2.6 The New Public Management and Public Works
2.6.9 Restructuring and alignment to the three spheres of government In line with the departmental transformation, the Department was restructured
2.6.9.2 KZN Department of Public Works and the EPWP
The KZN Public Works and Human Settlements MEC emphasized in the DPW Annual Performance Plan (2009-2010) that the DPW’s policies and programmes were informed by government's national and provincial priorities.
This linkage is apparent in the departmental priorities, strategic goals, planning process and structure. As the then National Minister of the Department of Public Works, Honourable Mr G. Doidge pointed out, that the
Strategic Priority No Strategic Priorities
Strategic Priority 1 Speeding up economic growth and
transforming the economy to create decent work and sustainable livelihoods.
Strategic Priority 2 Massive programme to build economic and social infrastructure.
Strategic Priority 3 Comprehensive rural development strategy linked to land and agrarian reform and food security.
Strategic Priority 4 Strengthen the skills and human resource base.
Strategic Priority 5 Improve the health profile of all South Africans.
Strategic Priority 6 Intensify the fight against crime and corruption.
Strategic Priority 7 Build cohesive, caring and sustainable communities.
Strategic Priority 8 Pursue regional development, African advancement and enhanced international co- operation.
Strategic Priority 9 Sustainable resource management and use.
Strategic Priority 10 Build a developmental state, improve Public Services and strengthen democratic institutions.
EPWP has been identified as a key departmental programme to respond to the economic crisis (National Strategic Plan, 2009) and has been cascaded to provincial departments; hence the correlation in terms of programmes and priorities.
a) Departmental priorities
In line with the three spheres of government, the priorities of the Department of Public Works reflect the national priorities (listed in Table 6:10 Key Strategic Priorities: MTSF: 2009) enunciated by the President:
· Improving the quality of basic education;
· Enhancing the health of the public;
· Making communities more safe and combating crime;
· Fostering rural development and land reform;
· Creating work opportunities; and
· Investing in local government and human settlements (DPW Strategic Plan, 2010-2015:4-5).
b) Departmental strategic goals
The 5-year departmental strategic plan seeks to achieve the 13 goals reflected in Table 2.7; these are in line with the broader national, sector and provincial strategic goals (DPW Strategic Plan, 2010-2015:23-28). The focus of this study is strategic goal number three; however, each strategic goal taps into the transformation issue, in line with the NPM Model.
c) Departmental planning process
The departmental planning procedures follow the basic steps of the planning process set out by Du Toit et al. (1998:178). These are as follows:
· Assess opportunities;
· Formulate objectives;
· Define the current situation;
· Identify and formulate alternative plans of action;
· Evaluate alternative plans of action;
· Chose the most suitable plan of action;
· Formulate derivative plans;
· Prepare a budget for the plan;
· Implement the plan; and
· Monitor and control progress of the plan.
In line with the three spheres of government the departmental plans (Strategic Plans and Annual Performance Plans) are informed by the following, and the final products are tabled at the legislature for adoption:
· Medium Term Strategic Framework (MTSF) that reflects the electoral mandate (2009-2014) of the governing party;
· The State of the Nation Address;
· The State of the Province Address;
· The National Budget Speech;
· The Provincial Budget Speech;
· Budget Votes - line functionary Department (National); and
· MEC Budget Speeches delivered (DPW Strategic Plan, 2010-2015).
i) Departmental planning structures
Figure 2.5 indicates the processes of both the departmental Strategic Plan and Performance Plan. This is in line with Allison’s strategy (Allison, 1982), cited by Hughes (2003:137) for establishing objectives and priorities for an organization (on the basis of forecasts of the external environment and the organization’s capacities) and for devising a performance plan to achieve the goals, i.e. using both strategic and performance plans as planning tools.
Figure 2.5: Departmental Planning Structures
Source: DPW Strategic Planning (2011-2012).
The departmental plans are managed following the Strategic Management Process displayed in Figure 2.6 to ensure the achievement of the strategic goals and objectives of the Department.
Figure 2.6: Strategic Management Process: a public sector perspective
Source: Adapted from Starling (2008:234).
