ANNUAL PERFORMANCE PLAN FOR THE FINANCIAL YEAR 2012/13

ANNUAL PERFORMANCE PLAN FOR THE FINANCIAL YEAR 2012/13

OFFICIAL SIGN-OFF

It is hereby certified that this Annual Performance Plan:

• Wasdevelopedby themanagementofThePresidencyunder theguidanceof Dr R Cassius Lubisi, PhD.

• WaspreparedinlinewiththecurrentStrategicPlanofThePresidency.

• Accurately reflects the performance targets whichThe Presidencywill endeavour to achievegiventheresourcesmadeavailableinthebudgetfor2012/13financialyear.

Ms Glen ZuluActing Chief Financial Officer

Ms Khanya UmlawHead Official responsible

for Planning

Dr Batandwa Siswana Accounting Officer

Approved by:

Dr R Cassius Lubisi, PhDExecutive Authority

For more information, please contact:TheOfficeoftheCOO

ThePresidencyPrivateBagX1000

Pretoria0001

SouthAfrica

Higher Education and TrainingDepartment:

REPUBLIC OF SOUTH AFRICA

higher education& training

ii

OFFICIAL SIGN-OFF ii

INTRODUCTION 2

FOREWORD 4

COO’S OVERVIEW 6

PART A: STRATEGIC OVERVIEW 7

1. Situational analysis 7

1.1 Performancedeliveryenvironment 7

1.2 Organisationalenvironment 7

2. Revisions to legislative and other mandates 7

3. Overviewof2012/13budgetandMTEFestimates 7

3.1 Expenditureestimates 7

3.2 Relatingexpendituretrendstostrategicoutcomeorientedgoals 7

PART B: PROGRAMME AND SUBPROGRAMME PLANS 9

Programme 1: Administration 10

MinistryofPerformanceMonitoringandEvaluation 10

PrivateOfficeofthePresident 15

OfficeoftheDeputyPresident 20

CabinetOffice 26

StrategyandOperations 31

ReconcilingperformancetargetswiththeBudgetandMTEF 41

Expendituretrends(Programme1) 41

Programme 2: National Planning 42

NationalPlanning 43

ReconcilingperformancetargetswiththeBudgetandMTEF 44

Performanceandexpendituretrends(Programme2) 44

PART C: LINKS TO OTHER PLANS 46

Linkstothelong-terminfrastructureandothercapitalplans 46

Conditionalgrants 46

PublicEntities 46

PART D: ACRONYMS 49

TABLEOFCONTENTS

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2

Even though the global economic environmentcontinuestoposenewanddevelopingchallengeson our economy, government has steadfastlycharted a path which continues to delivereconomic growth, albeit modest. Thus thefundamentalsareinplacetoserveasafoundationforprosperityand sustainedprogress in realisingour national priorities.Thefive key governmentprioritiesre-iteratedbythePresidentinhisStateof theNationAddresson10February2011areeducation,health,ruraldevelopmentandagrarianreform,takingforwardthefightagainstcrimeandcreating decentwork. Specifically in recognitionofthepersistenceofjoblessgrowth,thePresidentdeclared 2011 a year of job creation throughmeaningful economic transformation andinclusivegrowth.Government’sNewGrowthPathisacrucialelementofitsplantoachievethis.Thisadministration has entered its mid-term period,and accordingly, in January 2012, it undertooka detailed review of progress in respect of the 5priority areas.Cabinetwas indeed satisfiedwiththeprogressmadeintheseareas.

The reconfiguration of the macro-organisationof thenationalgovernmentannounced in2009,emphasisedgovernment’scommitmenttobuildinga performance-orientated State and an effectiveandefficientcivilservicecapableofdeliveringonits programme. In The Presidency, the changesinvolved the creation of the Department ofPerformanceMonitoringandEvaluationandtheNationalPlanningCommissionwith the aimofaddressing gaps in coordination, planning, and

monitoring and evaluation.The two institutionsarenowwellestablished.

Chapter5oftheConstitutiondefinesthePresidentasboththeHeadofStateandheadofthenationalexecutive and his primary responsibilities are touphold, defend and respect the Constitutionas the supreme law of the Republic as well aspromote theunityof thenationand thatwhichwill advance it. As Head of State the Presidentis required to provide leadership to society as awhole.

