Working for Water Working for Water ProgrammeProgramme

Working for Water Working for Water ProgrammeProgramme

Presentation to the Project Management Interest Group Presentation to the Project Management Interest Group National TreasuryNational Treasury

5 October 20045 October 2004

ContentContent

• Background- past 8 yearsBackground- past 8 years

• EvaluationEvaluation

• Strategic review and frameworkStrategic review and framework

• Planning process & toolsPlanning process & tools

• Current initiativesCurrent initiatives

• Sustainability Sustainability

• LessonsLessons

• Challenges aheadChallenges ahead

Impact of Invasive Alien PlantsImpact of Invasive Alien Plants• Single biggest threat to biological diversity and the Single biggest threat to biological diversity and the

ecological integrity of natural systemsecological integrity of natural systems

• Fastest growing threat to SA’s water security and life Fastest growing threat to SA’s water security and life support systems - using an estimated 7% of mean support systems - using an estimated 7% of mean annual run-offannual run-off

• Terrestrial weeds can destroy agricultural productionTerrestrial weeds can destroy agricultural production

• Aquatic weeds can destroy rivers and lakesAquatic weeds can destroy rivers and lakes

• IAP’s fuel uncontrollable fires & worsen erosion and IAP’s fuel uncontrollable fires & worsen erosion and the loss of topsoil, particularly along riverbanks and the loss of topsoil, particularly along riverbanks and after invasive-fuelled fires.after invasive-fuelled fires.

WfW PartnersWfW Partners

•Led by DWAF, DEAT, nDA Led by DWAF, DEAT, nDA

•Secondary partnersSecondary partners

•Gauteng - IDTGauteng - IDT

•KZN - St Lucia Spatial Development Initiative (SDI)KZN - St Lucia Spatial Development Initiative (SDI)

•South African National Defence Force South African National Defence Force

•Forestry - commercial and community Forestry - commercial and community

•SANA - Nurseries SANA - Nurseries

•Department of Provincial and Local GovernmentDepartment of Provincial and Local Government

•Local Governments/MunicipalitiesLocal Governments/Municipalities

•NGO’s e.g NICRONGO’s e.g NICRO

•ACSAACSA

•Department Of LabourDepartment Of Labour

WfW Growth WfW Growth • Programme initial budget (8 years ago) - R25 million; Programme initial budget (8 years ago) - R25 million; • 2004 - R 416m2004 - R 416m

Growth in WfW Projects (1995-2001)

21 38

240 270 290 313

95/96 96/97 97/98 98/99 99/00 00/01Years

No

. o

f P

roje

cts

Income & Expenditure (1995-2001)

27,0

46 86,6

68

251,

436

260,

534

241,

762

328,

520

300,

975

222,

623

248,

891

245,

291

80,0

05

26,7

73

Years

(R)

Mill

ions

IncomeExpenditure

•100% budget spend in 2002/3 & 100% budget spend in 2002/3 & 2003/4.2003/4.

WfW Growth (cont.)WfW Growth (cont.)

• 25 staff members (1995) in the national 25 staff members (1995) in the national office to 63 currently; 326 in all nine office to 63 currently; 326 in all nine regions.regions.

• Employment profile impressive National Employment profile impressive National office profile: office profile: – 63% Female and 37% Male63% Female and 37% Male– 87% Black (inclusive) and 13% White 87% Black (inclusive) and 13% White – 3% disabled 3% disabled

• 38 national and international awards38 national and international awards

WfW DeliverablesWfW Deliverables

• Delivering with partners – SanParks, WoF, Delivering with partners – SanParks, WoF, WfWetlands, etc.WfWetlands, etc.

• Currently 25 000 workers in-field Currently 25 000 workers in-field • About 3m person-days of work and training About 3m person-days of work and training

completedcompleted– 55% women55% women– 24% youth24% youth– 1% disabled persons1% disabled persons

• 266 497 initial hectares of invasive alien plants 266 497 initial hectares of invasive alien plants clearedcleared

• 523 618 hectares of invasive alien plants 523 618 hectares of invasive alien plants followed-upfollowed-up

Value-Added IndustriesValue-Added Industries

• Maximizing the economic benefits of WfW by Maximizing the economic benefits of WfW by creating extra jobs through processing of plant creating extra jobs through processing of plant materialmaterial

• PPP approach – supported by National Treasury PPP approach – supported by National Treasury

