DEPARTMENT OF LOCAL GOVERNMENT AND - · PDF fileDEPARTMENT OF LOCAL GOVERNMENT AND -NORTH WEST...

Human Resource Plan Human Settlements Page - 1 - of 110

HUMAN RESOURCE PLAN (HRP)

Select (X)

Indicate the type of Human Resource Plan Indicate the period

X MTEF - HUMAN RESOURCE PLAN 2014/2017

DEPARTMENT OF LOCAL GOVERNMENT AND HUMAN SETTLEMENTS -

NORTH WEST

HUMAN SETTLEMETS BRANCH

NW Human Settlements HR Plan 2014 Page - 2 - of 110

DEPARTMENTAL CONTACT DETAILS

DEPARTMENT ADDRESS:

Physical:3366 Bessemer Street Industrial Site Telkom Building Mafikeng 2745

Postal: Private Bag X 2145 Mafikeng 2745

CONTACT PERSON NAME: Thapelo Kennedy

SURNAME: Phatudi

DESIGNATION: Director: Human Resource Management & Development

COMPONENT: Human Resource Management & Development

TELEPHONE NO: (018)3884776

CELL PHONE NO.: -

FAX NO: 0183910352

E-MAIL ADDRESS: [email protected]

DATE COMPLETED:

DATE OF APPROVAL

DATE SUBMITTED TO DPSA:


TABLE OF CONTENTS Heading Page

Departmental contact details -2-

Human Resource Planning Responsibility Matrix -7-

Sign off -8-

I. Head of Department -8-

II. Executive Authority -8-

III. Executive Summary -9-

IV. Summary HRP Data Fact Sheet -9-

V. Limitations -9-

SECTION ONE -10-

1. INTRODUCTION -10-

1.1 Overview of the Department -10-

1.2 Vision -10-

1.3 Mission -10-

1.4 Values -11-

1.5 Overview of the departmental programmes -12-

SECTION TWO -13-

2. STRATEGIC DIRECTION -13-

2.1 Departmental Strategic objectives -14-

2.2 Departmental HR Planning Strategic objectives -14-

2.3 Alignment of the Department Strategic Objectives and HR Planning Objectives

-14-

SECTION THREE -15-

3. ENVIRONMENT SCAN -15-

3.1 Applicable External Factors -15-

3.1.1 Political Factors -15-

3.1.2 Economic Factors -15-

3.1.3 Social Factors -15-

3.1.4 Technological Factors -15-

3.1.5 Environment Factors -16-

3.1.6 Legal Factors -16-

3.2 Applicable internal factors -16-

3.3 TRENDS IN THE MACRO ENVIRONMENT -17-

3.3.1 Applicable International trends -17-

3.3.2 Applicable national trends -18-

3.3.3 Applicable provincial trends -19-

3.3.4 Likely impact on human resources within the department -19-

3.4 ENVISAGED CHANGES IN THE MACRO ENVIRONMENT -20-

3.4.1 Likely changes in the macro environment -20-

3.4.2 Potential impact of changes on partners/stakeholders -21-

3.5 REVIEW OF KEY LABOUR MARKET TRENDS -21-

3.5.1 Overview -21-

3.5.2 Implications of skills management in your sector -22-

3.5.3 Implications for supply and demand -22-

SECTION FOUR -23-

4. WORKFORCE ANALYSIS (SUPPLY AND DEMAND) -23-

4.1 Organisational structure -23-

4.1.1 Post Provisioning Model -24-

4.1.2 Structural Challenges -25-

4.1.3 Job Evaluation -26-


4.2 Competencies -27-

4.3 Training and development -45-

4.4 Types of employment -47-

4.5 Age profile of Workforce by age per Programme -48-

4.6 Employment Equity -50-

4.6.1 Gender Responsive Planning -50-

4.7 Staffing Patterns -54-

4.8 Staff Turnover, Vacancy and Stability -61-

4.9 Employee Health and Wellness -73-

4.10 Values and Ethical Behaviour -77-

SECTION FIVE -78-

5. HUMAN RESOURCE GAP ANALYSIS -78-

SECTION SIX -83-

6. PRIORITY DEPARTMENT HUMAN RESOURCE PLANNING ISSUES -83-

SECTION SEVEN -86-

7. BUDGET ANALYSIS -86-

SECTION EIGHT -90-

8. ACTION PLAN -90-

SECTION NINE -94-

9. MONITORING AND EVALUATION -94-

SECTION TEN -97

10. DEPARTMENT RECOMMENDATIONS -97-

SECTION ELEVEN -98-

11 CONCLUSION -98-


LIST OF TABLES

Table No. Heading Page

Table 1 Responsibility matrix -7-

Table 2 Current and envisaged structural aspects -23-

Table 3 Management of current and envisaged posts -24-

Table 4 Structural challenges -25-

Table 5 Job evaluation conducted the past three years -26-

Table 6 Competency review -27-

Table 7 Core competencies analysis -31-

Table 8 Critical competencies -34-

Table 9 Scarce Skills -36-

Table 10 NQF Level of Qualifications -38-

Table 11 Number of employees without -39-

Table 12 Short courses attended by employees for the past three years -40-

Table 13 Field of study -43-

Table 14 Training and development analysis -45-

Table 15 Employment Types -47-

Table 16 Problems/Issues pertaining to Employment types -47-

Table 17 Human Resources age profile per programme -48-

Table 18 Human resources profile by age and salary levels -49-

Table 19 Workforce Equity Profile -50-

Table 20 Employment Equity Targets -51-

Table 21 Desired (projected) employment equity numerical goals -52-

Table 22 People with disabilities -53-

Table 23 Number of persons employed -54-

Table 24 Number of interns per functional -55-

Table 25 Number of interns recruited -56-

Table 26 Number of learners per learnership programme -56-

Table 27 Number of external learners recruited -56-

Table 28 Number of anticipated retirements -57-

Table 29 Number of terminations per salary level -58-

Table 30 Occupation with the highest number of terminations -59-

Table 31 Reasons for termination -60-

Table 32 Turnover rate -61-

Table 33 Staff turnover rate per occupation -61-

Table 34 Turnover analysis by critical occupations -63-

Table 35 Turnover analysis: Transfers and promotions -64-

Table 36 Staff turnover: Race and gender classification -66-

Table 37 Staff turnover: Disability classification -67-

Table 38 Vacancy Rate -68-

Table 39 Stability Rate -68-

Table 40 Staff Stability -69-

Table 41 Staff Stability – per level within the department -71-

Table 42 Staff stability- per occupation within the department by period -71-

Table 43 Health and Wellness analysis -73-

Table 44 Analysis of staff patterns: Sick leave -75-

Table 45 Analysis of staff patterns: Incapacity leave -76-


Table 46 Qualitative data -78-

Table 47 Quantitative data -80-

Table 48 Priority HR Planning issues -83-

Table 49 Total estimated expenditure -86-

Table 50 Actual expenditure YTD -86-

Table 51 Anticipated HR Planning budget performance -87-

Table 52 Action Plan -90-

Table 53 Monitoring and Evaluation of activities from Action Plan -94-


HUMAN RESOURCE PLANNING RESPONSIBILITY MATRIX Table 1 Responsibility matrix

TITLE NAME RANK Role in the Development of the Plan

Head of Department

Mr Moss Ikgopoleng Kgantsi DDG

Approves the HR Plan

Head: HR Management

Mr T Phatudi Director

Analysis of gaps, identification and recommendation of strategies and ensuring development of the HR Plan

Head: HR Development

Mr F M Sepeng Deputy Director

EE Manager Mr T Phatudi Deputy

Director

Performance Management Manager

Mr F M Sepeng Deputy Director

Recruitment and Selection Manager

Mr D Morwane Acting Deputy Director

Remuneration Manager

Mr I Mokgwamme Director; Finance

Employee Wellness Manager

Mr T B Kola Deputy Director

Relevant line managers

Ms Libuseng Lebaka Ketshabile

Acting Chief Director: Housing Needs, Planning, Research & Technical Services.

Input on the development of and concur with Implementation of the HR Plan

Mr T P Phetlhu Chief Director: Housing Development

Input on the development of and concur with Implementation of the HR Plan

Chief Financial Officer

Mr. M.M. Magwetyana

Chief Financial Officer

Ensures the availability of funds/budget to close the HR Plan’s Gaps.

Other


SIGN OFF

I. HEAD OF DEPARTMENT (SIGN OFF)

This Human Resource Plan has been developed by Mr Moss Ikgopoleng Kgantsi in my capacity as Head of Department – Human Settlements Branch. I am satisfied and concur with the content of this Human Resource Plan and will ensure that the department achieves its strategic HRP objectives for the defined period.

SIGNED

DESIGNATION

DEPUTY DIRECTOR GENERAL

DATE

II. EXECUTIVE AUTHORITY (SIGN OFF) IF NO DELEGATION HAS BEEN MADE

This Human Resource Plan has been approved by Hon. C. Maine in my capacity as the Executing Authority. I am satisfied and concur with the content of this Human Resource Plan.

SIGNED

DESIGNATION

EXECUTIVE AUTHORITY

DATE


III. EXECUTIVE SUMMARY

The success of any organisation is dependent on the availability of employees who have appropriate education, training and skills required for enabling it to be competitive, forward looking, and focused on achieving its priorities. The Human Resource Plan is aimed at determining the demand and supply of employees who have the right skills to achieve the strategic objectives of the Department. The Plan is also aimed at analysing the gaps between the demand and supply in order to develop strategies that will close those gaps. Hence, Human Resource Planning can be defined as an inclusive and dynamic process that involves the identification of both current and future human resource needs, as well as potential challenges, in order for the Department to consistently achieve its organisational objectives.

IV. SUMMARY HRP DATA FACT SHEET

This section should cover HRP data presented in diagrams and tables as per

the exemplar provided in the HRP Guideline.

1. Staff Patterns


2. Age of Workforce

3. Workforce Equity Profile

LEVELS

FEMALES MALES TOTAL

A C I W A C I W

Top Management - 2 2

Senior Management 3 1 9 13

Professionals 12 1 27 2 42


Skilled technical 111 2 75 1 3 192

Semi-skilled 29 39 68

Unskilled 26 10 36

Total permanent 181 2 2 162 1 2 3 353

Non-permanent 187 156 1 0 0 344

GRAND TOTAL 368 2 0 2 318 2 2 3 697

4. Gender

5. Field of Study


V. LIMITATIONS

Human Settlements, Public Safety and Liaison- Human Settlements Branch is still in the development phase since it was established in 2009 , as a result the department lacks internal capacity to deliver its services, specifically technical skills within its core function programme (Housing Development and Housing Needs Planning and Technical Services). The following are barriers/challenges:

Lacks technical skills and inability to attract scarce skills because as a province the current university does not have a pool of students registered in building environment except from Further Education Institutions (FET),

High Competitive salaries within the engineering work force

Lack of proven knowledge about the application of Administration policies and procedures and management of staff

No commitment from line managers/staff

No delegation of responsibilities in the department

There is no Driver for cultural and behavioural change in the organization Delay with the recruitment and selection processes e.g. Delay of appointment or signing of recruitment approvals.

Low staff moral

Lack of knowledge management systems within the department in order for those who will be retiring in the next five years to start and mentor the upcoming officials especially in senior management position for women

The appointment of the right people at the right place at all time is not adhered to (Demand and Supply in relevant Positions.)

Lack of buy-in and support from senior management especially in the implementation of support functions

Lack of office space (officers are in three different buildings)


SECTION ONE

1 INTRODUCTION

1.1 Overview of the Department

1.2 Vision

1.3 Mission

1.4 Values

Accessibility and Responsibility. Responsiveness and Pro-activeness. Transparency Good Governance. Honesty and Integrity. Accountability. Client Focus. Commitment and loyalty.

Overview of the Department

The prime responsibility of the Department of Human Settlements, Public Safety and Liaison- Human Settlements Branch is to restore human dignity to the North West citizens through the planning, development and provision of human settlements in an integrated, coordinated and holistic way in line with the following legislative prescripts:

The Housing Act, 1997(Act No. 107 of 1997) The Rental Housing Act, 1999 (Act No. 50 of 1999) The Housing Consumers Protection Measure Act, 1998 (Act 19 of 1998) Employment Equity Act, 1999. The Public Finance Management Act, &Act No. 1 of 1999) Breaking New Grounds (BNG) Policy.

A community in an integrated and sustainable human settlement.

To effectively plan, coordinate, provide and support the development of habitable integrated human settlements in the province.


1.5 Overview of the Department Programmes and Priorities

Program 1: Corporate Services / Administration

The purpose of this programme is to provide corporate support to the entire Department as well as strategic administration and political direction through the offices of the Head of Department and the Executive Authori ty respectively. The Programs are implemented in the following Directorates as aligned to the Departmental Strategic objectives MEC Office HOD’s Office Strategic Planning, Monitoring & Evaluation Human Resource Management and Development Legal Services Chief Financial Office Financial Management Risk Management Supply Chain Management Media & Communication Services Information Technology and Records Management

Programme 2: Housing Needs, Research Planning and Technical Service The purpose of this programme is to ensure the development of and the implementation of projects through prescribed housing programmes. The Programs are implemented in the following Directorates as aligned to the Departmental Strategic objectives Housing Research and Policy Development Housing Planning and Technical Services Housing Statutory Bodies Municipal Support

Programme 3: Housing Development The purpose of this programme is to ensure the development and implementation of projects through prescribed housing programmes. The Programs are implemented in the following Directorates as aligned to the Departmental Strategic objectives Housing Development (Four Districts) Housing Subsidy Administration Housing Subsidy systems

Departmental Priorities

Upgrading of units of accommodation within informal settlements;

Affordable Rental Housing Stock;

National Bulk Infrastructure Development’;

Acquisition of state owned land;

Provision of affordable housing finance units;


SECTION TWO

2. STRATEGIC DIRECTION

2.1 Departmental Strategic objectives

Programme 1 : Ensure provision of effective and efficient administrative support and direction to the department:

Coordination and management of administrative, minimum security and political support to the Department

Provide integrated and coordinated planning, monitoring & evaluation, administrative and secretarial support to the office of the HOD

To ensure effective and efficient risk management systems

Provide Strategic Human Resource Management and Development Service within the Department.

To provide effective legal support services management

To oversee and administer effective and efficient Financial Management principles in the Department

Integrated financial planning and reporting complying with appropriate prescripts and legislation

To ensure effective and efficient risk management and internal control systems

To ensure effective and efficient Supply Chain Management services

To ensure effective, coherent and consistent internal and external communication

To ensure information Communication Technology services connectivity and records management Programme 2 : To ensure the development and the implementation of projects through prescribed housing programmes:

To conduct research on the needs and social-economic impact of housing programs on beneficiaries and on housing needs

To plan minimum prescribed requirements to improve the living environments of households

To provide administrative support to Housing Statutory Bodies

Implementation of housing programmes to ensure that it adheres to prescribed norms and standards

To implement a collaborative approach to Human Settlements project delivery to ensure integrated spatial planning

Programme 3 : To ensure the development of and the implementation of projects through prescribed housing programmes:

Implement targets for internal reticulation |(service sites)

Implement Rural Housing

Provide affordable Rental stock programmes

Ensure FLISP responsiveness to the affordability challenges in the Gap Market

Formatted Table


2.2 Departmental HR Planning Strategic objectives

Human Resource advisory services and consultancy support throughout the department to help achieve organisational improvement.

To provide Human Resource Management & Development Processes and Strategies

To promote Sound Employee Relations Services and Democratize the Workplace

To provide & maintain Human Capital for and Information Management

To provide Human Resource Development and Performance Management

To create a healthy workforce through the provision of employee health and wellness programme (EHW) service which will enable staff to contribute to the objectives of the Department of the best of their abilities.

2.3 Alignment of the Department’s Strategic Objectives and HR Planning Objectives

Departmental Strategic Objectives HR Planning Objectives

Ensure provision of effective and efficient administrative support and direction to the department:

To ensure the development and the implementation of projects through prescribed housing programmes:

To ensure the development and the implementation of projects through prescribed housing programmes:

Human Resource advisory services and consultancy support throughout the department to help achieve organisational improvement

To provide Human Resource Management & Development Processes and Strategies


To provide & maintain Human Capital for and Information Management


To promote health, safety and wellness in the workplace.


SECTION THREE

3. ENVIRONMENTAL SCAN

o Key Environmental Factors likely to impact on the Department

3.1 Applicable External Factors

1.1.1 Political Factors

Analysis The country is politically stable and has a well capitalised banking system, abundant natural resources, well

developed regulatory systems as well as research and development capabilities, and an established manufacturing base.

