annual performance plan - national treasury budget/2007... · 2007-04-30 · annual performance...

Office of The Premier Province of the Eastern Cape

Provincial Information Management Unit

http://www.ecprov.gov.zaemail :[email protected]

Tel: 040 609 3000

PR 32/2007ISBN: 0-621-37050-9

Annual Performance Planlinked to the Medium Term Expenditure Framework (MTEF)

2007-2008

Ikamva Eliqaqambileyo


Including the Service Delivery Improvement Plan

1


FOREWORD .........................................................................................................................................................................7

STRATEGIC OVERVIEW BY AN ACCOUNTING OFFICER ................................................................................................8

STRATEGIC PLAN UPDATE ANALYSIS .............................................................................................................................9

PROGRAMME 1: ADMINISTRATION ................................................................................................................................13

INTRODUCTION .....................................................................................................................................................................13

LEGISLATURE FINDINGS AND RECOMMENDATIONS AND OTP’S RESPONSE ......................................................................................13

SUB-PROGRAMME 1.1: DEPUTY DIRECTOR GENERAL ..............................................................................................15

INTRODUCTION .....................................................................................................................................................................15

SUB-PROGRAMME 1.2: PREMIER’S CORE STAFF .......................................................................................................16

INTRODUCTION .....................................................................................................................................................................16

PROGRESS ANALYSIS ............................................................................................................................................................16

POLICIES, PRIORITIES AND STRATEGIC OBJECTIVES .....................................................................................................................16

ANALYSIS OF CONSTRAINTS AND PLANNED MEASURES .................................................................................................................16

PLANNED QUALITY IMPROVEMENT MEASURES .............................................................................................................................16

SPECIFICATION OF MEASURABLE OBJECTIVES AND PERFORMANCE INDICATORS ..................................................................................17

DIRECTOR-GENERAL’S OFFICE ......................................................................................................................................18

INTRODUCTION .....................................................................................................................................................................18





SUB-PROGRAMME 1.3: DG’S OFFICE: OPERATIONAL SUPPORT ..............................................................................19

INTRODUCTION .....................................................................................................................................................................19






SUB-PROGRAMME 1.4: CABINET SECRETARIAT .........................................................................................................22

INTRODUCTION .....................................................................................................................................................................22





SUB-PROGRAMME 1.5: INTERNAL HUMAN RESOURCE MANAGEMENT ..................................................................24

INTRODUCTION .....................................................................................................................................................................24



2





SUB-PROGRAMME 1.6: FINANCIAL, SCM AND RISK MANAGEMENT

SUB-PROGRAMME 1.6.1: FINANCIAL MANAGEMENT ..................................................................................................27

INTRODUCTION .....................................................................................................................................................................27






SUB-PROGRAMME 1.6.2: SUPPLY CHAIN MANAGEMENT ...........................................................................................29

INTRODUCTION .....................................................................................................................................................................29




PLANNED QUALITY IMPROVEMENT MEASURES .............................................................................................................................29SPECIFICATION OF MEASURABLE OBJECTIVES AND PERFORMANCE INDICATORS ..................................................................................31

SUB-PROGRAMME 1.6.3: RISK MANAGEMENT .............................................................................................................32

INTRODUCTION .....................................................................................................................................................................32




PLANNED QUALITY IMPROVEMENT MEASURES .............................................................................................................................32SPECIFICATION OF MEASURABLE OBJECTIVES AND PERFORMANCE INDICATORS ..................................................................................33

PROGRAMME 2: INSTITUTION BUILDING & TRANSFORMATION ................................................................................34

INTRODUCTION .....................................................................................................................................................................34






SUB-PROGRAMME 2.1: DEPUTY DIRECTOR-GENERAL (IBT) .....................................................................................40

INTRODUCTION .....................................................................................................................................................................40






SUB-PROGRAMME 2.2: TRANSVERSAL ORGANISATIONAL DEVELOPMENT AND CONSULTANCY SERVICES

(TODCOS) ...........................................................................................................................................................................42

INTRODUCTION .....................................................................................................................................................................42


3






SUB-PROGRAMME 2.3: SHARED LEGAL SERVICES ....................................................................................................47

INTRODUCTION .....................................................................................................................................................................47






SUB-PROGRAMME 2.4: COMMUNICATION SERVICES .................................................................................................50

INTRODUCTION .....................................................................................................................................................................50






SUB PROGRAMME 2.5: INFORMATION COMMUNICATION TECHNOLOGY MANAGEMENT ....................................53

INTRODUCTION .....................................................................................................................................................................53






SUB-PROGRAMME 2.6: ANTI-CORRUPTION AND PROVINCIAL SECURITY ..............................................................57

INTRODUCTION .....................................................................................................................................................................57






PROGRAMME 3: POLICY AND GOVERNANCE (P & G) .................................................................................................60

INTRODUCTION .....................................................................................................................................................................60






SUB-PROGRAMME 3.1: DEPUTY DIRECTOR-GENERAL: P&G ....................................................................................70

INTRODUCTION .....................................................................................................................................................................70


4






SUB-PROGRAMME 3.2.1: PROVINCIAL POLICY AND PLANNING ...............................................................................73

INTRODUCTION .....................................................................................................................................................................73






SUB-PROGRAMME 3.2.2: MONITORING & EVALUATION ..............................................................................................77

INTRODUCTION .....................................................................................................................................................................77






SUB-PROGRAMME 3.3: INTER-GOVERNMENTAL RELATIONS ...................................................................................80

INTRODUCTION .....................................................................................................................................................................80






SUB-PROGRAMME 3.4: SPECIAL PROGRAMMES ........................................................................................................83

INTRODUCTION .....................................................................................................................................................................83






SUB-PROGRAMME 3.5: PREMIER’S PRIORITY PROGRAMMES ..................................................................................86

INTRODUCTION .....................................................................................................................................................................86






ANNUAL PERFORMANCE PLAN .....................................................................................................................................89

SUB-PROGRAMME 1.2: PREMIER’S CORE STAFF .................................................................................................................................89

SUB-PROGRAMME 1.3: DG’S OFFICE: OPERATIONAL SUPPORT .................................................................................................................91

5


SUB-PROGRAMME 1.4: CABINET SECRETARIAT ....................................................................................................................................92

SUB-PROGRAMME 1.5: INTERNAL HUMAN RESOURCE MANAGEMENT ............................................................................................................93

SUB-PROGRAMME 1.6: FINANCIAL MANAGEMENT .................................................................................................................................94

SUB-PROGRAMME 1.7: SUPPLY CHAIN MANAGEMENT ............................................................................................................................94

SUB-PROGRAMME 1.8: RISK MANAGEMENT .......................................................................................................................................95

SUB-PROGRAMME 2.1: DEPUTY DIRECTOR-GENERAL – IB&T ...................................................................................................................96

SUB-PROGRAMME 2.2: TRANSVERSAL ORGANISATIONAL DEVELOPMENT .........................................................................................................96

SUB PROGRAMME 2.3: SHARED LEGAL SERVICES ...............................................................................................................................101

SUB-PROGRAMME 2.4 COMMUNICATION SERVICES ..............................................................................................................................103

SUB PROGRAMME 2.5: INFORMATION COMMUNICATION TECHNOLOGY MANAGEMENT ..........................................................................................104

SUB PROGRAMME 2.6: ANTI-CORRUPTION AND PROVINCIAL SECURITY .......................................................................................................106

SUB-PROGRAMME 3.1 DEPUTY DIRECTOR-GENERAL: POLICY AND GOVERNANCE ............................................................................................107

SUB-PROGRAMME 3.2.1: PROVINCIAL POLICY AND PLANNING ..................................................................................................................108

SUB-PROGRAMME 3.2.2: MONITORING & EVALUATION .......................................................................................................................... 113

SUB PROGRAMME 3.3 INTER-GOVERNMENTAL RELATIONS ....................................................................................................................... 116

SUB-PROGRAMME 3.4: SPECIAL PROGRAMMES .................................................................................................................................. 117SUB-PROGRAMME 3.5: PREMIER’S PRIORITY PROGRAMMES ...................................................................................................................122

SERVICE DELIVERY IMPROVEMENT PLAN .................................................................................................................123

6


Foreword

It gives me great pleasure to present the Annual Performance Plan for the Office of the Premier for 2007 to 2008.

In this Annual Performance Plan we will be laying much emphasis on consolidation and continuous improvement of our systems, work organization, turnaround times, coordination, integration, and planning and monitoring.

Now that the electronic Monitoring and Evaluation System is in place we will be poised to track the rate and quality of service delivery that people of this Province are receiving. It is also important to continue to measure the impact of our interventions at all levels. The Office of the Premier has moved forward to make sure that the government departments build such capability.

In line with the intentions of ASGISA and the PGDP, as a Province we have to make sure that we possess the right skills within and beyond the public administration to respond appropriately to the imperatives of job creation, poverty eradication and growing the economy. Informed by the Joint Initiative for Priority Skills Acquisition (JIPSA) model, we are revolutionizing our skills base so that this speaks to the key priority areas of growth in our Province, namely infrastructure, agriculture, tourism and manufacturing. My Department will be at the forefront of making sure that the Eastern Cape moves in concert in building and consolidating these skills.

We are quite aware of the importance of filling all vacancies in the public administration and of retaining this. I am pleased to say that in the year ahead, my department will be collaborating with others to roll out the attraction and retention strategy that is now in place. We feel that the investment and growth climate is positive in our Province and there is sufficient stability within the administration to attract the best talent.

Needless to say, as the head of Government, I remain guided by the development guideline in the Manifesto for this electoral period. What still looms large in my vision for the performance of the Office of the Premier and the rest of the provincial administration is our intention and promise to push back the frontiers of poverty by reducing the duality in the structure of the provincial economy. Accordingly, the Annual Performance Plan of the Office of the Premier for the 2007/08 financial year has taken cue from and interpreted this developmental mandate. I would like to believe that in the past few years and going forward we have put policies in place and guided the rest of government towards this noble and important goal.

With the support that has been afforded to me, I will continue to practice resource stewardship and with much rectitude and integrity. I commit my department to the realization of outcomes entailed in this Annual Performance Plan.

Mrs Nosimo Balindlela

Premier of the Eastern Cape

7


Strategic Overview by an Accounting Officer

It is my pleasure to present, on behalf of my management team and the Department, a brief overview of the Annual Performance Plan for 2007 to 2008.

The past year has provided a number of incisive lessons for us, which we have tried to embrace to better position the Department and improve its impact on the performance of government as whole in this Province.

We are confident that the functioning of clusters will further improve this year, as we have moved decisively to ensure that departments within clusters concentrate on particular priority projects which will assist government to realize its goals of both poverty alleviation and job creation. The Office of the Premier has an important role to play in making sure that the Clusters stay synergistic for better impact of government programmes.

The year 2007/8 will see the Office of the Premier consolidating a number of its achievements of the previous 2 to 3 years. The province-wide electronic Monitoring and Evaluation system is now firmly in place and this year will see the Office of the Premier collaborating with all Departments and sections of the local sphere to ensure that minimum M and E capacity exists. One of enduring and critical tasks for the Office of the Premier is to continuously ensure that government is appropriately structured to accelerate service delivery, and that it displays a keen appreciation of the material conditions of those dependent on us for services. To that end we will work alongside all departments and communities to make sure that various sector Service Charters are observed, that the intergovernmental structures and processes are well oiled, and that human capital is deployed appropriately across government.

During the 2007/08 financial year, the Office of the Premier will be adjusting its program structure to align with the standardised approach being adopted across all Provinces. This will see a shift of the Shared Internal Audit Services (Program 5) to the auspices of Provincial Treasury. Alongside this, the remaining five programs will be streamlined to sit as three consolidated programs.

As the Accounting Officer of the Office of the Premier, I hereby commit myself and my team to pursue with diligence the outcomes outlined in this Annual Performance Plan.

Dr Sibongile Muthwa Date: March 2007Director General and Accounting Officer

8


Strategic Plan Update Analysis

The Office of the Premier is the leading Department of the Eastern Cape Provincial Government. Its main purpose is to provide guidance and focus for the province as a whole through the development and implementation of policies, and the monitoring and evaluation of the performance of departments in effecting service delivery to the people. To this end the organisational structure of the OTP was amended to ensure that it better fulfils its mandate and is better aligned to national imperatives and to address local challenges.

Below is the organisational structure which was implemented at the beginning of the 2007/08 financial year.

Programmes for 2006/07 Programmes for 2007/08

Old Structure New Structure

ProgrammeSub-

Programme

New Structure Equivalent

ProgrammeSub-

Programme

1 MANAGEMENT

1

ADMINISTRATION

2

DIRECTOR-GENERAL’S OFFICE 1.2 1.1 Deputy Director General

2.1 Director-General’s Support 1.2 1.2 Premier’s Core Staff

2.2 Cabinet Secretariat 1.3 1.3 DG’s Office: Operational Support

3

PROVINCIAL CO-ORDINATION AND MONITORING UNIT (PCMU)

3 1.4 Cabinet Secretariat

3.1 Deputy Director-General (PCMU) 3 1.5 Internal Human Resource Management

3.1.1 Partnership Projects 3.5 1.6 Financial, SCM & Risk Management

3.3 Monitoring & Evaluation 3.2

2

INSTITUTION BUILDING & TRANSFORMATION

3.4 Intergovernmental Relations 3.3 2.1 Deputy Director General

3.5 Special Programmes 3.4 2.2 Transversal Organisational Development

3.6 Provincial Information Management 2.3 Shared Legal Services

4

INSTITUTION BUILDING AND TRANSFORMATION (IBT)

2 2.4 Communication Services

4.1 Deputy Director-General (IBT) 2 2.5Information Communication Technology Management

2.6 Anti-Corruption And Provincial Security

4.2 Transversal Organisational Development 2.1

3

POLICY AND GOVERNANCE

4.3 Shared Legal Services 2.2 3.1 Deputy Director General

4.4 Provincial Communication Services 2.3 3.2Provincial Policy Planning, Monitoring and Evaluation

4.5 Anti-Corruption and Security Management 2.5 3.3 Inter-governmental Relations

5 SHARED INTERNAL AUDIT N/A 3.4 Special Programmes

6

CORPORATE SERVICES N/A 3.5 Premier’s Priority Programmes

6.1 Financial Management 1.5

6.2 Supply Chain Management 1.6

6.3 Human Resource Management 1.4

6.4Departmental Government Information Technology Office (DGITO)

2.4

9


The new organogram of the OTP is therefore as follows:

10


Based on an evaluation of the revised Strategic Plan (as alluded to in the OTP’s 2005/06 Annual Performance Plan, we have again revisited our 5 year 2005 – 2010 Strategic Plan and made the following changes, which are reflected in this Plan:

• Expanded the number of Strategic Goals from 5 to 6 Goals by adding a Goal that relates to meeting the communication and information needs of government and the people of the Eastern Cape province;

• Refined one of the Strategic Goals that relate to providing effective and efficient support and services to the Provincial Executive Council, the Premier, the Director General, and the Provincial Administration;

• Reviewed the Strategic Objectives;

• Introduced new Measurable Objectives linked to the new Strategic Objectives;

• Introduced new Performance Measure Indicators for every unit linked to the new Measurable Objectives; and

• Introduced new yearly Targets flowing from the new indicators.

All of the above changes have been unavoidable and will improve the focus of the Department and lead to substantial improvements in internal performance management and in the measurement of our performance by external stakeholders.

The Vision and Mission of the Department remain the same and are as follows:

VisionLeader in excellence at the centre of a coherent, pro-poor Provincial Administration

MissionEnsuring responsive, integrated and sustainable service delivery to all in the Eastern Cape through strategic

leadership, critical interventions and co-ordinated effective provincial governance

In line with the objectives of the Provincial Growth and Development Plan 2004-2014 (PGDP), the following are the key strategic goals of the Office of the Premier:

1. To ensure ongoing transformation of institutional capacity to improve provincial administrative efficiency and effectiveness

2. To establish and manage the Office of the Premier as a learning and best practice organisation.

3. To facilitate, sound, effective appropriate and integrated provincial policies, strategies and planning and evaluate the impact thereof.

4. To improve the effectiveness and efficiency of cooperative governance.

5. To meet the communication and information needs of government and the people of the Eastern Cape province

6. To provide effective and efficient support and services to the Provincial Executive Council, the Premier, the Director General, and the Provincial Administration

These 6 goals can be translated into the following 23 strategic objectives:


To co-ordinate litigation across all provincial departments

To ensure ongoing transformation of institutional capacity to improve provincial administrative efficiency and effectiveness

To facilitate and coordinate public sector transformation and institution building

To provide an effective contract service

To provide effective legislation services

11


To facilitate the development of the Eastern Cape as an effective and efficient self sustaining information society

To provide leadership, integration, coordination of communication and information system in the province

2. To establish and manage the Office of the Premier as a learning and best practice organisation.

To effectively and efficiently render financial management and risk management services

To facilitate the efficient and effective rendering of integrated supply chain management and fleet management

To provide effective and efficient information management services that assists in the achievement of department goals

To render an efficient and effective human resource and office support service

3. To facilitate, sound, effective appropriate and integrated provincial policies, strategies and planning and evaluate the impact thereof.

Promote improved monitoring evaluation and reporting on the implementation of PGDP and other government priorities

To facilitate, co-ordinate and monitor the effective implementation of constitutional regional and international mandates with regards to gender equality, disability, and the rights of children and the elderly

To lead, coordinate and support programme and project initiatives that relate to national government priorities

To lead, coordinate and support responsive and integrated provincial development planning and policy

To lead, coordinate and support responsive and integrated provincial development planning, policy and operations and position the OTP as the centre of policy

4. To improve the effectiveness and efficiency of cooperative governance.

To establish and manage an effective international, continental and provincial intergovernmental relations system for the promotion of cooperative governance

5. To meet the communication and information needs of government and the people of the Eastern Cape province

To provide effective leadership, integration, coordination of communication and information systems in the province

6. To provide effective and efficient support and services to the Provincial Executive Council, the Premier, the Director General, and the Provincial Administration

To manage the administrative back office support

To manage the Discretionary Fund in alignment with the socio-economic objectives of the Province

To provide strategic leadership of the Office of the Premier and of the Provincial Administration

To provide support to the Premier to facilitate and implement Provincial and National Government Policy imperatives

To render Secretariat Services and Strategic Support to the Executive Council and to management structures

The new Measurable Objectives, Performance Measure Indicators and yearly Targets are reflected in each of the programmes mentioned below.

12


Programme 1: Administration

IntroductionThe Programme consists of 8 components, which are as follows:

PROGRAMME 1 ADMINISTRATION

1.1 Deputy Director General: Administration

1.2 Premier’s Core Staff

1.3 DG’s Office: Operational Support

1.4 Cabinet Secretariat

1.5 Internal Human Resource Management

1.6.1 Financial Management

1.6.2 Supply Chain Management

1.6.3 Risk Management

More details of each of the Programme’s sub-programmes planned performance are mentioned below. In order to provide the context of the Programme’s performance, it is useful to highlight issues emanating from the oversight provided by the E C Legislature.

Legislature Findings and Recommendations and OTP’s ResponseThe Programme’s past performance has been scrutinised by the Legislature’s OTP Portfolio Committee and SCOPA. The

following are the latest E Cape Legislature Findings, Recommendations and the departmental Responses.

RecommendationsThe Imbizo’s should be structured such that the Members of the Executive Council go back to the affected community and give a report-back on the matters that were raised as challenges.

Commitments by departments should be made in writing as a report-back mechanism and for accountability by the departments.

The Imbizo’s should be institutionalized such that they involve the local sphere of government and public representatives from the local sphere of government, including the members of the Provincial Legislature deployed in those areas.

During the planning stage, the local sphere of government, Members of the Provincial Legislature and organs of civil society

should be involved.

ResponseThe recommendations will be incorporated into the emerging delivery model for izimbizo. Currently, an inter-sphere team is set up for planning, managing and reporting on izimbizo. Resultant post-izimbizo outcomes are set out in an action plan, and implementation is tracked at the Technical Support Group, for reporting to the Premier’s Co-ordinating Forum.

Participation by Members of the Provincial Legislature at izimbizo has been most valuable, and will continue to be further integrated into planning.

RecommendationThis report on the functioning of the Cabinet Committees and Clusters in the Provincial Government provides useful insights on the priorities of Cabinet Committees and Clusters, and it should therefore be published annually henceforth.

ResponseThis recommendation is noted. The booklet on service delivery will be distributed during the delivery of the State of the

13


Province address.RecommendationsThe current dispensation of having the Director-General based in the Office of the Premier must lead to a more transversal administrative focus.

The OTP must discharge its transversal mandate fully.

ResponseThe re-structuring of the organogram to align with the proposed national standardised structure for Offices of the Premier, will enable the portfolio of the Director General to further deepen implementation of the transversal mandate.

The Office of the Premier will present this organogram to the Portfolio Committee.

RecommendationsThe OTP must furnish the Committee with a long-term strategy in this regard by the end of January 2007, before they disburse funds for the 2007/2008 financial year.

ResponseThe purpose of the contingency fund is enabling, to allow for reactive assistance to students on a once-off basis, whereafter they are main-streamed into the bursary system as appropriate. The fund demonstrates a pro-poor, pro-rural bias. Trends emerging from the contingency fund are closely monitored, and inform the pro-active allocative and outreach strategies of the provincial bursary fund.

RecommendationsThe OTP should ensure that there is proper co-ordination and integration of programming between the two institutions.

ResponseThe Office of the Premier is committed to co-ordinated and integrated programming, and seeks to continuously improve this by working with the Leader of Government Business to enable consistent reporting during the standard EXCO agenda item on Legislature and Governance. Further initiatives include sharing of the government calendar at Programming Committee meetings, and inclusion of Legislature staff members on planning teams for key provincial events such as izimbizo.

RecommendationsThe Accounting Officer in the OTP must implement internal controls in line with the PFMA and Treasury Regulations.

ResponseSenior managers for supply chain management; finance; and human resources have been appointed, which will provide the capacity to design and implement strengthened internal controls.

RecommendationThe OTP must furnish the Committee with monthly progress reports on all posts filled.

ResponseIt is respectfully requested that the Portfolio Committee consider receiving quarterly reports on the filling of vacancies. This time interval would allow for a better reflection of trends.A detailed breakdown of vacancies is available, noting the following:

• Out of 479 posts as per the approved organogram, the current vacancy rate is 25%. This is 9% lower compared to the beginning of this financial year.

• Whilst on the surface it may appear that the Department is not committed to the filling of vacancies, on the contrary the Department has made 121 appointments as at end January 2007 which include 52 appointments from outside the Public Service.

• The recruitment efforts of the Department are impacted upon by continuous staff turn-over due to resignations, transfers to other Departments (some to the same salary levels) and 2 unfortunate deaths within this year.

• Various posts have been advertised and will be filled in the new (07/08) financial year due to budget constraints.• Once the 2007/08 budget is finalised an updated plan on the recruitment and filling of posts will be submitted.

14


Sub-Programme 1.1: Deputy Director General

IntroductionThe Deputy Director General (DDG) is to ensure that an effective and efficient internal support is provided that facilitates tha achievement of the mandate of the Office of the Premier.

The DDG will manage the branch and provide strategic leadership to ensure that the following is accomplished: • The rendering of efficient special executive support to the premier. • The rendering of strategic support, office support and cabinet and related committees secretarial support to the Director General. • The rendering of an efficient internal human resources management support services.

• The rendering of financial, supply chain management and management of risk for the Department

More detail on the responsibilities of the DDG is outlined below per sub-programme.

15


Sub-Programme 1.2: Premier’s Core Staff

IntroductionThis programme is responsible for providing political and administrative support to the Premier of the Province.

The services provided by the Core Staff are: • Ensure that administrative back office support systems are responsive to the requests from communities and

stakeholders.

• Ensure that service delivery intervention programmes are implemented by relevant sectors.

• Ensure that the communication from the Premier’s Office is accurate and provides a positive image of the Provincial Government.

• Co-ordinate the programmes and interaction of the Provincial Government with the Provincial Legislature.

Progress analysisDuring the 2006/07 financial year the Premier had extensive commitment and interaction with stakeholders to negotiate and facilitate partnership agreements at national and international levels. The commitments to the Province from international partners are mainly in the area of economic development in relation to the PGDP and ASGI-SA priorities.

The Core Staff has increased responsiveness to the correspondence directed to the Premier. The community appreciates this and it increased an understanding of the Government role and responsibilities. The quality of content of correspondence is mainly on intervention requests to the Premier and innovative service delivery suggestions of Government Policies.

The monitoring of Provincial Departments has increased the tracking of possible problems and responded by supporting with intervention strategies.

Policies, priorities and strategic objectivesThe major policy documents monitored by Core Staff in support of the Premier are the PGDP and ASGI-SA. All operations and engagements are centred on monitoring of service delivery in the relation to policies.

Strategic Objectives Measurable Objectives

1. To provide support to the Premier to facilitate and implement Provincial and National Government Policy imperatives

a) Ensure ongoing co-ordination and interaction with all stakeholders to facilitate the implementation of Government policies and programmes

b) Improve on an annual basis positive publicity through an integrated communication strategy

2. To manage the administrative back office support a) Provide effective and efficient administrative support through a reliable and up-to-date information management systemb) Ensure that the Department complies with all aspects of the programme of the legislature at all times

3. To manage the Discretionary Fund in alignment with the socio-economic objectives of the Province

a) Annually increase the number of tertiary students supported in the area of scarce skillsb) Provide ongoing support intervention programmes through the Discretionary Fund as administered by ECDCc) Effectively and efficiently co-ordinate the annual funding applications for Poverty Alleviation Funds according to criteria

Analysis of constraints and planned measuresThe Premier’s service delivery intervention programmes are limited to the financial and human resource allocation per annum. • The integration of service delivery intervention programmes must be reprioritized within the budget framework

Provincial Departmental programmes.

Planned quality improvement measures• Improve document management and security of confidential documents with the appointment of appropriate staff.

• Reduce the lead time for responses to communication in order to complete enquiries weekly.

• Respond to the Provincial Legislature within the required timeframe

16


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17


Director-General’s Office

IntroductionThe Programme: Director-General’ s Office comprises two sub-programmes, namely DG’s Office: Operational Support and Cabinet Secretariat, whose efficacy enables cohesion of the provincial sphere of government, whilst facilitating co-ordination with the national and local spheres. This Programme is core to achieving the departmental goal of providing effective and efficient support services to the Provincial Executive Council, the Premier, the Provincial Administration and the Director-General. This Programme further strives to function in such a way as to contribute to the departmental goal of being a learning and best practice organization.

Progress analysisThis Programme facilitates a seamless interface between the Premier as the political head of the Province, and the Office of the Premier, as the administrative component responsible for implementation of the political mandate of the Premier and the Executive Council. As a result, good co-ordination is required with Premier’s Core Staff. Much effort has been devoted to creating dynamic responsiveness between the Sub-Programmes 1.2 & 1.3, which is proving beneficial.

The flow of information through the Cabinet system has become more integrated, which results in a high quality of decisions aligned with the policy framework, as well as in tighter inter-departmental cohesion.

The improved continuity of meetings of key co-ordinating platforms such as the Provincial Directors General Forum, and the Forum of South African Directors General, has helped to harmonize inter-sphere processes, though this could be further strengthened.

Policies, priorities and strategic objectivesThe strategic priorities of this Programme are twofold, namely:• To provide strategic leadership of the Office of the Premier and of the Provincial Administration; and

• To co-ordinate and provide secretariat and strategic services in support of the business programme of the Executive Council


1. To provide strategic leadership of the Office of the Premier and of the Provincial Administration.

a) The provincial administration appears cohesive and well co-ordinated at all timesb) The accounting officer responsibilities are fully met at all timesc) A well-run back office that enables and supports the leadership role of the Director-General at all timesd) Accountability to the Legislature fully meets the compliance requirements at all times

2. To provide secretariat and strategic services in support of the business programme of the Executive Structures of the Provincial Government.

a) Provide ongoing high quality secretarial Support to the Executive Council; Cabinet Committee Meetings and Top Management Meetings at all times;

b) Facilitate ongoing high quality planning and management support of Executive Council Outreach Programme;c) Regularly coordinate and manage a good stakeholder interface with Executive Council and its structures.

Analysis of constraints and planned measuresPlease refer to the detail set out per sub-programme.

Planned quality improvement measuresPlease refer to the detail set out per sub-programme.

18


Sub-Programme 1.3: DG’s Office: Operational Support

IntroductionThis sub-programme is home to the administrative leadership pinnacle of the Province and is key to enabling the successful co-ordination and strategic management of the Provincial Administration and of the Office of the Premier as a department. This sub-programme is relationally-driven and is premised on interpreting the political mandate for administrative implementation and on a proactive approach to crafting and sustaining cohesive inter-governmental relations.

Progress analysisA consistent and open leadership approach is seeing the emergence of a coherent top management echelon in the Province that is actively engaged in co-operative governance.

As networks have been established, with counterparts in other Provinces, and in the national and local spheres, anticipation of events and processes has resulted in more even participation across the top management of the provincial administration. With regard to the legislative sphere, regular attendance at the Legislature Programming Committee, and bi-weekly tabling of the Legislature calendar in the Executive Council through the Office of the Leader of Government Business, has enabled better co-ordination between the activities of the Executive and the Legislature. The inclusion of Legislature colleagues on the Provincial Calendar Task Team, has further tightened a shared approach to co-ordination.

Regarding internal co-ordination, the discipline of de-briefing with the secretariat of each structure chaired by the Director-General, for example the Technical Support Group and the Top Management Meeting, has helped to improve turn-around times on the distribution of meeting resolutions, which in turn has lead to better implementation of decisions.

The appointment of the full staff compliment for the sub-programme, and the filling of vacancies in the Core Staff, has provided improved efficiency.

Policies, priorities and strategic objectivesThe central priority of the sub-programme is to provide strategic leadership of the Office of the Premier and of the Provincial Administration. This sub-programme sets the tone and creates an enabling environment for the development and implementation of a pro-poor and socially inclusive policy framework. This leadership role is supported by executive management services provided by the staff of the DG’s Office: Operational Support.

The sub-programme thus has the following strategic and measurable objectives:


1. To provide strategic leadership of the Office of the Premier and of the Provincial Administration.

a) The provincial administration appears cohesive and well co-ordinated at all timesb) The accounting officer responsibilities are fully met at all timesc) A well-run back office that enables and supports the leadership role of the Director-General at all timesd) Accountability to the Legislature fully meets the compliance requirements at all times

Analysis of constraints and planned measuresGiven the co-dependency of the sub-programme on other spheres of government, other government departments, and other programmes within the Office of the Premier, unplanned changes to schedules and events in these areas impact on the efficacy of the sub-programme. This is best dealt with by regular, proactive communication with counterparts.

Staff require additional skills in fields such as project management and knowledge management to deliver high-quality service, to build reputational excellence, and to maximise the benefit of technology.

The lack of appropriate office space for the General Manager and secretary creates an unprofessionalism and impacts negatively on accessibility.

19


Planned quality improvement measuresCreative use of technology will be deployed to improve pro-active communication, such as setting up inter-provincial tele- and video-conferences to plan co-ordinated activities.

The office facilities manager will be approached to again explore office accommodation options.

Staff training needs will be identified during the performance management process, and suitable training will be arranged.

20


Sp

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of

mea

sura

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ob

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an

d p

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Sub-

Prog

ram

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1.3:

DG

’s O

ffice

: Ope

ratio

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uppo

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gic

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l: To

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% o

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21


Sub-Programme 1.4: Cabinet Secretariat

IntroductionThis sub-programme provides administrative and secretariat support to the Provincial Executive Council, Cabinet Committees and Top Management. The component also monitors the implementation of Executive Council Resolutions and manages the Executive Council Outreach Programme.

Progress analysisThe Cabinet Secretariat division has improved the executive decision making process in the Provincial Government through the implementation of the provisions of the Cabinet Handbook. The handbook has also enhanced integrated planning and service delivery.

The EXCO Outreach Programme has contributed to enhanced interactive governance and alignment of planning and budgeting. Such reprioritisation exercises are informed by issues raised by municipalities and communities.

The Top Management forum has improved the implementation of government policies and programmes. The forum, through Clusters, ensures that line function departments coordinate and integrate their plans and programmes.

Policies, priorities and strategic objectives


1. Provide secretariat and strategic services in support of the business programme of the Executive Structures of the Provincial Government.

a) Provide ongoing high quality secretarial Support to the Executive Council; Cabinet Committee Meetings and Top Management Meetings at all times;

b) Facilitate ongoing high quality planning and management support of Executive Council Outreach Programme at all times;c) Regularly coordinate and manage a good stakeholder interface with Executive Council and its structures.

Analysis of constraints and planned measures• Provide training to departments on the efficient and effective use of the Cabinet Handbook. This will ensure;

• Improved quality of the memoranda received by the EXCO and Cabinet Committees;

• Enhanced executive decision making process.

• Innovative use of technology to improve the management of EXCO information and meetings;

• Develop an annual integrated EXCO Outreach Programme and Government Business.

• Enhance monitoring of implementation of Executive Council resolutions by departments.

How to improve:• Electronic information management

• Make presentations to the Senior Management meetings of departments

• Electronic monitoring of EXCO resolutions

22


Sp

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of

mea

sura

ble

ob

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an

d p

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dic

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Sub-

Prog

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1.4:

Cab

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Sec

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To p

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23


Sub-Programme 1.5: Internal Human Resource Management

IntroductionThe purpose of the directorate is the management of human resources and rendering of office support services to the Department as a whole. The directorate comprises mainly of the following key functions:• Personnel Management Services

• Management of departmental personnel practices

Progress analysisVarious operational plans, namely, Human Resources plan, Employment Equity plan and the Workplace Skills plan have been successfully developed for the department. The plans are meant to assist the department in mapping out the development of employees and to ensure that relevant training is targeted at scarce and critical skills to improve the skills and competency base of the department.

Various training programmes were provided in the previous year with some employees being supported to further their studies at tertiary level.

The focus on HIV/Aids awareness continued in the year with various training sessions and workshops being held. The programme is being driven by an HIV/Aids committee which was established to ensure that these issues are not overlooked in the department.

In addressing employment equity issues the department realised 30% employment of women in Senior Management positions.

The management of capped leave and records has been raised in previous audit reports by the Auditor General. A full audit of capped leave was conducted by the Department resulting in this manner being removed from the Matters of Emphasis in the audit report of 2005/2006.

Policies, priorities and strategic objectivesEstablish and manage the Office of the Premier (OTP) as a learning and best practice organisation


1. To render an efficient and effective human resource and office support service

a) Effective and efficient human resources management provisioning and support rendered in OTP in line with Public Service legislation at all times

b) An effective and efficient human resources management practices implemented inline with organisational development and transformation practices at all times

Analysis of constraints and planned measures• The implementation of the Employment Equity Plan has not been fully realised due to high rate of turnover and also

the lack of a database for People with disabilities.

• The management of leave and records continues to be a challenge.

• Compliance to Performance and Management Development System (PMDS) has improved significantly; however, there is still a challenge on the quality of submissions by directorates.

• Inadequate policy framework

• Attraction and retention of critical and scarce skills

• Job evaluation- very few officials at senior management have been trained as job evaluation panellists.

Planned Measures to overcome constraints• The implementation of the Employment Equity Plan should be linked to the performance agreements of the Senior

Managers and the recruitment practices be adjusted accordingly to assist the in realisation of employment equity targets.

• Promote effective management of records by building capacity of the target group. Effective measures on leave management will be put in place.

24


• Continuous validation of performance agreements, reviews and annual assessments and feedback on the findings to address issues of quality.

• Review existing policy framework and close identified gaps

• Review recruitment policy, delegations and develop retention strategy.

• Training of job evaluation analysts and panellists.

Planned quality improvement measures• Training of target groups on EDMS (HR practitioners, Registry personnel, Secretaries, etc).

• Guidelines on subsistence and travelling in line with the existing policy framework to be developed.

• Review of delegation of authority to ensure cascading to lower levels below HOD with a view to fast racking service

delivery.

25


Sp

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mea

sura

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ob

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an

d p

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dic

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Sub-

Prog

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1.5:

Inte

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ntia

l lev

elSu

bsta

ntia

l

Leve

l of m

anag

emen

t and

m

aint

enan

ce o

f hou

seho

ld a

nd

cate

ring

serv

ices

rend

ered

Prop

er m

anag

emen

t and

m

aint

enan

ce o

f hou

seho

ld

and

cate

ring

serv

ices

Subs

tant

ial

Subs

tant

ial

Full

An e

ffect

ive

and

effic

ient

hu

man

reso

urce

s m

anag

emen

t pr

actic

es im

plem

ente

d in

line

with

or

gani

satio

nal d

evel

opm

ent a

nd

trans

form

atio

n pr

actic

es a

t all

times

Leve

l of i

mpl

emen

tatio

n of

wor

kpla

ce

skills

pla

n de

velo

ped

in li

ne w

ith

PMD

S an

d PG

DP

(non

e, li

mite

d,

subs

tant

ial,

full)

Subs

tant

ial

Subs

tant

ial

Subs

tant

ial

Full

% P

MD

S cy

cle

fully

im

plem

ente

d 80

-100

%10

0%10

0%10

0%

% m

anda

tory

jobs

eva

luat

edLe

vel 9

-12

70%

80%

100%

Rev

iew

ed a

nd a

ligne

d H

RP

and

EE

plan

in p

lace

H

RP

and

EE p

lan

in p

lace

Ye

sYe

sYe

s

% H

RP

and

EEP

impl

emen

ted

50%

60%

70%

80%

% o

f EE

targ

ets

real

ised

30

% g

ende

r and

race

EE

targ

ets

real

ised

50%

60%

70%

% o

f em

ploy

ees

train

ed o

n di

sput

e re

solu

tion

skills

50%

60%

70%

80%

% o

f grie

vanc

es re

solv

ed in

tern

ally

Grie

vanc

e pr

oced

ure

and

disp

ute

reso

lutio

n m

echa

nism

s im

plem

ente

d80

%80

%80

%

% c

ompl

ianc

e to

occ

upat

iona

l saf

ety

stan

dard

s

Wel

lnes

s w

orkp

lace

pr

ogra

mm

e al

igne

d an

d im

plem

ente

d70

%80

%90

%

Rev

iew

ed d

eleg

atio

ns a

nd p

olic

y fra

mew

ork

in p

lace

Rev

iew

of r

ecru

itmen

t, re

settl

emen

t, an

d S&

T po

licie

s as

wel

l as

dele

gatio

ns

Yes

Yes

Yes

26


Sub-Programme 1.6: Financial, SCM and Risk Management

Sub-Programme 1.6.1: Financial Management

IntroductionThe Financial Management programme consists of 3 units:

• Budget Planning and Pre-audit

• Bookkeeping and Systems

• Expenditure Management

The main function of the financial directorate is to render efficient departmental financial management services by providing budget and cash flow management services, ensuring proper control over voted funds and maintenance of financial systems as well as proper record keeping.

Progress analysis• Annual financial statements are produced timeously and the Department had an unqualified audit opinion for the

2005/06 audit.

• The submission and loading of budgets is done timeously with budgets linked to strategies.

• The senior management posts within the programme thereby providing strategic leadership and guidance.

Policies, priorities and strategic objectivesEstablish and manage the Office of the Premier as a learning and best practice organisation


1. To effectively and efficiently render financial management and risk management services

a) Annual budget is formulated in accordance with National Provincial and statutory reporting requirements and are fully linked to the departmental strategic goals

b) Unqualified audit report obtained every year with reduced management commentsc) Risk management strategies developed and fully implemented every year to mitigate the risks within the operating environment

1. To facilitate the efficient rendering of integrated supply chain management and fleet management

a) An efficient, effective, seamless end to end procurement process occurs through supply chain management at all times b) An active and accurate supplier database which promotes the upliftment of the historically disadvantaged at all timesc) A complete asset register which is updated on a continuous basisd) Departmental transportation needs fully met on a continous basis in accordance to the Fleet Management contract, subsidised motor

vehicle scheme policyy and departmental policy

Analysis of constraints and planned measures• Vacancies still exist in the component and that compromises effectiveness of internal controls and overall

performance in financial management.

• Certain staff within the component do not possess the skills required to perform their functions.

• Lack of financial management skills at Senior Management levels in the Department results in budget spending not aligned to the operational plans.

• Timeous provision of accurate information to assist management in effectively managing their budgets.

Planned quality improvement measures• To reduce the vacancy rate to an acceptable level by filling all funded posts in the first quarter of the financial year.

• Necessary training and development of staff to be prioritised to increase efficiency levels and overall performance of staff.

• Senior Managers to be encouraged to undertake courses on financial management for non-finance managers in order to bridge this gap. Financial Management will continue providing the necessary support to the components.

• There are various systems available that could assist in addressing the challenges of not providing information on time to management but the moratorium on acquisition of systems poses another challenge. In the interim use is made of the available systems such as Vulindlela, BAS, Logis and Persal.

27


Sp

ecifi

cati

on

of

mea

sura

ble

ob

ject

ives

an

d p

erfo

rman

ce in

dic

ato

rs

Sub-

Prog

ram

me

1.6.

1: F

inan

cial

Man

agem

ent

Stra

tegi

c G

oal:

To e

stab

lish

and

man

age

the

Offi

ce o

f the

Pre

mie

r (O

TP) a

s a

lear

ning

and

bes

t pra

ctic

e or

gani

satio

n

Stra

tegi

c O

bjec

tives

Mea

sura

ble

Obj

ectiv

esPe

rfor

man

ce M

easu

re

Indi

cato

rsYe

ar –

1 2

005/

06

(act

ual)

Bas

e ye

ar 2

006/

07

(est

imat

e)Ye

ar 1

200

7/08

(ta

rget

)Ye

ar 2

200

8/09

(ta

rget

)Ye

ar 3

200

9/10

(ta

rget

)

To e

ffect

ivel

y an

d ef

ficie

ntly

rend

er fi

nanc

ial

man

agem

ent a

nd ri

sk

man

agem

ent s

ervi

ces

Annu

al b

udge

t is

form

ulat

ed in

ac

cord

ance

with

Nat

iona

l Pro

vinc

ial

and

stat

utor

y re

porti

ng re

quire

men

ts

and

are

fully

link

ed to

the

depa

rtmen

tal

stra

tegi

c go

als

% o

f bud

get i

tem

s lin

ked

to s

peci

fic

stra

tegi

es o

r pro

ject

s10

0%10

0%10

0%10

0%10

0%

% o

ver-s

pend

ing

on a

lloca

ted

budg

et

of O

TP0%

0%0%

0%0%

% u

nder

-spe

ndin

g on

allo

cate

d bu

dget

of

OTP

3%2%

2%2%

2%

Unq

ualif

ied

audi

t rep

ort o

btai

ned

ever

y ye

ar w

ith re

duce

d m

anag

emen

t co

mm

ents

Annu

al fi

nanc

ial s

tate

men

ts p

rodu

ced

timeo

usly

?An

nual

fina

ncia

l sta

tem

ents

pr

oduc

ed ti

meo

usly.