• Products include: furniture, firewood, charcoal, Products include: furniture, firewood, charcoal, woodchips and toyswoodchips and toys

Social DevelopmentSocial Development

• In partnership with the Department of Social In partnership with the Department of Social Development, WfW has established 272 crèchesDevelopment, WfW has established 272 crèches

• HIV/AIDS awareness has become part of the HIV/AIDS awareness has become part of the induction training of both staff and contractorsinduction training of both staff and contractors

• Piloting an ex-offender re-integration programmePiloting an ex-offender re-integration programme

• Gender mainstreamingGender mainstreaming

• Nutrition supportNutrition support

External Evaluation Findings: April External Evaluation Findings: April 20032003• Strategy, Mandate & Governance

No clear statutory framework for co-operative No clear statutory framework for co-operative governance on IAPs.governance on IAPs.

Lack of Lack of integrated legal and policyintegrated legal and policy mandate mandate

• Strategy & Planning Strategic and operational planning processes are Strategic and operational planning processes are

inadequate, not linked. inadequate, not linked. Multiple, non-hierarchical objectives - not aligned to Multiple, non-hierarchical objectives - not aligned to

outputs and outputs and outcomesoutcomes - difficult measuring impact. - difficult measuring impact.

• Organisational Design– WfW design not a coherent, integrated and consistent WfW design not a coherent, integrated and consistent

framework.framework.– No official regional organogram

• Policies, Systems & SOPs Generally weak systems: M&E, admin systems, etc.Generally weak systems: M&E, admin systems, etc. Lack of standard work processes and procedures.Lack of standard work processes and procedures.

EU evaluation in 1997 findings very similar to aboveEU evaluation in 1997 findings very similar to above

Fundamental Strategic Review of Fundamental Strategic Review of WfW WfW

• A participative & inclusive planning process A participative & inclusive planning process designed in June 2003 - involved WfW National designed in June 2003 - involved WfW National Office and Regional staff, MANCO, and ExCo. Office and Regional staff, MANCO, and ExCo.

• A strategic review workshop with ExCo in June A strategic review workshop with ExCo in June 2003 – turning point, revival & expansion of2003 – turning point, revival & expansion of ExCo ExCo

• A strategic planning review and operational A strategic planning review and operational planning workshop with MANCO in August 2003. planning workshop with MANCO in August 2003.

• A three-year strategic planning framework (2004-A three-year strategic planning framework (2004-07) developed07) developed

• Planning and Planning and performance performance management management cycle cycle developed developed

• Links the Links the strategic and strategic and operational operational planning with planning with implementation implementation and monitoring and monitoring and evaluationand evaluation

Strategic Planning

(2004-2007)

National Office

OperationalPlanning

Implementation & Operation

Annual Strategic & Operational

Review

RegionalBusinessPlanning

Monitoring & Evaluation

Quarterly Management Performance

Review

Planning Tools

Strategic Planning FrameworkOperational Planning TemplatesRegional Business Planning Template

Performance Management Tools

M&E FrameworkMonthly ReportsQuarterly Individual Performance AppraisalsQuarterly Management Performance Review ReportsAnnual Strategic & Operational Review Reports

Annual Planning and Performance Management Cycle

WORKING FOR WATER PROGRAMME

A country, and region, in which invasive alien species are controlled or eradicated, and introductions of potentially invasive alien species are prevented, in order to

contribute to economic empowerment, social equity and ecological integrity.

VISION

Batho Pele (People First)Transformational leadershipDisciplined work ethicCommitted teamworkWorking in partnershipsEcological sustainability

VA

LU

ES

Integrated regional security & co-operationEconomic empowermentSocial justice

MIS

SIO

N

G O A L S

ECOLOGICALImproved Ecological Integrity of Natural Systems

HYDROLOGICALEnhanced Water Security

INSTITUTIONAL DEVELOPMENTEffective & Efficient Learning Organisation

AGRICULTURALProductive Potential of Land

SOCIO-ECONOMIC EMPOWERMENTECONOMIC DEVELOPMENT

The The Working for WaterWorking for Water programme will contribute to the sustainable prevention and programme will contribute to the sustainable prevention and control of invasive alien plants, and thereby the optimising of the conservation and usecontrol of invasive alien plants, and thereby the optimising of the conservation and use of natural resources. In doing so, it will address poverty relief and promote economicof natural resources. In doing so, it will address poverty relief and promote economic empowerment and transformation within a public works’ framework.empowerment and transformation within a public works’ framework.