The 2009 election process brought change which resulted in the change of mandates and strategic plans of the Departments. During November 2010/11 financial year the province reconfiguration, the Housing Development function was separated from the erstwhile Department of Local Government and Housing and merged with the Department Public Safety and Liaison to become the Department of Human Settlements, Public Safety and Liaison, which operates as two separate branches with different budget votes.

The next elections will be held on the 7 May 2014, which might also bring same changes, like merging of departments which will impact negatively on the mandate and strategic plans of the various departments and employees.

South Africa registered another 1, 259 560 in total new voters, which increase the overall registration level to 80.5 percent of eligible voters with a record of 25.3 millions South Africans on the voters roll. Implications

The merge can result to changes of Political heads before the end of the term Changes in Departments name, mandates and functions which have financial constraints. Relocation of merged departments to other buildings Delay in splitting resources and budget votes

Challenges

Changes of all operational documents and polices These results delays service delivery Changes with the strategic plans of departments

Recommendations Service Delivery should not be hampered when there is reconfiguration of the Departments Department must remain as is in terms of separate votes and separate department

1.1.2 Economic Factors

Analysis

Petrol price has increase more than three times in 2013 leading

Introduction of e–toll services and increase in price of toll gates in the major routes has impact on the increase of prices of goods and services

The mining sector reported a strong rebound in output, as a number of its sub-sectors recorded robust growth in the opening three months of 2013. The solid 6.1% expansion in output levels were underpinned by a 31.4%


rise in gold production, assisted by substantial increases in production by a number of smaller mining segments, including copper, manganese and chrome. Higher output levels in the iron ore segment were mainly due to strong external demand, particularly from China. However, overall mining output in 2012 was still substantially lower than the production levels achieved in 2005. Tense labour relations, renewed threats of labour strikes and excessive wage demands highlight the importance of resolving these issues in a collaborative manner so as to avoid more production disruptions and job shedding in this troubled sector.

Employment creation is still being constrained by a sluggish pace of economic growth. The economy managed to create 44 000 new jobs in the quarter to March 2013, the majority within the agricultural and public sectors. However, the overall employment level, which stood at just over 13.6 million by March, is still some 400 000 less than that recorded prior to the onset of the crisis in 2008/09.

Consumer price inflation edged steadily higher in recent months, measuring 5.9% by April 2013. Significant inflationary pressures emanated from administered prices (including fuel and electricity), whilst food prices also increased at a fast pace, although moderating to some extent. Despite inflation being expected to breach the 6% target ceiling over the next couple of months, the Monetary Policy Committee (MPC) decided to keep the repo rate unchanged at 5% at its May 2013 meeting. The MPC expressed concerns over the state of the economy as growth prospects deteriorate, whilst inflation risks are on the upside. The sharp depreciation of the rand in recent times could pose strong upward inflationary pressures in coming months, thereby limiting the scope for an interest rate cut in the foreseeable future.

Implications

to price increase of goods and service

Although a glimmer of hope emerged from the strong rebound in mining activity, albeit from a low base, prospects for this sector remain challenging in light of subdued global demand and rising input costs, including labour and utility costs, productivity issues and labour unrest. These factors will not only have a direct impact on mining output, but, considering the strong backward, forward and lateral linkages of the mining sector with various sectors of economic activity; the ultimate impact could be quite substantial.

Despite high consumer price inflation at present and expectations of a further rise in the next few months, possibly breaching the inflation target ceiling of 6% by mid-2013, interest rates are anticipated to stay at current levels for some time.

Although the price competitiveness of South African export products in global markets may have improved through a sharply weaker currency, the benefits will not be fully realised in light of weak demand conditions in parts of the world. However, South African producers who have been struggling to retain local market share against import competition are being given some relief. Nevertheless, this improved price competitiveness will be gradually eroded over time through inflationary effects.

Unemployment still a challenge Challenges

High rate of fraudulent and corruption activities

Low production in mining industries which leads to unemployment

Increase in unemployment, poverty and inequality.

Increase of prices of goods and services

increase in crime , unemployment and commutable diseases

Recommendations

Increase in open communication between trade unions and employers


Provision of bursaries and scholarships

Provision of internships and leaner ships in all sectors

Create more jobs and sustainable growth

3.1.3 Social Factors

Analysis According to Stats SA 2013 report , the following has been experienced in South Africa ;

There has also been an enormous movement of people to urban areas, from rural areas which concentrate the pressures on the government, and can lead to inadequate resources and service of (e.g. sanitation, housing and health).

Poverty is a key development challenge in social, economic and political terms; not only in South Africa but throughout the developing world. In post-apartheid South Africa, fighting the legacy of poverty and under-development has always been a central theme of Government. This was cemented in the Reconstruction and Development Plan (RDP) of 1994 and reiterated in the National Development Plan (NDP) published in 2011.

Disability : The percentage of persons over the age of four years with disabilities increased from 5,6% in 2009 to 6,2% in 2010 before declining to 5,1% in 2012. In 2012, Free State contained the largest percentage of disabled individuals (7,6%) while the smallest percentage was measured in Gauteng (3,5%).

Although the percentage of households living in formal dwellings, whose dwellings were fully owned, only increased marginally, from 52,9% in 2002 to 54,5% in 2012, the percentage of partially owned dwellings declined noticeably. The percentage of households that maintained „other‟ tenure arrangements increased to 13,1% in 2012. Statistics South Africa P0318 General Household Survey, 2012 13,1% Residents of North West (22,8%), Gauteng (20,9%) and Western Cape (15,4%) were most likely to live in informal dwellings, while Limpopo households (4,2%) were least likely to inhabit informal dwellings. At the time of the survey (Stats SA 2012), 14,2% of South African households were living in „RDP‟ or state-subsidised dwellings. Female-headed households were appreciably more likely (10,1%) than their male counterparts (6,9%) to receive a government housing subsidy. Residents have, however, raised concerns about the quality of subsidised houses and 16,3% said that the walls were weak or very weak while 16,4% regarded the dwelling roof as weak or very weak.

The percentage of households connected to the mains electricity supply has increased relatively consistently from 77,1% in 2002 to 85% in 2012. The use of wood and paraffin for cooking decreased consistently in most provinces between 2002 and 2012.

Education outcomes continue to improve with improved access to educational facilities and services. Among individuals aged 20 years and older, the percentage with Grade 12 as their highest level of education increased from 21,9% in 2002 to 28,7% in 2012. The percentage of these individuals with tertiary qualifications furthermore improved from 9,3% to 11,7%, whilst functional illiteracy declined from 27,3% to 16,5% over the same period. While women have historically been more likely to be functionally illiterate, findings show that men in the age group 20–39 years were more likely to have completed their primary school education than their female peers. The study also found that more than nine-tenths (92,9%) of South Africans are able to read and write. The adult literacy rate, however, lags behind the average in provinces such as Northern Cape and Limpopo where respectively 87,1 and 86,9% of populations were literate.

Social Assistant Programme is the largest globally assistance grants and are a large part of incomes for households living in poverty. The percentage of individuals that benefited from social grants has increased from 12,7% in 2002 to 29,6% in 2012. Simultaneously, the percentage of households that received at least one grant increased from 29,9% to 43,6%.

Unemployment is a key economic indicator and it is sensitive to the business cycle. For example employment

peaked in 2008 to approximately 13,8 million when the economy was better. However, during the recession of

2009 and 2010 approximately 806 000 persons lost their jobs. After these two successive years of decline,


employment grew by 204 000 and 258 000 persons in 2011 and 2012 respectively. Community & social

services industry contributed the most to the growth in employment observed in the past two years. This was

followed by Finance and other business services.(2013 Stats SA report)

Implications There is increase of informal settlements across the country leads to a stretch of resources and services which are not budgeted for. (more housing , health ,schools ,electricity and other services

Health consciousness, population growth rate, and emphasis on safety and crime.

Lack of financial support for education the province and the country as whole not producing enough graduates

There is an increase in the use of electricity

Increase in violence against women and children

An inability to adequately provide for the basic needs of the population from will lead to collapse of the natural ecosystem services and deterioration in quality of life.

Increase in HIV/AIDS especial in the rural areas, where illiteracy, poverty, crime and domestic violence are high.

The population is growing more people means greater demands on natural resources and environmental services which increase the amount of waste and pollution is generated.

This will lead to increase of pollution and crime

Challenges

Increase in unemployment

Social exclusion of people with disabilities

Fraudulent Activities

Increase in informal settlements

Increase in HIV/AIDS

High crime and poverty

High grow of population which has an impact in sustainable development.

Uncontrolled settlement development can result in problems of population, health hazards and inadequate housing and service provision, contributing to informal sector activities and crime

Recommendations.

Implementation of youth support programs (e.g. funding for smme’s).,

Implementation of Extended Public Works Programs)

More educational awareness on HIV/AIDS, teenage pregnancies and substance abuse.

Inclusion of people with disabilities in society to promote social cohesion and promotion of polices and plans

Promoting sustainable livelihood, green economy, improving social conditions and alleviating poverty.

Creation of jobs and sustainable livelihood

Government to initiate more housing development schemes, electrification and water service schemes, as well as identifying focal areas for economic development and job creation.


3.1.4 Technological Factors

Analysis New technologies are created new products and new processes. Computer games, online gambling, online

banking, online shopping etc., bar coding and computer aided design are all improvements to the way we do business as a result of better technology.

Customers are more likely to use digital technology, to shop online and to prefer online methods to print images. Older generations are more likely to stick to traditional methods.

Information Communication Technology is not utilised to deliver services and in the implementation of the departmental plans (strategic plan, operational plan and business plans)

Implications

Official spending more time on –line(internet) More purchase of new software and new gadget for officials Increase scams / online crimes Automation of production processes in factories means less-skilled workers are needed., Services are delayed and plans not implemented as planned.

Challenges Financial Constraints Management of computer Viruses Increase backup management system Advances in online fraudulent activities. Plans not implemented within time lines Recommendations Limited usage of internet to be used of work purpose only Development of IT departmental strategy for specific term IT risk management strategy should be in place Servers should be used to save work files New ways of producing/distribution goods and services New ways of communicating with target markets

3.1.5 Environmental Factors

Analysis

The major cause for natural habitat loss include: cultivation of crops as well as mining, forestry plantations and urban development. However, this remains a serious challenge for South Africa. If the loss of natural habitats continues at current rates, there will be little vegetation outside of protected areas.

CO2 emissions: South Africa is currently an energy-intensive economy based on an unsustainable economic development path primarily based on maximising economic growth, as measured by the GDP, particularly through mining, manufacturing and agricultural activities. The country is a major emitter of CO2 and accounts for 65% of Africa‟s emissions.

Ozone-Depleting Substances (ODS): Insofar as reducing the consumption of and phasing out the use of ODS South Africa has done well. South Africa managed to reduce consumption29 of ODS by reducing the imports of OD-associated substances. Progress has been made in achieving the target of freezing consumption of hydrochloroflorocarbons (HCFC) and Bromochloromethane (BCM) by 2013 and the phasing out thereof by 2040.

Terrestrial and marine areas protected: The target for protected terrestrial areas is 17% by 2020 and 10% for marine areas by 2020. South Africa is on course to meet the target for protected marine areas if the current rate of increase of protected areas is maintained, while for protected terrestrial areas is unlikely to be met. South Africa, through the DEA, has developed a national framework for an integrated approach towards managing biodiversity, as well as various national policies and strategies, to protect terrestrial and marine and coastal


resources. The achievement of protected terrestrial areas by 2020 largely depends on stepping up the implementation of current and future national policies and strategies

Species threatened with extinction: Tracking changes in the percentage of threatened species gives a good indication of the country’s success in preserving its biodiversity. Species threat status has traditionally been assessed in the form of national or global Red Lists. The conservation assessments (Red Lists) tell us how threatened different species are, based on the likelihood of a species becoming extinct31They provide information on factors that contribute to the “threatened” status of species. Recent conservation assessments completed in South Africa (for plants in 2011, reptiles in 2011 and amphibians in 2010) show that loss of natural habitat or land cover change, particularly as a result of cultivation, is the primary threat to species, while invasive alien species threaten species in both terrestrial and freshwater environments. South Africa boasts a wealth of species, with over 95 000 known species and many more still to be described (Driver et al., 2012). Tracking changes in the percentage of threatened species gives a good indication of the country’s success in preserving its biodiversity. Knowledge of species threatened or of particular concern for other reasons such as rarity helps in prioritising conservation resources

Informal Settlements: The South African government is committed to accelerating service delivery and improving the quality of life for all its citizens, particularly upgrading facilities for those living in informal settlements in 45 priority municipalities by 2014. The rapid rate of urbanisation is attributable to many people moving out of the rural areas and to the cities in search of jobs and an improved standard of living. This trend is set to continue if rural areas are neglected and not made attractive enough for people to stop their migration to cities.

Implications

Lack of water

Air pollution

Disastrous conditions

Cycles of nutrients, energy, water and wastes have become more open, rather than closed as in a natural ecosystem

South Africa registered a 1.5 percentage point improvement in the proportion of protected terrestrial areas during the period between 1994 and 2012 (and a 0.5 percentage point increase between 2010 and 2012). The results imply that the country is on course to meet the protected marine areas target if the current rate of increase is maintained while the target for protected terrestrial areas is unlikely to be met.

The proportion of threatened species is highest for freshwater fish (21%) and inland mammals (20%). According to Driver et al. (2012), the highest numbers of threatened species (over 2 500) are found among the plant group (see Table 11).

High Pollution in areas which bring sickness

Challenge

Lack of basic needs (e.g. water ,electricity and unavailability of land

Air pollution

diseases of the erosion, loss of soil fertility, depletion of nutrient reserves

Endangered species both inland and in terrestrial

Air quality and soil quality being compromised by being polluted every day in areas (e.g. factories, mining and construction).


Recommendations

Environmental sustainability is a prerequisite for sustainable development and poverty alleviation, which remains a challenge for most countries, including South Africa, where in spite of macroeconomics development poverty, inequality and unemployment persists.

There is a critical need to ensure future data collection to allow continuous tracking of Changes in threatened species and targeting of conservation resources. There is also a need to set up conservation activities around agricultural areas as well as to control land use changes in both protected and unprotected areas.

South Africa has developed and is currently implementing a number of national policies, strategies and plans that should form part of the post-2015 agenda.

Key flagship mitigation programmes have been identified and the promotion and implementation of clean energy resources such as for example the renewable energy and energy efficient initiatives: Solar Water Heating Programme, Energy Efficiency and Demand Management Programme as well as Green Fund have been initiated.

South Africa has developed a national framework for an integrated approach for all stakeholders to manage biodiversity. The framework identifies priority actions for conserving biodiversity and sets out the implications of these priority actions for agencies that lead implementation. In addition, various national policies and strategies have been put in place by the DEA to protect both terrestrial and marine and coastal resources. Examples include: the National Protected Area Expansion Strategy (NPAES); Provincial Protected Area Expansion Strategies; SANParks – Land acquisition plan; National Environmental Management: Protected Areas Act; National Protected Areas Database; and the National Biodiversity Framework) (DEA, 2012). South Africa has successfully established biodiversity stewardship programmes in the last seven years, which are making a significant contribution to meeting national protected area targets (Driver et al., 2012).

3.1.6 Legal Factors

Analysis

No adherence to Employment Equity Act and prescripts by government

South Africa follows English law in both criminal and civil procedure, company law and the law of evidence;

New Laws /Acts/legislation in SA which affect the community has to be consulted (debated) and approved

before it can implemented.

Make provision for improved standards of consumer information, to prohibit certain unfair marketing and

business practices

Consumers have the right to query the inferior quality of goods and services. In order to safeguard the interest

of the community government may ban or limit the production of certain goods and services. For example,

selling of guns, explosive and dangerous drugs are illegal in many countries.

Most of the countries have consumer protection laws aimed at making sure that businesses act fairly towards

their consumers and are aware of their rights: A few examples are

Weight and Measures Act: goods sold should not be underweight. Standard weighting equipments should be used to measure goods.

Trade Description Act: deliberately giving misleading impression about the product is illegal.

