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THE OFFICE OF THE COO
This presentation provides information on the Chief Operations Officer’s areas of focus by outlining the following:
The Office of the COO – Overview, Successes, Challenges, Way Forward Regional Heads – Overview Chief Directorate: Strategy Unit – Overview, Successes, Challenges,
Way Forward Chief Directorate: Risk Management – Overview, Successes,
Challenges, Way Forward Chief Directorate: Programme Support and Administration – Overview,
Successes, Challenges, Way Forward Chief Directorate: TRC – Overview, Successes, Challenges, Way Forward
Note: The proposed structures and accompanying budget for the four Chief Directorates has been submitted and is awaiting approval.
Introduction
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THE OFFICE OF THE COOOverview
The vision of the DoJ&CD is to provide accessible and transformed Justice
Services committed to the promotion of constitutional values for all. In order to
realise this vision the DoJ&CD has identified three goals, namely:
Background
Without underplaying the other goals, the predominant goal that the Office of the COO will focus on is to enhance the organisational efficiency through streamlining the operations in the whole DoJ&CD.
Access to Justice for All,
Enhancing Organisational Efficiency, and
Transforming Justice, State and Society
The Office of the COO therefore manages the delivery of key strategic, operational, transactional and administrative processes necessary for the daily functioning of the DoJ&CD.
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THE OFFICE OF THE COO
Schematic Presentation of focus areas
Chief Operations Officer
Chief Directorate: TRC
Chief Directorate: Programme Support &
Administration
Chief Directorate:Strategy
Chief Directorate:Risk Management
Directorate: Occupational, Health, Safety, Environmental
Quality
Directorate:Risk Management
Directorate: Integrity Management
Directorate: Security Risk Management
Directorate: PMSU
Directorate: NOPC
Directorate: Service Delivery
Directorate: Victim Support and Legal
Services
Directorate: General Administration and
Financial Management
Directorate:Stakeholders,
Information and Research
3 Directorates: Strategy
Directorate: EXCO Secretariat
Office of the COO Regional HeadsActing DDG: Corporate Services
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THE OFFICE OF THE COO
The next slides attempt to provide information on each of the focus areas of the Chief Operations Officer in more detail:
Regional Heads
A separate presentation will be made on the units within the Corporate Services Branch
The four Chief Directorates within the Office of the COO
Introduction to focus areas of COO in more detail
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THE OFFICE OF THE COORegional Heads
Chief Operations Officer
Chief Directorate: TRC
Chief Directorate: Programme Support &
Administration
Chief Directorate:Strategy
Chief Directorate:Risk Management
Directorate: Occupational, Health, Safety, Environmental
Quality
Directorate:Risk Management
Directorate: Integrity Management
Directorate: Security Risk Management
Directorate: PMSU
Directorate: NOPC
Directorate: Service Delivery
Directorate: Victim Support and Legal
Services
Directorate: General Administration and
Financial Management
Directorate:Stakeholders,
Information and Research
3 Directorates: Strategy
Directorate: EXCO Secretariat
Office of the COO Regional HeadsActing DDG: Corporate Services
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THE OFFICE OF THE COO
All delegations are in the process of being finalised (HR and finance) for Regional Heads.
Posts for Regional Heads for Gauteng, Eastern Cape and North West have been advertised and will be finalised shortly.
Performance Agreements with Regional Heads are in the process of being finalised.
Preliminary budget allocations for Regional Offices have been made.
Overview: Regional Heads
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THE OFFICE OF THE COO
Budget: Regional Heads
Regions Preliminary Budget Allocation:
Free StateBudget 05/06: R107 770 000Budget 06/07: R133 977 000
Eastern CapeBudget 05/06: R229 260 000Budget 06/07: R257 992 000
Northern CapeBudget 05/06: R38 200 000Budget 06/07: R69 101 000
Western CapeBudget 05/06: R122 200 000Budget 06/07: R175 348 000
North West:Budget 05/06: R85 790 000Budget 06/07: R113 851 000
Limpopo:Budget 05/06: R128 010 000Budget 06/07: R142 827 000
MpumalangaBudget 05/06: R71 810 000Budget 06/07: R83 410 000
KwaZulu NatalBudget 05/06: R202 280 000Budget 06/07: R275 480 000
GautengBudget 05/06: R240 460 000Budget 06/07: R302 041 000
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THE OFFICE OF THE COO
Chief Directorate: Strategy
Chief Operations Officer
Chief Directorate: TRC
Chief Directorate: Programme Support &
Administration
Chief Directorate:Strategy
Chief Directorate:Risk Management
Directorate: Occupational, Health, Safety, Environmental
Quality
Directorate:Risk Management
Directorate: Integrity Management
Directorate: Security Risk Management
Directorate: PMSU
Directorate: NOPC
Directorate: Service Delivery
Directorate: Victim Support and Legal
Services
Directorate: General Administration and
Financial Management
Directorate:Stakeholders,
Information and Research
2 Directorates: Strategy
Directorate: EXCO Secretariat
Office of the COO Regional HeadsActing DDG: Corporate Services
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CHIEF DIRECTORATE: STRATEGY UNIT
Monitor implementation of the Medium-Term Strategic Framework (MTSF). Evaluate impact of the implementation of the MTSF. Manage strategic information, including the determination of strategic information
requirements. Review and co-ordinate development of future Strategic Framework. Co-ordinate the development and maintenance of appropriate information systems
that support the strategy. Co-ordinate the collection, analysis, interpretation as well as presentation of
information regarding the implementation and execution of the MTSF. Initiating corrective adjustments in vision, mission, objectives, and suggest
improvement on implementation in light of actual experiences, changing conditions, new ideas and new opportunities.
