annual operational plan

About this Document This document is an integral part of the Department’s planning documents, namely, the 5-Year Strategic Plan (2010/11 – 2014/15), the Annual Performance Plan (APP), the Budget Statement II (Vote 1 in Provincial Treasury’s “White Book”) and the Premier’s 2013/14 Budget and Policy Speech. The Operational Plan seeks to demonstrate how the Department intends to achieve its results as outlined by the performance indicators and targets in the APP. The Operational Plan identifies critical projects, the amount of resources that have been earmarked for each of these projects and a quarterly breakdown of the key activities that will be undertaken to achieve these projects. This plan is to be read in conjunction with the above-mentioned documents. Every effort has been made to ensure that all result areas are addressed in the Operational Plan. The Operational Plan is laid out in accordance with the Department’s four Budget Programme and is owned by all Programme and Sub-Programme Managers.

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Table of Contents About this Document........................................................................................................................................................................................................................ 1

Programme 1: Administration........................................................................................................................................................................................................... 7

Sub-Programme 1.1: Office of the Deputy Director General ....................................................................................................................................................... 7

Sub-Programme 1.2: Premier’s Core Staff .................................................................................................................................................................................. 9

Sub-Programme 1.3: Office of the Director General .................................................................................................................................................................. 14

Sub-Programme 1.4: Strategic and Operational Support .......................................................................................................................................................... 21

Sub-Programme 1.5: Internal Human Resource Management ................................................................................................................................................. 28

Sub-Programme 1.6: Finance and Supply Chain Management ................................................................................................................................................ 36

Programme 2: Institutional Development and Organisational Support .......................................................................................................................................... 49

Sub-Programme 2.1: Office of the Deputy Director General ..................................................................................................................................................... 49

Sub-Programme 2.2: Transversal Organisational Development and Consultancy Services .................................................................................................... 51

Sub-Programme 2.3: Information Technology Management ..................................................................................................................................................... 68

Programme 3: Policy and Governance .......................................................................................................................................................................................... 73


Sub-Programme 3.2: Performance Monitoring and Evaluation ................................................................................................................................................. 75

Sub-Programme 3.3: Service Delivery Intervention and Co-ordination Support ....................................................................................................................... 88

Sub-Programme 3.4: Policy Planning and Research Co-ordination .......................................................................................................................................... 92

Programme 4: Executive Support Services ................................................................................................................................................................................... 99


Sub-Programme 4.2: Cabinet Secretariat and Protocol Services............................................................................................................................................ 102

Sub-Programme 4.3: Provincial Communication ..................................................................................................................................................................... 103

Sub-Programme 4.4: Intergovernmental and Stakeholder Relations ...................................................................................................................................... 112

Sub-Programme 4.5: Legal Services ....................................................................................................................................................................................... 115

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Official Approval by Programme Managers

It is hereby certified that this Annual Operational Plan: Was developed by the management of the Office of the Premier (OTP); Takes into account all the relevant policies, legislation and other mandates for which the OTP is responsible; Accurately reflects the strategic goals, objectives performance indicators and targets which the OTP will endeavour to achieve in the

2013/14 financial year.

Signed

Ms. N. NgcakaniProgramme Manager: AdministrationDate: 25 March 2013

Ms. L. GezaProgramme Manager: IDOSDate: 25 March 2013

Mr. C. MotsililiProgramme Manager: Policy and GovernanceDate: 25 March 2013

Adv. H. SmithActing Programme Manager: Executive Support ServicesDate: 25 March 2013

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Programme 1: Administration

Sub-Programme 1.1: Office of the Deputy Director General

DIRECTORATE: DDG’s OFFICE SECTION NAME: N/A

PROJECT NAME: OVERALL PROGRAMME MANAGEMENT BUDGET ALLOCATION: R389 000

STRATEGIC OBJECTIVESAll strategic objectives applicable to Programme 1PERFORMANCE INDICATORSAll performance indicators applicable to Programme 1

SUMMARY OF PLANNED QUARTER 1 ACTIVITIES




Coordinate management meetings for the programme and follow up decisions thereof




Compile monthly reports and quarterly reports for the programme and ensure that there credible evidence associated with all reported achievement




Coordinate staff meetings and follow up decisions thereof




- Coordinate all planning activities for the Programme and resulting in the submission of draft programme APP and budget.

Coordinate all planning activities for the Programme and resulting in the submission of the draft programme APP and budget

Coordinate all planning activities for the Programme and resulting in the finalisation of the programme Plans (APP, Operational Plan, Cash flows, Procurement Plans)

Ensure all managers and staff in the programme are evaluated through the PMDS

Ensure that performance review for all staff in the programme are conducted and moderated (for the first quarter)

Ensure that performance review for all staff in the programme are conducted and moderated (for the second quarter)

Ensure that all SMS member have valid performance agreements for the next financial year

Ensure that all staff in the programme have valid performance contracts for 2013/14 financial year

- -Ensure that performance review for all staff in the programme are conducted and moderated (for the third quarter)

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DIRECTORATE: DDG’s OFFICE SECTION NAME: N/A


STRATEGIC OBJECTIVESAll strategic objectives applicable to Programme 1PERFORMANCE INDICATORSAll performance indicators applicable to Programme 1





Compile Portfolio Committee Reports Compile Portfolio Committee Reports Compile Portfolio Committee Reports Compile Portfolio Committee ReportsCompile Special Reports PCMT Compile Special Reports PCMT Compile Special Reports PCMT Compile Special Reports PCMTCorrespondence Administration Correspondence Administration Correspondence Administration Correspondence AdministrationMonitor expenditure patterns of the Programme

Monitor expenditure patterns of the Programme



- Business change management plan implemented.

- Business change management plan implemented.

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Sub-Programme 1.2: Premier’s Core Staff

CHIEF DIRECTORATE NAME: PREMIER’S CORE STAFF SECTION NAME: OFFICE OF THE CHIEF OF STAFF

PROJECT NAME: OVERALL MANAGEMENT OF THE PREMIER’S OFFICE BUDGET ALLOCATION: R5.96m

STRATEGIC OBJECTIVE: Provide strategic leadership and support to the department and Provincial administrationPERFORMANCE INDICATOR1.1 Percentage of petition/complaints/ to the Premier resolved as part of the Department’s efforts to promote and demonstrate good and responsive governance





Manage the private office of the Premier Manage the private office of the Premier Manage the private office of the Premier Manage the private office of the PremierCoordinate and manage Premier’s engagements with Municipal Councils, communities delegations and other stakeholders

Coordinate and manage Premier’s engagements with Municipal Councils, communities delegations and other stakeholders



Coordinate Premier special visits to communities, schools, hospitals, and impromptu visits to other government institutions

Coordinate Premier special visits tocommunities, schools, hospitals, and impromptu visits to other government institutions



Facilitate Premier’s Provincial outreach programme




Manage Discretionary Fund Manage Discretionary Fund Manage Discretionary Fund Manage Discretionary Fund Advise Premier on Administrative matters in the office

Advise Premier on Administrative matters in the office



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DIRECTORATE NAME: PREMIER’S CORE STAFF SECTION NAME: OFFICE OF THE SENIOR MANAGER

PROJECT NAME: EXECUTIVE MANAGEMENT & ADMINISTRATIVE SERVICES BUDGET ALLOCATION: (covered in the R5.96m budget for the sub-programme)

STRATEGIC OBJECTIVE: Provide strategic leadership and support to the department and Provincial administrationPERFORMANCE INDICATOR1.1 Percentage of petition/complaints/ to the Premier resolved as part of the Department’s efforts to promote and demonstrate good and responsive governance.




SUMMARY OF PLANNEDQUARTER 4 ACTIVITIES

Draft monthly analytical report on petitions received and referred to Departments/ Institutions

Draft analytical report on petitions received and referred to Departments/ Institutions



Draft Quarterly report on success rate of petitions responsiveness and success rate per departments




Report on type of matters referred including

Report on type of matters referred including responsiveness and success rate per departments



Manage quarterly programme of Premier – Diary Committee




Manage procurement in relation to procurement plan and cash flow projections

Manage Finances in relation to procurement plan and cash flowprojections

Manage Finances in relation to procurement plan and cash flow projections

Manage Finances in relation to procurement plan and cash flow projections

Quarterly Financial reconciliation Reports on expenses and deviations




Leave reconciliation report Leave reconciliation report Leave reconciliation report Leave reconciliation reportPMDS reports submitted PMDS reports submitted PMDS reports submitted PMDS reports submittedCoordinate training and development as per PDP’s

Coordinate training and development as per PDP’s



Management the implementation of electronic and printed Media releases and speeches




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DIRECTORATE NAME: PREMIER’S CORE STAFF SECTION NAME: MEDIA LIAISON OFFICER

PROJECT NAME: RENDERING MEDIA LIAISON SERVICES BUDGET ALLOCATION: (covered in the R5.96m budget for the sub-programme)

STRATEGIC OBJECTIVE: Provide strategic leadership and support to the department and Provincial administrationPERFORMANCE INDICATORNumber of press releases, speeches and interaction with the printed and electronic media





Prepare Speeches and speaking notes for Premier




Draft and publish Premiers press statements/ releases




Prepare and implement media/ communications strategy in consultation with role players

Prepare and implement media/ communications strategy in consultation with all role players



Provide Premier with daily synopsis of media reports on matters of importance




Conduct research on topics to be covered in Premiers speeches




Coordinate and liaise with the print and electronic media houses regarding Premiers responses/ interviews




Represent Core Staff at Provincial Planning Sessions

Represent Core Staff at Provincial Outreach Planning Sessions



Attend Government MLO Fora/ Workshops, both Provincial and National

Attend Government MLO Fora/ Workshops, both Provincial and national



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DIRECTORATE NAME: PREMIER’S CORE STAFF SECTION NAME: PARLIAMENTARY LIAISON OFFICER

PROJECT NAME: PARLIAMENTARY LIAISON SERVICES BUDGET ALLOCATION: (covered in the R5.96m budget for the sub-programme)

STRATEGIC OBJECTIVE: Provide strategic leadership and support to the department and Provincial administrationPERFORMANCE INDICATORNumber of Parliamentary business and sittings attended, and number of Parliamentary questions responded to





Manage Premiers attendance of Legislature sittings




Manage the written and oral responses of the Premier to legislature/ Parliamentary questions




Facilitate Premiers attendance ofLegislature and Parliamentary Sittings

Facilitate Premiers attendance of Legislature and Parliamentary Sittings



Liaise with the NCOP and facilitate Premiers participation in NCOP debates in consultation with the legislature




Coordinate and facilitate Premiers interaction with her Constituency




Liaise with and service Premier’s Constituency office on behalf of the Premier




Attend PLO Fora, National and Provincial Workshops & briefing sessions




Attend Legislature Sittings Attend Legislature Sittings Attend Legislature Sittings Attend Legislature Sittings Facilitate submission of Policy Speech, Budget Vote, Response to House Resolutions Reports to the Legislature

Facilitate submission of Annual Report, Response to House Resolutions Reports to the Legislature

Facilitate submission of Financial Oversight and to House Resolutions Reports to the Legislature

Facilitate House Resolutions Reports to the Legislature.

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DIRECTORATE NAME: PREMIER’S CORE STAFF SECTION NAME: ADMINISTRATIVE SECRETARY

PROJECT NAME: ADMINISTRATIVE SERVICES - REGISTRY BUDGET ALLOCATION: (covered in the R5.96m budget for the sub-programme)

STRATEGIC OBJECTIVE: Provide strategic leadership and support to the department and Provincial administrationPERFORMANCE INDICATOR1.1 Percentage of petition/complaints/ to the Premier resolved as part of the Department’s efforts to promote and demonstrate good and responsive governance.





Receive and file correspondence Receive and file correspondence Receive and file correspondence Receive and file correspondenceAttend weekly correspondence committee meetings

Attend weekly correspondence committee meetings



Compile weekly correspondence reports for Premier




Daily capturing and updating database and filing system




Draft monthly analytical report of petitions received and referred per Department/ Institutions




Draft Quarterly analytical report on departmental/ institutionalresponsiveness and success rate per on addressing and solving petitions

Draft Quarterly analytical report on departmental/ institutional responsiveness and success rate per on addressing and solving petitions



Follow-up on matters referred(compile lists of outstanding matters)

Follow-up on matters referred(compile lists of outstanding matters)

Follow-up on matters referred (compile lists of outstanding matters)

Follow-up on matters referred (compile lists of outstanding matters)

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Sub-Programme 1.3: Office of the Director General

CHIEF DIRECTORATE NAME: DG’s OFFICE SECTION NAME: N/A

PROJECT NAMESMONITORING THE IMPLEMENTATION OF THE OTP PROGRAMMES PROVISION OF STRATEGIC SUPPORT & LEADERSHIP TO DEPARTMENTS

BUDGET ALLOCATION: R494 900

STRATEGIC OBJECTIVE: Provide strategic leadership and support to the department and Provincial administrationPERFORMANCE INDICATORS1.2 Number of management reports on implementation of OTP programmes to monitor the performance of the Department; and1.3 Percentage of challenges from departments escalated to the Director General’s Office resolved.





Establishment of governance /management structures, and development of ToRs thereof, for the OTP, e.g., Audit Committee, Risk Management Committee, HRM Committees, MPAT Committee, ICT Governance Steering Committee, PMDS Moderation Committees, Social Committees, Audit Steering Committee, Appeals’ Committee, etc.

Monitor the operations of the OTP Governance Structures.

Monitor the operations of the OTP Governance Structures.

Oversee development and submission of departmental compliance and statutory plans for 2014/15 across programmes.

Evaluate and review the OTP Governance Structures.

Co-ordination of monthly Executive Management Reports




Monitor and report on the progress made on implementing resolutions and decisions taken by the Department’s Management.




Facilitate one-on-one performance reporting sessions with programmes and sub-programmes.




Monitor implementation of intervention measures to improve performance in




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CHIEF DIRECTORATE NAME: DG’s OFFICE SECTION NAME: N/A

PROJECT NAMESMONITORING THE IMPLEMENTATION OF THE OTP PROGRAMMES PROVISION OF STRATEGIC SUPPORT & LEADERSHIP TO DEPARTMENTS


STRATEGIC OBJECTIVE: Provide strategic leadership and support to the department and Provincial administrationPERFORMANCE INDICATORS1.2 Number of management reports on implementation of OTP programmes to monitor the performance of the Department; and1.3 Percentage of challenges from departments escalated to the Director General’s Office resolved.





identified sub-programmes. identified sub-programmes. identified sub-programmes. identified sub-programmes.Monitor and report on the progress made on implementing resolutions and decisions taken by the Provincial Management.

Monitor and report on the progress made on implementing resolutions and decisions taken by the Provincial Management.



Facilitate one-on-one support sessions with identified departments to address their specific challenges.




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DIRECTORATE NAME: INTERNAL AUDIT SECTION NAME: N/A

PROJECT NAME: IMPLEMENTATION OF THE ANNUAL INTERNAL AUDIT PLAN BUDGET ALLOCATION: R2.53m

STRATEGIC OBJECTIVE: To provide an independent, objective assurance and consulting internal audit activity designed to add value and improve department’s operationsPERFORMANCE INDICATORS1.5 Number of audit projects completed as part of the implementation of the internal audit plan;1.6 Number of monthly monitoring reports of the audit intervention plan to ensure that deficiencies in the internal control environment are addressed; and 1.29 An unqualified audit outcome with no matters of emphasis in pursuit of good corporate governance.





Quarterly monitoring of the implementation of the Internal Audit Plan.



Development of the annual internal audit plan.

Monitor and report on the implementation of the departmental Audit Intervention Plan.




Monitor and report on the key control environment.




Facilitate the sittings of the Audit Committee meetings.




Guide the department on the remuneration of the Audit Committee members.

- -Facilitate the sittings of the Audit Committee meetings.

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DIRECTORATE NAME: RISK MANAGEMENT SECTION NAME: N/A

PROJECT NAME: IMPLEMENTATION OF THE RISK MANAGEMENT STRATEGY BUDGET ALLOCATION: R166 000

STRATEGIC OBJECTIVE: Ensure sound organisational integrity inclusive of human resource, financial, risk and supply chain managerial practices and systemsPERFORMANCE INDICATORS1.4 Level of implementation of the approved Risk Management Strategy to organisational integrity; and 1.29 An unqualified audit outcome with no matters of emphasis in pursuit of good corporate governance.





MANAGEMENT OF RISK STRUCTURESFacilitate Risk Management Committee Meeting

Facilitate Risk Management Committee Meeting



Quarterly reports to Risk Management Committee




Quarterly reports to Audit Committee Quarterly reports to Audit Committee Quarterly reports to Audit Committee Quarterly reports to Audit CommitteePresentation of Risk Management Status to the departmental management structures

Presentation of Risk Management Status to the departmental management structures

Presentation of Risk Management Status to the departmental management structures

Presentation of Risk Management Status to the departmental management structures.

- - - Facilitate Appointment of Risk Committee Members.

- - - Facilitate Appointment of Risk Champions

RISK IDENTIFICATION AND ASSESSMENT- - Facilitate risk assessments workshops -- - Approved Risk register -RISK MITIGATION MONITORINGMonitor the implementation of risk mitigation plans

Monitor the implementation of risk mitigation plans



IMPLEMENTATION OF THE AWARENESS PROGRAMMEConduct Training and awareness session on ERM

Conduct Training and awareness session on ERM



Post articles on OTP plasma screens Post articles on OTP plasma screensPost articles on OTP plasma screens Post articles on OTP plasma screens

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DIRECTORATE NAME: RISK MANAGEMENT SECTION NAME: N/A

PROJECT NAME: IMPLEMENTATION OF THE RISK MANAGEMENT STRATEGY BUDGET ALLOCATION: R166 000

STRATEGIC OBJECTIVE: Ensure sound organisational integrity inclusive of human resource, financial, risk and supply chain managerial practices and systemsPERFORMANCE INDICATORS1.4 Level of implementation of the approved Risk Management Strategy to organisational integrity; and 1.29 An unqualified audit outcome with no matters of emphasis in pursuit of good corporate governance.