It is this constitutional context that in the firstinstance defines the broad parameters of therole and responsibilities of The Presidency:i.e. to service the President and the DeputyPresident intheexecutionoftheirconstitutionalresponsibilities andduties. In short, theprimaryrole of the institution is threefold:

1. To support the President in leading andgalvanising the whole of government andsocietytoimplementtheelectoralprogramme;

2. Toserveasacentreforstrategiccoordinationingovernmentinimplementingtheprogrammesoastoensurethatallenergiesandeffortsareproperlyaligned;and,

3. To monitor that the programme isimplemented and evaluate whether it isachievingitsintendedobjectives.

INTRODUCTION

Collins ChabaneMinister in The Presidency for Performance Monitoring and Evaluation

3

ThisandThePresidency’sAnnualPerformancePlan provides the key operational targets forthe 2012/13 financial year that are envisagedfrom the perspective ofThe Presidency’s roleinpromotingandfacilitatingtheco-ordinationof coherent governance and achieving therealisationofnationalpriorities.Itshouldideallybe read in conjunction withThe Presidency’sStrategicPlanwhichdescribesThePresidency’sstrategicobjectives,plans,outcomes,indicatorsand new budget programme structure for themediumterm2009to2014.

The Presidency has successfully establisheda platform for the execution of coordinatedand efficient governance. Indeed, in ThePresidency,wecontinue tobuild theplatformfor a performance-orientated state. Thisdocumentwillprovidethereaderwithafullerunderstandingofthescopeofwork,challengesandaimsofThePresidency.

Collins Ohm ChabaneMinister in The Presidency for Performance Monitoring and Evaluation

4

ThePresidencyisattheapexofgovernmentandisuniqueasan institution in thePublicService.It houses, the President, the Deputy Presidentand twoMinisters heading up two critical stateinstitutions, namely, the National PlanningCommission whose role it is to fashion a longterm vision and plan for South Africa, and theMinistry for Performance Monitoring andEvaluationwhoseroleitistomonitorandevaluatethe implementation of the strategic agenda ofgovernment, (albeit that the Department ofPerformanceMonitoringandEvaluationhasbeenaseparategovernmententityfromApril2011).

In addition, The Presidency also comprises theCabinetOffice.TheSecretaryoftheCabinetalsoservesastheDirector-GeneralofThePresidency,who is also chairperson of the Forum of SouthAfrican Directors-General, whose secretariatis located in The Presidency. Furthermore,importantstatutorybodiessuchasthePresident’sCoordinating Council - the body whichcoordinates government’s plans andprogrammesacross the three spheres of government - andthe BEE Advisory Council, both of which areconvened and chaired by the President, are alsoledbyThePresidency.

More recently,Cabinet decided to establish twonew responsibilities located in The Presidency,namely, the Presidential Infrastructure CoordinatingCommission(PICC)andtheShort-termJobCreationCommission,ledbyPresident

Jacob Zuma and Deputy President KgalemaMotlantherespectively.

Needless to say, The Presidency is the strategic centre of coordination and leadership ingovernment and therefore its strategicresponsibilitiesarecentraltoitswork.

Infurtheranceofitsroleasthecentreforstrategicleadership and coordination in government asa whole, the main strategic objectives of ThePresidency are:

1. To provide effective leadership, strategicmanagement and administrative supportservicestothePrincipalsinfulfilmentofThePresidency’smissionandmandate.

2. To lead in integrated planning and in theperformance monitoring and oversight ofgovernmentpoliciesandprogrammes.

3. To support the President and the DeputyPresident in exercising their constitutionalresponsibilitiestopromotenationalunityandsocialcohesion.

4. To assist the President and the DeputyPresident in advancing the interest of SouthAfricaintheinternationalarena.

WhilethisAnnualPerformancePlanprovidesthekeyoperationaltargetsenvisagedforthe2012/13

FOREWORD

Dr R Cassius Lubisi, PhDDirector-General in The Presidency and Secretary of the Cabinet

5

financial year, its companiondocument isThePresidency’sStrategicPlanwhichdescribesThePresidency’sstrategicobjectives,plans,outcomes,indicatorsandnewbudgetprogrammestructureforthemediumtermfrom2009to2014.

Dr R Cassius Lubisi, PhDDirector-General in The Presidency and Secretary of the Cabinet

6

The process of strategic and operational reviewandplanningisanongoingoneinThePresidency.It is therefore very critical forThePresidency toremain focusedon its strategic andperformanceplanning.

