THE OFFICE OF THE COO

THE OFFICE OF THE COOSelect Committee Presentation – 2 May 2006

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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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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 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




Administration




Quality




Directorate: PMSU

Directorate: NOPC



Services








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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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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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Chief Directorate: Strategy




Administration




Quality




Directorate: PMSU

Directorate: NOPC



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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Chief Directorate: Risk Management




Administration




Quality




Directorate: PMSU

Directorate: NOPC



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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Chief Directorate: Programme Support and Administration




Administration




Quality




Directorate: PMSU

Directorate: NOPC



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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Administration




Quality




Directorate: PMSU

Directorate: NOPC



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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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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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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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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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.

THANK YOU

THE OFFICE OF THE COO

Documents

accompanying budget

detailthe office

societythe office

introductionthe office

preliminary budget allocations

cooregional headsthe

coo overview

way forwardchief directorate