ANNUAL REVIEW OF THE RISK MANAGEMENT STRATEGY- - - Detailed analysis of existing policies

- - -Align with current requirements, e.g. Treasury, governance developments, etc.

- - - Solicit management inputs

- - -Submit and present to applicable governance structures for approval

- - - Approved Risk Management Strategy

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DIRECTORATE NAME: ANTI-CORRUPTION & SECURITY MANAGEMENT SECTION NAME: PROVINCIAL ANTI-CORRUPTION AND ETHICS

PROJECT NAMESOUTSOURCING OF THE CASE BACKLOGINCREASING AWARENESS ON ANTI-CORRUPTION ACTIVITIES

BUDGET ALLOCATION: R1 MILLION

STRATEGIC OBJECTIVE: Effectively coordinate efforts aimed at preventing, combating fraud and corruption focusing in transforming the culture of the provincial public service to promote professionalism and sound ethicsPERFORMANCE INDICATORS1.7 Percentage of backlog case investigations on fraud and corruption completed;1.8 Number of Departments coordinated and supported in the implementation of security management policies;1.17 Number of SMS disclosing their financial interests by 30 April 2013; and1.29 An unqualified audit outcome with no matters of emphasis in pursuit of good corporate governance.





Facilitation of the tender process for the outsourcing of case backlog

Investigation and monitoring thereof Investigation and monitoring thereof Investigation and monitoring thereof

Quarterly reports to oversight bodies Quarterly reports to oversight bodies Quarterly reports to oversight bodies Quarterly reports to oversight bodiesQuarterly meetings with oversight bodies Quarterly meetings with oversight bodies Quarterly meetings with oversight bodies Quarterly meetings with oversight bodies3 departments. i.e. Health, Social Development & Special Programmes and Human Settlement monitored to implement Fraud Prevention Plans

3 departments. i.e. Office of the Premier, Transport and Provincial Treasury & Planning monitored to implement Fraud Prevention Plans

3 departments. i.e. Safety & Liaison, Roads & Public Works, Rural Development & Agrarian Reform monitored to implement Fraud Prevention Plans

4 departments. i.e. Education, Economic Development & Tourism, Local Government & Traditional Affairs monitored to implement Fraud Prevention Plans

1 District Municipality - [Chris Hani] assisted with Fraud Risk Assessments and Awareness sessions:

1 District Municipality – [Cacadu DM] assisted with Fraud Risk Assessments and Awareness sessions

1 District Municipality – [Nelson Mandela Bay Metro] assisted with Fraud Risk Assessments and Awareness sessions

1 District Municipality- [Buffalo City Metro] assisted with Fraud Risk Assessments and Awareness sessions

Verification and analysis of financial disclosure submissions by SMS members in the OTP.

Reporting to oversight bodies - -

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DIRECTORATE NAME: ANTI-CORRUPTION AND SECURITY MANAGEMENT SECTION NAME: PROVINCIAL SECURITY MANAGEMENT SERVICES

PROJECT NAME: IMPLEMENTATION OF THE MISS BUDGET ALLOCATION: (included in the R1m under Anti-Corruption Projects)

STRATEGIC OBJECTIVE: Effectively coordinate efforts aimed at preventing, combating fraud and corruption focusing in transforming the culture of the provincial public service to promote professionalism and sound ethicsPERFORMANCE INDICATORS1.8 Number of Departments coordinated and supported in the implementation of security management policies1.29 An unqualified audit outcome with no matters of emphasis in pursuit of good corporate governance.





1 Security Awareness Workshop in Cacadu District (departments within the District).

1 Security Awareness Workshop Joe Gabi District: departments within the District).

1 Security Awareness Workshop in Amathole District: departments within the District).

1 Security Awareness Workshop I OR Tambo District: departments within the District).

Quarterly reports to oversight bodies Quarterly reports to oversight bodies Quarterly reports to oversight bodies Quarterly reports to oversight bodiesQuarterly meetings with oversight bodies Quarterly meetings with oversight bodies Quarterly meetings with oversight bodies Quarterly meetings with oversight bodiesCoordination of implementation of Security Policies in 2 (Human Settlement) and Safety and Liaison) departments.

Coordination of implementation of Security Policies in 2 (Provincial Planning and Finance and Local Government and Traditional Affairs) departments.

Coordination of implementation of Security Policies in 2 (Economic Development and Roads and Public Works) departments.

Coordination of implementation of Security Policies in 2 (Health and Social Development) departments.

Quarterly reports on the implementation of, and compliance with, the MISS handbooks by departments.

Quarterly reports on the implementationof, and compliance with, the MISS handbooks by departments

Quarterly reports on the implementation of, and compliance with, the MISS handbooks by departments

Quarterly reports on the implementation of, and compliance with, the MISS handbooks by departments

Office of the Premier assisted to review Security Management Policy

Department of Roads and Public Works assisted to review Security Management Policy

Department of Transport assisted to review Security Management Policy

Department of Local Government and Traditional Affairs assisted to review Security Management Policy

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Sub-Programme 1.4: Strategic and Operational Support

DIRECTORATE NAME: STRATEGIC MANAGEMENT SECTION NAME: PLANNING, INSTITUTIONAL MONITORING & EVALUATION

PROJECT NAME: IMPROVEMENT OF MANAGEMENT OF PERFORMANCE INFORMATION


STRATEGIC OBJECTIVES: Provide strategic leadership and support to the department and provincial administrationPERFORMANCE INDICATORS1.9 Organisational self-assessment conducted to provide a critical lessons to inform the Department’s strategy;1.10 Number of departmental plans approved for tabling to parliament and/or presented to the Portfolio committee to allow parliament to exercise its oversight role on the

Department; and1.11 Number of Departmental performance reports approved for tabling to parliament and/or presented to the Provincial Treasury to allow these institutions to exercise their

oversight roles on the Department.SUMMARY OF PLANNED QUARTER 1 ACTIVITIES




Organise a pre-planning session to develop a Planning Process Plan for the2014/15 financial year

Develop and submit the First Draft of the 2014/15 Annual Performance Plan

Development of Operational Plans for the Department and a Service Delivery Improvement Plan for the Department

Finalisation of APP, Service Delivery Improvement Plan, Operational Plans and costed Monthly Activity Plan; and quality assurance of the inputs into the Budget Statement II

Develop and seek approval of the Policy and Procedures for the Management of Performance Information

- - -

Conduct organisational assessment for the Department (MPAT assessment)

Collate and submit inputs to the Budget Statement II

Update and submission of the Second Draft of the Annual Performance Plans

-

Compile, validate, quality assure and submit the Fourth Quarter Performance Report to the Provincial and present the report to Top Management

Compile, validate, quality assure and submit the First Quarter Performance Report to the Provincial and present the report to Top Management

Compile, validate, quality assure and submit the Second Quarter Performance Report to the Provincial and present the report to Top Management

Compile, validate, quality assure and submit the Third Quarter Performance Report to the Provincial and present the report to Top Management

Compile, validate, quality assure and present the 2012/13 Annual Report to Management and submit the to the Auditor General

Facilitate and support the process of audit of performance information by the Auditor General. - -

- Print and submit the 2012/13 Annual Compile, validate, quality assure and present the 2013/14 Financial and

-

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DIRECTORATE NAME: STRATEGIC MANAGEMENT SECTION NAME: PLANNING, INSTITUTIONAL MONITORING & EVALUATION

PROJECT NAME: IMPROVEMENT OF MANAGEMENT OF PERFORMANCE INFORMATION


STRATEGIC OBJECTIVES: Provide strategic leadership and support to the department and provincial administrationPERFORMANCE INDICATORS1.9 Organisational self-assessment conducted to provide a critical lessons to inform the Department’s strategy;1.10 Number of departmental plans approved for tabling to parliament and/or presented to the Portfolio committee to allow parliament to exercise its oversight role on the

Department; and1.11 Number of Departmental performance reports approved for tabling to parliament and/or presented to the Provincial Treasury to allow these institutions to exercise their

oversight roles on the Department.SUMMARY OF PLANNED QUARTER 1 ACTIVITIES




Report to the Provincial Legislature Performance Oversight Report to Management and submit the report to the Provincial Legislature

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DIRECTORATE NAME: STRATEGIC MANAGEMENT SECTION NAME: KNOWLEDGE & RECORDS MANAGEMENT

PROJECT NAME: ‘OPERATION TIDY UP FILES’ BUDGET ALLOCATION: N/A

STRATEGIC OBJECTIVE: Ensure sound organisational integrity inclusive of human resource, financial, risk and supply chain managerial practices and systems PERFORMANCE INDICATOR1.12 Percentage of documents retrieved and submitted to the requester within two working days of the request being made





Sorting out documents at Finance strong room (ground floor) and DG and DDG’s strong room (2nd floor) and ensuring that there are no files exceeding 3cm as required by Provincial Archives

Sorting out documents at Cabinet Secretariat strong room (2nd floor) and ensuring that there are no files exceeding 3cm as required by Provincial Archives

Sorting out documents at Salaries room 0070 (ground floor) accordingly and documents that were transferred to State house from Inyathi boardroom ECDC building and ensuring that there are no files exceeding 3cm as required by Provincial Archives

-

Records Management Support Services Records Management Support Services Records Management Support Services Records Management Support ServicesListing all documents that are ready for disposal according to Directive DD3-Disposal of Finance records, that was issued by Provincial Archives

Listing all documents that are ready for disposal according to Directive DD3-Disposal of Cabinet Secretariat Strong records, that was issued by Provincial Archives



Replacing files that are damages through handling by the correct files




Sorting-out documents at Department of Sports, Recreation, Arts and Culture to create space for the disposal of Records that have reached their retention date




Apply for disposal of Finance records to the Department of Sports recreation Arts and culture

Ordering of correct required files and file boxes for storing documents from Tidy Files



Request for a car with relevant capacity to transport identified documents for OTP ECDC Building to Department of Sports, Recreation, Arts and Culture

Listing all documents that are ready for disposal according to Directive DD3-Disposal of Finance Records, that was issued by Provincial Archives



Moving documents for disposal Replacing files that are damages Replacing files that are damages Replacing files that are damages

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PROJECT NAME: ‘OPERATION TIDY UP FILES’ BUDGET ALLOCATION: N/A

STRATEGIC OBJECTIVE: Ensure sound organisational integrity inclusive of human resource, financial, risk and supply chain managerial practices and systems PERFORMANCE INDICATOR1.12 Percentage of documents retrieved and submitted to the requester within two working days of the request being made





/Destruction Certificate from OTP ECDC building to the Department of Sports, Recreation, Arts and Culture for disposal/Destruction

through handling by the correct files through handling by the correct files through handling by the correct files

Memo to the OTP finance unit to confirm the identified document for destruction

Ensuring that there are no files that exceeds 3cm as required by NARS



Disposal of OTP Finance Records Disposal of OTP Records at Cabinet Secretariat Strong room

Disposal of OTP Records at Salaries room 0070 and Documents at State house

-

Records Management Support Services Records Management Support Services Render Records Management Support Services

Render Records Management Support Services

Liaise with Facilities management to get the building plan

Check the availability of the budget Liaise with Public works to estimate the duration for this project

Get quotes from service providers for the recommended infrastructure and submit request to management for appraisal

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PROJECT NAME: ‘SETTING THE RECORD STRAIGHT!’ & IMPLEMENTATION OF RECORDS MANAGEMENT PLAN

BUDGET ALLOCATION: N/A

STRATEGIC OBJECTIVE: Ensure sound organisational integrity inclusive of human resource, financial, risk and supply chain managerial practices and systemsPERFORMANCE INDICATOR1.12 Percentage of documents retrieved and submitted to the requester within two working days of the request being made

Summary of Planned Quarter 1 Activities




-Going through HR staff files to ensure adherence to National Minimum Information Requirements (NMIR)

Going through HR staff files to ensure adherence to National Minimum Information Requirements (NMIR)

-

Develop a schedule for Records Management Awareness sessions

Conducting Records Management Awareness sessions

Implementing Records Management Plan

Operationalizing Records management plan and giving support

Develop a schedule for Records Management Implementation plan

- Conducting Records management Workshops

-

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DIRECTORATE NAME: STRATEGIC MANAGEMENT SECTION NAME: DEPARTMENTAL INFORMATION TECHNOLOGY SERVICES

PROJECTS MANAGING PRINTING SERVICES CONTRACTORSMANAGING MICROSOFT ADMINISTRATION AND LICENCESMANAGING DEPARTMENTAL TELEPHONE MANAGEMENT SYSTEMPROVISION OF COMPUTER CONSUMABLESMANAGING OUTSOURCED SERVICES

BUDGET ALLOCATIONS R3 250 000R980 000R4 301 000R374 000R911 000

STRATEGIC OBJECTIVE: Provide strategic leadership and support to the department and provincial administrationPERFORMANCE INDICATOR/S: N/A





Ensure that printing services for the department is in place for efficient service delivery.

Monitor that printing services for the department is available and that there is minimum interruptions to enhance efficient service delivery.

Continue ensuring that printing services for the department is available and that there are minimum interruptions to enhance efficient service delivery.

Continue ensuring that printing services for the department is available and that there are minimum interruptions to enhance efficient service delivery.

Ensure that all Microsoft services are available to the department by contracting Microsoft specialists.

Monitor and ensure that Microsoft services are such as outlook for e-mails are available at all times.

Implementation of Mimecast solution linked to Microsoft e-mail server to ensure availability of e-mails at all times.

Continue monitoring Mimecast solution for the availability of e-mails at all time and escalate any problems encountered.

Procure ICT equipment for the implementation of IPT solution in all OTP sites.

Implement IPT solution in all OTP sites in order to save on departmental telephone costs

Monitor the effectiveness of the IPT solution and pull out reports on costs saved by the department.

Continue monitoring the effectiveness of the IPT solution and pull out reports on costs saved by the department.

Ensure that computer consumables and ICT equipment is in place for efficient service delivery.

Continue ensuring that computer consumables and ICT equipment is in place for efficient service delivery.



Ensure that service desk solution is in place, manage and monitor all logged calls and submit monthly reports to the management.

Continue ensuring that service desk solution is in place, manage and monitor all logged calls and submit monthlyreports to the management.

Continue ensuring that service desk solution is in place, manage and monitor all logged calls and submit monthly reports to the management.

Continue ensuring that service desk solution is in place, manage and monitor all logged calls and submit monthly reports to the management.

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DIRECTORATE NAME: STRATEGIC MANAGEMENT SECTION NAME: FACILITIES MANAGEMENT

PROJECTSANNUAL REVIEW OF DEPARTMENTAL U-AMP; CONTRACT MANAGEMENT (CLEANING & PLANS); FACILITATION OF FACILITY MAINTENANCE

BUDGET ALLOCATIONS: R1.2m

STRATEGIC OBJECTIVE: Provide strategic leadership and support to the department and provincial administrationPERFORMANCE INDICATOR1.13 Review and approval of the User Asset Management Plan (U-AMP) of the Department to ensure that the Department’s infrastructural needs are catered for in its

strategySummary of Planned Quarter 1 Activities


Summary of PlannedQuarter 3 Activities


Review of departmental U-AMP - - Finalisation of the U-AMPMonitoring and managing the day to day facilities requirements for the Department

Monitoring and managing the day to day facilities requirements for the Department



Monitoring and quality assurance of service rendered on cleaning, plants, and facilities maintenance contracts




27

Sub-Programme 1.5: Internal Human Resource Management

DIRECTORATE NAME: EMPLOYEE SUPPORT AND TALENT MANAGEMENT SECTION NAME: HUMAN RESOURCE ADMINISTRATION

PROJECT NAME: RECRUITMENT AND MANAGEMENT OF PROBATIONARY APPOINTMENTS


STRATEGIC OBJECTIVES: Ensure sound organisational integrity inclusive of human resources, financial and SCM practices and systems by 2014; Build a people focused organisation; and ensure that institutions of the state are reflective of the demographics of society; and effectively coordinate and build capacity of the public sector towards social and institutional transformation.PERFORMANCE INDICATORS1.15 Average number of days taken to fill a post from the date when approval was granted to fill the post; 116 Percentage of employees serving probation confirmed/or not confirmed (that is, where a review has conducted and the employee has not satisfied the obligations of

his/her duty) in the 13th month of them assuming duty in the Department;1.25 Percentage of women in senior management position in the Department; and 1.26 Percentage of employees who are in the category of people with disability.





Approved Annual Recruitment plan for 13/14. Monitor and report on personnel turnover to top Management for prioritisation of natural attrition posts.



Obtain prioritised post for 14/15 and prepare draft annual recruitment plan for 14/15 and present to top management and PCMT. Monitor and report on personnel turnover to top Management for prioritisation of natural attrition posts.

Analyse the Persal Data on probationary appointments and verify actual number of employees on 12 month probation and put an action plan in place to clean old probationary cases.

Obtain quarterly probation forms and update Persal. Provide report on outstanding probation reviews to be conducted and action plans on any probation cases that could not be confirmed.



Employment equity plan reviewed and approved. Employment equity committee to meet on a quarterly basis. Monthly monitoring and reporting on employment equity reports submitted to Top Management.

Prepare and submit the EEA 2 and EEA 4 reports for submission to the DPSA by 30 September 2013. Employment equity committee to meet on a quarterly basis. Monthly monitoring and reporting on employment equity reports submitted to

Employment equity committee to meet on a quarterly basis. Monthly monitoring and reporting on employment equity reports submitted to Top Management.

Employment equity committee to meet on a quarterly basis. Monthly monitoring and reporting on employment equity reports submitted to Top Management.

