127363 Gauteng Sports 2020.indb

GAUTENG DEPARTMENT OF SPORT, ARTS, CULTUREAND RECREATION: VOTE 12

1. INTRODUCTION The Department continued to focus on identifying and retaining scarce and critical skills that contribute towards the achievement of the Department’s mandate and completed the following activities during the period under review: • Achieved APP targets, reporting and compliance. • Approval and implementation of the Human Resource Plan and Recruitment Plan, Workplace Skills Plan, HIV and AIDS strategy. • Considered the review of the Performance Management and Development System (PMDS) to align with the broad GPG PMDS philosophy and principles. • Carried out training and development to ensure staff remain knowledgeable and at the cutting edge of their content areas to improve service delivery. 2. OVERVIEW OF HUMAN RESOURCES In line with the priorities of the new administration, the department undertook an initiative to align with the vision of the 6th administration, such as promotion of heritage, museums and national archive services, through the establishment of an oversight committee. The structure approved in 2017/18 is being implemented; if monitoring and evaluation indicate that changes are needed to improve service delivery and costs, they will be made. This will ensure that service delivery is maintained in the face of the growing population density of Gauteng Province. The objective is to increase ef ¿ ciencies through enhanced institutional capacity. Table 85: Human resource priorities for the year under review and the impact of these priorities Human Resource Priority Impact Recruitment, selection and retention The over-in À ated vacancy rate at the close of 2019/20 ¿ nancial year is an 2.1 Workforce planning and key strategies to attract and recruit a skilled and capable workforce. From 1 April 2019, the department has been focusing on implementing the 2017 approved structure with the vision of strengthening the impact of its services within communities. Implementation will continue throughout the 2020/21 ¿ nancial year, accompanied by continuous monitoring and evaluation. The exit of the Head of Department and the Chief Director: Corporate Services and the suspension of the Chief Financial Of ¿ cer and the Director: Supply Chain Management in 2019 affected timely implementation of the structure. Key strategies to attract and retain a skilled workforce include strategic recruitment; short time-lags to ¿ ll posts; staff training and development including a structured induction programme for all new recruits; and exit interviews with all staff resigning. A key component is to maintain equity targets: 80% of African employees, 9% of Coloured employees, 2% of Indian employees and 9% of White employees across all levels; 50% Black (African, Coloured, Indian) women in Senior Management (levels 13–16);and an even ratio of women of all races from levels 4-12. exaggeration as a result of the new approved structure being loaded onto the Persal system. The Of ¿ ce of the Premier is currently abolishing posts that no longer appear on the approved 2018 structure. Increased capacity of skilled staff members on leading key programmes. Current employment equity statics are being maintained and prioritised. Training and development Employment equity

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2019/20 ANNUAL REPORT