U

nqua

lifie

d au

dit o

pini

on.

Yes

Yes

Yes

Yes

Unq

ualif

ied

audi

t rep

ort o

btai

ned?

Yes

Yes

Yes

Yes

% re

duct

ion

in m

anag

emen

t let

ters

15%

20%

25%

25%

28


Sub-Programme 1.6.2: Supply Chain Management

IntroductionThe purpose of the Directorate: Supply Chain Management Unit is to provide the Office of the Premier with demand, acquisition and logistics support in respect to the procurement of goods and services required to achieve the Department’s goals and objectives.

Our Service focuses on the following • Asset Management

Management of departmental assets through the [distribution], disposal and registering of furniture and equipment

• Fleet ManagementManage the outsourced fleet management contract. Effective management of the departmental subsidised motor vehicle scheme (category A)

• Supply Chain ManagementFacilitate the procurement of goods and services

Progress analysisTo provide just in time service the Office of the Premier has contracted two in house service providers for travel and accommodation, and another for stationery.

The Supply Chain Management unit continues to play a vital role in the coordination of the Provincial Suppliers’ Day with Provincial Treasury leading the process.

A need to strengthen the capacity within Supply Chain Management in accordance with the Public Sector regulatory framework still exists. Key in this regard is the filling of vacant positions.

Policies, priorities and strategic objectivesStrategic goal 4:Establish and manage the Office of the Premier as a learning and best practice organisation


1. To facilitate the efficient rendering of integrated supply chain management and fleet management

a) An efficient, effective, seamless end to end procurement process occurs through supply chain management at all timesb) An active and accurate supplier database which promotes the upliftment of the historically disadvantaged at all timesc) A complete asset register which is updated on a continuous basisd) Departmental transportation needs fully met on a continuous basis in accordance to the Fleet Management contract, subsidised motor

vehicle scheme policy and departmental policy

Analysis of constraints and planned measures

• The high turnover rate especially within Supply Chain Management continues to hamper the maintenance of improvements made.

• Lack of understanding of issues surrounding effective safe guarding and management of assets within their components.

• Establishment of a demand management unit.

• Management of a procurement plan aligned to the budget.

• Non-adherence of officials to regulations on subsidised motor vehicles.

Planned quality improvement measures• Together with filling of various posts in this financial year the recruitment and retention strategy that is being

developed by TODCOS should assist in retention of skills.

• Inventory controllers who are mainly senior managers to be provided with training on importance of asset management and the risk involved and how to mitigate those risk. Asset management and Risk Management to drive this process together.

29


• Cross functional teams were appointed however due to resignations and transfers of staff the committees will have to be set up again by appointing new members. In the interim staff from other units within Supply Chain Management are assisting with the function.

• In the absence of a system to monitor the spending of programmes as against the procurement plans submitted the Department depends on the analysis of the In Year Monitoring to measure the spending against the budget.

• Recommendations made to the programme managers to withdraw the officials from the scheme due to non-compliance to regulations to be followed up and implemented

30


Sp

ecifi

cati

on

of

mea

sura

ble

ob

ject

ives

an

d p

erfo

rman

ce in

dic

ato

rs

Sub-

Prog

ram

me

1.6.

2: S

uppl

y C

hain

Man

agem

ent

Stra

tegi

c G

oal:

To e

stab

lish

and

man

age

the

Offi

ce o

f the

Pre

mie

r (O

TP) a

s a

lear

ning

and

bes

t pra

ctic

e or

gani

satio

n

Stra

tegi

c O

bjec

tives

Mea

sura

ble

Obj

ectiv

esPe

rfor

man

ce M

easu

re

Indi

cato

rsYe

ar –

1 2

005/

06

(act

ual)

Bas

e ye

ar 2

006/

07

(est

imat

e)Ye

ar 1

200

7/08

(ta

rget

)Ye

ar 2

200

8/09

(ta

rget

)Ye

ar 3

200

9/10

(ta

rget

)

To fa

cilit

ate

the

effic

ient

rend

erin

g of

in

tegr

ated

sup

ply

chai

n m

anag

emen

t and

flee

t m

anag

emen

t

An e

ffici

ent,

effe

ctiv

e, s

eam

less

end

to

end

pro

cure

men

t pro

cess

thro

ugh

supp

ly c

hain

man

agem

ent

Min

imum

num

ber o

f day

s of

pay

men

t cy

cle

from

rece

ipt o

f inv

oice

33 d

ays

30 d

ays

30 d

ays

30 d

ays

30 d

ays

Max

imum

num

ber o

f day

s fo

r del

iver

ies

from

dat

e of

ord

er

33 d

ays

30 d

ays

30 d

ays

30 d

ays

30 d

ays

Num

ber o

f day

s fo

r offi

cial

s or

ders

to

be

gene

rate

d fro

m lo

dgm

ent w

ith

SCM

U

3 da

ys

2 da

y s

1 da

y 1

day

1 da

y

Activ

e an

d ac

cura

te s

uppl

ier d

atab

ase

whi

ch p

rom

otes

the

uplif

tmen

t of t

he

hist

oric

ally

dis

adva

ntag

ed

% o

f dep

artm

enta

l pro

cure

men

t di

rect

ed to

HD

I’s60

%65

%

70%

75%

75%

A co

mpl

ete

asse

t reg

iste

r whi

ch is

up

date

d on

a c

ontin

uous

bas

is

Com

plet

e as

set r

egis

ter a

nd a

ccur

ate

inve

ntor

y lis

t ava

ilabl

e (p

er o

ffice

)?Ye

sYe

sYe

sYe

sYe

s

Max

imum

num

ber o

f day

s to

dis

pose

of

obs

olet

e an

d re

dund

ant i

tem

s on

the

asse

t reg

iste

r fro

m la

st s

tock

take

30 d

ays

30 d

ays

30 d

ays

30 d

ays

30 d

ays

Dep

artm

enta

l tra

nspo

rtatio

n ne

eds

met

in

acc

orda

nce

to th

e Fl

eet M

anag

emen

t co

ntra

ct, s

ubsi

dise

d m

otor

veh

icle

sc

hem

e po

licy

& de

partm

enta

l pol

icy

Suita

ble

vehi

cles

ava

ilabl

e w

ithin

24

hour

s of

requ

est?

Yes

Yes

Yes

Yes

Yes

% o

f log

retu

rns

to b

e re

conc

iled

by th

e 7th

of e

ach

mon

th10

0%10

0%10

0%10

0%10

0%

31


Sub-Programme 1.6.3: Risk Management

IntroductionThe purpose of the Risk Management unit is to outline the minimum requirements, policy and procedures for risk management within the Department in order to ensure an effective and value-adding risk management process and to address the risks identified through the risk assessment process.

Progress analysis• A risk assessment, facilitated by Price Waterhouse Coopers was conducted to identify risks across the Department

and to facilitate an ongoing process of management of those risks.

• The Department has developed a risk management strategy to mitigate the risks as identified.

• A workshop was held with senior management to identify and rate the risks thereby creating ownership of risks and management thereof.

Policies, priorities and strategic objectivesEstablish and manage the Office of the Premier as a learning and best practice organisation


3. To effectively and efficiently render financial management and risk management services

g) Risk management strategies developed and fully implemented every year to mitigate the risks within the operating environment


• The vacancies within this unit have not yet been filled due to budget constraints resulting in delays in implementation of strategies developed.

• The risk assessment is currently outsourced as the Department does not have the capacity to manage this process.

Planned quality improvement measures• The critical posts within this unit have been budgeted for in the 2007/2008 and MTEF period and will be filled within

the first quarter of this financial year. This should address the lack of capacity as identified.

32


Sp

ecifi

cati

on

of

mea

sura

ble

ob

ject

ives

an

d p

erfo

rman

ce in

dic

ato

rs

Sub-

Prog

ram

me

1.6.

3 R

isk

Man

agem

ent

Stra

tegi

c G

oal:

To e

stab

lish

and

man

age

the

Offi

ce o

f the

Pre

mie

r (O

TP) a

s a

lear

ning

and

bes

t pra

ctic

e or

gani

satio

n

Stra

tegi

c O

bjec

tives

Mea

sura

ble

Obj

ectiv

esPe

rfor

man

ce M

easu

re

Indi

cato

rsYe

ar –

1 2

005/

06

(act

ual)

Bas

e ye

ar 2

006/

07

(est

imat

e)Ye

ar 1

200

7/08

(ta

rget

)Ye

ar 2

200

8/09

(ta

rget

)Ye

ar 3

200

9/10

(tar

get)

To e

ffect

ivel

y an

d ef

ficie

ntly

rend

er ri

sk

man

agem

ent s

ervi

ces

Ris

k m

anag

emen

t stra

tegi

es d

evel

oped

an

d fu

lly im

plem

ente

d ev

ery

year

to

miti

gate

the

risks

with

in th

e op

erat

ing

envi

ronm

ent

Annu

al ri

sk a

sses

smen

t rep

ort d

one?

R

isk

asse

ssm

ent

repo

rt pr

oduc

ed b

y th

e D

epar

tmen

t. Ye

s Ye

s Ye

s Ye

s

Ris

k re

spon

se s

trate

gy

deve

lope

d?(Y

es o

r No)

Yes

Yes

Yes

Yes

Yes

% im

plem

enta

tion

of R

isk

man

agem

ent s

trate

gies

50%

50%

75%

80%

85%

% o

f los

ses

acco

unte

d fo

r10

0%10

0%10

0%10

0%10

0%

33


Programme 2: Institution Building & Transformation

IntroductionThis branch deals with issues that build the institutional capacity so as to realise organisational self renewal capability in engaging with its core business and related challenges. It focuses at strengthening the provincial corporate governance. For this, the Branch consists of the following 5 sub-programmes:

• Chief Directorate: Transversal Organisational Development & Consultancy Services (TODCOS) - Facilitate and coordinate Public Sector transformation and institution building

• Chief Directorate: Shared Legal Services - Provide an efficient and effective Legal Advisory Service to the Provincial Administration and its constituent Provincial Departments.

• Chief Directorate: Provincial Communication - To provide effective, efficient and integrated communication system to the Provincial Administration and Sector Departments

• Provincial Information Management Unit (PIMU) – Provide and co-ordinate integrated information and communication technology services

• Directorate: Provincial Security and Anti-corruption - Facilitate implementation of the Provincial Public Service anti-corruption strategy and security management

Progress analysisThis Program is responsible for ensuring coordination and facilitation of the provincial administration’s institutional development and transformation towards achieving efficient governance.

It has a responsibility of providing overall strategic direction on upholding good governance principles within the provincial administration. There are four subprograms that have been put in place to deliver on the mandate of the program. These are the following sub-programs:

• Transversal Organizational Development and Consultancy Services.

• Shared Legal Advisory Services

• Provincial Communication

• Provincial Information Management Unit (PIMU)

• Provincial Anti-corruption and Security Management

The provincial administration has committed itself to the implementation of the Provincial Growth and Development Plan that seeks to eradicate poverty within our communities. This demands strong leadership and the appropriate management tools for effective corporate governance.

While we are implementing different interventions to attract and retain a capable workforce, the scourge of HIV & AIDS continues to take its toll on the able-bodied workforce in our province which poses a challenge. We therefore need to develop alternative strategies to diversify the knowledge base of our workforce.

The media continuously portray the provincial administration in a manner that diminishes its image, while communities are also less informed on the programmes of the government and as a result there is a need to restore their confidence in our service delivery model. This demands a strong communication strategy that is followed by implementation support from all provincial stakeholders. Inroads have already been made to develop the provincial branding strategy together with our partners while simultaneously strengthening communication coordination with the administration.

Policy development in the provincial administration has reached most of the challenging areas; however, implementation remains a strong challenge. As the focus of government is now on implementation of policies to improve service delivery for the benefit of the poor people of the province, this programme must ensure that there is institutional capacity in departments to implement policies and deliver services.

The branch has developed an innovative Shared Legal Service that seeks to provide professional advice which will enhance service delivery. Through this service, we have reviewed certain of the existing legislation that obstructs service delivery while simultaneously developing a contact management system designed to promote good governance. Increasing level of litigation in certain departments however still remains a challenge.

34


The Provincial Information Management Unit that was previously within the PCMU branch has been shifted to the IBT branch to enable the department and the province to focus more directly on maximising government’s return on our ICT investment. The provincial master information systems plan has been completed for all provincial departments and also an overarching MISP for the province. This will lay the foundation for the creation of a comprehensive ICT strategy for the province, which will include all sectors of the province and be focused on using ICTs to alleviate poverty and improving the lives of our people. This process has commenced and will be the flagship project for the coming year. The provincial ICT infrastructure is to undergo a major revamp with the provincial network currently being re-designed. This will improve the stability and scalability of the current infrastructure and lay the foundation required by the provincial ICT strategy.

We must ensure that corruption is brought down through the implementation of relevant policies whilst there is compliance with the minimum information security standards legislation. The challenge is full establishment of structures for both anticorruption and security management with the provincial departments. This goes together with capacity building on the management of the anticorruption programme by all key relevant stakeholders.

Following hereunder is the analysis of each of the sub-programmes mentioned. We will look at the situation of each with emphasis on challenges and measures that will be put in place to overcome those challenges.

Policies, priorities and strategic objectives

The key strategic thrusts mentioned above find resonance in the Programme objectives as detailed below.



a) Ongoing effective, efficient and economic management of the Branch. b) Optimally co-ordinate donor support with regards to service delivery improvement and institutional building for

the province at all times. c) Optimally establish Institutional capacity to support implementation of Priority Projects, implementation of a joint

initiative for priority skills acquisition and the Branding Strategy of the Eastern Cape.d) Ensure a high level of ethical and security awareness, professional ethics, training, fraud and corruption

management at all times.e) Ensure the effective implementation of the approved anti corruption control measures/plan at all times. f) Effective coordination of anti corruption and security initiatives with other stakeholders on an ongoing basis.g) Establish an effective and efficient database management and security management system.h) Provide an effective management and investigation of Hotline and Whistle blowing services at all times.i) Ensure the effective implementation of Minimum Information Security Standards (MISS) at all times.

2. To facilitate and coordinate Public Sector transformation and institution building

a) Institutional capacity that matches the organization’s needs of the EC provincial government in place by 2010b) A conducive working environment that enhances service delivery is created in the ECPA by 2010c) A culture of excellence and innovation is institutionalised in ECPA by 2010

3. To provide effective legislation servicesa) Undertake and monitor the deregulation of all obsolete legislation by 2008/2009b) Provision of full access of provincial legislation to all stakeholders by 2009/2010

4. To co-ordinate litigation across all provincial departments

a) Gradual annual reduction in the incidence of litigationb) Gradual annual reduction in legal costsc) Facilitate maximum adherence to court orders at all timesd) Facilitate maximum recovery of favourable costs orders at all times

5. To provide an effective contract servicea) Facilitate maximum annual protection of contract management interests of client departmentsb) Gradual annual reduction in the costs of drafting of contractsc) Facilitate maximum annual compliance with contractual obligations

6. To provide leadership, integration, coordination of communication and information system in the province.

a) High level of annual implementation of the communication strategy b) Annual cordial and productive government media relationsc) Positive attitudinal change towards the Province and the services provided by the Eastern Cape government by

2009 d) Full implementation of Government’s Corporate Identity by 2009e) Achieve a high level of public participation in government programmes such as Imbizo, EXCO Outreach, MPCC

and Institutionalised Days at all times.f) Achieve a high level of courteous, efficient and effective customer care services within provincial government at

all times.

7. To facilitate the development of the Eastern Cape as an effective and efficient self sustaining information society.

a) Ensure all provincial and OTP ICT policies are implemented and aligned to National policies annuallyb) Provide ongoing secure user centric integrated provincial information in accordance with the National e-Gov

strategyc) Provide and ensure ongoing provincial and OTP - ICT infrastructure suitable to provincial needsd) To improve computer literacy of government employees on an annual basis.


35


Legislature Findings and Recommendations and OTP’s Response

RecommendationThe OTP must support all departments to ensure full implementation of the Integrated Employee Wellness (IEW) Programme, and a plan in this regard must be furnished to the Committee by the end of January 2007.

ResponseSupport for departments on IEW is already a continuing process. One of the key strategies to facilitate full implementation of integrated wellness programmes is the institutionalisation of Integrated Employee Wellness concept in the provincial administration. The development of an IEW Model and Programme that provides firstly for structural integration of the 3 elements of employee wellness (HIV and AIDS prevention, treatment, care and support; EAP (Employee Assistance Programmes) and SHEQ (Safety, Health, Environment, and Quality) has been finalized. The integration of the three components of Employee Wellness involves more than merely combining these programmes, but is designed to contribute to a holistic approach to people management, improved working conditions and working environment, preventing and mitigating the effects of ill-health and injury among employees, assisting employees towards a positive state of wellness that encompasses physical, emotional, social and spiritual health and thus contributing towards increased productivity.

To facilitate the implementation of the model and mainstreaming of employee wellness into the day-to-day operations of the provincial administration the support plan summarised here-under serves to emphasise those areas of support planned for as part of the APP and Operational Plan for 2007/8. A copy of the plan to mainstream integrated employee wellness and support departments to fully implement IEW is available.

• Adoption and implementation of IEW Model and policy by EXCO – submission already with Top Management

• Support in the establishment of functional structures for IEW

• Advisory and technical support in the development and implementation of appropriate wellness programmes

• Training of SMS and employee wellness practitioners on employee wellness

• Facilitate and support the mainstreaming of IEW into the strategic and operational planning of departments

• Facilitate the integration of KABP and HIV Prevalence results into the strategic and HR planning of departments.

RecommendationThe OTP must develop and present a strategy that will assist departments to plan training that is linked to the strategic objectives of departments and to individual performance by the end of January 2007.

ResponseTo address the generic skills shortages, improve service delivery and create harmonisation of HRD processes across departments, the Office of the Premier (HRD unit) will focus on increasing capacity to be able to develop strategically aligned training programmes by engaging on the following strategies;

• Assist departments to develop comprehensive Departmental Training Strategies (HRD strategies) aligned to their Strategic plans, HR plans, PMDS; adequately budgeted for through the submission of Workplace Skills Plans (WSP’s).

• Conduct an annual strategic skills planning session to ensure the alignment of WSP’s to Strategic and HR Plans, agree on annual interventions, targets and deliverables.

• Development of an HRD Manual to assist Line Managers in understanding their roles with regard to skills planning, and the roll-out of a capacity building programme.

• Develop competency profile and conduct capacity building programmes for Skills Development Facilitators (SDFs) and HRD practitioners to strengthen their understanding and competence in HRD.

• Provide support to SDF’s to establish functional Skills Development Committees (SDC’s) in the departments. Provide induction and training to SDC’s.

• Monitor the implementation of departmental WSP’s through analysing quarterly and annual reports. Problem areas to be discussed and solutions sought in quarterly HRD Forum meetings.

• Ensure the effective implementation of line function training in departments.

• Conduct annual evaluation of training to assess impact.

36


RecommendationThe OTP must conduct an investigation into the cause of delays in the finalisation of disciplinary hearings, develop a strategy to address the identified obstacles and submit a report to the Committee by the end of February 2007.

ResponseAn investigation and analysis of causes of delays in the finalisation of disciplinary hearings for the Senior Managers, has been undertaken.Disciplinary cases which were not finalised as at 31 December 2006 have been targeted for this analysis. The investigation revealed the following cases and causes of delays as tabulated hereunder. The summary is based on information received from departments, as at January 2007, on the status quo on disciplinary cases and causes of these delays.

Department # SMS Nature of offence Date of offence Causes for delays

Economic Affairs, Environment and Tourism

1 Fraud 1999

• Disciplinary hearing could not take off as both the accused and the employer requested for postponement.

• It was further reported that the employer (department) were not available to present themselves at the hearing since June 2006. By implication the hearing was delayed since 1999 until June 2006, a period of seven (7) years without the matter being finalised.

• Ms Ralo of the Department of Education was appointed as the employer representative in an endeavour to get this matter finalised.

Health1

Threatening a private doctor June 2005

• Disciplinary hearing was conducted, the presiding chairperson, Mr Payi, had yet to pronounce a verdict when he himself was suspended from Dept of Social Development

• Labour Relations in the dept of Health has recommended to the Superintendent General to withdraw charges or issue a Final Written Warning.

Education 1 Insubordination January 2006The District Director in Mthatha was charged. A written warning was issued and the case was finalised in August 2006.

Social Development 2Mismanagement involving corrupt practises on recruitment

February 2005

Postponement of disciplinary hearing on numerous occasions, requested by the employer due to :• Further investigation• Non availability of the presiding chairperson• Forensic audit

The case was eventually finalised and two Senior Managers were dismissed in December 2006.

1Mismanagement.Failure to disclose personal involvement in business.

February 2006Disciplinary hearing commenced, the Senior Manager was found guilty and he eventually resigned in June 2006 after four (4) months of disciplinary hearing.

1MismanagementInsubordination

August 2006

The Senior Manager failed to honour meetings he was instructed to attend. However he engaged himself in personal business away from the office while he was expected to attend departmental meetings. Final Written Warning was issued for this conduct.

Provincial Treasury 2 Not provided July 2006

Suspensions and pending discipline was challenged in court as irregular. Court interdict was issued to stay disciplinary action against the accused until judgement is made by the Labour Court.

Strategy to address delays and its causesThe causes furnished by departments on delays reflect insensitivity to time frames spelt out by the disciplinary procedure. Follow-up one–on–one sessions with departments will be held to understand the root cause and exact reasons for non adherence to the set procedure.

In order to enhance departmental compliance, the Office of the Premier will implement the following strategy:

• Discipline and grievance cases trend analysis be conducted quarterly for each department and maintained in the Office of the Premier for monitoring purposes

• Deviation from the laid down procedure to be reported to Heads of Department (HODs) and an action plan to remedy will be discussed and agreed. Where the breach and delays are not addressed by departments, the Executing Authority, and where necessary, EXCO will be requested to intervene.

• Summative assessment on non compliance will be conducted annually. Reports will be furnished to individual HODs.

37


RecommendationThe OTP must ensure sustainability of the downward trend in respect of cases of litigation.

ResponseThe Shared Legal Services have incorporated specific measurables regarding the reduction of litigation in the provincial administration into their Annual Performance Plan for the 2007/8 financial year. These measurables aim to facilitate a continuation in the current downward trend of cases being brought against client departments. In relation to the Department of Social Development, the proactive intervention of the Shared Legal Services is resulting in a dramatic reduction in grant litigation being experienced by the provincial administration.

RecommendationThe OTP must formulate a co-ordinated strategy to improve the access of the public to Government, and that strategy should include switchboards and call centres inter alia. The OTP must furnish the Committee with a report in this regard by the end of March 2007.

RecommendationThe OTP should be responsible for coordinating and updating the content of websites of the Eastern Cape Government.

ResponseManaging provincial government websites is undertaken jointly by the Provincial Information Management Unit (PIMU) and the Communications Unit, who co-ordinate this through the Provincial Website Committee on which all departments are represented. A two-tier strategy is being crafted, which will be taken to EXCO for consideration via the G&A cluster. The strategy will be embedded within the broader provincial branding strategy. As an immediate step, all the communication units of all provincial departments will be trained or retrained on the tool to update the website.

ResponseA draft Strategy and draft Policy have been developed, which will be tabled before EXCO via the G&A cluster. The outcome thereof will be communicated to the Portfolio Committee by the end of March 2007 as recommended.

RecommendationThe OTP must develop a provincialised anti-corruption and security management system for all departments and must brief the Committee on the system by the end of January 2007.

ResponseThe Provincial Anti-Corruption Council developed a Provincial Anti-Corruption Action Plan and Provincial Security Management Plan which serves as policy guide for departments on how to establish Minimum Anti-Corruption Capacity and Security Capacity. Copies are available for information. The Provincial Anti-Corruption Unit in the Office of the Premier is assisting departments to develop fraud risk profiles that will determine the nature and size of capacity requirements of each department. Draft risk profile reports in respect of the following departments, Social Development; Public Works; Agriculture; Sports Recreation Arts & Culture; Health and Office of the Premier are complete.

RecommendationThe OTP must complete the strategy and furnish the Committee with a report in this regard by the end of February 2007.

ResponseThe strategy will be furnished by the end of February 2007.

Programme area: Human Resource Development

Recommendations(a) The OTP must finalize the plan and indicate how it is going to attract and retain skills in the Province and submit a report by the end of January 2007.

(b) The OTP must also provide a concrete time bound plan on fighting illiteracy in the Province and submit a progress report by the end of January 2007.

Responses(a) A copy of the draft Attraction and Retention Strategy Framework is available, setting out the approach to be undertaken by the Province.

38


(b) The updated Provincial HRD Plan, as at May 2006, indicates how ABET will be rolled out as a component of Sector Plans. The Department of Education is compiling additional information, which will be tabled before the Committee.

Analysis of constraints and planned measuresThe ability of the province to attract foreign investment is hampered by negative perceptions and publicity. Shifting the focus on provincial branding and proactive communication of examples of successful of service delivery will assist in turning around negative perceptions.

HR responsibilities are still not effectively owned by line functionaries within departments. The focus of our branch is to fast track the rollout of a mentorship programme for all managers in the provincial administration which will improve management’s capacity on effective human capital management and corporate governance.

Dysfunctional administrative processes in certain departments are stifling efforts to reduce levels of litigation in the province. This is to be ameliorated by proactive strategies aimed at increased legal and corporate governance capacity in targeted departments.

Planned quality improvement measures• Finalising the staffing of Innovation and HR Information Management sub-programme is a priority to fast track the

development of programmes and strategies to improve organizational excellence.

• Coaching and mentoring programme for Senior Management Service (SMS) to improve capacity.

• Implementation of the Shared Legal Services contracts management programme

• Improving Human Capital Management using results from the planned employee satisfaction survey to inform the development of a Province’s Retention and Attraction Policy.

• High priority will be given by the implementation of effective organization, institution and individual measurement tools to improve service delivery improvement plan development and implementation.

• Fast track the implementation of the Anti-Corruption strategy and structures in the province.

• Priority will be given to the implementation of the provincial Branding strategy.

39


Sub-Programme 2.1: Deputy Director-General (IBT)

IntroductionThe Deputy Director-General (DDG) is responsible for the effective and efficient management of the Institutional Building and Transformation branch. In addition to that, he overseas certain specific projects which are supported mainly by donors.

Progress analysisThe programme came about as a result of the restructuring process that took place in the Office of the Premier. Key posts in the structure have already been filled. The programme is beginning to perform as planned.

A number of projects which are supported by the Integrated Provincial Support Programme have been finalised. These have contributed positively to the operations of the Provincial Administration. Support has also been given to the Provincial Legislature.

Policies, priorities and strategic objectivesBranch Strategic Objectives:



a) Ongoing effective, efficient and economic management of the Branch.b) Optimally co-ordinate donor support with regards to service delivery improvement and institutional building for the

province at all times.c) Optimally establish Institutional capacity to support implementation of Priority Projects, implementation of a joint initiative

for priority skills acquisition and the Branding Strategy of the Eastern Cape.

Analysis of constraints and planned measuresThe Province continues to be faced with challenges around attraction and retention of skilled workers. This leads to weakness in the administration. Some departments are faced with increased litigation by recipients of services.

The Eastern Cape Province continues to receive negative publicity from the media. This may result in the decline in investments by investors, and the tourist industry might also suffer as a result.

We have embarked on the development of an attraction and retention policy. This policy will ensure that departments are able to attract and retain suitable staff.

The development of Branding Strategy for the Province is in an advanced stage. On implementation, this strategy will ensure that the positive outcomes of the work done in the Province are easily recognised and communicated to the people in the Eastern Cape, thus improving the image of the Province.

Planned quality improvement measuresImplementation of the South African Excellence Model by the Province will be stepped up. Training of departments will take place, which will lead to them assessing their performance and improve where there are weaknesses.

We are also in the process of improving participation in the Premier’s Good Governance Awards Scheme. Service Standards will also be developed and implemented during this period.

40


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41


Sub-Programme 2.2: Transversal Organisational Development and Consultancy Services (TODCOS)

IntroductionThe programme’s main role is to provide strategic direction while also rendering consultancy and specialist services to provincial departments on matters related to organisational development and human resource management. Services include development and implementation of human resource management policies and strategies leading to institution building and sound employment practices, research and implement change management programmes that lead to public sector transformation; monitoring and evaluating implementation and impact of OD and human resource policies and strategies.

Progress analysisThe successful implementation of the first phase of the Batho Pele revitalisation and change engagement programme coupled with the revival of induction and re-orientation programme, and implementation of Khaedu programme, which involves training and deployment of senior managers in service delivery points to experience and address challenges at the coalface, will go a long way in facilitating transformation of institutional capability towards a more citizen oriented public service and improved service delivery.

The coaching programme that has been introduced where 15 senior managers participated has brought a new dimension to leadership development in the province with a focus on non-training solutions and facilitating the acquiring of softer skills to strengthen leadership and management capability.

The unit has facilitated the development of the Province’s Retention and Attraction Strategy to be rolled-out from 2007/08 to enhance Human Capital Management in the province. The strategy has been informed by the employee satisfaction survey conducted among senior managers to determine their level of satisfaction with employment practices and other socio-economic dimensions that may influence people to stay or leave the province.

The process of development, publication and launch of service standards and service charters has initiated an institutionalisation of a practice to ensure that the quality of delivery in the province goes a long way in addressing the expectations of the people of the Province.

The roll-out of the Premier’s Balasela excellence programme, linked to the Performance Management and Development system, will ensure that the Provincial Administration in future achieves excellence through measuring performance against set targets and standards towards continuous performance improvement.

The provincial innovations strategy and implementation plan that has been developed will facilitate alternative service delivery, paying attention to more innovative and creative ways to deliver the same service better and more efficiently to the public.

Policies, priorities and strategic objectivesThe work of the programme is informed by a number of prescripts governing Human Resources Management in the public sector. These range from the Constitution, the Public Service Regulations and the Public Service Act, the white paper on Human Resources Management, the Batho Pele white paper, Skills development Act, the Labour relations Act and a variety of relevant prescripts.

The programme actively supports the achievement of all Departmental Strategic Goals, but specifically focuses on:

Strategic goal 3:

Ensure ongoing transformation of institutional capacity to improve provincial administrative efficiency and effectiveness


1. To facilitate and coordinate Public Sector transformation and institution building

a) Institutional capacity that matches the organization’s needs of the EC provincial government in place by 2010b) A conducive working environment that enhances service delivery is created in the ECPA by 2010c) A culture of excellence and innovation is institutionalised in ECPA by 2010

42


Analysis of constraints and planned measuresCompliance on HRM prescripts and policy implementation is still at a low level within the provincial administration resulting into slow achievement of transformation imperatives. Poor reporting by departments on critical HRM priorities to facilitate analysis of trends and challenges hampers attempts to come up with intervention strategies. There is still a lack of capacity and ownership amongst line managers to deal with people management responsibilities leading to poor implementation of policies and strategies to manage performance. Lack of proper planning for human resources development to ensure that training and development is in line with strategic objectives of the province is still a big challenge.

To address these challenges the programme will embark on an implementation of an organisational development strategy that will focus on planned improvements to support departments in line with their capacity requirements. We will kick off with the first phase of implementing the best practice HRM functional model that will ensure a strong HRM centre and strong periphery (line), roll-out HR delegations to line, and implement a comprehensive HR development programme to support the consultancy approach and delegations to line. We will enhance integration of HRD processes into the whole HR planning process through process mapping and capacity building to facilitate effective HRD planning and alignment of training with organisational performance needs. This will see the development of HRD Manual and reviewal of the HR planning manual to accommodate this integration.

Planned quality improvement measures• Process mapping and process flow charting as part of Total Quality Management will be enhanced through

simplification of HRM processes and clear process flow charts included in the HRM Handbook

• Procedure manuals, guidelines, handbooks will be utilised to ensure quality assurance in policy implementation.

• Analysis of quarterly reports from departments to measure qualitative and quantitative implementation of policy and strategy

• Validation to measure alignment

• Service Level Agreements with client departments.

43


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44


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bjec

tives

Mea

sura

ble

Obj

ectiv

esPe

rfor

man

ce M

easu

re

Indi

cato

rsYe

ar –

1 2

005/

06

(act

ual)

Bas

e ye

ar 2

006/

07

(est

imat

e)Ye

ar 1

200

7/08

(ta

rget

)Ye

ar 2

200

8/09

(ta

rget

)Ye

ar 3

200

9/10

(ta

rget

)

To fa

cilit

ate

and

Coo

rdin

ate

Publ

ic S

ecto

r Tr

ansf

orm

atio

n an

d In

stitu

tion

Build

ing

Inst

itutio

nal c

apac

ity th

at m

atch

es

the

orga

niza

tion’

s ne

eds

of th

e EC

pr

ovin

cial

gov

ernm

ent i

n pl

ace

by 2

010

Leve

l of i

mpl

emen

tatio

n of

HR

Pl

ans

(non

e, li

mite

d, s

ubst

antia

l, fu

ll –

per d

ept)

Lim

ited

Li

mite

d - S

ubst

antia

l Su

bsta

ntia

lSu

bsta

ntia

l – F

ull

Full

Leve

l of i

mpl

emen

tatio

n of

bes

t pr

actic

e H

RM

mod

el a

nd O

D

Stra

tegy

(non

e, li

mite

d, s

ubst

antia

l, fu

ll)

Lim

ited

limite

dLi

mite

d - S

ubst

antia

lSu

bsta

ntia

l – F

ull

Full

Leve

l of c

redi

bilit

y of

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M

info

rmat

ion

on P

ERSA

L (n

one,

lim

ited,

sub

stan

tial,

full

– pe

r de

partm

ent)

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ited

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ited

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ited

– Su

bsta

ntia

l –

per d

epar

tmen

tSu

bsta

ntia

l – p

er

depa

rtmen

tSu

bsta

ntia

l – F

ull p

er

depa

rtmen

t

Leve

l of a

lignm

ent o

f dep

artm

enta

l or

gano

gram

s to

stra

tegi

c pl

ans

and

MTE

F bu

dget

cyc

le (n

one,

lim

ited,

su

bsta

ntia

l, fu

ll)

Subs

tant

ial

Subs

tant

ial

Subs

tant

ial

Subs

tant

ial –

Ful

l Su

bsta

ntia

l – F

ull

A co

nduc

ive

wor

king

env

ironm

ent t

hat

enha

nces

ser

vice

del

iver

y is

cre

ated

in

the

ECPA

by

2010

Leve

l of i

mpl

emen

tatio

n of

in

tegr

ated

wel

lnes

s pr

ogra

mm

es

(non

e, li

mite

d, s

ubst

antia

l, fu

ll)Li

mite

dLi

mite

dLi

mite

d - S

ubst

antia

lSu

bsta

ntia

l - F

ull

Full

A cu

lture

of e

xcel

lenc

e an

d in

nova

tion

is

inst

itutio

nalis

ed in

EC

PA b

y 20

10

Leve

l of m

ains

tream

ing

of

empl

oyee

wel

lnes

s in

to H

R

plan

ning

, HR

pol

icie

s an

d pr

actic

es

(non

e, li

mite

d, s

ubst

antia

l, fu

ll)Le

vel o

f im

plem

enta

tion

of

Empl

oyee

Wel

lnes

s M

odel

(non

e,

limite

d, s

ubst

antia

l, fu

ll)Le

vel o

f com

plia

nce

to th

e O

HS

and

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ID A

ct (n

one,

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ited,

su

bsta

ntia

l, fu

ll –

per d

ept)

- Lim

ited

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ited

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ited

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ited

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ited

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ited

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ited

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ited

- Sub

stan

tial

– pe

r dep

t

Subs

tant

ial -

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lSu

bsta

ntia

lSu

bsta

ntia

l – p

er d

ept

Full

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tant

ial –

Ful

l per

dep

t

Leve

l of i

mpl

emen

tatio

n of

se

rvic

e st

anda

rds

(non

e, li

mite

d,

subs

tant

ial,

full

– pe

r dep

t)-

Lim

ited

Subs

tant

ial

Subs

tant

ial -

Ful

lFu

ll

Leve

l of i

mpl

emen

tatio

n of

PM

DS

(non

e, li

mite

d, s

ubst

antia

l, fu

ll –

per

depa

rtmen

t)Li

mite

dLi

mite

d pe

r dep

artm

ent

Subs

tant

ial p

er

depa

rtmen

tSu

bsta

ntia

l – F

ull p

er

depa

rtmen

tFu

ll pe

r dep

artm

ent

Leve

l of i

mpl

emen

tatio

n of

Pr

ovin

cial

Bat

ho P

ele

Cha

nge

Man

agem

ent a

nd re

vita

lizat

ion

prog

ram

me

(non

e, li

mite

d,

subs

tant

ial,

full

– pe

r dep

artm

ent)

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ited

– pe

r dep

artm

ent

Lim

ited

– su

bsta

ntia

l– p

er

depa

rtmen

tLi

mite

d –

subs

tant

ial–

pe

r dep

artm

ent

Subs

tant

ial –

Ful

l – p

er

depa

rtmen

tFu

ll –

per d

epar

tmen

t

Leve

l of i

nstit

utio

nalis

atio

n of

Se

rvic

e D

eliv

ery

Exce

llenc

e pr

ogra

mm

e “B

alas

ela”

(non

e,

limite

d, s

ubst

antia

l, fu

ll –

per

depa

rtmen

t)

Lim

ited

– pe

r dep

artm

ent

Lim

ited

– pe

r dep

artm

ent

Lim

ited

– su

bsta

ntia

l –

per d

epar

tmen

t)Su

bsta

ntia

l – F

ull –

per

de

partm

ent)

Full

– pe

r dep

artm

ent)

45


Sub-

Prog

ram

me

2.2:

Tra

nsve

rsal

Org

anis

atio

nal D

evel

opm

ent a

nd C

onsu

ltanc

y Se

rvic

es (T

OD

CO

S)St

rate

gic

Goa

l: To

ens

ure

ongo

ing

tran

sfor

mat

ion

of in

stitu

tiona

l cap

acity

to im

prov

e pr

ovin

cial

ad

min

istr

ativ

e ef

ficie

ncy

and

effe

ctiv

enes

s

Stra

tegi

c O

bjec

tives

Mea

sura

ble

Obj

ectiv

esPe

rfor

man

ce M

easu

re

Indi

cato

rsYe

ar –

1 2

005/

06

(act

ual)

Bas

e ye

ar 2

006/

07

(est

imat

e)Ye

ar 1

200

7/08

(ta

rget

)Ye

ar 2

200

8/09

(ta

rget

)

Year

3

2009

/10

(targ

et)

Inno

vatio

n

To fa

cilit

ate

and

Coo

rdin

ate

Publ

ic

Sect

or T

rans

form

atio

n an

d In

stitu

tion

Build

ing

A cu

lture

of e

xcel

lenc

e an

d in

nova

tion

is

inst

itutio

nalis

ed in

EC

PA b

y 20

10

Leve

l of i

mpl

emen

tatio

n of

Inno

vatio

n an

d kn

owle

dge

man

agem

ent s

trate

gy

(non

e, li

mite

d, s

ubst

antia

l, fu

ll –

per

depa

rtmen

t)

-Li

mite

dLi

mite

d- s

ubst

antia

l –

per d

ept

Subs

tant

ial –

Ful

l pe

r dep

tFu

ll –

per d

ept

Sub-

Prog

ram

me

2.2:

Tra

nsve

rsal

Org

anis

atio

nal D

evel

opm

ent a

nd C

onsu

ltanc

y Se

rvic

es (T

OD

CO

S)St

rate

gic

Goa

l: To

ens

ure

ongo

ing

tran

sfor

mat

ion

of in

stitu

tiona

l cap

acity

to im

prov

e pr

ovin

cial

ad

min

istr

ativ

e ef

ficie

ncy

and

effe

ctiv

enes

s

Stra

tegi

c O

bjec

tives

Mea

sura

ble

Obj

ectiv

esPe

rfor

man

ce M

easu

re

Indi

cato

rsYe

ar –

1 2

005/

06

(act

ual)

Bas

e ye

ar 2

006/

07

(est

imat

e)Ye

ar 1

200

7/08

(ta

rget

)Ye

ar 2

200

8/09

(ta

rget

)

Year

3

2009

/10

(targ

et)

Labo

ur R

elat

ions

To fa

cilit

ate

and

Coo

rdin

ate

Publ

ic

Sect

or T

rans

form

atio

n an

d In

stitu

tion

Build

ing

A co

nduc

ive

wor

king

env

ironm

ent

that

en

hanc

es s

ervi

ce d

eliv

ery

is c

reat

ed in

th

e EC

PA b

y 20

10

Leve

l of i

mpl

emen

tatio

n of

em

ploy

men

t rel

atio

ns p

olic

y fra

mew

ork

and

prac

tices

to s

treng

then

th

e m

anag

emen

t of e

mpl

oym

ent

rela

tions

(non

e, li

mite

d, s

ubst

antia

l, fu

ll)

limite

d - S

ubst

antia

lSu

bsta

ntia

lSu

bsta

ntia

l - F

ull

Subs

tant

ial -

Ful

lFu

ll

Leve

l of i

mpl

emen

tatio

n of

Ret

entio

n an

d At

tract

ion

stra

tegy

(non

e, li

mite

d,

subs

tant

ial,

full

– pe

r dep

artm

ent)

- N

one

Lim

ited

– Su

bsta

ntia

l –

per d

epar

tmen

tSu

bsta

ntia

l– F

ull

– pe

r dep

artm

ent

Full

– pe

r de

partm

ent

Leve

l of f

unct

ioni

ng o

f col

lect

ive

barg

aini

ng a

nd c

onsu

ltativ

e pr

oces

ses

(low,

ave

rage

, hig

h)Av

erag

eAv

erag

eH

igh

Hig

hH

igh

Leve

l of c

ompl

ianc

e w

ith d

isci

plin

e an

d gr

ieva

nce

proc

edur

eslim

ited

- Sub

stan

tial

Subs

tant

ial

Subs

tant

ial -

Ful

lSu

bsta

ntia

l - F

ull

Full

46


Sub-Programme 2.3: Shared Legal Services

IntroductionShared Legal Services was established to provide a transversal internal legal consultancy service to the provincial government and its constituent departments. The top management component of the service is centrally housed in new premises in King William’s Town with its legal professionals deployed at service stations within our client departments.

