Page 284 - Provincial Treasury Estimates.pdf

Department: Public Works and Infrastructure

3. 3. Outlook for the coming financial year (2023/24)

For the 2023/24 financial year, the department will continue to prioritise improving provision of its core
services in an efficient, economical and effective manner. Changes in the demand for services compel the
department to respond by focusing its attention on continuing to strengthen the efficiency of its normal
operations, as well as the effectiveness of implementing the transformation agenda.

Focus will still be embedded on the identified strategic focus areas, in line with the following outcomes:
Resilient and capacitated Public Works and Infrastructure:

This focus area entails strengthening efforts of building institutional capability, not only be a capable,
developmental and ethical institution of government, but also to gradually assume the expanded mandate
of Provincial Infrastructure coordination through:

x Building human resource capacity in relation to the demands by public infrastructure sector and to
close the skills gap in the property and built environment. Various initiatives will be undertaken aimed
at providing single skills pipeline (Professional, Technical, Artisan and Managerial skills) for all public
infrastructure institutions in the Province;
x Due to high demand for filling of operational posts, the department will consider possibilities of reducing
development programmes intake, in order to come up reasonable Annual Recruitment Plan to be ready
for advertisement in 2023. The focus will be on technical and professional posts (Engineers production,
Architects, Quantity Surveyors, Works Inspectors, Environmental and Building specialists as well as
Artisans in different trades). This will be done as part of the implementation of the new organisational
structure that will contribute towards building institutional capability and also beefing up internal
capacity;
x The department will continue with the implementation of the EXCO approved Provincial Infrastructure
Governance Model. Focus for the 2023/24 financial year will be reviewing the model approved by
EXCO on 25 April 2022 governance structures with the aim in ensuring functionality of the model;
x Implementation of the Stakeholder Management Strategy that will strengthen strategic alliances and
forge collaborative relationships with partners/stakeholders that will assist to enhance efficiency and
effectiveness of DPWI service delivery;
x The department has adopted a two-pronged approach in relation to Business Architecture
modernisation. It started by modernising critical business processes in 2022/23, such as the
maintenance process, lease management process, condition assessment process, as well as
infrastructure coordination capability and project management processes that informed System
Development requirements for the Electronic Document and Records Management as well as the
Integrated Portfolio Management System. In 2023/24, the focus will be on the second leg of the
modernisation process to drive the operational effectiveness, efficiencies and productivity. It shall be
a collaborative approach by Organizational Development (OD), Information and Communication
Technology (ICT) and Strategy and Systems (SS) to commence the process of automating these
processes; and
x The modernisation process also inter-links with the drafting of the District Operating Model and its
implementation is in place. The implementation plan is targeting 7 interventions for implementation in
the 2023/24, which are the following:
o Ideal Depot – refurbishment of maintenance depots as per Ideal Depot Concept;
o Income Lease Management Process Automation;
o Electronic Construction Project Management System;
o Implementing the new APTCOD Standard Operating Procedure;
o Human Resource Capacitation of critical posts;
o Implementation of the Electronic Visual Management; and
o Implementation of ICT infrastructure and systems in Depots.

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