28

DIRECTORATE NAME: EMPLOYEE SUPPORT AND TALENT MANAGEMENT SECTION NAME: HUMAN RESOURCE ADMINISTRATION

PROJECT NAME: RECRUITMENT AND MANAGEMENT OF PROBATIONARY APPOINTMENTS


STRATEGIC OBJECTIVES: Ensure sound organisational integrity inclusive of human resources, financial and SCM practices and systems by 2014; Build a people focused organisation; and ensure that institutions of the state are reflective of the demographics of society; and effectively coordinate and build capacity of the public sector towards social and institutional transformation.PERFORMANCE INDICATORS1.15 Average number of days taken to fill a post from the date when approval was granted to fill the post; 116 Percentage of employees serving probation confirmed/or not confirmed (that is, where a review has conducted and the employee has not satisfied the obligations of

his/her duty) in the 13th month of them assuming duty in the Department;1.25 Percentage of women in senior management position in the Department; and 1.26 Percentage of employees who are in the category of people with disability.





Top Management.

29

DIRECTORATE NAME: EMPLOYEE SUPPORT AND TALENT MANAGEMENTSECTION NAME: PERFORMANCE MGT, DEVELOPMENT & EMPLOYEE WELLNESS

PROJECT NAMESTRAINING AND DEVELOPMENT MANAGEMENT OF BURSARIESLEAVE MANAGEMENT


STRATEGIC OBJECTIVESEnsure sound organisational integrity inclusive of human resources, financial and SCM practices and systems by 2014;Build a people focused organisation; and ensure that institutions of the state are reflective of the demographics of society; andEffectively coordinate and build capacity of the public sector towards social and institutional transformation.

PERFORMANCE INDICATORS1.18 Number staff trained as part of the implementation of the HRD policy of the Department;1.19 Percentage of staff awarded with bursaries successfully completing their programmes on time; and1.22 Percentage of leave captured on PERSAL within 30 days from the date when the leave was approved.





Submit HRD implementation plan to DPSA by 31st April 2013. Develop Work place skills plan (WSP). Submit WSP to PSETA by 30 June 2013. Summit annual training report for 12/13 to PSETA attached to the WSP of 13/14.

Implementation of the Work place Skills plan. Submit monitoring and evaluation report on the HRD implementation plan to DPSA. Expenditure report on training in line with WSP submitted to PSETA.

Implementation of the Work place Skills plan. Expenditure report on training in line with WSP submitted to PSETA.

Implementation of the Work place Skills plan. Submit monitoring and evaluation report on the HRD implementation plan to DPSA. Expenditure report on training in line with WSP submitted to PSETA.

Advertise bursaries according to the skills need in OTP in line with the Strategic Objectives of department and bursary policy. 2. Award bursaries to eligible approved employees. 3. Ensure payment to institutions.

Obtain progress reports from bursariesand prepare and submit report to Management on the bursary status.

Obtain progress reports from bursaries and prepare and submit report to Management on the bursary status.

Obtain progress reports from bursaries and prepare and submit report to Management on the bursary status.

Obtain monthly leave report from each component. Submission of quarter 4 leave reconciliation for 12/13 fin year.




30


PROJECT NAME: EMPLOYEE WELLNESS BUDGET ALLOCATION: R685 000


PERFORMANCE INDICATOR1.24 Level of implementation of the Provincial Wellness Strategy as part of government’s strategy to transform the public service and enhance service delivery





Conduct an organisational assessment of readiness for implementation of the Provincial Wellness Strategy and present analysis of the assessment report to Top management.

Develop the Departmental Wellness Policy

Obtain approval of draft Wellness policy Roll out and implementation of the Employee Wellness policy.

Implementation of Health and Productivity Management.




Implementation of SHERQ and submission of report to Provincial Organisational and Employee Wellness support

Implementation of SHERQ and submission of report to Provincial Organisational and Employee Wellness support.



Analysis of Wellness Management reports and submission to Top Management.


Analysis of Wellness Management reports and submission to Top Management

Analysis of Wellness Management reports and submission to Top Management. 4. HIV/Aids and TB status report to Top Management.

HIV/Aids and TB status report to Top Management



Prepare and submit annual employee wellness report to Provincial Organisational Wellness Support.

Conduct an organisational assessment of readiness for implementation of the Provincial Wellness Strategy and present analysis of the assessment report to Top management.

Develop the Departmental Wellness Policy.

Obtain approval of draft Wellness policy. Roll out and implementation of the Employee Wellness policy.

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PROJECT NAME: EMPLOYEE WELLNESS BUDGET ALLOCATION: R685 000


PERFORMANCE INDICATOR1.24 Level of implementation of the Provincial Wellness Strategy as part of government’s strategy to transform the public service and enhance service delivery





-Implementation of Health and Productivity Management.

Implementation of Health andProductivity Management.











- -Prepare and submit annual employee wellness report to Provincial Organisational Wellness Support.

HIV/Aids and TB status report to Top Management.




32


PROJECT NAME: PERFORMANCE MANAGEMENT AND DEVELOPMENT SYSTEM


STRATEGIC OBJECTIVESEnsure sound organisational integrity inclusive of human resources, financial and SCM practices and systems by 2014; Build a people focused organisation; and Ensure that institutions of the state are reflective of the demographics of society; and effectively coordinate and build capacity of the public sector towards social and institutional transformation.

PERFORMANCE INDICATORS1.20 Number of employees with credible performance agreements by 30 April 2013 as part of the implementation of the Performance Management and Development

Policy; and 1.21 Number of employees whose performance has been reviewed and evaluated as part of the implementation of the Performance Management and Development Policy





Facilitate the contracting of all employees of the department

Implement Performance incentives for 2012/13 performance cycle

Coordinate quarter 2 reviews Coordinate quarter 3 performance reviews

Ensure that all contracts for 2013/14 are captured on PERSAL

coordinate the quarter 1 performance reviews

Ensure that all received reviews are captured on PERSAL.

Senior management contracting for 2014/15 performance cycle

Coordinate the reviews of the quarter 4 of 2012/13 performance cycle.

Ensure that all received quarter 1 reviews are captured on PERSAL

Conduct half year validations for first and second quarter reviews

-

coordinate the performance assessments for 2012/2013

-submit the half yearly SMS PMDS report to DPSA

-

Facilitate assessments validations for 2012/13 performance cycle.

-compile the 2012/13 closing report

-

validate all performance agreements to ensure that the objectives in the APP are well covered

- - -

33

DIRECTORATE NAME: STRATEGIC HR AND INSTITUTIONAL SUPPORT SECTION NAME: HUMAN RESOURCE PLANNING, STRATEGY AND SYSTEM

PROJECT NAME: PROMOTION OF PUNCTUALITY AND DRESS CODE BUDGET ALLOCATION: N/A

STRATEGIC OBJECTIVE: Ensure sound organisational integrity inclusive of human resources, financial and SCM practices and systems by 2014.PERFORMANCE INDICATOR1.23 Level of implementation of the Provincial Culture Strategy to transform the public service and enhance service delivery





Develop implementation plan for the promotion of functionality and dress code in OTP. 2. Awareness on guidelines on punctuality and dress code.

Implementation, monitoring of the change and improvement.

Implementation, monitoring of the change and improvement.

Monitoring of the change and improvement.

10% for the identification and appointment of culture change agents and 25% for the training of this group.

20% implementation of quick win projects

the 25% is for the development and approval of the Departmental culture change framework

20% implementation of quick win projects

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DIRECTORATE NAME: STRATEGIC HR AND INSTITUTIONAL SUPPORT SECTION NAME: LABOUR RELATIONS

PROJECT NAMES: MANAGEMENT OF GRIEVANCES & MANAGEMENT OF EMPLOYEE EXITING PROCESSES


STRATEGIC OBJECTIVE: Ensure sound organisational integrity inclusive of human resources, financial and SCM practices and systems by 2014PERFORMANCE INDICATORS1.27 Percentage of grievances finalised within 30 days; and1.28 Percentage of exit interviews conducted to employees leaving the department.





Grievance Register to be developed. Capture of 2. Grievances on PERSAL. 3. Report to Top Management on Number of Grievances status.




Draw report on all Service terminations and transfers out of the department on PERSAL. 2. Analyse the outcome of the exit interview. 3. Report on the Number of exit interviews conducted to Top Management and the outcomes of the analysis.



Draw report on all Service terminationsand transfers out of the department on PERSAL. 2. Analyse the outcome of the exit interview. 3. Report on the Number of exit interviews conducted to Top Management and the outcomes of the analysis.

35

Sub-Programme 1.6: Finance and Supply Chain Management

DIRECTORATE NAME: FINANCIAL MANAGEMENT SECTION NAME: SALARIES

PROJECT NAME: SALARY ADMINISTRATION AND REBATES MANAGEMENT BUDGET ALLOCATION: R21 000

STRATEGIC OBJECTIVE: Ensure sound organisational integrity inclusive of human resources, financial and SCM practices and systems by 2014PERFORMANCE INDICATORS1.29 An unqualified audit outcome with no matters of emphasis in pursuit of good corporate governance; and 1.30 Percentage of approved budget spent to ensure that resources allocated to the Department are adequately utilised.





Salary payments and allowances Salary payments and allowances Salary payments and allowances Salary payments and allowancesImplementing general deductions Implementing general deductions Implementing general deductions Implementing general deductionsMaintain and keep salary records Maintain and keep salary records Maintain and keep salary records Maintain and keep salary recordsMonitoring of ACB limits Monitoring of ACB limits Monitoring of ACB limits Monitoring of ACB limitsPayroll management Payroll management Payroll management Payroll managementDrawing and analysis of monthly expenditure reports

Drawing and analysis of monthly expenditure reports



Persal to Bas reconciliation PERSAL to Bas reconciliation Persal to Bas reconciliation Persal to Bas reconciliationClearing of PERSAL exceptions Clearing of PERSAL exceptions Clearing of PERSAL exceptions Clearing of PERSAL exceptionsDistribution of pay over schedules Distribution of pay over schedules Distribution of pay over schedules Distribution of pay over schedulesClearing of salary related suspense accounts

Clearing of salary related suspense accounts



Monthly tax reconciliation (EMP201)and Annual tax reconciliation (EMP501)

Monthly tax reconciliation (EMP201). Monthly tax reconciliation (EMP201) Monthly tax reconciliation (EMP201)

Monthly reconciliation of ITA88 Monthly reconciliation of ITA88 Monthly reconciliation of ITA88 Monthly reconciliation of ITA88ACB recalls ACB recalls ACB recalls ACB recallsMonitoring of ACB rejections Monitoring of ACB rejections Monitoring of ACB rejections Monitoring of ACB rejectionsReversal and freezing of salaries Reversal and freezing of salaries Reversal and freezing of salaries Reversal and freezing of salaries

36

DIRECTORATE NAME: FINANCIAL MANAGEMENT SECTION NAME: BOOK KEEPING

PROJECT NAME: BANK RECONCILIATION AND DEBT MANAGEMENT BUDGET ALLOCATION: N/A

STRATEGIC OBJECTIVE: Ensure sound organisational integrity inclusive of human resources, financial and SCM practices and systems by 2014PERFORMANCE INDICATORS1.29 An unqualified audit outcome with no matters of emphasis in pursuit of good corporate governance; and 1.30 Percentage of approved budget spent to ensure that resources allocated to the Department are adequately utilised.





Monthly bank reconciliation Monthly bank reconciliation Monthly bank reconciliation Monthly bank reconciliationMonthly suspense accounts reconciliation and analysis

Monthly suspense accounts reconciliation and analysis



Debt management Debt management Debt management Debt management Inter-departmental claims management Inter-departmental claims management Inter-departmental claims management Inter-departmental claims management Processing of Journals Processing of Journals Processing of Journals Processing of Journals

37

DIRECTORATE NAME: FINANCIAL MANAGEMENT SECTION NAME: EXPENDITURE MANAGEMENT

PROJECT NAME: EXPENDITURE SECTION BUDGET ALLOCATION: N/A

STRATEGIC OBJECTIVE: Ensure sound organisational integrity inclusive of human resources, financial and SCM practices and systems by 2014PERFORMANCE INDICATORS 1.29 An unqualified audit outcome with no matters of emphasis in pursuit of good corporate governance; and 1.30 Percentage of approved budget spent to ensure that resources allocated to the Department are adequately utilised.





Receive documents from SCM and other Programmes.




Check authenticity compliance of documents received from SCM and other programmes.




Compile, check, verify and authorise the document.




Capture the document on LOGIS / BAS on line.




Batch the vouchers & submit to pre-audit.




Attend to pre-audit rejections Attend to pre-audit rejections Attend to pre-audit rejections Attend to pre-audit rejectionsPre-authorise payments online Pre-authorise payments online Pre-authorise payments online Pre-authorise payments onlineFinal authorisation of payments online Final authorisation of payments online Final authorisation of payments online Final authorisation of payments onlineAfter disbursement date, enter BAS payment numbers on payment vouchers

After disbursement date, enter BAS payment numbers on payment vouchers



Attend to system errors (failed payments & bank rejection).



Attend to system errors (failed payments& bank rejection).

Put paid stamp on payment vouchers & file documents numerically at strong room for audit purposes and future references




Prepare expenditure report after each and every payment run.

Prepare expenditure report after each and every payment run



Prepare payment cycle, age analysis Prepare payment cycle, age analysis Prepare payment cycle, age analysis Prepare payment cycle, age analysis

38

DIRECTORATE NAME: FINANCIAL MANAGEMENT SECTION NAME: EXPENDITURE MANAGEMENT

PROJECT NAME: EXPENDITURE SECTION BUDGET ALLOCATION: N/A

STRATEGIC OBJECTIVE: Ensure sound organisational integrity inclusive of human resources, financial and SCM practices and systems by 2014PERFORMANCE INDICATORS 1.29 An unqualified audit outcome with no matters of emphasis in pursuit of good corporate governance; and 1.30 Percentage of approved budget spent to ensure that resources allocated to the Department are adequately utilised.





and creditors reconciliation on a monthly basis.




39

DIRECTORATE NAME: FINANCIAL MANAGEMENT SECTION NAME: SYSTEM’S CONTROL AND REPORTING

PROJECT NAME: COMPILATION OF FINANCIAL STATEMENTS BUDGET ALLOCATION: R2 000

STRATEGIC OBJECTIVE: Ensure sound organisational integrity inclusive of human resources, financial and SCM practices and systems by 2014PERFORMANCE INDICATORS 1.29 An unqualified audit outcome with no matters of emphasis in pursuit of good corporate governance;1.30 Percentage of approved budget spent to ensure that resources allocated to the Department are adequately utilised; and1.31 Financial delegations reviewed annually in accordance with the PFMA and National Treasury Regulations.





Perform month and year-end closure on BAS

Perform month End closure on BAS Perform month end closure on BAS Perform month end closure on BAS

Collect and collate the financial information for the preparation of the Interim and Annual Financial Statements

Collect and collate the financial information for the preparation of the Interim Financial Statements



Prepare Interim and Annual Financial Statements and submit to Provincial Treasury and Auditor General

Prepare Interim Financial Statements and submit to Provincial Treasury.

Prepare Interim Financial Statements and submit to Provincial Treasury.

Prepare Interim Financial Statement and submit to Provincial Treasury

Compilation and submission of Compliance Certificates.




- - -Financial delegations reviewed in accordance with the PFMA and National Treasury Regulations

40

DIRECTORATE NAME: FINANCIAL MANAGEMENTSECTION NAME: FINANCIAL MANAGEMENT SYSTEM’S CONTROL AND REPORTING

PROJECT NAME: CONTROL FINANCIAL MANAGEMENT SYSTEMS BUDGET ALLOCATION: R49 000

STRATEGIC OBJECTIVE: Ensure sound organisational integrity inclusive of human resources, financial and SCM practices and systems by 2014 PERFORMANCE INDICATORS1.29 An unqualified audit outcome with no matters of emphasis in pursuit of good corporate governance; and1.30 Percentage of approved budget spent to ensure that resources allocated to the Department are adequately utilised.





Monthly control and update departmental code structure




Ensure availability of financial system(BAS) through registration of new users and facilitate the training for them, reset revoked users




Providing user activity and user profile reports on monthly basis for reviewal by management.




Provide year-end Trial balance both immediate and deferred for the preparation of Annual Financial Statement

Ensure POC availability for adjustment journals to capture and authorise

Final audit closure Ensure year-end calls are logged 12 days before the closure date

- - -

Prepares and reconciles Budget and Bas structure for the budget loading and perform budget blocking of the next financial year.

41

DIRECTORATE NAME: SUPPLY CHAIN MANAGEMENT SECTION NAME: GOODS RECEIVED AND PAYMENTS

PROJECT NAME: PAYMENT OF INVOICES BUDGET ALLOCATION: N/A

STRATEGIC OBJECTIVE: Ensure Sound Organisational Integrity Inclusive of Human Resources, Financial and SCM Practices and Systems by 2014PERFORMANCE INDICATORS 1.29 An unqualified audit outcome with no matters of emphasis in pursuit of good corporate governance; and 1.32 Percentage of invoices /claims in good standing paid within 30 days.





Receive and record invoices on invoice register




Attach invoice to order voucher Attach invoice to order voucher Attach invoice to order voucher Attach invoice to order voucherValidate invoices by checking if order number, description of goods /services and amount on invoice agree with that of the order.

Validate invoices by checking if order number, description of goods /services and amount on invoice agree with that of the order.



Refer invoices that require variation of order to the relevant directorate for approval




Capture receipt and invoices on Logis Capture receipt and invoices on Logis Capture receipt and invoices on Logis Capture receipt and invoices on LogisSubmit the voucher to Finance section for payment

Submit the voucher to Finance section for payment



Inform the CFO about all invoices that are not validated within 7 days




42

DIRECTORATE NAME: SUPPLY CHAIN MANAGEMENT SECTION NAME: ASSET MANAGEMENT AND LOGISTICSPROJECT NAME: ASSET MANAGEMENT BUDGET ALLOCATION: R8 057 000

STRATEGIC OBJECTIVE: Ensure Sound Organisational Integrity Inclusive of Human Resources, Financial and SCM Practices and Systems by 2014PERFORMANCE INDICATORS 1.29 An unqualified audit outcome with no matters of emphasis in pursuit of good corporate governance; and 1.33 Number of updates/ reviews on the fixed asset register of the Department to achieve the best match of assets with service delivery objectives.