Inthepastfinancialyeartherehavebeenatleastthree reasons for The Presidency to revisit itsstrategicplanningprocesses,namely:

1. The operational review of the organisationundertaken in 2010 as part of operationalplanningforthe2011/12financialyear,

2. Thenewprogrammebudgetstructureoftheorganisation as described inThe PresidencyStrategicPlantabledinParliamentinMarch2011,

3. The tabling in July 2011 of the Auditor-General’s management report on ThePresidency (audit findings pertaining to theprevious year) requiring that various areasof the existing Annual Performance Plan(2011/12) be revised to ensure that repeatfindingswereavoidedforthecurrentyear.

Theseprocesses served to further refineboth theStrategic and Annual Performance Plan of ThePresidency.This document is thus the outcomeof systematic operational planning sessions heldto date, the output of which are the Branchtargets which collectively, serves as the Annual

PerformancePlanofThePresidencyfor2012/13. The Annual Performance Plan representsthe means whereby the achievement of ThePresidency’sStrategicPlanwillberealised.

Dr Batandwa SiswanaChief Operations Officer and Deputy Secretary of the Cabinet

COO’s OVERVIEW

Dr Batandwa SiswanaChief Operations Officer and Deputy Secretary of the Cabinet

7

1. SITUATIONAL ANALYSIS

Informationpresented in theupdatedPresidencyStrategicPlan, remains the same.Please refer to theupdatedPresidencyStrategicPlandocumentfor2009-14,tabledinParliamenton29February2012.

1.1 Performance delivery environment InformationpresentedintheupdatedPresidencyStrategicPlan,remainsthesamefortheAnnualPerformancePlan2012/13.

PleaserefertotheupdatedPresidencyStrategicPlandocumentfor2009-14,tabledinParliamenton29February2012.

1.2 Organisational environment InformationpresentedintheupdatedPresidencyStrategicPlan,remainsthesameforThePresidencyAnnualPerformance

2012/13.PleaserefertotheupdatedStrategicPlandocumentfor2009-14,tabledinParliamenton29February2012.

2. REVISIONS TO LEGISLATIVE AND OTHER MANDATES

InformationpresentedintheupdatedPresidencyStrategicPlan,remainsthesameforThePresidencyAnnualPerformance2012/13.PleaserefertotheupdatedStrategicPlandocumentfor2009-14,tabledinParliamenton29February2012.

3. OVERVIEW OF 2012/13 BUDGET AND MTEF ESTIMATES

3.1 Expenditure estimates

Table 1.2 The Presidency

Programme Audited outcome Adjusted appropriation

Revised estimate Medium-term expenditure estimate

R thousand 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15

Administration 257495 286926 340109 394763 399763 397667 425332 451008

NationalPlanning 21887 40288 49446 85102 80102 95575 89537 94909

NationalYouthDevelopmentAgency 29413 328925 398973 385853 385853 376010 396677 419630

BrandSouthAfrica 139722 161381 170113 140089 140089 148779 156962 166380

Subtotal 448 517 817 520 958 641 1 005 807 1 005 807 1 018 031 1 068 508 1 131 927

Direct charge against the National Revenue Fund 2 107 2 100 2 107 2 531 2 531 2 658 2 804 2 972

SalaryofThePresident 2107 2100 2107 2531 2531 2658 2804 2972

Total 450 624 819 620 960 748 1 008 338 1 008 338 1 020 689 1 071 312 1 134 899

3.2 Relating expenditure trends to strategic outcome oriented goals

TheabovebudgetandMTEFallocationscontributetotheachievementofThePresidency’sfournewstrategicobjectives,namely:

i. To provide effective leadership, strategic management and administrative support services to the Principals in fulfilment of The Presidency’s mission and mandate.

ii. To lead in integrated planning and in the performance monitoring and oversight of government policies and programmes.

iii. To support the President and the Deputy President in exercising their constitutional responsibilities to promote national unity and social cohesion.

iv. To assist the President and the Deputy President in advancing the interests of South Africa in the international arena.

PART A: STRATEGIC OVERVIEW

8

OvertheMTEFthespendingwillfocusoncontinuingprovidingsupportservicestothePresident,DeputyPresident,MinistersandDeputyMinisterintheexecutionoftheirduties.ThespendingisfurtherinformedbytheactivitiesoftheNationalPlanningCommission,theNationalYouthDevelopmentAgencyandtheInternationalMarketingCouncil(IMC)whichwastransferredtoThePresidencyfromtheGovernmentCommunicationandInformationSystem(GCIS).

