DEPARTMENT OF MINERALS AND ENERGY

PRESENTATION TO THE PARLIAMENTARY PORTFOLIO COMMITTEE

CHIEF DIRECTORATE: MANAGEMENT SERVICES

3 MAY 2001

OVERVIEW OF THE PRESENTATION

• ACHIEVEMENTS 2000 - 2001.

• ORGANISATION AND ESTABLISHMENT STURCTURE.

• PERFORMANCE MANAGEMENT AND DEVELOPMENT SYSTEM.

• INTEGRATION OF THE LEBOWA MINERALS TRUST (LMT).

1. ACHIEVEMENTS 2000-2001

Finalisation and implementation of the following departmental

policies, plans and programmes: -

• Job Evaluation Policy and its Implementation Plan;

• Employment Equity Plan;

• HIV/AIDS and related deceases’ policy;

• Working hours and working arrangements policy;

• Policy guide-lines on the implementation of the Disciplinary

Code and Procedures;

• Sexual harassment policy;

• Incapacity/non-performance procedures;

• Alcohol testing policy and procedures;

• Transport management policy;

• Cellular phone policy;

• Telephone management policy;

• Human Resource Development Policy and plan;

• Experiential Training Policy;

• No Smoking Policy;

• Employee Assistance Programme;

• Revised Delegations of Authority from the Executing

Authority to the Director-General and other Employees in the department;

• Recruitment and service conditions for Senior Managers in terms of the new Senior Management Service;

• Performance Management and Development system; and

• Remuneration Policy.

2. ORGANISATION AND ESTABLISHMENT STRUCTURE

• Appointment of Labat Africa to assist the Department of

Minerals and Energy with the Development and piloting of the Performance Management and Development System.

• Assignment of additional responsibilities to the Department

of Minerals and Energy and the announcement of new priorities

and policy directives by Government lead to the: -

• Expansion of the terms of the scope of work by Labat Africa

to include the Development of the over head structure of the Department from Directorate level upwards;

• This was mainly based on the Strategic Objectives of the Department of Minerals and Energy as informed by the new priorities and policy directives of Government; inter alia

Human Resource Development and Capacity Building;

HIV/AIDS and related deceases;

Rural Development;

Public Finance Management Act;

New Reulatory Framework;

Skills Development Act;

Gender Based Development;Integrated Service Delivery; andLine-function specific priorities relating to: * Energy; * Mineral Development and Beneficiation; * Mine Health and Safety; etc.• The Workstudy component of the Department of Minerals and Energy conducted a further investigation and compiled a proposed new structure of the department;

• A full consultation process was conducted with all Programme Managers who concurred with the proposed structure of the department , and

• The revised/proposed structure was submitted to the Minister

of Public Service and Administration who has also concurred with the structure.

3. PERFORMANCE MANAGEMENT AND DEVELOPMENT SYSTEM

3.1 SPECIFICATIONS

• Labat Africa was awarded a tender with the following specifications;

• The Performance Management and Development System

(PDMS) should link-up with broad and consistent plans for skills development;

• The PDMS should be aligned with the strategic objectives of

the department;

• It should make provision for an annual submission of a

written assessment of performance;

• It should make provision for quarterly dates on which

supervisors and employees meet to discuss the basic objectives of their components’ success or failure in achieving them;

• It must be user-friendly;

• It should also enable the department to identify, measure, control and correct the following:

(a) The department’s overall performance;

(b) Team or components performance, and

(c) Employee or individuals performance.

• It should make provision for a single assessment instrument to assist the authorities in deciding on probation, rewards, promotion and skills development needs of employees;

• It should also contain the following quantifiable categories of performance measurement ;viz.

« unacceptable;« acceptable;« good performance;« very good; and« outstanding.

• Finally it should make provision for benchmarks.

3.2 CURRENT STATUS OF THE PDMS

• The PDMS has been finalised and implemented with effect from 1 April 2001;

• All Senior Management have signed performance agreements

that are in line with their work plans;

• Their performance agreements cascade down to the work

plans of their subordinates;

• Training sessions have been conducted for all employees,

including regional offices;• Job descriptions for all staff members have been revised;

• Roles and responsibilities of key role-players have to be

revised accordingly;

• Work plans for specific levels have to be standardised;• Training plans have to be systematically included in the work plans of employees;

• Appraisals have to be made an integral part of the key

performance areas of managers and supervisors;

• Additional Evaluation forms and implementation guidelines have been

developed to compliment the PMDS, and

• Finally the impact of the System will be consistently monitored and only next year a report can be presented on the actual outcome as it relates

to service delivery improvement.

4. INTERGRATION OF THE LEBOWA MINERALS TRUST

• An [LMT) integration work plan of the LMT has been finalised and is being implemented;

• A due diligence report (incorporating financial and Legal aspects) has also been finalised and will be tabled on 15 May 2001;

• New applications for mining and prospecting permits are been processed in consultation with the Northern Province Regional Office;

• A decision still needs to be made on the movable assets of the LMT;

• Employment offers have been made to employees, nine (9) of whom were appointed on a permanent basis;

• In addition, DME is considering placing three employees of the LMT who are appointed on contract;

• The Chief Executive Officer and Manager (HR and Finance) have opted for dissolution packages.

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