Request and receive asset application forms from directorates


Request and receive asset applicationforms from directorates


Perform asset procurement plan for the department




Asses assets due for replacement Asses assets due for replacement Asses assets due for replacement Asses assets due for replacementProcure assets Procure assets Procure assets Procure assetsBarcode and distribute assets Barcode and distribute assets Barcode and distribute assets Barcode and distribute assetsUpdate asset register and inventory list Update asset register and inventory list Update asset register and inventory list Update asset register and inventory listAdminister asset movement, transfers and losses

Administer asset movement, transfers and losses



Perform reconciliation – between BAS and asset register




Dispose redundant/obsolete assets - Perform Asset verification Perform Annual stock countReceive request list of new employees from Directorates for officials who qualify for cellphones

Receive request list of new employees from Directorates for officials who qualify for cellphones



Obtain approval from DDG for acquisition of cellphone




Liaise with service provider for acquisition of new phones




Update cellphone register Update cellphone register Update cellphone register Update cellphone registerFacilitate payment of cellphone account Facilitate payment of cellphone account Facilitate payment of cellphone account Facilitate payment of cellphone account

43

DIRECTORATE NAME: SUPPLY CHAIN MANAGEMENT SECTION NAME: ASSET MANAGEMENT AND LOGISTICS

PROJECT NAME: INVENTORY MANAGEMENT BUDGET ALLOCATION: N/A






Receive VA2 request form from departmental users




Issue inventory stock to users Issue inventory stock to users Issue inventory stock to users Issue inventory stock to usersUpdate bin cards Update bin cards Update bin cards Update bin cardsCompile list of inventory stock for procurement

Compile list of inventory stock for procurement



Perform quarterly stock count Perform quarterly stock count Perform quarterly stock count Perform quarterly stock countPerform monthly reconciliation Perform monthly reconciliation Perform monthly reconciliation Perform monthly reconciliation- - - Perform annual stock countIdentification of obsolesce stock and disposal.

Identification of obsolesce stock and disposal.



44


PROJECT NAME: FLEET MANAGEMENT BUDGET ALLOCATION: N/A






Receive approved trip authorities and all related documents i.e garaging form, after hour form, inspection form and itinerary.




Allocation of vehicles. Allocation of vehicles. Allocation of vehicles. Allocation of vehicles.Inspection of vehicles with users before trip.

Inspection of vehicles with users before trip.



Close old authorisation numbers Close old authorisation numbers. Close old authorisation numbers. Close old authorisation numbers. Inspection of vehicles with users Inspection of vehicles with users Inspection of vehicles with users Inspection of vehicles with usersBalancing of log books Balancing of log books Balancing of log books Balancing of log booksFacilitate vehicle maintenance and repairs.

Facilitate vehicle maintenance and repairs.

Facilitate vehicle maintenance and repairs

Facilitate vehicle maintenance and repairs.

Monthly reconciliation of invoices from DOT/First Auto




Request and receive new applications for subsidised vehicles




Prepare and submit applications to Departmental Transport Advisory Committee




Submit the documentation to the Banks and service providers




Receive the confirmation from the Bank, if favourable the order will be placed.




Inspection and confirmation of the vehicle on delivery of subsidised vehicle.

Inspection and confirmation of the vehicle on delivery of subsidised



45


PROJECT NAME: FLEET MANAGEMENT BUDGET ALLOCATION: N/A






vehicles vehicles vehicles. Monitoring of monthly submission of Log Book by users.

Monitoring of monthly submission of Log Book by users.



Facilitate the maintenance and repairs of vehicles.




Facilitate the maintenance and repairs of vehicles.




46

DIRECTORATE NAME: SUPPLY CHAIN MANAGEMENT SECTION NAME: DEMAND MANAGEMENT

PROJECT NAME: DEVELOPMENT OF PROCUREMENT PLAN BUDGET ALLOCATION: N/A

STRATEGIC OBJECTIVE: Ensure Sound Organisational Integrity Inclusive of Human Resources, Financial and SCM Practices and Systems by 2014.PERFORMANCE INDICATOR1.34 Development and approval of the procurement plan of the Department as part of efforts to improve planning and budgeting.





Develop a procurement process project plan with clear delivery dates for identified projects

Monitor the implementation of procurement plan

Monitor the implementation of procurement plan

Write letter to Inform programmes to prepare and submit procurement plans

Monitor the implementation of procurement plan - -

Assist directorates to complete procurement plans in line with allocated budget.

- - -Consolidate plans to create a departmental procurement plan

- - -Identify projects that require SCM intervention

- - - Submit draft procurement plan to Treasury for quality assurance

- - - Submit the final procurement plan to the Director General for Approval

- - -Submit the approved procurement plan to Provincial Treasury.

47

DIRECTORATE NAME: SUPPLY CHAIN MANAGEMENT SECTION NAME: ACQUISITION MANAGEMENT

PROJECT NAME: ADMINISTRATION OF BIDS BUDGET ALLOCATION: N/A

STRATEGIC OBJECTIVE: Ensure Sound Organisational Integrity Inclusive of Human Resources, Financial and SCM Practices and Systems by 2014.PERFORMANCE INDICATOR1.35 Percentage of bids concluded within 90 days from the date of approval to procure to the date when bid is awarded.





Request and receive specifications from directorates




Develop a bid project plan detailing all the activities and timelines leading to the award of the bid.




Convene Bid Specification Committee meeting to consider the Terms of Reference/specification

Convene specification committee meeting to consider the Terms of Reference/specification



Advertise bid on tender bulletin and news papers




Convene Bid Evaluation Committee meeting to evaluate the submitted bid proposals

Convene bid evaluation committee meeting to evaluate the submitted bid proposals



Convene Bid Award Committee meeting to consider the evaluated bid

Convene bid Award Committee meeting to consider the evaluated bid



Submit BAC recommendations to the Accounting Officer for approval and award of bid.




48

Programme 2: Institutional Development and Organisational Support


DIRECTORATE: DDG’S OFFICE SECTION NAME: N/A


STRATEGIC OBJECTIVES: All strategic objectives applicable to Programme 2PERFORMANCE INDICATORSAll performance indicators applicable to Programme 2





Coordinate the Programme Management meetings and follow up on the decisions thereof




Compile 3 monthly, 1 quarterly, and the annual report for the programme and ensure that there is credible evidence associated with all reported achievement

Compile 3 monthly and 1 quarterly report for the programme and ensure that there is credible evidence associated with all reported achievement

Compile 3 monthly, 1 quarterly and a mid-year report for the programme and ensure that there is credible evidence associated with all reported achievement

Compile 3 monthly and 1 quarterly report for the programme and ensure that there is credible evidence associated with all reported achievement

Coordinate general programme meetings and follow up decisions thereof




-

Coordinate all planning activities for the Programme and resulting in the submission of draft Programme APP and budget.

Coordinate all planning activities for the Programme and resulting in the submission of the draft Programme APP and budget

Coordinate all planning activities for the Programme and resulting in the finalisation of the Programme Plans (APP, Operational Plan, Monthly Activity Plans, Cash flows, Procurement Plans)




Ensure that performance review for all staff in the programme are conducted and moderated (for the third quarter)


- -Ensure that all staff members have valid performance agreements for the next financial year

Compile Portfolio Committee Reports Compile Portfolio Committee Reports Compile Portfolio Committee Reports Compile Portfolio Committee Reports

49








Effective and efficient management of correspondence








Monitor Risk Management in the Programme




50

Sub-Programme 2.2: Transversal Organisational Development and Consultancy Services

CHIEF DIRECTORATE NAME: HUMAN CAPITAL & TALENT MANAGEMENT SUPPORT SERVICES (HCTMSS)

SECTION NAME: HUMAN RESOURCE STRATEGY AND POLICY SERVICES

PROJECT NAME: FACILITATION, MONITORING AND SUPPORTING DEPARTMENTS ON HR PLANNING AND IMPLEMENTATION


STRATEGIC OBJECTIVES: Build a people focussed organisation; Ensure that the institution of the state are reflective of the demographics of the society; Effectively coordinate and build the capacity of the public sector towards social and institutional transformation; and Ensure sound organisational integrity inclusive of human resource, financial, risk and supply chain managerial practices and systems.PERFORMANCE INDICATORS2.1 Number of departments with credible HR Effectiveness & Capacity Assessment and developing credible improvement plans;2.2 Number of departments with credible revised annual human resource plans by the end of June 2013; 2.3 Number of departments submitting credible six monthly and annual human resource implementation reports; 2.4 Number of departments with credible Annual Recruitment Plans (ARPs); 2.5 Percentage of provincial executive management posts filled within 6 months of them being vacant; and 2.6 Number of departments implementing credible HRM delegations.





Departments submit HR effectiveness assessments for 2012/13 to OTP.

The analysis report on the assessments is finalised. Feedback is provided to departments.

Monitor and report on the implementation of the Planned Interventions

Departments conduct HR effectiveness assessments for 2013/14.

The analysis report on the assessments is finalised

Monitor and report on the implementation of the PlannedInterventions

- -

Submission of assessments to DPSA. - - -OTP commences the analysis of the assessments.

- - -

Departments update Annually Adjusted HRPs and submit to OTP, which forwards these to DPSA

OTP analyses the Annually Adjusted HRPs and provides feedback to departments

- -

The Annual HRP Implementation Reports for 2012/13 are analysed and feedback is provided to departments.

-The six monthly HRP Implementation Reports for 2013/14 are analysed and feedback is provided to departments.

-

51










Monthly reports from departments on the implementation of ARPs consolidated and analysed




Conclude appointments of HoDs: DRDAR; DEDEAT; DLGTA; DRPW -

Conclude appointment of HoD: Human Settlements

Conclude appointment of HoD: SD&SP & SRAC

Monitor and report on EM vacancies Monitor and report on EM vacancies Monitor and report on EM vacancies Monitor and report on EM vacanciesMonitor and report on implementation of HRM delegations

Monitor and report on implementation of HRM delegations



Monitor and support implementation of departmental Attraction and Retention Strategies




Facilitate approval of Succession Planning Policy in the Province

Roll out Succession Planning Policy in the Province



Finalise validation of HRM Competency Assessment Tool in the Province

Facilitate approval of HRM Competency Assessment Tool in the Province

Roll out HRM Competency Assessment Tool in the Province

Roll out HRM Competency Assessment Tool in the Province

Consolidate Provincial HRM Status Report




Consolidate departmental Management Consolidate departmental Management Consolidate departmental Management Consolidate departmental Management

52










Information Systems (MIS) Reports Information Systems (MIS) Reports Information Systems (MIS) Reports Information Systems (MIS) ReportsConsolidated report on the HR portion of the 2011/12 Departmental Audit Intervention Plans (AIPs)

Monitor and Report on progress on the HR portion of the 12/13 Departmental Audit Intervention Plans (AIPs)



53



PROJECT NAME: FACILITATION, MONITORING AND SUPPORTING DEPARTMENTS ON EMPLOYEE AND ORGANISATIONAL WELLNESS


STRATEGIC OBJECTIVEBuild a people focussed organisation Effectively coordinate and build capacity of the public sector towards social and institutional transformation.

PERFORMANCE INDICATORS 2.9 Number of departments implementing employee wellness programmes; and 2.10 Number of departments implementing Policy and Procedure on Incapacity Leave and Ill-health Retirement (PILIR) Framework effectively.





Develop employee wellness audit tool Conduct employee wellness audit in 2 pilot depts.

Conduct employee wellness audit in 7 departments

Analyse data and compile annual report. Facilitate Planning sessions with 13 departments for 2014/15

Conduct briefing sessions with 13 departments on the audit

Conduct employee wellness audit in 4 departments

Analyse data and compile report and conduct one on one session with departments

Development of project plan- -

Analyse trends and report on 13 departments and finalise business plans

Collect baseline data - - -Analyse data and compile report on baseline information to inform audit

- - -

Facilitate Employee Wellness Programme implementation




Collect and analyse data from Persal and Vulindlela on Leave Management with special emphasis on employees number of sick leave days taken, sick leave pending applications, employees who never took vacations with special attention given to DOE,DOH,DSRAC and OTP

Collect and analyse data from Persal and Vulindlela on Leave Management with special emphasis on employees number of sick leave days taken, sick leave pending applications, employees who never took vacation focusing on DOE,DOH,DSRAC and OTP

Collect and analyse data from Persal and Vulindlela on Leave Management with special emphasis on employees number of sick leave days taken, sick leave pending applications, employees who never took vacation focusing on DOE,DOH,DSRAC and OTP

Collect and analyse annual data from Persal and Vulindlela on Leave Management with special emphasis on employees number of sick leave days taken, sick leave pending applications, employees who never took vacation focusing on DOE,DOH,DSRAC and OTP

54



PROJECT NAME: FACILITATION, MONITORING AND SUPPORTING DEPARTMENTS ON EMPLOYEE AND ORGANISATIONAL WELLNESS


STRATEGIC OBJECTIVEBuild a people focussed organisation Effectively coordinate and build capacity of the public sector towards social and institutional transformation.

PERFORMANCE INDICATORS 2.9 Number of departments implementing employee wellness programmes; and 2.10 Number of departments implementing Policy and Procedure on Incapacity Leave and Ill-health Retirement (PILIR) Framework effectively.





Facilitate appointment of new Health Risk Manager, the setting up of new HRM (signing of contract, Introductions to depts), Monitor handover and submission of applications and facilitate PILIR Steering committee meeting

Facilitate steering committee meetingand submission of reports, Analyse data per department, submit report and formulate feedback to departments.

Facilitate steering committee meeting and submission of reports, Analyse data per department, submit report and formulate feedback to departments

Facilitate steering committee meeting and submission of reports, Analyse data per department, submit report and formulate feedback to departments

55


SECTION NAME: EMPLOYMENT RELATIONS MANAGEMENT

PROJECT NAME: FACILITATION, MONITORING AND SUPPORTING DEPARTMENTS ON EMPLOYMENT RELATIONS MANAGEMENT


STRATEGIC OBJECTIVESBuild a people focussed organisation Effectively coordinate and build capacity of the public sector towards social and institutional transformation.

PERFORMANCE INDICATOR2.11 Number of departments implementing employment relations strategies.





Misconduct data collected, analysed and reports developed.



Collect, analyse and report on misconduct data.

Leadership seminar for HR Heads organised.

Leadership seminar for Executive Management organised.

- Leadership seminar for HR Heads organised.

IDLRF held. IDLRF held. IDLRF held. IDLRF held.

- Benchmarking session for LR practitioners is held.

- Benchmarking session for LR practitioners.

- -1st annual LR dialogue session held and decisions of the session formed into a PoA.

Dialogue session PoA KRAs factored into the OPS of departments.

Facilitate structured engagement between labour and government to create and sustain labour peace within the Provincial Administration.


-


Preparatory processes for Chamber finalised




Meetings of the Provincial Chambers of the PSCBC and GPSSBC take place and OTP takes part in ELRC and PH&SDSBC.




Seek Mandate, Participate in, and communicate the outcomes of the PSCBC and GPSSBC processes




56


SECTION NAME: PERFORMANCE MANAGEMENT AND DEVELOPMENT SERVICES

PROJECT NAME: FACILITATE THE IMPLEMENTATION OF PMDS IN DEPARTMENTS


STRATEGIC OBJECTIVESBuild a people focussed organisation Effectively coordinate and build capacity of the public sector towards social and institutional transformation.

PERFORMANCE INDICATORS2.7 Number of departments with credible HoDs performance agreements by 31 May 2013; and 2.8 Number of departments conducting credible performance reviews and evaluations for their Heads of Departments.





- - -Support HoDs with performance contracting.

Validation report on HoDs PAs done. - - -Support the process of conducting the 2nd HoD performance reviews

Support the process setting up of evaluation panels to evaluate the previous financial year performance

Support the process of conducting the 1st HoD performance reviews

Support finalization of HoDs performance appraisal of the previous financial year. Develop an annual report on the state of HOD PMDS

Monitor, support and report on the implementation of the Employee PMDS:

Employee performance contracting for 2013/14Quarter 4 Reviews (2012/13)Annual employee performance assessments (2012/13)Annual state of PMDS report for 2012/13 done


Sample of employee performance contracts validated and report done.Implementation of employee performance incentives monitoredQuarter 1 employee performance reviews monitored


Sample of employee performance reviews validated and report done.Quarter 2 employee performance reviews monitored


Provide readiness support to departments for 2014/15 PMDS Planning and contracting for the new financial yearQuarter 3 employee performance reviews monitored

Revised PMDS manual approved and EPMDS policy integrated into the book.

500 Revised PMDS manual printed and distributed to H/O and 6 districts

500 Revised PMDS manual printed and distributed to 2 districts

-

57

CHIEF DIRECTORATE NAME: HUMAN RESOURCE DEVELOPMENT SUPPORTSECTION NAME: HRD STRATEGY DEVELOPMENT MONITORING AND SUPPORT

PROJECT NAMESTRANSVERSAL TRAININGLEADERSHIP DEVELOPMENTWOMEN IN LEADERSHIP

BUDGET ALLOCATIONR10 741 000R10 741 000R500 000

STRATEGIC OBJECTIVE: Effectively coordinate and build the capacity of the public sector towards social and institutional transformationPERFORMANCE INDICATORS 2.18 Number of middle and senior managers trained through the leadership development programme; 2.19 Number of women participating in the Women in Leadership Development Programme; and 2.20 Number of public servants trained in specific key areas in line with the Public Sector Transformation Strategy.