The programme is composed of three core directorates: Legislation, Litigation, and Contracts and Agreements.

Progress analysisThe Shared Legal Services component within the Institutional Building and Transformation branch of the department delivers an array of professional in-house legal services to the provincial administration and its departments, including: the co-ordination of litigation by and against the provincial administration and its departments, the drafting of provincial legislation, support in developing policy on legislation, provincial gazette services, the drafting of contracts and agreements, the provision of legal advice and opinion, and legal training and education to provincial departments. The appointment of the three cluster heads for litigation has assisted in the co-ordination of litigation in the province.

There has been a marked reduction in the incidence of contempt of court cases (as gauged by the monthly and quarterly reports received). The policy on deregulation has been approved and the Bill will be prepared for introduction to the Legislature.

Key challenges over the strategic plan period are as follows: in the sub-programme: Legislation there is a need to review all existing legislation to determine which is either redundant, obsolete or obstructs service delivery. There is also a requirement to create a Centralized Management Office of all subordinate legislation and to audit existing subordinate legislation. In the sub-programme: Litigation, lack of compliance by certain major provincial departments with their legal obligations continue rise to high levels of litigation. In line with its pro-active stance, Shared Legal Services aims to identify these legal compliance gaps and address them through targeted legal training within the affected departments. In the sub-programme: Contracts and Agreements, there is a need to put a contract monitoring and evaluation system in place that cuts across all provincial departments and facilitates proper compliance with the legal obligations incurred b the province.

Policies, priorities and strategic objectivesThe main aims of the Shared Legal Services that inform its strategic objectives are:

• To provide a pro-active legal service to the provincial executive, the Director-General and the administration

• To provide a specialized legal service to provincial departments

• To ensure the co-ordination of litigation in order to improve provincial effectiveness and efficiency of co-operative governance

• To provide a contract service to improve provincial administrative efficiency and effectiveness

• To provide legislation services that facilitate sound, effective, appropriate and integrated provincial policies

The strategic objectives and associated measurable objectives are as follows:


1. To provide effective legislation servicesa) Undertake and monitor the deregulation of all obsolete legislation by 2008/2009b) Provision of full access of provincial legislation to all stakeholders by 2009/2010

2. To co-ordinate litigation across all provincial departments

a) Gradual annual reduction in the incidence of litigationb) Gradual annual reduction in legal costsc) Facilitate maximum adherence to court orders at all timesd) Facilitate maximum recovery of favourable costs orders at all times

3. To provide an effective contract servicea) Facilitate maximum annual protection of contract management interests of client departmentsb) Gradual annual reduction in the costs of drafting of contractsc) Facilitate maximum annual compliance with contractual obligations

47


Analysis of constraints and planned measuresFrom a legislative perspective, there is a need to review all existing legislation that has not already been rationalized and to create a Centralized Management Office of all subordinate legislation. The auditing of existing subordinate legislation leading to the creation of a resource centre for subordinate legislation is a planned intervention. There is no translator for Afrikaans, as required by the standing rules of the Legislature and a recruitment of a suitable translator is hence a priority.

On the litigation front, provincial government service delivery imperatives continue to be challenged by administrations in certain major provincial departments that give rise to high levels of litigation, hence the need to identify and implement pro-active measures aimed at reducing exposure to legal compliance risks.

In the contracts and agreements sub-programme, the Shared Legal Services are moving to audit, monitor and evaluate the contracts in the various client departments with a view to assisting the administration in the establishment of sound contracts management processes.

Planned quality improvement measuresIn the sub-programme: Legislation the following improvement measures are planned: rendering of assistance to provincial departments in the development of legislative policies, a legislative review, providing copies of both sub-ordinate and provincial legislation to all Multi-Purpose Centres in the province, the translation of legislation and provision of translated versions of relevant provincial legislation to these MPC’s, the drafting in simple language of provincial legislation, the translation into isiXhosa of policy documents emanating from OTP, and the ongoing professional education of legislative drafters.

In the sub-programme: Litigation, planned improvements include: providing workshops on key legal duties and responsibilities to district managers and head office staff of departments, outreach programmes with managers in district offices of departments, the training on PAIA and PAJA at head offices of all departments, the provision of trend analysis of the incidence of litigation per High Court division, per client department, per region of client department and per type of matter, and the provision of training on key legal requirements to ensure compliance by provincial departments with their statutory obligations.

In the sub-programme: Contracts and Agreements plans are afoot to improve: auditing of contracts and agreements in provincial departments, training of professional staff on Service Level Agreements, the co-orientation and implementation of Service Level Agreements (incorporating best practice principles) with all client departments, and assistance in the development of contract management systems within provincial departments.

48


Sp

ecifi

cati

on

of

mea

sura

ble

ob

ject

ives

an

d p

erfo

rman

ce in

dic

ato

rs

Sub-

Prog

ram

me

2.3:

Sha

red

Lega

l Ser

vice

sSt

rate

gic

Goa

l: To

ens

ure

ongo

ing

tran

sfor

mat

ion

of in

stitu

tiona

l cap

acity

to im

prov

e pr

ovin

cial

ad

min

istr

ativ

e ef

ficie

ncy

and

effe

ctiv

enes

s

Stra

tegi

c O

bjec

tives

Mea

sura

ble

Obj

ectiv

esPe

rfor

man

ce M

easu

re In

dica

tors

Year

– 1

200

5/06

(act

ual)

Bas

e ye

ar 2

006/

07

(est

imat

e)Ye

ar 1

200

7/08

(ta

rget

)Ye

ar 2

200

8/09

(ta

rget

)Ye

ar 3

200

9/10

(ta

rget

)

To p

rovi

de e

ffect

ive

legi

slat

ion

serv

ices

Und

erta

ke a

nd m

onito

r the

de

regu

latio

n of

all

obso

lete

le

gisl

atio

n by

200

8/20

09D

ereg

ulat

ion

of a

ll ob

sole

te le

gisl

atio

n ac

hiev

ed

No

No

No

Yes

Yes

Prov

isio

n of

full

acce

ss o

f pr

ovin

cial

legi

slat

ion

to a

ll st

akeh

olde

rs b

y 20

09/2

010

% o

f leg

isla

tion

draf

ted

in s

impl

e la

ngua

geN

ot p

art o

f stra

tegi

c pl

an25

%50

%75

%10

0%

% o

f leg

isla

tion

trans

late

d in

to o

ffici

al p

rovi

ncia

l la

ngua

ges

Not

par

t of s

trate

gic

plan

25%

50%

75%

100%

To c

o-or

dina

te

litig

atio

n ac

ross

al

l pro

vinc

ial

depa

rtmen

ts

Gra

dual

ann

ual r

educ

tion

in

the

inci

denc

e of

litig

atio

n%

redu

ctio

n in

the

inci

denc

e of

litig

atio

n in

all

depa

rtmen

ts10

% p

.a.

10%

p.a

.10

% p

.a.

10%

p.a

.10

% p

.a.

Gra

dual

ann

ual r

educ

tion

in

lega

l cos

ts%

redu

ctio

n of

lega

l cos

tsR

educ

tion

in th

e co

st o

f liti

gatio

n by

10

% p

.a.

10%

p.a

.10

% p

.a.

10%

p.a

10%

p.a

.

Faci

litat

e m

axim

um a

dher

ence

to

cou

rt or

ders

at a

ll tim

es

% re

duct

ion

in th

e in

cide

nce

of c

onte

mpt

of

cour

t pro

ceed

ings

, mor

e pa

rticu

larly

in th

e D

epar

tmen

ts o

f Soc

ial D

evel

opm

ent,

Hea

lth a

nd

Educ

atio

n

A 50

% re

duct

ion

in th

e in

cide

nce

of

cont

empt

of c

ourt

proc

eedi

ngs

in th

e D

epar

tmen

ts o

f Soc

ial D

evel

opm

ent,

Hea

lth a

nd E

duca

tion.

10%

p.a

.10

% p

.a.

10%

p.a

.10

% p

.a.

Faci

litat

e m

axim

um re

cove

ry

of fa

vour

able

cos

ts o

rder

s at

al

l tim

es%

reco

very

of f

avou

rabl

e co

sts

orde

rsR

ecov

ery

of a

ll fa

vour

able

cos

ts

orde

rs10

0%10

0%10

0%10

0%

To p

rovi

de a

n ef

fect

ive

cont

ract

ser

vice

Faci

litat

e m

axim

um p

rote

ctio

n of

con

tract

man

agem

ent

inte

rest

s of

clie

nt d

epar

tmen

ts

at a

ll tim

es

% b

reac

h of

con

tract

ual o

blig

atio

nsN

o10

%10

%10

%10

%

Gra

dual

ann

ual r

educ

tion

in th

e co

sts

of d

rafti

ng o

f co

ntra

cts

% re

duct

ion

of c

osts

of d

rafti

ng o

f con

tract

s10

%5%

5%5%

5%

% o

f con

tract

s an

d ag

reem

ents

vet

ted.

No

10%

15%

20%

25%

Faci

litat

e m

axim

um a

nnua

l co

mpl

ianc

e w

ith c

ontra

ctua

l ob

ligat

ions

% c

ompl

ianc

e w

ith c

ontra

ctua

l obl

igat

ions

20%

30%

40%

50%

60%

49


Sub-Programme 2.4: Communication Services

IntroductionThe Communications Division is established to meet the communication and information’s needs of government and the people to ensure a better life for all. It seeks to ensure the following:

• That the voice of provincial government is heard• Foster a more positive communication environment in order to establish a clear understanding of public information

and government communications needs• To promote interactive communications between provincial government and the public• Set high standards for provincial communication.

Progress analysisThe Communications consists mainly of six sections namely: media liaison and strategy, corporate communications, media production, community and information liaison, communication and research and customer care services. Our business is to provide leadership and coordination of the provincial government communication. Our service focuses on the following:-

• Strategic provision of leadership and guidance to the provincial government through the development of an integrated communications strategy, creation of provincial communications policies, procedures and standards for communications in the province.

• Coordination and management of provincial communications structures in the form of the Intergovernmental Communicators Forum (IGCF), IGCF Working Committee, Clusters, rapid responses forum as well as project based teams.

• The facilitation, co-ordination and management of integrated media liaison, branding, information liaison, technical communications as well as customer care services to enable seamless government communication with the public and stakeholders.

The Provincial Communications Division has achieved the following during the 2006/07 financial year:

• Appointment of Staff: Of the 33 positions within the structure – 22 have been filled and contracted according to the PMDS. These include the 2 positions of Senior Managers, 4 Middle Management, Graphic Designer and Photographer. All other vacant positions have been advertised

• Provincial Communications Strategy: A Strategizing Session was convened to develop a Provincial Communications frame-work for 07/08 financial year, which was subsequently approved by EXCO. Assisted provincial government departments to develop the 2007/08 Communication Strategies.

• Branding: Roll out of the Branding Strategy through the use of a Multi – Media Campaign to promote and publicize the Vision of the Province.

• Government Corporate Identity Campaign: Roll – out Campaign of the Provinces Corporate Identity, with Manual and Guidelines made available to ensure uniformity and compliance

• Customer Care Services: Finalization of the development of a Customer Care Services Policy for the Office of the Premier as well as that for the Province

• Development communication. Filtered to the needy communities through Two National Izimbizo and Six Outreach Programmes

• MPCC Programmes: Finalization of the 1st Economy MPCC’s (Six) and the Roll –out of the 2nd Economy MPCC’s • Research and Speech writing services for the Premier. Prepared well researched speeches for the Premier.

Policies, priorities and strategic objectivesThe main aim of the Unit is to develop an integrated provincial government communications and information system including district and local municipalities as well as parastatals to enable government to speak with one voice, in close co-operation with the Government Communications and Information Systems (GCIS).

As part of the IBT, all the strategic objectives of the Provincial Communications Unit support and facilitate the achievement

50


of the strategic goals and objectives of the Office of the Premier and the Province as contained in the PGDP, focusing on citizens.

The Provincial Communications Chief Directorate actively supports the achievement of all Departmental Strategic Goals, but specifically focuses on:

Goal 2 – To establish and manage the Office of the Premier as a learning and best practice organisation


1. To provide effective leadership, integration, coordination of communication and information system in the province.

a) High level of annual implementation of the communication strategyb) Annual cordial and productive government media relationsc) Positive attitudinal change towards the Province and the services provided by the Eastern Cape government by 2009 d) Full implementation of Government’s Corporate Identity by 2009e) Achieve a high level of public participation in government programmes such as Imbizo, EXCO Outreach, MPCC and

Institutionalised Days at all times.f) Achieve a high level of courteous, efficient and effective customer care services within provincial government at all

times.

Analysis of constraints and planned measuresThe main challenges and constraints in support to line components revolve around the following:• The management of the reputation of the provincial government and turn around the negative/perceptions publicity, in

particular media coverage.

• Creation of an effective centre of communications by engaging appropriate and full complement of staff with the necessary work tools to enable them to support departments.

• A high vacancy rate in the Unit

Measures Identified to overcome these constraints• The effective functioning of the Intergovernmental Communicators Forum (IGCF) and Cluster Communicators Forum.

• An in-built Monitoring and Evaluation mechanism developed and implemented to ensure communications strategy critical factors and resolutions taken in meetings are implemented.

• The setting up of communications units within provincial departments and district/local municipalities in line with the GCIS recommendations.

• A province-wide government communications skills audit, development and training programme coordinated by the GCIS.

Planned quality improvement measures• The appointment of suitably qualified personnel into the critical vacant positions in conjunction with the mentorship,

training and development specifically of government communications personnel and all staff members in general to provide the basis for the quality improvement measures and thus enhance overall service delivery.

• An integrated Provincial Communications Strategy to be developed in 2007/08 in line with the PGDP / SOPA that will guide the formulation of communications and information systems of all Provincial Departments.

• Improved coordination of the provincial communications and information systems and the active involvement of GCIS

to ensure that government communications and public information needs are met

51


Sp

ecifi

cati

on

of

mea

sura

ble

ob

ject

ives

an

d p

erfo

rman

ce in

dic

ato

rs

Sub

Prog

ram

me

2.4:

Com

mun

icat

ion

Serv

ices

Stra

tegi

c G

oal:

To e

stab

lish

and

man

age

the

Offi

ce o

f the

Pre

mie

r as

a le

arni

ng a

nd b

est p

ract

ice

orga

nisa

tion

Stra

tegi

c O

bjec

tives

Mea

sura

ble

Obj

ectiv

ePe

rfor

man

ce M

easu

re

or In

dica

tor

Year

– 1

200

5/06

(a

ctua

l)B

ase

year

200

6/07

(e

stim

ate)

Year

1 2

007/

08 (t

arge

t)Ye

ar 2

200

8/09

(tar

get)

Year

3 2

009/

10

(targ

et)

To p

rovi

de e

ffect

ive

lead

ersh

ip,

inte

grat

ion,

coo

rdin

atio

n of

com

mun

icat

ion

and

info

rmat

ion

syst

ems

in th

e pr

ovin

ce.

Hig

h le

vel o

f ann

ual

impl

emen

tatio

n of

the

com

mun

icat

ion

stra

tegy

Leve

l of S

yner

gy in

go

vern

men

t mes

sage

s/

com

mun

icat

ion

of g

over

nmen

t pr

ogra

mm

es a

nd p

olic

ies

Lim

ited

Mod

erat

eG

ood

Goo

dG

ood

Com

mun

icat

ions

Stra

tegy

is

deve

lope

d, a

dopt

ed b

y To

p M

anag

emen

t and

EXC

O a

nd

impl

emen

ted

Yes

Ye

sYe

sYe

sYe

s

Annu

al c

ordi

al a

nd p

rodu

ctiv

e go

vern

men

t med

ia re

latio

ns

leve

l of r

elat

ions

hip

betw

een

the

prov

inci

al g

over

nmen

t, th

e Pr

emie

r and

the

prov

inci

al

med

ia

Lim

ited

Goo

d G

ood

Goo

d Ex

celle

nt

Posi

tive

attit

udin

al c

hang

e to

war

ds th

e Pr

ovin

ce a

nd th

e se

rvic

es p

rovi

ded

by th

e Ea

ster

n C

ape

gove

rnm

ent b

y 20

09

Leve

l of i

mpr

oved

pub

lic

perc

eptio

n of

the

East

ern

Cap

e go

vern

men

t Li

mite

d G

ood

Goo

d G

ood

Goo

d

Leve

l of i

mpl

emen

tatio

n of

the

Bran

ding

Stra

tegy

N

ot a

pplic

able

Fu

ll Fu

llFu

llFu

ll

Full

impl

emen

tatio

n of

G

over

nmen

t’s C

orpo

rate

Iden

tity

by 2

009

Leve

l of i

mpl

emen

tatio

n of

gov

ernm

ent’s

cor

pora

te

iden

tity

Not

app

licab

le

mod

erat

ego

odhi

ghfu

ll

Achi

eve

a hi

gh le

vel o

f pub

lic

parti

cipa

tion

in g

over

nmen

t pr

ogra

mm

es s

uch

as Im

bizo

, EX

CO

Out

reac

h, M

PCC

and

In

stitu

tiona

lised

Day

s at

all

times

Leve

l of p

ublic

par

ticip

atio

n in

go

vern

men

t pro

gram

mes

suc

h as

Imbi

zo, E

XCO

Out

reac

h,

MPC

C a

nd In

stitu

tiona

lised

D

ays

Goo

d G

ood

Goo

d G

ood

Goo

d

Achi

eve

a hi

gh le

vel o

f cou

rteou

s,

effic

ient

and

effe

ctiv

e cu

stom

er

care

ser

vice

s w

ithin

pro

vinc

ial

gove

rnm

ent a

t all

times

.

Leve

l of C

usto

mer

Car

e in

the

prov

ince

G

ood

Goo

d G

ood

Hig

hEx

celle

nt

leve

l of i

mpl

emen

tatio

n of

ap

prop

riate

Cus

tom

er c

are

Polic

y an

d St

rate

gy in

the

prov

ince

Not

app

licab

le

Goo

d G

ood

Hig

hEx

celle

nt

A hi

gh le

vel o

f effe

ctiv

e an

d ef

ficie

ntly

run

Uni

t to

achi

eve

the

PGD

P go

als

Leve

l of e

ffect

iven

ess

and

effic

ienc

y an

d go

od

perfo

rman

ce o

f the

Uni

tFu

llM

oder

ate

Full

Full

Full

52


Sub Programme 2.5: Information Communication Technology Management (ICT Management)

IntroductionThe Information Communication Technology Management Unit (ICT Management) consists mainly of three sections namely:

• Provincial Information and Information Systems Management,

• Provincial Spatial Information Management, and

• Departmental Information Management.The main aim of the ICT management is to facilitate the creation of the Eastern Cape as an information society, through maximizing the correct implementation of Information Communication Technologies and information to improve the levels and quality of service delivery by the Provincial Administration and Departments to the citizens of our province.

Progress analysis• Over the past year, the Information Communication Technology (ICT) capacity in the province has continued to

be strengthened, with the Office of the Premier (OTP) concentrating on the development of the ICT infrastructure throughout the province and more specifically in multi departmental buildings. The design of a new Provincial Common Core Network (PCCN) has been commenced with SITA in order to increase the capacity of ICTs in the province

• The province is emerging as a leader in the implementation and development of Free and Open Source systems with the development of ‘e-Khaya’, the provincial intranet portal which is object oriented and modular in design. This ensures a scalable and adaptable system which is available to all government departments and institutions, at no additional cost.

• The Provincial Spatial Information Management Unit is fully operational, with updated provincial spatial information now available through the internet. The data model for the province has been completed and approved and will be implemented throughout the province in the 2007/08 financial year.

• The following policies have been approved by the Provincial Government Information Technology Officers’ Council (PGITOC):

− Minimum Inter-Operability Standards (MIOS)

− Information Systems Security (ISS)

− Network Standards

− Provincial Web Content Management

• The following policies have been approved by the Director General for implementation within OTP:

− Disaster Recovery Plan

− Comprehensive ICT Policy

− Master Information Systems Plan

Policies, priorities and strategic objectivesThe Provincial ICT priorities identified in the past will be continued but more attention will be given to lobbying for the landing of the East Africa Submarine System (EASSY) in the Eastern Cape. This will allow for enormous bandwidth to be available in the province and ensure a truly competitive platform for the creation and development of world class call centres. The OTP will facilitate the creation of a Call Centre Agency within the province that will market and promote the attractiveness of our province to render these services worldwide. This initiative will be inline with ASGISA priorities.

The increase in international bandwidth and the strengthening of our provincial common core network will lay the platform for the implementation of the provincial e-Gov strategy which will ensure that communities are able to receive electronic government services and information and access general information to improve their quality of life.

The internal efficiencies within OTP are being improved through the correct implementation and use of ICT’s and the improvement in the computer literacy of all employees.• As part of the Institution Building & Transformation (IBT), all the strategic objectives of the PIMU support and facilitate

the achievement of the strategic goals and objectives of the Office of the Premier and the Province as contained in the PGDP, focusing on citizens. The strategic and measurable objectives which relate to this unit are:

53



1. To facilitate the development of the Eastern Cape as an effective and efficient self sustaining information society.

a) Ensure all provincial and OTP ICT policies are implemented and aligned to National policies annuallyb) Provide ongoing secure user centric integrated provincial information in accordance with the National e-Gov strategyc) Provide and ensure ongoing provincial and OTP - ICT infrastructure suitable to provincial needsd) To improve computer literacy of government employees on an annual basis

Analysis of constraints and planned measures• The main challenges and constraints revolve around the following:

− The creation of a scalable provincial common core network which is cost effective and which will allow for the inclusion of all sectors of the province.

− Ensuring unlimited authorised access to integrated provincial information.

− Low levels of access to the internet and computer literacy within OTP, departments and throughout the province.

• Measures Identified to overcome these constraints

− The redesign and implementation of a Provincial Common Core Network in close co-operation with SITA that is cost effective and offers all the functionality required by Departmental users and citizens.

− Interoperable information systems working off standardised databases ensuring no duplication of data. The integration of all ICT planning within the Province through the effective functioning of the Provincial Government Information Technology Officers’ Council (PGITOC) and the Local Government Information Technology Council (LGITC).

− An ICT skills development and training programme which will cater for the needs of all OTP users and the departments throughout the province through HRD. This multi year programme will increase the general ICT literacy and skills level within the province. (The Department of Education is responsible to improve computer literacy through its ICT in schools programme. The OTP is responsible for coordinating the improvement of computer literacy within the departments.)

Planned quality improvement measures• The development and implementation of a Provincial Citizen-Centric E-Gov strategy in line with the recently approved

national strategy and based on a strong ICT platform.

• The appointment of suitably qualified personnel into the critical vacant positions, in conjunction with the mentorship, training and development specifically of ICT personnel and all staff members in general, will provide the basis for the quality improvement measures and thus enhance overall service delivery.

• The provincial ICT strategy will guide all efforts relating to ICTs in the province and will ensure proper co-operation and co-ordination of efforts.

• Closer working relations with the Presidential National Commission on Information Society and Development in the creation and management of citizen forums within the province.

54


Sp

ecifi

cati

on

of

mea

sura

ble

ob

ject

ives

an

d p

erfo

rman

ce in

dic

ato

rs

Sub

Prog

ram

me

2.5:

Info

rmat

ion

Com

mun

icat

ion

Tech

nolo

gy M

anag

emen

t (IC

T M

anag

emen

t)St

rate

gic

Goa

l: To

faci

litat

e, s

ound

, effe

ctiv

e ap

prop

riate

and

inte

grat

ed p

rovi

ncia

l po

licie

s, s

trat

egie

s an

d pl

anni

ng a

nd e

valu

ate

the

impa

ct th

ereo

f

Stra

tegi

c O

bjec

tives

Mea

sura

ble

Obj

ectiv

ePe

rfor

man

ce M

easu

re o

r Ind

icat

orYe

ar –

1 2

005/

06

(act

ual)

Bas

e ye

ar

2006

/07

(est

imat

e)

Year

1

2007

/08

(targ

et)

Year

2

2008

/09

(targ

et)

Year

3

2009

/10

(targ

et)

To fa

cilit

ate

the

deve

lopm

ent

of th

e Ea

ster

n C

ape

as

an e

ffect

ive

and

effic

ient

se

lf su

stai

ning

info

rmat

ion

soci

ety.

Ensu

re a

ll pr

ovin

cial

and

OTP

IC

T po

licie

s ar

e im

plem

ente

d an

d al

igne

d to

Nat

iona

l pol

icie

s an

nual

ly

ICT

Stra

tegy

for P

rovi

nce

appr

oved

?N

oYe

sYe

sYe

sYe

s

Leve

l of i

mpl

emen

tatio

n of

ICT

Stra

tegy

(non

e, li

mite

d, s

ubst

antia

l or f

ull)

--

Lim

ited

Subs

tant

ial

Subs

tant

ial

Ove

rarc

hing

Pro

vinc

ial M

ISP

appr

oved

?N

o (u

pdat

ing

prev

ious

one

)Ye

sYe

sYe

sYe

s

Leve

l of i

mpl

emen

tatio

n of

Pro

vinc

ial M

ISP

(non

e, li

mite

d, s

ubst

antia

l or

full)

Subs

tant

ial

Lim

ited

Lim

ited

Subs

tant

ial

Subs

tant

ial

% o

f pro

vinc

ial I

CT

polic

ies

and

stan

dard

s al

igne

d to

Nat

iona

l pol

icie

s an

d st

anda

rds

and

upda

ted

with

in th

e fir

st s

ix m

onth

whe

re a

pplic

able

10%

60%

100%

100%

100%

% o

f OTP

ICT

polic

ies

and

stan

dard

s al

igne

d to

pro

vinc

ial p

olic

ies

and

stan

dard

s an

d up

date

d w

ithin

the

first

six

mon

th w

here

app

licab

le-

30%

80%

100%

100%

% o

f OTP

sta

ff m

ade

awar

e of

exi

stin

g an

d up

date

d po

licie

s.

-40

%10

0%10

0%10

0%

Prov

ide

ongo

ing

secu

re u

ser

cent

ric in

tegr

ated

pro

vinc

ial

info

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ion

in a

ccor

danc

e w

ith

the

Nat

iona

l e-G

ov s

trate

gy.

Prio

ritis

ed In

form

atio

n M

anag

emen

t Sys

tem

s fu

lly fu

nctio

nal i

n al

l sph

eres

of

gov

ernm

ent (

M&E

Sys

tem

, Kno

wle

dge

man

agem

ent,

Antic

orru

ptio

n,

etc.

)N

oYe

sYe

sYe

sYe

s

Mul

ti-la

ngua

ge, e

ye-c

atch

ing

prov

inci

al w

ebsi

te e

xist

s an

d up

date

d an

nual

ly?

No

Yes

Yes

Yes

Yes

% o

f tim

e th

at w

ebsi

te is

ava

ilabl

e98

,5%

99%

99,5

%99

,5%

99,5

%

Rel

evan

t pro

vinc

ial i

nfor

mat

ion

upda

ted

wee

kly

on th

e pr

ovin

cial

web

site

.-

Yes

Yes

Yes

Yes

Col

labo

ratio

n to

ol e

stab

lishe

d an

d up

date

dN

oYe

sYe

sYe

sYe

s

Leve

l of d

uplic

atio

n of

all

info

rmat

ion

syst

ems

in O

TP a

nd th

e pr

ovin

ce

(non

e, li

mite

d, s

ubst

antia

l, fu

ll)Su

bsta

ntia

lLi

mite

dLi

mite

dno

neN

one

Appr

oved

Pro

vinc

ial D

isas

ter R

ecov

ery

Plan

in p

lace

-Ye

sYe

sYe

sYe

s

Num

ber o

f una

utho

rised

intru

sion

s of

pro

vinc

ial i

nfor

mat

ion

netw

orks

00

00

0

Num

ber o

f int

egra

ted

prov

inci

al e

lect

roni

c se

rvic

es d

eliv

ered

to th

e ci

tizen

s-

24

66

% u

ptim

e of

the

prov

inci

al e

-mai

l fac

ility

-90

-95%

93-9

8%95

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97-9

9%

% o

f rel

evan

t pro

vinc

ial i

nfor

mat

ion

spat

ially

refe

renc

ed a

nd in

tegr

ated

20%

40%

60%

80%

100%

Fully

func

tiona

l pro

vinc

ial i

nter

net m

appi

ng s

ervi

ce e

xist

sYe

sYe

sYe

sYe

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Annu

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de o

f int

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ping

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s w

ith th

e la

test

dat

aset

s av

aila

ble

-Ye

sYe

sYe

sYe

s

55


Sub

Prog

ram

me

2.5:

Info

rmat

ion

Com

mun

icat

ion

Tech

nolo

gy M

anag

emen

t (IC

T M

anag

emen

t)St

rate

gic

Goa

l: To

faci

litat

e, s

ound

, effe

ctiv

e ap

prop

riate

and

inte

grat

ed p

rovi

ncia

l po

licie

s, s

trat

egie

s an

d pl

anni

ng a

nd e

valu

ate

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impa

ct th

ereo

f

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tegi

c O

bjec

tives

Mea

sura

ble

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ectiv

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rfor

man

ce M

easu

re o

r Ind

icat

orYe

ar –

1 2

005/

06

(act

ual)

Bas

e ye

ar

2006

/07

(est

imat

e)

Year

1

2007

/08

(targ

et)

Year

2

2008

/09

(targ

et)

Year

3

2009

/10

(targ

et)

To fa

cilit

ate

the

deve

lopm

ent

of th

e Ea

ster

n C

ape

as

an e

ffect

ive

and

effic

ient

se

lf su

stai

ning

info

rmat

ion

soci

ety.

Prov

ide

ongo

ing

secu

re u

ser

cent

ric in

tegr

ated

pro

vinc

ial

info

rmat

ion

in a

ccor

danc

e w

ith

the

Nat

iona

l e-G

ov s

trate

gy.

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l of a

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enes

s by

all

sphe

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t of G

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form

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IS) (

none

, lim

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full)

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of p

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use

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to th

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Lim

ited

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Subs

tant

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Subs

tant

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Leve

l of d

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n of

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initi

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the

prov

ince

(Non

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mite

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subs

tant

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full)

Lim

ited

Lim

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Lim

ited

Lim

ited

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56


Sub-Programme 2.6: Anti-Corruption Provincial Security

IntroductionThe main function of the Provincial Anti-Corruption Unit is to co-ordinate all anti-corruption work and initiatives in the provincial government.

Progress analysis

The Directorate consists of two sections namely;

• Anti Corruption Unit• Security Management Services

The following are the key focal areas:

• Raising ethical awareness in the provincial public service.• Maintain a central database on fraud and corruption related allegations/cases.• Monitor and implementation of anti corruption control measures/plans in departments.• Co-ordinate anti corruption initiatives with internal/external stakeholders. • Establishment of provincial security management systems. • Monitoring of the implementation of the National Information Security Policy• Co-operation with Law Enforcement agencies e.g. National Intelligence Agencies (NIA) and South African Secret

Services ( SASS)

Policies, priorities and strategic objectivesThe main function of the Provincial Anti Corruption Unit is to co-ordinate anti corruption work and oversees the implementation of the provincial anti corruption strategy whilst security management services key function is to co-ordinate and counters threats to the provincial government and administration and monitor implementation of the National Information Security Policy

The Directorate supports all the Departmental Strategic Goals but specifically focuses on:



(a) Ensure a high level of ethical and security awareness, professional ethics, training, fraud and corruption management at all times.

(b) Ensure the effective implementation of the approved anti corruption control measures/plan at all times.(c) Effective coordination of anti corruption and security initiatives with other stakeholders on an ongoing basis.(d) Establish an effective and efficient database management and security management system.(e) Provide an effective management and investigation of Hotline and Whistle blowing services at all times.(f) Ensure the effective implementation of Minimum Information Security Standards (MISS) at all times.

Analysis of constraints and planned measuresDepartments do not have anti corruption capacity to deal effectively with cases of fraud and corruption.

Law enforcement agencies have their own priorities which make it difficult for them to handle some of the cases referred for their attention and action.

Central co-ordination of anti corruption work and role classification has not been defined clearly and communicated effectively. The major constraints are personnel and the establishment of security management units in the departments.

Planned quality improvement measuresMinimum anti corruption capacity framework has been developed and will serve as a guiding document for departments to either establish or refocus existing capacity towards effective fraud and corruption combating and prevention. Target training programme on fraud and corruption prevention and investigation methodologies will have to be developed in co-operation with departments and identified accredited service providers.

57


Law enforcement agencies are part of the Anti Corruption Council chaired by the Director General and information sharing on best practices.

Heads of Departments participate in the Anti Corruption Council and this will enhance effective communication on anti corruption activities in the Council back to the respective departments.

The Provincial Security Management Plan has been developed and adopted by the Executive Council as a policy directive. An implementation plan of the policy is being developed.

58


Sp

ecifi

cati

on

of

mea

sura

ble

ob

ject

ives

an

d p

erfo

rman

ce in

dic

ato

rs

Sub-

Prog

ram

me

2.6:

Ant

i-Cor

rupt

ion

and

Prov

inci

al S

ecur

ity

Stra

tegi

c G

oal:

To e

nsur

e on

goin

g tr

ansf

orm

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apac

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prov

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of

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to im

prov

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and

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thic

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an a

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times

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an

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Cor

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acity

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impl

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ant

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and

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ongo

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corru

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of s

uppl

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data

base

info

rmat

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and

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ntra

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abas

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all

supp

liers

good

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hEx

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ide

an e

ffect

ive

man

agem

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nd

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stig

atio

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Hot

line

and

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stle

bl

owin

g se

rvic

es a

t all

times

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l of m

anag

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t and

in

vest

igat

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of H

otlin

e an

d W

hist

le

blow

ing

serv

ices

Con

duct

pre

-inve

stig

atio

ns

and

trend

ana

lysi

sgo

odgo

odH

igh

Exce

llent

Ensu

re th

e ef

fect

ive

impl

emen

tatio

n of

Min

imum

Info

rmat

ion

Secu

rity

Stan

dard

s (M

ISS)

at a

ll tim

es.

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l of i

mpl

emen

tatio

n of

Min

imum

In

form

atio

n Se

curit

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anda

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(MIS

S)

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vinc

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agem

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olic

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odG

ood

Hig

hEx

celle

nt

59


Programme 3: Policy and Governance (P & G)

Introduction

This Programme (previously called PCMU) aims to facilitate and co-ordinate integrated provincial policies and planning and evaluate the impact thereof. For this, the Branch consists of the following sub-programmes:

• International and Intergovernmental Relations and Protocol – Promote co-operative and seamless governance across all spheres, and continentally and internationally in order to ensure coherence with the national government foreign policy and trade objectives.

• Provincial Policy, Planning, Monitoring and Evaluation – Develop, co-ordinate and monitor the impact of provincial macro policies and strategies

• Special Programmes Unit (SPU) – Facilitate effective implementation of constitutional mandates with regard to gender, children, elderly and disability

We are determined to build on the progress and momentum and progress of the past two years. To accomplish that, we have developed our performance plan to outline how we intend to accomplish our strategic goals over the MTEF.

To ensure the quality of briefing and decision making documents Policy and Planning will play an important role by working with departments and clusters to ensure that a range of options, supported by objective analysis, is presented to cabinet committees, that inter-departmental consultation occurs prior to committee and EXCO, and that submissions and policy proposals reflect the approach and priorities of government.

Ensuring that the government’s strategic policy agenda and priorities are integrated with planning processes and with decisions dealing with fiscal and resource issues will also be our focus.

Completing, implementing, managing a province-wide monitoring, evaluation and reporting (ME&R) system will be the focus over the MTEF in order to gauge progress and impact of PGDP and key government programmes.

Good performance measures depend on reliable and valid information that is comparable across departments over time. The M&E system will facilitate availability of accurate and reliable information to inform public conversation and culminate in policy interventions.

Determining the correct measures against which performance can be assessed is not an easy task. We have started a process of setting a baseline where lacking and refining and setting performance measures that focus on the outcomes of government activities.

Progress analysisCoordination of cluster work has improved. This improvement is evidenced by a clear cluster and cabinet committee programmes of action.

The local government strategic agenda (2006-2011) is an overarching plan which is a uniform plan that outlines priorities for local government for the next five years (2006-2011). Departments and public entities are required to outline concrete support programmes to local government. The identified priority areas will be included in their organisational business plans and report to EXCO. This mandate calls upon the Office of the Premier to exercise oversight and coordinate the provincial support to local government. We have started to build capacity in the Office of the Premier and, in response to the call by the president, have recruited to appoint two senior managers

Small steps that need to be deepend through a proper harmonisation model have commenced through the:

• IDP engagement process,

• the District Growth Development Summits,

• vibrant and functional Premiers Coordinating Forum (PCF),

• assessment of the 2007/08 Annual Performance Plan development,

• approval of planning, monitoring and evaluation guidelines and

• we have increased the number of service delivery monitors and mediators from seven to nine. With the increase of the service delivery monitors and mediators there is an expectation for the improvement of the quality of their work in pursuit of their main functions, namely:

• assist in and coordinate the timous and speedy identification and resolution of various prioritised service delivery challenges,

• monitor government service delivery programmes with special emphasis on implementation of PGDP priority programmes,

60


• assess and report on the extent of the impact of services rendered by government institutions to the intended beneficiaries and report on the perceived weaknesses and strengths of the various service delivery models,

• facilitate innovative means to improve service delivery and facilitate solutions to bottlenecks in service delivery and

• assist in improving customer care as well as other ad-hoc tasks, in relation to service delivery, assigned by the premier and the director general

Policies, priorities and strategic objectivesThe P & G Branch is focused most directly on departmental strategic goal 3 – ‘To facilitate, sound, effective appropriate and integrated provincial policies, strategies and planning and evaluate the impact thereof.’ These are the strategic objectives of the Programme:


1. To position the OTP as the centre of policy, planning, M&E and reporting

a) A capable P & G Branch that efficiently and effectively discharges its mandate by 2009.b) Effectively lead the Governance and Administration (G&A) cluster to focus on results and produce effective and efficient

operations and decision making by 2009.

2. To lead, coordinate and support programme and project initiatives that relate to national government priorities

a) APRM programme of action (POA) fully implemented in accordance with targets set at national level b) Local decision making pilot project implementation has started in at least two local authority areas with the necessary

support of all spheres of government and the local communities being evident c) Facilitate the full integration of CDW programme in ongoing performance plans of provincial government departments at

all times

3. To lead, coordinate and support integrated provincial development planning, policy and operations

a) Extensive evidence of planning and performance measurement exists in government at all timesb) Ensure full alignment between the strategic and annual performance plans of departments in line with the a provincial

Strategic planning guide, inclusive of the NPOA, PGDP, IDPs, NSDP/PSDP, ASGISA, and improved compliance with National Treasury guidelines Strategic and Annual Performance Plans.

c) Complete a substantial bi-annual (every two years) review of the PGDP.d) Improve Cluster efficiency and effectiveness on an ongoing basis. e) Ongoing effective management and reviews of ECSECC/ ECATU/ ECYC in accordance with standard Service Level

Agreements and relevant legislation

4. To promote improved monitoring, evaluation and reporting on the implementation of the PGDP and other government priorities

a) Ensure the full alignment of the provincial M & E system with the Government wide M & E system prescripts by 2009b) Ensure the full compliance by the E Cape public sector to the requirements of the provincial monitoring plan and tools by

2009c) Increase M & E Capability in the Public Sector every yeard) Annually improve the quality, frequency and flow of M & E information in departments, Public Entities and local

government to inform executive and senior management decision-making.e) Ensure the full utilisation of evaluation information to support improvements in prioritised programmes, policies and

practices on an ongoing basisf) Identify, co-ordinate and ensure the resolution of various prioritised service delivery challenges more speedily every year

5. To establish and manage an effective international, continental and provincial intergovernmental relations system for the promotion of co-operative governance

a) Facilitate the full implementation of the IGR Act by 2008/09 b) Oversee and coordinate the effective involvement of all government departments in the implementation of the 5 Year

Local Government Strategic Agenda(2006-2011) at all times c) Oversee and coordinate effective international and continental services rendered to meet developmental challenges of the

province at all times. d) Effective management of protocol services and projects at all times

6. To facilitate, co-ordinate and monitor the effective implementation of constitutional, regional and international mandates with regards to gender equality, disability, and the rights of children and the elderly

a) All spheres of government in the province protect and promote the rights of children, older persons, women and people with disabilities in their annual planning, programmes and strategies

b) All sectors of society in the Eastern Cape have integrated and mainstreamed issues of gender, disability, children and elderly people into relevant legislative framework and annual plans, programmes and strategies.


61


Legislature Findings and Recommendations and OTP’s Response

Recommendations(a) The PCMU must fully discharge its mandate of driving the planning, coordination and monitoring of the implementation of the PGDP by making use of the available capacity in the OTP. The PCMU must also provide an annual report on the progress of implementation of the PGDP. This report should be submitted to the Committee by end of February 2007.

(b) The OTP must compile a report which establishes whether the 5 year strategic plans of departments reflect the priorities of PGDP for the past two financial years and submit the report to the committee by the end of April 2007.

(c) The OTP must conduct a detailed audit of performance by the various provincial departments with respect to the PGDP and submit a report to the Committee by the end of April 2007.

Responses(a) The OTP welcomes the opportunity to provide an annual report on the progress of implementation of the PGDP, in the belief that this will add a valuable integrated approach to accountability during the oversight process.

A comprehensive assessment of the PGDP is being undertaken during the 2007/08 financial year, and it is requested that the outcome of this process be submitted as an over-arching response to this resolution.

(b) This process is underway and a report will be submitted by the end of April 2007.

