COGTA ANNUAL REPORT 2020

1. INTRODUCTION The information contained in this part of the annual report has been prescribed by the Minister for the Public

Service and Administration for all departments in the public service. 2. OVERVIEW OF HUMAN RESOURCES The status of human resources in the Department: •

The reporting year under review has ushered in the sixth administration of the Country and the Province. The advent of the new administration brought about a new set of Government service delivery priorities and these subsequently led to the review/revision of the Department’s five-year Strategic Objectives, aimed at ensuring alignment in order to achieve the new mandate; • The revision of the Department’s Strategy consequently/naturally leads to the review of the Department’s Organisational structure; and service delivery model, as these form a fundamental cog in the realisation of the revised organisational strategy in pursuit of the delivery mandate.

Human Capital Management Human resource priorities for the year under review and the impact of thereof:

HR Planning Priorities

Impact

Organisational Structure Review

• The developed organisational structure designed to deliver on the mandate of the Department. • Training and development initiatives focused on development of the Department’s core competencies. • The implementation of the identified training programmes served to fulfil and ascertain progress/improvement on performance.

Training and development – workplace skills plans

Employment Equity Plan Conducive and safe working environment Repositioning of Human Capital Management as an solutions orientated business partner

• Compliance to the Employment Equity Act.

• The Department not having an office building.

• Meaningful contribution to the holistic development of the human capital of the Department.

Workforce planning and key strategies to attract and recruit a skilled and capable workforce. • The workforce planning strategy entails looking at how the Department seeks to attract, retain and develop its workforce, inform the culture as the Department evolves and seeks to engage officials at all levels of the supply chain, and work life lifecycle management in ensuring that our workforce is educated, trained, and developed into the future. Employee performance management: • The year under consideration saw the implementation of a new Policy on Performance Management and Development system, and • The above referenced implementation was complemented by a rollout of the electronic performance management via the Employee Self-Service (ESS) platform. Employee wellness programmes: • Is actively communicating, marking, and communicating the existence of the Zinakekele programme, which is available and accessible to employees throughout the year.

G A U T E N G P R O V I N C I A L G O V E R N M E N T I C O- O P E R A T I V E G O V E R N A N C E A N D T R A D I T I O N A L A F F A I R S ANNUAL REPORT 2019/20 82