TRANSVERSAL TRAININGTrain at least 150 officials on key areas in line with the Public Sector transformation Strategy (Financial and Business Management, Human Resource Management, Organisational Development, Communication, Compulsory Induction Training, ICT)

Train at least 150 officials on key areas in line with the Public Sector transformation Strategy (Financial and Business Management, Human Resource Management, Organisational Development, Communication, Compulsory Induction Training, ICT)



LEADERSHIP DEVELOPMENTTrain at least 80 officials on key areas in line with the Public Sector Transformation Strategy

Advanced Leadership Programme –ALP

Train at least 80 officials on key areas in line with the Public Sector Transformation Strategy ALP continues

Executive Development Programme (EDP) commences in September 2013

Train at least 80 officials on key areas in line with the Public Sector Transformation Strategy

ALP – ends end December 2013Advanced Management Programme (AMDP) commences in November 2013EDP continues

Train at least 80 officials on key areas in line with the Public Sector Transformation Strategy

EDP continues

Prepare for Leadership Seminar Conduct Leadership Seminar Conduct Leadership Seminar Conduct Leadership Seminar

58


PROJECT NAMESTRANSVERSAL TRAININGLEADERSHIP DEVELOPMENTWOMEN IN LEADERSHIP

BUDGET ALLOCATIONR10 741 000R10 741 000R500 000

STRATEGIC OBJECTIVE: Effectively coordinate and build the capacity of the public sector towards social and institutional transformationPERFORMANCE INDICATORS 2.18 Number of middle and senior managers trained through the leadership development programme; 2.19 Number of women participating in the Women in Leadership Development Programme; and 2.20 Number of public servants trained in specific key areas in line with the Public Sector Transformation Strategy.





WOMEN IN LEADERSHIPFinalise Concept And Develop Programme

30 Women participate in a Women in Leadership Programme

Continuation with the Women in Leadership Programme

Continuation with the Women in Leadership ProgrammeCompilation of a summative report on the Programme

59


PROJECT NAMESSKILLS DEVELOPMENTFINANCIAL ASSISTANCE

BUDGET ALLOCATION: R20 476 000

STRATEGIC OBJECTIVE: Effectively coordinate and build the capacity of the public sector towards social and institutional transformationPERFORMANCE INDICATORS 2.20 Number of public servants trained in specific key areas in line with the Public Sector Transformation Strategy; and 2.21 Number of unemployed young people trained in specific skill areas as part of the strategic skills development initiative





SKILLS DEVELOPMENTSupport Government Departments to develop HRD Implementation Plans in line with the PSDS

Consolidate the Annual Plans of Provincial Departments and monitor implementation

Consolidate and present half-yearly implementation reports to Provincial Management

Consolidate and present the Annual HRD implementation report to Provincial Management

Consolidate the Annual Reports of PSDF Stakeholders against the PSDS;

Work with Stakeholders on the Provincial Management Information System;

Present the half-yearly report to the Provincial and National HRD Council and to Provincial Management

Quarterly reports consolidated;

Coordinate the placement of at least 600 unemployed youth in Learnerships, Apprenticeships or Skills Programmes



Coordinate the placement of at least 600unemployed youth in Learnerships, Apprenticeships or Skills Programmes

Facilitate, coordinate and monitor the placement of FET College students with Provincial Departments, Municipalities and Public Entities




FINANCIAL ASSISTANCE Coordinate the provision of Financial Assistance to at least 3,000 full-time students in critical fields of study

Coordinate the provision of Financial Assistance to at least 3,000 full-time students in critical fields of study



Annual report on financial assistance provided by provincial government in 2012/13 including student progress

Conduct an extensive Career Exhibition Programme

Half year report on the financial support provided in 2013/14.

Conduct an extensive Career Exhibition Programme.

- - Conduct an extensive Career Exhibition Programme

Host the Annual Top Achievers Award Ceremony for the top Grade 12 learners

60

CHIEF DIRECTORATE NAME: INSTITUTIONAL SUPPORT SERVICES SECTION NAME: ORGANISATIONAL DESIGN AND SYSTEMS SUPPORT

PROJECT NAME: RENDER ORGANISATIONAL DESIGN AND SYSTEMS SUPPORT TO THE PROVINCIAL ADMINISTRATION


STRATEGIC OBJECTIVEEffectively coordinate and build the capacity of the public sector towards social and institutional transformationEnsure sound organisational integrity inclusive of human resource, financial, risk and supply chain managerial practices and systems

PERFORMANCE INDICATORS 2.12 Number of departments with approved organizational Structures for the current Medium Term Strategic Framework; and2.13 Number of departments with credible human resource planning, recruitment and selection and leave management business processes.





ASSESSMENT & SUPPORT ON DEVELOPMENT OF ORGANISATIONAL STRUCTURE Three (3) organogram analysed which include:

Pre-consultation sessions held with the departments during restructuringOrganogram consulted with OTP and DPSA before approval by the relevant EA

Four (4) organogram analysed which include:


Four (4) organogram analysed which include:


Two (2) organograms analysed. Validate service delivery models and departmental organograms and develop Annual report with recommendations for improvements

ASSESSMENT AND SUPPORT ON IMPLEMENTATION OF JOB EVALUATION POLICYThree (3) departments implement JE structures, co-ordinated and supported which include:

Analysis of existing JE capacityTrained JE Analysts and Panellists

Four (4) departments implement JE structures, co-ordinated and supportedwhich include:

JE structures fully functional Evaluated posts in terms of the Public Service Regulations.JE results captured on Persal

Four (4) departments implement JE structures, co-ordinated and supported which include:

JE structures fully functional Evaluated posts in terms of the Public Service Regulations.JE results captured on Persal

Two (2 ) departments implement JE structures, co-ordinated and supported and JE report developed

61

CHIEF DIRECTORATE NAME: INSTITUTIONAL SUPPORT SERVICES SECTION NAME: ORGANISATIONAL DESIGN AND SYSTEMS SUPPORT

PROJECT NAME: RENDER ORGANISATIONAL DESIGN AND SYSTEMS SUPPORT TO THE PROVINCIAL ADMINISTRATION


STRATEGIC OBJECTIVEEffectively coordinate and build the capacity of the public sector towards social and institutional transformationEnsure sound organisational integrity inclusive of human resource, financial, risk and supply chain managerial practices and systems

PERFORMANCE INDICATORS 2.12 Number of departments with approved organizational Structures for the current Medium Term Strategic Framework; and2.13 Number of departments with credible human resource planning, recruitment and selection and leave management business processes.





BUSINESS PROCESS RE-ENGINEERING Formalize BPM task teams which include:

Appointment of members to serve in the provincial BPM task teamAt least one (1) task team meeting heldDevelopment of a BPM project plan

1 As-is process mapped for recruitment and selection process and develop are report.

1 As-is process mapped for leave management process and develop a report

1 As-is process mapped for HR planning and a report for all mapped processes with recommendations.

DOCUMENT MANAGEMENT SUPPORT TO DEPARTMENT OF EDUCATION OD intervention plan for documents management developed for the Department of Education

Conduct group sessions on organisational diagnosis with relevant business unit/s Conduct feedback sessions as a results of diagnosis made with the relevant business unit/s

Conduct Joint Action Planning with Department of Education relevant business unit/s

Ensure implementation of recommendations and follow through

62

CHIEF DIRECTORATE NAME: INSTITUTIONAL SUPPORT SERVICES SECTION NAME: CULTURE CHANGE

PROJECT NAME: FACILITATE IMPLEMENTATION OF CULTURE CHANGE PROJECTS

BUDGET ALLOCATION: : R763 650

STRATEGIC OBJECTIVESBuild a people focussed organisation; andEffectively coordinate and build the capacity of the public sector towards social and institutional transformation.

PERFORMANCE INDICATOR2.14 Number of departments implementing culture change strategies





Feedback to departments on the DI Analysis and findings

Monitor and support implementation of Departmental Culture Change Quick Win Projects that are aligned to Departmental Programmes




- -

Support development of Departmental Annual Culture Change Programmes

Skills enhancement, Refresher and Re-orientation sessions for Departmental Change Agents and OTP Technical Advisors




Leadership Change Engagement Programme (Premier and MECs, DG, HoDs and DDGs)




Orientation of Batho Pele coordinators of 13 departments on the Batho Revitalization strategy implementation plan.

Monitor and support the implementation of the Batho Pele Revitalization Strategy implementation plan

Batho Pele Audits / Front Line Service Audits Khaedu

Monitor and support the implementation of the Batho Pele Revitalization Strategy implementation plan

Batho Pele Audits / Front Line Service Audits feedbackKhaedu

Report on the Batho Pele Revitalization Strategy implementation planAnnual Plan for 2014/15 Batho Pele Revitalization Strategy

-Comprehensive report on progress on Provincial and Departmental Cultures Change Programmes

-Comprehensive report on progress on Provincial and Departmental Cultures Change Programmes

63

CHIEF DIRECTORATE NAME: INSTITUTIONAL SUPPORT SERVICES SECTION NAME: CULTURE CHANGE

PROJECT NAME: FACILITATE IMPLEMENTATION OF CULTURE CHANGE PROJECTS

BUDGET ALLOCATION: : R763 650

STRATEGIC OBJECTIVESBuild a people focussed organisation; andEffectively coordinate and build the capacity of the public sector towards social and institutional transformation.

PERFORMANCE INDICATOR2.14 Number of departments implementing culture change strategies





Preparations for the Public Service Month APSD Activities held on 23 June 2013 (Part of EXCO Outreach)

Public Service Month activities implemented

LogisticsFeed -back to IkhweziFeedback to Elliotdale

Report of the Public Service Month Monitor the implementation of the PSM recommendationAnnual report on the PSM 2013/14 Public Service Month Concept for 2014 developed

Preparation for the EXCO outreachReport on progress on 2012 HoD Deployments, feedback and follow-upHoD Deployments to Service Delivery SitesPublic Servants Policy and Culture Change Sessions

Preparation for the EXCO outreachFeedback and follow – up on HoD deploymentsHoD Deployments to Service Delivery SitesPublic Servants Policy and Culture Change Sessions

EXCO Outreach Report

Monitor implementation of EXCO Outreach Resolutions in respect of HoD Deployments

Monitor implementation of EXCO Outreach Resolutions in respect of HoD Deployments

64

CHIEF DIRECTORATE NAME: INSTITUTIONAL SUPPORT SERVICES SECTION NAME: SERVICE DELIVERY INTERVENTIONS

PROJECT NAME: DEVELOPMENT AND PILOTING OF AN INTEGRATED ORGANISATIONAL ASSESSMENT TOOL


STRATEGIC OBJECTIVE: Effectively coordinate and build the capacity of the public sector towards social and institutional transformation.PERFORMANCE INDICATOR2.15 Integrated organizational performance assessment framework and tool developed.





Research and development on the integration of organizational performance diagnostic tools done:

Research on integrated hybrid organizational assessment tools doneBenchmarking of hybrid tools and organizational maturity modelsIntegrated model for organizational performance assessment and reporting developed

Concept document for the integration of diagnostic tools developed and approved

Concept document with a case for change developedBlue print for organizational performance diagnostics developedConcept document consulted with all relevant stakeholders

Development of a web-based organizational diagnostic tool done:

Blue print for a web- based tool doneUser needs analysis doneWeb-based tool piloted to usersWeb-based toll signed off

Pilot the web-based diagnostics tool in additional 1 department:

Departmental orientation doneUsers in department trainedUsers conduct assessmentPilot sight signed off to test tool for reliability and reliability

- -

Pilot the web-based diagnostics tool in 1 identified department.

Departmental orientation doneUsers in department trainedUsers conduct assessmentPilot sight signed off

Organizational Performance Assessment Policy Updated:

Organizational Assessment policy revision workshop conducted Revised policy communicated to all stakeholdersUpdated policy approved by EXCO

- -Training of 50 designated IDOS and OTP transversal (prg 3 & 4) staff done

Training of 100 provincial M& E and Balasela champions done

65

CHIEF DIRECTORATE NAME: INSTITUTIONAL SUPPORT SERVICES SECTION NAME: SERVICE DELIVERY INTERVENTIONS

PROJECT NAME: REVISION OF SDIPS AND MONITORING IMPLEMENTATION BUDGET ALLOCATION: R225 460

STRATEGIC OBJECTIVE: Effectively coordinate and build the capacity of the public sector towards social and institutional transformation.PERFORMANCE INDICATOR 2.16 Number of departments implementing revised Service Delivery Improvement Plans





REVISION OF SDIPS AND MONITORING IMPLEMENTATIONFeedback reports provided and presented to 13 Departments on the revised SDIPs submitted.

Audits done to track SDIP implementation at head office and in 3 districts of 4 identified Departments.

Audits done to track SDIP implementation at head office and in additional 3 districts of the 4 identified Departments.

-

Progress report on the departmental feedback sessions done

Audit report done Audit report done Integrated audit report on SDIP implementation with recommendations for improvement shared with 4 departments across six districts

MARKETING THE PROVINCIAL SERVICE DELIVERY CHARTER2000 copies of the updated Provincial Service Delivery Charter(PSDC) printed

PSDC loaded on the provincial web-site - -

Updated PSDC distributed and communicated to 13 Departments at Head Office (Bhisho & King Williams Town)

Updated PSDC distributed and communicated to Departments in 3 districts.

Updated PSDC distributed and communicated to Departments in 3 districts

Report on PSDC implementation with recommendations for improvement shared with 13 departments

66

CHIEF DIRECTORATE NAME: INSTITUTIONAL SUPPORT SERVICES SECTION NAME: INNOVATION AND KNOWLEDGE MANAGEMENT

PROJECT NAME: COORDINATION OF KNOWLEDGE MANAGEMENT BUDGET ALLOCATION: R295 000

STRATEGIC OBJECTIVE: Effectively coordinate and build the capacity of the public sector towards social and institutional transformationPERFORMANCE INDICATOR2.17 Number of departments implementing Innovation and Knowledge Management strategies.





Provide Support to 13 Departments to be trained to upload information / documents in the Provincial Knowledge Hub

Departments supported to Identify, Collect, and Package the Provincial Best Practices and Facilitate the Replication of Existing Best Practices

Coordinate Knowledge Exchange in Cross Functional Teams for Information Sharing in 3 Departments by Focusing in Finance Section

Facilitate the implementation of Learning and Sharing Practices in Departments

Provide Support to 6 Departmental Districts to upload information / documents in the Provincial Knowledge Hub

Facilitate the Replication of Existing Best Practices in Departments

Coordinate Knowledge Exchange in Cross Functional Teams for Information Sharing in 3 Departments by Focusing in HR Section

-

- -

Coordinate Knowledge Exchange in Cross Functional Teams for Information Sharing in 3 Departments by Focusing in SCM Section

-

67

Sub-Programme 2.3: Information Technology Management

CHIEF DIRECTORATE NAME: PROVINCIAL INFORMATION MANAGEMENT UNIT

SECTION NAME: N/A

PROJECT NAME: IMPLEMENTATION OF ICT GOVERNANCE BUDGET ALLOCATION: R200 000

STRATEGIC OBJECTIVE: Effectively coordinate and build the capacity of the public sector towards social and institutional transformationPERFORMANCE INDICATOR2.22 Number of departments implementing ICT Governance in accordance with the Provincial Framework.





Maturity Level Assessment for the 13 Departments produced

GAP Analysis based on the assessment and Policy creation

Business Processes and ICT Goals Mapping

Alignment of Business Processes with ICT / COBIT Processes

Provincial ICT Strategy Planning Session with PGITOC members Provincial ICT Strategy review

Provincial ICT Strategy review and presentation to the Provincial ICT Steering Committee

Approved Provincial ICT Strategy document for 2014-2019

68


SECTION NAME: N/A

PROJECT NAME: MONITORING OF SITA SERVICE LEVEL AGREEMENT BUDGET ALLOCATION: R87.737m

STRATEGIC OBJECTIVE: Effectively coordinate and build the capacity of the public sector towards social and institutional transformationPERFORMANCE INDICATOR2.23 Level of compliance of SITA with the Service Level Agreements





Business Agreement kick-off sessions Business Agreement review and engagement inputs

An approved final Business Agreement document

Approved Report on SITA accountability matrix




Quarterly Performance reports (ALL SLA’s)




Submission of Renewal/Termination/Amendment of reviewed SLAs for approval

Assessment for in-house Provincial Hosting of the SITA historical data

Assessment for in-house Provincial Hosting of the SITA historical data

Review of SITA and ICT related SLAs (Managed Desktop, Hosted Printing, etc)

A Developed implementation plan for in-house Provincial Hosting of SITA historical data.

Quarterly Performance report on Web Applications Development & Maintenance

Quarterly Performance report on Web Applications Development & Maintenance.

Development of the implementation plan for in-house Provincial Hosting of SITA historical data

Quarterly Performance report on Web Applications Development & Maintenance.

- -Quarterly Performance report on Web Applications Development & Maintenance.

Approval of the Project Plan for Service Improvement.

- - Develop Project Plan for Service Improvement.

-

69


SECTION NAME: N/A

PROJECT NAME: IMPLEMENTATION OF THE PROVINCIAL ICT INFRASTRUCTURE PLAN

BUDGET ALLOCATION: R7.27m

STRATEGIC OBJECTIVE: Effectively coordinate and build the capacity of the public sector towards social and institutional transformationPERFORMANCE INDICATOR2.23 Level of implementation of the Provincial ICT Infrastructure Plan





Approved Infrastructure and Maintenance Plans based on Assetverification

Provisioning and Maintenance of Provincial ICT Network Infrastructure services as per the Maintenance and Infrastructure Plans



Continuous update of the OTP Asset register



Report on Asset verification and updated Asset Register

Monitoring of the Microsoft EA and ESET NOD32 Licenses

Approved Microsoft EA and ESET NOD32 upgrade

Installed base for Microsoft EA and ESET NOD32

Maintenance of Provincial Server Room equipment

Final Technical Specifications for the implementation of the Provincial VPN

Implemented Phase 1 (Data) of the Provincial VPN

Phase 2 (Voice and Video) of the Provincial VPN RFQ

Awarded Tender for the Phase 2 (video and Voice) of the VPN

70


SECTION NAME: N/A

PROJECT NAME: GIS SERVICE PROVISION BUDGET ALLOCATION: R250 000

STRATEGIC OBJECTIVE: Effectively coordinate and build the capacity of the public sector towards social and institutional transformationPERFORMANCE INDICATOR2.25 Level of implementation of spatial referencing of government information through Geographical Information System (GIS)





Report on Spatial Referencing of Provincial Departments




80 Employees trained in the usage of GIS



An approved GIS Training Plan

Number of mapping request completed Number of mapping request completed Number of mapping request completed Number of mapping request completed

71


SECTION NAME: N/A

PROJECT NAME: IT DISASTER RECOVERY PLAN FOR OFFICE OF THE PREMIER

BUDGET ALLOCATION: R4m

STRATEGIC OBJECTIVE: Effectively coordinate and build the capacity of the public sector towards social and institutional transformationPERFORMANCE INDICATOR2.26 Level of implementation of phase two of the IT Disaster Recovery Plan for Office of the Premier





Performance Assessment and Procurement of hardware for the DRP solution

DRP Solution (Virtualization and Replication) implementation

DRP Solution (Virtualization and Replication) implementation

Development of procedure manuals to restore services and testing of Disaster Recovery Solution

72

Programme 3: Policy and Governance









Coordinate the Programme Executive Management meetings for the programme and follow up on the decisions thereof




Compile monthly, quarterly, mid-year and annual reports for the programme and ensure that there is credible evidence associated with all reported achievement


Compile monthly, quarterly, mid-year and annual reports for the programme and ensure that there is credibleevidence associated with all reported achievement






Coordinate all planning activities for the Programme and resulting in the submission of draft Programme APP and budget.