(c) This process is underway and a report will be submitted by the end of April 2007.

Programme area: Infrastructure Development

Recommendation(a) The plan must be submitted by end of December 2006 and the OTP must table a report on the financing of the plan and the extent of its implementation so far to the Committee by the end of February 2006 (sic).

Responses(a) A copy of the Integrated Roads and Transport Infrastructure Master Plan (February 2007), inclusive of costing, is available.

Programme area: Manufacturing, diversification and tourism

Recommendations(a) The OTP must ensure that the Provincial Industrial Strategy is finalized and submitted to the Committee by June

2007.(b) The OTP must brief the Committee on the funding of the Marketing Strategic Framework and the implementation

update thereof by February 2007.(c) The Tourism Destination Management Strategy must be completed and presented by the end of January 2007.(d) The OTP must engage the Department of Water Affairs and Forestry (DWAF) to ensure that there is clarity on

the aforestation programme and the environmental impact thereof in the Province and highlight benefits for the communities where this development will be taking place. A progress report should be submitted to the Committee by end of February 2007.

(e) The ECDC must adjust its interest rates in order to meet the objectives of the PGDP and must submit a report by end of March 2007.

Responses(a) This resolution is noted and will be complied with by June 2007.

(b) & (c) The Tourism sector is in the process of being re-organized. A service provider has been appointed to update and strengthen the Tourism Master Plan, which includes both the Tourism Marketing Strategic Framework and the Destination Management Strategy. The process is anticipated to be completed by end June 2007, and the OTP seeks permission to brief the Committee upon completion thereof.

62


(d) The DWAF participates actively in the inter-governmental structure in the Province, namely the Technical Support Group, to ensure an integrated approach to forestry matters. A Provincial Forestry Summit is to be held 26 & 27 February 2007, the outcomes of which will provide the information sought by the Committee. It is thus requested that the Summit Resolutions be forwarded to the Committee as soon as these are available.

(e) As recommended, the response on this matter will be tabled by end of March 2007.

Programme area: Human Resource Development

Recommendations

(a) The OTP must finalize the plan and indicate how it is going to attract and retain skills in the Province and submit a report by the end of January 2007.

(b) The OTP must also provide a concrete time bound plan on fighting illiteracy in the Province and submit a progress report by the end of January 2007.

Responses(a) A copy of the draft Attraction and Retention Strategy Framework is available, setting out the approach to be

undertaken by the Province.

(b) The updated Provincial HRD Plan, as at May 2006, indicates how ABET will be rolled out as a component of Sector Plans. The Department of Education is compiling additional information, which will be tabled before the Committee.

Programme area: Agrarian Transformation and Food Security

Recommendations

(a) The OTP must compile a report that analyses the implementation of the programme so far, identify the challenges and provide strategies of dealing with those challenges. This report must be submitted to the Committee by end of February 2007.

(b) The OTP must ensure that there is finality with respect to investigations and their outcomes and must provide the report by end of January 2007.

Responses(a) A copy of Food Security Programme is available, to provide an understanding of the service delivery intentions of the Massive Food Production Programme (pg 13 of the booklet). The forthcoming audit of the performance with respect to the PGDP to be tabled at the end of April will incorporate a critique of this Programme and it alignment with the objectives of the PGDP.

(b) A report on progress with the implementation of the School Nutrition Programme (SNP) is available. The two investigations have enabled the Department of Education to undertake the following remedial action: o Investigation of charges is complete, and charge sheets have been prepared o The Dept of Education has served notices of disciplinary hearings on the 5 implicated managers o Hearings have commenced o The full forensic investigation of the SNP is proceeding with a view to preparing evidence files and charging a further 16 employees involved in suspected irregularities such as non-disclosure of interests o The forensic team as part of its comprehensive audit will prepare dockets for presentation to the prosecuting authorities

63


Programme area: Fighting poverty

RecommendationsThe Office of the Premier must compile a report that tracks development that is achieved by means of the EPWP and its compliance with the PGDP objectives and this report must be submitted by the end of January 2007.

ResponsesA Report on the Expanded Public Works Programme (EPWP) April 2006 – January 2007 is available.

The forthcoming audit of the performance with respect to the PGDP to be tabled at the end of April will incorporate a critique of this Programme and it alignment with the objectives of the PGDP.

Other development matters affecting the Province

Accelerated and Shared Growth Initiative of South Africa (ASGISA)

Recommendations(a) The OTP must compile and release a document outlining the concept behind the Umzimvubu project so as to inform the various stake holders and citizens of the Eastern Cape by the end of February 2007.

(b) The OTP must compile and release a document outlining the concept behind the Uggie/Maclear Project so as to inform the various stake holders and citizens of the Eastern Cape by the end of February 2007.

(c) The OTP must provide the details about the special purpose vehicles that will drive the above-mentioned projects and a report must be submitted by end of February 2007.

Responses(a) A document is available outlining the concept behind the Umzimvubu project. A Request for Proposals has invited service providers to design a communication strategy. These proposals are due to be considered upon appointment of the CEO.

(b) A document is available outlining the concept behind the Ugie/Maclear Timber project. A Request for Proposals has invited service providers to design a communication strategy. These proposals are due to be considered upon appointment of the CEO.

(c) The Executive Council (EXCO) resolved to establish a (Pty) Ltd (referred to as “ASGISA (EC) (Pty) Ltd”) as the recommended vehicle to implement the above mega-project initiatives.

The modus operandi of ASGISA (EC) (Pty) Ltd was to include both scoping and planning of strategic interventions such as infrastructure development, investment and trade marketing, and facilitating development partnerships between the different tiers of government, the private sector, the NGO sector and local communities.

Emerging from expert legal investigations and consultation with National Treasury, EXCO resolved that the appropriate legal mechanism to be used to establish a special purpose vehicle to facilitate the implementation ASGISA in the Eastern Cape is a Pty Ltd.

A shelf company with the Registration Number 2005/008163/07 has been acquired to service as the SPV for the implementation of ASGI-SA projects within the province. The shelf company has been converted into the envisaged SPV under the control of the Provincial Government. The company name has been registered and an interim Board of Directors and an interim Public Officer have been appointed.

A Request for Proposals by interim project management service providers has been issued, responses have been received and the Board has tasked a sub-committee headed by its interim Public Officer to appoint the project management service providers. A Call for Public Nominations has been made by the Hon. Premier by way of a newspaper advertisement and an additional process of canvassing targeted stakeholders is being spearheaded by the chairperson of the Board. An advert for the appointment of a Chief Executive Office has been placed, and applications have been received. The multi-stakeholder panel appointed by the Premier is currently conducting interviews.

64


The national roads in the Eastern Cape

Recommendations(a) The Office of the Premier must ensure that the National Government is engaged on the status of N2 road and report to the Committee by the end of February 2007.

(b) The OTP must conclude negotiations with National Government R72 becoming a national road and a report must be submitted by the end of February 2007.

Responses(a) The roads in the national network are designed to provide a service life of approximately 25 – 35 years. Many of the routes in the Province are nearing the end of their design life. Sections of the N2 in the ex-Transkei area have been upgraded, whilst the remainder of the route is on the prioritised planning of the Department of Roads and Transport for reconstruction and reseal in the ensuing years. The Department of Roads and Transport engages regularly with SANRAL regarding the status of all routes in the Province. This national programming allows SANRAL to provide optimal solutions within the constraints of the national road resources. At present approximately 60% of the N2 between Port Elizabeth and Kokstad is in top condition. A further 22% of the route is scheduled for periodic maintenance and rehabilitation in the 2007/08 financial year.

(b) The status of the R72 is being considered in on-going negotiations between SANRAL and the Department of Roads and Transport. A feasibility study into the broad tolling strategy for the corridor N2/R72 between East London and Port Elizabeth is currently being commissioned. The outcome of the study will provide clarity regarding the appropriate status of the R72, namely either to remain as a provincial road to transfer it to SANRAL. The study should take approximately 9 months to complete once the tender has been awarded.

RecommendationsThe appointment of these Sector specialists should in future obviate the need for the use of and expenditure on consultants.

ResponsesThe role of Sector Specialists is to assist the three provincial clusters with the integrated implementation of government’s strategic priorities. As such they provide specialist support to the clusters on issues of policy content. The use of consultants will be to provide services complimentary to the expertise of the sector specialists.

RecommendationsIn the next reporting cycle, the OTP should provide the Committee with an Operational Report on Monitoring and Evaluation.

ResponsesThe various departments are currently populating their information in the system and an operational report will be available by mid – February. A test on the capability of the system has been carried out.

The Office of the Premier requests the opportunity to demonstrate the functional capabilities of the system to the Portfolio Committee.

RecommendationsThe OTP should take immediate steps to institute corrective measures and establish monitoring systems to prevent another audit disclaimer (for ECATU). Furthermore, the OTP must also take whatever steps are necessary to ensure that the ECATU Bill is concluded and that ECATU discharges its responsibilities according to its mandate by the end of January 2007.

ResponsesThe ECATU Bill is currently being attended to by the Executive Council of the Province, and will soon be tabled before the Legislature for consideration and finalization. In the meantime, ECATU continues to discharge its tasks under guidance of the Interim Board of Directors, on which the Office of the Premier is represented by the General Manager for Policy and Strategy.

65


RecommendationsThe OTP must appoint a full-time Head of the Monitoring and Evaluation Unit at the termination of the existing contract.

ResponsesAs a mechanism for attraction and retention, it is allowable within the regulatory framework applicable to the senior management service that members are appointed on short term contracts.

RecommendationsThe capacity issues in the departmental SPUs should be urgently dealt with so as to ensure effective and efficient delivery of services associated with SPUs. A progress report on the filling of vacant posts must be submitted by the Senior Manager of the Special Programmes Unit by the end of January 2007.

ResponsesProgress Report on the filling of vacant posts:

Department Staffing Vacancy Location

Health 332x Assistant Director1x Admin Officer

Director: Strategic Management in SG’s Office

Roads and Transport 3 2 Director: Human resources Management

Education 33DD post advertised, shortlisting on 05 February 2007

Chief Director- Statutory and Advisory Services in SG’s office.

Sport, Recreation, Arts and Culture

5 Nil Reports to HOD and MEC

Safety and Liaison 4nil

Director: Support Service

Agriculture 4 nil MEC’s office

HLGTA 1

3 Vacancies since 2003.Manager post interviewed on 27 June 2006 – finalization pending review of structure.AD(Youth) advertised in December 2006

MEC’s office

Public Works 3 2 Director: Strategic Management

Economic Affairs, Environment and Tourism

41 SPU official placed in region

1 Senior Manager: Office of the HOD

Social Development 31

Office of the HOD

Provincial Treasury 221x AD(Youth) advertised in December 2006

MEC’s Office

RecommendationsThe Committee on Youth, Gender and Disability must deal directly with issues regarding children and the elderly.

ResponsesThe Office of the Premier welcomes the opportunity to report to the Portfolio Committee on the program work relating to children and the elderly, as this will enable holistic oversight of work with vulnerable groups.

RecommendationsThe Director-General in the Office of the Premier must ensure that the interest shown is sustained and improved.

ResponsesThe Director General will continue to ensure the foregrounding of issues concerning vulnerable groups as a strategic priority of the Office of the Premier.

Office on the Status of Women

RecommendationsThe Provincial Gender Policy Framework must be finalised as a matter of urgency and a report must be furnished to the Committee by the end of January 2007.

66


ResponsesThe draft policy is under consideration within the Governance and Administration (G & A) Cluster, with Provincial Treasury currently costing the implementation thereof. It is anticipated that the matter will receive further consideration at the February 2007 meeting of the Cluster. Adoption of the policy document will indeed strengthen issues of compliance as it provides clear roles and responsibilities as well as processes and procedures within which compliance is framed. A copy of the draft policy is available.

RecommendationsThe Office of the Premier must develop strategies of ensuring that the Eastern Cape Government meets the target as set and must report to the Committee in this regard by the end of January 2007.

ResponsesThe Executive Council has adopted a protocol to enable the Director General and the Premier to monitor the achievement of gender equity targets during senior management service appointments. Furthermore, departmental reporting on equity targets for gender has been included as a standing agenda item in the G&A cluster.

RecommendationsThe OSW must work out a strategy to ensure compliance and furnish it to the Committee by the end of January 2007.

ResponsesDepartmental gender focal points have developed targets which are linked to the gender policy framework. This will ensure compliance by departments. The OSW has also ensured that the provincial planning check list contains key indicators linked to compliance issues.

RecommendationsThe OSW must spearhead a campaign of mobilising all sectors, including structures of civil society, in the campaign on no violence against women and children.

ResponsesSectors have been mobilised and have consistently participated in the 16 Day campaign since the OSW introduced the Southern African Development Community Declaration on Gender and Development Addendum on the Day of Accountability in 1999. Different partners and stake-holders committed themselves and their organisations to work alongside government to address gender-based violence. Every year, provincial stakeholders participate in planning the government program of events. In addition, stakeholders have consistently participated in provincial event launches, including the Day of Accountability. Leadership of the 16 Day Campaign now rests with Local Government, championed by the MEC. The Office of the Premier has assisted in terms of processes with the embedding of this responsibility.

RecommendationsThe recently adopted Monitoring and Evaluation System in the Office of the Premier must also include the monitoring of benefits aimed at women in the province.

ResponsesThe OSW is cementing the relationship with the Monitoring and Evaluation (M & E) Unit, which is assisting to refine indicators. Currently the M&E system is able to report on indicators as per the Annual Performance Plans. The M&E Unit is working with departments to ensure that departmental reporting systems collect and provide the appropriate gender-based information.

Office on the Status of Disabled Persons

RecommendationsThe Office of the Premier must develop strategies of ensuring that the Eastern Cape Government meets the target as set, and must report to the Committee in this regard by the end of January 2007.

ResponsesDepartmental reporting on equity targets for disability has been included as a standing agenda item in the G&A cluster.

67


RecommendationsThe OSDP must work out a strategy to ensure compliance and furnish it to the Committee by the end of January 2007.

ResponsesProvincial workshops aimed at evaluating the implementation of the Integrated Provincial Disability Strategy are planned for April – June of the 2007/8 financial year. The province-wide target audience includes each department, unions and business. These will culminate in the Disabled People’s Parliament in November, at which the amended Provincial Disability Strategy will be tabled. The outcomes of these workshops will provide a clear indication of the status of provincial compliance with the various protocols and the impact on disabled people’s lives. This will further feed into the review of the Integrated National Disability Strategy.

RecommendationsThe OSDP must conduct an audit and furnish the Committee with a report on the accessibility of Government buildings for people with disabilities by the end of March 2007.

ResponsesAn inter-departmental process will be initiated end January 2007 to reach agreement on how to undertake an accessibility audit of buildings. This process will be managed by the Access cluster in the Disability Forum to ensure buy in and ownership of the project by departments and district municipalities.

Eastern Cape Youth Commission

RecommendationsThe Youth Commission must use its power to ensure and monitor that departments are awarding bursaries to young people who have just matriculated.

ResponsesOne of the High Impact Priority Projects of the G&A Cluster is the Strategic Skills Project, culminating in a provincial JIPSA. A component of this is bursary offerings by provincial departments. A list of bursaries made available for 2007/08 by departments is being compiled and will be submitted to the Committee. This will form the base-line for monitoring by the Commission.

RecommendationsThe Commissioners must discharge their mandate in line with the Promotion of Youth Affairs Amendment Act.

ResponsesAs the accounting authority Commissioners will ensure good corporate governance to promote accountability and transparency on all the matters of the Commission. Commissioners will also ensure that effective internal controls are in place from policies to systems and compliance with the applicable regulatory framework.

Commissioners will continue to advocate for youth matters on strategic platforms which include the Premier’s Co-ordinating Forum; the Mayor’s Forum; the Chairperson’s Forum (co-ordinated by the National Youth Commission); and one on one engagements with Government departments and District Municipalities. Commissioners will promote policy dialogue on youth development issues at strategic and grassroots level. This work will be supported by critical administrative units, namely the Research and Policy unit (inclusive of sector focus units, and Local Government support); Monitoring and Evaluation unit; and the Communications Unit. The administrative head of the commission will lead and further strengthen this function through integration of youth programmes into government clusters; the IDP engagement process; and by means of improved co-ordination with the Special Programmes Unit in the Office of the Premier.

RecommendationsThe Youth Commission must develop a communication strategy that will address the current constraints, as mentioned, and furnish the Committee with a report in this regard by the end of March 2007.

ResponsesThe Commission has initiated a process of developing a communication strategy which will reach out to various strata of youth in the Province. A workshop will be held in February 2007 to present a draft communication strategy to social partners for inputs. The strategy will be finalized thereafter and will be submitted to the Committee by end March 2007. In this

68


process, the Commission is being assisted by the OTP Communication Unit to ensure that the Commission’s Communication Strategy is interfaces with the provincial strategy.


• Weak inter sphere coordination and governance thwart speedy, effective and economical delivery of services. The current pilot at Mbizana will provide lessons and insight for replication throughout the province. The implementation of the framework on the implementation of joint government programmes will also contribute towards cooperative governance.

• Working with department of finance we will attend to building and supporting the ability of provincial departments to cost their policies with better precision than it happens at the moment. Inability to cost policy hinders implementation.

Planned quality improvement measures• Special attention will be paid to ensuring that community participation in government programmes is a cross cutting

theme.

• Working closely of the three departments that form the centre of government namely Office of the Premier, Housing Local Government and Traditional Affairs and Finance is important in driving joined up government.

69


Sub-Programme 3.1: Deputy Director-General: P&G

IntroductionThe office of the Deputy Director-General (DDG) is responsible for the leading, management, administration and overall efficiency and effectiveness of the programme. The DDG is also responsible for overall management of the United Nations Development Programme (UNDP) and Local Economic Development (LED) funded by European Union (EU) provincial support programmes (Partnership Projects) and the African Peer Review Mechanism (APRM) as the project of New Partnership for Africa’s Development (NEPAD) in promotion of good governance. She is also responsible for the leading of the Governance and Administration Cluster.

Progress analysisLeadership The capability of the unit has been improved by the filling of critical positions of senior sector specialist as well as the second and third layers of technical cadres. The focus in 2007/8 will be intensifying our capability by building systems and tools that position the P & G Branch to lead in driving its mandate.Policy and PlanningThe work of the clusters supported by the sector specialists covers key national and provincial government priorities. The unit is gearing to add more value by carrying strategic reviews and provide policy advice in accordance with the premier’s and broader policy priorities as entailed in the Provincial Growth and Development Plan (PGDP). The review and update of the PGDP will also provide more in sight on the road that the province has taken and should take for the remainder of the electoral period in order to achieve the mandate. Building planning capability has been a focus of the previous financial year and will continue to be on the radar screen for the MTEF.

Monitoring, Evaluation and ReportingWe have made great strides in monitoring, evaluation and reporting by setting up a province wide system. has We intend to keep that momentum going by supporting full compliance and cascading it to local government and public entities. Over the MTEF we will be carrying out impact and independent evaluations in order to test the extent to which we have made impact and the distance we still need to cover in the achievement of the PGDP targets. The results of these studies will also indicate whether we are on the right course or we need to change course. The rapid assessment study we undertook is the first of such studies. It has revealed how the communities experience government delivery and provide valuable sectoral insights into the hat has been achieved, the impact and what still needs to be done.

International and Intergovernmental Relations and ProtocolInternational and Intergovernmental relations will receive further attention with a view to strengthen its strategic outlook and operations.

The development of the international relations strategy has provided focus for the advancement of Eastern Cape interests and objectives continentally and internationally in order to ensure coherence with the national government foreign policy and trade objectives.

Strengthening inter-sphere coordination and governance will be given more attention in the coming financial year and over the MTEF period.

Special ProgrammesThe special programmes is gradually beginning to achieve the difficult balance between advocacy and mainstreaming. The programme has commenced with the implementation of the gender policy framework.

The progress relates to the units directly and is detailed below.

Policies, priorities and strategic objectivesThis sub-programme contributes to the achievement of all departmental goals and strategic objectives, but focuses on facilitating and managing the departmental resources for the achievement of departmental strategic goal 3 – ‘To facilitate, sound, effective appropriate and integrated provincial policies, strategies and planning and evaluate the impact thereof.’

70



1. To position the OTP as the centre of policy, planning, M&E and reporting

a) A capable P& G Branch that efficiently and effectively discharges its mandate by 2009.b) Effectively lead the Governance and Administration (G&A) cluster to focus on results and produce effective and efficient operations

and decision making by 2009.

Analysis of constraints and planned measures• Turning the PCMU into a think tank policy and planning hub of the province in order for it to provide better advice for

decision makers is a key challenge. This is partly being attended to by the filling of the critical vacancies. Continue with capability and institution building.

Planned quality improvement measures• Streamlining the co-ordination and improving the quality of decision-making processes in the Clusters.

• Conduct impact studies to measure effectiveness of our performance and strategies towards service delivery

• Support and monitor excellent performance of the Unit.

71


Sp

ecifi

cati

on

of

mea

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ble

ob

ject

ives

an

d p

erfo

rman

ce in

dic

ato

rs

Prog

ram

me

3.1:

Dep

uty

Dire

ctor

-Gen

eral

’s O

ffice

: Pol

icy

and

Gov

erna

nce

Stra

tegi

c G

oal:

To fa

cilit

ate

soun

d, e

ffect

ive,

app

ropr

iate

and

inte

grat

ed p

rovi

ncia

l pol

icie

s, s

trat

egie

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d pl

anni

ng a

nd e

valu

ate

the

impa

ct th

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f

Stra

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Mea

sura

ble

Obj

ectiv

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rfor

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easu

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ar –

1 2

005/

06

(act

ual)

Bas

e ye

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006/

07

(est

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ar 1

200

7/08

(tar

get)

Year

2 2

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09

(targ

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3 2

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(targ

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To p

ositi

on th

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s th

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ovin

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Cen

tre o

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licy,

pla

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&E

and

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H th

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man

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by

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% o

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fille

d40

- 50

%70

- 95

%70

- 95

%

70 -

95%

70

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Stru

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-Ye

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% o

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ach

ieve

d in

lin

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- 75

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5%85

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Num

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% o

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in b

udge

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75%

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90%

90%

Effe

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lead

the

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&A) c

lust

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focu

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and

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ratio

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l of a

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72


Sub-Programme 3.2.1: Provincial Policy and Planning

IntroductionThe creation of the policy and planning sub programme is premised on the need to lead, maintain and ensure the ongoing utilisation of effective policy and strategic planning, to improve the performance of Government and its service delivery, particularly to the poor and vulnerable groups in the Eastern Cape Province.

Progress analysisThe capacity of the provincial policy, planning, monitoring and evaluation has now been firmly established. Both policy and planning and M&E units have been established and are fully functional. The key areas of delivery will continue to be the deepening of the PGDP implementation, including a substantial review, as well as establishing firm standards for the alignment of cluster priorities, departmental strategic, annual performance plans and sector policies in line with the PGDP principally, but also with other government policy instruments such as the national Programme of Action. A province-wide network of strategic planners has been established to drive this work.

Policies, priorities and strategic objectivesThe task of improving strategic policy and planning systems and capacity will continue to be a key priority of the government through the national Programme of Action and other policy thrusts of Government, including the provincial clusters. The strategic objectives related to these are:


1. To lead, coordinate and support integrated provincial development planning, policy and operations

a) Extensive evidence of planning and performance measurement exists in government at all timesb) Ensure full alignment between the strategic and annual performance plans of departments in line with the a provincial Strategic

planning guide, inclusive of the NPOA, PGDP, IDPs, NSDP/PSDP, ASGISA, and improved compliance with National Treasury guidelines Strategic and Annual Performance Plans.

c) Complete a substantial bi-annual (every two years) review of the PGDP.d) Improve Cluster efficiency and effectiveness on an ongoing basis. e) Ongoing effective management and reviews of ECSECC/ ECATU/ ECYC in accordance with standard Service Level Agreements and

relevant legislation


• The functioning of the cluster system needs further improvement.− Focus on strengthening cluster coordination towards improving integrated planning, reporting, alignment with

national cluster priorities, and improving efficiency and effectiveness of operations; and

− Resolve and develop a shared understanding of cluster-based budgeting

− Ensure that cluster priorities are implemented in the Annual Performance Plans of departments.

• Coordination of strategic planning needs to be improved. − Strategic planning guidelines developed

− Alignment between PGDP, IDPs, NSDP achieved

Planned quality improvement measuresImproving the quality of strategic planning: • The policy and planning unit will provide substantive leadership during the departmental strategic planning sessions

to ensure that departments’ strategies reflect the approach and priorities of government.

• Developing a strategic planning guide that would guide alignment in terms of strategy and planning.

• Strengthen and capacitate the cluster secretariat support.

• Develop a uniform integrated cluster document management system.

• Develop econometric forecasting tools and a research agenda for the province.

• Strengthen and capacitate the ability of the unit to manage service level agreements and ensure SLA’s include service standards.

73


Sp

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of

mea

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ob

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an

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Sub-

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3.2.

1: P

rovi

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l Pol

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Stra

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c G

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To fa

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50%

80%

100%

100%

Leve

l of i

nteg

ratio

n ac

hiev

ed b

etw

een

the

stra

tegi

c an

d an

nual

pe

rform

ance

pla

ns o

f dep

artm

ents

and

NSD

P/PS

DP

(Non

e,

Lim

ited,

Sub

stan

tial,

Full

– by

eac

h de

partm

ent)

Lim

ited

– su

bsta

ntia

lSu

bsta

ntia

lSu

bsta

ntia

l Fu

ll in

tegr

atio

nFu

ll in

tegr

atio

n

% o

f stra

tegi

c an

d an

nual

per

form

ance

pla

ns o

f dep

artm

ents

an

d N

SDP/

PSD

P th

at a

re a

ligne

d (p

er d

epar

tmen

t)30

% (p

er d

epar

tmen

t)50

% (p

er d

epar

tmen

t)70

% (p

er

depa

rtmen

t)10

0% (p

er

depa

rtmen

t)10

0% (p

er

depa

rtmen

t)

Leve

l of c

ompl

ianc

e w

ith N

T gu

idel

ines

on

stra

tegi

c an

d an

nual

pe

rform

ance

pla

ns (N

one,

Lim

ited,

Sub

stan

tial,

Full

– by

eac

h de

partm

ent)

Lim

ited

Subs

tant

ial

Subs

tant

ial

Full

Full

74


Sub-

Prog

ram

me

3.2.

1: P

rovi

ncia

l Pol

icy

and

Plan

ning

Stra

tegi

c G

oal:

To fa

cilit

ate

soun

d, e

ffect

ive,

app

ropr

iate

and

inte

grat

ed p

rovi

ncia

l pol

icie

s,

stra

tegi

es a

nd p

lann

ing

and

eval

uate

the

impa

ct th

ereo

f

Stra

tegi

c O

bjec

tives

Mea

sura

ble

Obj

ectiv

esPe

rfor

man

ce M

easu

re In

dica

tors

Year

– 1

200

5/06

(a

ctua

l)

Bas

e ye

ar

2006

/07

(est

imat

e)

Year

1 2

007/

08

(targ

et)

Year

2 2

008/

09

(targ

et)

Year

3 2

009/

10

(targ

et)

To le

ad, c

oord

inat

e an

d su

ppor

t re

spon

sive

and

in

tegr

ated

pro

vinc

ial

deve

lopm

ent

plan

ning

and

pol

icy

Com

plet

e a

subs

tant

ial b

i-ann

ual

(eve

ry tw

o ye

ars)

revi

ew o

f the

PG

DP.

Subs

tant

ial r

evie

w o

f the

PG

DP

com

plet

ed?

Lim

ited

50%

com

plet

ed.

100%

com

plet

ed.

[1st

bi-a

nnua

l re

view

]

40%

com

plet

ed [2

nd

bi-a

nnua

l rev

iew

]10

0% c

ompl

eted

. [2n

d bi

-ann

ual r

evie

w]

Ove

r-arc

hing

indu

stria

l dev

elop

men

t stra

tegy

fina

lised

?-

New

pla

ns b

eing

de

velo

ped

Yes

Lim

ited

Impl

emen

tatio

n -

-

Xx S

ecto

r pla

ns o

n in

dust

rial d

evel

opm

ent f

inal

ised

-N

one

Yes

- Lim

ited

Impl

emen

tatio

n Su

bsta

ntia

l

Spat

ial d

evel

opm

ent p

lan

final

ised

?-

Lim

ited

Yes

- Lim

ited

Impl

emen

tatio

nSu

bsta

ntia

l

Infra

stru

ctur

e de

man

d pl

an fi

nalis

ed?

-N

one

-Ye

s

Leve

l of i

mpl

emen

tatio

n of

sec

tor p

lans

on

indu

stria

l de

velo

pmen

t (N

one,

Lim

ited,

Sub

stan

tial,

Full

– by

rele

vant

de

partm

ents

)-

- New

pla

ns b

eing

de

velo

ped

Lim

ited

Lim

ited

Subs

tant

ial

Leve

l of i

mpl

emen

tatio

n of

spa

tial d

evel

opm

ent p

lan

(Non

e,

Lim

ited,

Sub

stan

tial,

Full

– by

eac

h de

partm

ent)

-N

one

Lim

ited

Lim

ited

Subs

tant

ial

Leve

l of i

mpl

emen

tatio

n of

infra

stru

ctur

e de

man

d (N

one,

Li

mite

d, S

ubst

antia

l, Fu

ll –

by re

leva

nt d

epar

tmen

ts)

-N

one

none

Lim

ited

Subs

tant

ial

Impr

ove

Clu

ster

effi

cien

cy a

nd

effe

ctiv

enes

s on

an

ongo

ing

basi

s.

Co-

ordi

natio

n m

echa

nism

in p

lace

for e

ach

clus

ter?

--

Yes

Yes

Yes

Leve

l of c

o-or

dina

tion

in p

lace

for e

ach

clus

ter (

Non

e, L

imite

d,

Subs

tant

ial,

Full

– by

eac

h de

partm

ent)

-Li

mite

dSu

bsta

ntia

lFu

llFu

ll

Leve

l of s

ecre

taria

l sup

port

prov

ided

to e

ach

clus

ter (

Non

e,

Lim

ited,

Sub

stan

tial,

Full

– by

eac

h de

partm

ent)

Lim

ited

Subs

tant

ial

Full

Full

Full

% a

ttend

ance

of H

OD

s at

clu

ster

mee

tings

50%

70%

80

%85

%85

%

% c

lust

er p

riorit

ies/

obj

ectiv

es a

chie

ved

70%

60%

75%

85%

90%

Leve

l of a

lignm

ent w

ith n

atio

nal c

lust

er p

riorit

ies

-lim

ited

Subs

tant

ial

Subs

tant

ial

Subs

tant

ial

Leve

l of p

artic

ipat

ion

of lo

cal g

over

nmen

t sph

ere

in c

lust

ers

-lim

ited

Subs

tant

ial

Subs

tant

ial

Subs

tant

ial

Clu

ster

-bas

ed b

udge

ting

syst

em fi

nalis

ed?

-co

ncep

t dev

elop

ed

conc

ept

impl

emen

ted

Clu

ster

-bas

ed

budg

etin

g sy

stem

fin

alis

ed.

Clu

ster

-bas

ed

budg

etin

g sy

stem

fin

alis

ed.

Uni

form

eva

luat

ion

syst

em fo

r tra

ckin

g im

pact

of o

pera

tions

of

the

clus

ters

fina

lised

?-

Uni

form

eva

luat

ion

syst

em fi

nalis

ed.

Uni

form

eva

luat

ion

syst

em fi

nalis

ed.

Uni

form

eva

luat

ion

syst

em fi

nalis

ed.

Uni

form

eva

luat

ion

syst

em fi

nalis

ed.

Annu

al C

lust

er S

ervi

ce D

eliv

ery

Rep

ort c

ompl

eted

?-

100%

com

plet

ed.

100%

com

plet

ed.

100%

com

plet

ed.

100%

com

plet

ed.

Inte

grat

ed P

lann

ing

& Bu

dget

ing

Fram

ewor

k fin

alis

ed?

-co

ncep

t dev

elop

ed

conc

ept

impl

emen

ted

Inte

grat

ed P

lan.

&

Budg

etin

g Fr

amew

ork

final

ised

.

Inte

grat

ed P

lan.

&

Budg

etin

g Fr

amew

ork

final

ised

.

Ong

oing

effe

ctiv

e m

anag

emen

t an

d re

view

s of

EC

SEC

C in

ac

cord

ance

with

sta

ndar

d Se

rvic

e Le

vel A

gree

men

ts a

nd

rele

vant

legi

slat

ion

SLA

appr

oved

?Ye

sYe

sYe

sYe

sYe

s

SLA

revi

ewed

?Ye

sYe

sYe

sYe

sYe

s

4 qu

arte

rly p

erfo

rman

ce re

view

s co

nduc

ted?

Yes

Yes

Yes

Yes

Yes

% c

ompl

ianc

e w

ith S

LA50

%75

%80

%90

%10

0%

Leve

l of t

echn

ical

sup

port

to th

e pu

blic

ent

ities

.-

Subs

tant

ial

Subs

tant

ial

Subs

tant

ial

Subs

tant

ial

Ong

oing

effe

ctiv

e m

anag

emen

t an

d re

view

s of

EC

ATU

in

acco

rdan

ce w

ith s

tand

ard

Serv

ice

Leve

l Agr

eem

ents

and

re

leva

nt le

gisl

atio

n

SLA

appr

oved

?Ye

sYe

sYe

sYe

sYe

s

SLA

revi

ewed

?Ye

sYe

sYe

sYe

sYe

s

4 qu

arte

rly p

erfo

rman

ce re

view

s co

nduc

ted?

Yes

Yes

Yes

Yes

Yes

% c

ompl

ianc

e w

ith S

LA50

%75

%80

%90

%10

0%

Leve

l of t

echn

ical

sup

port

to th

e pu

blic

ent

ities

.Su

bsta

ntia

lSu

bsta

ntia

lSu

bsta

ntia

lSu

bsta

ntia

lSu

bsta

ntia

l

75


Sub-

Prog

ram

me

3.2.

1: P

rovi

ncia

l Pol

icy

and

Plan

ning

Stra

tegi

c G

oal:

To fa

cilit

ate

soun

d, e

ffect

ive,

app

ropr

iate

and

inte

grat

ed p

rovi

ncia

l pol

icie

s,

stra

tegi

es a

nd p

lann

ing

and

eval

uate

the

impa

ct th

ereo

f

Stra

tegi

c O

bjec

tives

Mea

sura

ble

Obj

ectiv

esPe

rfor

man

ce M

easu

re In

dica

tors

Year

– 1

200

5/06

(a

ctua

l)

Bas

e ye

ar

2006

/07

(est

imat

e)

Year

1 2

007/

08

(targ

et)

Year

2 2

008/

09

(targ

et)

Year

3 2

009/

10

(targ

et)

To le

ad, c

oord

inat

e an

d su

ppor

t re

spon

sive

and

in

tegr

ated

pro

vinc

ial

deve

lopm

ent

plan

ning

and

pol

icy

Ong

oing

effe

ctiv

e m

anag

emen

t an

d re

view

s of

RU

LIV

in

acco

rdan

ce w

ith s

tand

ard

and

re

leva

nt le

gisl

atio

n

MO

U a

ppro

ved?

Yes

Yes

Yes

Yes

Yes

MO

U re

view

ed?

Yes

Yes

Yes

Yes

Yes

4 qu

arte

rly p

erfo

rman

ce re

view

s co

nduc

ted?

Yes

Yes

Yes

Yes

Yes

% c

ompl

ianc

e w

ith M

OU

50%

70%

80%

90%

100%

76


Sub-Programme 3.2.2: Monitoring & Evaluation

IntroductionThe creation of the monitoring and evaluation (M & E) sub programme is premised on the need to lead, facilitate, maintain and ensure the ongoing utilization of effective M & E to improve the performance of Government and service delivery, especially to the poor and vulnerable groups in the Eastern Cape Province.

This unit is premised on the need to lead, facilitate and ensure the ongoing monitoring and evaluation (M & E) within the E Cape Public Sector. This will assist to improve the EC Government’s performance and service delivery, especially to the poor and vulnerable groups in the Province. The unit is specifically is responsible for ensuring that the deliverables relating to the PGDP and other key priorities such as the National Programme of Action, departmental strategic and annual performance plans, and other developmental strategies and policies, are regularly monitored, reported on and evaluated.

Progress analysisThe capacity for monitoring and evaluation is now more firmly established in the head offices of departments. M & E units are now more common and have a fair element of functionality in departments. A province-wide network of M & E practitioners has been established to drive this work.

Increasingly M & E has over the last two years received increasing attention within the E C provincial government due to its heightened emphasis by both the National and Provincial Executive. The new M & E unit was established with the OTP’s new PCMU (now called P& G Branch) in April 2005 and has been upgraded to a chief directorate/ sub programme from 1 April 2007.

These are what have been achieved by the new unit since the 2005/06 financial year:• The unit is now fully staffed.

• An open source, electronic M & E system has been developed and departments are reporting progress against the PGDP, national Programme of Action and their strategic and annual plans through the electronic M & E system.

• A planning and M & E calendar has been finalised and is being used by departments.

• Over 100 staff from provincial departments have been trained on M & E.

• The development of the strategic and annual performance plans of departments for the 2005/ 06, 2006/07 and 2007/08 financial years have been enhanced through a number of assessments and suggestions for improvement in the formulation of the strategic goals, objectives, measurable objections and performance measure indicators.

• The service delivery challenges being experienced within the districts of the Province are increasingly also resolved by the unit’s contract staff, who have been employed as service delivery mediators and monitors (formerly Intergovernmental Co-ordinators). These staff members are now being employed on a permanent basis.

• A Rapid Assessment of Service Delivery and Socio-economic Survey involving over 12 000 households and covering various key sectors, have been completed and its short, medium and long term recommendations are being implemented by departments and municipalities within the entire the province.

The focus so far has mainly been around certain elementary aspects of establishing a culture for effective M & E within departments and on improving the quality of the measurability of the contents of departments’ strategic and annual performance plans. There is a need to cement the gains made in departments and also, more importantly, build M & E capacity within Public Entities (PEs) and in local government. There is also a need to further improve the quality of input data for the M & E system, increase the number of prioritised impact evaluations and ensure that, where needed, clear areas are identified where practice, programme and policy improvements should be made.

Policies, priorities and strategic objectivesThe task of improving the M & E system and capacity will continue to be a key priority of the Government through the national Programme of Action and other policy thrusts of Government, including the provincial clusters. It has also been specifically included as a High Priority Impact Project (HIPP) of the G & A Cluster. The key issues which relate to this area are:

• Improve the understanding, knowledge and development of M & E skills in departments, Public Entities and local government;

• Develop, publish and distribute various M & E Tools (system, toolkits, guides, etc) within departments, Public Entities and local government;

77


• Improve the quality, frequency and flow of M & E information in departments, Public Entities and local government to inform executive and senior management decision-making;

• The Government-wide M & E proposals and plan are increasingly driving the development of M & E within the Public Sector.

• The provincial monitoring system is also being complied with by the Public Sector and independent evaluations are being conducted on all relevant programmes, policies and practices (particularly the PGDP) according to an evaluation plan.

The strategic and measurable objectives, which relate to this unit are:


1. To promote improved monitoring, evaluation and reporting on the implementation of the PGDP and other government priorities

a) Ensure the full alignment of the provincial M & E system with the Government wide M & E system prescripts by 2009b) Ensure the full compliance by the E Cape public sector to the requirements of the provincial monitoring plan and tools by 2009c) Increase M & E Capability in the Public Sector every yeard) Annually improve the quality, frequency and flow of M & E information in departments, Public Entities and local government to inform

executive and senior management decision-making.e) Ensure the full utilisation of evaluation information to support improvements in prioritised programmes, policies and practices on an

ongoing basisf) Identify, co-ordinate and ensure the resolution of various prioritised service delivery challenges more speedily every year

Analysis of constraints and planned measuresConstraints• Absence of M & E Tools (system, toolkits, guides, etc) for managers of the Province; • Poor/ uneven understanding, knowledge and development of M & E skills in departments, Public Entities and local

government); • Serious shortage of professional, technical M & E staff in the Province, particularly within PEs and local government;

• No/ Poor quality, frequency and flow of M & E information to inform executive and senior management decision-making in departments, Public Entities and local government.

• Absence of the regular monitoring and evaluation of the outputs and impact of the PGDP, relevant aspects of National Programme of Action and other priority programmes; and

• Poor usage of M & E to improve policies and practices and to identify and resolve service delivery challenges especially with and to the poor and vulnerable groups.

Addressing the Constraints• Develop, publish and distribute various M & E Tools within departments, Public Entities and local government; • Improve the understanding, knowledge and development of M & E skills in departments, Public Entities and local

government; • Generate pressure and facilitate that more skilled M & E staff are recruited and that there is at least minimum M & E

capacity in the Province;

• Improve the quality, frequency and flow of M & E information in departments, Public Entities and local government to inform executive and senior management decision-making.

• Ensuring regular monitoring and evaluation of the outputs and impact of the PGDP, relevant aspects of National Programme of Action and other priority programmes.

• Increased usage of M & E to improve policies and practices and to identify and resolve service delivery challenges especially with and to the poor and vulnerable groups.

Planned quality improvement measuresImprovements in the capacity of M & E practitioners and the functioning of M & E units in departments, local government and public entities will also lead to improved planning, M & E information, a better review of policies and to an accurate assessment of the status of the implementation of the PGDP, IDPs and of other priority programmes. Reporting protocols will be improved and more accurate and timeous reporting through the electronic M & E system will be promoted within the provincial and local spheres of the government within the province. More focused evaluations of key programmes will also be accelerated and enhanced and programme/ policy/ practice improvements will be monitored and fast-tracked. Service delivery backlogs and challenges should also be more timeously identified and addressed/ resolved. These aspects will then culminate in the overall improvement in the E Cape Government’s performance and service delivery, especially to the poor and vulnerable groups in the Province.

78


Sp

ecifi

cati

on

of

mea

sura

ble

ob

ject

ives

an

d p

erfo

rman

ce in

dic

ato

rs

Sub-

Prog

ram

me

3.2.

