Page 312 - Demo

Estimates of the Provincial Revenue and Expenditure (EPRE) %u2013 2025/26 Financial YearResponsive and citizen centric Public Works and Infrastructure As the department continues to create a safe, secure and ethical environment for public infrastructure delivery, it implemented a culture change programme to enhance collaboration and adaptability in driving organisational growth towards the Organisational Culture Change. The political oversight function continues to be implemented and continuous engagement with the stakeholders with the aim to improve intergovernmental relations. The process of developing the Disaster Management Policy to clarify roles to respond to Disasters and Emergency projects that happen on an ad-hoc basis has been embarked on and now at an advance stage towards completion. Furthermore, the Research unit in partnership with Council for Built Environment (CBE) and relevant collaborators are in the process of developing the Eastern Cape specific strategy informed by prevailing research. The Transversal Infrastructure Coordination Unit is fully operational towards the coordination of the infrastructure delivery through the coordination of the Provincial Infrastructure Coordination Committee (PICC) and monitoring the implementation of the recommendations made. The coordination of the single skills pipeline approach was achieved through collaboration with the stakeholders of DPWI as follows: %uf0b7 Sustainability seminar in collaboration with Council for Built Environment (CBE) and Walter Sisulu University (WSU); %uf0b7 Capacitation workshop on infrastructure procurement; and %uf0b7 Advocating for placement of WSU student for Workplace Integrated Learning in all projects implemented on behalf of the provincial government. Resilient and Capacitated Public Works and Infrastructure In implementing the strategic interventions towards focusing on ensuring the provision of skilled and capable DPWI workforce including, technical, leadership and management staff that are embedded on Building Institutional Capacity and Capability, the progress is below. %uf0b7 Implementation of the Organisational Structure o The migration process was finalised and the Persal system updated with the results of the process. o 264 critical and funded positions were identified and included in the 2024 Annual Recruitment Plan (ARP), which was approved by the Provincial Coordinating Management Team (PCMT). As at end December 2024; 221 posts that were finalized (84 per cent) and balance projected to be finalised by 1 March 2025. To date the Department managed to achieve 57 per cent against the annual target of 58 per cent of Women in SMS. %uf0b7 Establishment of two District Offices o The two district namely: Buffalo City Metropolitan Municipality (BCMM) and Nelson Mandela Bay Metropolitan Municipality (NMBMM) were established and are currently operational. o The recruitment process of both District Directors was finalised and have assumed duties. o Provision for the operational positions were also included as part of the approved ARP. %uf0b7 Transforming DWPI through Skills Development Programme o Candidacy Professional Skills Development Programme %u2013 Continue to support the 5 candidates towards the attainment of their professional registration through respective councils. o Youth Development Programme %u2013 to date 353 was achieved against the annual target of 290 as follows: 49 Post Graduate Technical Interns, 152 Graduate Interns, 122 Work integrated learning (TVET) and 30 Structured interns, o Innovative programmes %u2013 1 073 APTCoD and 200 NYS learners were trained during the period under review against the annual target of 1 060 and 200, respectively. 291