Between2008/2009to2011/2012,expenditureincreasedfromR450.624milliontoR1.008billion,atanaverageannualrateof30.9percent.ThisismostlyduetothegrowthinthetransferpaymenttotheNationalYouthDevelopmentAgencyandincreasedcapacity in Administration and the transfer of responsibility for the International Marketing Council from the GovernmentCommunicationandInformationSystemtoThePresidency.

OvertheMTEFperiod,theexpenditureisprojectedtoincreasetoR1.1352billionin2014/15atanaverageannualrateof4.0percent.ThePresidencyreceivedadditionalfundsofR5.028millionin2012/13,R5.787millionin2013/14andR6.450millionin2014/15duetotheimprovementinconditionsofservice.ThePresidency’sbudgetallocationincreasedbyR149millionin2012/13,R157millionin2013/14andR166millionin2014/15duetothetransferofresponsibilityfortheInternationalMarketingCouncilfromtheGovernmentCommunicationandInformationSystemtoThePresidency.

9

In this section of the Annual Performance Plan, the performance targets set for the 2012/13 budget year and the targets fortheMediumTermExpenditure Framework (MTEF) for each strategic objective are identified below.Related to these, are theperformanceindicatorssettofacilitatetheassessmentoftheachievementofthestrategicobjectivesoftheorganisation.

The Branches within Programme 1 and 2 directly and indirectly contribute to the achievement of the following Presidency’s Strategic Objective:

Strategic Objective 1 (Goal Statement)1

To provide effective leadership, strategic management and administrative support services to the Principals in fulfilment of The Presidency’s mission and mandate.

Strategic Outcome(Strategic outcomes orientated goal)

Improvedleadership,strategicmanagementandadministrativesupportservicesrenderedtothePrincipalsinfulfilmentofThePresidency’smissionandmandate.

Measure/Indicator • Strategic,administrativeandlogisticalsupportservicesrenderedwithinstipulatedtimeframesandpre-determinedqualitystandards.

• Presidencysystemsandprocessesmeetservicestandardsasreflectedinvariousservicecharters.• Regulatorycompliancestandardsmet,evidencedinpositiveauditoutcomesrelatingtotheprocessesandsystemsofThe

Presidency.• ImprovementsinthematurityandcapabilityratingofPresidencysystemsandprocesses.

Strategic Objective 2(Goal Statement)

To lead in integrated planning and in the performance monitoring and oversight of government policies andprogrammes.

Strategic outcome(Strategic outcomes orientated goals)

Betterplanningandpolicycoherenceingovernment;andgreaterachievementofservicedeliveryoutcomes.

Measure/Indicator • DraftVision2030andtheNationalDevelopmentPlanreleasedforpublicandstakeholderconsultation.• FinalisationandapprovaloftheNationalDevelopmentPlan.• Sectorresearch,withmajorandcross-cuttingmacro-socialimplicationsdevelopedperannum.• PMEvisitsbythePresidentandtheDeputyPresidentandregularmeetingsbetweenthePresidentandOutcome

CoordinatingMinisterstomonitortheperformanceofgovernmentinthepriorityareasconcluded.

Strategic Objective 3 (Goal Statement)

To support the President and the Deputy President in exercising their constitutional responsibilities to promote national unity and social cohesion.

Strategic outcome (Strategic outcomes orientated goals)

ImprovedsupportservicesrenderedtothePresidentandtheDeputyPresidentinexercisingtheirconstitutionalresponsibilitiestoleadandpromotegovernment’snationalunityandsocialcohesionprogrammes.

Indicators AnnualprogrammeofthePresidentandDeputy,topromotenationalunityandsocialcohesion,developedandsuccessfullyimplemented.

Strategic Objective 4 (Goal Statement)

To assist the President and the Deputy President in advancing the interests of South Africa in the international arena.

Strategic outcome (Strategic outcomes orientated goals)

CoordinatedimplementationofPrincipal’ss’InternationalRelationsprogramme.

Strengthenedcountry’sroleininternationalinitiatives,especiallyinitiativesrelatedtoSAinvolvementinregionalintegrationandenhancedpeaceandsecurityeffortsontheAfricancontinent.