2: M

onito

ring

and

Eval

uatio

nSt

rate

gic

Goa

l: To

faci

litat

e so

und,

effe

ctiv

e, a

ppro

pria

te a

nd in

tegr

ated

pro

vinc

ial

polic

ies,

str

ateg

ies

and

plan

ning

and

eva

luat

e th

e im

pact

ther

eof

Stra

tegi

c O

bjec

tives

Mea

sura

ble

Obj

ectiv

esPe

rfor

man

ce M

easu

re In

dica

tors

Year

– 1

200

5/06

(a

ctua

l)

Bas

e ye

ar

2006

/07

(est

imat

e)

Year

1 2

007/

08

(targ

et)

Year

2 2

008/

09

(targ

et)

Year

3 2

009/

10

(targ

et)

Prom

ote

impr

oved

m

onito

ring,

eva

luat

ion

and

repo

rting

on

the

impl

emen

tatio

n of

th

e PG

DP

and

othe

r go

vern

men

t prio

ritie

s

Ensu

re th

e fu

ll al

ignm

ent o

f the

pr

ovin

cial

M &

E s

yste

m w

ith th

e G

over

nmen

t wid

e M

& E

sys

tem

pr

escr

ipts

by2

009

Leve

l of a

lignm

ent o

f pro

vinc

ial M

& E

sys

tem

with

nat

iona

l G

over

nmen

t Wid

e M

& E

requ

irem

ents

Low

- e

lect

roni

c M

&

E sy

stem

app

rove

d fo

r pr

ovin

cial

gov

tSu

bsta

ntia

lSu

bsta

ntia

l - F

ull

Full

Full

Ensu

re th

e fu

ll co

mpl

ianc

e by

the

E C

ape

publ

ic s

ecto

r to

the

requ

irem

ents

of

the

prov

inci

al m

onito

ring

plan

and

to

ols

by 2

009

Leve

l of c

ompl

ianc

e by

pro

vinc

ial d

epar

tmen

ts w

ith th

e pr

ovin

cial

mon

itorin

g pl

an a

nd to

ols

Low

Subs

tant

ial

Subs

tant

ial -

Ful

lFu

ll Fu

ll

Leve

l of c

ompl

ianc

e by

pub

lic e

ntiti

es w

ith th

e pr

ovin

cial

m

onito

ring

plan

and

tool

s-

Low

Subs

tant

ial

Subs

tant

ial -

Ful

lFu

ll

Leve

l of c

ompl

ianc

e by

dis

trict

mun

icip

aliti

es a

nd N

M M

etro

w

ith th

e pr

ovin

cial

mon

itorin

g pl

an a

nd to

ols

-Lo

wSu

bsta

ntia

lSu

bsta

ntia

l - F

ull

Full

Leve

l of c

ompl

ianc

e by

loca

l mun

icip

aliti

es w

ith th

e pr

ovin

cial

m

onito

ring

plan

and

tool

s-

Low

Subs

tant

ial

Subs

tant

ial -

Ful

lFu

ll

Annu

ally

impr

ove

the

qual

ity,

frequ

ency

and

flow

of M

& E

in

form

atio

n in

dep

artm

ents

, Pub

lic

Entit

ies

and

loca

l gov

ernm

ent t

o in

form

ex

ecut

ive

and

seni

or m

anag

emen

t de

cisi

on-m

akin

g.

Leve

l of i

nfor

mat

ion

flow

into

the

M &

E s

yste

m-

Poor

- G

ood

Goo

dG

ood

- Exc

elle

ntEx

celle

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79


Sub-Programme 3.3: Inter-governmental Relations / International and Inter-governmental Relations and Protocol

IntroductionThe main reason for the existence of this chief directorate is to ensure that our continental, international and provincial intergovernmental relations systems are geared to the creation of a climate suitable for co-operative governance and maximum service delivery. Strategic partnerships with the donor community through official development assistance and international counterparts must be fully utilised as they are aimed at addressing shortfalls that cannot be covered by our resource base. As a recognised member of the diplomatic global community, this province has to have a world class protocol component.

Progress analysisThe new IGR Act sets out the parameters within which this unit operates, with its main aim being to establish and manage an effective intergovernmental relations system for the promotion of co-operative governance. The better the various spheres of government operate, the better the level and quality of services government will be able to render to our citizens. The Intergovernmental Relations Component is gearing itself for full compliance with the IGR Framework Act: The Provincial and Local Spheres of Government have fully complied with the IGR Framework Act. The directorate is playing a leading role in inter-sphere issues which are as follows:

• In 2006/07 we have complied with Chapter 2: Intergovernmental Structures (part 3 & 4) of the IGR Framework Act. Part 3 is the establishment of Provincial Intergovernmental Forums and part 4 establishment of Municipal Intergovernmental Forums.

• Service Delivery Model – the chief directorate leading in the crafting of intergovernmental service delivery model, the Mbizana IDP Engagement Plan is a pilot project and as well as the UNDP Service Delivery Optimisation Plan. The object of this project is to put together the three spheres of government together so that they can provide a coherent, seamless, integrated service to the people of the Eastern Cape.

• A resolution was taken by the Premier’s Coordinating Forum that a thematic approach be followed which has an inter-sphere resonance. The thematic approach is meant to enhance the strategic thrust which is about Governance & Administration, Economic Growth & Infrastructure and Social Needs Clusters together with the Five Year Local Government Strategic Agenda (2006-2011).

As the chief directorate is engaged with international partners it is also guided by the SA Foreign Policy priorities such as the consolidation of the African Agenda South-South Co-operation, North-South Dialogue and strengthening of bilateral relations with other nations of the world. Other priorities include the following:

• The Chief Directorate is formulating an IR Strategy for the Province, for the purpose of soliciting support for the Provincial priorities within the confines of the SA Foreign Policy. This strategy will also ensure coherence, unison and marketing of the Province.

• Training of EXCO on SA Foreign Policy, IR alignment with Provincial Strategy. This is meant to enhance capacity and attain political support.

• Servicing of Twinning Agreements and joint declarations.

• The Eastern Cape Lower Saxony Twinning Agreement has been piloted and has yielded some spin offs for Department of Education, Department of Sports, Recreation, Arts & Culture and Department of Agriculture. Lower Saxony implementation plan as a model to other twinning agreement.

• Indonesian business –directorate soliciting to invest in the Eastern Cape through ECDC is handling the business venture.

• Roll-out of Paris Declaration, the component has hosted the DAC Mission of OECD in the Province.

• Training of sector departments and municipalities on donor project management so as to address capacity shortfalls and for the effective utilisation of donor support.

The chief directorate is also guided by the SA Protocol, Etiquette and Entertainment Manual together with the Ministerial Handbook as it delivers a world class protocol service. The directorate is also guided by the SA Protocol, Etiquette and Entertainment Manual together with the Ministerial Handbook as it delivers a world class protocol service.

80


• An official Provincial Order of Precedence is in place and capacitation of protocol practitioners is ongoing with the intention of standardizing ceremonial protocol services in the second and third spheres of government.

Policies, priorities and strategic objectives• The new IGR Act sets out the parameters within which this unit operates, with its main aim being to establish and

manage an effective intergovernmental relations system for the promotion of co-operative governance. The better the various spheres of government operate, the better the level and quality of services government will be able to render to our citizens.

• As the chief directorate is engaged with international partners it is also guided by the SA Foreign Policy priorities. The consolidation of the African Agenda South-South Co-operation, North-South Dialogue and strengthening of bilateral relations with other nations of the world.

• The chief directorate is also guided by the SA Protocol, Etiquette and Entertainment Manual together with the Ministerial Handbook as it delivers a world class protocol service.


1. To establish and manage an effective international, continental and provincial intergovernmental relations system for the promotion of co-operative governance

a) Facilitate the full implementation of the IGR Act by 2008/09b) Oversee and coordinate the effective involvement of all government departments in the implementation of the 5 Year Local

Government Strategic Agenda(2006-2011) at all times c) Oversee and coordinate effective international and continental intergovernmental services rendered to meet developmental challenges

of the province at all times.d) Effective management of protocol services and projects at all times

Analysis of constraints and planned measuresThe main challenges and constraints are as follows• Fragmentation on the vision of integrated planning and service delivery.

• Incoherent and ad hoc international relations engagements

• Lack of Skilled Protocol Practitioners in the Second and Third Sphere.

Measures to overcome them:• Formulation and Implementation of IGR Strategy

• Fully Fledged ODA & Donor Coordination Unit

• Formulation and Implementation of Provincial International Relations Strategy

• Training of Protocol Practitioners

Planned quality improvement measuresContinuous training workshops and information sharing sessions throughout the Province.

81


Sp

ecifi

cati

on

of

mea

sura

ble

ob

ject

ives

an

d p

erfo

rman

ce in

dic

ato

rs

Sub-

Prog

ram

me

3.3:

Inte

r-gov

ernm

enta

l Rel

atio

ns /

Inte

rnat

iona

l and

In

ter-g

over

nmen

tal R

elat

ions

and

Pro

toco

lSt

rate

gic

Goa

l: To

impr

ove

the

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ctiv

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s an

d ef

ficie

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of c

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ar 3

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(ta

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)

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stab

lish

and

man

age

an e

ffect

ive

inte

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iona

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ntin

enta

l and

pro

vinc

ial

inte

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litat

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82


Sub-Programme 3.4: Special Programmes

IntroductionThe Special Programmes directorate comprises of three sub-directorates, viz. the Office on the Status of Women, the Office on the Status of Disabled Persons and the Office on the Rights of the Child and Elderly Persons. The function of the directorate, through the respective sub-directorates, is to provide the following services:

• an effective co-ordination framework which enables monitoring and evaluation of the implementation of policies (albeit international, national or provincial) by provincial government departments through the core functions assigned to each, including the transversal functions such as HR which includes Employment Equity and Skills Development

• support and advice to the departments and thereby ensure that issues affecting gender, disability, children and the elderly are addressed within the core and transversal functions of each department

• report to the Presidency on the Office on the Status of Women, Office on the Rights of the Child and Office on the Status of Disabled Persons activities of the province and possible challenges faced in fulfilling the mandate

• Networking, lobbying and advocacy with civil society and the NGO sector to ensure the province takes cognisance of the issues affecting the designated groups.

• review departmental policies, projects and programmes for their implications on gender, youth, disability, children and the elderly and ensure these are aligned to the PGDP priorities

Facilitate, monitor and evaluate mainstreaming of gender, disability, children and elderly person’s rights into departmental programmes by ensuring awareness-raising and confidence building among women, the disabled, youth, children and the elderly at all levels

Progress analysis• Facilitation and coordination of Provincial delegation for participation in the Day of the African Child

• Facilitated the presentation by the M&E Directorate of PGDP implications for children and older persons to relevant stakeholders

• Development of a Matrix for the Economic Empowerment of Older Persons

• Partnered with Department of Social Development in Child protection week and International Children’s Day

• Consultation meeting between the Portfolio Committee and departmental Special Programmes Units

• Facilitated the Age of Hope Project and veterans programme of Honourable Premier

• Co-ordinated and facilitated the evaluation of proposals for Poverty Alleviation Fund

• Training of gender focal points and children’s desks on mainstreaming, policy analysis and integrated policy implementation. Training of disability sector on minute taking, report writing

• Facilitation and co-ordination of women’s month including the women’s economic summit

Policies, priorities and strategic objectivesThe main aim of the Unit is to facilitate, co-ordinate and monitor the implementation of constitutional National, Provincial and Regional and international mandates which relate to all vulnerable groups. The strategic objective and measurable objectives for this unit are:

Strategic Objective Measurable Objectives

To facilitate, coordinate and monitor the effective implementation of constitutional, regional and international mandates and corresponding provincial policies that underpin gender equality, disability, and the rights of children and the elderly

a) All Provincial government departments mainstream the Gender Policy Framework into planning, programmes and strategies at all times

b) Effective outsourcing of Women’s Month/Day and International Women’s Day c) All gender focal points trained in gender analysis at all times

a) All provincial programmes focussing on the mainstreaming of children, elderly , gender and disability in the province are aligned to national and provincial priorities at all times

b) All spheres of government in the province protect and promote the economic empowerment of the elderly in their in annual planning, programmes and strategies at all times

c) ORC and EP effectively support the full alignment to national sector priorities

83



• Constraints− Non-compliance by departments in reporting on international, national and regional mandates

− District municipalities are at different levels of understanding of the roles and responsibilities of the desks within the special programmes at district and local level and are at various stages of implementation

− Not all the Government Departments have programmes in place for the Economic Empowerment of Older Persons.

− Officials allocated more than one target group (both provincial departments and municipalities) tends to place immense pressure resulting in less focus on all the target groups.

• Strategies to overcome challenges:− Quarterly meetings with departments and district municipalities to ensure the timeous submission of reports

− Regular capacity-building workshops with all spheres of government

− Establishment of local organization committees for institutionalized days to ensure local understanding and buy-in

− Meetings arranged with departments to ensure that programmes are developed. A matrix has been developed to assist with planning.

− Strategic consultative meetings to be held with top management of all spheres of government to ensure standardization of structure, roles and responsibilities all special programmes units in the province.

− Inter-provincial exchange programmes to study best practices and devise strategies to apply within the province

Planned quality improvement measures• On-going improvements of systems, processes and procedures to improve the flow of information from all spheres of

government.

84


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of

mea

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Sub-

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pow

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l of o

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nd d

istri

ct

mun

icip

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es re

flect

ing

prog

ram

mes

to In

tern

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nal D

ay o

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ons

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ited

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tant

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Num

ber o

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ng p

rogr

amm

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aine

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ed20

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Num

ber o

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atio

nal (

as re

pres

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the

prov

ince

) de

partm

enta

l ann

ual p

erfo

rman

ce p

lans

in th

e Pr

ovin

ce re

flect

pr

otec

tion

and

prom

otio

n of

the

right

s of

chi

ldre

n an

d ol

der

pers

ons.

56

810

12

Num

ber o

f Dep

artm

enta

l and

dis

trict

mun

icip

ality

pla

ns a

nd

budg

ets

whi

ch re

flect

pro

gram

mes

that

obs

erve

inst

itutio

nalis

ed

days

for c

hild

ren

and

olde

r per

sons

.8

1012

1516

All s

pher

es o

f gov

ernm

ent i

n th

e pr

ovin

ce p

rote

ct a

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rom

ote

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econ

omic

em

pow

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eld

erly

in

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r in

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al p

lann

ing,

pro

gram

mes

an

d st

rate

gies

at a

ll tim

es

% o

f dep

artm

enta

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dis

trict

mun

icip

ality

pro

gram

mes

with

ec

onom

ic e

mpo

wer

men

t pro

gram

mes

and

pro

ject

s fo

r the

eld

erly

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5%6%

OR

C a

nd E

P ef

fect

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y su

ppor

t the

full

alig

nmen

t to

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nal s

ecto

r prio

ritie

s

Num

ber o

f opp

ortu

nitie

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r qua

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nat

iona

l tra

inin

g an

d m

eetin

gs, a

nd e

xcha

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ram

mes

to s

uppo

rt pr

ovin

cial

al

ignm

ent

46

44

3

Num

ber o

f con

sulta

tions

with

Pro

vinc

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dvis

ory

Cou

ncil

for

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ldre

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sons

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um

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-mon

thly

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ry c

ounc

il m

eetin

gs4

quar

terly

85


Sub-Programme 3.5: Premier’s Priority Programmes

IntroductionThe main focus of this unit over the next year will be the planning and facilitating the implementation of projects related to the African Peer Review Mechanism (APRM). This is an initiative of the New Partnership for African Development (NEPAD). It aims to involve a wide range of stakeholders in assessment of progress to date and the implementation of a programme of action (POA) that addresses key gaps in terms of a number of development indicators. In particular there will be a focus on addressing the issue of involving persons at local level more meaningfully in the decision making processes related to service delivery. The participation by communities in development planning and implementation is a key thrust of the Provincial Growth and Development Plan (PGDP). The involvement of community development workers in the implementation of the POA will be another key thrust of this unit.

Progress analysisThe Programme of Action (POA) of the African Peer Review Mechanism set at national level has been adapted to reflect priorities in the province. In addition arrangements have been made with various government and non-government agencies to implement the programme over the 2007/8 financial year.

A Provincial Governing Council established with stakeholders from government and non-government groups including labour, business, non-government organisations, women and People with Disabilities and faith based groups.

The concept of carrying out a Local decision making pilot project has been discussed and agreed on for implementation by a wide range of stakeholders in all government spheres. This project will particularly address the need expressed in the Country Review Team report of the APRM process for greater decision making at local community level. A number of district municipalities have expressed a keenness to be involved in the planning and implementation of this project and two sites have been selected.

The Community development workers role in relation to members of ward committees has been clearly defined and explained to relevant stakeholders. This will facilitate their more meaningful involvement in the planning and implementation of government programmes and the POA of the APRM in the 2007/8 financial year.

Policies, priorities and strategic objectivesVarious aspects of the Provincial Growth and Development Plan (PGDP) will be addressed through the activities of this unit and in particular the African Peer Review Mechanism’s Programme of Action. The following are among the main PGDP programmes that will be addressed:• “local government capacity building programme”;

• “improved service delivery in health, education, social development and public works programme”; and

• “community based development”.

The Partnerships project unit is focused most directly on departmental strategy 2 - To facilitate and co-ordinate integrated provincial policies and planning and evaluate the impact thereof. Its strategic and measurable objectives are as follows:


1. To lead, coordinate and support programme and project initiatives that relate to national government priorities

a) APRM programme of action (POA) fully implemented in accordance with targets set at national level b) Local decision making pilot project implementation has started in at least two local authority areas with the necessary support of all

spheres of government and the local communities being evident c) Facilitate the full integration of CDW programme in ongoing performance plans of provincial government departments at all times

Analysis of constraints and planned measuresThe first constraint is the staff and resources to drive the planning and implementation of the APRM POA.

This constraint is to be overcome with the establishment of a unit in the PCMU (now called P & G Branch) with the necessary funding support from the Provincial Treasury.

The second constraint is a clear definition and coordination of the work of the Community Development Workers in relation to other government officials

86


This constraint is addressed through the Provincial Coordinating Committee established by the Office of the Premier. In addition best practice of similar programmes in South Africa and other countries are drawn on to improve the effectiveness of the CDW programme in the implementation of the APRM POA.

Planned quality improvement measuresBest practice approaches and lessons learned in respect of the various partnership projects to be obtained and shared via web sites and through the various forums that have been established.

The issue of staff capacity to carry out the envisaged “Partnership Projects” is a key issue. The staff that needs to be recruited would need to have at least the following characteristics:• good understanding of the socio-economic challenges facing the province;

• mediation and facilitation skills;

• creative planning capacities;

• highly developed interpersonal skills;

• strategic planning ability; and

• high sense of integrity

The level of staff to be recruited need to still be considered in the light of the restructuring in the Office of the Premier.

87


Sp

ecifi

cati

on

of

mea

sura

ble

ob

ject

ives

an

d p

erfo

rman

ce in

dic

ato

rs

Sub-

Prog

ram

me

3.5:

Pre

mie

r’s P

riorit

y Pr

ojec

ts

Stra

tegi

c G

oal:

To fa

cilit

ate

soun

d, e

ffect

ive,

app

ropr

iate

and

inte

grat

ed p

rovi

ncia

l pol

icie

s, s

trat

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s an

d pl

anni

ng a

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valu

ate

the

impa

ct th

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late

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atio

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gove

rnm

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riorit

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APR

M p

rogr

amm

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act

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(PO

A) fu

lly

impl

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rget

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t at n

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evel

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nt to

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ch th

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rget

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t in

the

POA

have

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et-

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volv

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Annual Performance Plan


89


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91


Sub-

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nd o

f the

Pro

vinc

ial A

dmin

istr

atio

n

Mea

sura

ble

Obj

ectiv

ePe

rfor

man

ce

Mea

sure

Indi

cato

r

2005

/06

Act

ual

R’0

00

2006

/07

Estim

ate

R’0

00

2007

/08

Bud

get

R’0

00

2007

/08

Targ

et(n

on fi

nanc

ial)

Qua

rter

1Ta

rget

Qua

rter

2Ta

rget

Qua

rter

3Ta

rget

Qua

rter

4Ta

rget

Mon

itorin

g M

echa

nism

The

prov

inci

al

adm

inis

tratio

n ap

pear

s co

hesi

ve a

nd w

ell c

o-or

dina

ted

at a

ll tim

es

R 1

,205

R 1

,354

R 1

,318

-R

367,

000

R36

7,00

0R

367,

000

R36

7,00

0

% o

f Cab

inet

reso

lutio

ns

impl

emen

ted

100%

100%

100%

100%

100%

Min

utes

of m

eetin

gs

% o

f Pre

mie

r’s

inst

ruct

ions

impl

emen

ted

100%

100%

100%

100%

100%

Cor

resp

onde

nce

regi

ster

s

Leve

l of a

nnua

l cus

tom

er

satis

fact

ion

regi

ster

ed fo

r al

l ser

vice

s of

the

OTP

Hig

h-

--

Hig

hC

usto

mer

Sur

vey

The

acco

untin

g of

ficer

re

spon

sibi

litie

s ar

e fu

lly

met

at a

ll tim

esR

602

R 7

72R

734

-R

183,

500

R18

3,50

0R

183,

500

R18

3,50

0

% Im

prov

emen

t in

empl

oyee

sat

isfa

ctio

n

10%

impr

ovem

ent

on s

atis

fact

ion

leve

l de

term

ined

by

surv

ey

* Ann

ual s

urve

y re

sults

-

-Su

rvey

resu

lts

IYM

Obt

aini

ng a

n un

qual

ified

au

dit

Yes

-Ye

s-

-Au

dit r

epor

t (K

now

n in

08/

09

finan

cial

yea

r)

A w

ell-r

un b

ack

offic

e th

at

enab

les

and

supp

orts

the

lead

ersh

ip o

f the

Dire

ctor

-G

ener

al a

t all

times

R 9

04R

1,0

16R

1,1

01

-R

275,

250

R27

5,25

0R

275,

250

R27

5,25

0

% C

ompl

ianc

e w

ith in

ter-

sphe

re p

roce

sses

100%

100%

100%

100%

100%

Brie

fing

pack

ages

Lo

gist

ics

proc

urem

ent m

emo’

s Su

bmis

sion

of

prog

ress

repo

rts

Rep

ort-b

ack

pres

enta

tions

At

tend

ance

sta

tistic

s fro

m m

eetin

gs &

ev

ents

R

egis

try d

ocum

ents

% o

f int

ra- a

nd in

ter-

depa

rtmen

tal p

roce

sses

w

ell c

o-or

dina

ted

80 –

90%

80 –

90%

80 –

90%

80 –

90%

80 –

90%

Min

utes

of m

eetin

gs

Acco

unta

bilit

y to

the

Legi

slat

ure

fully

mee

ts th

e co

mpl

ianc

e re

quire

men

ts

at a

ll tim

es

R 3

01R

339

R 3

68

-R

73,6

00R

73,6

00R

147,

200

R73

,600

% A

ccur

acy

of re

spon

ses

subm

itted

to L

egis

latu

re10

0%10

0%10

0%10

0%10

0%H

ouse

Res

olut

ions

H

ansa

rd

% o

f Leg

isla

ture

resp

onse

de

adlin

es m

et95

%95

%95

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%Q

uest

ion

pape

rs

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lR

3,0

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21

92


Sub-

Prog

ram

me

1.4:

C

abin

et S

ecre

taria

tSt

rate

gic

Obj

ectiv

e: T

o re

nder

Sec

reta

riat S

ervi

ces

and

Stra

tegi

c Su

ppor

t to

the

Exec

utiv

e C

ounc

il an

d to

man

agem

ent s

truc

ture

s

Mea

sura

ble

Obj

ectiv

ePe

rfor

man

ce

Mea

sure

Indi

cato

r

2005

/06

Act

ual

R’0

00

2006

/07

Estim

ate

R’0

00

2007

/08

Bud

get

R’0

00

2007

/08

Targ

et(n

on fi

nanc

ial)

Qua

rter

1Ta

rget

Qua

rter

2Ta

rget

Qua

rter

3Ta

rget

Qua

rter

4Ta

rget

Mon

itorin

g M

echa

nism

Prov

ide

ongo

ing

high

qu

ality

sec

reta

rial S

uppo

rt to

the

Exec

utiv

e C

ounc

il,

Cab

inet

Com

mite

es

and

Top

Man

agem

ent

Mee

tings

R 1

,149

R1,

245

R1,

512

R

365,

000

R39

0,00

0R

390,

000

R36

7,00

0

Leve

l of s

ecre

taria

l su

ppor

t pro

vide

d of

Ex

ecut

ive

Cou

ncil

(poo

r, av

erag

e, h

igh,

exc

elle

nt

– pe

r mee

ting)

Hig

hH

igh

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hH

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hM

inut

es to

mee

ting

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umen

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ttach

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to a

gend

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26R

333

R 3

00

R

75, 0

00R

75 0

00R

75 0

00R

75 0

00

Leve

l of s

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taria

l su

ppor

t pro

vide

d to

C

abin

et C

omm

ittee

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eetin

gs(p

oor,

aver

age,

hi

gh, e

xcel

lent

– p

er

mee

ting)

Hig

hH

igh

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hH

igh

Hig

hM

inut

es to

mee

ting

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umen

ts a

ttach

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to a

gend

a

Leve

l of i

mpl

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n of

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abin

et H

andb

ook

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ited

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stan

tial

Lim

ited

- Su

bsta

ntia

lLi

mite

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bsta

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ial

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ort

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50R

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00

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50,

000

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0R

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000

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0,00

0

Leve

l of s

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l su

ppor

t pro

vide

d to

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anag

emen

t Mee

tings

(p

oor,

aver

age,

hig

h,

exce

llent

– p

er m

eetin

g)

Hig

hH

igh

Hig

hH

igh

Hig

hM

inut

es to

mee

ting

Doc

umen

ts a

ttach

ed

to a

gend

a

Faci

litat

e on

goin

g hi

gh

qual

ity P

lann

ing

and

Man

agem

ent o

f Exe

cutiv

e C

ounc

il O

utre

ach

Prog

ram

me

-R

156

R 1

43

R

35,

000

R 4

3,00

0R

30,

000

R 3

5,00

0

Leve

l of P

lann

ing

and

Man

agem

ent f

or

Exec

utiv

e C

ounc

il O

utre

ach

prog

ram

me

prov

ided

(poo

r, av

erag

e,

high

, exc

elle

nt –

per

ou

treac

h)

Hig

h - p

er k

ey c

usto

mer

Hig

h - p

er k

ey

cust

omer

Hig

h - p

er k

ey

cust

omer

Hig

h - p

er k

ey

cust

omer

Hig

h - p

er k

ey

cust

omer

Min

utes

to m

eetin

g D

ocum

ents

atta

ched

to

age

nda

Reg

ular

ly c

o-or

dina

te

and

man

age

goo

d st

akeh

olde

r int

erfa

ce fo

r th

e Ex

ecut

ive

Cou

ncil

and

its s

truct

ures

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269

R 8

0

R

20,

000

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0,00

0R

20,

000

R 2

0,00

0

Leve

l of s

take

hold

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supp

ort a

nd m

anag

emen

t pr

ovid

ed (p

oor,

aver

age,

hi

gh, e

xcel

lent

– p

er

stak

ehol

der)

Hig

hH

igh

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hH

igh

Hig

hM

inut

es to

mee

ting

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umen

ts a

ttach

ed

to a

gend

a

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et T

otal

R1,

752

R2,

163

R2,

235

93


Sub-

Prog

ram

me

1.5:

In

tern

al H

uman

Res

ourc

es M

anag

emen

tSt

rate

gic

Obj

ectiv

e: T

o re

nder

an

effic

ient

hum

an re

sour

ce a

nd o

ffice

sup

port

ser

vice

Mea

sura

ble

Obj

ectiv

ePe

rfor

man

ce

Mea

sure

Indi

cato

r

2005

/06

Act

ual

R’0

00

2006

/07

Estim

ate

R’0

00

2007

/08

Bud

get

R’0

00

2007

/08

Targ

et(n

on fi

nanc

ial)

Qua

rter

1Ta

rget

Qua

rter

2Ta

rget

Qua

rter

3Ta

rget

Qua

rter

4Ta

rget

Mon

itorin

g M

echa

nism

Effe

ctiv

e an

d ef

ficie

nt

hum

an re

sour

ce

man

agem

ent p

rovi

sion

ing

and

supp

ort r

ende

red

in

OTP

in li

ne w

ith P

ublic

Se

rvic

e le

gisl

atio

n at

all

times

R 6

,040

R 6

,452

R 1

1,78

8

R 2

,947

,000

R 2

,947

,000

R 2

,947

,000

R 2

,947

,000

Pers

al

BAS

Pers

onel

File

s C

ompl

ianc

e R

epor

t IA

Rep

ort

% o

f adv

ertis

ed p

osts

fil

led

with

in a

per

iod

of

3 m

onth

s70

%60

%60

%70

%70

%

% p

roba

tions

con

firm

ed

on ti

me

100%

100%

100%

100%

100%

% o

f tra

nsfe

rs a

nd

term

inat

ions

pro

cess

ed

and

appr

oved

with

in

30 d

ays

100%

100%

100%

100%

100%

EDM

S sy

stem

in p

lace

Yes

Yes

Yes

Yes

Yes

% re

cord

s pr

oper

ly

mai

ntai

ned

60%

50%

50%

60%

60%

R 2

,820

R 3

,440

-

--

--

Leve

l of c

ompl

ianc

e w

ith P

ublic

Ser

vice

le

gisl

atio

n (n

one,

lim

ited,

su

bsta

ntia

l, fu

ll)

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tant

ial l

evel

Subs

tant

ial l

evel

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tant

ial l

evel

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tant

ial l

evel

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tant

ial l

evel

Leve

l of m

anag

emen

t an

d m

aint

enan

ce o

f ho

useh

old

and

cate

ring

serv

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rend

ered

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tant

ial l

evel

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tant

ial l

evel

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tant

ial l

evel

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tant

ial l

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tant

ial l

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An e

ffiec

tive

an

effic

ient

HR

M p

ract

ices

im

plem

ente

d in

line

with

O

D a

nd tr

ansf

orm

atio

n pr

actic

es a

t all

times

Leve

l of i

mpl

emen

tatio

n of

wor

kpla

ce s

kills

pla

n de

velo

ped

in li

ne w

ith

PMD

S an

d PG

DP

R3,

705

R5,

935

R6,

944

R1,

736

000

R1,

736

000

R1,

736

000

R1,

736

000

R1,

738

000

Trai

ning

sch

edul

es

PMD

S qu

arte

rly

repo

rtsPe

rson

nel f

iles

WSP

Rep

orts

Subs

tant

ial

Subs

tant

ial

Subs

tant

ial

Subs

tant

ial

Subs

tant

ial

% P

MD

S cy

cle

fuly

im

plem

ente

d10

0%10

0%10

0%10

0%10

0%

% m

anda

tory

jobs

ev

alua

ted

70%

40%

50%

60%

70%

Rev

ued

and

alig

ned

HR

P an

d EE

pla

n in

pla

ceYe

sYe

sYe

sYe

sYe

s

% H

RP

and

EE

impl

emen

ted

60%

20%

35%

50%

60%

% o

f EE

targ

ets

real

ised

60%

20%

35%

50%

60%

% o

f em

ploy

ees

train

ed

on d

ispu

te re

solu

tion

skills

R47

5R

500

-60

%60

%60

%60

%60

%D

ispu

te re

solu

tion

repo

rts%

of g

rieva

nces

reso

lved

in

tern

ally

80%

80%

80%

80%

80%

% c

ompl

ianc

e to

oc

cupa

tiona

l saf

ety

stan

dard

sR

2,84

5R

3,44

5-

70%

70%

70%

70%

70%

Empl

oyee

Wel

lnes

s Pr

ogra

mm

eR

evie

wed

del

egat

ions

an

d po

licy

fram

ewor

k in

pla

ceYe

sYe

sYe

sYe

sYe

s

Budg

et T

otal

R15

,885

R19

,772

R18

,734

94


Sub-

Prog

ram

me

1.6.

1:

Fina

ncia

l Man

agem

ent

Stra

tegi

c O

bjec

tive:

To

effe

ctiv

ely

and

effic

ient

ly re

nder

fina

ncia

l man

agem

ent a

nd ri

sk m

anag

emen

t ser

vice

s

Mea

sura

ble

Obj

ectiv

ePe

rfor

man

ce M

easu

re

Indi

cato

r

2005

/06

Act

ual

R’0

00

2006

/07

Estim

ate

R’0

00

2007

/08

Bud

get

R’0

00

2007

/08

Targ

et(n

on fi

nanc

ial)

Qua

rter

1Ta

rget

Qua

rter

2Ta

rget

Qua

rter

3Ta

rget

Qua

rter

4Ta

rget

Mon

itorin

g M

echa

nism

Annu

al b

udge

t is

fo

rmul

ated

in a

ccor

danc

e w

ith N

atio

nal,

Prov

inci

al

and

stat

utor

y re

porti

ng

requ

irem

ents

and

are

fully

lin

ked

to th

e de

partm

enta

l st

rate

gic

goal

s

R 1

,038

R 1

,342

R 1

,455

R

356

,000

R 3

58,0

00R

358

,000

R 3

83,0

00

% o

f bud

get i

tem

s lin

ked

to

spec

ific

stra

tegi

es o

r pro

ject

s10

0%10

0%10

0%10

0%10

0%

Syst

em re

ports

BA

S%

ove

r-spe

ndin

g on

allo

cate

d bu

dget

of O

TP0%

0%0%

0%0%

% u

nder

-spe

ndin

g on

allo

cate

d bu

dget

of O

TP2%

2%2%

2%2%

Unq

ualif

ied

audi

t rep

ort

obta

ined

eve

ry y

ear w

ith

redu

ced

man

agem

ent

com

men

ts

R 5

,685

R 7

,207

R 7

,036

R

2,06

1 00

0R

1,72

8 00

0R

1,72

8 00

0R

1,51

9 00

0

Annu

al fi

nanc

ial s

tate

men

ts

prod

uced

tim

eous

ly?

Yes

Yes

Yes

Yes

Yes

AG R

epor

tU

nqua

lifie

d au

dit r

epor

t ob

tain

ed?

Yes

Yes

Yes

--

% re

duct

ion

in m

anag

emen

t le

tters

20%

20%

20%

--

Budg

et T

otal

R6,

723

R8,

549

R8,

492

Sub-

Prog

ram

me

1.6.

2:

Supp

ly C

hain

Man

agem

ent

Stra

tegi

c O

bjec

tive:

To

faci

litat

e th

e ef

ficie

nt re

nder

ing

of in

tegr

ated

sup

ply

chai

n m

anag

emen

t and

flee

t man

agem

ent

Mea

sura

ble

Obj

ectiv

ePe

rfor

man

ce M

easu

re

Indi

cato

r

2005

/06

Act

ual

R’0

00

2006

/07

Estim

ate

R’0

00

2007

/08

Bud

get

R’0

00

2007

/08

Targ

et(n

on fi

nanc

ial)

Qua

rter

1Ta

rget

Qua

rter

2Ta

rget

Qua

rter

3Ta

rget

Qua

rter

4Ta

rget

Mon

itorin

g M

echa

nism

An e

ffici

ent,

effe

ctiv

e,

seam

less

end

to e

nd

proc

urem

ent p

roce

ss

thro

ugh

supp

ly c

hain

m

anag

emen

t

Min

imum

num

ber o

f day

s of

pay

men

t cy

cle

from

rece

ipt o

f inv

oice

R 4

,270

R2,

362

R2,

930

R

781

,500

R72

8,50

0R

714,

500

R70

5,50

0

3030

3030

30

Syst

em R

epor

tsM

axim

um n

umbe

r of d

ays

for d

eliv

erie

s fro

m d

ate

of o

rder

3030

3030

30

Num

ber o

f day

s fo

r offi

cial

s or

ders

to b

e ge

nera

ted

from

lodg

men

t with

SC

MU

1 da

y1

day

1 da

y1

day

1 da

y

Activ

e an

d ac

cura

te

supp

lier d

atab

ase

whi

ch

prom

otes

the

uplif

tmen

t of

the

hist

oric

ally

di

sadv

anta

ged

% o

f dep

artm

enta

l pro

cure

men

t dire

cted

to

HD

I’s R

360

R25

5R

376

R94

,000

R94

,000

R94

,000

R94

,000

70%

65%

65%

70%

70%

Syst

em R

epor

ts

A co

mpl

ete

asse

t reg

iste

r w

hich

is u

pdat

ed o

n a

cont

inuo

us b

asis

Com

plet

e as

set r

egis

ter a

nd a

ccur

ate

inve

ntor

y lis

t ava

ilabl

e (p

er o

ffice

)? R

2,10

0R

810

R87

4

R13

4,00

0R

185,

000

R20

0,00

0R

355,

000

Yes

Yes

Yes

Yes

Yes

Asse

t Reg

iste

rM

axim

um n

umbe

r of d

ays

to d

ispo

se

of o

bsol

ete

and

redu

ndan

t ite

ms

on th

e as

set r

egis

ter f

rom

last

sto

ck ta

ke30

3030

3030

Dep

artm

enta

l tra

nspo

rtatio

n ne

eds

met

in a

ccor

danc

e to

th

e Fl

eet M

anag

emen

t co

ntra

ct, s

ubsi

dise

d m

otor

ve

hicl

e sc

hem

e po

licy

& de

partm

enta

l pol

icy

R 1

,833

R 1

,914

R 2

,076

R

485

,000

R 5

18,0

00R

555

,000

R 5

18,0

00

Suita

ble

vehi

cles

ava

ilabl

e w

ithin

24

hour

s of

requ

est?

Yes

Yes

Yes

Yes

Yes

Syst

em R

epor

ts

% o

f log

retu

rns

to b

e re

conc

iled

by th

e 7t

h of

eac

h m

onth

100%

100%

100%

100%

100%

Budg

et T

otal

R 8

,563

R5,

343

R 6

,258

95


Sub-

Prog

ram

me

1.6.

3:

Ris

k M

anag

emen

tSt

rate

gic

Obj

ectiv

e: T

o fa

cilit

ate

the

effic

ient

rend

erin

g of

inte

grat

ed s

uppl

y ch

ain

man

agem

ent a

nd fl

eet m

anag

emen

t

Mea

sura

ble

Obj

ectiv

ePe

rfor

man

ce M

easu

re

Indi

cato

r

2005

/06

Act

ual

R’0

00

2006

/07

Estim

ate

R’0

00

2007

/08

Bud

get

R’0

00

2007

/08

Targ

et(n

on fi

nanc

ial)

Qua

rter

1Ta

rget

Qua

rter

2Ta

rget

Qua

rter

3Ta

rget

Qua

rter

4Ta

rget

Mon

itorin

g M

echa

nism

Ris

k m

anag

emen

t st

rate

gies

dev

elop

ed a

nd

impl

emen

ted

to m

itiga

te

the

risks

with

in th

e op

erat

ing

envi

ronm

ent

Annu

al ri

sk a

sses

smen

t rep

ort d

one?

R 6

52R

1,0

22R

1,1

08

R

214

,000

R 2

98,0

00R

298

,000

R 2

98,0

00

Yes

Yes

Yes

--

AG R

epor

tR

isk

Asse

ssm

ent

Rep

ort

IA R

epor

t

% im

plem

enta

tion

of R

isk

man

agem

ent

stra

tegi

es75

%50

%60

%70

%75

%

% o

f los

ses

acco

unte

d fo

r10

0%10

0%10

0%10

0%10

0%

Budg

et T

otal

R65

2R

1,02

2R

1,10

8

Sub-

Prog

ram

me

Tota

lR

15,9

38R

14,9

14R

15,8

58

96


Sub-

Prog

ram

me

2.1:

D

eput

y D

irect

or-G

ener

al –

IB&

TSt

rate

gic

Obj

ectiv

e: T

o en

sure

ong

oing

tran

sfor

mat

ion

of in

stitu

tiona

l cap

acity

to im

prov

e pr

ovin

cial

adm

inis

trat

ive

effic

ienc

y an

d ef

fect

iven

ess

Mea

sura

ble

Obj

ectiv

ePe

rfor

man

ce

Mea

sure

Indi

cato

r

2005

/06

Act

ual

R’0

00

2006

/07

Estim

ate

R’0

00

2007

/08

Bud

get

R’0

00

2007

/08

Targ

et(n

on fi

nanc

ial)

Qua

rter

1Ta

rget

Qua

rter

2Ta

rget

Qua

rter

3Ta

rget

Qua

rter

4Ta

rget

Mon

itorin

g M

echa

nism

Ong

oing

effe

ctiv

e,

effic

ient

and

eco

nom

ic

man

agem

ent o

f the

Br

anch

R 1

,760

R 2

,156

R 2

,545

R

576

,000

R 5

87,0

00R

587

,000

R 7

95,0

00

% o

f bra

nch

allo

catio

n us

ed10

0%10

0%10

0%10

0%10

0%An

nual

Rep

ort

% o

f bra

nch’

s ap

prov

ed

post

s fil

led

100%

100%

100%

100%

100%

Opt

imal

ly c

o-or

dina

te

dono

r sup

port

with

re

gard

s to

ser

vice

de

liver

y im

prov

emen

t and

in

stitu

tiona

l bui

ldin

g fo

r th

e pr

ovin

ce a

t all

times

Leve

l of d

onor

sup

port

prov

ided

ser

vice

del

iver

y im

prov

emen

t and

in

stitu

tiona

l bui

ldin

g fo

r th

e pr

ovin

ce

Subs

tant

ial

Subs

tant

ial

Subs

tant

ial

Subs

tant

ial

Subs

tant

ial

Annu

al R

epor

t

Opt

imal

ly e

stab

lish

Inst

itutio

nal c

apac

ity to

su

ppor

t im

plem

enta

tion

of P

riorit

y Pr

ojec

ts,

impl

emen

tatio

n of

a

join

t ini

tiativ

e fo

r prio

rity

skills

acq

uisi

tion

and

the

Bran

ding

Stra

tegy

of t

he

East

ern

Cap

e.