Institutional arrangementsPolicies, plans, & systemsEmpowered peopleKnowledge managementFundingMonitor & EvaluateHealth & SafetyInputs in law-makingCommunicationsEducation

O B J E C T I V E SSocial developmentCommunity participationEducation & trainingExit strategyValue added industries

Extent & ImpactPlanningImplementation

PE

RF

OR

MA

NC

E

MA

NA

GE

ME

NT

M&E FrameworkMonthly ReportsQuarterly Individual Performance AppraisalsQuarterly Management Performance Review ReportsAnnual Strategic & Operational Review Reports

M&E FrameworkMonthly ReportsQuarterly Individual Performance AppraisalsQuarterly Management Performance Review ReportsAnnual Strategic & Operational Review Reports

Facilitate planned and systematic prevention & control of invasive alien

plants

KE

Y

FO

CU

S

AR

EA

S

Contribute to social and economic empowerment of all beneficiaries in order to create sustainable livelihoods

Establish an effective and efficient learning organisation

•COMPOSITE NATIONAL OPERATIONAL PLAN

•BRANCH & UNIT OPERATIONAL PLANS•REGIONAL BUSINESS PLANS

Actions, Outputs, Risks & Constraints, Timeframes, KPIs, Budgets

OPERATIONAL PLANS

From Strategic Planning to From Strategic Planning to Operational PlanningOperational Planning• Roll out of an operational planning process at both Roll out of an operational planning process at both

national office and throughout the regionsnational office and throughout the regions

• A logical framework approach was used to link the A logical framework approach was used to link the WfW goals and objectives to actions, outputs, KPIs, WfW goals and objectives to actions, outputs, KPIs, timeframes, responsibility and budget (MTEF).timeframes, responsibility and budget (MTEF).

Key Key ActionsActions

OutputsOutputs Risks & Risks & ConstraintsConstraints

WhoWho Key Key Performance Performance

IndicatorsIndicators

Budget (000)Budget (000)

2004/52004/5 2005/62005/6 2006/72006/7 2004/52004/5 2005/62005/6 2006/72006/7

Objective 1.1: Objective 1.1:

Key Focus Area:COMPOSITE OPERATIONAL PLAN (2004-07)

Individual Work Plans linked to PM Individual Work Plans linked to PM

WFW KEYWFW KEYACTIONSACTIONS

KPAKPA OUTPUTSOUTPUTS(RESULT)(RESULT)

STANDARD STANDARD &&

CONDITIONCONDITIONSS

(MEASURES(MEASURES))

RESOURCERESOURCES S REQUIRED REQUIRED TO TO ACHIEVE ACHIEVE OBJECTIVEOBJECTIVE

INDICATOINDICATORR(EVIDENC(EVIDENCE)E)

WEIGHTWEIGHT% TIME% TIME

1.1.11.1.1

1.1.21.1.2

From Planning to ReportingFrom Planning to Reporting

MONTHLY UNIT REPORT

………………….. UNIT

MONTH 2004

WFW WFW Key Key ActionsActions

Unit Key Unit Key ActionsActions

DeliverableDeliverables/ Outputss/ Outputs

ConstrainConstraintsts

WhoWho KPIKPI BudgeBudgett(R000) (R000)

Amt. Amt. ComCommittemittedd(R)(R)

Spent Spent (R)(R)

Comp-Comp-lete lete (%)(%)

UNINTENDED OUTCOMES: (Both positive and negative outcomes that were not planned for or are not current WfW objectives or anticipated outputs)……………………………………………………………………………………………………………………………………………………….NOTES: (Variations, anomalies, etc. between planned actions and outputs) …………………………………………………………………………………………………………………………………………….……………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………

Current change initiatives at WfWCurrent change initiatives at WfW

• Mapping business processes and documenting Mapping business processes and documenting Standard Operating Procedures (SOPs) Standard Operating Procedures (SOPs)

• Knowledge management strategyKnowledge management strategy

• Employee assistance programme (EAP)Employee assistance programme (EAP)

• Financial Management Improvement Plan (FMIP) Financial Management Improvement Plan (FMIP)

• Monitoring and Evaluation framework developmentMonitoring and Evaluation framework development

Sustainability of the ProgrammeSustainability of the Programme

• The long term sustainability of the programme is in The long term sustainability of the programme is in doubt.doubt.

• Appropriate long term sources of funding will depend Appropriate long term sources of funding will depend on the programmes institutional arrangements. on the programmes institutional arrangements.