Consumer Credit Act: According to this act consumers should be given a copy of the credit agreement and should be aware of the interest rates, length of loan while taking a loan.

http://en.wikipedia.org/wiki/South_African_criminal_procedure

http://en.wikipedia.org/wiki/South_African_civil_procedure

http://en.wikipedia.org/wiki/South_African_company_law


Sale of Goods Act: It is illegal to sell products with serious flaws or problems and goods sold should conform to the description provided. Implications

Previously disadvantaged groups not gaining from government prescript

Many consumers become indebted and there will be an increase of fraudulent activities

Challenges National Employment Equity targets not met

All legislature and law regulation should be adhered to

Consumers are not aware of policies and acts Recommendations

Strict Plans and strategies to be put in place to implement employment equity

Right to Equality in the Consumer Market and Protection against Discriminatory Marketing Practices

Awareness programmes on Consumer Acts

law must protect consumers from being indebt

3.2 Applicable internal factors

Analysis

Budget constrains in filling critical post

Inadequate skills especially experienced scarce skills especially in the engineering field

Lack of Departmental culture

Most of the core technical work is outsourced

Employment Equity plan targets not adhered

Inappropriate working environment and lack of space in terms of office accommodation( three buildings are in use )

There is an underrepresentation in women in senior management positions, the current status is 4 (26.67%) the gap is 8 (23.33%). Men in senior positions are over supply and the status is 11 (73.33%)

Lack of knowledge management systems within the department (provide training)

Lack of participation of officials in strategic documents (e.g. policies are circulated for inputs but no available input received from management)

Managers are not adhering in submission of human resource documents (job descriptions and Work plan are not aligned into strategic objectives )

Implications

The Department seems to have more weaknesses than strengths and if these are not properly managed, they can cause adverse effects in the Departments execution of its constitutional mandate.

More work will be outsourced

High rate of absenteeism

Lack of commitment from employees

Imbalance workforce with regards to gender and race

Formatted: Justified


Challenges

Low staff morale

To have a gender imbalance workforce

Core services will be outsourced and departmental officials only facilitate

Department not growing in terms of number of employees

Budget constrains in filling technical post in the core

Employment equity target are not met especially in women in SMS levels Recommendations

Increment of personnel budget to fill all vacancies especially scarce skills

Develop a strategic document to attract skills to the Province

Gender Mainstreaming across all programs

Targeted advertising to ensure that the target group is reached.

Department to be allowed to recruit with a competitive salary

Ensure that all work places are accessible to people with disabilities

Implementation of programs which uplift team morale and commitment (e.g. team buildings, cultural days , evolve employees in strategic operations)

3.3 TRENDS IN THE MACRO ENVIRONMENT

3.3.1 Applicable international trends

PESTEL factors

Analysis

The increase /decrease in the oil price affect the price of petrol which affect the prices of goods and services

Food prices, and particularly the prices for basic food commodities, have risen sharply during the last 2 years.

High increase in the inflation and CPI rate

Rand fluctuation against international currencies

The disaffected youth, decent prospects for young who face high unemployment, tuition fees, rising living costs.

Lack of affordable housing and the burden of supporting ageing populations in the future.

High interest rates. Consumers' mortgage payments will. This means that consumers will have less money left

over to buy goods and services. Higher interest rates make it more expensive for consumers to buy 'big ticket' items, like new cars, for which money tends to be borrowed. In the same way, firms are less likely to borrow for investment. So, in response to a rise in the price level, the final effect is a fall in planned consumption and investment.

Climate changes have an impact international it has a significant impact on food production around the world. Heat stress, droughts, and flooding events may lead to reduction in crop yield and livestock productivity.

The risk of climate sensitive diseases and health impacts can be high in poor countries that have little capacity to prevent and treat illness, examples severe heat stress, the reduction in air quality a heat wave can lead to breathing problems, agriculture and other food systems. The spread of meningitis is often linked to climate changes and the spread of mosquito-borne diseases such as malaria.

About 700 million fewer people lived in conditions of extreme poverty in 2010 than in 1990. Extreme poverty rates have fallen in every developing region, with China leading the way. Poverty also remains widespread in


Sub-Saharan Africa and Southern Asia, although progress in the latter region has been substantial. Poverty rate in SSA fell only 8 percentage points from 1990 to 2010..

The % of households living in informal dwellings has declined marginally during 2012 and remains below the levels of 2005 – 2008, but above the 2002 – 2004 levels. Although the housing backlog has declined over the last few years, it remains very large with more than 207,949 households still not in formal dwellings.

Implications

Increase in prices of goods and services

Increase in Consumers who are importing goods and services for themselves

The climate will change, food prices will rise

Increase commutable Sensitive diseases and health illness

Poor health and lack of education deprive people of productive employment, environmental resources have been depleted or spoiled, and corruption, conflict and bad governance waste public resources and discourage private investments

Slum dwellers in the countries often lack improved water resources, improved sanitation facilities, durable housing, sufficient living area or a combination of these characteristics that now define slums.

Assisting people to acquire their own formal dwelling, will also boost constructing industry. Although millions of SA has acquired houses today, the broader context of unemployment and poverty creates problems. For instance, many who have houses immediately rent them out, and move back into “zozo” or backyards shacks or informal settlements, in order to generate income

South Africa has developed plans and strategies to improve South Africa, the National Development Plan indicated that by 2030, everyone must enjoy a decent standard of living. It adds that there must be a defined social floor, or minimum social protection below which no one should fall. This includes transfers in cash and kind that provide a minimum income, along with basic services such as water, electricity, sanitation, health care, and education.

Challenges

None affordability of goods and services increases crime (e.g. fraud activities)

Loss of jobs in the industrial

Affecting high petrol and food prices in the years to come.

increases the percentage of unemployment

Higher prices pressure such as rand weakness, or rising fuel or agricultural food do not necessarily imply that the consumer will absorb the rise in the cost of living."

Spreading of sickness and deaths in most countries Recommendations

Government should introduce firm measures in the import and export business

Improve relations with African countries especially those who h have oil.

More health centres and resources to be available at all times.

Increase job opportunities to sustain poverty.

Improve sanitation facilities in the country.

Improving the lives of the urban poor will therefore required large, multi- sect oral investments.

Effective and efficient service delivery to avoid protects within the country as a whole.


3.3.2 Applicable national trends

PESTEL factors

Analysis

Fluctuation in inflation and interest rates.

Greater demand for wage increases could impact on increased unstable relationships between the employee and employer and unionisation.

There is an increase in population within the country due to increase of migrant workers from neighbouring African countries.

High unemployment rate.

High crime rate especially in the Metropolitan Municipalities

Increase in protests (industrial and service delivery )

High wage demand will increase the prices of goods and services

There is an increase of migrant workers from neighbouring African countries.

Human Immunodeficiency Virus and Acquired Immune Deficiency Syndrome (HIV/AIDS) and TB still a challenge.

Lack of basic services for rural communities

The deteriorating local economic landscape, negative sentiment related to labour strikes, high unemployment and an unsustainable large current account deficit contributed to the rand depreciating.

Housing supply is not keeping up with demand to due to high economic growth .Poor housing impacts directly on residents’ health and educational attainment, while difficulties in accessing affordable housing can also limit the ability of people to move to find work.

In 2007 the Government set a target of increasing the supply of housing to 240,000 additional homes per year by 2016. Within this overall target was a commitment to deliver at least 70,000 affordable homes per year by 2010-11, of which 45,000 were to be new social rented homes. There was debate over whether this target would meet the demand for new housing and deal with the backlog of unmet housing need.

Since 1994, more than 3 million subsidised housing units have been built for poor families. Access to basic services has expanded – 97 percent of household have access to water and almost 75 percent have access to sanitation and electricity. Despite these achievements, access to adequate housing, reliable electricity, safe water suppliers, accessible public transport and hygienic and dignified sanitation facilities remains a daily challenge for many SA, particular in poor rural and peri-urban communities.

Implications

Delay in service delivery

Lack of trust in government system

Increase in scams and fraudulent activities

None affordability of goods and services

High substance abuse and crime rate.

Government to spend more on building low cost houses

Increase in illiterate pupil/ society

Increase in climate change

Challenges

People still living in poverty

Salaries not meeting the basic needs

Increase in fraudulent activities


Increase of informal settlements

Increase in disorder, violence and intimidation in national protests ,

More immigrants to work in south Africa at management , critical and strategic level

Increase in sicknesses (high blood , sugar diabetes ) Recommendations

Improve the conditions for economic growth

Consumers to start budgeting and not to live above their means because the cost of imported goods would increase and ultimately cause inflation to increase Government to increase bursaries and scholarships to the youth

Government to provide sustainable medication for people living with HIV/AIDS

Implementation of Skills Programme to assist Youth with attaining work experience.

Employers to implement employee health and wellness programs

Encourage the community to excise and use governmental recreational facilities

Education or awareness on Human Immunodeficiency Virus and Acquired Immune Deficiency Syndrome (HIV/AIDS) and TB.

3.3.3 Applicable provincial trends

PESTEL factors

Analysis

There has been political instability in the province for the past three years (2002-2013)

Frequent changes of heads of the departments, disturb service delivery and administration of departments

The North West province is rich in mineral wealth such as gold, chrome and platinum.

The North West is also known as the tourist attractions, including the internationally famous Sun City, the Pilanesberg National Park, and the Madikwe Game Reserve,

Rhino poaching and soil erosion has traumatized the tourism industry.

The province is an important food basket in South Africa. North West is the major producer of white maize in the country.

There is influx of people from other province/countries in the Mining towns especially Bojanala and Dr Kenneth Kaunda Districts .

The mining industry has experiences horrific industrial protests in the year 2012-2013.

The province is experiencing skills shortages specifically in areas of Engineering, professional artisans, mining sector, and related fields amongst others as the skill is highly contested in terms of the wage with the private sector and the Metropolitan Municipalities .

Increase in soil erosion due to construction , farming littering and mining

Increase of household who have access to basic services such as safe water, sanitation, electricity and shelter especially in rural areas.

The decrease in the number of people in poverty is estimated to have averaged 12.1 percent p.a for the North West Province from 2002 to 2012.

The total population of the province has grown from more than approximately less than 3 million people in 2002 to 3.60 million in 2013.

Implications

Delay in service delivery

Endangered species especially rhinos


High dense of population from other province and neighbouring countries to Mining towns

Decrease in income in tourism

Soil erosion ad climate change

High unemployment rate

Recruiting scarce skills and professionals outside the province

Lack of sustainable income and poverty increase tensions within households and in some cases force people to drastic actions, like theft or burglary.

Increase of informal settlements

The rising number of people in the province puts stains on government’s resources especially social grants.

Low number of students who are studying in universities

Challenges

Increase in Service delivery protests

Lack of agricultural knowledge and entrepreneurial skills.

The poor health status of the local population impact on the potential development of the local economy and ability of people to have good quality of life as it affects their productivity.

Loss of workforce due to the diseases.

Increase in unemployment due to industrial protests

The Department spend a lot of resources in recruitment process and resettlement of individuals from outside the province. Recommendations

Implementation of the amended Public Service Act to protect employment of head of departments

Workshops in knowledge of agricultural activities and entrepreneurial skills amongst farmers

Provision of bursary and scholarships( especially residing in the province )

Experiential training, Internships and Learner- ships to curb the skills shortage gap and unemployment

ABET Basic Education and Training (ABET)

Ongoing awareness programmes of all health diseases

Workforce within the police force should be trained and come up with solutions to reduce crime to improve living conditions of people.

Improvement of social-economic conditions, providing sport and recreation facilities in every community to engage local children in play and developmental activities.

3.3.4 Likely impact on human resources within the department

1) Analysis

Limited personnel budget

Low turnaround time for appointments

Low Staff morale

No adherence to Departmental policies and procedures

Less diversified workforce in terms of race and disability

Unattainable Employment Equity targets

Retention of qualify employees with the right skills in the right position

High Turnover rate

Shortage of resources

Accommodation at three different offices impact negatively on the cohesion of the newly established


Department. Implications

Budget Constraints

Critical posts not filled

No commitment and accountability

No approved retention strategy

Increase in employees who are not fully utilised are

Increase in fraudulent activities

Increase in absenteeism.

High turnover rate on critical positions.

No Adherence to policies, Acts and procedures Challenges

No Sustainability and growth in the workplace

No competitive salary especially in technical skills (engineering ) with the market

Poor service delivery

Job hopping

Employees idling

Increase in unaccounted absenteeism from work

Service Delivery will be hampered because of absenteeism

Loss of resource due to fraudulent activities

Technical work outsourced Recommendations

Workshops/counselling on financial management.

Recruit and attract suitable candidates with suitable skills in relevant positions and Department to compete with salary on the market

Management of organisational culture to be improved

Involve employees strategic operations for them to see the important of delivering the mandate

Develop a retention policy


3.4 ENVISAGED CHANGES IN THE MACRO ENVIRONMENT

3.4.1 Likely changes in the macro environment

Changes in political heads

Changes in fuel, food prices

Changes in inflation rates

Increase in tax rates and irregular changes in housing rates

More inclusive economic growth, decent work and sustainable livelihoods

South Africa is no longer number one growing economic country in Africa impact trading relations with foreign investors.

Changes in the economic growth measures, employment and price stability impact the sustainable development in the economy.

Low productivity and high levels of unemployment leads to social un-sustainable situations.

The increase in unemployment put pressure on natural resources, because people with no income or a very low income are more dependent on natural resources for subsistence needs (e.g. energy, food, shelter)

decrease in tertiary institution graduates

More consumers used gas and solar and less electricity as electricity price continue to increase

Consumers to start budgeting and not to live above their means because the cost of imported goods would increase and ultimately cause inflation to increase.

3.4.2 Potential impact of changes on the department

Less fraud and corruption activities

Increase in service delivery

Increase in commitment of employees

Less stress and financial crisis for employees

To review personnel budget to fill critical post

Greater focus on the implementation and monitoring of Departmental Service Delivery Improvement Plans.

Conducive and safe working environment

Ensure high performance work practice including recruitment and selection

Best practices which can improve knowledge, skills and abilities

Improve Performance Management Development System

Improve Diversity and Organizational Culture

Talent / Knowledge Management strategies implemented

3.4.3 Potential impact of changes on partners/stakeholders

Turnaround time for Service delivery and the impact thereof.

Instil trust in government activities

Improved service delivery

Partnership with NGO’s

Partnership with municipalities to deliver services.

Settlements are usually built closer to cities in order for communities to resides within reach of services

The awful state of informal settlements in South African is often multiplied by constraints of land costs suitable


for housing the urban poor and low-income groups.

While informal settlements have become permanent features of the urban landscapes in South Africa, these settlements have also become enclaves of socio-economic problems, such as the HIV/AIDS epidemic.

REVIEW OF KEY LABOUR MARKET TRENDS

3.5.1 Overview

To ensure that the Department has the right people, with the right skills, at the right place, at the right time. .

1) Analysis

Government is not a competitive sector as a result young people do not want to work for government as it is considered for the lazy

Creating employment is vital in the province, but just as it is important to create a workforce that has the appropriate skills to do the work. These programmes should focus on skills development, especially in the training of artisans, apprentices, construction, engineers, quantity surveyors, town planners and programmers to achieve the mandate of the department.

The labour market trends indicate that there is a skills shortage by sectors which is architecture, artisans, civil, accountants, financial professionals, IT technicians technical-skills, quantity surveyors, town planners and project management skills (specific to the Department’s needs) for which there a short supply and which are referenced as scarce skills and critical skills within the Department. These are the highly skilled categories suffering the greatest skills in the provinces the province is refereed as rural (not a Metropolitan)

The Department cannot attract and retain these skills (engineering) as it competes with salaries in the labour . market.

The Department is obliged by Public Service Salary Dispensations to attract skills and sometimes it cannot compete due to strict salary levels.

Approximately 3.4 million (32.9%) of the 10, 4 million national youth aged 15-24 years were not in employment, education or training. This indicates the vulnerability of this group.

2) Implications

Employment of the under qualified and inexperienced candidates.

Services rendered by the department will be compromised

Technical skills will be outsourced which will cause the Department a lot of money

Additional funding to capacitate the departmental operations.

Compensation, wages and hours worked are indicators of labour force strength and labour-supply preferences. Sectors offering higher wages for fewer hours-worked tend to be attractive employment options.

Lack of available applicants or applicants due to factors such as skills shortage.

lack of industry-specific qualifications or certifications in skilled trades shortages.

Less people with no formal education benefits society at large and are more likely to obtain a job in the formal economy to escape poverty.

In order for a national social and economic development programme to be successful and sustainable, the majority of the population should be able to participate in the process.


Those who don’t attend school will increase the rate of teen pregnancy, welfare dependency, and criminality proneness.

Challenges

Lack of budget to outsource the technical function

Quality of work compromised

Key labour market trends that relate to the challenges and solutions are employment, labour productivity, educational attainment, employment relationships, age of the workforce and diversity.