Provide continuous feedback and reporting. Provide secretariat for DOJ&CD Executive Committees.
Overview
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Strategy Unit established in the Office of the Chief Operations Officer. MTSF approved by Minister on 22 Aug 2005. MTSF widely distributed. Started visits to Regional Offices to assess and encourage
implementation of MTSF. Compiled and presented implementation Report to EXCO in Dec 2005. The first measuring instrument (Progress Indicator Metric) to measure the
implementation of the MTSF Key Performance Indicators has been developed and approved by EXCO. The instrument has been distributed to Branches and Regions for responses. The Report on these submissions will be released soon.
SuccessesCHIEF DIRECTORATE: STRATEGY UNIT
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Translating the Strategy to Operational Terms: This involves creating a common and comprehensive point of reference for all units and employees of the Department.
Making Strategy Everyone’s Everyday Job: Strategy-focused organisations require
that all employees understand the strategy and conduct their day-to-day business in a way that contributes to the success of the Department.
Making Strategy a Continual Process: an introduction of regular, simple, and recorded management meetings in each Branch and Region to review Strategy, link strategy to budgeting process, and to create open reporting processes.
Mobilise Change through Executive Leadership: This is to constantly monitor and evaluate the implementation of the Strategy from the Executive Leadership Committees, which would act as a steering committee of the MTSF.
ChallengesCHIEF DIRECTORATE: STRATEGY UNIT
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THE OFFICE OF THE COO
Chief Directorate: Risk Management
Chief Operations Officer
Chief Directorate: TRC
Chief Directorate: Programme Support &
Administration
Chief Directorate:Strategy
Chief Directorate:Risk Management
Directorate: Occupational, Health, Safety, Environmental
Quality
Directorate:Risk Management
Directorate: Integrity Management
Directorate: Security Risk Management
Directorate: PMSU
Directorate: NOPC
Directorate: Service Delivery
Directorate: Victim Support and Legal
Services
Directorate: General Administration and
Financial Management
Directorate:Stakeholders,
Information and Research
3 Directorates: Strategy
Directorate: EXCO Secretariat
Office of the COO Regional HeadsActing DDG: Corporate Services
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Strategic Goal 1: Access To Justice For All
Strategic Objective 3: Security, Health and Safety Improvement
Deliverable: Secure, environmentally safe and occupationally healthy workplace
KPI:(2 0f 2), All justice service delivery points fully compliant with health and safety regulations by 2007/08
Lead branch: Risk Management (Security for the 1st KPI)
CHIEF DIRECTORATE: RISK MANAGEMENT
Overview
Strategic Goal 2: Enhancing Organisational Efficiency
Strategic Objective 5: BPR (Streamlining operations)
Deliverable: Integrated Risk Management Plan
KPI: 100% management involvement by 2005/06
Lead branch: All Branches
RISK MANAGEMENT AND THE MTSF
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The Risk Management Policy, Strategy & Structure needs to be approved
MTSF delivery timeframes need to be reviewed
Strategic Risk Assessment process enabled
Risk assessments for all regions enabled
Projects to Improve the Control Environment enabled Safety, Health, Environment & Quality (SHEQ) Information Security Management System (ISMS) Fiduciary Management
Challenges
CHIEF DIRECTORATE: RISK MANAGEMENT
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THE OFFICE OF THE COO
Chief Directorate: Programme Support and Administration
Chief Operations Officer
Chief Directorate: TRC
Chief Directorate: Programme Support &
Administration
Chief Directorate:Strategy
Chief Directorate:Risk Management
Directorate: Occupational, Health, Safety, Environmental
Quality
Directorate:Risk Management
Directorate: Integrity Management
Directorate: Security Risk Management
Directorate: PMSU
Directorate: NOPC
Directorate: Service Delivery
Directorate: Victim Support and Legal
Services
Directorate: General Administration and
Financial Management
Directorate:Stakeholders,
Information and Research
3 Directorates: Strategy
Directorate: EXCO Secretariat
Office of the COO Regional HeadsActing DDG: Corporate Services
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CHIEF DIRECTORATE: PROGRAMME SUPPORT & ADMINISTRATION
Overview
The Chief Directorate is made up of three Directorates, as follows:
National Operations Centre – collects and analyse data on operations to provide decision-support to management.