• A cost/benefit analysis should be developed to assess A cost/benefit analysis should be developed to assess and demonstrate the financial and economic value of and demonstrate the financial and economic value of the programme costs versus its outputs and impacts. the programme costs versus its outputs and impacts.

• Affirmative action – developing a cadre of managers Affirmative action – developing a cadre of managers & black scientists in the environmental and public & black scientists in the environmental and public works sectorsworks sectors

• Uneven support to PDIs – an insignificant contribution Uneven support to PDIs – an insignificant contribution to PDI service providersto PDI service providers

LessonsLessons

• Consultative and participatory methods applied Consultative and participatory methods applied lengthened the process of planninglengthened the process of planning

• Necessary not only to empower staff but to get buy-in Necessary not only to empower staff but to get buy-in to the changes taking placeto the changes taking place

• Planning is an iterative processPlanning is an iterative process

• Role of grounding all Strategic Planning/re-engineering Role of grounding all Strategic Planning/re-engineering in a Change Management paradigmin a Change Management paradigm

• A 360 degree shift in our planning was implemented A 360 degree shift in our planning was implemented and a different approach introducedand a different approach introduced

• The role of and need for critical planning skills and The role of and need for critical planning skills and competenciescompetencies

Lessons (cont.)Lessons (cont.)

• The role of leadership – from governance to management The role of leadership – from governance to management

• Recognition that organizational development training was needed and Recognition that organizational development training was needed and that there was a dire lack of critical strategic management skills at that there was a dire lack of critical strategic management skills at middle management level.middle management level.

• The Technical Assistant’s role – from knowledge sharing to hand-holdingThe Technical Assistant’s role – from knowledge sharing to hand-holding– multi-dimensional and context specific. WfW needed the TA to multi-dimensional and context specific. WfW needed the TA to walk walk

the walkthe walk rather than rather than talk the walktalk the walk– competence of the TA - capable tutor & mentor of the content & competence of the TA - capable tutor & mentor of the content &

process process • Clearly defined guidelines for govt. programmesClearly defined guidelines for govt. programmes• Documentation of experiences & lessons from projects to inform Documentation of experiences & lessons from projects to inform

guidelines, management tools, best practices & benchmarks guidelines, management tools, best practices & benchmarks (EPWP)- PMIG initiative(EPWP)- PMIG initiative

• Clearly defined roles of programme management vs departmentsClearly defined roles of programme management vs departments• Challenges of implementing corporate governance and matrix Challenges of implementing corporate governance and matrix

management- commitment from partner departmentsmanagement- commitment from partner departments

Social DevelopmentSocial Development

• In partnership with the Department of Social In partnership with the Department of Social Development, WfW has established 272 crèchesDevelopment, WfW has established 272 crèches

• HIV/AIDS awareness has become part of the HIV/AIDS awareness has become part of the induction training of both staff and contractorsinduction training of both staff and contractors

• Piloting an ex-offender re-integration programmePiloting an ex-offender re-integration programme

• Gender mainstreamingGender mainstreaming

• Nutrition supportNutrition support

External Evaluation Findings: April External Evaluation Findings: April 20032003• Strategy, Mandate & Governance

No clear statutory framework for co-operative No clear statutory framework for co-operative governance on IAPs.governance on IAPs.

Lack of Lack of integrated legal and policyintegrated legal and policy mandate mandate

• Strategy & Planning Strategic and operational planning processes are Strategic and operational planning processes are

inadequate, not linked. inadequate, not linked. Multiple, non-hierarchical objectives - not aligned to Multiple, non-hierarchical objectives - not aligned to

outputs and outputs and outcomesoutcomes - difficult measuring impact. - difficult measuring impact.

• Organisational Design– WfW design not a coherent, integrated and consistent WfW design not a coherent, integrated and consistent

framework.framework.– No official regional organogram

• Policies, Systems & SOPs Generally weak systems: M&E, admin systems, etc.Generally weak systems: M&E, admin systems, etc. Lack of standard work processes and procedures.Lack of standard work processes and procedures.

EU evaluation in 1997 findings very similar to aboveEU evaluation in 1997 findings very similar to above

Fundamental Strategic Review of Fundamental Strategic Review of WfW WfW

• A participative & inclusive planning process A participative & inclusive planning process designed in June 2003 - involved WfW National designed in June 2003 - involved WfW National Office and Regional staff, MANCO, and ExCo. Office and Regional staff, MANCO, and ExCo.