% e

stab

lishm

ent o

f AS

GIS

A –

SA (E

C)

PTY

LTD

50-8

0%

10%

10%

20%

10%

Min

utes

of t

he

Mon

thly

Boa

rd

Mee

tings

% e

stab

lishm

ent o

f JI

PSA

EC30

%

% e

stab

lishm

ent o

f the

Ea

ster

n C

ape

Mar

ketin

g C

ounc

il50

%

Budg

et T

otal

R 1

,760

R 2

,156

R 2

,545

Sub-

Prog

ram

me

2.2:

Tra

nsve

rsal

O

rgan

isat

iona

l Dev

elop

men

t St

rate

gic

Obj

ectiv

e: T

o fa

cilit

ate

and

coor

dina

te P

ublic

Sec

tor T

rans

form

atio

n an

d In

stitu

tion

Bui

ldin

g

Mea

sura

ble

Obj

ectiv

ePe

rfor

man

ce

Mea

sure

Indi

cato

r

2005

/06

Act

ual

R’0

00

2006

/07

Estim

ate

R’0

00

2007

/08

Bud

get

R’0

00

2007

/08

Targ

et

(non

fina

ncia

l)Q

uart

er 1

Ta

rget

Qua

rter

2

Targ

etQ

uart

er 3

Ta

rget

Qua

rter

Ta

rget

4M

onito

ring

Mec

hani

sm

CD

& S

EC

Inst

itutio

nal c

apac

ity th

at

mat

ches

the

orga

niza

tion’

s ne

eds

of th

e EC

pro

vinc

ial

gove

rnm

ent i

n pl

ace

by

2010

R 4

55

R 1

,084

R

1,6

58

R 3

14,5

00R

514

,500

R 5

14,5

00R

314

,500

Le

vel o

f stre

ngth

enin

g of

TO

DC

OS

as th

e ce

ntre

of H

RM

, OD

, an

d Tr

ansf

orm

atio

n ex

celle

nce

(non

e,

limite

d, s

ubst

antia

l, fu

ll)

Sub

stan

tial

Subs

tant

ial

Subs

tant

ial

Subs

tant

ial

Subs

tant

ial

Perfo

rman

ce

Prog

ress

Rep

orts

, C

lient

sur

vey

repo

rt

Tota

l Bud

get

R 4

55R

1,0

84R

1,6

58

97


Sub-

Prog

ram

me

2.2:

Tra

nsve

rsal

O

rgan

isat

iona

l Dev

elop

men

t St

rate

gic

Obj

ectiv

e: T

o fa

cilit

ate

and

coor

dina

te P

ublic

Sec

tor T

rans

form

atio

n an

d In

stitu

tion

Bui

ldin

g

Mea

sura

ble

Obj

ectiv

ePe

rfor

man

ce

Mea

sure

Indi

cato

r20

05/0

6 A

ctua

l R

’000

2006

/07

Estim

ate

R’0

00

2007

/08

Bud

get

R’0

00

2007

/08

Targ

et

(non

fina

ncia

l)Q

uart

er 1

Ta

rget

Qua

rter

2

Targ

etQ

uart

er 3

Ta

rget

Qua

rter

Ta

rget

4M

onito

ring

Mec

hani

sm

HR

D

Inst

itutio

nal c

apac

ity th

at

mat

ches

the

orga

niza

tion’

s ne

eds

of th

e EC

pro

vinc

ial

gove

rnm

ent i

n pl

ace

by

2010

R 7

09

R 7

54

R 8

50

R

212

,500

R 2

12,5

00R

212

,500

R 2

12,5

00

Mon

thly

and

qu

arte

rly a

naly

sis

repo

rts, s

urve

y re

ports

, val

idat

ion

repo

rts

Leve

l of i

mpl

emen

tatio

n of

Nat

iona

l ski

lls

deve

lopm

ent s

trate

gies

, pr

ovin

cial

HR

D P

olic

ies

and

sect

oral

pla

ns o

f th

e re

spec

tive

SETA

s (p

er d

epar

tmen

t) (n

one,

lim

ited,

sub

stan

tial,

full)

Subs

tant

ial

Subs

tant

ial

Subs

tant

ial

Subs

tant

ial

Subs

tant

ial

R 2

,038

R

2,1

69

R 2

,445

R

611

,000

R 6

11,0

00R

612

,000

R 6

11,0

00Le

vel o

f est

ablis

hmen

t an

d ro

ll-ou

t of t

he

Man

agem

ent a

nd

Lead

ersh

ip C

entre

an

d pr

ogra

mm

es,

incl

udin

g C

oach

ing

and

Khae

du (n

one,

lim

ited,

su

bsta

ntia

l, fu

ll)

Lim

ited

Lim

ited

Lim

ited

Lim

ited

Lim

ited

R 1

1,17

1

R 1

1,88

9

R 1

3,40

0

R

3,3

50,0

00R

3,3

50,0

00R

3,3

50,0

00R

3,3

50,0

00N

umbe

r of s

taff

acce

ss

accr

edite

d tra

nsve

rsal

an

d lin

e fu

nctio

n tra

inin

g op

portu

nitie

s th

at a

re

alig

ned

to W

SP’s

and

Pr

ovin

cial

Nee

ds.

1000

030

0040

0020

0010

00

R 3

38

R 3

59

R 4

05

R

101

,000

R 1

01,0

00R

102

,000

R 1

01,0

00Le

vel o

f im

pact

and

al

ignm

ent o

f tra

inin

g w

ith d

epar

tmen

tal A

PPs,

H

RP’

s an

d in

divi

dual

ne

eds

(non

e, li

mite

d,

subs

tant

ial,

full)

Lim

ited

- Sub

stan

tial

Lim

ited

- Su

bsta

ntia

l Li

mite

d -

Subs

tant

ial

Lim

ited

- Su

bsta

ntia

l Li

mite

d -

Subs

tant

ial

R 1

2,92

1

R 1

3,75

3

R 1

5,30

0

R

3,8

25,0

00R

3,8

25,0

00R

3,8

25,0

00R

3,8

25,0

00N

umbe

r of f

inan

cial

ly

need

y st

uden

ts

supp

orte

d to

stu

dy in

PG

DP

prio

irty

area

s th

roug

h th

e Pr

ovin

cial

bu

rsar

y/ lo

an s

chem

e an

d th

at c

an b

e pl

aced

as

inte

rns

in

depa

rtmen

ts (b

roke

n do

wn

per g

ende

r, pe

r ra

ce, p

er y

ear o

f stu

dy,

per f

ield

) and

Ran

d va

lue

1300

1300

--

-

R 1

,084

R

1,1

53

R 1

,300

R

325

,000

R 3

25,0

00R

325

,000

R 3

25,0

00N

umbe

r of u

nem

ploy

ed

lear

ners

at F

ET’s

fin

anci

ally

sup

porte

d (p

er g

ende

r, pe

r rac

e,

per f

ield

of s

tudy

) and

R

val

ue

150

150

--

-

98


Sub-

Prog

ram

me

2.2:

Tra

nsve

rsal

O

rgan

isat

iona

l Dev

elop

men

t St

rate

gic

Obj

ectiv

e: T

o fa

cilit

ate

and

coor

dina

te P

ublic

Sec

tor T

rans

form

atio

n an

d In

stitu

tion

Bui

ldin

g

Mea

sura

ble

Obj

ectiv

ePe

rfor

man

ce

Mea

sure

Indi

cato

r20

05/0

6 A

ctua

l R

’000

2006

/07

Estim

ate

R’0

00

2007

/08

Bud

get

R’0

00

2007

/08

Targ

et

(non

fina

ncia

l)Q

uart

er 1

Ta

rget

Qua

rter

2

Targ

etQ

uart

er 3

Ta

rget

Qua

rter

Ta

rget

4M

onito

ring

Mec

hani

sm

HR

D

Inst

itutio

nal c

apac

ity th

at

mat

ches

the

orga

niza

tion’

s ne

eds

of th

e EC

pro

vinc

ial

gove

rnm

ent i

n pl

ace

by

2010

R 1

,597

R

1,7

00

R 1

,916

R

479

,000

R 4

79,0

00R

479

,000

R 4

79,0

00

Mon

thly

and

qu

arte

rly a

naly

sis

repo

rts, s

urve

y re

ports

, val

idat

ion

repo

rts

Leve

l of i

mpl

emen

tatio

n of

pro

vinc

ial H

RD

Pl

an (n

one,

lim

ited,

su

bsta

ntia

l, fu

ll)

Lim

ited

– Su

bsta

ntia

l Li

mite

d –

Subs

tant

ial

Lim

ited

– Su

bsta

ntia

l Li

mite

d –

Subs

tant

ial

Lim

ited

– Su

bsta

ntia

l

R 7

50

R 7

99

R 9

00

R

225

,000

R 2

25,0

00R

225

,000

R 2

25,0

00

Num

ber o

f une

mpl

oyed

yo

uth

cont

ract

ed (p

er

gend

er, p

er ra

ce,

per g

eogr

aphi

c ar

ea)

for L

earn

ersh

ips,

Ap

pren

tices

hips

and

In

tern

ship

s in

line

with

th

e PG

DP

1500

Budg

et T

otal

R 3

0,60

8R

32,

576

R 3

6,51

6

Sub-

Prog

ram

me

2.2:

Tra

nsve

rsal

O

rgan

isat

iona

l Dev

elop

men

t St

rate

gic

Obj

ectiv

e: T

o fa

cilit

ate

and

coor

dina

te P

ublic

Sec

tor T

rans

form

atio

n an

d In

stitu

tion

Bui

ldin

g

Mea

sura

ble

Obj

ectiv

ePe

rfor

man

ce M

easu

re

Indi

cato

r

2005

/06

Act

ual

R’0

00

2006

/07

Estim

ate

R’0

00

2007

/08

Bud

get

R’0

00

2007

/08

Targ

et

(non

fina

ncia

l)Q

uart

er 1

Ta

rget

Qua

rter

2

Targ

etQ

uart

er 3

Ta

rget

Qua

rter

Ta

rget

4M

onito

ring

Mec

hani

sm

Clu

ster

s

Inst

itutio

nal c

apac

ity

that

mat

ches

the

orga

niza

tion’

s ne

eds

of th

e EC

pro

vinc

ial

gove

rnm

ent i

n pl

ace

by 2

010

R 1

93

R 5

50

R 2

82

R

70,

500

R 7

0,50

0R

70,

500

R 7

0,50

0

Leve

l of i

mpl

emen

tatio

n of

HR

Pla

ns

(non

e, li

mite

d, s

ubst

antia

l, fu

ll –

per

dept

)

Subs

tant

ial –

per

de

partm

ent

Lim

ited

– Su

bsta

ntia

l –

per d

epar

tmen

t

Lim

ited

– Su

bsta

ntia

l – p

er

depa

rtmen

t

Lim

ited

– Su

bsta

ntia

l – p

er

depa

rtmen

t

Subs

tant

ial –

per

de

partm

ent

Mon

thly

and

qu

arte

rly

anal

ysis

and

va

lidat

ion

repo

rts, P

ERSA

L re

ports

R 2

16

R 1

00

R 3

22

R

80,

500

R 8

0,50

0R

80,

500

R 8

0,50

0

Leve

l of i

mpl

emen

tatio

n of

bes

t pr

actic

e H

RM

mod

el a

nd O

D

Stra

tegy

(non

e, li

mite

d, s

ubst

antia

l, fu

ll)

Lim

ited

- Sub

stan

tial

per d

epar

tmen

tSu

bsta

ntia

l – p

er

depa

rtmen

tSu

bsta

ntia

l – p

er

depa

rtmen

tSu

bsta

ntia

l – F

ull–

pe

r dep

artm

ent

Subs

tant

ial –

Ful

l–

per d

epar

tmen

t

R 3

86

R 3

20

R 5

73

R

143

,200

R 1

89,9

00R

189

,900

R 5

0,00

0

Leve

l of c

redi

bilit

y of

HR

M

info

rmat

ion

on P

ERSA

L (n

one,

lim

ited,

sub

stan

tial,

full

– pe

r de

partm

ent)

Lim

ited

– Su

bsta

ntia

l –

per d

epar

tmen

tLi

mite

d –

per

depa

rtmen

tLi

mite

d –

per

depa

rtmen

tLi

mite

d –

per

depa

rtmen

t

Lim

ited

– Su

bsta

ntia

l – p

er

depa

rtmen

t

R 5

81

R 8

50

R 8

56

R

214

,000

R 2

14,0

00R

214

,000

R 2

14,0

00

Leve

l of a

lignm

ent o

f dep

artm

enta

l or

gano

gram

s to

stra

tegi

c pl

ans

and

MTE

F bu

dget

cyc

le (n

one,

lim

ited,

su

bsta

ntia

l, fu

ll)

Subs

tant

ial –

per

de

partm

ent

Lim

ited

– Su

bsta

ntia

l –

per d

epar

tmen

t

Lim

ited

– Su

bsta

ntia

l – p

er

depa

rtmen

t

Lim

ited

– Su

bsta

ntia

l – p

er

depa

rtmen

t

Subs

tant

ial –

per

de

partm

ent

99


Sub-

Prog

ram

me

2.2:

Tra

nsve

rsal

O

rgan

isat

iona

l Dev

elop

men

t St

rate

gic

Obj

ectiv

e: T

o fa

cilit

ate

and

coor

dina

te P

ublic

Sec

tor T

rans

form

atio

n an

d In

stitu

tion

Bui

ldin

g

Mea

sura

ble

Obj

ectiv

ePe

rfor

man

ce M

easu

re

Indi

cato

r

2005

/06

Act

ual

R’0

00

2006

/07

Estim

ate

R’0

00

2007

/08

Bud

get

R’0

00

2007

/08

Targ

et

(non

fina

ncia

l)Q

uart

er 1

Ta

rget

Qua

rter

2

Targ

etQ

uart

er 3

Ta

rget

Qua

rter

Ta

rget

4M

onito

ring

Mec

hani

sm

Clu

ster

s

A co

nduc

ive

wor

king

en

viro

nmen

t tha

t en

hanc

es s

ervi

ce

deliv

ery

is c

reat

ed in

th

e pr

ovin

ce b

y 20

10

R

3,2

83

R 3

,500

R

4,8

73

R

1,2

18,2

50R

1,2

18,2

50R

1,2

18,2

50R

1,2

18,2

50

Leve

l of i

mpl

emen

tatio

n of

inte

grat

ed

wel

lnes

s pr

ogra

mm

es (n

one,

lim

ited,

su

bsta

ntia

l, fu

ll)

Lim

ited

- Sub

stan

tial

per d

epar

tmen

tLi

mite

d - S

ubst

antia

l pe

r dep

artm

ent

Lim

ited

- Su

bsta

ntia

l per

de

partm

ent

Lim

ited

- Sub

stan

tial

per d

epar

tmen

t

Lim

ited

- Su

bsta

ntia

l per

de

partm

ent

Mon

thly

and

qu

arte

rly

anal

ysis

and

va

lidat

ion

repo

rts, s

urve

y re

ports

R 2

,525

R

3,4

18

R 3

,522

R

880

,000

R 8

81,0

00R

881

,000

R 8

80,0

00

Leve

l of m

ains

tream

ing

of e

mpl

oyee

w

elln

ess

into

HR

pla

nnin

g, H

R

polic

ies

and

prac

tices

(non

e, li

mite

d,

subs

tant

ial,

full)

Lim

ited

– pe

r de

partm

ent

Lim

ited

– pe

r de

partm

ent

Lim

ited

– pe

r de

partm

ent

Lim

ited

– pe

r de

partm

ent

Lim

ited

– pe

r de

partm

ent

R

368

R

505

R

920

R

230

,000

R 2

30,0

00R

230

,000

R 2

30,0

00

Leve

l of i

mpl

emen

tatio

n of

Em

ploy

ee

Wel

lnes

s M

odel

(non

e, li

mite

d,

subs

tant

ial,

full)

Lim

ited

– pe

r de

partm

ent

Lim

ited

– pe

r de

partm

ent

Lim

ited

– pe

r de

partm

ent

Lim

ited

– pe

r de

partm

ent

Lim

ited

– pe

r de

partm

ent

R

255

R

350

R

379

R

94,

750

R 9

4,75

0R

94,

750

R 9

4,75

0

Leve

l of c

ompl

ianc

e to

the

OH

S an

d C

OID

Act

(non

e, li

mite

d, s

ubst

antia

l, fu

ll –

per d

ept)

Lim

ited

- Sub

stan

tial

– pe

r dep

tLi

mite

d - S

ubst

antia

l –

per d

ept

Lim

ited

- Su

bsta

ntia

l – p

er

dept

Lim

ited

- Sub

stan

tial

– pe

r dep

t

Lim

ited

- Su

bsta

ntia

l – p

er

dept

A cu

lture

of

exce

llenc

e an

d in

nova

tion

is

inst

itutio

nalis

ed in

EC

PA b

y 20

10

R

721

R

1,1

05

R 1

,070

R

267

,500

R 2

67,5

00R

267

,500

R 2

67,5

00

Leve

l of i

mpl

emen

tatio

n of

ser

vice

st

anda

rds

(non

e, li

mite

d, s

ubst

antia

l, fu

ll –

per d

ept)

Subs

tant

ial –

per

de

partm

ent

Subs

tant

ial –

per

de

partm

ent

Subs

tant

ial –

per

de

partm

ent

Subs

tant

ial –

per

de

partm

ent

Subs

tant

ial –

per

de

partm

ent

Mon

thly

and

qu

arte

rly

anal

ysis

and

va

lidat

ion

repo

rts, s

urve

y re

ports

R

901

R

1,5

00

R 1

,338

R

335

,000

R 3

35,0

00R

335

,000

R 3

33,0

00

Leve

l of i

mpl

emen

tatio

n of

PM

DS

(non

e, li

mite

d, s

ubst

antia

l, fu

ll –

per

depa

rtmen

t)

Subs

tant

ial–

per

de

partm

ent

Subs

tant

ial–

per

de

partm

ent

Subs

tant

ial–

per

de

partm

ent

Subs

tant

ial–

per

de

partm

ent

Subs

tant

ial–

per

de

partm

ent

R 8

72

R 1

,100

R

1,1

47

R

286

,750

R 3

86,7

50R

386

,750

R 8

6,75

0

Leve

l of i

mpl

emen

tatio

n of

Pro

vinc

ial

Bath

o Pe

le C

hang

e M

anag

emen

t an

d R

evita

lizat

ion

prog

ram

me

(non

e, li

mite

d, s

ubst

antia

l, fu

ll –

per

depa

rtmen

t)

Lim

ited

– su

bsta

ntia

l–

per d

epar

tmen

t

Lim

ited

– su

bsta

ntia

l– p

er

depa

rtmen

t

Lim

ited

– su

bsta

ntia

l– p

er

depa

rtmen

t

Lim

ited

– su

bsta

ntia

l– p

er

depa

rtmen

t

Lim

ited

– su

bsta

ntia

l– p

er

depa

rtmen

t

R 2

,575

R

3,3

50

R 3

,827

R

956

,750

R 9

56,7

50R

1,5

00,0

00R

413

,500

Leve

l of i

nstit

utio

nalis

atio

n of

Ser

vice

D

eliv

ery

Exce

llenc

e pr

ogra

mm

e “B

alas

ela”

(non

e, li

mite

d, s

ubst

antia

l, fu

ll –

per d

epar

tmen

t)

Lim

ited

– su

bsta

ntia

l–

per d

epar

tmen

t

Lim

ited

– su

bsta

ntia

l– p

er

depa

rtmen

t

Lim

ited

– su

bsta

ntia

l– p

er

depa

rtmen

t

Lim

ited

– su

bsta

ntia

l– p

er

depa

rtmen

t

Lim

ited

– su

bsta

ntia

l– p

er

depa

rtmen

t

Tota

l Bud

get

R 1

2,87

6R

16,

648

R 1

9,10

9

100


Sub-

Prog

ram

me

2.2:

Tra

nsve

rsal

O

rgan

isat

iona

l Dev

elop

men

t St

rate

gic

Obj

ectiv

e: T

o fa

cilit

ate

and

coor

dina

te P

ublic

Sec

tor T

rans

form

atio

n an

d In

stitu

tion

Bui

ldin

g

Mea

sura

ble

Obj

ectiv

ePe

rfor

man

ce

Mea

sure

Indi

cato

r

2005

/06

Act

ual

R’0

00

2006

/07

Estim

ate

R’0

00

2007

/08

Bud

get

R’0

00

2007

/08

Targ

et

(non

fina

ncia

l)Q

uart

er 1

Ta

rget

Qua

rter

2

Targ

etQ

uart

er 3

Ta

rget

Qua

rter

Ta

rget

4M

onito

ring

Mec

hani

sm

Inno

vatio

n

A cu

lture

of e

xcel

lenc

e an

d in

nova

tion

is

inst

itutio

nalis

ed in

EC

PA

by 2

010

- R

1,1

93

R 1

,489

R

372

,000

R 3

72,0

00R

373

,000

R 3

72,0

00

Leve

l of i

mpl

emen

tatio

n of

Inno

vatio

n an

d kn

owle

dge

man

agem

ent

stra

tegy

(non

e, li

mite

d,

subs

tant

ial,

full

– pe

r de

partm

ent)

Lim

ited

– su

bsta

ntia

l–

per d

epar

tmen

tLi

mite

dLi

mite

dLi

mite

d-su

bsta

ntia

l

Lim

ited

– su

bsta

ntia

l– p

er

depa

rtmen

t

Syst

em a

naly

sis

Rep

orts

, Tre

nd a

naly

sis

repo

rts, s

urve

y re

ports

, de

partm

enta

l int

ergr

ated

st

rate

gies

.

Budg

et T

otal

-R

1,1

93R

1,4

89

Sub-

Prog

ram

me

2.2:

Tra

nsve

rsal

O

rgan

isat

iona

l Dev

elop

men

t St

rate

gic

Obj

ectiv

e: T

o fa

cilit

ate

and

coor

dina

te P

ublic

Sec

tor T

rans

form

atio

n an

d In

stitu

tion

Bui

ldin

g

Mea

sura

ble

Obj

ectiv

ePe

rfor

man

ce M

easu

re

Indi

cato

r

2005

/06

Act

ual

R’0

00

2006

/07

Estim

ate

R’0

00

2007

/08

Bud

get

R’0

00

2007

/08

Targ

et

(non

fina

ncia

l)Q

uart

er 1

Ta

rget

Qua

rter

2

Targ

etQ

uart

er 3

Ta

rget

Qua

rter

Ta

rget

4M

onito

ring

Mec

hani

sm

Labo

ur R

elat

ions

A co

nduc

ive

wor

king

en

viro

nmen

t th

at

enha

nces

ser

vice

del

iver

y is

cre

ated

in th

e EC

PA

by 2

010

R 7

71

R 9

48

R 1

,243

R

310

,000

R 3

11,0

00R

311

,000

R 3

11,0

00

Leve

l of

impl

emen

tatio

n of

Em

ploy

men

t Rel

atio

ns p

olic

y fra

mew

ork

and

prac

tices

to

stre

ngth

en th

e m

anag

emen

t of

empl

oym

ent r

elat

ions

(non

e,

limite

d, s

ubst

antia

l, fu

ll)

Subs

tant

ial –

Ful

l–

per d

epar

tmen

tSu

bsta

ntia

lSu

bsta

ntia

lSu

bsta

ntia

lSu

bsta

ntia

l –

Full–

per

de

partm

ent

Qua

rterly

ana

lysi

s an

d va

lidat

ion

repo

rts, s

urve

y re

ports

- R

200

R

350

R

88,

000

R 8

8,00

0R

88,

000

R 8

6,00

0

Leve

l of i

mpl

emen

tatio

n of

R

eten

tion

and

Attra

ctio

n st

rate

gy

(non

e, li

mite

d, s

ubst

antia

l, fu

ll –

per d

epar

tmen

t)

Lim

ited

– Su

bsta

ntia

l –

per d

epar

tmen

tLi

mite

d pe

r de

partm

ent

Lim

ited

per

depa

rtmen

t

Lim

ited

– Su

bsta

ntia

l –

per

depa

rtmen

t

Lim

ited

– Su

bsta

ntia

l – p

er

depa

rtmen

t

R 3

07

R 4

57

R 6

34

R

158

,500

R 1

58,5

00R

158

,500

R 1

58,5

00

Leve

l of f

unct

ioni

ng o

f col

lect

ive

barg

aini

ng a

nd c

onsu

ltativ

e pr

oces

ses

in th

e pr

ovin

ce (l

ow,

aver

age,

hig

h)

Hig

h– p

er d

epar

tmen

tAv

erag

eAv

erag

eAv

erag

e-H

igh

Hig

h– p

er

depa

rtmen

t

R

365

R

543

R

585

R

146

,250

R 1

46,2

50R

146

,250

R 1

46,2

50

Leve

l of c

ompl

ianc

e w

ith d

isci

plin

e an

d gr

ieva

nce

proc

edur

es (n

one,

lim

ited,

sub

stan

tial,

full)

Subs

tant

ial –

Ful

l–

per d

epar

tmen

tSu

bsta

ntia

lSu

bsta

ntia

lSu

bsta

ntia

lSu

bsta

ntia

l –

Full–

per

de

partm

ent

Budg

et T

otal

R 1

,443

R 2

,148

R 2

,812

Budg

et T

otal

R 4

5,38

2R

53,4

49R

61,5

84

101


Sub

Prog

ram

me

2.3:

Sh

ared

Leg

al S

ervi

ces

Stra

tegi

c O

bjec

tive:

To

prov

ide

effe

ctiv

e le

gisl

atio

n se

rvic

es

Mea

sura

ble

Obj

ectiv

ePe

rfor

man

ce

Mea

sure

Indi

cato

r

2005

/06

Act

ual

R’0

00

2006

/07

Estim

ate

R’0

00

2007

/08

Bud

get

R’0

00

2007

/08

Targ

et(n

on fi

nanc

ial)

Qua

rter

1Ta

rget

Qua

rter

2Ta

rget

Qua

rter

3Ta

rget

Qua

rter

4Ta

rget

Mon

itorin

g M

echa

nism

Und

erta

ke a

nd m

onito

r th

e de

regu

latio

n of

all

obso

lete

legi

slat

ion

by

2008

/200

9

-R

15

-

-

--

-

Der

egul

atio

n of

all

obso

lete

legi

slat

ion

achi

eved

No

Con

sulta

tion

with

clie

nt

depa

rtmen

ts.

Der

egul

atio

n po

licy

deve

lope

d

Subm

it po

licy

to E

XCO

for

appr

oval

.

Publ

ish

appr

oved

po

licy.

Qua

rterly

repo

rts

-R

59

R 7

6

R

19,

000

R 1

9,00

0R

19,

000

R 1

9,00

0

Intro

duct

ion

of a

D

ereg

ulat

ion

Bill

in th

e le

gisl

atur

eIn

trodu

ced

in H

ouse

D

raft

Bill

deve

lope

d

Bill

subm

itted

to

the

Legi

slat

ure

for

cons

ider

atio

n.

Publ

icat

ion

of

adop

ted

Bill

(Act

).Q

uarte

rly re

ports

Prov

isio

n of

full

acce

ss

of p

rovi

ncia

l leg

isla

tion

to a

ll st

akeh

olde

rs b

y 20

09/2

010

R

323

R 1

,573

R 1

,702

R 4

25,5

00R

425

,500

R 4

25,5

00R

425

,500

% le

gisl

atio

n dr

afte

d in

si

mpl

e la

ngua

ge50

%

Bills

dra

fted

in

sim

ple

lang

uage

Bills

dra

fted

in

sim

ple

lang

uage

Bills

dra

fted

in

sim

ple

lang

uage

Bills

dra

fted

in

sim

ple

lang

uage

Qua

rterly

rep

orts

R 1

23R

120

R 1

48

R

37,

000

R 3

7,00

0R

37,

000

R 3

7,00

0

% o

f leg

isla

tion

trans

late

d in

to o

ther

of

ficia

l pro

vinc

ial

lang

uage

s

50%

Tr

ansl

ated

le

gisl

atio

nTr

ansl

ated

le

gisl

atio

nTr

ansl

ated

le

gisl

atio

nTr

ansl

ated

le

gisl

atio

nQ

uarte

rly r

epor

ts

Budg

et T

otal

R 4

46R

1,7

67R

1,9

26

Sub

Prog

ram

me

2.3:

Sh

ared

Leg

al S

ervi

ces

Stra

tegi

c O

bjec

tive:

To

co-o

rdin

ate

litig

atio

n ac

ross

all

prov

inci

al d

epar

tmen

ts

Mea

sura

ble

Obj

ectiv

ePe

rfor

man

ce

Mea

sure

Indi

cato

r

2005

/06

Act

ual

R’0

00

2006

/07

Estim

ate

R’0

00

2007

/08

Bud

get

R’0

00

2007

/08

Targ

et(n

on fi

nanc

ial)

Qua

rter

1Ta

rget

Qua

rter

2Ta

rget

Qua

rter

3Ta

rget

Qua

rter

4Ta

rget

Mon

itorin

g M

echa

nism

Gra

dual

ann

ual r

educ

tion

in

the

inci

denc

e of

litig

atio

n

R 4

996

R 3

,530

R 4

,170

R

2,7

89,0

00R

2,7

89,0

00R

2,7

89,0

00R

2,7

89,0

00

% re

duct

ion

in th

e in

cide

nce

of li

tigat

ion

in a

ll de

partm

ents

Red

uctio

n in

the

inci

denc

e of

litig

atio

n by

10

p.a.

2,5%

2,5%

2,5%

2,5%

Qua

rterly

per

form

ance

revi

ews

of

Lega

l Adm

inis

tratio

n O

ffice

rs

Gra

dual

ann

ual r

educ

tion

in

lega

l cos

tsR

4 9

96R

3,5

30R

4,1

70

R 1

,042

,500

R 1

,042

,500

R 1

,042

,500

R 1

,042

,500

% re

duct

ion

of le

gal c

osts

.R

educ

tion

in th

e co

st o

f lit

igat

ion

by 1

0% p

.a.

2.5%

2.5%

2.5%

2.5%

Qua

rterly

per

form

ance

revi

ews

of

Lega

l Adm

in O

ffice

rs

Faci

litat

e m

axim

um a

dher

ence

to

cou

rt or

ders

R 4

996

R 3

, 530

R 4

,170

R

338

,750

R 3

38,7

50R

338

,750

R 3

38,7

50

% re

duct

ion

in th

e in

cide

nce

of c

onte

mpt

of

cou

rt pr

ocee

ding

s,

mor

e pa

rticu

larly

in th

e D

epar

tmen

ts o

f Soc

ial

Dev

elop

men

t, H

ealth

and

Ed

ucat

ion

A 50

% re

duct

ion

in th

e in

cide

nce

of c

onte

mpt

of

cour

t pro

ceed

ings

in th

e D

epar

tmen

ts o

f Soc

ial

Dev

elop

men

t, H

ealth

and

Ed

ucat

ion

12,5

%12

,5%

12,5

%12

,5%

Qua

rterly

Per

form

ance

Rev

iew

s of

Leg

al A

dmin

istra

tion

Offi

cers

102


Sub

Prog

ram

me

2.3:

Sh

ared

Leg

al S

ervi

ces

Stra

tegi

c O

bjec

tive:

To

co-o

rdin

ate

litig

atio

n ac

ross

all

prov

inci

al d

epar

tmen

ts

Mea

sura

ble

Obj

ectiv

ePe

rfor

man

ce

Mea

sure

Indi

cato

r

2005

/06

Act

ual

R’0

00

2006

/07

Estim

ate

R’0

00

2007

/08

Bud

get

R’0

00

2007

/08

Targ

et(n

on fi

nanc

ial)

Qua

rter

1Ta

rget

Qua

rter

2Ta

rget

Qua

rter

3Ta

rget

Qua

rter

4Ta

rget

Mon

itorin

g M

echa

nism

Faci

litat

e m

axim

um r

ecov

ery

of fa

vour

able

cos

ts o

rder

s

R 3

84R

500

R 5

50

R

137

,500

R 1

37,5

00R

137

,500

R 1

37,5

00

% re

cove

ry o

f fav

oura

ble

cost

s or

ders

75%

reco

very

of f

avou

rabl

e co

sts

orde

rs

18,7

5%18

,75%

18,7

5%18

,75%

Qua

rterly

Per

form

ance

Rev

iew

s of

Leg

al A

dmin

istra

tion

Offi

cers

Budg

et T

otal

R 1

5,37

3R

11, 0

90R

13,

060

Sub

Prog

ram

me

2.3:

Sh

ared

Leg

al S

ervi

ces

Stra

tegi

c O

bjec

tive:

To

prov

ide

an e

ffect

ive

con

trac

t ser

vice

Mea

sura

ble

Obj

ectiv

e

Perf

orm

ance

M

easu

re

Indi

cato

r

2005

/06

Act

ual

R’0

00

2006

/07

Estim

ate

R’0

00

2007

/08

Bud

get

R’0

00

2007

/08

Targ

et(n

on fi

nanc

ial)

Qua

rter

1Ta

rget

Qua

rter

2Ta

rget

Qua

rter

3Ta

rget

Qua

rter

4Ta

rget

Mon

itorin

g M

echa

nism

Faci

litat

e m

axim

um

prot

ectio

n of

the

cont

ract

m

anag

emen

t int

eres

ts o

f cl

ient

dep

artm

ents

R 1

55R

237

R 2

57

R

64,

250

R 6

4,25

0R

64,

250

R 6

4,25

0

% b

reac

h of

co

ntra

ctua

l ob

ligat

ions

.O

ngoi

ng, q

uarte

rly re

ports

Esta

blis

h a

mon

itorin

g to

ol

Mon

itor

impl

emen

tatio

n of

m

onito

ring

tool

Mon

itor

impl

emen

tatio

n of

m

onito

ring

tool

Mon

itor

impl

emen

tatio

n of

m

onito

ring

tool

Qua

rterly

repo

rts

Gra

dual

ann

ual r

educ

tion

in c

osts

of d

rafti

ng o

f co

ntra

cts

R 1

28R

660

R 7

68

R

192

,000

R 1

92,0

00R

192

,000

R 1

92,0

00

% re

duct

ion

of c

osts

of

dra

fting

con

tract

s

Red

uctio

n in

con

tract

s ou

tsou

rced

by

depa

rtmen

ts

by 1

0%

Prov

isio

n of

lega

l ad

vice

and

sup

port

-2,5

%

Prov

isio

n of

leg

al

advi

ce a

nd s

uppo

rt -2

,5%

Prov

isio

n of

lega

l ad

vice

and

sup

port-

2,5%

Prov

isio

n of

lega

l ad

vice

and

sup

port-

2,5%

Qua

rterly

repo

rts

% o

f con

tract

s an

d ag

reem

ents

vet

ted

15%

10%

12%

14%

15%

Faci

litat

e m

axim

um

com

plia

nce

with

co

ntra

ctua

l obl

igat

ions

% c

ompl

ianc

e w

ith c

ontra

ctua

l ob

ligat

ions

Ensu

re th

at b

reac

hes

in

cont

ract

ual o

blig

atio

ns

are

kept

at a

n ab

solu

te

min

imum

Con

tract

m

anag

emen

t and

tra

inin

g

Con

tract

m

anag

emen

t and

tra

inin

g

Con

tract

man

agem

ent

and

train

ing

Con

tract

m

anag

emen

t and

tra

inin

gQ

uarte

rly re

ports

Effe

ctiv

e im

plem

enta

tion

of s

peci

al p

roje

cts

Leve

l of t

rans

fer

of fu

nds

to P

illay

Com

mis

ion

and

ASG

ISA

(EC

) PTY

LT

D

-R

11,4

14-

Budg

et T

otal

R 2

83R

897

R 1

,025

Sub-

Prog

ram

me

Tota

lR

16,

101

R 1

2,31

1R

16,0

11

103


Sub-

Prog

ram

me

2.4

Com

mun

icat

ion

Serv

ices

Stra

tegi

c O

bjec

tive:

To

prov

ide

lead

ersh

ip, i

nteg

ratio

n, c

oord

inat

ion

of c

omm

unic

atio

n an

d in

form

atio

n sy

stem

s in

the

prov

ince

.

Mea

sura

ble

Obj

ectiv

ePe

rfor

man

ce

Mea

sure

In

dica

tor

2005

/06

Estim

ate

R’0

00

2006

/07

Bud

get

R’0

00

2007

/08

Bud

get

R’0

00

2007

/08

Targ

et

(non

fin

anci

al)

Qua

rter

1

Targ

etQ

uart

er 2

Ta

rget

Qua

rter

3

Targ

etQ

uart

er 4

Ta

rget

Mon

itorin

g M

echa

nism

Hig

h le

vel o

f ann

ual

impl

emen

tatio

n of

C

omm

unic

atio

n St

rate

gy

Leve

l of s

yner

gy

in c

omm

unic

atin

g go

vern

men

t mes

sage

s,

prog

ram

mes

and

po

licie

s

R 5

0 R

38

R55

Goo

d

R15

000

R10

000

R15

000

R15

000

Con

sist

ent,

Sing

le

gove

rnm

ent

mes

sage

s co

mm

unic

ated

M

oder

ate

Mod

erat

eG

ood

Goo

d

Com

mun

icat

ions

st

rate

gy is

dev

elop

ed,

adop

ted

by to

p m

anag

emen

t and

EX

CO

and

impl

emen

ted

R70

0 R

920

R1,

335

Yes

R20

7 00

0R

407

000

R40

7 00

0R

307

000

Com

mun

icat

ions

St

rate

gyYe

s-

--

Annu

al c

ordi

al a

nd p

rodu

ctiv

e go

vern

men

t med

ia re

latio

ns

Leve

l of r

elat

ions

hip

betw

een

the

prov

inci

al

gove

rnm

ent,

Prem

ier

and

the

med

ia

R47

5 R

580

R60

0 G

ood

R15

0 00

0R

130

000

R22

5 00

0R

75 0

00M

edia

Mon

itorin

g R

epor

t and

Ana

lysi

s Ef

fect

ive

func

tioni

ng

of a

Pre

ss C

orps

Med

ia O

pini

on S

urve

y

Goo

d (p

er e

dito

r) G

ood

(per

edi

tor)

Goo

d (p

er e

dito

r) G

ood

(per

edi

tor)

Posi

tive

attit

udin

al c

hang

e to

war

ds th

e Pr

ovin

ce a

nd

the

serv

ices

pro

vide

d by

the

Ea

ster

n C

ape

gove

rnm

ent

by 2

009

Leve

l of i

mpr

oved

pu

blic

per

cept

ion

of th

e Ea

ster

n go

vern

men

t -

R 4

,000

R4,

000

Goo

dG

ood

Goo

dG

ood

Goo

d

Bran

ding

Mul

ti M

edia

C

ampa

ign

Esta

blis

hmen

t of a

Pr

ovin

cial

Mar

ketin

g C

ounc

il

Leve

l of i

mpl

emen

tatio

n of

Bra

ndin

g St

rate

gy

(non

e, li

mite

d,

subs

tant

ial,

full)

Full

Full

Full

Full

Full

Full

impl

emen

tatio

n of

the

gove

rnm

ent c

orpo

rate

iden

tity

by 2

009

Leve

l of

impl

emen

tatio

n of

the

gove

rnm

ent

corp

orat

e id

entit

yR

1,8

07R

2,6

34R

2,2

45G

ood

R 1

562

532

R

1 5

62 5

32R

1 5

62 5

32R

1 5

62 5

32

Goo

dG

ood

Goo

dG

ood

Achi

eve

a hi

gh le

vel o

f pub

lic

parti

cipa

tion

in th

e Im

bizo

, EX

CO

Out

reac

h, M

PCC

and

In

stitu

tiona

lised

Day

s a

t all

times

Leve

l of p

ublic

pa

rtici

patio

n in

all

Imbi

zo’s

, EXC

O

Out

reac

h, M

PCC

’s a

nd

Inst

itutio

nalis

ed D

ays

R45

0 R

600

R70

0 G

ood

R20

0 00

0R

150

000

R 1

00 0

00R

250

000

Nat

iona

l Im

bizo

’s h

eld

EXC

O O

utre

ach

held

Fu

lly fu

nctio

nal

MPC

C’s

N

umbe

r of E

vent

s ar

rang

ed

Goo

d G

ood

Goo

d G

ood

Achi

eve

a hi

gh le

vel o

f co

urte

ous,

effe

ctiv

e an

d ef

ficie

nt c

usto

mer

car

e se

rvic

es w

ithin

pro

vinc

ial

gove

rnm

ent a

t all

times

Leve

l of c

usto

mer

car

e in

Pro

vinc

e

R58

2

R60

4 R

686

Goo

d R

138

000

Goo

dR

138

000

Goo

dR

138

000

Goo

dR

138

000

Goo

d12

Ful

ly fu

nctio

nal

and

reso

urce

d C

usto

mer

Car

e un

its

in d

epar

tmen

ts (p

er

clus

ter)

esta

blis

hed

Leve

l of i

mpl

emen

tatio

n of

app

ropr

iate

cus

tom

er

care

pol

icy

and

stra

tegy

in

Pro

vinc

e

Goo

dG

ood

Goo

dG

ood

Goo

d

104


Sub-

Prog

ram

me

2.4

Com

mun

icat

ion

Serv

ices

Stra

tegi

c O

bjec

tive:

To

prov

ide

lead

ersh

ip, i

nteg

ratio

n, c

oord

inat

ion

of c

omm

unic

atio

n an

d in

form

atio

n sy

stem

s in

the

prov

ince

.

Mea

sura

ble

Obj

ectiv

ePe

rfor

man

ce

Mea

sure

In

dica

tor

2005

/06

Estim

ate

R’0

00

2006

/07

Bud

get

R’0

00

2007

/08

Bud

get

R’0

00

2007

/08

Targ

et

(non

fin

anci

al)

Qua

rter

1

Targ

etQ

uart

er 2

Ta

rget

Qua

rter

3

Targ

etQ

uart

er 4

Ta

rget

Mon

itorin

g M

echa

nism

A hi

gh le

vel o

f effe

ctiv

e an

d ef

ficie

ntly

run

Uni

t to

achi

eve

the

PGD

P go

als

Leve

l of e

ffect

iven

ess

and

effic

ienc

y an

d go

od

perfo

rman

ce o

f the

Uni

t R

4,30

0 R

4,5

82

R5,

267

Full

R86

7,00

0R

1,00

0,00

0R

1,50

0,00

0R

1,90

0,00

0

Annu

al R

epor

t Fu

llFu

llFu

llFu

ll

Budg

et to

tal

R8,

364

R13

,958

R14

,888

Sub-

Prog

ram

me

2.5

Info

rmat

ion

Com

mun

icat

ion

Tech

nolo

gy M

anag

emen

tSt

rate

gic

Obj

ectiv

e: T

o pr

ovid

e le

ader

ship

, int

egra

tion,

coo

rdin

atio

n of

com

mun

icat

ion

and

info

rmat

ion

syst

ems

in th

e pr

ovin

ce.