Fewer workers have a university level education

Skills are often attracted away from South Africa to other countries

The private sector is also finding its own solutions to the problem hiring candidates outside of their local region

Nutrition plays a critical role in human resource development, which affects an individual’s mental and physical state, resulting in poor health and poor work performance. In addition, a hungry malnourished child may have mild to serious learning disabilities, resulting in poor school performance.

3) Recommendations

Issue external bursaries in areas of scarce and critical skills.

Succession planning in areas of scarce and critical skill to be implemented.

Headhunting of technical scarce skills

Transfer of skills

Mentoring and Coaching

Partnering with educational institutions to create curriculum aligned to their talent needs

Creation of job for youth

School attendance in the bracket is becoming increasingly important to prepare the potential further labour market participant with the necessary skills to earn a reasonable wage.

3.5.2 Implications of skills management in your sector

1) Analysis

The Sector Education and Training Authorities (SETAs) were created through the Skills Development Act and their functions are: to implement sector skills development plans; to collect and distribute skills levies and to promote and establish learnerships. This body of authorities emphasises the importance of learnership programs in decreasing the skills shortage. Learnership programmes can increase skilled labour, allow for utilisation of skills development in the workforce, decrease the number of unemployed and increase investment in education by employers.

“Sector Education and Training Authorities (SETAs) should consistently produce credible estimates of skills shortages in their sectors, the National Skills Fund to disburse more funds available for skills development.”The Skills Development Act also plays a role in addressing the skills shortage as it promotes a skill development policy that is adaptable, accessible and founded on a relationship between the private and


public sectors. It provides for the formation and implementation of strategies which improve the skills in South African workplace. It also provides for learnerships that later lead to job qualifications. Learnerships are training plans that incorporate both theoretical and practical work and result in a qualification. By encouraging workers to take part in learnerships, they allow entry-level workers into the labour field to acquire new skills, thus providing a means of increasing the amount of skilled workers.

1) Implications

General management skills in technical management positions will hamper the quality of services provided and will have financial implications in this regard.

The National Skills Fund to disburse more funds for learnership programmes

Budget constrains

2) Challenges

Lack of partnership with academic institutions

To attract and retain talent, hiring for compatibility

3) Recommendations

Employment of specialised professional in relevant management positions

Implementation of external bursaries

Learnership programmes

Management to be accountable for mismanagement of resources

Development and Implementation of Succession policy /plan

Talent management is the integrated process of ensuring that an organization has a supply of highly productive individuals in the right job, at the right time.


3.5.3 Implications for supply and demand

1) Analysis

architecture, artisans, civil, accountants, financial professionals, IT technicians technical-skills, quantity surveyors, town planners and project management skills form part occupational categories” of skills shortage and are in demand.

A major issue facing the country is ageing, retirement or emigration of the skilled workforce, and the supply of younger well-trained artisans, technicians and engineers is needed to replace them.

Slowed production of the required amounts of skilled personnel needed in the skills pipeline from education and training into the labour market.

2) Implications

The fact that there is a shortage of skills in the areas of engineering and artisans means that the Department will have difficulty in recruiting specialised/ professional skills .

Skilled professionals earn high salaries; this will have impact in attracting those skills in the department.


Quality of services provided by specialised personnel will be compromised 3) Challenges

Specialised skills are likely to move out of the sector or country due to competitive remuneration.

Inability of the higher education system to produce adequate supply of skills.

Lack of budget to implement occupational salary dispensation to attract specialised skills

Service Providers and municipalities delay the projects as they are specialists in the field.

4) Recommendations

Encourage students to study artisans and in the engineering field

External Bursaries to the public

Motivation for a large personnel budget as the department has to implement occupational salary dispensation

Projects allocated to service providers be monitored by qualified specialised departmental officials

Learneship programmes

Formatted: Justified


SECTION FOUR

4. WORKFORCE ANALYSIS (SUPPLY AND DEMAND)

4.1 Organisational structure

This involves a comprehensive assessment of the structure of the department and its impact (both positive and negative) on overall service delivery. Table 1 Current and envisaged structural aspects

ORGANISATIONAL STRUCTURE: DEMAND AN SUPPLY

SALARY LEVELS & JOB TITLE

POST DEMAND (What you need)

POST SUPPLY

TO BE APOLOSHED-

GAP (-/+)

FUTURE ADDITIONAL REQUIRED POSTS (New Demand)

FUTURE ENVISAGED STRUCTURE*

Y1 Y2 Y3 Y1 Y2 Y3 Y1

Y2 Y3 Y1 Y2 Y3 Y1 Y2 Y3 Y1 Y2 Y3

16 DG 1 - - 1 0 0 - 0 0 - - - - - - 1 - -

15 DDG 1 - - 1 0 0 0 0 0 0 - - - - - 1 - -

14 CD 3 1 0 2 0 0 0 0 0 0 0 1 - 2 1 -

13 D 24 18 0 0 0 - 6 6 18 3 3

12 DD 8 - - 8 - - 0 0 0 - - - 8 6 6 12 4 4

11 DD 42 26 - 10 10 42 5 5

10 AD 32 - - 5 - - - 10 10 32

09 Various 42 31 6 5 14 15 42 14 15

08 Various 64 5 5 63 5 5 64 5 5

07 Various 60 44 8 8 60

06 Various 64 46 9 9 64

05 Various 55 0 0 34 0 0 - - - - 11 10 55

04 Various 15 29 7 7 - - 15

03 Various 0 - 8 -8 - - - - - -

02 Various 35 35 - 6 1 42

01 Various - - - - - - - - - - - - - - - - - -

*Gap=Post supply-abolished-post demand Please note a Gap can either be positive (+) in case of a surplus and negative (-) in case of a

shortage.


Table 2 Management of Current and envisaged posts TO DO

SALARY LEVELS & JOB TITLE

CURRENT 2012-2013 FUTURE 2013-2014

POST DEMAND (WHAT YOU NEED)

ANTICIPATED POST DEMAND (WHAT YOU MAY NEED)

2012-2013 PROPOSE

D

2011-2012 APPROVED

2011-2012 FUNDED

2011-2012 UNFUNDED

2014-2015 PROPOSED

201442015 APPROVED

2014-2015 FUNDED

2013-2014 UNFUNDED

16 MEC 1 1 1 - 1 1 1 -

15 DDG 1 1 1 - 1 1 1 -

14 CD 3 3 3 - 4 3 3 01

13 D 18 18 18 08 24 18 18 06

12 DD 8 8 8 - 12 8 8 4

11 DD 42 32 32 10 32 32 32 10

10 AD 32 5 5 27 32 5 5 27

09 Various 42 31 31 11 42 31 31 11

08 Various 82 74 74 8 82 74 74 8

07 Various 60 48 48 12 60 48 48 12

06 Various 64 46 46 18 64 46 46 18

05 Various 55 55 55 0 55 55 55 0

04 Various 29 29 29 15 15 15 0

03 Various 8 8 8 0 8 8 8 0

02 Various 42 42 42 0 42 42 42 0

01 Various - - - - - - -

Analysis:

The current approved structure has 484 posts of which 380 posts which are funded

Proposed structure /future envisaged has 590 posts of which 210 are not funded

The current structure post establishment consist of 65% of administration posts and 35 % of core post of which it is not normal core posts should be higher than administration

The department needs more technical professional posts than administration

There are vacant posts in the technical field at a management level Implications

Slow service delivery when core business posts are not filled /funded

Administration employees will end up idling as administration continues to overpower core business

More technical work will be outsourced to service providers


Challenges:

Most of the posts in the new organisational structure are technical posts of which they are not funded.

As a result service delivery will suffer and technical work will be outsourced.

Quality will be compromised.

Department will spend a lot of money in outsourcing the technical work Recommendations:

Treasury to adjust the Departmental budget and fund at least two thirds (2/3) of the new posts, whilst others will be included in the HR plan for phase by phase funding maybe within the Medium Term Expenditure Framework cycles.

Prioritisation to be given to core business posts of the department

4.1.1 Post Provisioning Model

The post provisioning model for the allocation of posts to departments is based on the principle that available posts are distributed within a department proportionally to its number of weighted services.

“Is the post provisioning model applicable to your department?” Please tick

the correct box.

Please provide supporting documents and indicate implications as well as

challenges.

The Department has personnel for head office and for the four districts. The personnel for the districts are still operating centrally due to lack of office space accommodation in the districts.

4.1.2 Structural Challenges Table 3 Structural challenges

Structural Functional Area Barrier/Challenge to Delivery

Impact on HR Action Steps Required

Department to attract technical skills

Insufficient budget to fill critical posts.

A large portion of posts in administration than in core business

Insufficient Budget

Low staff morale

High turn over

Job hopping

Request for Increase from Treasury in the personnel budget

Fill all core posts

.

Yes x NO


Analysis

To a certain extent the current structural composition consists of more administration posts than core and this is affecting the employees in terms of the work load and challenging working environment

The organisational culture of the department is suffering due to the employees working in three different building

There is a lot of job hopping within administration program in the whole public sector

Continuous job hopping of the officials disturb stability in the department

The department is not growing for the past 3 years total establishment has been under 400 posts filled

Implications

The Department will not be able to fill all posts in the proposed organizational structure, not even function fully and realise its mandate if there are some constraints in funding all posts on the structure.

Departmental services will be hampered hence the department is still centralised, thus not taking its services direct to the people.

Job hopping of employees

Challenges

Lack of budget allocation for posts on the reviewed structure.

Salary differences lead to job hopping

Lack of stability in the department

Department not growing

More technical work is outsourced

Recommendations

The Department should expedite availability of office space to the districts, request budget increase from Treasury and fill all critical core business posts.

4.1.3 Job Evaluation Table 4 Job Evaluations conducted in the past three years.

SALARY LEVELS JOB TITLE

EVALUATIONS CONDUCTED

Y 1 (11/12)

Y 2 (12/13)

Y 3 (13/14)

16 DG - -

15 DDG - -

14 CD - -

13 D - -

12 DD - -

11 DD 05 - -

10 ASD - -

9 ASD - -

08 VARIOUS - -


07 VARIOUS - -

06 VARIOUS - -

05 VARIOUS - 12

04 VARIOUS 09 -

03 VARIOUS - -

02 VARIOUS - -

Analysis

Job evaluation was mainly done on the mandatory posts to be advertised and on request only and was not finalised.

Posts were job evaluated through the coordination process.

The department does not have capacity with regards to Job Analysts as a result the unit cannot evaluate substantial number of posts in a specific quarter.

05 post of level 11 evaluated in 2012/13

09 posts of level 4 evaluated ( implementation of Provincial coordinated results in 2012/13

Implementation of national coordinated results of Admin Clerks from level 4 to level 5 in 2013/14 Implications

The process takes time to be completed, which will delay service delivery as posts have to be advertised in a short period of time.

Job hopping

Salary difference within the sector

Challenge

Lack of full capacity with regards to analysts.

Majority of mandatory posts not job evaluated

Recommendations

The department to employ contract workers to expedite job evaluation process

4.2 Competencies


Table 5 Competency Review

Occupational Classification (OFO)/levels

Identified Competencies Per Occupational Classification

Availability Of Competencies

Can Be Developed

Yes No Yes No

Legislators, Senior Managers and Managers

Strategic Capability and Leadership; x

x

Programme and Project Management; x

x

Financial Management for non financial managers;

x

x

Change Management; x x

People Management and Empowerment;

x

x

Policy development, & Implementation x x

Khaedu Training x x

Gender Mainstreaming x x

Professionals Management & Leadership X x

People Management and Empowerment; X x

Policy Development competency x

Basic Financial Management x x

Analyse, Research & information gathering x x

Conflict Management x x

Strategic Capability and Leadership x X

Risk Management & Control x x

Change Management x X

Project Management x X

Problem solving and decision making; x X

Technicians

Records Management X X

Persuasiveness and negotiation; X X

Change Management X X

Project and Construction Management x x

Conflict Management x x

Client Orientated; x x

Project Management; x x

Monitoring & Evaluation x x

Knowledge and Information Management x x


Clerical & Administrative Workers

Planning & Organising; x x

Basic Interpersonal relations; Communications

x x

Computer Skills x x

Reporting Writing x x

Procurement directives & procedures; x x

Communication x x

Conflict Resolution x x

Machinery Operators & Drivers

Communication; x x

Basic Numeracy and literacy x x

Driving x x

Basic Interpersonal Relations x x

Elementary Workers Basic literacy x x

Basic numeracy x x

Computer Skills x x

Batho Pele Principles x x

Communication skills x x

Analysis

Lack of skills competencies within the department

Most of the employees do not include relevant competencies with their Personal Develop Plan’s.

Workshop employees on Training Needs. Implications

The department has a shortage in Technical skills, which should be prioritised.

Officials to be trained according on their needs

Low staff morale Challenges

Employees in the department not performing and growing in their field of work.

High absenteeism

Recommendations

Increase in training budget

Develop and implement knowledge Management system



Table 6 Core competencies analysis

Core Competencies

Current Supply Future Supply Risk Risk Assessment High, Medium, Low

Internal Availability

1

External Availability


External Availability Yes No H M L

A B C D A B C D A B C D A B C D

Project Management x X x x x x

Risk Management & Control

x X x x x x

People Management

and Empowerment; x X x x x X

Financial Man. for None Financial Managers

x X x x x x

Strategic Capability and Leadership

x X x x x X

Policy Development and Implementation

x x x x X X

Communication x x x x x X

Change Management x x x x X X

Advanced Operations of Equipments

x x x x x X

SCM Procurement Process

x x x x X x

Construction Norms and standards

x x x x X x

Advanced skills in analytical thinking

x x x x X x

Engineering Skills X x X X X x

Research and Policy Development

x x x x x x

Monitoring and Evaluation

x x x x x x

Projects / Business Planning and Execution

x x x x x x

1 KEY – A=oversupply, B=Fully available, C=Available, no reserves, D=Not enough, limited availability


Analysis

The department lack competencies skills in the core programmes.

Employees not developed in the critical core competencies

Employees do not submit training needs Implications

Lack of Service delivery to the beneficiaries

Department spending a lot of money in paying service providers

Employees leave the department on promotional transfers for better job offer.

Employees leaving the Department Challenges

Delay in delivering services to beneficiaries

Lack of competencies to monitor outsourced projects

Inadequate skills transfer by professionals

Increase in job hopping of employees Recommendations

Treasury to increase budget for the Department to fill technical core posts

Mentoring and couching should be encouraged

Employees to be developed according to their job needs

Knowledge management systems

Formatted: Indent: Left: 0.5 cm


Table 7 Critical competencies

Critical Competencies

2

Current Supply Future Supply (Same Timeframes as Strategic Plan)

Risk

Risk Assessment High, Medium, Low

3




External Availability Yes No H M

L


Strategic Capability and Leadership

x X x x x x

Civil Engineering

X X x x x X

QS x x x x x x

Construction Project Man.

X X x x x X

Town Planners X x x x x x

Architecture x X x x x x

Specialist IT Technicians

x x x x x x X

Accountants x X x x X X

Policy Development / Research

X X X x X X x X

Analysis

The above skills are critical core skills and the departmental is lacking drastically in these skills.

Lack of this skills means improper work is being done especially in the core business.

Partnership with NGO’s and SITA’s to provide more bursaries/learnership programmes for scare critical skills

Department is not contributing in reducing unemployment rate by continuously outsourcing jobs

Implications

Department spending a lot in paying service providers

Hampering of service delivery

Delay in completing housing back locks and handover of houses

High unemployment rate in the Province

2 KEY – A=oversupply, B=Fully available, C=Available, no reserves, D=Not enough, limited

availability 3 High risk=severe and immediate impact on service delivery, Medium risk=some impact on

service delivery, Low risk=minimal impact on service delivery


Challenges

Over/under spending

Project blockage/ failure

Delay in delivering to beneficiaries

Low staff morale

Increased absenteeism

Increase in crime due to increase in unemployment

Recommendations

Department to employ professional engineers

Service providers to transfer skills to internal employees

Service Providers to be monitored by internal professionals

Improved service delivery

Engage with universities and colleges to offer the qualification needed in government

Providing external bursaries for qualifications needed in the department

Increase intake of leaderships and interns


Table 8 Scarce Skills (Scarce skills are defined as that occupations in which there is a scarcity of qualified and experienced people-current or anticipate

4).