• A strategic review workshop with ExCo in June A strategic review workshop with ExCo in June 2003 – turning point, revival & expansion of2003 – turning point, revival & expansion of ExCo ExCo

• A strategic planning review and operational A strategic planning review and operational planning workshop with MANCO in August 2003. planning workshop with MANCO in August 2003.

• A three-year strategic planning framework (2004-A three-year strategic planning framework (2004-07) developed07) developed

• Planning and Planning and performance performance management management cycle cycle developed developed

• Links the Links the strategic and strategic and operational operational planning with planning with implementation implementation and monitoring and monitoring and evaluationand evaluation

Strategic Planning

(2004-2007)

National Office

OperationalPlanning

Implementation & Operation

Annual Strategic & Operational

Review

RegionalBusinessPlanning

Monitoring & Evaluation

Quarterly Management Performance

Review

Planning Tools

Strategic Planning FrameworkOperational Planning TemplatesRegional Business Planning Template

Performance Management Tools

M&E FrameworkMonthly ReportsQuarterly Individual Performance AppraisalsQuarterly Management Performance Review ReportsAnnual Strategic & Operational Review Reports

Annual Planning and Performance Management Cycle

WORKING FOR WATER PROGRAMME

A country, and region, in which invasive alien species are controlled or eradicated, and introductions of potentially invasive alien species are prevented, in order to

contribute to economic empowerment, social equity and ecological integrity.

VISION

Batho Pele (People First)Transformational leadershipDisciplined work ethicCommitted teamworkWorking in partnershipsEcological sustainability

VA

LU

ES

Integrated regional security & co-operationEconomic empowermentSocial justice

MIS

SIO

N

G O A L S

ECOLOGICALImproved Ecological Integrity of Natural Systems

HYDROLOGICALEnhanced Water Security

INSTITUTIONAL DEVELOPMENTEffective & Efficient Learning Organisation

AGRICULTURALProductive Potential of Land

SOCIO-ECONOMIC EMPOWERMENTECONOMIC DEVELOPMENT

The The Working for WaterWorking for Water programme will contribute to the sustainable prevention and programme will contribute to the sustainable prevention and control of invasive alien plants, and thereby the optimising of the conservation and usecontrol of invasive alien plants, and thereby the optimising of the conservation and use of natural resources. In doing so, it will address poverty relief and promote economicof natural resources. In doing so, it will address poverty relief and promote economic empowerment and transformation within a public works’ framework.empowerment and transformation within a public works’ framework.

Institutional arrangementsPolicies, plans, & systemsEmpowered peopleKnowledge managementFundingMonitor & EvaluateHealth & SafetyInputs in law-makingCommunicationsEducation

O B J E C T I V E SSocial developmentCommunity participationEducation & trainingExit strategyValue added industries

Extent & ImpactPlanningImplementation

PE

RF

OR

MA

NC

E

MA

NA

GE

ME

NT

M&E FrameworkMonthly ReportsQuarterly Individual Performance AppraisalsQuarterly Management Performance Review ReportsAnnual Strategic & Operational Review Reports

M&E FrameworkMonthly ReportsQuarterly Individual Performance AppraisalsQuarterly Management Performance Review ReportsAnnual Strategic & Operational Review Reports

Facilitate planned and systematic prevention & control of invasive alien

plants

KE

Y

FO

CU

S

AR

EA

S

Contribute to social and economic empowerment of all beneficiaries in order to create sustainable livelihoods

Establish an effective and efficient learning organisation

•COMPOSITE NATIONAL OPERATIONAL PLAN

•BRANCH & UNIT OPERATIONAL PLANS•REGIONAL BUSINESS PLANS

Actions, Outputs, Risks & Constraints, Timeframes, KPIs, Budgets

OPERATIONAL PLANS

From Strategic Planning to From Strategic Planning to Operational PlanningOperational Planning• Roll out of an operational planning process at both Roll out of an operational planning process at both

national office and throughout the regionsnational office and throughout the regions• A logical framework approach was used to link the A logical framework approach was used to link the

WfW goals and objectives to actions, outputs, KPIs, WfW goals and objectives to actions, outputs, KPIs, timeframes, responsibility and budget (MTEF).timeframes, responsibility and budget (MTEF).