Coordinate all planning activities for the Programme and resulting in the submission of the draft Programme APP and budget

Coordinate all planning activities for the Programme and resulting in the finalisation of the Programme Plans (APP, Operational Plan, Monthly Activity Plans, Cash flows, Procurement Plans)




Ensure that performance review for all staff in the programme are conducted and moderated (for the third quarter)

Ensure that all staff in the programme have valid performance contracts for

- - Ensure that all staff members have valid performance agreements for the next

73








2013/14 financial year financial yearCompile Portfolio Committee Reports Compile Portfolio Committee Reports Compile Portfolio Committee Reports Compile Portfolio Committee ReportsCorrespondence Administration Correspondence Administration Correspondence Administration Correspondence AdministrationMonitor expenditure patterns of the Programme








74

Sub-Programme 3.2: Performance Monitoring and Evaluation

CHIEF DIRECTORATE NAME: PERFORMANCE MONITORING & EVALUATION SECTION NAME: N/A

PROJECT NAME: COORDINATION OF PERFORMANCE REPORTING BUDGET ALLOCATION: R300 000

STRATEGIC OBJECTIVE: Provincial monitoring, reporting and evaluation framework fully implementedPERFORMANCE INDICATOR3.1 Number of departments submitting credible quarterly performance reports





Development of the concept document, Standard Operating Procedure (SOP) and Annual Schedule for Reporting

Implementation of the SOP Implementation of the SOP Implementation of the SOP

Development of a Framework and Criteria for analysing Quarterly Performance Reports

Collection of Departmental Quarterly Performance Reports as per SOP and Schedule



Consultations on the (SOP) and Annual Schedule for Reporting with departments

Analysis of Departmental Quarterly Reports



Submitting the draft SOP and Schedule for approval to the OTP and Provincial Management structures

Production of Draft Analysis Report Production of Draft Analysis Report Production of Draft Analysis Report

Finalisation of the SOP and Schedule Consultation with stakeholders on the Draft Analysis report

Consultation with stakeholders on the Draft Analysis report

Consultation with stakeholders on the Draft Analysis report

Advocating the SOP with relevant stakeholders

Updating and finalisation of the Analysis report



-Presentation of the final Analysis Report to Provincial Management Structures for endorsement

Presentation of the final Analysis Report to Provincial Management Structures for endorsement

Presentation of the final Analysis Report to Provincial Management Structures for endorsement

- - -Produce an annual report on the implementation of the SOP

75


PROJECT NAME: IMPROVING MANAGEMENT PERFORMANCE INFORMATION BUDGET ALLOCATION: R150 000






Development of the concept document for analysing departmental frameworks for managing performance information

Development of an Assessment Framework for analysing the quality of departmental Frameworks for managing performance information



Development of draft provincial guidelines for managing performance information in provincial departments

Setting up of an Analysis Team (ECSECC and Provincial Treasury)

Assessment of the quality of frameworks and guidelines for improving the management of performance information in the province in 4 departments


Collection of departmental Frameworks for managing performance information


Produce a draft report Produce a draft report

-Produce a draft report Engage with relevant departments on

the draft reportEngage with relevant departments on the draft report

-Engage with relevant departments on the draft report

Update and finalise the report Update and finalise the report

-Update and finalise the report Present the report to OTP Management

StructuresDevelop a consolidated report for 13 Departments

-Present the report to OTP Management Structures -

Present the report to OTP and Provincial Management Structures for endorsement

76


PROJECT NAME: COORDINATION OF OVERSIGHT OF THE PROVINCIAL PRESIDENTIAL SCHOOLS AND ASIDI PROGRAMME







Development of the concept document Standard Operating Procedure (SOP) and Schedule for Presidential Schools and ASIDI Reporting

Engagement of stakeholders on the Draft report on Presidential Schools and ASIDI schools

Collection of Quarter 2 ASIDI and Presidential Schools Performance Reports as per SOP

Collection of Quarter 3 ASIDI and Presidential Schools Performance Reports as per SOP

Endorsement of SOPs and Schedule by Programme Head

Finalisation of the Presidential Schools and ASIDI schools report

ASIDI and Presidential Schools Site Visits (49 schools – second phase)

Production of Progress Report on the Presidential Schools and ASIDI schools

Collection of Quarter 4 (for the 12/13 financial year) ASIDI and Presidential Schools Performance Reports as per SOP

Presentation of Presidential Schools and ASIDI schools report to Provincial Management structures for endorsement



ASIDI (49 schools – first phase) and Presidential Schools Site Visits

Presentation of the final reports to EXCO




Collection of Quarter 1 ASIDI and Presidential Schools Performance Reports



-Production of Progress Report on the Presidential Schools and ASIDI schools


-

- -Presentation of the final reports to EXCO

-

77

CHIEF DIRECTORATE NAME: PERFORMANCE MONITORING & EVALUATION SECTION NAME : N/A

PROJECT NAME: DEVELOPMENT OF PERFORMANCE MONITORING &KNOWLEDGE MANAGEMENT SYSTEM IN PARTNERSHIP WITH DPME







Endorsement of the Concept Document by OTP Management Structures

Presentation of the system at Provincial Top Management meeting

Advocate the Performance Monitoring and Knowledge Management System to the relevant stakeholders

Launch of the system

Formulation of the work group that will spearhead implementation of the system

Approval of the System Training of all departmental M& E officers.

-

Formulate a business case to guide the system

Testing of the system Piloting of the system -

Development of the System Hands on support from DPME to OTP M&E officials.

Hands on support from DPME to the departmental M&E officials.

-

78


PROJECT NAME: PREPARATION OF THE PERFORMANCE REPORTS TO MAKGOTLA


STRATEGIC OBJECTIVE: Provincial monitoring, reporting and evaluation framework fully implementedPERFORMANCE INDICATOR3.2 Number of provincial performance oversight reports processed





Development of Standard operating Procedures (SOPS) for Makgotla reporting

Collection of performance progress as per PCMT and Quarterly Performance Reporting SOPS

-Collection of performance progress as per PCMT and Quarterly Performance Reporting SOPS

- Draft Consolidated Report produced - Draft Consolidated Report produced

- Draft Powerpoint Presentations Produced

- Draft Powerpoint Presentations Produced

-

Presentation of Draft Report and Powerpoint in Clusters, Provincial Management and EXCO for verification and endorsement

-

Presentation of Draft Report and Powerpoint in Clusters, Provincial Management and EXCO for verification and endorsement

-Printing and Distribution of reports to Cabinet Secretariat

-Printing and Distribution of reports to Cabinet Secretariat

79


PROJECT NAME: PCMT OVERSIGHT ENGAGEMENTS AND REPORTING BUDGET ALLOCATION: R50 000

STRATEGIC OBJECTIVE: Provincial monitoring, reporting and evaluation framework fully implementedPERFORMANCE INDICATOR3.2 Number of provincial performance oversight reports processed





Develop Standard Operating Procedures and an annual schedule of the PCMT

Collection of performance reports as per SOPS



Development and approval of the format of the PCMT report to EXCO and Provincial Management

Verification of information Verification of information Verification of information

Development of a plan to support departments post-PCMT

Development and submission of pre-PCMT reports (analysis of departmental performance for consideration by PCMT)



Engagement with stakeholders on the SOPS, annual schedule and format of the PCMT report for endorsement

PCMT engagements take place (first Quarter Report and Annual Reports)

PCMT engagements take place (Quarter 2 Reports)

PCMT engagements take place (Quarter 3 Reports)

Collection of performance reports as per SOPS Compilation of post-PCMT reports Compilation of post-PCMT reports Compilation of post-PCMT reports

-Implementation of the plan to support departments post-PCMT (including feedback/correspondence to HODs)

Implementation of the plan to support departments post-PCMT (including feedback/correspondence to HODs)

Implementation of the plan to support departments post-PCMT (including feedback/correspondence to HODs)

-Submission of post-PCMT reports for consideration by Provincial Management Structures and endorsement by EXCO

Submission of post-PCMT reports for consideration by Provincial Management Structures and endorsement by EXCO

Submission of post-PCMT reports for consideration by Provincial Management Structures and endorsement by EXCO

80


PROJECT NAME: END OF TERM REPORT BUDGET ALLOCATION: R500 000

STRATEGIC OBJECTIVE: Provincial monitoring, reporting and evaluation framework fully implementedPERFORMANCE INDICATOR3.3 Number of evaluations/impact assessment conducted to evaluate the impact of government policies and programmes on the lives of people in the province





Preparation of a Concept Document on the End of Term Report (2009-2014)

Submit Final Report to EXCO for endorsement

Engagement of stakeholders (Clusters, on the findings of the report

Engagement of stakeholders on the findings of the report

Approval of the evaluation by EXCO (before the end of March 2013)

Printing and distribution of the report - -

Preparation of Terms of Reference for the End of Term Report

- - -

Initiation of procurement of capacity to support the Evaluation

- - -

Appointment of the Service Provider to support the evaluation

- - -

Setting up of the Project Steering Committee for the Evaluation - - -

Desk-top Data collection and Data Analysis

- - -

Site visits for verification (see separate Project Plan)

- - -

Management of the Service Provider (weekly Project Steering Committee reports)

- - -

Produce draft Evaluation Report - - -Engage stakeholders on the findings of the Report - - -

Update report as per inputs from stakeholders – produce final report

- - -

81


PROJECT NAME: SITE VISITS - CONTRACT EIGHT (8) SERVICE DELIVERY VERIFICATION OFFICERS FOR 5 MONTHS







Concept document approved (by 31 March 2013)

Site Visits and capturing of data as per reporting framework

- -

Posts approved by Premier (by 31 March 2013)

Mopping up visits and compilation of the draft consolidated report. - -

Verification Team and one Team Leader reports for duty at Office of the Premier (PME Unit)

Engagement with stakeholders on draft report

- -

Orientation of the team (includingCommunication Officers, Community Development Workers and Service Delivery Facilitators), planning the visits and review of annual reports and APP’s of departments.

Update and produce final report. - -

Development of a draft service delivery report Table report to EXCO for endorsement

Development of a site verification tool and framework for capturing and reporting

Printing and distribution of report

Verification Team reports for duty in 6 District Municipalities and 2 Metros. Site Visits and capturing of data as per reporting framework - - -

82


PROJECT NAME: EVALUATION OF TRANSVERSAL TRAINING IN THE PROVINCE







Preparation of a Concept Document on the Evaluation of Transversal Training, in collaboration with IDOS


Produce draft Evaluation Report Printing and distribution of the report


Setting up of the Project Steering Committee for the Evaluation

Engage stakeholders on the findings of the Report

Engage stakeholders on the findings of the final report

Preparation of Terms of Reference for the Evaluation of Transversal Training in the Province, in collaboration with IDOS

Data collection and Data Analysis Update report as per inputs from stakeholders – produce final report -

Procurement of capacity to support the Evaluation


Submit Final Report to EXCO for endorsement -

83


PROJECT NAME: EVALUATION OF COORDINATION OF INFRASTRUCTURE DELIVERY







Preparation of a Concept Document on the Evaluation of the coordination of infrastructure delivery


Data collection and Data Analysis Update report as per inputs from stakeholders – produce final report


Setting up of the Project Steering Committee for the Evaluation


Submit Final Report to EXCO for endorsement

Preparation of Terms of Reference for the Evaluation of the coordination of infrastructure delivery in the Province

-Produce draft Evaluation Report Printing and distribution of the report

Procurement of capacity to support the Evaluation

-Engage stakeholders on the findings of the Report

Engage stakeholders on the findings of the final report

84


PROJECT NAME: IMPLEMENTATION OF MPAT BUDGET ALLOCATION: R20 000

STRATEGIC OBJECTIVE: Provincial monitoring, reporting and evaluation framework fully implementedPERFORMANCE INDICATOR3.11 Number of departments conducting effective management performance assessments





Development of a draft Provincial MPAT concept document and implementation plan for 2013/14 (including the production of improvement plans), in collaboration with IDOS

Endorsement of Provincial MPAT implementation plan by Provincial Management

Implementation of the Provincial MPAT Plan for 2013/14, in collaboration with IDOS

Compilation of the Provincial MPAT Report, in collaboration with IDOS

Consultation with relevant stakeholders on the draft implementation plan 13/14, in collaboration with IDOS

Monitor and report on the production of improvement plans by departments (in collaboration with IDOS)

Provide support to ensure that all 13 Departments conduct MPAT Assessments, in collaboration with IDOS

Engagement with stakeholders on the 2013/14 MPAT report, in collaboration with IDOS

Consultation with all Provincial Departments on the 2012/13 MPAT results, in collaboration with IDOS

- -Endorsement of the 2013/14 MPAT report by Provincial Management

Develop a support plan for all Departments for the production of improvement plans (in collaboration with IDOS)

- - -

85


PROJECT NAME: PROVINCIAL MANAGEMENT OVERSIGHT PLAN/ FOSAD PLAN APPROVED AND REPORTING


STRATEGIC OBJECTIVE: Provincial monitoring, reporting and evaluation framework fully implementedPERFORMANCE INDICATOR3.12 Number of monitoring reports on the provincial management oversight plan (FOSAD plan)





Finalise the Provincial Management Plan/FOSAD plan

Collection of data on finalised plan Collection of data on finalised plan Collection of data on finalised plan

Present the Provincial Management Plan/FOSAD plan to Provincial Management for endorsement

Analysis of data received Analysis of data received Analysis of data received

-Produce First Quarter report on the Provincial Management Plan/FOSAD plan

Produce Second Quarter Report on the Provincial Management Plan/FOSAD plan

Produce Third Quarter Report on the Provincial Management Plan/FOSAD plan

-Presentation of report to management structures

Presentation of report to management structures

Presentation of report to management structures

- Presentation of report to EXCO Presentation of report to EXCO Presentation of report to EXCO

86


PROJECT NAME: IMPLEMENTATION OF FRONT LINE SERVICE DELIVERY BUDGET ALLOCATION: R100 000

STRATEGIC OBJECTIVE: Provincial monitoring, reporting and evaluation framework fully implementedPERFORMANCE INDICATOR3.13 Number of monitoring reports on frontline service delivery





Formulation of a concept document and the Annual FSD Plan 2013/14

Annual FSD Plan implemented and monitored

Annual FSD Plan implemented and monitored

Draft Annual Report on the implementation of the Annual FSD Plan is produced

FSD concept document approved Site visits conducted Site visits conducted Engagement with stakeholders on the Draft Annual Report

Identification and approval of the Annual FSD sites Draft Report produced Draft Report produced

Updating and finalisation of Annual Report

Stakeholder and Public Awareness of the Annual FSD Plan

Engagement with stakeholders on the Draft Monitoring Report

Engagement with stakeholders on the Draft Monitoring Report

Endorsement of the Annual FSD Report by EXCO

-Updating and finalisation of Monitoring Report

Updating and finalisation of Monitoring Report

-

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Sub-Programme 3.3: Service Delivery Intervention and Co-ordination Support

CHIEF DIRECTORATE NAME: SERVICE DELIVERY INTERVENTION & CO-ORDINATION SUPPORT

SECTION NAME: N/A

PROJECT NAME: PREMIER’S SERVICE DELIVERY INTERVENTION BUDGET ALLOCATION: R400 000

STRATEGIC OBJECTIVE: To co-ordinate and facilitate service delivery interventionPERFORMANCE INDICATOR3.4 Quarterly monitoring of the implementation of the President’s and Premier’s service delivery initiatives





Project identification Establish Project Committees Project management and monitoring Project management and monitoringProject assessments Draft and facilitate signing of

Memorandum of Agreements (MOAs)Coordinate and attend Project Committee Meetings

Stakeholder management

Stakeholder mobilisation and management

Resource mobilisation and Management Support implementation of projects Coordinate and attend Project Committee Meetings

Develop projects business plans Procurement of Professional Services Stakeholder management Support implementation of projectsEstablish Institutional arrangements Coordinate and attend Project

Committee MeetingsReporting Project evaluation and close out

Coordinate and attend Project Committee Meetings

Support implementation of projects Development of pre and post service delivery visit reports

Development of pre and post service delivery visit reports



Progress reporting Progress reporting

Progress reporting Progress reporting - -

88


SECTION NAME: N/A

PROJECT NAME: PRESIDENTIAL SERVICE DELIVERY INTERVENTIONS BUDGET ALLOCATION: R250 000

STRATEGIC OBJECTIVE: To co-ordinate and facilitate service delivery interventionPERFORMANCE INDICATOR3.4 Quarterly monitoring of the implementation of the President’s and Premier’s service delivery initiatives





Establish / support Institutional arrangements

Stakeholder coordination and management




Coordinate and attend meetings Coordinate and attend meetings Coordinate and attend meetings

