Managers
                                           Brief and regularly report to the Mayor / Mayoral  various      Sector
                                           Committee                                                       Managers




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3. Identify and    Identifying performing      Agree criteria per sector for categories of performing End March 06 Sector
enhance the        public bodies               public bodies (matrix, map, etc)                                    Managers
EPWP                                           Prioritise performing public bodies                    End June 06 Sector
contribution of                                                                                                    Managers
already performing Enhance contribution        Agree additional contribution to be made where         various      Sector
public bodies      (quality and or quantity)   relevant and support to be provided                                 Managers
                                                                                                                   assisted by
                                                                                                                   PMs
                                               Implement reporting processes                          various      M&E
                                               Improve profile and recognition of performance         various      Communica
                                                                                                                   tions
                                                                                                                   Manager
                                               Implement support                                      various      Sector
                                                                                                                   Manger
                                                                                                                   assisted by
                                                                                                                   PM




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4.Identify          Identify additional   Agree criteria per sector for categories of willing   End March 06 Sector
additional public willing public bodies   public bodies (matrix, map, etc)                                   Managers
bodies as willing                         Prioritise willing public bodies                      End June 06 Sector
EPWP partners in                                                                                             Managers
respect of specific                                                                                          assisted by
sectors                                                                                                      PMs
                    Establish sector      Agree contribution to be made and support to be       various      Sector
                    specific EPWP         provided                                                           Managers
                    Programme                                                                                assisted by
                                                                                                             PMs
                                          Implement reporting processes                         various      M&E
                                          Implement support                                     various      Sector
                                                                                                             Managers
                                                                                                             assisted by
                                                                                                             PMs




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5. Establish          EPWP guidelines are    Draft guidelines, compliance mechanism and audit   various   Sector
specific guidelines   developed (including   procedure together with relevant Lead Dpts                   Managers
for achieving         compliance             Workshop, test and refine guidelines               various   Sector
EPWP outcomes         mechanism i.e. SLA,                                                                 Managers
                      DORA etc)              Finalise and issue guidelines                      various   Sector
                                                                                                          Managers
                      Operating              Align existing documentation or draft new          various   Sector
                      documentation is       Secure application of documentation to             various   Programme
                      aligned with the       implementors or projects                                     Managers
                      guidelines                                                                          assisted by
                                                                                                          Sector
                                                                                                          Managers
                      EPWP guidelines are Develop communication / training materials            various   Sector
                      properly understood by Implement communication / training programmes      various   Sector
                      implementors                                                                        Managers
                                                                                                          assisted by
                      Implementors are       Mobilise audit mechanism                           various   Sector
                      compliant with                                                                      Managers &
                      guidelines             review and respond to audit results                various   Sector
                                                                                                          Managers
                                                                                                          assisted by
                                                                                                          PMs




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6.Support          TRAINING
sustainable        Sector training strategy   Develop draft sector training and exit strategies  End March 06 Training
ongoing            developed                  Consult with sector stakeholders and key           April-May    Training
achievements of                               departments (DOL)                                               manager &
defined outputs                                                                                               Sector
including supply /                                                                                            managers
funding issues                             Finalise sector training and exit strategy            End June 06 Training
(training, SMME,                                                                                              manager &
mentoring)                                                                                                    Sector
                                                                                                              managers
                   Fundable sector         Develop sector training plan linked to resources (    End August   Training
                   training plan developed based on strategy)                                                 manager &
                   (including delivery                                                                        Sector
                   method)                                                                                    managers
                   Sector training funding Produce interim training plan based on G-lab          End Dec      Training
                   secured                 findings                                                           manager &
                                                                                                              Sector
                                                                                                              managers
                                           Negotiate allocation with DOL and SETAs based on End Jan           Training
                                           interim plan                                                       manager &
                                                                                                              Sector
                                                                                                              managers
                                           Finalise training plan for 06-07 based on allocations End March 06 Training
                                           and training strategy                                              manager &
                                                                                                              Sector
                                                                                                              managers
                    Unit standards &       Review existing unit standards                        Various      Training
                   curriculum resolved                                                                        manager &
                                           Facilitate development sector unit standards in       various      Training
                                           consultation with relevant stakeholders                            manager &
                                                                                                              Sector
                                                                                                              managers
                   Training service        Conduct needs analysis for training provider          various      Training
                   providers in place      capacity (linked to plan)                                          manager &
                                                                                                              Sector
                                                                                                              managers
                                           Develop strategy for training provider capacity gap various        Training
                                                                                                              manager &
                                                                                                              Sector
                                                                                                              managers
                                           Implement strategy                                    various      Training
                                                                                                              manager &
                                                                                                              Sector
                                                                                                              managers
                   SMME (including
                   mentoring)
                   EPWP SMME strategy Create EPWP SMME strategy                                  End March 06 CJ