Indicators AnnualinternationalprogrammeofthePresidentandDeputyfor2011/12,alignedtotheinternationalpolicygoalsofGovernment,developedandsuccessfullyimplemented.

PART B: PROGRAMME AND SUBPROGRAMME PLANS

1 AsdefinedinNationalTreasuryFrameworkforStrategicPlansandAnnualPerformancePlans:August2010

10

PROGRAMME 1: ADMINISTRATION

Programme Sub-programmes Branches aligned with sub-programmes

Administration MinistryManagementSupportServicestothePresidentSupportServicestotheDeputyPresidentCabinetServicesCommissiononStateOwnedEnterprises.

• MinistryofPerformanceMonitoringandEvaluation• PrivateOfficeofthePresident• OfficeoftheDeputyPresident• StrategyandOperations• CabinetOffice

Purpose of Programme: Toprovideeffectiveleadership,strategicmanagementandadministrativesupporttotheprincipalsandbranchesofThePresidencyinfulfilmentofThePresidency’smissionandmandate.

ThebranchesthatformpartofProgramme1areoutlinedbelow,withplannedperformanceforthe2012/13financialyear.

Ministry of Performance Monitoring and Evaluation

TheMinistryforPerformanceMonitoringandEvaluationisresponsibleforprovidingstrategicandadministrativesupportservicestotheMinisterandDeputyMinisterPME,toenablethemtofulfiltheirconstitutional,executiveandpoliticalresponsibilities.TheMinistryconsistsofthefollowingunits:

• OfficeoftheMinister• OfficeoftheDeputyMinister• PublicEntityCoordinationUnit(agencymanagementofpublicentitiesnamely,theGCIS,IMC,MDDAandtheNYDA).

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25

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26

CA

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31

STRATEGY AND OPERATIONS

Thisbranch is responsiblefortheadministrationofandauxiliarysupporttoThePresidency.PendingthefinalapprovalofthenewstructurethenameofthisbranchwillchangetoCorporateManagement.

TheservicesdeliveredbythisBrancharedonethroughthefollowingunitsandsub-units:

• HumanResources,comprisingOrganisationalDevelopment,HumanResourceOperations,andEmployeeWellness.• CorporateServices,comprising:

- InformationTechnologyandKnowledgeManagement- HouseholdsandAccommodation- CorporateInformationManagement- CorporateSupportServices(CapeTownregionaloffice)

• ProtocolandCeremonialServices,(whichalsoencompassesEventsManagement)• LegalandExecutiveServices• TheSecretariatforRemunerationofPublicOfficeBearers• SpousalOffice

InAddition,thefollowingUnitshaveanadministrativereportinglinetothebranch,butfunctionallyreporteithertotheDGortheCOO.TheseUnitsare:

• TheOfficeoftheDirector-General• TheOfficeoftheCOO• ChiefFinancialOfficer

- FinancialManagement- SupplyChainManagement

• InternalAudit• InternalSecurity• StrategicManagement• RiskManagement

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41

RECONCILING PERFORMANCE TARGETS WITH THE BUDGET AND MTEF

Table 1.5 Administration

Subprogramme Audited outcome Adjusted appropriation Medium-term expenditure estimate

R thousand 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15

Ministry1 19940 18563 33689 31472 31953 36104 38126

Management 166990 198399 215645 233022 267718 281821 298582

SupportServicestoPresident 25982 25870 35675 38033 36516 40199 42509

SupportServicestoDeputyPresident 24584 24154 27033 36060 37971 41655 44089

CabinetServices 19999 19940 17762 21176 23509 25553 27702

CommissiononStateOwnedEnterprises – – 10305 35000 – – –

Total 257 495 286 926 340 109 394 763 397 667 425 332 451 008

Changeto2011Budgetestimate 49455 11517 17530 18738

1. From 2008/09, the current payments relating to the total remuneration package of political office bearers are shown, before this, only salary and car allowance are included.

Administrative and other subprogramme expenditure may in addition include payments for capital assets as well as transfers and subsidies.