Key Key ActionsActions

OutputsOutputs Risks & Risks & ConstraintsConstraints

WhoWho Key Key Performance Performance

IndicatorsIndicators

Budget (000)Budget (000)

2004/52004/5 2005/62005/6 2006/72006/7 2004/52004/5 2005/62005/6 2006/72006/7

Objective 1.1: Objective 1.1:

Key Focus Area:COMPOSITE OPERATIONAL PLAN (2004-07)

Individual Work Plans linked to PM Individual Work Plans linked to PM

WFW KEYWFW KEYACTIONSACTIONS

KPAKPA OUTPUTSOUTPUTS(RESULT)(RESULT)

STANDARD STANDARD &&

CONDITIONCONDITIONSS

(MEASURES(MEASURES))

RESOURCERESOURCES S REQUIRED REQUIRED TO TO ACHIEVE ACHIEVE OBJECTIVEOBJECTIVE

INDICATOINDICATORR(EVIDENC(EVIDENCE)E)

WEIGHTWEIGHT% TIME% TIME

1.1.11.1.1

1.1.21.1.2

From Planning to ReportingFrom Planning to Reporting

MONTHLY UNIT REPORT

………………….. UNIT

MONTH 2004

WFW WFW Key Key ActionsActions

Unit Key Unit Key ActionsActions

DeliverableDeliverables/ Outputss/ Outputs

ConstrainConstraintsts

WhoWho KPIKPI BudgeBudgett(R000) (R000)

Amt. Amt. ComCommittemittedd(R)(R)

Spent Spent (R)(R)

Comp-Comp-lete lete (%)(%)

UNINTENDED OUTCOMES: (Both positive and negative outcomes that were not planned for or are not current WfW objectives or anticipated outputs)……………………………………………………………………………………………………………………………………………………….NOTES: (Variations, anomalies, etc. between planned actions and outputs) …………………………………………………………………………………………………………………………………………….……………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………

Current change initiatives at WfWCurrent change initiatives at WfW

• Mapping business processes and documenting Mapping business processes and documenting Standard Operating Procedures (SOPs) Standard Operating Procedures (SOPs)

• Knowledge management strategyKnowledge management strategy

• Employee assistance programme (EAP)Employee assistance programme (EAP)

• Financial Management Improvement Plan (FMIP) Financial Management Improvement Plan (FMIP)

• Monitoring and Evaluation framework developmentMonitoring and Evaluation framework development

Sustainability of the ProgrammeSustainability of the Programme

• The long term sustainability of the programme is in The long term sustainability of the programme is in doubt.doubt.

• Appropriate long term sources of funding will depend Appropriate long term sources of funding will depend on the programmes institutional arrangements. on the programmes institutional arrangements.

• A cost/benefit analysis should be developed to assess A cost/benefit analysis should be developed to assess and demonstrate the financial and economic value of and demonstrate the financial and economic value of the programme costs versus its outputs and impacts. the programme costs versus its outputs and impacts.

• Affirmative action – developing a cadre of managers Affirmative action – developing a cadre of managers & black scientists in the environmental and public & black scientists in the environmental and public works sectorsworks sectors

• Uneven support to PDIs – an insignificant contribution Uneven support to PDIs – an insignificant contribution to PDI service providersto PDI service providers

LessonsLessons

• Consultative and participatory methods applied Consultative and participatory methods applied lengthened the process of planninglengthened the process of planning

• Necessary not only to empower staff but to get buy-in Necessary not only to empower staff but to get buy-in to the changes taking placeto the changes taking place

• Planning is an iterative processPlanning is an iterative process

• Role of grounding all Strategic Planning/re-engineering Role of grounding all Strategic Planning/re-engineering in a Change Management paradigmin a Change Management paradigm

• A 360 degree shift in our planning was implemented A 360 degree shift in our planning was implemented and a different approach introducedand a different approach introduced

• The role of and need for critical planning skills and The role of and need for critical planning skills and competenciescompetencies

Project governance & management Project governance & management challengeschallenges

• Clearly defined guidelines for govt. programmesClearly defined guidelines for govt. programmes• Documentation of experiences & lessons from Documentation of experiences & lessons from

projects to inform guidelines, management projects to inform guidelines, management tools, best practices & benchmarks (EPWP)- tools, best practices & benchmarks (EPWP)- PMIG initiativePMIG initiative

• Clearly defined roles of programme Clearly defined roles of programme management vs departmentsmanagement vs departments

• Challenges of implementing corporate Challenges of implementing corporate governance and matrix management- governance and matrix management- commitment from partner departmentscommitment from partner departments