Page 281 - Provincial Treasury Estimates.pdf

Estimates of the Provincial Revenue and Expenditure (EPRE) – 2023/24 Financial Year
x Responsive and citizen centric Public Works and Infrastructure: As an institution of a democratic
government of the people, the department will focus on promoting an active, responsible citizenry
through various democratic processes including, amongst others:
o Engagement with citizens ensuring that they are listened to, taken into confidence in the capability
of Public Works and Infrastructure to respond accordingly and serve them in line with its mandate;
o Building a positive Public Works and Infrastructure brand;
o Improved intergovernmental relations; and
o Gender mainstreaming, empowerment and equality including development of youth and persons
living with disability.

2. 2. Review of the current financial year (2022/23)

2.1 Key achievements

Progress has been recorded by the department as at end of the 3 rd quarter against its plans. The
department continues to prioritise and focus on improving provision of its core services in an efficient,
economical and effective manner focusing on the following strategic focus areas in line with its outcomes:
Resilient and capacitated Public Works and Infrastructure

As part of departments strengthening efforts of building institutional capability, not to only be a capable,
developmental and ethical institution of government but also to gradually assume the expanded mandate
of provincial infrastructure coordination, the department managed to register 27 candidates as
professionals in different built environment disciplines against the annual target of 20. This contributes
towards building human resource capacity in relation to the demands by public infrastructure sector and
to close the skills gap in the built environment. However, the skills pipeline framework is still being
developed at a national level and once rolled-out, the department will internalise the framework.
The department followed these steps in implementing the approved organisational structure: (Finalisation
and endorsement of Migration Guidelines; Employee profiling; Person to post matching; Placement of
employees into the new structure; and Filling of critical vacant posts). To date, all SMS staff were migrated
as part of phase 1 and 18 SMS critical vacant posts were advertised, of which 16 appointments were made
with different commencement dates from January to March 2023. Phase 2 involved finalisation of migration
processes from level 2 to 12 staff, resulting in 47 critical funded positions identified as phase 2 of Annual
Recruitment Plan (ARP), which was advertised in December 2022. These posts are currently at different
stages of selection process with an aim to get them finalised by 31 March 2023.
The Provincial Infrastructure Governance Model was approved by the EXCO on 25 April 2022 and as a
result, governance structures were set up as per the approved model.

The department is working in close collaboration with Provincial Infrastructure Management Office (PIMO)
and other stakeholders (IDT, COEGA, etc.) to strengthen strategic alliances or collaboration relationships
with partners that will assist with enhanced efficiency and effectiveness of the department’s service
delivery.

With regard to the Business Architecture modernisation, core district services have been mapped,
Standard Operating Procedure’s (SOP’s) document and service standards developed. These process
have been earmarked for automation in order to streamline them and make them more efficient. The User
Requirements to inform system development have been gathered for the Maintenance Services; Condition
Assessment; Quality Control; Income Lease Management; Construction Project Management; and
Subsistence and Travel Claim. Furthermore, the three E-government solutions are currently under way
namely: E-leave and E-submission are at an advanced stage with training and rollout being outstanding,
while E-recruitment is successfully rolled-out and currently in use.

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