Economic classification

Current payments 244 596 275 428 328 565 385 934 382 477 409 384 434 102

Compensationofemployees 125933 160936 187545 226656 231973 232601 247089

Goodsandservices 118663 114492 141020 159278 150504 176783 187013

of which:

Communication 11 590 12 959 18 326 5 856 14 662 16 637 17 971

Computer services 4 891 3 894 9 612 10 774 15 367 19 894 21 659

Consultants and professional services: Business and advisory services 2 070 1 779 11 465 39 716 3 606 3 728 3 288

Travel and subsistence 45 286 45 973 52 250 37 581 57 058 68 285 76 893

Transfers and subsidies 6 221 2 765 384 61 – – –

Provincesandmunicipalities 2 3 2 – – – –

Departmentalagenciesandaccounts 4000 – – – – – –

Households 2219 2762 382 61 – – –

Payments for capital assets 6 678 8 651 11 160 8 768 15 190 15 948 16 906

Machineryandequipment 6678 8651 11160 8768 15190 15948 16906

Payments for financial assets – 82 – – – – –

Total 257 495 286 926 340 109 394 763 397 667 425 332 451 008

ExPENDITURE TRENDS (PROGRAMME 1)

ExpenditureovertheMTEFperiodwillfocusonthesupportservicestothePoliticalPrincipalsandsupportgiventoCabinetanditsstructures.ExpenditureincreasedfromR257.5millionin2008/09toR394.8millionin2011/12,atanaverageannualrateof15.8percent.Thegrowthwasmainlyduetotheincreaseincompensationofemployeesandconcomitantcosts.

OvertheMTEFperiod,theexpenditureisexpectedtogrowfromR394.8millionin2011/12toR451millionin2014/15atanaverageannualrateof4.1percent.Theincreaseisinlinewithinflationaryprojections.ThePresidencyreceivedadditionalfundsofR25millionin2012/13,R26.5millionin2013/14andR28millionin2014/15duemainlytoincreasedcompensationofemployees.The functionof thePresidentialHotlinewasmoved to theDepartmentofPerformanceMonitoring andEvaluationduring the2011/12financialyear.

Thebudget allocation for the support to thePoliticalPrincipals andCabinetpertains in themain to theprovisionof logisticalsupport.Thisincludesthecostrelatingtocommunication,travelandsubsistence.ThebudgetallocationforManagementpertainsprimarilytotheexpenditurecostsforformerPresidents,theSecretariattotheCommissionontheRemunerationofPublicOfficeBearers,theChanceryforNationalOrdersandadministrativefunctionsofThePresidency.

42

PROGRAMME 2: NATIONAL PLANNING

Programme Sub-programmes

NationalPlanning MinistryCommissionSupportServicesResearchandPolicyCoordinationCommunicationandPublicParticipation

PROGRAMME PURPOSE: THE NATIONAL PLANNING MINISTRY:

TheNational PlanningMinistry develops the country’s long term vision andnational strategic plan, and contributes to betteroutcomesingovernmentthroughbetterplanning,betterlongtermplansandmorepolicycoherenceandclearlyarticulatedlongtermgoalsandaspirations.TheNationalPlanningSecretariatcomprisesthefollowingunits:

• ResearchandPolicyCoordination• CommissionSupportServices• CommunicationandPublicParticipation.

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ing)

NID

SWave3

Und

ertakeP

hase

IIofthePSP

PD

(pendingap

proval

offu

rthergrant

fund

ing)

NID

SWave3

44

RECONCILING PERFORMANCE TARGETS WITH THE BUDGET AND MTEF

Table 1.6 National Planning

Subprogramme Audited outcome Adjusted appropriation Medium-term expenditure estimate

R thousand 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15

Ministry1 21887 40288 47658 62144 70804 60604 64246

ResearchandPolicyServices – – 1723 15367 18020 20498 21730

CommunicationandPublicParticipation – – 65 7591 6751 8435 8933

Total 21 887 40 288 49 446 85 102 95 575 89 537 94 909

Changeto2011Budgetestimate 1280 (612) 613 650

1. From 2008/09, the current payments relating to the total remuneration package of political office bearers are shown, before this, only salary and car allowance are included.

Administrative and other subprogramme expenditure may in addition include payments for capital assets as well as transfers and subsidies.