Scarce Skills

5

Current Supply Future Supply Risk

Risk Assessment High,

Medium, Low

6




External Availability Yes No H M L


Professional Civil Engineers

x x x x x x

Professional Construction/ Project Managers

X X x x x x

Professional Town Planners

x X x x x x

Professional Quantity Surveyors

X X X x x X

Analysis

Skilled professionals earn high salaries; this will have impact in attracting those skills in the department.

Specialised skills are likely to move out of the sector or country due to competitive remuneration

Inability of government to attract these skills is a problem

Inability of the higher education system to produce adequate supply of skills.

Lack of budget to implement occupational salary dispensation to attract specialised skills

Implications

Service Providers and municipalities delay the projects as they are specialists in the field

Technical work will be outsourced

Quality of services provided by specialised personnel will be compromised

4 Strategic Human Resource Planning guideline and toolkit

5 KEY – A=oversupply, B=Fully available, C=Available, no reserves, D=Not enough,

limited availability 6 High risk=severe and immediate impact on service delivery, Medium risk=some

impact on service delivery, Low risk=minimal impact on service delivery


Challenges

Government over/under spend on projects

High Competitive salaries of private sector.

Recommendations

Implementation of Learner ships and internship programmes

Offer external bursaries/ scholar ships to youth who will work for government three years when completing their studies or when scholar’s choice to work for NGO’s they need to pay the expenses occurred during their studies.



Table 9 NQF Level of Qualifications

Highest Qualification Total Number

% Total No. Verified % Verified

National Certificate (Grade 12/FET) 299 84.70%

- -

Certificate 26 7.37% - -

Diploma 88 24.93% - -

Degree 64 18.13% - -

Technical Certificate 11 0.28% - -

National Technical Certificate 25 7.08% - -

Post Grad Diploma 2 0.57% - -

Honours 7 1.98% - -

Masters 5 1.42% - -

Ph D 0 0 - -

Post Grad 10 2.83% - -

Other 163 46.18% - -

Analysis

The table above indicate that more than half of the workforce is in possession of tertiary qualifications. However, there are a significant number of employees, 7.37% (26), who are in possession of a certificate qualification only.

24 employees have a post graduation qualification while 46.18% (163) of employees have other forms of qualification. Implications

Most employees are already in possession of a tertiary qualification, creating a pool of candidates for the purposes of mentorship and provision of available pool for future staffing.

Low staff morale

Job hopping of qualified officials Challenges

Lack of service delivery

Offer bursaries to employees. Recommendations

Offer bursaries to employees to study for relevant field of work

Employ officials with relevant qualifications

Retain staff with technical competencies

Encourage employees to further their studies


Table 10 Number of Employees without Qualifications

Level

Age Groups

Total <19 20-24 25-29 30-34 35-39 40-44 45-49

50-54 55-59 60-64 >64

2 3 1 1 5

3 1 2 5 2 10

4 1 1 1 3 1 7

5 1 1 7 5 2 2 18

6 1 1 2 4

7 1 1 2

8 3 3

9 1 1

10 1 1

TOTAL

1 4 10 11 9 13 3 51

Analysis

51 employees within the Department are either in possession or did not submit their qualification to be captured on PERSAL. Two (2) employees are from Professional occupational classification, twenty seven (27) from skilled occupational classification and twenty two (22) employees from semi skilled and unskilled occupational classifications.

Implications

Although there are officials without formal qualifications, they only form 14.44% (51) of the total work force of the Department. Challenges

Employees without some form of qualification could lead to poor quality of work and may be unable to aspire to higher positions.

Recommendations

Implementation of ABET Programmes

Bursary / to further studies for employees


Table 11 Short Courses attended by employees in the past three years )

Name of Courses

Year 1 (2013/2014)

Year 2 (12/13)

Year 3 11/12)

Cost No.

% No. % No. %

Change Management - 1 0.29% - - R5,728 198.67

Advance Management Development Programme

14 3.97 - - 17 4.8%

Public Finance Management Act

- 7 2.03% - -

Gender Equity - - - - -

1st Aid - 2 0.58% - -

Intro to Fleet Management - 1 0.29% - -

Shop Steward - - - - -

Breaking barriers to entry into Public

- - - - -

Mentoring and Coaching - 16 4.65% - -

Emerging Management Development Programme

17 4.81 19 5.52% - -

Monitoring and evaluation - 2 0.58% - -

Finance for Non Financial Managers

11 3.12 3 0.87% - -

Hearing Procedure - - - - -

Presentation and facilitation skills

1 0.28 - - - -

Executive Development Programme

- 3 0.87% - -

Archives and Record Management

- 6 1.74% - -

Customer Care - - - - -

Project Management 40 11.33 8 2.33% - -

Government Accounting - - - - -

Labour Relations - - - - -

Project KHAEDU 9 2.55 8 2.33% 07 2.0%

Equity and diversity - 1 0.29% - -

Layout design for communicators

1 0.28 1 0.29% - -

Human Resources - 2 0.58% - -

Gender Mainstreaming - - - 87 25%

Business Management 1 0.28 - - - -

Advance Computer 19 5.38 7 2.03% - -


Housing Subsidy Systems - 3 0.87% - -

Public Service Induction 25 7.08 13 3.78% 42 12.1%

Leadership and good governance

- - - 20 5.76%

Vetting Security - 2 0.58% 01 0.28%

Organizational Development 3 0.85 1 0.29% 01 0.28%

Sign Language - - - 19 5.47%

ABET Programme 18 5.10 28 8.14% 29 8.35%

Advanced Project Management

1 0.28 4 1.16% 01 0.28%

Occupational Health and Safety

- 2 0.58% 17 4.89%

Court Proceedings - - - 07 2%

PSTF Conference - - - 03 0.86%

Strategic Financial Management

- 4 1.16%

Persal Administration 3 0.85 4 1.16% 02 0.57%

Managing Ill Health - 1 0.29% 02 0.57%

OD – EDTP- NQF 5 - - - 02 0.57%

Advanced Office Management

- - - 03 0.86%

Departmental Orientation 25 7.08 13 3.78% 17 4.89%

Analysis

Training conducted as per the Work Skills Plan.

Majority of courses attended were on administration skills

Implications Training was conducted to capacitate the officials as indicated in the Workplace Skills Plan Challenges

Officials do not complete the course or are unable to implement what they have learned in the workplace.

Managers do not adhere to their Personal Development Plans.

Recommendations

To ensure training budget are used efficiently and effectively and prioritised training.

Employees to be trained according to requirements of the job

Technical skills to be given priority


Table 12 Field of Study

FIELD OF STUDY Number of Employees

% of Total workforce

Priority Ranking (1-5)7

Agriculture & Related Fields 1 0.28% 5

Business, Commerce & Mgmt studies 48 13.60% 4

Communication Studies & language 17 4.82% 3

Education, Training & Development 7 1.98% 4

Manufacturing, Engineering & Technology 48 13.60% 1

Human & Social Studies 26 7.37% 3

Law, Military Science & Services 4 1.13% 5

Health Science & Social Services 4 1.13% 5

Phys, Math, Comp & Life Sciences 16 4.53% 4

Physical Planning & Construction 21 5.95% 1

Other 43 21.18% 4

Analysis

The field of study that is linked to the strategic objectives of the Department is Manufacturing, Engineering & Technology and Physical Planning & Construction and is 19.55% and rated as high priority. Areas of Business, Commerce & Management studies, Communication studies & Language, Human & Social Studies and Law, Military Science & Services and Education, Training & Development are not a high priority but their functioning is critical in providing support to the achievement of the Departments strategic objectives.

Implications

The main focus of the Department is on the areas of engineering and construction which is essential in achieving the strategic objectives of the Department. These fields of study only form 19.55 of the total workforce which is being a high priority.

Challenges

A core function of the Department which falls under the field of study of Engineering and Construction studies which is considered as a scarce and critical skill.

Budget constraints and accommodation within the Department pose a problem in terms of providing further bursaries.

Recommendations

To offer external bursaries in the field of Engineering and Construction.

To provide Learnerships in areas where there is scarcity of skills.

7 1 being the highest & 5 being the lowest


4.3 Training and development8 - Table 13 Training and development analysis (Check WSP)

Competency Gaps Name of appropriate Intervention

Training Programme Readily Available (y/n/)

Number of People to attend training

Proposed Budget

Y1 Y2 Y3 R2, 591, 265 Learnership R4,931,405

Executive Management Programme

Short Course

Yes 02 n/a n/a

SAMTRAC Formal Training Yes 02 n/a n/a

Internal Control Risk Management

Formal Training Yes 01 n/a n/a

Change Management Formal Training Yes 12 n/a n/a

Project Risk Management Formal Training Yes 02 n/a n/a

COBIT 5 Short Course Yes 02 n/a n/a

Facilitation Skills Formal Training Yes 03 n/a n/a

Business Process Re-Engineering


Intermediate Archives & Records Management


Mentoring & Coaching Formal Training Yes 40 n/a n/a

Contract Management Short Course Yes 35 n/a n/a

Bachelor of Laws Bursary Yes 01 n/a n/a

ACCA Bursary Yes 01 n/a n/a

Financial Report Short Course Yes 01 n/a n/a

Financial Management Short Course Yes 08 n/a n/a

SAMTRAC Short Course Yes 02 n/a n/a

Advance Management Development Programme


Project Management Formal Training Yes 15 n/a n/a

Business Process Management

Short Course Yes 02 n/a n/a

Report Writing Short Course Yes 08 n/a n/a

Concrete Practice Short Course Yes 12 n/a n/a

CISCO Certificate Network Ass.


Advance Records Management


Signed Language Short Course Yes 16 n/a n/a

8 Please check H3. Checklist: Training and Development, HRP Guideline and toolkit


Diploma HRM Bursary Yes 01 n/a n/a

Honours Industrial Psychology

Bursary Yes 01 n/a n/a

Community House Building Learnership Yes 98 n/a n/a

Basic Computer Skills Formal Training Yes 06 n/a n/a

Occupational Health & Safety


Assistant Management Bursary Yes 01 n/a n/a

Analysis

The above table indicate the Work Place Skills priorities planed for 2014/2015 financial year.

Training needs for technical skills has not been identified or individuals did not submit Personal Development Plans.

Implications

Lack of submission of Personal Development Plans from core programmes.

Challenges

Adherence to the Work Skills Plan

No skills in technical services of the department

Recommendations

Skills transfer through coaching and mentoring

Employees should be trained on the skills relevant to their jobs In-house training


4.4 Types of Employment 9 Table 14 Employment types

Identified Employment Type

Number of Employees per Programme

Cooperate Services

Housing Needs, Planning ,Research and Technical Services

Housing Development TOTAL

Temporary - - - -

Contract 23 7 5 35

Permanent 168 39 111 318

Leanerships/EPWP 249 95 0 344

Analysis

The table reveals that most employees are permanent and of are from Cooperate Services (168) which provides a support function to the other two programmes.

The Department only has 35 people on contract.

The Department has more officials in the administrative program than in the core programs of the Department of which is an anomaly as core should have more officials .

One Hundred (100) learners have been appointed on learnership programmes of which 50 learners have been contracted for a one year term on community house building on level NQF 2, which specialized in plastering, plumbing, carpentry and joiner, and 50 learners have been contracted for three year Building and Civil Construction on level NQF 3 and.

Two Hundred and forty four (244) youth through the Expanded Public Works (EPWP) Pilot Human Settlements Programme has been appointed in building and construction (Brick-laying and Plastering) who will received a qualification equivalent to NQF level 3 in Plastering and bricklaying .These youth programmes are taking place in the Ngaka Modiri Molema, Bojanala and Dr Kenneth Kaunda District. It is a youth initiative programme in partnership with NYDA, NHBRC and Department of Public Works through their Expanded Public Works programme.

Implication

The Department has more officials on the administrative support programmes than in the core programs.

Officials are on contract for long periods which means there is a necessity for this contract posts.

The fact that the department takes on learnership and youth programmes will enable the department to have a pool of skills for entry level posts in construction.

9 Please check H3. Checklist: Employment type and resourcing, HRP Guideline and toolkit


Challenges

The core business might be hampered as fewer resources are dedicated to it.

Recommendations

More posts should be dedicated to the core business especially Housing Planning Research and Technical Services to fulfil the mandate of the department.

Intake for leaner ships should be increased every year to create job opportunities for youth.

Department should be funded every year in the EPWP.

Table 15 Problems/Issues pertaining to Employment types

Employment Type Problems/Issues Arising10 Action Steps Required

Temporary N/A -

Contract Employees occupy contract posts for a long time

Create posts and fill them permanently

Permanent The cooperate staff is more than the core programmes

Priority to be given to core /technical posts when filling of posts

EPWP/leaner ships 344 short term employment Continue Implementation of learnership programmes to create job opportunities as most youth need work experience

4.5 Age profile of Workforce by age per Programme Table 16 Human resources profile by age per programme

AGE Number of Employees per Programme TOTAL

PR. 1 PR. 2 PR. 3 Number % of Workforce

< 20 0 0 0 0

20-24 3 1 3 7 1.98%

25-29 23 9 12 44 12.46%

30-34 33 7 19 59 16.71% 35-39 40 3 11 54 16.71% 40-44 39 7 12 58 15.29%

45-49 26 6 23 55 15.58%

50-54 13 4 15 32 9.07%

55-59 12 8 17 37 10.48%

60-64 2 1 4 7 1.98%

>64 0 0 0 - -

TOTAL 191 46 116 353 100%

10 Including budgetary implications


Analysis

16.71% of the officials is in the matured stage, which officials are preparing for exit and they should start transferring skills to the upcoming officials

Statics shows that high number of the officials between age 20 – 34 are regularly job hopping as they want to grow in the field of work.

Officials between the ages of 35 to 49 are normally considered more stable within an Organization, and having greater family responsibilities etc, and will more than likely only consider promotion posts within their existing environments

Implications

31.15 % of the Department’s staff establishment comprises mostly of the officials, who in most cases are job hopping.

Challenges

Implementation of retention strategy

Recommendations

To retain skilled employees

Skills and knowledge transfer

Table 17 Human resources profile by age and salary levels

LEVELS Number of employees per Age Group TOTA

L <20 20-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60-64 >64

17 - 1 1

15 - 1 1

14 - 1 1

13 - 5 1 2 2 2 1 13

12 - 1 1 4 2 8

11 - 2 3 4 3 7 3 3 4 29

10 - 1 1 2 4

9 - 1 7 7 8 5 7 1 36

8 - 1 6 10 9 12 7 12 6 2 65

7 - 15 9 10 7 5 3 2 51

6 - 1 9 9 4 3 8 2 4 40

5 - 2 7 6 12 13 2 3 45

4 - 2 3 1 1 4 1 12

3 - 1 2 5 3 11

2 - 3 8 10 9 3 2 1 36

1 -

TOTAL 0 7 44 59 54 58 55 32 37 7 353


Analysis

2.27% of Senior Management positions are occupied by officials who are between the ages of 35 to 49 years. Only 1, .42% of SMS posts are occupied by officials who form part of the 50 to 59 years age group.

Middle Management and Junior Management posts are occupied by a varied spread of age groups; however levels 6, 7 and 8 are the only levels with the younger work force from an age group of 20 and more.

Implications

There is a fairly young skilled work force on levels 6 to 9 that might seek better promotional work opportunities outside the Department.

Challenges

The Department may experience high turnover as major number is on a young workforce who still seek to climb career level

Recommendations

Implementation of retention strategy

4.6 Employment Equity11

4.6.1 Gender Responsive Planning Table 18 Workforce Equity Profile

12

LEVELS FEMALES MALES

TOTAL A C I W A C I W

Top Management - 2 2

Senior Management 3 1 9 13

Professionals 12 1 27 2 42

Skilled technical 111 2 75 1 3 192

Semi-skilled 29 39 68

Unskilled 26 10 36

Total permanent 181 2 2 162 1 2 3 353

Non-permanent 187 156 1 0 0 344

GRAND TOTAL 368 2 0 2 318 2 2 3 697

Analysis

The workforce profile indicates that the Department comprises as follows: Highest, African Females (181), followed by African Males (162), followed by White Males (5), Coloured Females (3).

The number of Females in higher than Males at a professional level does create an imbalance in terms of equity in the workforce.

There are eleven (11) male and 4 females in SMS position which create a imbalance work force in terms of the

11

Please check H7. Checklist: Employment Equity, HRP Guideline and toolkit 12

KEY – A-African, C-Coloured, I-Indians,, W-Whites,


employment equity targets

The department have developed a remedial plan and monitor the plan on a quarterly basis.

An Employment Equity Representative is sitting in all short listing to advise panel on EE stats.