Programme Management Support Unit – aims at providing co-ordination on management of donor funding.
Service Delivery – aimed at developing mechanisms to monitor and evaluate implementation of the Service Delivery Improvement Plan.
This structure is awaiting approval.
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SuccessesCHIEF DIRECTORATE: PROGRAMME SUPPORT & ADMINISTRATION
With respect to the National Operations Centre a concept document has been developed. To date the following consultation sessions have taken place:
National Office: A workshop was held on Monday, 20 February 2006 with representatives of the various Branches. On Friday 24 February 2006 a presentation on the concept document was made to the Senior Management Forum for input.
Regional Offices: Presentations are made during the visits of the COO to regions. To date all provinces except Mpumalanga have participated in the sessions. It is expected that by mid-May all the visits will have been concluded and the Regional Offices consulted.
Benchmarking: Visits to other departments have been scheduled. Whilst on the regional visit in the Free State, an interview was arranged with the Regional Head for IEC. A session has been scheduled with the headquarters of the National Department of Defence. A process to arrange a visit to Statistics SA, preferably on operational level, is under way.
The above sessions contributed to strengthening the concept document i.e. input from KZN led to clearer depiction of the information flow envisaged for the NOC. Similarly, input from Masters led to adding the step of verification of data in the information flow process. In benchmarking with IEC, insight was given into the challenges posed by the geographical layout of provinces, which will impact on information flow.
Way Forward: As soon as all the above processes have been completed and approval has been obtained for the structure, implementation will start.
Directorate: National Operations Centre (NOC)
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ProgressCHIEF DIRECTORATE: PROGRAMME SUPPORT & ADMINISTRATION
In order to establish the Unit the following will be facilitated: Finalising the structure and co-ordinating the merging of the Units. Donor liaison – a series of meetings with individual donors is being arranged in
order to improve interaction, possible future donor funding and stakeholder involvement.
To this extent a Donor Information Session is being planned for the 1st Quarter of the 2006/07 financial period.
Compiling a Donor Programme Plan, to be monitored through an electronic system.
Governance Structure and reporting mechanisms. Regular reporting to donors on the status of the funding. Staff development and mentoring with specific focus on training in monitoring
and evaluation, report writing and presentation skills. Providing the NPA with assistance to establish a Programme Management Unit.
Directorate: Programme Management & Donor Co-ordination
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ProgressCHIEF DIRECTORATE: PROGRAMME SUPPORT & ADMINISTRATION
Background: A Service Delivery Improvement Plan forms part of the Medium-Term Strategic Framework 2005/06 to 2008/09. Within the Office of the COO (as reported under establishing of the Office of the COO), a Directorate for Organisational Performance within the Chief Directorate: Programme Support and Administration is being established.
Status: A concept document has been developed, which will propose various mechanisms for monitoring, i.e.:
Internal Customer / Service Provider Satisfaction Survey Co-ordination of the development and launch of a Service Charter Public and Client / Customer Surveys Visits to service delivery points National and Regional Service Delivery Improvement Workshops Stakeholder Izimbizo (internal and external) Reports on the process of implementation of the Service Delivery Improvement Plan (All
Branches)
Directorate: Organisational Performance / Service Delivery Improvement
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ChallengesCHIEF DIRECTORATE: PROGRAMME SUPPORT & ADMINISTRATION
Finalisation of the structures of the National Operations Centre, Service Delivery Improvement Unit and the Programme Management Support Unit
Successful merging of the TPMU and the Court Nerve Centre into the NOC; Successful merging of CJSP into PMSU
Develop and improve competencies of incumbents in posts
Developing a niche for NOC – co-operation between Strategy and Operations
Co-operation from all stakeholders and role-players
Finalisation of the audit of Donor Co-ordination
Clarification of any duplication of functions amongst the various Directorates
EXCO Approval of intended projects
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THE OFFICE OF THE COO
Chief Directorate: TRC
Chief Operations Officer
Chief Directorate: TRC
Chief Directorate: Programme Support &
Administration
Chief Directorate:Strategy
Chief Directorate:Risk Management
Directorate: Occupational, Health, Safety, Environmental
Quality
Directorate:Risk Management
Directorate: Integrity Management
Directorate: Security Risk Management
Directorate: PMSU
Directorate: NOPC
Directorate: Service Delivery
Directorate: Victim Support and Legal
Services
Directorate: General Administration and
Financial Management
Directorate:Stakeholders,