Mea

sura

ble

Obj

ectiv

ePe

rfor

man

ce M

easu

re In

dica

tor

2005

/06

Estim

ate

R’0

00

2006

/07

Bud

get

R’0

00

2007

/08

Bud

get

R’0

00

2007

/08

Targ

et

(non

fin

anci

al)

Qua

rter

1

Targ

etQ

uart

er 2

Ta

rget

Qua

rter

3

Targ

etQ

uart

er 4

Ta

rget

Mon

itorin

g M

echa

nism

Ensu

re a

ll pr

ovin

cial

and

OTP

IC

T po

licie

s ar

e im

plem

ente

d an

d al

igne

d to

nat

iona

l pol

icie

s an

nual

ly

ICT

Stra

tegy

for P

rovi

nce

appr

oved

R1,

100

R98

5R

1, 0

50

Yes

R21

0 00

0-

R27

0 00

0-

R25

5 00

0Ye

sR

220

000

Yes

Leve

l of i

mpl

emen

tatio

n of

ICT

Stra

tegy

Lim

ited

--

Lim

ited

Lim

ited

ICT

Stra

tegy

Sy

stem

s R

epor

t

Ove

r arc

hing

Pro

vinc

ial M

ISP

appr

oved

Yes

Yes

Yes

Yes

Yes

Leve

l of i

mpl

emen

tatio

n of

Pro

vinc

ial M

ISP

Lim

ited

-Li

mite

dLi

mite

dLi

mite

d

% o

f Pro

vinc

ial I

CT

polic

ies

and

stan

dard

s al

igne

d to

na

tiona

l plo

icie

s an

d st

anda

rds

and

upda

ted

with

in

the

first

6 m

onth

s w

here

app

licab

le10

0%10

0%10

0%10

0%10

0%

% o

f OTP

ICT

polic

ies

and

stan

dard

s an

d up

date

d w

ithin

the

first

6 m

onth

s w

here

app

licab

le10

0%70

%80

%90

%10

0%

% o

f sta

ff m

ade

awar

e of

exs

ting

and

upda

ted

polic

ies.

100%

65%

75%

90%

100%

Prov

ide

ongo

ing

secu

re u

ser

cent

ric in

tegr

ated

pro

vinc

ial

info

rmat

ion

in a

ccor

danc

e w

ith

the

Nat

iona

l e-G

ov s

trate

gy

Prio

ritis

ed in

form

atio

n m

anag

emen

t sys

tem

s fu

lly

func

tiona

l in

all s

pher

es o

f gov

erne

men

t (M

&E

Syst

em, K

now

ledg

e M

anag

emen

t, An

ti-C

orru

ptio

n,

etc)

R92

0R

1, 0

40R

1, 1

150

Yes

R14

5 00

0Ye

sR

420

000

Yes

R43

5 00

0Ye

sR

150

000

Yes

Syst

em R

epor

tsW

ebsi

teM

ulti-

lang

uage

, eye

-cat

chin

g pr

ovin

cial

web

site

exi

sts

and

upda

ted

annu

ally

Yes

Yes

Yes

Yes

Yes

% o

f tim

e th

at w

ebsi

te is

ava

ilabl

e99

.5%

99%

99%

99.5

%99

.5%

Rel

evan

t pro

vinc

ial i

nfor

mat

ion

upda

ted

wee

kly

on th

e pr

ovin

cial

web

site

Yes

Yes

Yes

Yes

Yes

Col

labo

ratio

n to

ol e

stab

lishe

d an

d up

date

d

Lev

el o

f dup

licat

ion

of a

ll in

form

atio

n sy

stem

s in

OTP

an

d th

e pr

ovin

ce (n

one,

lim

ited,

sub

stan

tial,

full)

R 6

,180

R 5

,795

R 6

,000

R

710

000

R97

0 00

0R

965

000

R80

5 00

0

Lim

ited

Lim

ited

Lim

ited

Lim

ited

Lim

ited

Dis

aste

r Rec

over

y Pl

an

Appr

oved

Pro

vinc

ial D

isas

ter R

ecov

ery

Plan

in p

lace

?Ye

sYe

sYe

sYe

sYe

s

Num

ber o

f una

utho

rised

intru

sion

s of

pro

vinc

ial

info

rmat

ion

netw

orks

00

00

0

Num

ber o

f int

egra

ted

prov

inci

al e

lect

roni

c se

rvic

es

deliv

ered

to th

e ci

tizen

s4

22

34

% u

ptim

e of

the

prov

inci

al e

-mai

l fac

ility

93-9

8%93

%94

%95

-96%

96-9

8%

105


Sub-

Prog

ram

me

2.5

Info

rmat

ion

Com

mun

icat

ion

Tech

nolo

gy M

anag

emen

tSt

rate

gic

Obj

ectiv

e: T

o pr

ovid

e le

ader

ship

, int

egra

tion,

coo

rdin

atio

n of

com

mun

icat

ion

and

info

rmat

ion

syst

ems

in th

e pr

ovin

ce.

Mea

sura

ble

Obj

ectiv

ePe

rfor

man

ce M

easu

re In

dica

tor

2005

/06

Estim

ate

R’0

00

2006

/07

Bud

get

R’0

00

2007

/08

Bud

get

R’0

00

2007

/08

Targ

et

(non

fin

anci

al)

Qua

rter

1

Targ

etQ

uart

er 2

Ta

rget

Qua

rter

3

Targ

etQ

uart

er 4

Ta

rget

Mon

itorin

g M

echa

nism

R 4

,565

R 3

,820

R 4

,620

R

480

000

R89

0 00

0R

1 19

0 00

0R

1 34

0 00

0

% o

f rel

evan

t pro

vinc

ial i

nfor

mat

ion

spat

ially

re

fere

nced

and

inte

grat

ed60

%45

%50

%55

%60

%

Syst

em R

epor

ts

Fully

func

tiona

l pro

vinc

ial i

nter

net m

appi

ng s

ervi

ce

exis

tsYe

sYe

sYe

sYe

sYe

s

Annu

al u

pgra

de o

f int

erne

t map

ping

ser

vice

s w

ith

the

late

st d

ata

sets

ava

ilabl

eYe

sYe

sYe

sYe

sYe

s

Leve

l of a

war

enes

s by

all

sphe

res

of g

over

nmen

t of

Geo

grap

hic

Info

rmat

ion

Syst

ems

(GIS

) (no

ne,

limite

d, s

ubst

antia

l, fu

ll)Su

bsta

ntia

lLi

mite

dLi

mite

dSu

bsta

ntia

lSu

bsta

ntia

l

Leve

l of a

war

enes

s by

mem

bers

of p

ublic

and

bu

sine

sses

of G

eogr

aphi

c In

form

atio

n Sy

stem

s (G

IS) (

none

, lim

ited,

sub

stan

tial,

full)

Lim

ited

Lim

ited

Lim

ited

Lim

ited

Lim

ited

Leve

l of u

sage

by

user

s ac

cord

ing

to th

eir l

evel

of

func

tions

(non

e, li

mite

d, s

ubst

antia

l, fu

ll)Su

bsta

ntia

lLi

mite

dLi

mite

dLi

mite

dSu

bsta

ntia

l

% o

f pro

vinc

e co

vere

d by

rect

ified

imag

ery

at a

re

solu

tion

of 5

m o

r les

s70

%50

%55

%65

%70

%

Prov

ide

and

ensu

re p

rovi

ncia

l an

d O

TP -

ICT

infra

stru

ctur

e su

itabl

e to

pro

vinc

ial n

eeds

R 5

1,26

2R

48,

696

R 4

9,40

8

R

8 15

4 00

0R

11 4

44 0

00R

11 8

15 0

00R

8 99

5 00

0

Num

ber o

f gov

ernm

ent i

nstit

utio

ns30

027

028

029

030

0

Syst

em R

epor

ts

% o

f gov

ernm

ent i

nstit

utio

ns c

onne

cted

at a

m

inim

um s

peed

of 1

28kb

90%

85%

86%

87.5

0%90

%

% u

ptim

e of

the

OTP

and

pro

vinc

ial n

etw

orks

98.5

0%98

%98

%98

.50%

98.5

0%

Leve

l of a

dher

ence

to p

rovi

ncia

l gui

delin

es a

nd

stan

dard

s: lo

cal a

rea

netw

orks

with

in m

ulti-

depa

rtmen

t bui

ldin

gs in

the

prov

ince

(non

e,

limite

d, s

ubst

antia

l, fu

ll)

Subs

tant

ial

Subs

tant

ial

Subs

tant

ial

Subs

tant

ial

Subs

tant

ial

Leve

l of p

opul

atio

n w

ho a

re c

onne

cted

to th

e In

tern

etLi

mite

dLi

mite

dLi

mite

dLi

mite

dLi

mite

d

Faci

litat

e th

e la

ndin

g of

EAS

SY in

the

East

ern

Cap

eLi

mite

dLi

mite

dLi

mite

dLi

mite

dLi

mite

d

Cre

ate

and

co-o

rdin

ate

a C

all C

entre

Age

ncy

for

the

prov

ince

Yes

--

Yes

Yes

Effe

ctiv

ely

and

effic

ient

ly m

anag

ed d

epar

tmen

tal

tele

phon

e sy

stem

.Ye

sYe

sYe

sYe

sYe

s

To im

prov

e co

mpu

ter l

itera

cy o

f go

vern

men

t em

ploy

ees

on a

n an

nual

bas

is

R 2

,650

R 1

,949

R 2

,500

R

444

000

R75

9 00

0R

751

000

R54

6 00

0

Leve

l of c

ompu

ter l

itera

cy o

f gov

ernm

ent

empl

oyee

sLi

mite

dLi

mite

dLi

mite

dLi

mite

dLi

mite

dSy

stem

Rep

orts

Budg

et T

otal

R 6

8,67

7R

64,

171

R 6

6,71

8

106


Sub

Prog

ram

me

2.6:

A

nti-C

orru

ptio

n an

d Pr

ovin

cial

Sec

urity

St

rate

gic

Obj

ectiv

e: T

o en

sure

ong

oing

tran

sfor

mat

ion

of In

stitu

tiona

l cap

acity

to im

prov

e pr

ovin

cial

adm

inis

trat

ive

effic

ienc

y an

d ef

fect

iven

ess

Mea

sura

ble

Obj

ectiv

ePe

rfor

man

ce

Mea

sure

Indi

cato

r

2005

/06

Act

ual

R’0

00

2006

/07

Estim

ate

R’0

00

2007

/08

Bud

get

R’0

00

2007

/08

Targ

et(n

on fi

nanc

ial)

Qua

rter

1Ta

rget

Qua

rter

2Ta

rget

Qua

rter

3Ta

rget

Qua

rter

4Ta

rget

Mon

itorin

g M

echa

nism

Ensu

re a

hig

h le

vel

of e

thic

al &

sec

urity

aw

aren

ess,

pro

fess

iona

l et

hics

trai

ning

, fra

ud a

nd

corru

ptio

n m

anag

emen

tat

all

times

-R

140

R 1

76

R

41,

000

R 5

0,00

0R

50,

000

R 3

5,00

0

Leve

l of e

thic

al &

sec

urity

aw

aren

ess,

pro

fess

iona

l et

hics

trai

ning

, fra

ud a

nd

corru

ptio

n m

anag

emen

t

Hig

hH

igh

Hig

hH

igh

Hig

h

Atte

ndan

ce

and

com

plet

ed

eval

uatio

n fo

rms.

Is

sued

ce

rtific

ates

.

Ensu

re th

e ef

fect

ive

impl

emen

tatio

n of

the

appr

oved

ant

i cor

rupt

ion

cont

rol m

easu

res/

plan

at

all t

imes

R

258

R 2

58

R

64,

500

R 6

4,50

0R

64,

500

R 6

4,50

0

Leve

l of i

mpl

emen

tatio

n of

the

appr

oved

ant

i co

rrupt

ion

cont

rol

mea

sure

s/pl

an

Goo

dG

ood

Goo

dG

ood

Goo

dR

epor

ts

Effe

ctiv

e co

-ord

inat

ion

of a

nti c

orru

ptio

n an

d se

curit

y in

itiat

ives

with

ot

her s

take

hold

ers

on a

n on

goin

g ba

sis

Lev

el o

f co-

ordi

natio

n of

an

ti co

rrupt

ion

and

secu

rity

initi

ativ

es w

ith o

ther

st

akeh

olde

rs

R 1

20R

144

R 2

68

R

67,

000.

00R

67,

000.

00R

67,

000.

00R

67,

000.

00

Goo

dG

ood

Goo

dG

ood

Goo

dR

epor

ts

Esta

blis

h an

effe

ctiv

e an

d ef

ficie

nt d

atab

ase

man

agem

ent a

nd s

ecur

ity

man

agem

ent s

yste

m.

Lev

el o

f ef

fect

iven

ess

and

effic

ienc

y of

dat

abas

e m

anag

emen

t and

sec

urity

m

anag

emen

t sys

tem

.R

1,2

74R

1,4

78R

1,4

78

R

369

,500

R 3

69,5

00R

369

,500

R 3

69,5

00

Goo

dG

ood

Goo

dG

ood

Goo

d

Rep

orts

Prov

ide

an e

Effe

ctiv

e m

anag

emen

t and

in

vest

igat

ion

of H

otlin

e an

d w

hist

le b

low

ing

serv

ices

at a

ll tim

es

Leve

l of

man

agem

ent a

nd

inve

stig

atio

n of

Hot

line

and

whi

stle

blo

win

g se

rvic

es

Goo

dG

ood

Goo

dG

ood

Goo

d

Ensu

re th

e ef

fect

ive

impl

emen

tatio

n of

M

inim

um In

form

atio

n Se

curit

y St

anda

rds

(MIS

S) a

t all

times

R 8

50R

821

R 9

01

R 2

25,2

50R

225

,250

R 2

25,2

50R

225

,250

Leve

l of i

mpl

emen

tatio

n of

Min

imum

Info

rmat

ion

Secu

rity

Stan

dard

s (M

ISS)

G

ood

Goo

dG

ood

Goo

dG

ood

Budg

et-T

otal

R 2

,244

R 3

,079

R 3

,081

107


Sub-

Prog

ram

me

3.1

Dep

uty

Dire

ctor

-Gen

eral

: Pol

icy

and

Gov

erna

nce

Stra

tegi

c O

bjec

tive:

To

lead

, co-

ordi

nate

and

sup

port

inte

grat

ed p

rovi

ncia

l dev

elop

men

t pla

nnin

g, p

olic

y an

d op

erat

ions

, and

pos

ition

the

OTP

as

the

cent

re o

f pol

icy,

pla

nnin

g, M

&E

and

Rep

ortin

g

Mea

sura

ble

Obj

ectiv

ePe

rfor

man

ce M

easu

re

Indi

cato

r

2005

/06

Act

ual

R’0

00

2006

/07

Estim

ate

R’0

00

2007

/08

Bud

get

R’0

00

2007

/08

Targ

et(n

on fi

nanc

ial)

Qua

rter

1Ta

rget

Qua

rter

2Ta

rget

Qua

rter

3Ta

rget

Qua

rter

4Ta

rget

Mon

itorin

g M

echa

nism

A ca

pabl

e P&

G b

ranc

h th

at e

ffici

ently

and

ef

fect

ivel

y di

scha

rges

its

man

date

by

2009

.

R 6

00R

915

R 1

,126

R 2

69,4

88R

372

,012

R 2

37,7

50R

246

,750

% o

f app

rove

d po

sts

that

are

fille

d70

- 95

%70

- 95

%70

- 95

%70

- 95

%70

- 95

%PE

RSA

L Va

canc

y ra

tes

Org

anog

ram

me

Stru

ctur

e re

view

ed?

Yes

Yes

Yes

Yes

Yes

% o

f Stra

tegi

c O

bjec

tives

ach

ieve

d in

lin

e w

ith b

udge

t allo

catio

n85

– 9

0%85

– 9

0%85

– 9

0%85

– 9

0%85

– 9

0%

R 3

0R

38

R 4

1

R 1

0,31

5R

12,

438

R 4

,216

R 1

4,03

1

Num

ber o

f par

tner

ship

pro

ject

s2

22

22

Min

utes

of

mee

tings

C

abin

et re

solu

tions

% o

f par

tner

ship

pro

ject

s th

at a

chie

ve

set o

bjec

tives

with

in b

udge

t allo

cate

d85

%75

%75

%85

%85

%

Effe

ctiv

ely

lead

the

Gov

erna

nce

and

Adm

inis

tratio

n (G

&A)

clus

ter t

o fo

cus

on re

sults

an

d pr

oduc

e ef

fect

ive

and

effic

ient

ope

ratio

ns a

nd

deci

sion

mak

ing

R 1

29R

590

R 6

19

R 1

54,6

80R

154

,880

R 6

1,94

0R

247

,500

Leve

l of a

lignm

ent o

f G &

A C

lust

er

prog

ram

me

of a

ctio

n w

ith s

trate

gic

dire

ctio

n of

gov

ernm

ent (

none

, lim

ited,

su

bsta

ntia

l or f

ull)

Full

Lim

ited

Lim

ited

Subs

tant

ial

Subs

tant

ial

Min

utes

of

mee

tings

(pol

itica

l an

d te

chni

cal)

Leve

l of a

dmin

istra

tive

and

tech

nica

l su

ppor

t for

ope

ratio

n an

d de

cisi

on

mak

ing

proc

esse

s of

G&A

clu

ster

an

d ca

bine

t com

mitt

ee (n

one,

lim

ited,

su

bsta

ntia

l or f

ull)

Full

Lim

ited

Lim

ited

Subs

tant

ial

Subs

tant

ial

Budg

et T

otal

R 7

59R

1545

R 1

,788

108


Sub-

Prog

ram

me

3.2.

1:

Prov

inci

al P

olic

y an

d Pl

anni

ngSt

rate

gic

Obj

ectiv

e: T

o le

ad, c

oord

inat

e an

d su

ppor

t res

pons

ive

and

inte

grat

ed p

rovi

ncia

l dev

elop

men

t pla

nnin

g an

d po

licy.

Mea

sura

ble

Obj

ectiv

ePe

rfor

man

ce

Mea

sure

Indi

cato

r

2005

/06

Act

ual

R’0

00

2006

/07

Estim

ate

R’0

00

2007

/08

Bud

get

R’0

00

2007

/08

Targ

et(n

on fi

nanc

ial)

Qua

rter

1Ta

rget

Qua

rter

2Ta

rget

Qua

rter

3Ta

rget

Qua

rter

4Ta

rget

Mon

itorin

g M

echa

nism

Exte

nsiv

e ev

iden

ce

of p

lann

ing

and

perfo

rman

ce

mea

sure

men

t exi

sts

in

gove

rnm

ent a

t all

times

-R

491

R 6

28

R18

0R

134

R12

7R

187

Gen

eric

pla

nnin

g an

d pe

rform

ance

mea

sure

men

t sc

hedu

le c

reat

ed?

Yes

Yes

Yes

Yes

Yes

Plan

ning

doc

s R

epor

ts

Dep

t-spe

cific

pla

nnin

g an

d pe

rform

ance

mea

sure

men

t sc

hedu

le c

reat

ed?

Yes

Yes

Yes

Yes

Yes

Num

ber o

f pla

nnin

g do

cum

ents

fina

lised

(in

clud

ing

polic

y br

iefs

, pu

blic

atio

ns, r

esea

rch

pape

rs, p

olic

y an

alys

is, e

tc)

2-10

2-10

2-10

2-10

2-10

Plan

ning

and

pol

icy

capa

city

an

d ca

pabi

lity

asse

ssm

ent

done

in a

ll de

partm

ents

?Ye

sYe

sYe

sYe

sYe

s

% o

f rec

omm

enda

tions

of

plan

ning

and

pol

icy

capa

city

an

d ca

pabi

lity

asse

ssm

ent,

impl

emen

ted

75%

25%

40%

50%

75%

Gen

eric

pla

nnin

g m

etho

dolo

gy/ t

ools

/ mod

el

deve

lope

d?Ye

sYe

sYe

sYe

sYe

s

% o

f dep

artm

ents

usi

ng

appr

oved

pla

nnin

g m

etho

dolo

gy/ t

ools

/ mod

el70

%20

%35

%50

%70

%

% o

f dep

artm

ents

us

ing

appr

oved

pol

icy

deve

lopm

ent m

etho

dolo

gy/

tool

s/m

odel

50%

15%

25%

35%

50%

% o

f dep

artm

ents

usi

ng

appr

oved

dis

trict

co-

ordi

natio

n m

etho

dolo

gy/

tool

s/ m

odel

50%

15%

25%

35%

50%

109


Sub-

Prog

ram

me

3.2.

1:

Prov

inci

al P

olic

y an

d Pl

anni

ngSt

rate

gic

Obj

ectiv

e: T

o le

ad, c

oord

inat

e an

d su

ppor

t res

pons

ive

and

inte

grat

ed p

rovi

ncia

l dev

elop

men

t pla

nnin

g an

d po

licy.

Mea

sura

ble

Obj

ectiv

ePe

rfor

man

ce

Mea

sure

Indi

cato

r

2005

/06

Act

ual

R’0

00

2006

/07

Estim

ate

R’0

00

2007

/08

Bud

get

R’0

00

2007

/08

Targ

et(n

on fi

nanc

ial)

Qua

rter

1Ta

rget

Qua

rter

2Ta

rget

Qua

rter

3Ta

rget

Qua

rter

4Ta

rget

Mon

itorin

g M

echa

nism

Ensu

re fu

ll al

ignm

ent

betw

een

the

stra

tegi

c an

d an

nual

per

form

ance

pl

ans

of d

epar

tmen

ts in

lin

e w

ith th

e pr

ovin

cial

St

rate

gic

plan

ning

gui

de,

incl

usiv

e of

the

NPO

A,

PGD

P, ID

Ps, N

SDP/

PSD

P, A

SGIS

A, a

nd

impr

oved

com

plia

nce

with

Nat

iona

l Tre

asur

y gu

idel

ines

Stra

tegi

c an

d An

nual

Per

form

ance

Pl

ans

R 1

,592

R 3

,951

R 4

,058

R 3

92,6

24R

1,0

14,0

55R

1,6

37,2

67R

1,0

14,0

55

Rep

orts

NT

and

PT C

ompl

ianc

e R

epor

ts

Ow

n st

udie

s

Leve

l of i

nteg

ratio

n ac

hiev

ed

betw

een

the

stra

tegi

c an

d an

nual

per

form

ance

pla

ns o

f de

partm

ents

and

the

NPO

A.

(Non

e, L

imite

d, S

ubst

antia

l, Fu

ll –

by e

ach

depa

rtmen

t)

Full

Subs

tant

ial

- -

Full

% o

f stra

tegi

c an

d an

nual

pe

rform

ance

pla

ns th

at a

re

fully

alig

ned

with

NPO

A (p

er

depa

rtmen

t)

90%

70

%

--

90%

Leve

l of i

nteg

ratio

n ac

hiev

ed

betw

een

the

stra

tegi

c an

d an

nual

per

form

ance

pla

ns o

f de

partm

ents

and

the

PGD

P (N

one,

Lim

ited,

Sub

stan

tial,

Full

– by

eac

h de

partm

ent)

Full

Subs

tant

ial

--

Full

% o

f stra

tegi

c an

d an

nual

pe

rform

ance

pla

ns th

at a

re

fully

alig

ned

with

PG

DP

(per

de

partm

ent)

100%

80%

--

100%

Leve

l of i

nteg

ratio

n ac

hiev

ed

betw

een

the

stra

tegi

c an

d an

nual

per

form

ance

pla

ns

of d

epar

tmen

ts a

nd ID

Ps

(Non

e, L

imite

d, S

ubst

antia

l, Fu

ll –

by e

ach

depa

rtmen

t)

Subs

tant

ial

Subs

tant

ial

Subs

tant

ial

Subs

tant

ial

Subs

tant

ial

% o

f stra

tegi

c an

d an

nual

pe

rform

ance

pla

ns a

nd ID

Ps

that

are

fully

alig

ned

(per

de

partm

ent)

80%

50%

-80

%80

%

Leve

l of i

nteg

ratio

n ac

hiev

ed

betw

een

the

stra

tegi

c an

d an

nual

per

form

ance

pla

ns o

f de

partm

ents

and

the

NSD

P/PS

DP

(Non

e, L

imite

d,

Subs

tant

ial,

Full

– by

eac

h de

partm

ent)

Subs

tant

ial

Subs

tant

ial

--

Subs

tant

ial

% o

f stra

tegi

c an

d an

nual

pe

rform

ance

pla

ns a

nd

NSD

P/PS

DP

that

are

fully

al

igne

d (p

er d

epar

tmen

t)

70%

50%

--

70%

Leve

l of c

ompl

ianc

e w

ith N

T gu

idel

ines

on

stra

tegi

c an

d an

nual

per

form

ance

pla

ns

(Non

e, L

imite

d, S

ubst

antia

l, Fu

ll –

by e

ach

depa

rtmen

t)

Subs

tant

ial

Subs

tant

ial

Subs

tant

ial

Subs

tant

ial

Subs

tant

ial

110


Sub-

Prog

ram

me

3.2.

1:

Prov

inci

al P

olic

y an

d Pl

anni

ngSt

rate

gic

Obj

ectiv

e: T

o le

ad, c

oord

inat

e an

d su

ppor

t res

pons

ive

and

inte

grat

ed p

rovi

ncia

l dev

elop

men

t pla

nnin

g an

d po

licy.

Mea

sura

ble

Obj

ectiv

ePe

rfor

man

ce

Mea

sure

Indi

cato

r

2005

/06

Act

ual

R’0

00

2006

/07

Estim

ate

R’0

00

2007

/08

Bud

get

R’0

00

2007

/08

Targ

et(n

on fi

nanc

ial)

Qua

rter

1Ta

rget

Qua

rter

2Ta

rget

Qua

rter

3Ta

rget

Qua

rter

4Ta

rget

Mon

itorin

g M

echa

nism

Com

plet

e a

subs

tant

ial

bi-a

nnua

l (ev

ery

two

year

s) re

view

of t

he

PGD

P-

R 2

,086

R 2

,255

R

277

,112

R 8

40,9

31R

702

,375

R 4

34,5

81

Subs

tant

ial r

evie

w o

f PG

DP

com

plet

ed?

100%

com

plet

ed [1

st

bi-a

nnua

l rev

iew

]60

%80

%10

0%10

0%

Annu

al p

erfo

rman

ce

plan

s PG

DP

Ref

eren

ce

Gro

up

Ove

r-arc

hing

indu

stria

l st

rate

gy fi

nalis

ed?

Yes

Yes

Yes

Yes

Yes

Sect

or p

lans

on

indu

stria

l de

velo

pmen

t fin

alis

edIn

dust

rial d

evel

opm

ent

stra

tegy

fina

lised

Yes

Yes

Yes

Yes

Spat

ial d

evel

opm

ent p

lan

final

ised

?Sp

atia

l dev

elop

men

t pla

n fin

alis

ed -

Yes

Yes

Yes

Yes

Infra

stru

ctur

e de

man

d pl

an

final

ised

?

--

--

Leve

l of i

mpl

emen

tatio

n of

se

ctor

pla

ns o

n in

dust

rial

deve

lopm

ent (

Non

e,

Lim

ited,

Sub

stan

tial,

Full

– by

rele

vant

dep

artm

ents

)

Lim

ited

Lim

ited

Lim

ited

Lim

ited

Lim

ited

Leve

l of i

mpl

emen

tatio

n of

sp

atia

l dev

elop

men

t pla

n (N

one,

Lim

ited,

Sub

stan

tial,

Full

– by

eac

h de

partm

ent)

Lim

ited

Lim

ited

Lim

ited

Lim

ited

Lim

ited

Leve

l of i

mpl

emen

tatio

n of

in

frast

ruct

ure

dem

and

none

, Li

mite

d, S

ubst

antia

l, Fu

ll –

by re

leva

nt d

epar

tmen

ts)

Non

eN

one

Non

eN

one

Non

e

111


Sub-

Prog

ram

me

3.2.

1:

Prov

inci

al P

olic

y an

d Pl

anni

ngSt

rate

gic

Obj

ectiv

e: T

o le

ad, c

oord

inat

e an

d su

ppor

t res

pons

ive

and

inte

grat

ed p

rovi

ncia

l dev

elop

men

t pla

nnin

g an

d po

licy.

Mea

sura

ble

Obj

ectiv

ePe

rfor

man

ce

Mea

sure

Indi

cato

r

2005

/06

Act

ual

R’0

00

2006

/07

Estim

ate

R’0

00

2007

/08

Bud

get

R’0

00

2007

/08

Targ

et(n

on fi

nanc

ial)

Qua

rter

1Ta

rget

Qua

rter

2Ta

rget

Qua

rter

3Ta

rget

Qua

rter

4Ta

rget

Mon

itorin

g M

echa

nism

Impr

ove

Clu

ster

ef

ficie

ncy

and

effe

ctiv

enes

s on

an

ongo

ing

basi

s

-R

200

R 3

26

--

R 1

63R

163

Co-

ordi

natio

n m

echa

nism

in

plac

e fo

r eac

h cl

uste

r?Ye

sYe

sYe

sYe

sYe

s

Clu

ster

sur

vey

Rep

ort

Clu

ster

Rep

orts

Leve

l of c

lust

er s

atis

fact

ion

with

ser

vice

rend

ered

as

secr

etar

iat (

poor

, ave

rage

, hi

gh, e

xcel

lent

– p

er d

ept/

mun

icip

ality

/ stru

ctur

e/ k

ey

cust

omer

)

Clu

ster

sat

isfa

ctio

n av

erag

e to

hig

h –

per d

ept

Non

eN

one

R 1

,035

R 1

,581

R 1

,804

R

451,

000

R 4

51,0

00R

451,

000

R 4

51,0

00

Leve

l of c

o-or

dina

tion

in p

lace

for e

ach

clus

ter

(Non

e, L

imite

d, S

ubst

antia

l, Fu

ll –

by e

ach

depa

rtmen

t)

Subs

tant

ial

Subs

tant

ial

Subs

tant

ial

Subs

tant

ial

Subs

tant

ial

Leve

l of s

ecre

taria

l sup

port

prov

ided

to e

ach

clus

ter

(Non

e, L

imite

d, S

ubst

antia

l, Fu

ll –

by e

ach

depa

rtmen

t)

Full

Subs

tant

ial

Subs

tant

ial

Full

Full

% a

ttend

ance

of H

OD

s at

cl

uste

r mee

tings

80%

50%

60%

70%

80%

% c

lust

er p

riorit

ies/

ob

ject

ives

ach

ieve

d 75

%60

%70

%75

%75

%

Leve

l of a

lignm

ent w

ith

natio

nal c

lust

er p

riorit

ies

Subs

tant

ial

Subs

tant

ial

Subs

tant

ial

Subs

tant

ial

Subs

tant

ial

Leve

l of p

artic

ipat

ion

of

loca

l gov

ernm

ent s

pher

e in

cl

uste

rsSu

bsta

ntia

lSu

bsta

ntia

lSu

bsta

ntia

lSu

bsta

ntia

lSu

bsta

ntia

l

Clu

ster

-bas

ed b

udge

ting

syst

em fi

nalis

ed?

Con

cept

dev

elop

ed a

nd

impl

emen

ted.

Con

cept

de

velo

ped.

Con

cept

de

velo

ped

acce

pted

Clu

ster

-bas

ed

budg

etin

g sy

stem

fin

alis

ed.

Con

cept

de

velo

ped

and

impl

emen

ted.

Uni

form

eva

luat

ion

syst

em

for t

rack

ing

impa

ct o

f op

erat

ions

of t

he c

lust

ers

final

ised

?

Uni

form

eva

luat

ion

syst

em fi

nalis

ed.

Uni

form

ev

alua

tion

syst

em

final

ised

.

Uni

form

eva

luat

ion

syst

em fi

nalis

ed.

Uni

form

ev

alua

tion

syst

em fi

nalis

ed.

Annu

al C

lust

er S

ervi

ce

Del

iver

y R

epor

t com

plet

ed?

100%

com

plet

ed.

100%

com

plet

ed.

100%

co

mpl

eted

.10

0% c

ompl

eted

.10

0%

com

plet

ed.

Inte

grat

ed P

lann

ing

& Bu

dget

ing

Fram

ewor

k fin

alis

ed?

Con

cept

impl

emen

ted

Con

cept

im

plem

ente

dC

once

pt

impl

emen

ted

Con

cept

im

plem

ente

dC

once

pt

impl

emen

ted

112


Sub-

Prog

ram

me

3.2.

1:

Prov

inci

al P

olic

y an

d Pl

anni

ngSt

rate

gic

Obj

ectiv

e: T

o le

ad, c

oord

inat

e an

d su

ppor

t res

pons

ive

and

inte

grat

ed p

rovi

ncia

l dev

elop

men

t pla

nnin

g an

d po

licy.

Mea

sura

ble

Obj

ectiv

ePe

rfor

man

ce

Mea

sure

Indi

cato

r

2005

/06

Act

ual

R’0

00

2006

/07

Estim

ate

R’0

00

2007

/08

Bud

get

R’0

00

2007

/08

Targ

et(n

on fi

nanc

ial)

Qua

rter

1Ta

rget

Qua

rter

2Ta

rget

Qua

rter

3Ta

rget

Qua

rter

4Ta

rget

Mon

itorin

g M

echa

nism

Ong

oing

effe

ctiv

e m

anag

emen

t and

re

view

s of

EC

SEC

C

and

ECAT

U, Y

outh

C

omm

issi

on a

nd R

ULI

V,

in a

ccor

danc

e w

ith

stan

dard

Ser

vice

Lev

el

Agre

emen

ts a

nd re

leva

nt

legi

slat

ion

R 4

4,32

9R

48,

842

R 1

,628

(A

dmin

fee)

R 4

06,9

25R

406

,925

R 4

06,9

25R

406

,925

R52

,931

,000

[T

rans

fer

Paym

ents

to 3

x P/

Entit

ies

and

RU

LIV]

R 1

3,23

3,00

0R

13,

233,

000

R 1

3,23

3,00

0R

13,

233

SLA’

s an

d M

OA

with

RU

LIV

appr

oved

?Ye

sYe

sYe

sYe

sYe

sFi

nanc

ial s

tate

men

ts

re: p

roof

of p

aym

ents

tra

nsfe

rred

to P

ublic

En

titie

s, a

nd R

ULI

V.

SLA’

s M

OU

Q

uarte

rly R

epor

ts

SLA’

s an

d M

OA

revi

ewed

?Ye

sYe

sYe

sYe

sYe

s

4 qu

arte

rly p

erfo

rman

ce

revi

ews

cond

ucte

d?Ye

sYe

sYe

sYe

sYe

s

% c

ompl

ianc

e w

ith S

LA’s

an

d M

OA

80%

60%

70%

75%

80%

Leve

l of t

echn

ical

sup

port

to

the

publ

ic e

ntiti

es.

Subs

tant

ial

Subs

tant

ial

Subs

tant

ial

Subs

tant

ial

Subs

tant

ial

Budg

et T

otal

R 4

6,95

6R

57,1

51R

63,6

30

113


Sub-

Prog

ram

me

3.2.

2:

Mon

itorin

g &

Eva

luat

ion

Stra

tegi

c O

bjec

tive:

Pro

mot

e im

prov

ed m

onito

ring,

eva

luat

ion

and

repo

rtin

g on

the

impl

emen

tatio

n of

the

PGD

P an

d ot

her g

over

nmen

t prio

ritie

s

Mea

sura

ble

Obj

ectiv

ePe

rfor

man

ce

Mea

sure

Indi

cato

r

2005

/06

Act

ual

2006

/07

Estim

ate

2007

/08

Bud

get

2007

/08

Targ

etQ

uart

er 1

Qua

rter

2Q

uart

er 3

Qua

rter

4M

onito

ring

Mec

hani

sm

R’0

00R

’000

R’0

00(n

on fi

nanc

ial)

Targ

etTa

rget

Targ

etTa

rget

Ensu

re th

e fu

ll al

ignm

ent

of th

e pr

ovin

cial

M

&E s

yste

m w

ith th

e G

over

nmen

t wid

e M

&E

syst

em p

resc

ripts

by2

009

R 0

R 2

00R

100

R 5

0,00

0R

50,

000

--

Leve

l of a

lignm

ent o

f pr

ovin

cial

M&E

sys

tem

w

ith n

atio

nal G

over

nmen

t W

ide

M&E

requ

irem

ents

Subs

tant

ial -

Ful

lSu

bsta

ntia

l Su

bsta

ntia

lSu

bsta

ntia

l F

ull

Mon

itorin

g R

epor

ts

Ensu

re th

e fu

ll co

mpl

ianc

e by

the

E C

ape

publ

ic

sect

or to

the

requ

irem

ents

of

the

prov

inci

al

mon

itorin

g pl

an a

nd to

ols

by 2

009

R 8

50R

500

R 1

,500

R 3

75,0

00R

375

,000

R 3

75,0

00R

375

,000

Leve

l of c

ompl

ianc

e by

pr

ovin

cial

dep

artm

ents

w

ith th

e pr

ovin

cial

m

onito

ring

plan

and

tool

s

Subs

tant

ial -

Ful

lSu

bsta

ntia

l - F

ull

Subs

tant

ial -

Ful

lSu

bsta

ntia

l - F

ull

Subs

tant

ial -

Ful

l

Mon

itorin

g R

epor

ts

Leve

l of c

ompl

ianc

e by

pu

blic

ent

ities

with

the

prov

inci

al m

onito

ring

plan

an

d to

ols

Subs

tant

ial

Lim

ited

Lim

ited

Lim

ited

Subs

tant

ial

Leve

l of c

ompl

ianc

e by

di

stric

t mun

icip

aliti

es

and

NM

Met

ro w

ith th

e pr

ovin

cial

mon

itorin

g pl

an

and

tool

s

Subs

tant

ial

Lim

ited

Lim

ited

Lim

ited

Subs

tant

ial

Leve

l of c

ompl

ianc

e by

lo

cal m

unic

ipal

ities

with

th

e pr

ovin

cial

mon

itorin

g pl

an a

nd to

ols

Subs

tant

ial

Lim

ited

Lim

ited

Lim

ited

Subs

tant

ial

Incr

ease

M&E

Cap

abilit

y in

the

E C

ape

Publ

ic

Sect

or e

very

yea

r

R 1

00R

440

R 1

,180

R

340

,000

R 3

40,0

00R

300

,000

R 2

00,0

00

Leve

l of c

ompl

ianc

e by

pr

ovin

cial

dep

artm

ents

w

ith th

e pr

ovin

cial

M&E

ca

pabi

lity

plan

Subs

tant

ial

Subs

tant

ial

Subs

tant

ial

Subs

tant

ial

Subs

tant

ial

Mon

itorin

g R

epor

tsLe

vel o

f com

plia

nce

by

publ

ic e

ntiti

es w

ith th

e pr

ovin

cial

M&E

cap

abilit

y pl

an

Lim

ited-

sub

stan

tial

Lim

ited

Lim

ited

Lim

ited

Lim

ited-

su

bsta

ntia

l

Leve

l of c

ompl

ianc

e by

di

stric

t mun

icip

aliti

es

and

NM

Met

ro w

ith th

e pr

ovin

cial

M&E

cap

abilit

y pl

an

Lim

ited-

sub

stan

tial

Lim

ited

Lim

ited

Lim

ited

Lim

ited-

su

bsta

ntia

l

Leve

l of c

ompl

ianc

e by

loca

l mun

icip

aliti

es

with

the

prov

inci

al M

&E

capa

bilit

y pl

an

Lim

ited-

sub

stan

tial

Lim

ited

Lim

ited

Lim

ited

Lim

ited-

su

bsta

ntia

l

114


Sub-

Prog

ram

me

3.2.

2:

Mon

itorin

g &

Eva

luat

ion

Stra

tegi

c O

bjec

tive:

Pro

mot

e im

prov

ed m

onito

ring,

eva

luat

ion

and

repo

rtin

g on

the

impl

emen

tatio

n of

the

PGD

P an

d ot

her g

over

nmen

t prio

ritie

s

Mea

sura

ble

Obj

ectiv

ePe

rfor

man

ce

Mea

sure

Indi

cato

r

2005

/06

Act

ual

2006

/07

Estim

ate

2007

/08

Bud

get

2007

/08

Targ

etQ

uart

er 1

Qua

rter

2Q

uart

er 3

Qua

rter

4M

onito

ring

Mec

hani

sm

R’0

00R

’000

R’0

00(n

on fi

nanc

ial)

Targ

etTa

rget

Targ

etTa

rget

Annu

ally

impr

ove

the

qual

ity, f

requ

ency

and

flo

w o

f M &

E in

form

atio

n in

dep

artm

ents

, Pub

lic

Entit

ies

and

loca

l go

vern

men

t to

info

rm

exec

utiv

e an

d se

nior

m

anag

emen

t dec

isio

n-m

akin

g.