The department has create experiential/learnership programmes (none permanent) in building construction (Brick-laying and Plastering) who will received a qualification equivalent to NQF level 3, which is an opopportunities for job creation within the Human Settlement Sector for further demand. Implications

Encourage affirmative action measures to have a balance equitable workforce

Create jobs opportunities for learnerships in completion of programmes

Challenges

To target Women in SMS Positions.

No adherence to Employment Equity targets in the workplace. Recommendations

50 % Target of women in Senior Management should be achieved

To meet employment equity Targets

All managers deviate from EE Targets should indicate reason why deviated from targeted groups in the recruitment submissions.

EE targets should be responsibility of every programme manager

Table 19 Employment Equity Targets

Designated Group Levels Target % Current %

% Gap Action Steps Required

Africans

13-16 75% 97.% 22% The department is doing very well in the employment of Africans at all levels

9-12 75% 21. % 54%

1-8 75% 73.% 2%

Average % Sub - Total 75% 63.66% 26%

Women

13-16 50% 30.67% 19.24% The department should met the Employment Equity targets in terms of Female SMS members

9-12 41.2% 30.49% 10.71%

1-8 41.2% 106% 64.8%

Average % Sub – Total 27.47% 55.72% 31.58%

People With Disabilities

13-16 2% 0% 2% There is not gap, but the more the department recruit employees, the more the percentage will decrease.

9-12 2% 1.13% 0.87%

1-8 2% 1.42% 0.58%

Average % Sub – Total 2.% 2.55% 0.55%

Average % Total 34.82.% 40.65% 19.38%


Analysis

The table indicates that the Department is sitting at 97% with regards to Africans, 30.67% in relation to Women in senior management and 2.55% with regards to people with disabilities.

There are no other race and gender representation of groups in SMS level.

Implications

There is still a gap with regards to Women occupying Senior Management Positions within the Department. Challenges

Short supply of adequately empowered women for Senior Management positions

Employment Equity targets not met

No adherence to the Employment Equity Remedial Plan and Implementation Plan

Recommendations

Include people with disabilities on learnship programmes

Shortlist and recruit only targeted groups

Use other means of recruitment if a suitable candidate is not found like headhunting.

Advise the HOD to recruit Female SMS members

Ensure representation of other racial groups in SMS levels.

No adherence to the HOD 8 Principals

Table 20 Desired (projected) employment equity numerical goals

SALARY LEVELS

FEMALES 13 MALES TOTAL

A C I W A C I W

16

15

14 01 02 01 4

13 10 01 0 01 08 0 0 01 21

12 32 01 0 02 16 01 0 01 53

11 32 02 15 0 0 01 50

10 2 01 06 0 0 0 9

9 31 01 02 20 0 1 02 56

8 44 02 0 8 35 01 0 3 93

7 42 6 35 3 86

6 43 4 35 2 84

1-5 27 0 0 02 20 0 0 02 52

GRAND TOTAL 264 05 0 28 192 02 0 17 508

13

KEY – A-African, C-Coloured, I-Indians,, W-Whites


1) Analysis

The numerical projected targets are representative of the demographics for Department which is dominated by African males followed by African females, White males, Coloureds and Indians.

2) Implications

The Department has to ensure adherence to this target when embarking on recruitment processes to ensure that the Department achieves its targets.

3) Challenges

Targeted race groups do not apply for advertised positions

Women are inadequately capacitated for Senior Management positions

Lack of suitably qualified individuals from the target groups 4) Recommendations

Train women for management and leadership

Use other means of recruitment if suitable candidate is not found

Short list targeted groups

Table 21 People with Disabilities

SALARY LEVELS

FEMALES MALES TOTAL

A C I W A C I W

16 - - - - - - - - 0

15 - - - - - - - - 0

14 - - - - - - - - 0

13 - - - - - - - 0

12 1 - - - - - - - 1

11 - - - - - - - - 0

10 - - - - - - - - 0

9 1 - - - 1 - - - 2

8 - - - - 1 - - - 1

6-7 - - - - - - - - 0

5 3 - - - - - - - 1

4 - - - - - - - - 2

1-3 1 - - - 1 - - - 2

GRAND TOTAL 6 0 0 3 0 0 0 9


Analysis

The Department has met the target and it is currently at 2.55% with regards to people with disabilities, but the more the department recruit people within the department the more the 2% will decrease. Therefore posts for people with disability have been earmarked, which should only be filled by PWD by 2014/2015.

Development of Job Access Implementation Plan/strategy. Implications

The department is busy filling all outstanding post for 2013/2014 and the more the department recruit the 2.55% will decrease, therefore the Department has rein-fence post to be filled by people with disabilities during 2014 financial year.

Challenges

To provide a conducive environment for people with disability.

Recommendations

Employ more people with disability.

Provide accessibility accommodation for people with disabilities

Develop and implementation of Job Access strategy

4.7 Staffing Patterns Table 22 Number of Persons employed for the past three years.

PROGRAMME 2013/2014

2012/2013 Y 2 (201120/12) Total

1 - Corporate

Services 26 10 6 72

2- Housing Needs, Planning ,Research & Technical Services 8 3 3 9

3- Housing Development 12 4 12 28

Total 46 17 21 109

Analysis The number of staff currently employed within the Department has increased in comparison to the total number of

staff employed over the 2012/2011, 12/13 and 13/14. More people are in employed within the corporate service programme.


Implications Post has increase within the corporate service programme. Core business posts need to be filled and funded. The structure has been approved which means more post will

be filled within the core programmes during the financial year 2014/2015..

Challenges

More post to be filled within the two core programmes to accelerate service delivery effectively. Recommendations

To recruit more technical staff in the core programmes

Funding should be prioritised to fill posts within the core

Table 23 Number of Persons employed per occupations.

OCCUPATION Y 1 (13/14) Total Workforce %

Managers (13-16) 2 0.57%

Professionals (9-12) 2 0.57%

Skilled Technical (6-8) 8 2.27%

Semi Skilled (3-5) 2 4.65%

Unskilled (1-2) 32 0.57%

Non Permanent Workers/ EAP/Learnerships 344 49.35%

Sub-Total 390 57.98% Table 24. Number of interns per functional area for the past three years.

Functional Area Y 1 13-14 Y 2 12-13 Y3 11-12 Total

Human Resource Development - - 1 1

Labour Relations - - 1 1

HR Administration - - 1 1

Communications - - 2 2

Employee Health & Wellness Programme - - 1 1

Supply Chain Management - - 2 2

Information Technician - - 1 1

Housing Development - - 3 3

Policy & Research - 2 2

Housing Assets - - 2 2

Housing Renewal - - 2 2

Housing Tribunal - - 2 2

Internal Control - - 1 1

TOTAL - - 21 21


Table 2325 Number of interns recruited permanently for the past three years.

Functional Area Y 1 13-14 Y 2 12-13 Y3 11-12 Total

- - - - 0

Table 26. Number of Learners per Learner ship programme for the past three year.

Name of Learner-ship Duration Y 1 13-14 Y 2 12-13 Y3 11-12 Total

Civil Construction and Building Workers

- 100 40 - 140

Expanded Public Works Programme (EPWP)

- 244 244

Table 27 Number of Learners (external) recruited permanently for the past three years.

Name of Learner-ship Duration Y 1 13-14

Y 2 12-13 Y3 11-12 Total

- - - - - 0


Analysis

The Department implemented the Internship programme in the 2010/2011 financial year where 21 graduated and it came to an end in June 2011. Since then the programme was not implemented due to financial constraints.

100 Learner ship programme was implemented for 2013/14 financial. The 50 young men and women will gain valuable experience on areas of community housing building which specialized in plastering, plumbing and carpentry and joinery and 50 learners have been contracted for three year Building and Civil Construction on level NQF 3. The learners are expected to obtain a National Qualification Framework (NQF) level 2 & 3 certificates.

244 Expanded Public Works Youth Programme has been pilot within the department; the learners will be specializing in building construction, brick-laying and plastering skills. The learners were placed within Ngaka Modiri Molema, Bojanala and Dr Kenneth Kaunda District within the Province. The National department of Public Works has availed the funds for the programme. Implications

No people with disabilities are placed in the learnership/Expanded Public Works programmes.

Challenges

Place people with disabilities in learnership programmes and Expanded Public Work Programmes Budget constraints for implementation of internships programme.

Placement of people with disabilities and other gender race in leanership/ Expanded Public Work programmes.

Recommendations

To consider People with Disabilities to form part of leadership\ Expanded Public Work Programme.

Table 2428 Number of Anticipated retirements

14

Salary Band Y 1 13-14 Y 2 12-13 Y3 11-12 Total

(15-16) - - - -

(13-14) 1 - - 1

(11-12) - - 2 2

(9-10) - 1 1 2

(6-8) 2 - 1 3

(3-5) 3 2 2 7

(1-2) 1 1 - 1

TOTAL 6 4 6 16

14 This projection is based on employees from the age of 55 years and above.


Analysis

The above table reveals that six employees may be retiring in 2012/13, four 2013/14 and six in 2014/15 financial year.

Implications

The Department may lose a total number of sixteen employees in the next three years who have extensive experience. The knowledge and the skills will be lost to these officials leaving.

Challenges

Employees going on retirement have been in the Public Service for years, therefore, they possess a vast knowledge and skills and extensive experience and loss of such skills will have an impact on service delivery.

Transferring of knowledge and skills.

Recommendations

Mentoring and coaching to ensure skills and knowledge transfer before the employees leaves the department.

Conduct Exit Interviews to obtain knowledge and skills from individuals.

Table 29 Termination reasons per salary level

Termination reasons Salary Levels

TOTAL 13-16 9-12 5-8 1-4

Resignations 1 1 2 3 7

Retirements 0 3 0 0 3

Medical Retirements/ill health 0 0 0 0 0

Contract expiry 1 2 0 25 28

Deceased 0 0 1 2 3

Dismissals 0 0 0 0 0

Transfer to other state institutions or the Services 0 0 0 3 3

Operational Requirements 0 0 0 0 0

Poor Work Performance 0 0 0 0 0

Transfer outside the Public Service 0 0 0 0 0

Other

GRAND TOTAL 2 6 3 33 44

Analysis

The above table indicates that most employees left the department due to contract expiry. The programme managers to request extensions of contracts which are continually extended on regular bases, as most contract workers have more experience and skills required. Furthermore contract workers also leave the department as they seek permanent positions.

Thirteen (13) contract employees (clerks) were permanently appointed who serves the department for more than 12 months period within identified clerical vacancies existing in the various programmes/directorates.


Implications

The department may need to fill the vacant posts as most people who are leaving are transfers due to pursue growth development or higher remuneration.

Conduct exit interviews as skilled employees should be retained which is in line with the retention policy of the department.

Challenges

Contract working positions are not stable working environment hence people move or seek permanent post.

Recommendations

The Department must recruit contract employees on a permanent basis.

Conduct exit interviews and retain/counter offer experience skilled employees in the core programmes, where there is a scare skill e.g. Artisans, inspectors etc.

Table 30 Occupation with the highest number of termination

Occupational Classification (OFO)/ Levels

Total Number of Terminations

% Total workforce

Managers (13-16) 2 0.57%

Professionals (9-12) 6 1.70%

Skilled Technical (6-8) 3 0.85%

Semi Skilled (1-5) 33 9.35%

GRAND TOTAL 44 12.46%

Analysis

A total of 44 employees left the department during the 2013-2014 financial years.

From Semi skilled category thirty three (33) employees left the Department, six (6) from Professionals, skilled technical three (3) and two (2) from Managers category. Most employees on semi skilled are contract workers.

Implications

The Department seems to be losing more people on Professional and Semi Skilled category.

Challenges

Employment is done on a contract basis for more critical positions of which the skill is lost when the contract expires which are extended especially in the core programmes.

Recommendations

Implementation the retention strategy

Recruitment on permanent positions should be encouraged.


Table 31 Reasons for terminations

EMPLOYEE REASONS FOR TERMINATION

TOTAL NUMBER

% OF TOTAL WORKFORCE

Transfer 3 0.85%

Retirement 2 0.57%

Early retirement 1 0.28%

Resignation 7 1.98%

Dismissal (Discharged) 0 0.

Contract Expiry 28 7.93%

Deceased 3 0.85%

GRAND TOTAL 44 12.46%

Analysis

Majority of the termination was due to contract expiry of which the Department cannot hold against individuals who seeks for permanent post or in most cases contracts has been extended. The contract workers who served the Department more than a year were also given opportunities for permanent position.

Implications

Contract employees have more experience skills and need to be recruited permanently.

Lack of potential growth and capacity building.

Challenges

Employees on contract poses skills needed by the Department

The Department is transferring skills to officials on contract and lose them again when the contract expires.

Create more opportunities for growth and capacity building

Recommendations

Implementation of retention strategy to attract and retain employees

Encourage skills transfer

Developed and train employees

Employ contract workers on permanent positions.


4.8 Staff Turnover, Vacancy and Stability Table 32: Staff turnover for the past three years

TREND Y 1 13-14 Y 2 12-13 Y3 11-12

Turnover rate 28 21% 18%

The Department has conducted exit interview with employees who leave the department. Employees leave the department due to promotional transfers for higher post or to pursue their career and to get more opportunities for growth and capacity building. Furthermore, the Department has developed a retention strategy to attract and retain employees.

Table 33 Staff Turnover Rate per occupation

Staff Turnover Rate Per Occupational Classification

Describe Organisational Impact

Rate Of Staff Turnover

Action Steps Required

Mo

nth

ly

Qu

art

erl

y

An

nu

all

y

Managers (13-16) Managers provide substantial impact in providing leadership and strategic direction that directly contributes towards the organisation achieving its objectives.

0.26 3.13 12.5 Recruit only targeted officials for targeted posts

Professionals (9-12)

These are experts in their fields with specialist knowledge. They have a significant impact in the Department

0.03 0.43 1.70 Department to implement retention strategy

Technicians and Trade Workers (6-8)

These are also experts in their fields with specialist knowledge. They therefore have a significant impact in the department in relation to the core functions of the Department

0.02 0.21 0.85 Develop Knowledge Management System to ensure that knowledge and skills are not lost


Clerical and Administrative (1-5)

The clerks offer support to line function

0.10 2.34 9.35 Fill vacant posts to reduce the number vacant positions

1) Analysis

The table shows that staff turnover rate on Clerical and Administrative occupation with a 9.35% turnover rate, followed by Technicians with 0.85% and Managers with 12.5% turnover rate.

2) Challenges

Lack of promotional opportunities within the department 3) Recommendations

Implement retention strategy

Develop knowledge management system

Table 34 Turnover analysis by critical occupations

Critical occupations

Number of Appointments

Number of Terminations

Turnover rate

Organisational impact

Action steps required

Administrative Related

4 22 6.23 The administrative work has a direct impact on the department as they offer support to line function

Filling of vacancies

Building 2 2 0.57 These also have a significant impact on the department in relation to the core functions

Introducing learnerships Form partnerships with local institutions of higher learning to offer training on this field.

Senior Managers

1 2 0.57 Managers provide substantial impact in providing leadership and strategic direction that directly contributes towards the organisation achieving its objectives.

Skills transfer

Vehicle driver 0 1 0.28 Provide support to the Department

Cleaners 6 0 0 Provide support to the


Department

Financial and related professionals

2 1 0.28 Provide support to the Department

Human Resource Clerks

0 11 3.12 Provide support to the Department

Inspectors 2 1 0.28 Provide support to the Department

Clerks related 29 4 1.13 Provide support to the Department

Messengers 0 0 0.28 Provide support to the Department

Table 35 Turnover analysis: Transfers

Type of movement Total No Total % of the workforce

Horizontal transfers within the department 5 1.42%

Horizontal transfers outside the department to other departments

7 1.98%

Promotion within the Department 13 3.68%

Promotion to another Department 5 1.42%

Analysis

The table above shows that there were a total of thirty movements within and outside the department for the 2013/14 financial year.

Implications

Although the department managed to promote quite a number of employees in the department, it also lost a few employees to other Departments.

Challenges

Implementation of Retention strategy to retain and attract employees.

Post are not funded and budget not available to retain all officials

Recommendations

Available of budget


Table 36 staff turnover in terms of Race and Gender Classification

Race Turnover rate

Total Turnover Rate Female Male

African 6.52% 5.95 % 12.11%

Asian - - 0%

Coloured - - 0%

White - - 0%

Grand Total 6.52% 5.95% 12.11%

1) Analysis

The table shows that within the department the exits only occur in the African race group, females being highest followed by males. This is because the Department has a majority of Africans in its work force profile since the Employment Equity targets are not met with respect to other race groups.