Coordinate and attend meetings Site inspections Site inspections Site inspectionsSite inspections Provide strategic reports Provide strategic reports Provide strategic reportsProvide strategic reports Development of pre and post service

delivery visit reportsDevelopment of pre and post service delivery visit reports



- - -

89


SECTION NAME: N/A

PROJECT NAME: EXCO OUTREACH BUDGET ALLOCATION: R600 000

STRATEGIC OBJECTIVE: To co-ordinate and facilitate service delivery interventionPERFORMANCE INDICATOR3.5 Percentage of EXCO outreach commitments implemented





Development of the Previous year’s EXCO outreach baseline data (issues and commitments)

Production of pre – EXCO outreach service delivery reports



Interface with government institutions and relevant stakeholders on service delivery matters









Production of post – EXCO outreach service delivery reports



Quarterly reporting Conduct service delivery site verifications

Conduct service delivery site verifications

Conduct service delivery site verifications

- Quarterly reporting Quarterly reporting Quarterly reporting

-Redevelopment and maintenance (update) of service delivery database

Redevelopment and maintenance (update) of service delivery database

Redevelopment and maintenance (update) of service delivery database

- - -Production of annual report on implementation of EXCO outreach matters

90


SECTION NAME: N/A

PROJECT NAME: SERVICE DELIVERY INTERVENTIONS AND SUPPORT BUDGET ALLOCATION: R300 000

STRATEGIC OBJECTIVE: To co-ordinate and facilitate service delivery interventionPERFORMANCE INDICATOR3.14 Level of implementation of service delivery intervention initiatives





Conduct investigations on service delivery requests for intervention




Coordination and management of government institutions and stakeholders




Interface with communities and appealing stakeholders




Production of preliminary reports Production of preliminary reports Production of preliminary reports Production of preliminary reportsDevelop action plans with catalytic projects

Develop action plans with catalytic projects



Manage and monitor implementation Manage and monitor implementation Manage and monitor implementation Manage and monitor implementationConduct site verifications Conduct site verifications Conduct site verifications Conduct site verificationsProduction of progress reports and update

Production of progress reports and update



Develop support mechanism and close out




- - - Develop annual analysis report on Service Delivery Intervention initiatives

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Sub-Programme 3.4: Policy Planning and Research Co-ordination

CHIEF DIRECTORATE NAME: POLICY PLANNING & RESEARCH COORDINATION

SECTION NAME: N/A

PROJECT NAME: GOVERNMENT CLUSTER SYSTEM BUDGET ALLOCATION: R250 000

STRATEGIC OBJECTIVE: To lead the coordination of policy, planning and research in the ProvincePERFORMANCE INDICATOR3.6 Level of functionality of the government cluster system





Development of the Cluster Schedule as per the POA

Review of the Cluster Schedule Review of the Cluster Schedule Review of the Cluster Schedule

Develop the cluster status quo report and a review concept

Production of the Lekgotla concept and report

Implementation of the review plan Development and approval of the POA

Production of the cluster review plan Implementation of the review plan Production of the cluster monthly and quarterly reports

Evaluation of the review plan

Production of the cluster monthly and quarterly reports


Coordination of departmental priority activities


Coordination of departmental priority activities

Coordination of the POA implementation Assessment of Cluster performance Production of annual cluster performance/review report

Assessment of Cluster performance Follow-up on departmental priority activities

-Coordination of departmental priority activities

- Assessment of Cluster performance - Assessment of Cluster performanceDevelopment and approval of the concept for the assessment of APP’s

Analysis of APPs Production of a detailed assessment report for 2013/14 APPs

Final analysis of the 2014/15 APPs

Development of the assessment criteria and finalisation of the tools

Production of departmental specific findings based on the analysis

Analysis of 2014/15 draft APPs Production of a detailed report for 2014/15 draft 3 APPs

Interface with departments on the concept and criteria

Conduct one on one engagements and workshops with departments to table criteria and approach for assessment.

Conduct one on one engagements and workshops with departments to provide feedback

Reporting

Collation of departmental APPs Reporting Production of report on the assessment of the draft APPs

-

Reporting - Reporting -

92


SECTION NAME: : N/A

PROJECT NAME: ASSESSMENT OF PROVINCIAL DEPARTMENT’S APPs BUDGET ALLOCATION: R50 000

STRATEGIC OBJECTIVE: To lead the coordination of policy, planning and research in the ProvincePERFORMANCE INDICATOR3.7 Number departments with credible APPs that are aligned to the Provincial priorities





Development and approval of the concept for the assessment of APP’s

Analysis of APPs Production of a detailed assessment report for 2013/14 APPs

Final analysis of the 2014/15 APPs

Development of the assessment criteria and finalisation of the tools

Production of departmental specific findings based on the analysis

Analysis of 2014/15 draft APPs Production of a detailed report for 2014/15 draft 3 APPs

Interface with departments on the concept and criteria

Conduct one on one engagements and workshops with departments to table criteria and approach for assessment.

Conduct one on one engagements and workshops with departments to provide feedback

Reporting

Collation of departmental APPs Reporting Production of report on the assessment of the draft APPs

-

93


SECTION NAME: : N/A

PROJECT NAME: PROVINCIAL INFRASTRUCTURE SERVICE DELIVERY PLAN BUDGET ALLOCATION: R389 000

STRATEGIC OBJECTIVE: To lead the coordination of policy, planning and research in the ProvincePERFORMANCE INDICATOR3.8 Number of Departments with approved Infrastructure Delivery Plans





Identification and assessment of all infrastructure delivery in the province

Develop a Diagnostic report on infrastructure delivery in the Province per sector

Consult with stakeholdersService Delivery plans for the followingdepartments complete on time: Health;Education; Human Settlements; DSRAC; and Roads and Public Works

Collation of the data Procure service provider - -Consult with sector partners - - -Establish institutional arrangements - - -

94


SECTION NAME: : N/A

PROJECT NAME: NDP IMPLEMENTATION FACILITATION BUDGET ALLOCATION: R600 000

STRATEGIC OBJECTIVE: To lead the coordination of policy, planning and research in the ProvincePERFORMANCE INDICATOR3.9 Level of readiness to implement the National Development Plan in the Province





Create awareness about the NDP in the Province (advertisement, printing, translation, marketing)




Provide support to the ECPC in government and municipal participation in the development of the plan




-Facilitate regular quarterly engagements between the ECPC and the Premier and the DG

Facilitate regular quarterly engagements between the ECPC and the Premier and the DG

Facilitate regular quarterly engagements between the ECPC and the Premier and the DG

-Development of the NDP implementation plan for the Province

- -

95

CHIEF DIRECTORATE NAME: POLICY PLANNING AND RESEARCH COORDINATION

SECTION NAME: : N/A

PROJECT NAME: DEVELOPMENT AND APPROVAL OF THE YOUTH STRATEGY


STRATEGIC OBJECTIVE: To lead the coordination of policy, planning and research in the ProvincePERFORMANCE INDICATOR3.10 Youth Development Strategy Approved





Assessment youth initiatives in the departmental programmes

Production of youth initiatives status quo report

Procurement of a service provider -

Development and approval of conceptual framework

Consultation of stakeholders to present the report

Development of a draft strategy Approved youth strategy

- Project scoping Consultation of stakeholders -

96


SECTION NAME: : N/A

PROJECT NAME: PROVINCIAL POLICY AND RESEARCH AGENDA BUDGET ALLOCATION: R950 000

STRATEGIC OBJECTIVE: To lead the coordination of policy, planning and research in the provincePERFORMANCE INDICATORNumber of provincial policy research programmes conducted





Conduct assessment and scope of the provincial policy and research agenda

Review the plan Management of research projects Production of final research reports

Consultations with departments and policy forums.

Initiate research projects (review of ruraldevelopment strategy, Review of the Urban Renewal Programme)

Production of draft research reports Presentation of the research reports to stakeholders

Develop Process Mapping for planning, policy development and research

- -Approval of research reports

Reporting Reporting Reporting Reporting

97


SECTION NAME: N/A

PROJECT NAME: PROVISION OF OVERSIGHT TO SURUDEC AND ECSECC BUDGET ALLOCATION: N/A

STRATEGIC OBJECTIVE: To lead the coordination of policy, planning and research in the provincePERFORMANCE INDICATOR3.15 Quarterly Review of ECSECC performance





Production of oversight guidelines and plan

Oversight engagements on quarterly performance with SURUDEC and ECSECC

Oversight engagements on quarterly performance with SURUDEC and ECSECC

Development and approval of SLAs for the next financial year

Management of SLA Facilitate flow of funds as per the SLA Facilitate flow of funds as per the SLA Oversight engagements on quarterly performance with SURUDEC and ECSECC

Facilitate flow of funds as per the SLA - - Facilitate flow of funds as per the SLA

98

Programme 4: Executive Support Services


DIRECTORATE: DDG’s OFFICE SECTION NAME: EXECUTIVE SUPPORT SERVICES


STRATEGIC OBJECTIVE: All strategic objectives applicable to Programme 4PERFORMANCE INDICATORSAll performance indicators applicable to Programme 4





Coordinate Branch management meetings and follow up decisions thereof: DDGs Office and Sub-directorates


Coordinate Branch management meetings and follow up decisions thereof : DDGs Office and Sub-directorates


Compile monthly performance reports and quarterly reports for the programme and ensure that there is credible evidence associated with all reported achievement:

Monitor Sub-branch POEEscalate areas of decision making and advise thereof







Provide support to sub-branches on high-level Projects and Executive decisions, include:-

Coordination of EXCO Outreach Steering CommitteeMonitor progress on High Level projects, such as HoL







Facilitate and monitor – Internal and External intervention projects or




99








requests from DDG and Sub-branches, include SATMA, Ex-mine Workers PSC and/or any other intervention deemed necessary for DDGs Office.




Coordinate all planning activities for the Programme and resulting in the submission of draft programme APP and budget.

Coordinate all planning activities for the Programme and resulting in the submission of the draft programme APP and budget

Coordinate all planning activities for the Programme and resulting in the finalisation of the programme Plans (APP, Operational Plan, Cash flows, Procurement Plans)


Ensure all managers and staff in the programme are evaluated through the PMDS; Ensure PMDS Programme Committee functionality



Ensure that all SMS member have valid performance agreements for the next financial yearEnsure that performance review for all staff in the programme are conducted and moderated (for the third quarter)

Compile Special Reports and responses for Portfolio Committee, PCMT,

Compile Portfolio Committee Reports Compile Portfolio Committee Reports Compile Portfolio Committee Reports

Correspondence Administration, acknowledgements and responses




Coordinate/Facilitate/Monitor functionality of Branch Monitoring Committees:

Finance Committee - Monitor expenditure patterns of the Programme

Coordinate monthly Finance committee:Monitor invoicing and Expenditure patterns

Coordinate/Facilitate/Monitor functionality of Branch MonitoringCommittees:

Finance Committee - Monitor expenditure patterns of the Programme

Coordinate monthly Finance committee:Monitor invoicing and Expenditure patterns

100








Training CommitteePMDS Programme Committee

Training CommitteePMDS Programme Committee

Monitor risk management indicators and performance of Sub-branches




101

Sub-Programme 4.2: Cabinet Secretariat and Protocol Services

CHIEF DIRECTORATE NAME: CABINET SECRETARIAT & PROTOCOL SERVICES

SECTION NAME: N/A

PROJECT NAME: RENDER CABINET SECRETARIAT & PROTOCOL SERVICES BUDGET ALLOCATION: R1.3m

STRATEGIC OBJECTIVE: Lead and manage the provision of Executive support to the Premier, Executive Structures and Provincial GovernmentPERFORMANCE INDICATOR4.1 Number of reports on secretariat and protocol services rendered to executive structures





Provide Secretariat services to EXCO, Cabinet Committees, Clusters and Provincial Management




Coordinate verification and update EXCO files and documents




Track and report on the implementation of EXCO resolutions




Facilitate and coordinate alignmentbetween the programmes of the Legislature and EXCO

Facilitate and coordinate alignment between the programmes of the Legislature and EXCO



Render protocol services to the Premier and Provincial events.




Facilitate and coordinate State functions and visits of the President, Deputy President, National Ministers, and International Visits to the province.

Facilitate and coordinate State functionsand visits of the President, Deputy President, National Ministers and International Visits to the province.

Facilitate and coordinate State functions and visits of the President, Deputy President, National Ministers and International Visits to the province.

Facilitate and coordinate State functions and visits of the President, Deputy President, National Ministers and International Visits to the province.

102

Sub-Programme 4.3: Provincial Communication

CHIEF DIRECTORATET NAME: PROVINCIAL COMMUNICATIONS SECTION NAME: MARKETING & CORPORATE COMMUNICATIONS

PROGRAMME NAME: MARKETING OF THE PROVINCIAL GOVERNMENT &BRAND THE PROVINCE


STRATEGIC OBJECTIVE: Enhance the Image of the provincial government and EC provincePERMANCE INDICATOR4.2 Percentage of people rating the Provincial government and EC province positively





Conduct public perception surveys Conduct public perception surveys Conduct public perception surveys Conduct public perception surveysDevelop Draft communication plan for the Province and OTP

Consultations on the draft plan Implementation of plan Implementation of plan

Manage implementation internal communication platforms through producing and distributing internal news later




Manage implementation internal communication platforms through developing new design and content layout and website management




Communication forums facilitation (1 X Economic and infrastructure cluster meeting 1 X Eastern Cape Branding and Marketing Forum meetings)

Communication forums facilitation (1 X Cluster meeting; 1 x ECBMF Meeting)

Communication forums facilitation (1 X Cluster meeting; 1 x ECBMF meeting)

Communication forums facilitation (1 x Cluster meeting; 1 X ECBMF Meeting)

Develop and launch share point as an integrated electronic communication platform for the province

Establish a provincial networking community in share point and Create links with provincial websites

Create a provincial database for communicators, Media, Stakeholder, HOC and ICGF

Create an archiving system for press releases, Photos, Images Campaigns, Provincial CI Manual, Communication Frameworks and policies

Develop and implement a new Corporate ID for OTP through the development of a CI manual, conducting CI audits for OTP and the Province

Launch new CI and developing CI compliance monitoring framework

Replace internal applications with new CI and conduct first Quarterly audit

Replace external applications with new CI and conduct second Quarterly Audit

Launch Home of legends (HoL) Launch HoL national advertising Launch HoL International competition; Facilitate HOL Stakeholder workshop

103

CHIEF DIRECTORATET NAME: PROVINCIAL COMMUNICATIONS SECTION NAME: MARKETING & CORPORATE COMMUNICATIONS

PROGRAMME NAME: MARKETING OF THE PROVINCIAL GOVERNMENT &BRAND THE PROVINCE


STRATEGIC OBJECTIVE: Enhance the Image of the provincial government and EC provincePERMANCE INDICATOR4.2 Percentage of people rating the Provincial government and EC province positively





Billboard campaign campaign Host International Media Tour; Launch HoL public participation programme; Launch HoL Website and Social Media campaign

Develop creative concepts for the promotional material and funding proposals for HoL

Production of the HOL marketing and promotional material

Distribute HOL Marketing and promotional material to key stakeholders and potential funders l

Distribute HOL Marketing and promotional material to key stakeholders and potential funders

- -

Launch marketing and Promotional campaign “20 years of freedom” through publication of a Book; Booklets for districts / metros; Interactive DVD; Leaflets; Posters.

Social media campaignBillboard campaign

Provide communication support to the EXCO Outreach program




Provide graphic and design services to the OTP (Design guidelines for the new OTP CI; and Provide design services to key events and marketing material)




104

CHIEF DIRECTORATE NAME: PROVINCIAL COMMUNICATIONS SECTION NAME: MEDIA LIAISON

PROJECT NAME: MEDIA MANAGEMENT BUDGET ALLOCATION: R6 709

STRATEGIC OBJECTIVE: Enhance the Image of the Provincial government and EC ProvincePERFORMANCE INDICATOR4.3 Percentage of net positive media representation of the provincial government in the media domain





Coordinate quarterly communications Cluster meetings with elements of Media Engagement

Coordinate quarterly communications Cluster meetings with elements of Media Engagement meetings

Coordinate quarterly communications Cluster meetings with elements of Media Engagement meetings

Coordinate quarterly communications Cluster meetings with elements of Media Engagement meetings held

1 District /MCF Core team meeting 1 District/MCF Core Team meeting 1 District/MCF Core Team meeting 1 District/MCF Core Team meeting1 DCF and 3 LCF meetings 1 DCF and 3 LCF meetings are held 1 DCF and 3 LCF meetings are held. 1 DCF and 3 LCF meetings are heldCelebrate information day in SterkStroom

Celebrate information day in Great Kei LM

Celebrate information day in Senqu LM Celebrate information day in KSD

- - Information days in4 districts celebrating20 years of freedom

Information days in 4 Districts celebrating 20 years of freedom

Review the Communications Policy Framework and adopt a new PCS protocol PCS. The HoC led inter-departmental review committee to be appointed to begin work with TOR

An IGCF led workshop is convened to finalise a draft policy and protocol

Draft policy and protocol is tabled for approval in the G&A Cluster, Cabinet Committee & EXCO.

Execution of the Policy & Protocol and Progress report submitted to leadership

Assist in the annual review of a Communication strategy, programme of action (POA) and execution plans.Reviewed Provincial Communications strategy approved by EXCO for execution

A Reviewed draft comm. Strategy is approved & executed

Progress report on the executionsubmitted to governance structures.

Progress report on the execution submitted to governance structures.

Coordinate the development & execution of issue management framework (position of government on key public issues. Issue management framework approved by EXCO for execution

A HoC led inter-departmental review committee is appointed to begin work with TOR

A service provider/partnership is developed with research institutions or higher learning institution for the development if issue management framework

Draft issue management framework is tabled for approval in G&A Cluster, Cabinet Committee & EXCO.