1. Define mission and desired outcomes
· Involve stakeholders
· Assess environment
2. Align activities, core processes and resources Produce measure of
performance at each organisational level and use information
3. Implement
This cycle (Figure 2.6) is applicable to the public sector (Starling, 2008:234) and specifies the steps that are followed in the strategic management process. Each step is important as it ensures timeous delivery and enables the Department to report to the respective structures.
ii) Structure of the Department
KwaZulu-Natal Department of Public Works’ organizational structure
All government institutions’ organizational structures are prescribed by the South African Constitution (1996); however, the creation of government structures encompasses the issues of responsibility and accountability (Du Toit et al., 1998:69).
The departmental structure (Figure 2.7) below clearly indicates that the political head (MEC) is accountable for the Department; he or she discharges departmental responsibilities through senior management which is led by the Head of Department (HOD) and comprises of one Chief Financial Officer (CFO) and three General Managers (GMs).
Figure 2.7: DPW senior management: KZN Province
MEC
General Manager Operations
Chief Financial Officer
General Manager Corporate Services
HOD
General Manager Property Management
Source: Adapted from KZN DPW Strategic Plan (2010).
According to Du Toit et al. (1998:69), an institution is organised in a particular way for the efficient and effective achievement of its objectives. On this basis, the Department of Public Works: KwaZulu-Natal Province is made up of (1) a Head Office where the Senior Management (Figure 2.7) is based and decentralized into four regions which cover all district municipalities in the province, as depicted in Figure 2.8. The decentralization into the four regions is meant to bring government services closer to the people, in line with the South African Constitution (1996) and the paradigm shift from traditional administration.
Figure 2.8: Regional structure
HEAD OFFICE
PMBG
UGU DISTRICT
SISONKE DISTRICT
MIDLANDS REGION
AMAJUBA DISTRICT
ZULULAND DISTRICT
UTHUN- GULU DISTRICT
NORTH COAST REGION
UMGUM GUNDLO VU DISTRICT
SOUTHERN REGION
UTHUKELA DISTRICT
ILEMBE DISTRICT
ETEKWINI DISTRICT
UMKHA - NYAKUDE
DISTRICT
ETHEKWINI REGION
UMZINYA THI DISTRICT
Source: Constructed by the researcher based on the DPW Annual Report (2011:06).
TOTAL NUMBER OF DISTRICTS: 11:
eThekwini Region comprises of the following two (2) districts: - eThekwini District
- iLembe District
Southern Region comprises of the following three (3) districts:
- UMgungundlovu District - UGu District
- Sisonke District Office
North Coast Region which comprises of the following three (2) districts:
- Zululand District - UThungulu District - UMkhanyakude District
Midlands Region which comprises of the following three (3) districts:
- UThukela District - Amajuba District - UMzinyathi District
The creation of government structures is the prerogative of the government, which determines what services and products should be provided. Du Toit et al., (1998:69) emphasize that, the way in which an institution is structured is important, in order for it to carry out its responsibilities.
The Provincial Department of Public Works is structured to accommodate the following three programmes to ensure service delivery (DPW Annual Performance Plan, 2008-2011).
I Programme 1: Administration The main purpose of this programme is to:
· Provide support to the Member of the Executive Council and the Head of Department;
· Render support and advice in terms of human resource practices and policies as well as all legal matters;
· Ensure an effective communication system and information management system; and
· Render sound financial management services.
II Programme 2: Property management (Real estate) The main purpose of the programme is to:
· Deliver integrated property planning and management services to clients;
· Enhance and strengthen stakeholder participation and management (landlords and others in the sector);
· Enhance job creation opportunities through Izandla Ziyagezana;
· Implement skills development within the property sector; and
· Achieve optimal utilization of state fixed assets.
III Programme 3: Provision of buildings, structures and equipment (Operations and professional services)
The main purpose of the programme is to erect and maintain buildings, structures and engineering works to client specifications. In carrying out this stated purpose, the programme aims to fulfil the following government socio- economic objectives:
· Create jobs through the Expanded Public Works Programme; and
· Create an enabling environment for emerging business enterprises.
The EPWP falls under Programme 3, which is responsible for the provision of buildings, structures and equipment.