2) Implications

In terms of Economically Active Population Statistics other racial groups are not fully represented.

3) Challenges

The respective race and gender groups are in demand. 4) Recommendations To meet Economically Active Population targets with respect to other race groups, which are 1.2 Coloureds, 0.2

Indians and 8.8 Whites.


Table 37 Staff Turnover in terms of Disability Classification

Gender Turnover Rate i.t.o. Disability Total Average Turnover

Rate Race Disabled Not-disabled

Female

African - 6.52% 3.26%

Asian - - 0

Coloured - - 0

White - - 0

Female Average %Total 0 1.63% 0.82%

Male

African - 5.95 % 2.97%

Asian - -

Coloured - -

White - -

Male Average %Total 0 1.49% 0.74%

Average %Total 0 3.12% 1.56%

1) Analysis

The table above reveals that the Department has a nil turnover rate in relation to disability.

2) Implications

The Department only has nine employees with disabilities and none of them have left the Department.

3) Challenges

None

4) Recommendations

To recruit people with disability on learnership and scholarship programmes


4.8.2 Vacancy Rate Table 38 Vacancy Rate for the past three years

Trend Y3 2013/2014 Y1 2012/2013 Y3 2011/2012

Vacancy Rate 27%06 27.89% 28%

Plans Costs Timeframes Target

Retention strategy/policy Recruitment Policy

Dependant on the level of the post

1 April 2014 to 31 March 2015

The appointment of other race groups in line with the EE Targets. Previously disadvantaged groups and people who possess scarce/critical skills

Target advertising Depend of the vacant and funded post


Employment of Disadvantaged group and in line with the EE Plan

Women Empowerment

Depend of the vacant and funded post


Women in Senior Management positions

4.8.3 Stability Rate

Table 39 stability Rate for the past three years

Trend Y3 2013/2014 Y2 2012\2013 Y3 2011-2012

Stability Rate 104.42 86 % 86.83%

Implementation of Skills development Plan

Mentoring and coaching

Skills and knowledge transferring


Table 40 Staff Stability

Stability Rate Per Occupational Classification

Describe Organisational Impact

Rate Of Staff Stability

Action Steps Required M

on

thly

,

Qu

art

erl

y

An

nu

all

y

Managers 13-16 Managers render substantial service in providing leadership and strategic direction that directly contributes towards the organisation achieving its objectives

1.44 17.25 69 Training and development especially for Women in SMS

All vacant and funded positions in Senior management to be filled

Professionals 9-12 These are experts in their fields with specialist knowledge. They therefore have a significant impact on the organisation in relation to the core and support functions of the Department

0.45 5.38 21.53 Team work to be encouraged

Skills transfer to be promoted

Technicians6-8 These employees provide substantial service and they have a significant impact in terms of core and support functions of the department

0.92 11.04 44.19 Mentoring and coaching to be encouraged Skills transfer and team work

Clerical & Admin 1-5

Render support therefore indirect impact

0.62 7.44 29.75 Officials to be encouraged to study further and apply for higher positions


1) Analysis

The table above indicate that there is high stability rate on the following categories:

Managers –69%

Professionals – 21.53%

Technicians - 44.19%

Clerical 29.75% stability rate 2) Implications

The information on different occupations’ occupants remains for longer periods in the Public service. This implies that the Department needs to strengthen systems to ensure that it has a pool of skills, knowledge and competencies.

The officials in the support functions have low stability in the department due to growth and career

3) Challenges

Support function posts become more vacant as a result of career streamlining and growth of individuals especially in lower level positions

4) Recommendations

Retention strategy

To encourage officials to apply so as to have upward mobility within the Department


Table 41 Staff Stability- per level within the department

Level 1-3 years 4-6 years 7-9year 10-12 years 13-15 Years +15 years

16 -

15 -

14 -

13 4 -

12 4 1 -

11 6 1 -

10 2 -

09 4 4 -

08 7 14 -

07 15 10 -

06 18 6 -

05 11 18 -

04 3 5 -

03 -

02 -

% TOTAL

20.37% 17.28%

Table 42 Staff Stability- per Occupation within the department

Occupation 1-3 years 4-6 years 7-9year 10-12 years 13-15 Years +15 years

Management 13-16

4

Professionals 9-12

14 8

Technicians 6-8 40 30

Semi-Skilled 3-5 14 23

Unskilled1-2

% TOTAL 20.37% 17.28%

Analysis

The information on the above tables indicates that 20.37% (72) employees who have one – three years, and 17.28% (61) employees who have four year within the department since the newly established department in 2009,

Implications Usage of interim structure delay filling of positions Challenges

Approval of structure

Budget constrains

Recommendations Ensure approved structure with funded post


4.9 Employee Health and Wellness15 Table 43 Health and wellness analysis

Employee Wellness Issue

Describe Potential Impact on the department, HR and Line, clients/Partners

Status (Priority issue) Yes/No


HIV & AIDS and TB Management Testing conducted on HIV and TB with links made between the department and LIFE LINE conducting quarterly tests and other service providers assisting during departmental events

High absenteeism rate if treatment is not initiated or medical attention sought High risk of spread of TB

Yes Proper office space Intensification of awareness programmes Promote utilisation of GEMS Marketing of the unit services Dedicated budget for the unit Staffing Management buy in / support Dedicated budget for the unit Staffing

Workshops to educate employees

Health and Productivity Management

Health screenings conducted (Cholesterol, BMI, Sugar)

Counselling conducted for various issues

Increased cases of COIDA Low staff morale

Yes Workshops and screening of this diseases every quarter

SHERQ /OHS

Inspections conducted in offices

Regular assessment of work environment done buildings

Increase occupational diseases or injuries

Yes Open office space

15

Please check H8. Checklist: Health and Wellness, HRP Guideline and toolkit


Upgrading of electricity at Telkom building

Congested office space

Wellness Management

Personal Financial Management workshop conducted

OHS reps taken for First Aid training

Medicinal Cabinet available for minor ailments

High Absenteeism rate Increase in Garnishee orders Employees put under administration Low morale

Yes Education /workshops for the employees

Employee satisfaction Survey conducted

Yes

1) Analysis

To implement Employee Health & Wellness Programmes within the department to improve employee morale and to build a culture to bring cohesion within the Department. Participation by management, understanding and knowledge of the people they manage is lacking which creates a gap between employees and management thereby leading to moderate performance. Employees are keen on acquiring knowledge and participation in activities of the unit.

Lack of management support and budget allocation despite the 0,5 allocation as per EXCO Resolution

2) Implications

Low performance, disgruntled and unsatisfied employees, lack of activities amongst employees.

Low staff morale, self esteem performance, and unsatisfied employees. 3) Challenges

No conducive work environment, lack of office accommodation

Lack of budget for wellness programs 4) Recommendations

Links with the various units must be forged to acknowledge the role of the unit e.g. Purchasing of equipments that meets standards of Occupational Health & Safety (Ergonomics), office allocation, contract management (inclusion of key clauses on OHS )

Management support

A dedicated budget for the unit has to be put in place which will enable the Department to conduct awareness, information as well as awareness programmes.


Table 44 Analysis of staff patterns: Sick Leave

Salary Levels Total days Number of employees using sick leave

% of employees using sick leave

Average days per employee

Total Estimated Cost (R’000)

(13-16) 3 2 0.57% 4 R10.130.01

(9-12) 19 7 1.98% 5 R37.470.93

(6-8) 37 14 3.97% 5 R36.245.83

(3-5) 28 8 2.27% 6 R15.697.00

(1-2) 0 0 0 0 -

TOTAL 87 31 8. 78% 6 R99.543.77

1) Analysis

The table above indicates that employees from salary levels 6-8, 3-5 and 3-5 utilise sick leave more than other categories. This is a huge shortfall for the Department because this is the operational category.

The table further reveals that employees from (13-16) are the lowest categories using fewer sick leaves. 2) Implications

Hamper of service delivery 3) Challenges

Some diseases require specialised intervention, resulting in continuous need for sick leave.

Stigma associated with illnesses (e.g. loss of weight may be associated with certain illnesses).

Unhappiness at work may increase stress levels resulting in stress related illnesses.

Failure to find balance between work and personal life.

Financial and substance abuse increase absenteeism 4) Recommendations

Implementation of a stress management programme to assist employees in finding balance between personal stressors and work challenges

Early referral of employees who use sick leave excessively to Employee Health & Wellness Programme.

Financial Management and substance abuse workshops

Use external services e.g. counselling


Table 45 Analysis of staff patterns:

Salary Levels

Total days

Number of employees using PILIR

% of employees using PILIR

Average days per employee

Estimated Cost (R’000)

(13-16)

40 1 0.28% 40 R92,480.87

(9-12) 10 1 0.28% 10 R 7,553.34

(6-8) 0 0 - - R -

(3-5) 0 0 - - R -

(1-2) 0 0 - - 0

TOTAL 50 2 0.56% R100,034.21

Analysis

The table above illustrates that there are fewer people utilizing incapacity leave within the Department; however the average days both categories 13-16 and 9-12 indicates that people may be experiencing serious illnesses or going for operations.

Most cases were not approved in 2013 due to the new appointment of service provider (PILIR).

Implications

The table does not only indicate possible loss of skills but also tells us that staff morale could be affected. Challenges

For the whole period of 01/01/2013 to 31/10/2013 PILIR cases were temporarily ceased due to the appointment of the new service provided which was a directive from DPSA.

Recommendations

To prioritise the appointment of service providers (PILIR) as it delay the approval of PILIR leaves cases.

Encourage employees’ participation in the Health Risk Assessments and VCT offered in the Department during the Wellness Day.

Ongoing counselling and support for employees in denial

Supervisors need to refer employees who are on incapacity leave to the Employee Health & Wellness Unit for support and Professional intervention.


4.10 Values and Ethical Behaviour16

The core values of the Department are based on Batho Pele principles. The Batho Pele Principles and all government legislated directives as well as all national and provincial priorities are the driving force for good governance and service delivery. The Constitution of the Republic of SA, 1996 (Act no. 108 of 1996) Section 26 (1) of the constitution enshrines access to adequate housing as a basic right for all South Africans. The Department /government must take reasonable steps within its available resources to provide people with quality houses and access to land. The Department had made a commitment to reduce housing backlogs in the province. The department’s priorities are to give houses to elderly people, People with Disability and other vulnerable groups. The department handed-over several houses in the North West Province namely:

286 Houses in Boitumelong Extention 5, Bloemfhof

200 Houses in Piet Plessis, Kagisano Molopo LM

48 Special Projects for People with disabilities in Itsoseng Zone 1

200 Houses in Lomanyaneng

326 Houses in Ikageng Ext 11, Tlokwe

448 Houses in Jouberton Ext 20 Matlosana

200 Houses in Kraaipan, Ratlou LM

600 Houses in Ramotshere Moiloa LM, Groot Marico

300 Houses in Sega & Mmatau, Moses Kotane LM

1000 Houses in Motholung Ext 2, Madibeng LM

257 Houses in Khuma Ext 6 Stilfontein

200 Houses in Rural Greater-Taung LM

300 Houses in Ext 13 Wolmaranstad

570 Houses in Rustenburg Rural

700 Houses in Agisanang Ext, Sannieshof Tswaing LM

118 Houses in Leeudoringstad, Maquassi Hills LM

100 Houses in Piet Plessis, Kagisano Molopo LM

100 Units in Haartebessport

The handover were part of celebrating twenty years (20) of freedom, and also in line with the Outcome 8 of the National Development Plan vision 2030. The National Development Plan is a plan that commits government to improve people’s lives by dealing with unemployment, poverty and inequality. The department have created job opportunities to employee 344 youth people into learnerships and in Expanded Public Works programmes whereby they will obtain skills in building construction (Brick-laying and Plastering). This programme is in line with the department’s core values by providing integrated and sustainable human settlements to our communities. During the Batho Pele – Outreach programme (Public Service Week), the Department reach out to rural communities to deliver information regarding the operation of the department. Departmental Senior Management also participate the Kauedu programme, unannounced visits and the SMS conference, The Department employees/managers strives to be opened, transparent and ensure achievements of Government’s most important task to building public service capability and to meet all challenges of improving service delivery of public services

16

Please check H10. Checklist: Values and Ethical Behaviour, HRP Guideline and toolkit


to the citizens in South Africa. The Department’s information is open and transparent to staff officials and the public. The following documents are opened and transparent to the public and internal employees: The Departmental Strategic Plan Annual Plan Annual Performance Plans Citizens Report Budget Speech Departmental Policies Fraud and Corruption Strategy


SECTION FIVE

5. HUMAN RESOURCE GAP ANALYSIS17

Qualitative data Table 46 Qualitative data (E.g. narrative gaps)

Gap Potential Impact

Status (priority issue) Yes/No


Technical Skills shortage in the core functions must be prioritized

Significant impact on service delivery

Yes Implementation of Departmental Structure which has been approved in January 2014. To recruit professional multi-skilled officials with the right skills and qualification in the right position

Training Development Identify training needs and implementation of Personal Development Plans Low morale, and a decrease in performance

Yes Implementation of ABET so that employees can acquire basic education. Offer bursaries to employees. Preference to be given to internal employees who qualify for positions.

Lack of office accommodation

Lack of capacity due to unavailability of office space Likely health hazards due to overcrowded office space

Yes Obtain alternative accommodation which will also accommodate people with disability Create office space for the four district officers

Learnership Programmes Lack of capacity people with disabilities

Included People with disabilities in learnership programmes and other racial groups

Lack of accessibility for people with disabilities

The building is not user friendly to people with disabilities Provide reasonable accommodation for people with disabilities

Yes Install access ramps for people with disabilities Clear signage for designated parking for people with disabilities. Support people with disability

17

Please check appendices J Gap Analysis, HRP Guideline and toolkit


with excessive devices and other means in order to effectively to perform their duties Provide transport for people with disability

Implementation of National Targets on Employment Equity

Lack for not achieving the Employment Equity Targets Implementation of the Employment Equity Plan

Yes Achieve 2% - People with Disabilities 50% Female in SMS Positions 75% Blacks Achieve the Economical Active Population target as per stats from National Dept of Labour’s

Conduct Exit Interviews Skills and knowledge are lost when people leave the Department

Yes Implementation of Retention Policy Analysis of exit interviews

Implementation of the Approved structure

No budget to fill critical and unfunded posts on the structure

Yes Implementation of the approved structure Request budget from treasury

Conduct Job Evaluations Evaluate all post on the Structure

Yes Implementation of structure and evaluate post

Ensuring healthy workforce

Absenteeism and a decrease in performance

Yes Awareness on health issues affecting employees. Stress management workshops. Financial Management. Team building.

Lack of Knowledge Management System

Skills are knowledge are lost when people leave the department

Yes Develop and implement knowledge management system


Quantitative Data Table 47 Quantitative data (E.g. statistical gaps)

Gap Potential Impact Status Action Steps Required

50% Unavailability of relevant competencies in the core functions of the department.

Inability of the department to achieve its strategic mandate. Outsourced core function Function not monitored by professionals

Yes Although these competencies are currently being outsourced, the Department needs to implement Learner-ships in these areas since there is scarcity. To employ professionals in the department who will monitor the work of service providers Prioritise core business posts

14.44% of employees without qualifications.

These employees may not be able to progress in terms of their careers.

Yes Implementation of ABET Programmes Provide bursaries to employees without qualification.

23.33% Employment Equity gap of women in senior management positions.

Department not achieving national targets. Imbalance in senior management positions in terms of gender.

Yes Other means of recruitments can be used if the suitable candidate is not found (hunt hunting\) Encourage internal officials to apply for higher positions. Preference to be given to internal officials who qualify for the position. Provide leadership training to women to empower them. Recruit only targeted groups.

1.42% (Whites) Underrepresentation of other race groups which is line with the Economically Population stats (NDOL)

Department not achieving national EAP statistics.

Yes Achieve 8.80% (whites), 1.20% (Coloured) Shortlist only Targeted groups Indicate in the advert which group is targeted. Other means of recruitments can


be used if the suitable candidate is not found Offer opportunities to the previously disadvantaged

High turnover rate Increase vacancy rate Yes Offer bursaries to employees for growth

55% Employees received performance awards

Reward employees who performed an extra mile

Yes Increased productivity and high staff moral by implementing Performance Management Development System

Analysis

The above tables reflects gaps in terms of competencies, employment equity, office accommodation, learnerhsip programmes for people with disabilities, Economically Active Population stats, employees without qualifications and lack of knowledge management systems, turnover rate..