Information and Research
3 Directorates: Strategy
Directorate: EXCO Secretariat
Office of the COO Regional HeadsActing DDG: Corporate Services
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CHIEF DIRECTORATE: TRC
Overview
The TRC Unit’s MISSION is:To promote reconciliation and national unity through: -
VISION:The TRC Unit aims at auditing and assisting in the implementation of the TRC recommendations and thus contribute towards reconciliation and nation-building
overseeing the implementation of the recommendations of the Truth and Reconciliation Commission (TRC), as approved by Government, within the ambit of Promotion of National Unity and Reconciliation Act, 1995; and
the adoption of other measures
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CHIEF DIRECTORATE: TRC
Overview
In order to fulfill its mission, the TRC Unit will focus on:
Assisting in and auditing of the implementation of TRC recommendations
Identifying and facilitating the implementation of other measures aimed at
reconciliation and the promotion of national unity
Create database of all TRC recommendations
Conduct general research regarding experiences in other countries / jurisdictions /
departments
Determine and monitor needs of victims and formulate relevant actions to satisfy
those needs
Brief relevant Departments on issues flowing from the Act
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CHIEF DIRECTORATE: TRC
Overview
In order to fulfil its mission, the TRC Unit will focus on (cont.):
Establish working relationship with all role-players, e.g. NGOs, Business
Organisations, relevant departments, CBOs and FBOs
Advise and give direction to role-players on actions to be taken and on
TRC matters in general
Administration of the President’s Fund
Report to Parliament on the status of implementation of TRC
recommendations
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SuccessesCHIEF DIRECTORATE: TRC
Regulations to facilitate individual, once-off final reparation grants were published in November 2003. To date a total of R460 million has been paid to 15 165 of the 18 786 identified victims as once-off individual grants, forming part of the final reparation package. The remaining identified victims are currently being traced.
Draft regulations to provide assistance to relatives of victims who disappeared are currently being developed
A process was developed in conjunction with the SAPS to expunge the criminal records of persons granted amnesty
Tracing the remains of deceased victims, as well as exhumations and reburials (close working relationship with the Missing Persons Task Team in NPA). To date 22 exhumations have taken place. Two site are currently being prepared for exhumation.
A draft report on government’s progress on the implementation of the TRC is going through approval processes.
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Co-operation from certain government departments has been lacking / slow with regard to: the formulation of regulations; and the submission of inputs for the preparation of the Progress Report
on the Implementation of the TRC
Relationships have to be established with CBOs, FBOs and NGOs to, among others, ensure cooperation regarding delivery of services to victims; facilitate access to victims/victim organisations.
Financial Resources
ChallengesCHIEF DIRECTORATE: TRC
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THE OFFICE OF THE COO
Budget
INPUTS
Personnel Goods and Services
Transfers Capital Inputs TOTAL
Preliminary Allocation
Variance Projected
Exp. 2005/06
Allocation vs Exp. 2005/06
COO 2, 126, 000 2, 845, 000 2, 000 250, 000 5, 223, 000 2, 126, 000 3, 097, 000
DDG: Corporate Services
1, 352, 000 2, 000, 000 2, 000 250, 000 3, 604, 000 1, 352, 000 2, 252, 000
CD: Strategy 9, 200, 000 2, 800, 000 7, 000 1, 360, 000 13, 367, 000 7, 300, 000 6, 067, 000 7, 300, 000
CD: Risk Management
21, 912, 000 158, 978, 000 20, 000 1, 400, 000 182, 310, 000 170, 000, 000 12, 310, 000
CD: TRC Unit 8, 160, 000 4, 142, 000 9, 000 780, 000 13, 091, 000 6, 175, 000 6, 916, 000
CD: Programme Support
12, 865, 000 16, 625, 000 10, 000 1, 638, 000 31, 138, 000 7, 816, 000 23, 322, 000
TPMU (from CFO)
4, 417, 000 4, 417, 000 4, 417, 000
TOTAL 60, 032, 000 187, 390, 000 50, 000 5, 678, 000 253, 150, 000 199, 186, 000 53, 964, 000 0 7, 300, 000
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THE OFFICE OF THE COO
Challenges
To have the microstructure for the Office of the COO approved, to advertise and fill the posts.
To ensure the provision of budget to units to enable the implementation of the operational plans for 2006/07 financial period.
Monitor and evaluate strategy implementation on a monthly, quarterly and yearly basis.
To attend and resolve everyday operational challenges and provide regular reports to all stakeholders.
Provide regular reports on Risk Management. Finalise TRC report and submit to Minister for further action. Finalise the appointment of DDG: Corporate Services. Provide a functional support framework for the Regional Heads to enable them in
executing their newly assigned functions. Accelerate the process to develop the Justice Precinct. A PPP process is under way for the management of monies in trust to which the
Office of the COO has pledged assistance to ensure continued progress on this project.