Economic classification

Current payments 21 769 39 293 48 691 85 102 75 575 89 537 94 909

Compensationofemployees 11776 14403 18696 34196 36774 40594 43055

Goodsandservices 9993 24890 29995 50906 38801 48943 51854

of which:

Communication 306 468 795 1 149 1 087 1 730 867

Computer services – – 1 1 000 1 105 1 696 65

Consultants and professional services: Business and advisory services 4 311 18 635 19 670 34 000 23 512 24 388 27 368

Travel and subsistence 2 880 3 167 7 355 9 900 8 034 12 816 14 519

Transfers and subsidies – 225 12 – – – –

Households – 225 12 – – – –

Payments for capital assets 118 770 743 – 20 000 – –

Machineryandequipment 118 770 743 – 20000 – –

Total 21 887 40 288 49 446 85 102 95 575 89 537 94 909

Details of selected transfers and subsidies

Households

Social benefits

Current – 225 12 – – – –

EmployeeSocialBenefits – 225 12 – – – –

45

PERFORMANCE AND ExPENDITURE TRENDS (PROGRAMME 2)

SpendingovertheMTEFperiodwillfocusonplanningandcoordinatinginterventionsthatincreasetheeffectivenessofexistingpoliciesandprogrammes.ExpenditureintheNational Planning programmeincreasedfromR21.9millionin2008/09toR85.1millionin2011/12,atanaverageannualrateof54.1percent.ThegrowthismainlyforprovidingstrategicsupportandadvicetoPrincipalsinThePresidency.ExpenditureisexpectedtoincreasefromR85.1millionin2011/12toR94.9millionin2014/15,atanaverageannualrateof5.8percent.Thegrowthismainlyduetonormalpriceincreasesinaccordancewithinflationaryprojections.ThebudgetallocationshavehadadirectandsubstantiveimpactontheNationalPlanningCommissionachievingitsoutputs.Therewerenosignificantincreasesordecreasesinexpenditure.Throughoutthefinancialyearvariousparallelprocesseswereembarkeduponwhichincludedinteraliaworkshops,research,stakeholderengagementsandalloftheseactivitiescontributedtothetimelyrelease and handover of the draftNationalDevelopment Plan andVision Statement.The budgetary allocations facilitated theeffective andefficient conveningof all the relevant andnecessaryprocesseswhichensured theachievementof theprogramme’sidentifiedobjectives.

Withregardstotheperformanceoftheprogrammeinrelationtotheexpenditureincurred,theobjectivesandoutcomesfortheprogrammewereachievedandinmanyinstances,exceededinitialtargets.Thesedeliverableswereachieveddespitethelimitedandrigidtimelinesunderwhichtheprogrammehadtoperform.

46

Links to the long-term infrastructure and other capital plans

NotapplicabletoThePresidency.

Conditional grants

NotapplicabletoThePresidency.

Public –private partnerships

NotapplicabletoThePresidency.

Public Entities

ThissectionwillpayspecificattentiontotheplansthatThePresidencywillusetoevaluatetheNationalYouthDevelopmentAgencyandtheInternationalMarketingCouncil(BrandSouthAfrica).

PART C: LINKS TO OTHER PLANS

47

Name of public entity MandateKey performance indicators

to be measured Projected performance for

2012/13Current annual budget

TheNationalYouthDevelopmentAgency(NYDA)

TheNationalYouthDevelopmentAgency(NYDA)isaSouthAfricanyouthdevelopmentagencyaimedatcreatingandpromotingcoordinationinyouthdevelopmentmatters.TheNationalYouthDevelopmentAgencywasestablishedin2009interms of the National Youth DevelopmentAgencyAct(2008).EstablishedthroughthemergeroftheNationalYouthCommissionandtheUmsobomvuYouthFund,theorganisationhasabsorbedalltheactivities,assets,liabilities,andstaffofbothorganisations.

Themandateoftheagencyis:

Topromotefastereconomicparticipation,jobcreation,sustainablelivelihoodsandsocialcohesionthroughdesigning,implementing,initiating,facilitating,integrating,coordinating,mainstreamingandmonitoringyouthdevelopmentinterventionsinpartnershipwithallspheresofgovernment,theprivatesectorandcivilsociety.

