Transcript Document

SMS Strategic Planning Session
Sheraton Hotel
4 April 2007
Introduction
1. Objectives
• Provide a briefing on the strategic
planning process
• Discuss the refined strategic objectives
for the dplg
• Discuss the way forward in finalisiing
the five year strategic plan of the
Department
2. Strategic planning:
Update
• Mapping process undertaken with Branches
– Alignment of different strategic documents
– Development of indicator map
• TMT strategic planning session (12 February)
– Review and discussion of the vision and mission
– Discussion of the strategic objectives
• Branch strategic planning
– Contact sessions with each branch
– Branch inputs towards to overall strategic plan
3.
Strategic planning:
Future
• Introduce a formally adopted methodology and plan
to guide strategic planning in the department
• The process will start in September of a given year
• The strategy development process will be informed
by systematic process of review and research - QRM
will be refined to be a clear strategic management
tool; targeted research will be initiated
• SMS will vigorously engage in the process of
developing annual and medium term performance
plans and the Five year strategic plan
• M&E will coordinate the strategic planning process
but branches will be responsible
4. Strategic planning - Methodology
Vision 2014 SONA, POA
IDPs, PGDS,
NSDP, ASGISA
Sector
Strategies
Strategic Planning
dplg
mandate
Business Planning
Operational Planning
Individual Planning
dplg
Performance,
IP/KM
5. Outputs
• Strategic Plan 2007 – 2012.
Monitoring
Instruments ?
• Business Plans 2007/08.
Quarterly Review Meeting (QRM)
• Operational Plans 2007/08
• Performance Agreements 2007/08
Individual Performance Assessment
6. Strategic Refinement Process
2
VISION
1
3
CONTEXT
(PESTO)
6
Budget
(Aligned to
Strategy)
Ministry
5
Refinement of
Organisational
Structure
(TBD)
MISSION & VALUES
-Strategic Choices (WIP)
-Strategic Objectives
-(Ver. 2/04/07)
4
Details of
Strategies &
Business Plans
(WIP)
Strategic Context
7. CONTEXT
Mid-Term Review
Key Macro Trends
Government’s
Programme of Action
2007
State of the Nation
2007
Areas for Decisive Action
8. Key Trends
• Increase in real GDP & Gross Fixed Capital Formation
• Marginal decrease in official unemployment (28% in 2002 to 26% in
2006)
• Housing delivery is slowing down (2004 – 178 612 units to 2006 –
137 659 units)
• Decrease in life expectancy (55yrs in 2004 to 51yrs in 2006)
• Slight decrease in Matric Pass Rate (70% in 2004 to 68.3% in 2005)
• All crime categories are showing a decreasing trend
• Decreased number of LG qualified audits (89 in 2003/4 to 72 in
2005/6)
• Increased number of PG qualified audits (31% in 2003/4 to 39 in
2004/5)
• SA increasingly becoming a significant actor on the Continent &
globally
General assessment: we are on course to meet Vision
2014, but it is conditional on continual improvement in
clearing constraints in all spheres
9. Program of Action
IR,P&S Cluster
•
•
•
Need to improve government
coordination in international work
(e.g. discuss provincial and local
government international
delegations at PCC)
Develop a coherent marketing
strategy for the country
Continue to engage in the
multilateral
Economic Cluster
1.
2.
3.
4.
5.
6.
Need to increase economic
efficiencies
Promote dynamic growth sectors
Greater focus on integrating small /
micro entreprises
Strengthen the institutional
arrangements
Interventions to change the
structure of the economy
Finalise and implement and the
National Industrial Policy
Framework
1.
2.
3.
G&A Cluster
Strengthen capacity of the public
service (ASGI, provincial govt,
recruitment and retention
strategy)
Strengthen the capacity of Local
Government (3 priorities)
Focus on transversal systems
(Implement the govt – wide M&E
system, Single Public Service,
Batho Pele, Public Participation,
anti-corruption)
Social Cluster
1.
2.
3.
4.
Undertake additional work on the
Anti-Poverty Framework
Implement the National Action
Plan on Water and Sanitation
Finalise work on Comprehensive
Social Security
Need a Cabinet Memorandum on
the ISRDP & URP
10. Areas for Decisive Action
• State legitimacy & statecraft: confidence in
system, communication and transition towards
2009
• State strategic capacity: mobilisation of all
sectors behind the vision, translation of strategy
into programme and projects, strengthening
national strategic development planning
• State technical capacity: capacity to spend,
vacancies, M&E, some ASGI-SA projects
• State integrative capacity: integration /
coordination
Vision
11. Vision
Existing Vision:
“A well co-ordinated system of Government consisting of
National, Provincial and Local Spheres working together to
achieve sustainable development and service delivery.”
• TMT suggested that the vision could be reworked to consider the
following concepts:
 Developmental State
 IGR
 Performance and accountability
 Capable together with co-ordinated
 Integrated service delivery
 Conceptually (what is sustainable)
 Long-term role will emphasise co-ordination, facilitation, M&E
 Quantification of the ideal future (vision type indicators)
12. Refined Vision - TMT proposals
 An integrated system of government working
together to achieve sustainable development
and service delivery
 A capable, integrated system of government
working together to achieve enhanced
service delivery for sustainable development
Strategic Objectives
13. Proposed Strategic Objectives
1. To build and enhance the governance system in order to enable
sustainable development and service delivery
2. To oversee the implementation of an intergovernmental
programme of support for the institution of traditional leadership
to perform its role in rural development in partnership with
government
3. To build and strengthen the capability and accountability of
provinces and municipalities to implement their constitutional
mandate
4. To monitor, evaluate and communicate the impact of
government programmes in municipal areas in order to enhance
performance, accountability and public confidence
5. To strengthen dplg’s organisation capability and performance to
deliver on its mandate
Way Forward
14. Key Tasks
•
•
•
•
Finalise branch business planning
Finalisation of strategic choices
Alignment of the budget
Refinement of the organisational
structure
• Engagement with the Ministry