                                              Implement SMME strategy                             Ongoing
                   SMME exit plan             Develop Post learnership support programme          End July   MLKS
                   developed
                   SMME exit plan             Support to learners who have completed              Ongoing    MLKS
                   implemented                learnerships
                   Mentoring programme        Prepare/ review specifications for mentoring        various
                   implemented
                                              Prepare sustainable funding model                   End Jan    Infra (with
                                                                                                             Economic )
                                              Provide mentorship to learners                      Ongoing




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7. Establish a    Learning network    Implement phase 1                             Jan-March    M&E
learning network established          Review existing business plan internally      End March 06 M & E
which promotes
and supports best                                                                                 M&E
practice                              Recommendation for Phase 2                    End April     M&E
                                      Implement phase 2                             April onwards M & E

                  Best practice       Agreed criteria for sector best practice      End March 06 M & E in
                  documentation                                                                  conjunction
                  developed           Compile Inventory of best practices           End June 06 Sector
                                                                                                 Managers
                                                                                                 with PM
                                      Document identified best practices            End Sept 06 Sector
                                                                                                 Managers
                  Lessons learnt      Develop strategy for dissemination            End June 06 Communica
                  disseminated more   Disseminate                                   Sept onwards Communica
                  widely                                                                         tion
                                                                                                 Manager




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8. Improve             MONITORING
reporting, profiling   Sector monitoring       Develop draft sector monitoring requirements        End February M & E
and recognition of     requirements are        Consult with sector departments                     March        Sector
achievements           defined and agreed                                                                       managers
(marketing,                                    Agreed monitoring criteria                          April        Sector
publicity and                                                                                                   managers
promotion)                                     Sector monitoring plan finalised and disseminated   April        M&E


                       Sector monitoring       Identify capacity gaps in reporting bodies          March           M & E with
                       capacity established    Develop plan to address gaps                        April to June   M&E
                       (directly or through    Implement plan                                      June to         M&E
                       third parties)                                                              December
                       Regular monitoring      Quality reports submitted on time                   Quarterly as    M & E with
                       reports produced with                                                       per agreed      Sector
                       verified info           Develop verification procedures                     End March 06    M & E with
                                                                                                                   Sector
                                                                                                                   Managers
                                                                                                                   and PMs
                                               % of projects verified                              Quarterly as    PM, Sector
                                                                                                   per agreed      Managers
                                                                                                   timeframes      and Social
                                                                                                                   Facilitators

                       EVALUATION
                       Sector specific         Appoint service providers to conduct longitudinal   End         M&E
                       participant impact      and cross section studies conducted per sector      December 05
                       studies produced        Appoint service providers to conduct case studies   End         M&E
                                                                                                   December 06

                                               Case studies and completion reports on selected     June            M&E
                                               projects per sector developed (annual)
                                               Complete longitudinal studies                       June            M&E
                       Sector specific service Develop TOR for studies per sector                                  M&E
                       delivery cost benefit & appoint service providers per sector                                M&E
                       efficiency analysis     Commission studies per sector                                       M&E
                       produced                Build into next round of case studies                 December      M&E
                       Programme evaluation Develop TORS for EPWP evaluation                         December      DDG
                       process established     Appoint service providers                              March        DDG

                       MARKETING/PRO
                       Marketing strategy      Appoint service provider                               Dec-05       Communica
                       developed and           Refine marketing strategy                              Mar-05       Communica
                       implemented                                                                                 tion
                                                                                                                   Manager
                                               Communications and marketing strategy               March           Communica
                                               implemented                                         onwards         tion
                                                                                                                   Manager




n     Shisaka Develop me nt Mana gement Services                                                                             20
n n n DPW EPW P                                            Annual Strategi c Worksh op : 27 t o 3 0 November 200 5


9. Ensure the        EPWP responsive          Review unit operations, partner support and          February   DDG
DPW responsive       programme reviewed resource allocation
capabilities is      and revised in line with Implement revisions                                  March      DDG
enhanced             revised strategy
nationally and via   EPWP responsive          Provincial institutional arrangements agreed with co- various   PM
the PSC              capability at national   ordinating departments
                     and provincial level     Establish provincial sector co-ordinating committees various    PM
                     established              where applicable
                                              Support the implementation of provincial EPWP         ongoing   PM
                                              plans




n    Shisaka Develop me nt Mana gement Services                                                                     21
n n n DPW EPW P                                          Annual Strategi c Worksh op : 27 t o 3 0 November 200 5


10. Ensure that     EPWP Unit secure,       Appoint a working conditions task team              December 05 DDG
EPWP                safe and conducive      Develop and agree a plan                            February    DDG
Management and      environment             Implement the plan                                  March       DDG
Support Services
are effective and   Organisational review   Induct members of unit on department policies and   February    DDG
efficient           and development         procedures
                    programme               Agree terms of reference                            February    DDG
                    implemented             Appoint external consultant                         April       DDG
                                            Review and implement recommendations                June        DDG
                    EPWP Unit efficiently   Identify resource need of unit                      March       DDG
                    and effectively         Budget for needs identified                         April       Managers
                    resourced               Efficient management of resources                   immediate   Managers




n    Shisaka Develop me nt Mana gement Services                                                                    22

				
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