Implications

The data indicated will have a negative impact in ensuring that the Department has the right productive of staff in order to achieve its strategic objectives.

Challenges

Lack of office space.

Inadequate supply of scarce skills externally.

Recommendations

The recommendations are reflected under “Action Steps.


SECTION SIX

PRIORITY DEPARTMENTAL HUMAN RESOURCE PLANNING ISSUES In determining the human resource policy priorities for the Department, the following departmental human resource Planning priorities were agreed upon:

Table 48 Priority HR Planning issues

HR Planning Priorities

Outcomes Approach to mitigate risk and achieve outcome

1. Recruitment and Selection

Funded, advertised and critical vacant positions to be filled

Development and facilitating of the implementation of HR Policies and Strategies

Retain and attracting quality high performance staff and scarce skills.

Significant reduction in vacancy rate.

Compliance with Recruitment and Selection Policy.

Implementation of the Retention Strategy/policy.

Analysed exit interviews.

Fast-tracked filling of vacant and funded positions

Develop a recruitment project plan

Improve turnover time to fill vacancies

Improve Exit Interview Questionnaires

2. Training and Development.

Train workforce in line with the approved WSP.

Increased pool of required competencies, especially in core and critical areas.

Increased availability of scarce skills.

Conduct ABET programmes

Internship and Learnership programmes

Ensure all employees have Personal Development Plans.

Issuing of bursaries internal (to employees)

Implementation of Learner-ships and Internship and In-service training,

Competency especially in those occupations where there is scarcity.

Succession planning.

Mentorship and Coaching.

Implementation of Workplace Skills Plan.

Developed training plan

Provide quarterly reports on training plan

3. Organisational Development and design

The Departmental structure was approved in January 2014

Implementation of the approved structure

Job Evaluation of all post

Matching and placing of officials in


Development Change Management Strategy

Evaluate post on the structure

Ensure structure is in line with Staff Establishment

correct posts

Technical Posts must be prioritized in order to fully implement the department’s objectives

Ensure post establishment of the department is aligned with the approved organisational structure

4. Performance Management

Increased productivity and high staff morale due to implemented Performance Management Development System.

All employees submitted PMDS Policy compliant assessments reports for moderation, approval and implementation

Ensure submission of necessary documents (work plan, performance agreements, personal development plan, quarterly assessments)

Monitor proper implementation of PMDS

Train employees to have SMART PMDS plans

5. Labour Relations.

Reduced aggrieved staff.

Improved employment relationships between employer and employee.

Effective management of labour cases in terms of set standards.

Ongoing advice and workshops.

6. Employee health and Wellness

Improve the quality of work life through comprehensive EHWP

Healthy and productive Workforce.

Reduction in the usage of sick leave.

Increase usage of Wellness Service.

Awareness on health issues affecting employees.

Stress and financial management workshops.

Promotion of Employee Wellness.

Facilitation and follow-up on COIDA cases (Consultation and progress reports)

Conduct Counseling sessions

HIV & AIDS Programme immune booster programme, external referral system, awareness campaign, prevention, treatment care & support)

Health promotion Counseling and debriefing sessions

SHERQ Establishment of Safety Committee

Occupational nurse

Establishment of Wellness


centre/clinic

Gym facility

Child care centre

Canteen

7. Employment Equity.

Achieve national targets as follows:

50 % women in Senior Management positions.

Achieve 2% People with disabilities.

75% Africans

Implementing Employment Equity Remedial Plan

Approved Employment Equity Plan and Policy

Developed Employment Equity Report

Implementation of the Employment Equity Plan

Implementation of the HOD 8 Principle Action Plan

Include people with disabilities on internship.

Establish partnership with disability organisations.

A clause indication EE Status in all recruitment submission

To promote diversity principles and practices

Analysis

Based on the environmental scan and statistical analysis of pertinent data, prioritisation decisions were informed by areas where there were the greatest gaps or where it would have a greater impact.

Implications

The greater gap and impact implies that the Department will be compromised in terms of having a required balance of number, competency level, equity ratios and a healthy and productive staff complement to realise the mandates of the Department.

Challenges

Lack of availability of scarce skills, preferred race and gender groups and financial constraints may pose a problem in implementing certain initiatives.

Recommendations

The recommendation will be to ensure that funds are available for prioritised HR Planning strategies.


SECTION SEVEN

7 BUDGET ANALYSIS Table 49 Total estimated expenditure

PROGRAMME Anticipated Expenditure Y 2014-2015 [R’000]

Cooperate Services R70 138 Housing Needs, Planning, Research & Technical Services R23 235 Housing Development R683 177

Table 50 Actual expenditure YTD

18

Programme Approved

Compensation Budget R 000

Number of Filled Funded Posts

Number of Vacant Funded posts

Number of Filled Unfunded Posts

Compensation Savings/deficit (R 000)

Cooperate Services R37,458 191 126 - 0

Housing Needs, Planning, Research & Technical Services

R19,305

46 32 - 0

Housing Development

R41,020 116 54 - 0

Table 51 Anticipated HR Planning budget Performance

Human resource planning budget

KEY Activities Time-frame19 Internal External Available Budget

Develop and implement a Retention strategy/policy

Medium term All activities except those mentioned under external

Learner-ships Internships Training Programmes Compensations of employees, other Programmes and other sub programmes

R2,251,656

-Implement Employment equity

Short term

Improve exit interviews questionnaires

Short term

Succession Planning

Long term

18

Year to date. 19

Short Term, Medium Term and Long Term


Budget for Skills Programmes

Short term

Personal Development Plans

Short term

Issuing of bursaries internal ( to employees) and external bursaries to students

Long term

To recruit, retain, high performance staff

Long term

Implementation of Learner-ships and Internship and In-service training, especially in those occupation where there is scarcity

Long term

Training and Development

Short term

Conduct ABET Programmes

Short term

Implementation of Workplace Skills Plan

Medium term


Short term

Ensure submission of necessary documents (work plan, performance agreements, personal development plan, half-yearly assessments)

Short term

Monitor proper implementation of PMDS

Short term

Effective management of labour cases in terms of set standards

Short term


Ongoing advice and workshops on Employees Relations

Short term

Promotion of Employee Wellness Unit and services

Medium term

Awareness on health issues affecting employees

Short term

Target advertising and succession planning targeting women

Long term

Establish partnership with disability organisations

Medium term

Include people with disabilities on internship

Medium term


SECTION EIGHT

8 ACTION PLAN20 Table 52 Action plan

20

Please check Appendices K Implementation/Action Plan, HRP Guideline and toolkit

Departmental strategic objectives

HR Planning Objectives

Ranked HR Planning Priorities

Key Activities Indicator milestone

outcome target dates

Assumptions

Responsible manager

Budget required

To ensure provision of effective and efficient administrative support and direction to the department

To ensure the development of and the implementation of projects through prescribed housing programmes

To ensure the development of and the implementation of projects through prescribed housing programme

To provide Human Resource Management & Development Processes & Strategies

High Ensure that all policies/manual procedure are approved/reviewed and in line with National / Provincial Frameworks

Approved Departmental HRM & Dev. Strategies and policies

Monthly/ quarterly progress

Implementation and Monitor all HRM & Development Policies and Strategies


Available budget and other resources

Director :HRM

R2,251,656


High Human resource Utilisation and development Well developed and capacitated employees Proper Implementation & Monitor of PMDS

Develop and approved Workplace skills plan Present WPS to Departmental Management meeting Develop a annual training plan Implementation of ABET, Learners hip and internship programmes

Quarterly / monthly progress

Implementation and management of the Workplace skills plan



Manager :HRD


s

To evaluate the impact of training To introduce newly recruited employee’s To make recommendations for training interventions based on performance management outcome

To developed a post training assessment tool to assess the impact of training Develop a policy on indication and re-orientation Develop guidelines on the alignment of operational objectives with individuals key result areas Include development interventions on the submission for performance incentives Request signed WorkplansPerformance Agreements and Personal Development Plans

To provide Organizational Development and HR Strategies

High Organisational development and design

Develop and Implementation of the Departmental Structure Employees are

Quarterly/monthly progress

The post establishment of the department is aligned with the approved organisational structure Conduct HR



Manager :OD


informed of changes in operational activities Implementation of Job Evaluation of processes Alignment of job Descriptions

workshops as an when there is a significant change in HR programmes Conduct Job Evaluation of all post Training and retraining on Job Evaluation Analyst improve turnaround time of post to be evaluated Awareness workshops of job evaluation Benchmarking of Job Descriptions with other department Workshop responsible managers on developing Job Descriptions Distribute job description manual

Medium

Exit management

Exit interviews should be align with Retention Strategy/policy

Monthly and quarterly progress

Approved Departmental Retention Strategy to be developed



Manager: OD


Conduct exit interviews

Exit interviews questionnaire to be published for employee awareness and utilisation Review exit interview questionnaires

Exit interview questioners to be analysed

Medium

Diversity Management

Implementation of Employment Equity and Affirmative Action Implementation of Employment Managers and supervisors are trained to value diversity in the workplac


Achieve national targets as follows: 50% Women in SMS positions 75% Africans 2% People with disabilities Develop Employment Equity Plan and Report to National DOL Monitor Employment Equity and remedial plan Managers to be trained on Gender To provide a conducive working



Manager:OD


e

environment for people with disabilities

Change Management

Changes in the operations of the department are dealt with through targeted change management interventions The human resource component participates in the execution of change management plans

Half yearly/ quarterly progress

Change management implementers to be trained in change management to implement the program to its best Change management strategy approved and implemented



Manager:OD

To create a healthy workforce through the provision of employee health and wellness programme (EHW)

High Quality of work life and environment management

A policy on employee wellness is utilised The unit would like to see the entire management brought on board in terms of Wellness

Quarterly progress monitoring

Awareness on health issues affecting employees Promotion of Employee , Health & Wellness programmes Supervisory workshops induction workshops



Manager:EHW


processes

To provide Human Resource Administration

High Recruitment and employees life cycle management

Compliance with recruitment and selection policy

Monthly/Quarterly

Compliance with Provincial and National directives and recruitment policy Developed and Recruitment Project Plan to monitor the recruitment process Adherence to turnaround time of recruitment



Manager:HRA

High Staff Retention Management

Ensuring that employee with valued or scare critical competencies are retain where recruitment is difficult are kept within the service of the department by using the retention policy The Policy defines the department’s scarce and

Monthly/Quarterly

The drafted retention policy needs to be approved



Manager:HRA


critical skills


High Continue advice on Employee relations

The departmental/provincial bargaining chamber meets at regular intervals Departmental representatives are clear on the matters that need to be addressed in the bargaining chamber The human resource component monitors the level of employee satisfaction in the department

Monthly/Quarterly

Inform employee on LR process Conduct workshop on Labour Relations/Grievances / procedures for all employees Will forward arbitration awards to the panel where the department was requested by its LR Practitioner and see argument advanced and awards won inform of the department



Manager LR


SECTION NINE

9 MONITORING AND EVALUATION Table 53 M & E activities from Action Plan

HR Planning Objectives

Ranked HR Planning Priorities

Key Activities Indicator milestone

outcome target dates

Assumptions

Responsible manager

Budget required

To provide Human Resource Management & Development Processes & Strategies

High Ensure that all policies/manual procedure are approved/reviewed and in line with National / Provincial Frameworks

Approved Departmental HRM & Dev. Strategies and policies


Implementation and Monitor all HRM & Development Policies and Strategies



Director :HRM

R2,251,656


High Human resource Utilisation and development Well developed and capacitated employees Proper Implementation & Monitor of PMDS

Develop and approved Workplace skills plan Present WPS to Departmental Management meeting Develop a annual training plan Implementation of ABET, Learners hip and internship programmes To evaluate the impact of training

Quarterly / monthly progress

Implementation and management of the Workplace skills plan To developed a post training assessment tool to assess the impact of training



Manager :HRD


To introduce newly recruited employee’s To make recommendations for training interventions based on performance management outcome

Develop a policy on indication and re-orientation Develop guidelines on the alignment of operational objectives with individuals key result areas Include development interventions on the submission for performance incentives Request signed Workplans Performance Agreements and Personal Development Plans

To provide Organizational Development and HR Strategies

High Organisational development and design

Develop and Implementation of the Departmental Structure Employees are informed of changes in operational activities Implementation of Job Evaluation of processes

Quarterly/monthly progress

The post establishment of the department is aligned with the approved organisational structure Conduct HR workshops as an when there is a significant change in HR programmes Conduct Job Evaluation of all post Training and retraining on Job Evaluation



Manager :OD


Alignment of job descriptions

Analyst improve turnaround time of post to be evaluated Awareness workshops of job evaluation Benchmarking of Job Descriptions with other department Workshop responsible managers on developing Job Descriptions Distribute job description manual

Medium

Exit management

Exit interviews should be align with Retention Strategy/policy Conduct exit interviews

Monthly and quarterly progress

Approved Departmental Retention Strategy to be developed Exit interviews questionnaire to be published for employee awareness and utilisation

Exit interview questioners to be analysed Review Exit interview questionnaire



Manager: OD

Medium

Diversity Management

Implementation of Employment Equity and Affirmative


Achieve national targets as follows: 50% Women


Available budget and other resourc

Manager:OD


Action Implementation of Employment Managers and supervisors are trained to value diversity in the workplace

in SMS positions 75% Africans 2% People with disabilities Develop Employment Equity Plan and Report to National DOL Monitor Employment Equity and remedial plan Managers to be trained on Gender Managers to be trained on Gender To provide a conducive to people with disabilities

es

Change Management

Changes in the operations of the department are dealt with through targeted change management interventions The human resource component participates in the execution of change management plans

Half yearly/ quarterly progress

Change management implementers to be trained in change management to implement the program to its best Change management strategy approved and implemented



Manager:OD


To create a healthy workforce through the provision of employee health and wellness programme (EHW)

High Quality of work life and environment management

A policy on employee wellness is utilised The unit would like to see the entire management brought on board in terms of Wellness processes

Quarterly progress monitoring

Awareness on health issues affecting employees Promotion of Employee , Health & Wellness programmes Supervisory and indication workshops to be conducted



Manager:EHW

To provide Human Resource Administration

High Recruitment and employees life cycle management

Compliance with recruitment and selection policy

Monthly/Quarterly

Compliance with Provincial and National directives and recruitment policy Developed and Recruitment Project Plan to monitor the recruitment process Adherence to turnaround time of recruitment



Manager:HRA

High Staff Retention Management

Ensuring that employees with valued or scare critical competencies are retain where recruitment is difficult are kept within the service of

Monthly/Quarterly

The drafted Retention policy needs to be approved



Manager:HRA


the department by using the retention policy The policy defines the departments scarce and critical skills


High Continue advice on Employee relations

The departmental/provincial bargaining chamber meets at regular intervals Departmental representatives are clear on the matters that need to be addressed in the bargaining chamber The human resource component monitors the level of employee satisfaction in the department

Monthly/Quarterly

Inform employee on LR process in the new HR news letter Conduct workshop on Labour Relations/Grievances / procedures for all employees Will forward arbitration awards to the panel where the department was requested by it LR Practitioner and see argument advanced and awards won inform of the department



Manager LR


Comments The monitoring and evaluation report will reflect progress per quarter per set targets for a particular quarter. This report will be forwarded to the Departmental Management Meeting for monitoring the implementation of the interventions and improvements thereof

SECTION TEN

10 DEPARTMENT RECOMMENDATIONS

The Department will continue to plan for the future for skills and management of Human Resource using the Human Resources Plan of the Department .The plan will assist in improving management of human resource with the department and monitor the skills shortage thereof.

SECTION ELEVEN

11 CONCLUSION

The mandate of the Department of Human Settlements, Public Safety and Liaison- Human Settlements Branch is key to ensuring integrated and sustainable human settlements in the North West Province. It is therefore critical that it has the required composition of a healthy workforce to deliver on its mandate. The Human Resource Planning process has enabled the interrogation of those pertinent areas that affects the Human Resource composition required versus the gaps that exists resulting in strategies directed at ensuring that the Department has the right number of employees with the right competencies and a healthy productive workforce that will enable the Department to achieve its mandate.

DEPARTMENT OF LOCAL GOVERNMENT AND - · PDF fileDEPARTMENT OF LOCAL GOVERNMENT AND -NORTH WEST...

Documents

Transcript of DEPARTMENT OF LOCAL GOVERNMENT AND - · PDF fileDEPARTMENT OF LOCAL GOVERNMENT AND -NORTH WEST...