Develop and execute a mechanism for Good news carried in government Good news carried in government Good news carried in government

105








maximising generation and dissemination of good news on ECPA.Appointment of a service provider to execute good news generation

strategic platforms/publications (All media, Masincokole, Perspective, website, e-mails, sms)

strategic platforms with a slant of 20years of freedom(All media, Masincokole, Perspective, website, e-mails, sms)

strategic platforms (All media, with a slant of 20years of freedom Masincokole, Perspective, website, e-mails, sms)

Execution of a Public Relations Campaign to profile the 20 years of Freedom reporting period. Commission writers/experts to draft pieces; and Negotiate with print media owners to avail leader page space.

Draft quarterly schedule with topics; and 4 x weekly Op pieces.



Coordinate government efforts of building good government media relations. Convene a Seminar to observe the World Press day jointly with the media sector (03 May 2013)

-

Convene an annual meeting between Premier, EXCO and EC SANEF.

Convene Mcebisi Bata Memorial Lecture as a platform appreciate relations between the media & government

106








Coordinate the development and execution of the Premier’s Profiling strategy. Appointment of the Premier’s MLO & PR advisor; development of Strategy to profile the Premier & approval by DG, Executive Management & Premier; and provide Premier’s PR and content support to ensure all her efforts and public engagements are well publicized in the media

Execution of strategy to Profile the Premier & progress report submitted

Execution of strategy to Profile the Premier & progress report submitted, linked to the Launch of 20 years of Freedom

Execution of strategy to Profile the Premier & progress report submitted. linked to the celebration of 20 years of Freedom

Participation in diary management; drafting of speeches, backgrounders & Op Ed’s; professional organisation of media conferences; and writing of media statements, opinion pieces & letters to the editor.



Contract an independent media monitoring agency to perform media monitoring on behalf of govt. Advertise tender for a period of two years

Appointment of service provider & Service provider commences and produces report that depicts the coverage of the Provincial Government and Eastern Cape

Media monitoring analyses and continues and report produced

Media monitoring analyses and continues report produce

Coordinate the execution of media Rapid Response system.

Immediate responses to media enquiries with stipulated deadlines with all affected departments

Immediate responses to media enquiries with stipulated deadlines with all affected departments

Immediate responses to media enquiries with stipulated deadlines with all affecteddepartments

Coordinate the execution of EXCO quarterly Cluster M&E Media Briefings.Submission to EXCO for the approval of the schedule

2nd quarter M&E Cluster Media Briefing convened to reflect on progress

3rd quarter M&E Cluster Media Briefing convened to reflect on progress. To coincide with the Premier’s launch of progress report on the 2nd decade of Freedom.

4th quarter M&E Cluster Media Briefing convened to reflect on progress to coincide with the celebration of the 2nd

decade of Freedom.

Coordinate the execution of Public Information Campaigns. 10 Media slots or features secured for the Principals/ Spokesperson to engage the public

10 Media slots or features secured for the Principals/ Spokesperson to engage the public



107








Strengthen cooperation with community radio, print and TV media sector.Organise and convene a community media round table

Development of scripts to profile 20years of freedom reporting period.

Execute radio adverts per cluster reflecting progress 20 years of Freedom

Execute documentaries reflecting progress 20 years of Freedom.

Execution of the manual for maximizing media liaison support for the EXCO outreach programme: 80% increase of profile of EXCO Outreach programme

-

80% increase of profile of EXCO Outreach programme

-

Develop and Execute media liaison plan during SOPA, Budget speech and Policy speeches.

-

Develop media plan in collaboration with Legislature & ensure approval by OTP Executive Management

Execute media liaison support for SOPA, Budget speech & policy speeches (Media management, Live Broadcast, PVA’s screens,

Optimal Utilisation of ICT’s to advance the functioning of EC provincial Communications System. Review of the telemedia centre and related equipment to determine resource needs

A plan for addressing the gaps, seeking funding and training of requisite personnel is in place

Rollout of the plan to departments and municipal districts and the rolling out of messaging reflecting 20 years of Freedom reporting period

Rollout of the plan to departments and municipal districts and the rolling out of messaging reflecting 20 years of Freedom reporting period

Production of video and audio visual material (DVD’s ,Internet video clips, TV ads, and radio ads): 2 DVD packages for different events and 4 Internet video clips; and 2 radio ads be produced(as required by media liaison)

DVD packages for different events and 2 Internet video clips2 radio ads beproduced(as required by media liaison)

DVD packages for different event sand 4 Internet video clips; and 2 radio ads be produced(as required by media liaison)

DVD packages for focusing on Launch of 20 years of Freedom Reporting period per cluster; 3 Internet video clips focusing on Launch of 20 years of Freedom Reporting period per cluster; 3 radio ads be produced focusing on Launch of 20 years of Freedom Reporting period per cluster; and 20 years Review Documentary on the performance of government and distribution of DVD’s across the

108








province.Mobilization for various campaigns and Institutionalized Days: Freedom Day celebrations; Workers` Day; and June 16

Women`s month and Heritage Day Day of the Disabled Persons; Launch of 20 years of Freedom reporting period; Day of Elderly Persons; 16 Days of Activism; and World AIDS Day

Back to school campaign; SONA; SOPA; Celebrating 20 years of Freedom reporting period; and Human Rights Day

Conduct environmental scanning in all district/metros: Three reports on environment are done with advisories & district interventions

Three reports on environment are done with advisories & district interventions



Record, develop a data base and track issues raised by communities at Thusong service centres: Generate 3 monthly status reports with analysis, advisories for resolving outstanding matters

Generate 3 monthly status reports with analysis, advisories for resolving outstanding matters

Generate 3 monthly status reports with analysis, advisories for resolving outstanding matters

Generate 3 monthly status reports with analysis, advisories for resolvingoutstanding matters

Ensure a rapid response system is in place, executed, tracked and reports generated on all EXCO outreach undertakings: Three monthly reports are given with demonstrable results

Three monthly reports are given with demonstrable results



Promote the establishment of Thusong Service Centres and Access points: 1PISSC planning meeting ; and 1 monthly Core Team meeting to mobilise and coordinate establishment of Thusong centres and Access point are held & programme reports generated

1 PISSC planning meeting ; and 1 monthly Core Team meeting to mobilise and coordinate establishment of Thusong centres and Access point are held & programme reports generated



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CHIEF DIRECTORATET NAME: PROVINCIAL COMMUNICATIONS SECTION NAME: CUSTOMER CARE & PRESIDENTIAL HOTLINE

PROGRAMME NAME: IMPROVE CUSTOMER CARE & MANAGEMENT OF THE PRESIDENTIAL HOTLINE


STRATEGIC OBJECTIVE : Enhance the image of Provincial Government and the Eastern CapePERFORMANCE INDICATOR 4.4 Percentage of resolved public enquiries as registered and tracked on the Presidential Hotline





Coordination of the Customer Careworkshop.

Presentation of the resolutions to the Provincial Departments and Municipalities

Implementation of the resolutions of the Customer Care Strategic Planning

Monitoring and evaluation the implementation of the resolution of the strategic session

Presentation of the draft Customer Care Policy to the Communications Management

Presentation and approval of the draft Customer Care Policy to the Executive Management

Presentation of the approved Customer Care Policy and its implementation by Departments and Municipalities.

Implementation of the Customer Care Policy and workshop resolutions around Presidential Hotline.

Coordination of Road shows to popularise Presidential Hotline’s objective and complaints handling system: Proposed draft for the campaign

Consultation and planning with relevant stakeholders

Road shows to District Municipalities and Departments to present status

Utilisation of available platforms such as Executive Management, IGCF, MuniMec, HOD’s Retreat, Mayoral Committee

Customer Care & Presidential Hotline practitioner’s meetings convened and reported.




Assist in developing and launching the Business Intelligence Reporting Tool with PIMU: Research and benchmarking conducted on an Intelligence Reporting Tool

Proposed reporting tool and presented to the Communications and Executive Management

Validation and implementation process Implementation and Monitoring

Coordination of SOPA School Debates:To do research on government programmes and policies

Stakeholder coordination within OTP and other relevant department

Identifying a suitable programme with key role players.

Monthly Customer Care days

Coordination of Annual Presidential Hotline and Provincial Customer Care Indaba: To do the presentation to the Management on issues lifted by the

Preparations of the Cabinet Memorandum for the Executive Council

Approval of the identified District and communication takes place

Liaising and preparations with the identified District to host the Indaba

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CHIEF DIRECTORATET NAME: PROVINCIAL COMMUNICATIONS SECTION NAME: CUSTOMER CARE & PRESIDENTIAL HOTLINE

PROGRAMME NAME: IMPROVE CUSTOMER CARE & MANAGEMENT OF THE PRESIDENTIAL HOTLINE


STRATEGIC OBJECTIVE : Enhance the image of Provincial Government and the Eastern CapePERFORMANCE INDICATOR 4.4 Percentage of resolved public enquiries as registered and tracked on the Presidential Hotline





communitiesParticipate and responding to customer care queries during International, National and Provincial Mandates: To attend the institutionalised days and document the issues raised and analysed them.

Analysis of the raised issues and locate then to various affected departments

Documenting all the issues rose in all the Districts and coordinate responding sessions such as information days

Summary of all the issues rose by the communities and document them for the Executive Council and affected District for implementation purposes

Coordinate the training of PLO’s on Customer Care and Presidential Hotline on quarterly basis.

Coordinate the training of PLO’s on Customer Care and Presidential Hotline in every quarter



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Sub-Programme 4.4: Intergovernmental and Stakeholder Relations

CHIEF DIRECTORATE NAME: INTERGOVERNMENTAL RELATIONS & STAKEHOLDER RELATIONS

SECTION: INTERGOVERNMENTAL RELATIONS

PROJECT NAME: IMPLEMENTATION OF IGR STRATEGY BUDGET: R925 000

STRATEGIC OBJECTIVESStrengthen Executive and IGR Structures of Provincial Government; andImprove mechanisms for effective engagement with civil society

PERFORMANCE INDICATORS4.5 Number of reports on participation of all provincial government departments in the development of Integrated Development Plans at local government level to improve

integrated planning and effectiveness in implementation of government programmes; and4.6 Number of EXCO Outreach Programme organised to strengthen public participation and public engagements with stakeholders on service delivery commitments and

progress towards attaining coherence in service delivery.SUMMARY OF PLANNED QUARTER 1 ACTIVITIES




- -Organise and convene a Provincial IGR Workshop

-

Provincial IDP support evaluationsession

Convene Provincial engagement to mobilise phase one IDP support

Convene Provincial engagement to mobilise phase two IDP support

Convene Provincial engagement to mobilise phase three IDP support

Convene engagement with National departments and state owned enterprises

Follow up on issues raised per department

Convene engagement with National departments and state owned enterprises

Follow up on issues raised

Convene PCF Convene PCF Convene PCF Convene PCFExco Outreach preparations Coordinate NMBM, & CDM IGR Exco

Outreach sessionLift IGR issues for TSG & PCF agenda Lift IGR issues TSG & PCF agenda

Coordinate ADM, ANDM, ORTDM, CHDM & JGDM IGR Exco Outreach session

Coordinate BCMM IGR Exco Outreach session

Coordinate IGR engagements Coordinate IGR engagements

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SECTION: INTERNATIONAL RELATIONS

PROJECT NAME: IMPLEMENTATION OF INTERNATIONAL RELATIONS STRATEGY

BUDGET: R1.477m

STRATEGIC OBJECTIVE: Strengthen Executive and IGR Structures of Provincial GovernmentPERFORMANCE INDICATOR4.7 Number of international initiatives co-ordinated in Provincial Government to mobilise and attract resources for the implementation of government priorities





Printing, distribution and roll out of the IR strategy

Implementation of the Strategy to all sector departments

Implementation of the Strategy to all Municipalities

Report on the implementation of the IR strategy

Coordinate Provincial International Relations Steering Committee to update the ODA Database.

Coordinate Provincial International Relations Steering Committee to update the ODA Database

Coordinate Provincial International Relations Steering Committee to update the ODA Database

Coordinate Provincial International Relations Steering Committee to update the ODA Database.

Produce ODA report Produce ODA report Produce ODA report Produce ODA reportUpdate and report on the status of provincial twinning

Update and report on the status of provincial twinning



Conduct APRM in Districts/Metros and province



Produce one provincial APRM report

Coordinate PGC meetings in the province



-

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SECTION: COMMUNITY AND STAKEHOLDER RELATIONS

PROJECT NAME: STAKEHOLDER ENGAGEMENTS BUDGET: R2.19m

STRATEGIC OBJECTIVE: Improve mechanisms for effective engagement with civil societyPERFORMANCE INDICATOR4.8 Number of engagement platforms facilitated for communities and stakeholders to participate in government programmes





Planning and preparations for Community and Stakeholder engagement during EXCO outreach

-

Facilitate 4 district/metro stakeholder engagement platforms for feedback on policy and service delivery issues emanated from EXCO outreach.

Facilitate 4 district/metro stakeholder engagement platforms for feedback on policy and service delivery issues emanated from EXCO outreach.

Coordinate Community and District Stakeholder engagement sessions in 5 districts through EXCO outreach

Coordinate Community and District Stakeholder engagement sessions in 3 districts through EXCO outreach

- -

- -Planning and preparations for Post SOPA provincial stakeholder engagement

Coordinate a Provincial POST SOPA engagement

-Plan for two sector specific engagement sessions

Coordinate two sector specific stakeholder engagement sessions

-

Review Stakeholder engagement framework

Submit Stakeholder engagement framework for approval

Printing of the Stakeholder engagement framework.

Present to interdepartmental structures

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Sub-Programme 4.5: Legal Services

CHIEF DIRECTORATE NAME: OFFICE OF THE CHIEF STATE LAW ADVISOR SECTION NAME: CONTRACTS, CONSTITUTIONAL & LEGAL COMPLIANCE

PROJECT NAMESMANAGEMENT OF PAIA LEGAL MANAGEMENT


STRATEGIC OBJECTIVE: Enhance compliance with the Constitution and other prescriptsPERFORMANCE INDICATORS 4.9 Percentage of adverse court judgements against Provincial Government; and 4.10 Percentage of requests for legal advice and opinions provided.





Training on generic responsibilities of DIO's and reporting by DIO's on compliance with PAIA at one Departmental Information Officer Forum meeting

Training on new case law and legislative developments of DIO's and reporting by DIO's on compliance with PAIA at one Departmental Information Officer Forum meeting

Refresher course on DIO responsibilities and training on new case law and legislative developments of DIO's and reporting by DIO's on compliance with PAIA at one Departmental Information Officer Forum meeting

Training on new case law and legislative developments of DIO's and reporting by DIO's on compliance with PAIA at one Departmental Information Officer Forum meeting

Receive information and collate report on provincial compliance in previousfinancial year with Section 32 of PAIA and submit to Human Rights Commission

Receive information and collate report on provincial compliance in current financial year with Section 32 of PAIA



Two training sessions for identified officials on PAIA compliance




Generate and maintain a contracts register (legal management) for OTP (as pilot)

Generate and maintain a contracts register (legal management) for 4 departments



Obtain approval of the legislative compliance framework

Roll-out of the legislative compliance framework for 4 departments



Development and drafting of a guide on best practices for the drafting and vetting of contracts

Approval of guide Roll-out of guide to departments Roll-out of guide to departments

Provide legal advice and drafting of Provide legal advice and drafting of Provide legal advice and drafting of Provide legal advice and drafting of

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CHIEF DIRECTORATE NAME: OFFICE OF THE CHIEF STATE LAW ADVISOR SECTION NAME: CONTRACTS, CONSTITUTIONAL & LEGAL COMPLIANCE

PROJECT NAMESMANAGEMENT OF PAIA LEGAL MANAGEMENT







contracts on request contracts on request contracts on request contracts on request

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CHIEF DIRECTORATE NAME: OFFICE OF THE CHIEF STATE LAW ADVISOR SECTION NAME: LITIGATION SUPPORT AND LEGAL ADVICE

PROJECTS: (1). PROVINCIAL LITIGATION MANAGEMENT (2). FACILITATION OF INTERVENTIONS







Development of Provincial Litigation Management Plan

Obtain approval of Provincial Litigation Management Plan and commence roll-out of plan

Roll-out of plan Roll-out of plan

Collection and collation of litigation data and conduct a trend analysis of all Departments and submit 1 report to the Director General

Collection and collation of litigation data of all Departments and submit 1 report and a trend analysis to the Director General



Facilitate interventions as approved Facilitate interventions as approved Facilitate interventions as approved Facilitate interventions as approvedDetermine the need for intervention and facilitate approved interventions

Determine the need for intervention and facilitate approved interventions



Development of system and obtaining reports on outstanding court orders and submit 1 report thereon to the Director General

Maintain the system on outstanding court orders and submit 1 report thereon to the Director General



100% of requests for legal advice and opinions complied with




Manage Office of the Premier's litigation Manage Office of the Premier's litigation Manage Office of the Premier's litigation Manage Office of the Premier's litigation

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DIRECTORATE NAME: OFFICE OF THE CHIEF STATE LAW ADVISOR SECTION NAME: LEGISLATION

PROJECTS: (1). DRAFTING OF LEGISLATION (2). CAPACITATION OF DEPARTMENTS ON DEVELOPMENT OF POLICIES AND LEGISLATION (3). REVIEW OF LEGISLATION


STRATEGIC OBJECTIVE: Enhance compliance with the Constitution and other prescriptsPERFORMANCE INDICATORS 4.9 Percentage of adverse court judgements against Provincial Government;4.10 Percentage of requests for legal advice and opinions provided; and 4.11 Percentage of Bills developed.





Obtain approval of the manual for development, drafting, and submission of policy and legislation

Roll-out of manual for 4 departments Roll-out of the manual for 4 departments Roll-out of the manual for 4 departments

Drafting of legislation as per requests from departments




Review existing legislation and make recommendations thereon (at least 6 legislative instruments reviewed and reports with recommendations submitted)

Review existing legislation and makerecommendations thereon (at least 6 legislative instruments reviewed and reports with recommendations submitted)



All requests for legal advice and opinions complied with




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annual operational plan

Documents

budget programme

subprogramme managers

operational plan

operational support

year strategic plan

annual performance plan

deputy director general

budget statement