NationalYouthService

SocialCohesion

SportsRecreationandArts

HealthandWellbeing

Economicparticipation

Education,trainingandskillsdevelopment

CommunicationandAdvisoryService

NationalYouthFund

PartnershipsandStakeholdermanagement

Governanceandadministration

Policy,ResearchandDevelopment

15000youngpeopleprovidedwithopportunitiestoservetheir communities

2000youthwillparticipateintheNYDAleadershipinitiatives

9000youthparticipateinsport,artsandcultureprogrammes

4000youngpeopleparticipateintheNYDAYouthinHealthProgramme

2000youngwomenaccesssanitarytowelsandotherhealthrelatedinterventions

5800jobscreatedthrougheconomicdevelopmentprogrammesandskillsdevelopment

50youngpeopleaccessbusinessopportunities

R60millionworthofbusinessopportunitiesaccessed

80projectssupportedthroughIthubalentshaMicroEnterpriseProgramme

100ProjectssupportedthroughtheGreenEconomyprojects

3000youthattendlifeand/orprofessionalskillstraining

2000learnersplacedineducationopportunities.

20youthreceivebursariesandscholarshipopportunities.

3000youngpeopleundergotechnicaltraining

330,000portalvisitstotheNYDAwebsite

MTEF allocation 2012/13:

R376million

48

Name of public entity MandateKey performance indicators

to be measured Projected performance for

2012/13Current annual budget

600,000youngreceivedinformationonNYDAproductsandservices

2600youthreceivecareerguidancethroughone-on-oneand397,400throughgroupsessions

95%ofNYDAofficesbrandedand70%ofNYDAprojectsitesbranded

R50million,valueoffundsraisedthroughthirdparties.

44Governmentdepartments(National,provincialandmunicipalities)lobbiedtoestablish youth directorates

- 14Parliamentarybriefingengagements

- 15Partnershipsestablishedwithgovernment,civilsocietyandtheprivatesector

Ensurecompliancewithallapplicablestatutesandpolicies

123informationandknowledgepublicationsgeneratedbytheNYDAthroughinternalresources.

Brand South Africa International mandate:

TobuildSouthAfrica’sNationBrandreputationinordertoimproveSouthAfrica’sglobalcompetitiveness

Domestic mandate:

TobuildprideandpatriotismsamongstSouthAfricansand contribute to social cohesionandNationBrandambassadorship

Awaiting ENE info MTEFallocation 2012/2013:

R148 779m

49

AO AccountingOfficer APRM AfricanPeerReviewMechanism APP Annual Performance PlanBBBEE BoardbasedBlackEconomicEmpowermentBCM BusinessContinuityManagementBrand SA BrandSouthAfricaBRICS LeadingemergingeconomiesincludingBrazil,Russia,India,ChinaandSouthAfricaCFO ChieffinancialofficerCOO ChiefOperationsOfficerDDG DeputyDirector-GeneralDIRCO DepartmentofInternationalRelationsandCooperationDG Director-GeneralDPME DepartmentofPerformanceMonitoringandEvaluationDPW DepartmentofPublicWorksDRP DisasterRecoveryPlanENE EstimatesofNationalExpenditureEA ExecutiveAuthorityFOSAD ForumofSouthAfricaDirector’s-GeneralG20 Groupof20-blocofdevelopingnationsestablishedon20August2003GCIS GovernmentCommunicationandInformationSystemsGWM&ES Government-wideM&ESystemICT InformationandCommunicationsTechnologyIMC InternationalMarketingCouncilofSouthAfricaMDDA MediaDevelopmentandDiversityAgencyM&E MonitoringandEvaluationMoU MemorandumofUnderstandingMTEF MediumTermExpenditureFrameworkMTSF MediumTermStrategicFramework NEPAD NewPartnershipforAfrica’sDevelopment NPC NationalPlanningCommissionNT NationalTreasuryNDP NationalDevelopmentPlanNYDA NationalYouthDevelopmentAgencyPCC President’sCoordinatingCouncilPFMA PublicFinanceManagementAct,1999(ActNo.1of1999)PICC PresidentialInfrastructureCoordinatingCommissionRSA RepublicofSouthAfrica SADC SouthernAfricanDevelopmentCommunitySANDF SANationalDefenceForceSCCM SystemCentreConfigurationManagerSCOM SystemCentreOperationsManagerSITA StateInformationTechnologyAgencySTATSSA StatisticsSouthAfricaSONA StateoftheNationAddressUNFCCC UnitedNationsFrameworkConventiononClimateChange

PART D: ACRONYMS

50

ANNUAL PERFORMANCE PLAN FOR THE FINANCIAL YEAR 2012/13

The Presidency, Union BuildingsPrivate Bag X1000

Pretoria, 0001

ISBN: 978-0-621-40702-0