R 5

00R

500

R 1

,000

R 4

00R

400

R 1

00R

100

Leve

l of i

nfor

mat

ion

flow

in

to th

e M

& E

sys

tem

Goo

dPo

or -

Goo

dPo

or -

Goo

dG

ood

Goo

d

Mon

itorin

g R

epor

ts

Leve

l of R

epor

ting

Info

rmat

ion

from

the

M

& E

syst

em p

rovi

ded

to th

e ex

ecut

ive

and

seni

or m

anag

emen

t in

depa

rtmen

ts, P

ublic

En

titie

s an

d lo

cal

gove

rnm

ent

Goo

dPo

or -

Goo

dPo

or -

Goo

dG

ood

Goo

d

Ensu

re th

e fu

ll ut

ilisat

ion

of m

onito

ring

and

eval

uatio

n in

form

atio

n to

su

ppor

t im

prov

emen

ts in

pr

iorit

ised

pro

gram

mes

, po

licie

s an

d pr

actic

es o

n an

ong

oing

bas

is

R 2

,500

R 3

,376

R 2

,900

R

500

,000

R 2

,000

,000

R 1

,000

,000

R 4

00,0

00

Num

ber o

f prio

ritis

ed

mon

itorin

g an

d ev

alua

tion

repo

rts c

omm

issi

oned

ta

rget

ing

vario

us

prog

ram

mes

, pol

icie

s an

d pr

actic

es

64

11

0

Mon

itorin

g an

d Ev

alua

tion

Rep

orts

Num

ber o

f prio

ritis

ed

prog

ram

me,

pol

icy

and

prac

tice

impr

ovem

ents

re

com

men

datio

ns

mad

e fro

m th

e va

rious

m

onito

ring

and

eval

uatio

n re

ports

30-

1010

10

Perc

enta

ge o

f prio

ritis

ed

prog

ram

me,

pol

icy

and

prac

tice

impr

ovem

ent

reco

mm

enda

tions

im

plem

ente

d em

anat

ing

from

the

vario

us

mon

itorin

g an

d ev

alua

tion

repo

rts im

plem

ente

d

65%

-10

%45

%65

%

115


Sub-

Prog

ram

me

3.2.

2:

Mon

itorin

g &

Eva

luat

ion

Stra

tegi

c O

bjec

tive:

Pro

mot

e im

prov

ed m

onito

ring,

eva

luat

ion

and

repo

rtin

g on

the

impl

emen

tatio

n of

the

PGD

P an

d ot

her g

over

nmen

t prio

ritie

s

Mea

sura

ble

Obj

ectiv

ePe

rfor

man

ce

Mea

sure

Indi

cato

r

2005

/06

Act

ual

2006

/07

Estim

ate

2007

/08

Bud

get

2007

/08

Targ

etQ

uart

er 1

Qua

rter

2Q

uart

er 3

Qua

rter

4M

onito

ring

Mec

hani

sm

R’0

00R

’000

R’0

00(n

on fi

nanc

ial)

Targ

etTa

rget

Targ

etTa

rget

Iden

tify,

co-

ordi

nate

and

en

sure

the

reso

lutio

n of

va

rious

prio

ritis

ed s

ervi

ce

deliv

ery

chal

leng

es m

ore

spee

dily

eve

ry y

ear

R 5

0R

2,5

13R

4,0

00

R

1,0

00,0

00R

1,0

00,0

00R

1,0

00,0

00R

1,0

00,0

00

Num

ber o

f ser

vice

de

liver

y ch

alle

nges

id

entif

ied

by th

e Se

rvic

e D

eliv

ery

Med

iato

rs a

nd

Mon

itors

100

2525

2525

Mon

itorin

g R

epor

ts

% o

f ser

vice

del

iver

y ch

alle

nges

reso

lved

with

in

30 w

orki

ng d

ays

25%

25%

25%

25%

25%

% o

f ser

vice

del

iver

y ch

alle

nges

reso

lved

with

in

30 -9

0 w

orki

ng d

ays

40%

40%

40%

40%

40%

% o

f ser

vice

del

iver

y ch

alle

nges

reso

lved

with

in

90 -1

20 w

orki

ng d

ays

10%

10%

10%

10%

10%

Budg

et T

otal

R 4

,000

R 7

,529

R10

,680

116


Sub

Prog

ram

me

3.3

Inte

r-go

vern

men

tal R

elat

ions

/ In

tern

atio

nal a

nd In

ter-

gove

rnm

enta

l R

elat

ions

and

Pro

toco

l

Stra

tegi

c O

bjec

tive

1: T

o Es

tabl

ish

and

man

age

an e

ffect

ive

inte

rgov

ernm

enta

l rel

atio

ns s

yste

m fo

r the

pro

mot

ion

of c

oope

rativ

e go

vern

ance

Mea

sura

ble

Obj

ectiv

ePe

rfor

man

ce

Mea

sure

/ Ind

icat

or

2005

/06

Act

ual

R’0

00

2006

/07

Estim

ate

R’0

00

2007

/08

Bud

get

R’0

00

2007

/08

Targ

et(n

on fi

nanc

ial)

Qua

rter

1Ta

rget

Qua

rter

2Ta

rget

Qua

rter

3Ta

rget

Qua

rter

4Ta

rget

Mon

itorin

g M

echa

nism

Faci

litat

e th

e fu

ll im

plem

enta

tion

of IG

R A

ct

by 2

008/

2009

R 1

,105

R 1

,222

R 1

,233

R

309

,000

R 3

08,0

00R

308

,000

R 3

08,0

00

Leve

l of f

unct

ioni

ng o

f pr

ovin

cial

and

mun

icip

al

IGR

foru

ms.

Su

bsta

ntia

lLi

mite

dLi

mite

dSu

bsta

ntia

lSu

bsta

ntia

lIG

R q

uarte

rly a

nd a

nnua

l re

ports

and

repo

rts fr

om

serv

ice

deliv

ery

mon

itors

at

M&E

sec

tion

of

PCM

U b

ranc

h of

OTP

Leve

l of I

mpl

emen

tatio

n of

re

solu

tions

take

n by

PC

FFu

llSu

bsta

ntia

lSu

bsta

ntia

lFu

llFu

ll

Ove

rsee

and

coo

rdin

ate

invo

lvem

ent o

f all

gove

rnm

ent d

epar

tmen

ts

in th

e im

plem

enta

tion

of th

e 5

Year

Loc

al

Gov

ernm

ent S

trate

gic

Agen

da(2

006-

2011

) at

all t

imes

R 6

86R

641

R 9

81

R

245

,250

R 2

45,2

50R

245

,250

R 2

45,2

50

Leve

l of i

nteg

rate

d pr

ovin

cial

IGR

Sec

reta

rial

serv

ices

. Su

bsta

ntia

lLo

wLo

wSu

bsta

ntia

lSu

bsta

ntia

lR

epor

ts to

TSG

and

PC

F m

eetin

gs a

nd fo

llow

up

s on

dec

isio

ns o

f IG

R

foru

ms

Leve

l of f

acilit

atio

n of

ha

nds

on s

uppo

rt to

loca

l go

vern

men

t and

pub

lic

parti

cipa

tion.

Goo

d

Ove

rsee

and

coo

rdin

ate

inte

rnat

iona

l se

rvic

e re

nder

ed to

mee

t de

velo

pmen

tal c

halle

nges

of

the

prov

ince

R 6

46R

560

R 4

41

R 1

10,0

00R

110

,000

R 1

10,0

00R

111

,000

Leve

l of i

mpl

emen

tatio

n of

th

e In

tern

atio

nal R

elat

ions

St

rate

gy

Subs

tant

ial

Low

Low

Subs

tant

ial

Subs

tant

ial

Perio

dic

and

annu

al

repo

rts

--

R 3

60

R

90,

000

R 9

0,00

0R

90,

000

R 9

0,00

0

Leve

l of s

uppo

rt to

pr

ovin

cial

dep

artm

ents

on

dono

r man

agem

ent.

Lim

ited

- Sub

stan

tial

Lim

ited

- Su

bsta

ntia

lLi

mite

d -

Subs

tant

ial

Lim

ited

- Su

bsta

ntia

lLi

mite

d - S

ubst

antia

lQ

uarte

rly a

nd a

nnua

l re

ports

Effe

ctiv

e m

anag

emen

t of

pro

toco

l ser

vice

s an

d pr

ojec

ts

R 6

41R

794

R83

1

R

207

,750

R 2

07,7

50R

207

,750

R 2

07,7

50

Leve

l of c

ompl

ianc

e w

ith

SA P

roto

col,

Gui

delin

es

and

Etiq

uette

Full

Subs

tant

ial

Subs

tant

ial

Full

Full

Qua

rterly

and

ann

ual

repo

rts

BUD

GET

TO

TAL

R 3

,078

R 3

,417

R3,

846

117


Sub-

Prog

ram

me

3.4:

Spe

cial

Pro

gram

mes

Stra

tegi

c O

bjec

tive:

To

faci

litat

e, c

oord

inat

e an

d m

onito

r the

effe

ctiv

e im

plem

enta

tion

of c

onst

itutio

nal,

regi

onal

and

inte

rnat

iona

l m

anda

tes

and

corr

espo

ndin

g pr

ovin

cial

pol

icie

s th

at u

nder

pin

gend

er e

qual

ity

Mea

sura

ble

Obj

ectiv

ePe

rfor

man

ce

Mea

sure

Indi

cato

r

2005

/06

Act

ual

R’0

00

2006

/07

Estim

ate

R’0

00

2007

/08

Bud

get

R’0

00

2007

/08

Targ

et

(non

fina

ncia

l)Q

uart

er 1

Ta

rget

Qua

rter

2

Targ

etQ

uart

er 3

Ta

rget

Qua

rter

4

Targ

etM

onito

ring

Mec

hani

sm

All P

rovi

ncia

l gov

ernm

ent

depa

rtmen

ts m

ains

tream

th

e G

ende

r Pol

icy

Fram

ewor

k in

to p

lann

ing,

pr

ogra

mm

es a

nd

stra

tegi

es

R 3

49R

549

R 5

25

R

100

000

R 2

00 0

00R

150

000

R 7

5 00

0

Perc

enta

ge o

f the

ag

reed

gen

der b

ase-

line

indi

cato

rs o

utlin

ed in

th

e po

licy

fram

ewor

k do

cum

ent i

mpl

emen

ted

by

all d

epar

tmen

ts

50%

15%

30%

40%

50%

Qua

rterly

Rep

orts

D

epar

tmen

tal r

epor

t ba

ck s

essi

ons

R 1

50R

350

R 5

56

R

50

000

R 1

00 0

00R

356

000

R 5

0 00

0

Perc

enta

ge o

f the

SA

DC

Com

mitm

ents

an

d pr

ogra

mm

es li

nked

to

16

Day

s of

Act

ivis

m

cam

paig

n im

plem

ente

d 10

0%25

%50

%75

%10

0%D

epar

tmen

tal S

ADC

co

mm

itmen

ts re

ports

Effe

ctiv

e ou

tsou

rcin

g of

W

omen

’s M

onth

/Day

and

In

tern

atio

nal W

omen

’s

Day

R 1

,208

R 8

24R

700

R

100

000

R 5

50 0

00R

25

000

R 2

5 00

0

Leve

l of o

rgan

isat

ion

of

Wom

en’s

Day

eve

nts

in c

onsu

ltatio

n w

ith o

ur

offic

e.Su

bsta

ntia

l-

Subs

tant

ial

Subs

tant

ial

-Po

st e

vent

repo

rt

All p

rovi

ncia

l pro

gram

mes

ge

nder

foca

l poi

nts

train

ed in

gen

der a

naly

sis

at a

ll tim

es

-R

101

R 5

35

R

135

000

R 1

35 0

00R

133

000

R 1

32 0

00

Num

ber o

f tra

inin

g se

ssio

ns in

gen

der

anal

ysis

for g

ende

r foc

al

poin

ts

4 Se

ssio

ns1

11

11

Trai

ning

repo

rt pe

r qu

arte

r

118


Sub-

Prog

ram

me

3.4:

Spe

cial

Pro

gram

mes

Stra

tegi

c O

bjec

tive:

To

faci

litat

e, c

o-or

dina

te a

nd m

onito

r the

effe

ctiv

e im

plem

enta

tion

of c

onst

itutio

nal,

regi

onal

and

in

tern

atio

nal m

anda

tes

with

rega

rds

to g

ende

r, di

sabi

lity,

chi

ldre

n an

d th

e el

derly

Mea

sura

ble

Obj

ectiv

ePe

rfor

man

ce M

easu

re

Indi

cato

r

2005

/06

Act

ual

R’0

00

2006

/07

Estim

ate

R’0

00

2007

/08

Bud

get

R’0

00

2007

/08

Targ

et

(non

fin

anci

al)

Qua

rter

1

Targ

etQ

uart

er 2

Ta

rget

Qua

rter

3

Targ

etQ

uart

er 4

Ta

rget

Mon

itorin

g M

echa

nism

All

prov

inci

al

prog

ram

mes

fo

cuss

ing

on th

e m

ains

tream

ing

of

child

ren,

eld

erly

, ge

nder

and

dis

abilit

y in

the

prov

ince

are

al

igne

d to

nat

iona

l an

d pr

ovin

cial

pr

iorit

ies

at a

ll tim

es

Incl

uded

in

OR

C b

udge

tR

1,2

52R

1,4

20

R

355

000

R 3

55 0

00R

355

000

R 3

55 0

00

Leve

l of c

o-or

dina

tion

prov

inci

al

prog

ram

mes

focu

ssin

g on

the

mai

nstre

amin

g of

chi

ldre

n, e

lder

ly ,

gend

er a

nd d

isab

ility

in th

e pr

ovin

ce

whi

ch a

re a

ligne

d to

nat

iona

l and

pr

ovin

cial

prio

ritie

s

1 O

SW, O

SDP

and

OR

C&E

P pr

ogra

mm

e al

igne

d to

nat

iona

l an

d pr

ovin

cial

pr

iorit

ies

1 O

SW, O

SDP

and

OR

C&E

P pr

ogra

mm

e al

igne

d to

na

tiona

l and

pr

ovin

cial

pr

iorit

ies

1 O

SW, O

SDP

and

OR

C&E

P pr

ogra

mm

e al

igne

d to

nat

iona

l an

d pr

ovin

cial

pr

iorit

ies

1 O

SW, O

SDP

and

OR

C&E

P pr

ogra

mm

e al

igne

d to

nat

iona

l and

pr

ovin

cial

prio

ritie

s

1 O

SW, O

SDP

and

OR

C&E

P pr

ogra

mm

e al

igne

d to

nat

iona

l an

d pr

ovin

cial

pr

iorit

ies

Qua

rterly

repo

rts

Dep

artm

enta

l; re

port

back

se

ssio

ns

Num

ber o

f opp

ortu

nitie

s fo

r nat

iona

l tra

inin

g an

d m

eetin

gs a

nd e

xcha

nge

prog

ram

mes

to s

uppo

rt pr

ovin

cial

al

ignm

ent

123

33

3

Qua

rterly

re

ports

on

natio

nal t

rain

ing,

m

eetin

gs a

nd

exch

ange

pr

ogra

mm

es

All s

pher

es o

f go

vern

men

t in

the

prov

ince

hav

e in

tegr

ated

dis

abilit

y in

to a

nnua

l pla

nnin

g,

prog

ram

mes

and

st

rate

gies

at a

ll tim

es

R 2

39R

389

R 4

39

R

110

000

R 1

10 0

00R

110

000

R 1

09 0

00

Leve

l of c

ompl

ianc

e o

f im

plem

enta

tion

of In

tegr

ated

D

isab

ility

Polic

y Fr

amew

ork

- a

nnua

l 1%

incr

ease

in th

e nu

mbe

r of

dis

able

d pe

ople

em

ploy

ed w

ithin

al

l pro

vinc

ial d

epar

tmen

ts

- 30%

of p

rovi

ncia

l dep

artm

ents

hav

e pl

ans

and

prog

ram

mes

to a

ddre

ss

acce

ss is

sues

Lim

ited

Lim

ited

Lim

ited

Lim

ited

Lim

ited

Qua

rterly

equ

ity

repo

rts fr

om

depa

rtmen

ts a

nd

dist

ricts

R 1

81R

385

R 2

85

R

72

000

R 7

2 00

0R

71

000

R 7

0 00

0

% o

f dis

trict

and

loca

l mun

icip

aliti

es

with

Eco

nom

ic E

mpo

wer

men

t Pr

ojec

ts a

nd b

usin

esse

s w

ith

disa

bled

peo

ple

40%

10%

20%

30%

40%

Dis

trict

repo

rts

Dat

abas

e of

pr

ojec

ts a

nd

busi

ness

es o

f pe

ople

with

di

sabi

litie

s

119


Sub-

Prog

ram

me

3.4:

Spe

cial

Pro

gram

mes

Stra

tegi

c O

bjec

tive:

To

faci

litat

e, c

o-or

dina

te a

nd m

onito

r the

effe

ctiv

e im

plem

enta

tion

of c

onst

itutio

nal,

regi

onal

and

in

tern

atio

nal m

anda

tes

with

rega

rds

to g

ende

r, di

sabi

lity,

chi

ldre

n an

d th

e el

derly

Mea

sura

ble

Obj

ectiv

ePe

rfor

man

ce M

easu

re

Indi

cato

r

2005

/06

Act

ual

R’0

00

2006

/07

Estim

ate

R’0

00

2007

/08

Bud

get

R’0

00

2007

/08

Targ

et

(non

fin

anci

al)

Qua

rter

1

Targ

etQ

uart

er 2

Ta

rget

Qua

rter

3

Targ

etQ

uart

er 4

Ta

rget

Mon

itorin

g M

echa

nism

R 3

33R

448

R 3

49

R

10

000

R 1

0 00

0R

319

000

R 1

0 00

0

All s

pher

es o

f go

vern

men

t in

the

prov

ince

hav

e in

tegr

ated

dis

abilit

y in

to a

nnua

l pla

nnin

g,

prog

ram

mes

and

st

rate

gies

at a

ll tim

es

Leve

l of o

bser

vanc

e of

all

prov

inci

al d

epar

tmen

ts a

nd d

istri

ct

mun

icip

aliti

es re

flect

ing

prog

ram

mes

th

at o

bser

ve In

tern

atio

nal D

ay o

f D

isab

led

Pers

ons

Lim

ited

- Su

bsta

ntia

lLi

mite

d -

Subs

tant

ial

Lim

ited

- Sub

stan

tial

Lim

ited

- Su

bsta

ntia

lLi

mite

d -

Subs

tant

ial

Inte

rnat

iona

l D

ay o

f Dis

able

d Pe

rson

s re

port

and

deliv

erab

les

R 1

64R

264

R 1

68

R 4

2 00

0R

42

000

R 4

2 00

0R

42

000

Leve

l of o

bser

vanc

e of

aw

aren

ess

wee

ks-b

lind,

epi

leps

y, d

eaf,

men

tal

disa

bilit

y(no

ne, l

imite

d, s

ubst

antia

l, fu

ll)

Lim

ited

- Su

bsta

ntia

lLi

mite

d -

Subs

tant

ial

Lim

ited

- Sub

stan

tial

Lim

ited

- Su

bsta

ntia

lLi

mite

d -

Subs

tant

ial

Obs

erva

nce

wee

ks re

ports

R 7

2R

175

R 1

75

R

44

000

R 4

4 00

0R

40

000

R 4

7 00

0

Num

ber o

f dis

able

d pe

ople

in

Lead

ersh

ip T

rain

ing

prog

ram

mes

12

0 tra

ined

30

trai

ned

30 tr

aine

d30

trai

ned

30 tr

aine

d

Dat

abas

e of

di

sabi

lity

in

lead

ersh

ip

prog

ram

me

and

reco

rds

R 6

00-

R 1

88

R

40

000

R 4

9 00

0R

50

000

R 4

9 00

0

Leve

l of i

mpa

ct a

sses

smen

t of

econ

omic

em

pow

erm

ent o

f dis

able

d pe

ople

Lim

ited

- Su

bsta

ntia

lLi

mite

d -

Subs

tant

ial

Lim

ited

- Sub

stan

tial

Lim

ited

- Su

bsta

ntia

lLi

mite

d -

Subs

tant

ial

Qua

rterly

fe

edba

ck

sess

ions

with

se

rvic

e pr

ovid

er

120


Sub-

Prog

ram

me

3.4:

Spe

cial

Pro

gram

mes

Stra

tegi

c O

bjec

tive:

To

faci

litat

e, c

o-or

dina

te a

nd m

onito

r the

effe

ctiv

e im

plem

enta

tion

of c

onst

itutio

nal,

regi

onal

and

in

tern

atio

nal m

anda

tes

with

rega

rds

to g

ende

r, di

sabi

lity,

chi

ldre

n an

d th

e el

derly

Mea

sura

ble

Obj

ectiv

ePe

rfor

man

ce M

easu

re

Indi

cato

r

2005

/06

Act

ual

R’0

00

2006

/07

Estim

ate

R’0

00

2007

/08

Bud

get

R’0

00

2007

/08

Targ

et

(non

fin

anci

al)

Qua

rter

1

Targ

etQ

uart

er 2

Ta

rget

Qua

rter

3

Targ

etQ

uart

er 4

Ta

rget

Mon

itorin

g M

echa

nism

All s

pher

es o

f go

vern

men

t in

the

prov

ince

hav

e in

tegr

ated

dis

abilit

y in

to a

nnua

l pla

nnin

g,

prog

ram

mes

and

st

rate

gies

at a

ll tim

es

R 6

00R

400

R 3

50

R

88

000

R 8

8 00

0R

87

000

R 8

7 00

0

Num

ber o

f Pro

vinc

ial a

nd N

atio

nal

depa

rtmen

tal a

nnua

l per

form

ance

pl

ans

that

refle

ct th

e pr

otec

tion

and

prom

otio

n of

the

right

s of

chi

ldre

n an

d ol

der p

erso

ns

82

22

2D

epar

tmen

tal

and

dist

rict

repo

rts

R 8

01R

686

R 6

61

R

61

000

R 2

50 0

00R

300

000

R 5

0 00

0

Num

ber o

f dep

artm

enta

l and

dis

trict

m

unic

ipal

ity p

lans

and

bud

get w

hich

re

flect

pro

gram

mes

that

obs

erve

in

stitu

tiona

lised

day

s fo

r chi

ldre

n an

d ol

der p

erso

ns

12

8 de

partm

ents

4

dist

rict

mun

icip

aliti

es

3 2 de

partm

ents

1

dist

rict

mun

icip

aliti

es

3 2 de

partm

ents

1

dist

rict

mun

icip

aliti

es

3 2 de

partm

ents

1

dist

rict

mun

icip

aliti

es

3 2 de

partm

ents

1

dist

rict

mun

icip

aliti

es

Dep

artm

enta

l pl

ans

and

quar

terly

repo

rts

All s

pher

es o

f go

vern

men

t in

the

prov

ince

pro

tect

an

d pr

omot

e th

e ec

onom

ic

empo

wer

men

t of

the

elde

rly in

thei

r in

ann

ual p

lann

ing,

pr

ogra

mm

es a

nd

stra

tegi

es a

t all

times

-R

175

R 3

00

R

75

000

R 7

5 00

0R

75

000

R 7

5 00

0

% o

f dep

artm

enta

l and

dis

trict

m

unic

ipal

ity p

rogr

amm

es w

ith

econ

omic

em

pow

erm

ent p

rogr

amm

es

and

proj

ects

for o

lder

per

sons

4%4%

4%4%

4%

Qua

rterly

D

epar

tmen

tal

and

dist

rict

repo

rts o

n ec

onom

ic

empo

wer

men

t D

atab

ase

deve

lope

d fo

r ol

der p

erso

ns

econ

omic

ally

em

pow

ered

121


Sub-

Prog

ram

me

3.4:

Spe

cial

Pro

gram

mes

Stra

tegi

c O

bjec

tive:

To

faci

litat

e, c

o-or

dina

te a

nd m

onito

r the

effe

ctiv

e im

plem

enta

tion

of c

onst

itutio

nal,

regi

onal

and

in

tern

atio

nal m

anda

tes

with

rega

rds

to g

ende

r, di

sabi

lity,

chi

ldre

n an

d th

e el

derly

Mea

sura

ble

Obj

ectiv

ePe

rfor

man

ce M

easu

re

Indi

cato

r

2005

/06

Act

ual

R’0

00

2006

/07

Estim

ate

R’0

00

2007

/08

Bud

get

R’0

00

2007

/08

Targ

et

(non

fin

anci

al)

Qua

rter

1

Targ

etQ

uart

er 2

Ta

rget

Qua

rter

3

Targ

etQ

uart

er 4

Ta

rget

Mon

itorin

g M

echa

nism

OR

C a

nd E

P ef

fect

ivel

y su

ppor

t al

ignm

ent t

o na

tiona

l se

ctor

prio

ritie

s

R 2

50R

250

R 2

00

R

50

000

R 5

0 00

0R

50

000

R 5

0 00

0

Num

ber o

f opp

ortu

nitie

s fo

r qua

rterly

na

tiona

l tra

inin

g an

d m

eetin

gs, a

nd

exch

ange

pro

gram

mes

to s

uppo

rt pr

ovin

cial

alig

nmen

t

41

11

1

Qua

rterly

repo

rts

on n

atio

nal

train

ing

and

exch

ange

pr

ogra

mm

es

R 3

50R

319

R 2

50

R

63

000

R 6

3 00

0R

62

000

R 6

2 00

0

Num

ber o

f co

nsul

tatio

ns w

ith

Prov

inci

al A

dvis

ory

Cou

ncil

for

Chi

ldre

n an

d th

e O

lder

Per

sons

Fo

rum

4 qu

arte

rly1

11

1

Qua

rterly

repo

rts

on th

e Pr

ovin

cial

Ad

viso

ry C

ounc

il fo

r Chi

ldre

n an

d th

e O

lder

Pe

rson

s Fo

rum

Budg

et T

otal

R 5

,297

R 6

,567

R 7

,101

122


Sub-

Prog

ram

me

3.5:

Pre

mie

r’s P

riorit

y Pr

ojec

tsSt

rate

gic

Obj

ectiv

e: T

o fa

cilit

ate,

co-

ordi

nate

and

mon

itor t

he e

ffect

ive

impl

emen

tatio

n of

con

stitu

tiona

l, re

gion

al a

nd

inte

rnat

iona

l man

date

s w

ith re

gard

s to

gen

der,

disa

bilit

y, c

hild

ren

and

the

elde

rly

Mea

sura

ble

Obj

ectiv

ePe

rfor

man

ce M

easu

re

Indi

cato

r

2005

/06

Act

ual

R’0

00

2006

/07

Estim

ate

R’0

00

2007

/08

Bud

get

R’0

00

2007

/08

Targ

et

(non

fin

anci

al)

Qua

rter

1

Targ

etQ

uart

er 2

Ta

rget

Qua

rter

3

Targ

etQ

uart

er 4

Ta

rget

Mon

itorin

g M

echa

nism

APR

M p

rogr

amm

e of

act

ion

(PO

A)

fully

impl

emen

ted

in a

ccor

danc

e w

ith

targ

ets

set a

t nat

iona

l le

vel

--

R15

0

R 5

0 00

0R

100

000

R 1

00,0

00R

50

000

Exte

nt to

whi

ch th

e ta

rget

s se

t in

the

POA

have

bee

n m

et20

%-4

0%10

%10

%20

%25

%R

epor

t sub

mitt

ed

to P

rovi

ncia

l G

over

ning

C

ounc

il on

qu

arte

rly b

asis

% in

volv

emen

t of a

ll go

vern

men

t an

d no

n-go

vern

men

t sta

keho

lder

s in

the

POA

60%

-70%

40%

50%

60%

70%

Loca

l dec

isio

n m

akin

g pi

lot p

roje

ct

impl

emen

tatio

n ha

s st

arte

d in

at l

east

two

loca

l aut

horit

y ar

eas

with

the

supp

ort

of a

ll sp

here

s of

go

vern

men

t and

the

loca

l com

mun

ities

be

ing

evid

ent

--

R 1

50

R 5

0 00

0R

100

000

R 1

00,0

00R

50

000

Perc

enta

ge o

f tar

gets

set

for t

he p

ilot

proj

ects

met

10-2

0 %

510

1520

Qua

rterly

repo

rts

subm

itted

to

Gov

. and

Ad

min

. Clu

ster

C

omm

ittee

Leve

l of i

nvol

vem

ent o

f sta

keho

lder

s fro

m a

ll sp

here

s of

gov

ernm

ent a

nd

com

mun

ity-

-R

50

R 1

2,50

0R

12,5

00R

12,5

00R

12,

500

Full

Full

Full

Full

Full

Qua

rterly

repo

rts

subm

itted

to

foru

m re

latin

g to

the

vario

us

sphe

res

of

gove

rnm

ent

Faci

litat

e th

e fu

ll in

tegr

atio

n of

the

CD

W p

rogr

amm

e in

on

goin

g pe

rform

ance

pl

ans

of a

ll pr

ovin

cial

go

vern

men

t de

partm

ents

at a

ll tim

es

Leve

l of i

nteg

ratio

n of

CD

W

prog

ram

me

in o

ngoi

ng p

erfo

rman

ce

plan

s of

all

prov

inci

al g

over

nmen

t de

partm

ents

--

R 5

0

R 1

2,50

0R

12,5

00R

12,5

00R

12,

500

Hig

hH

igh

Hig

hH

igh

Hig

h

Rep

orts

su

bmitt

ed

to p

rovi

ncia

l co

ordi

natin

g co

mm

ittee

on

a qu

arte

rly b

asis

Budg

et T

otal

--

R 4

00

Prog

ram

me

1: A

dmin

istr

atio

n: T

otal

Bud

get

R50

,811

R53

,861

R59

,540

Prog

ram

me

2: IB

T: T

otal

Bud

get

R14

2,52

8R

161,

555

R16

4,82

7

Prog

ram

me

3: P

&G

: Tot

al B

udge

tR

60,0

90R

76,0

23R

87,4

45

Gra

nd T

otal

of O

TP B

udge

tR

253,

429

R29

1,43

9R

311,

812


Service Delivery Improvement Plan


124


OF

FIC

E O

F T

HE

PR

EM

IER

SE

RV

ICE

DE

LIV

ER

Y I

MP

RO

VE

ME

NT

PL

AN

RE

LA

TIN

G T

O G

EN

ER

IC S

ER

VIC

ES

PR

OV

IDE

D T

O S

UP

PL

IER

S,

AP

PL

ICA

NT

S F

OR

VA

CA

NT

PO

ST

S A

ND

TO

GE

NE

RA

L P

UB

LIC

, D

EPA

RT

ME

NT

S, P

UB

LIC

EN

TIT

IES

, LO

CA

L G

OV

ER

NM

EN

T A

ND

OT

HE

R K

EY

STA

KE

HO

LD

ER

S

KEY

SER

VIC

ESE

RVI

CE

BEN

EFIC

IARY

CU

RR

ENT

STA

ND

AR

DD

ESIR

ED S

TAN

DA

RD

Rel

atio

nshi

ps w

ith s

uppl

iers

Supp

liers

Qua

ntity

:40

0 su

pplie

rsQ

uant

ity:

1000

sup

plie

rs

Qua

lity:

Qua

lity:

• C

onsu

ltatio

n O

ne S

uppl

ier D

ay p

er a

nnum

, tel

epho

ne fa

x,

mai

l, br

ochu

res

• C

onsu

ltatio

nSu

pplie

r Day

, tel

epho

ne fa

x, m

ail,

broc

hure

s, e

mai

l, on

e (1

) roa

dsho

w p

er a

nnum

in d

istri

cts

of p

rovi

nce

• Ac

cess

One

Sup

plie

r Day

,Vis

its to

our

offi

ces,

te

leph

one,

fax,

mai

l, El

ectro

nic

paym

ents

• Ac

cess

One

Sup

plie

r Day

,Vis

its to

our

offi

ces,

tele

phon

e,

fax,

mai

l, w

ebsi

te, e

lect

roni

c pa

ymen

ts, p

rope

rly

com

plet

ed s

uppl

ier r

egis

tratio

n fo

rms

rece

ived

sha

ll be

cap

ture

d w

ithin

5 w

orki

ng d

ays

of re

ceip

t and

su

pplie

r num

ber i

ssue

d w

ithin

10

wor

king

day

s th

erea

fter,

elec

troni

c em

ail w

ill be

repl

ied

to w

ithin

2

wor

king

day

s, in

vita

tions

to m

eetin

gs w

ill be

sup

plie

d 7

days

prio

r to

the

mee

ting.

• C

ourte

syAn

swer

ing

of te

leph

one

with

in 8

ring

s•

Cou

rtesy

Wea

ring

of n

ame

tags

by

all o

ffici

als,

iden

tific

atio

n of

na

me

of o

ffici

al o

ver t

he te

leph

one,

sug

gest

ion

box,

an

swer

ing

of te

leph

one

with

in 5

ring

s in

a fr

iend

ly

man

ner,

answ

erin

g se

rvic

e us

ed w

hen

offic

ial n

ot

avai

labl

e, re

turn

cal

ls w

ithin

2 w

orki

ng d

ays

• O

pen

& Tr

ansp

aren

cySu

pplie

r Day

, tel

epho

ne fa

x, m

ail,

• O

pen

& Tr

ansp

aren

cySu

pplie

r Day

, tel

epho

ne fa

x, m

ail,

broc

hure

s, e

mai

l, ro

adsh

ows,

mem

oran

da

• In

form

atio

nSu

pplie

r day

, bro

chur

es, p

rese

ntat

ions

• In

form

atio

n

Supp

lier d

ay, b

roch

ures

, pre

sent

atio

ns, V

isits

to o

ur

offic

es, t

elep

hone

, fax

, mai

l Ser

vice

Del

iver

y C

harte

r, in

form

atio

n ab

out g

over

nmen

t act

iviti

es s

hall

be

mad

e av

aila

ble

on re

ques

t with

in 1

0 w

orki

ng d

ays,

all

com

plia

nt te

nder

s sh

all b

e ev

alua

ted

with

in 3

0 da

ys o

f cl

osin

g da

te o

f ten

der a

nd o

rder

num

ber i

ssue

d w

ithin

10

day

s th

erea

fter.

• R

edre

ssN

o sy

stem

• R

edre

ss

Sugg

estio

n bo

xes,

lette

rs o

f com

plai

nt s

hall

be

ackn

owle

dged

with

in 3

wor

king

day

s of

rece

ipt w

ith

prog

ress

bei

ng c

omm

unic

ated

with

in 1

0 w

orki

ng d

ays;

le

tter o

f dem

and

repl

ied

to w

ithin

7 w

orki

ng d

ays

of

rece

ipt,

writ

ten

apol

ogy

will

be p

rovi

ded

if re

quire

d/

nece

ssar

y/ if

dep

artm

ent i

s at

faul

t.

• Va

lue

for M

oney

Paym

ent o

ccur

s ou

tsid

e of

min

imum

30

days

pa

ymen

t per

iod

from

rece

ivin

g in

voic

e•

Valu

e fo

r Mon

eyPa

ymen

t of t

he ri

ght s

uppl

ier a

t the

righ

t tim

e,

Tim

e33

day

sTi

me:

30 d

ays

Cos

t:W

ithin

the

allo

cate

d bu

dget

Cos

t:W

ithin

the

allo

cate

d bu

dget

Hum

an R

esou

rces

:3

Hum

an R

esou

rces

:8

125


KEY

SER

VIC

ESE

RVI

CE

BEN

EFIC

IARY

CU

RR

ENT

STA

ND

AR

DD

ESIR

ED S

TAN

DA

RD

Fillin

g of

vac

ant p

osts

Com

pone

nts

Qua

ntity

:(2

4%) 1

13 v

acan

cies

Qua

ntity

:(1

5-19

%) 7

0-80

vac

anci

es

Qua

lity:

Qua

lity:

• C

onsu

ltatio

nM

emor

anda

, Circ

ular

s, te

leph

one,

em

ail,

mee

tings

•

Con

sulta

tion

Mem

oran

da, C

ircul

ars,

tele

phon

e, e

mai

l, m

eetin

gs

• Ac

cess

Mem

oran

da, C

ircul

ars,

tele

phon

e, e

mai

l, m

eetin

gs, v

isits

to th

e co

mpo

nent

s•

Acce

ss

Mem

oran

da, C

ircul

ars,

tele

phon

e, e

mai

l, m

eetin

gs, v

isits

to th

e co

mpo

nent

s, a

pplic

ants

fo

r adv

ertis

ed p

osts

sha

ll be

ack

now

ledg

ed

with

in 5

wor

king

day

s of

rece

ipt,

all s

hortl

iste

d ca

ndid

ates

sha

ll be

not

ified

with

in 2

wor

king

da

ys a

fter s

hortl

istin

g an

d at

leas

t 3 d

ays

prio

r to

the

inte

rvie

w, a

ll un

succ

essf

ul c

andi

date

s sh

all b

e ad

vise

d in

writ

ing

with

in a

max

imum

of

15 w

orki

ng d

ays

afte

r the

inte

rvie

w.

• C

ourte

syR

eact

ive

appr

oach

• C

ourte

syPr

oact

ive

appr

oach

• O

pen

& Tr

ansp

aren

cyM

emor

anda

, Circ

ular

s, te

leph

one,

em

ail,

mee

tings

, vis

its to

the

com

pone

nts

• O

pen

& Tr

ansp

aren

cyM

emor

anda

, Circ

ular

s, te

leph

one,

em

ail,

mee

tings

, vis

its to

the

com

pone

nts

• In

form

atio

nM

eetin

gs, Q

uarte

rly re

ports

•

Info

rmat

ion

Visi

ts to

our

offi

ces,

tele

phon

e, fa

x, m

ail

Serv

ice

Del

iver

y C

harte

r, in

form

atio

n ab

out

gove

rnm

ent a

ctiv

ities

sha

ll be

mad

e av

aila

ble

on re

ques

t with

in 1

0 w

orki

ng d

ays,

, Mee

tings

, m

onth

ly re

ports

• R

edre

ssAt

tend

ing

to c

ompl

aint

s as

they

com

e•

Red

ress

Sugg

estio

n bo

x, le

tters

of c

ompl

aint

sha

ll be

ac

know

ledg

ed w

ithin

3 w

orki

ng d

ays

of re

ceip

t w

ith p

rogr

ess

bein

g co

mm

unic

ated

with

in 1

0 w

orki

ng d

ays;

lette

r of d

eman

d re

plie

d to

with

in

7 w

orki

ng d

ays

of re

ceip

t, w

ritte

n ap

olog

y w

ill be

pro

vide

d if

requ

ired/

nec

essa

ry/ i

f de

partm

ent i

s at

faul

t.

• Va

lue

for M

oney

Vaca

ncie

s ne

gativ

ely

affe

cts

serv

ice

deliv

ery

• Va

lue

for M

oney

Red

uctio

n of

labo

ur tu

rnov

er, A

ppoi

ntm

ent

of th

e rig

ht p

erso

n at

the

right

tim

e, s

ervi

ce

deliv

ery

impr

ovem

ents

.

Tim

e:3

mon

ths

Tim

e:

2- 3

mon

ths

Cos

t:W

ithin

the

avai

labl

e bu

dget

Cos

t:W

ithin

the

avai

labl

e bu

dget

Hum

an R

esou

rces

:6

Hum

an R

esou

rces

:8

126


KEY

SER

VIC

ESE

RVI

CE

BEN

EFIC

IARY

CU

RR

ENT

STA

ND

AR

DD

ESIR

ED S

TAN

DA

RD

Rel

atio

nshi

ps w

ith p

ublic

Publ

ic/ c

itize

ns

Qua

ntity

:Po

tent

ial p

opul

atio

n of

pro

vinc

e an

d ot

her i

nhab

itant

s of

SA

Qua

ntity

:Po

tent

ial p

opul

atio

n of

pro

vinc

e an

d ot

her i

nhab

itant

s of

SA

Qua

lity:

Mos

t unf

riend

ly, i

neffi

cien

t se

rvic

eQ

ualit

y:Fa

st a

nd fr

iend

ly s

ervi

ce

• C

onsu

ltatio

nSu

rvey

s, te

leph

one

fax,

mai

l, br

ochu

res

• C

onsu

ltatio

nSu

rvey

s, te

leph

one

fax,

mai

l, br

ochu

res,

em

ail,

one

(1) r

oads

how

per

ann

um in

dis

trict

s of

pro

vinc

e

• Ac

cess

Visi

ts to

our

offi

ces,

tele

phon

e, fa

x, m

ail,

web

site

• Ac

cess

Visi

ts to

our

offi

ces,

tele

phon

e, fa

x, m

ail,

web

site

, m

eetin

gs, w

orks

hops

, sum

mits

, con

sulta

tion

sess

ions

, Iz

imbi

zos,

rese

arch

sur

veys

, etc

• C

ourte

syAn

swer

ing

of te

leph

one

with

in 8

ring

s•

Cou

rtesy

Wea

ring

of n

ame

tags

by

all o

ffici

als,

iden

tific

atio

n of

na

me

of o

ffici

al o

ver t

he te

leph

one,

sug

gest

ion

box,

an

swer

ing

of te

leph

one

with

in 5

ring

s in

a fr

iend

ly

man

ner,

answ

erin

g se

rvic

e us

ed w

hen

offic

ial n

ot

avai

labl

e, re

turn

cal

ls w

ithin

2 w

orki

ng d

ays

• O

pen

& Tr

ansp

aren

cyte

leph

one

fax,

mai

l,•

Ope

n &

Tran

spar

ency

tele

phon

e fa

x, m

ail,

broc

hure

s, e

mai

l, ro

adsh

ows,

m

emor

anda

• In

form

atio

nbr

ochu

res,

pre

sent

atio

ns•

Info

rmat

ion

broc

hure

s, p

rese

ntat

ions

, Vis

its to

our

offi

ces,

te

leph

one,

fax,

mai

l Ser

vice

Del

iver

y C

harte

r, de

velo

pmen

t of a

ppro

pria

te a

nd re

leva

nt p

olic

ies,

co

mpr

ehen

sive

mon

itorin

g an

d an

aysi

s of

pe

rform

ance

, reg

ular

sha

ring

of in

form

atio

n

• R

edre

ssN

o sy

stem

• R

edre

ss

Sugg

estio

n bo

xes,

lette

rs o

f com

plai

nt s

hall

be

ackn

owle

dged

with

in 3

wor

king

day

s of

rece

ipt w

ith

prog

ress

bei

ng c

omm

unic

ated

with

in 1

0 w

orki

ng d

ays;

w

ritte

n ap

olog

y w

ill be

pro

vide

d if

requ

ired/

nec

essa

ry/

if de

partm

ent i

s at

faul

t

• Va

lue

for M

oney

• Va

lue

for M

oney

Fast

, frie

ndly

ser

vice

Tim

eQ

uarte

rly, w

eekl

y an

d da

ilyTi

me:

Qua

rterly

, wee

kly

and

daily

Cos

t:W

ithin

the

allo

cate

d bu

dget

Cos

t:W

ithin

the

allo

cate

d bu

dget

Hum

an R

esou

rces

:Al

l dep

artm

enta

l sta

ffH

uman

Res

ourc

es:

All d

epar

tmen

tal s

taff

127


KEY

SER

VIC

ESE

RVI

CE

BEN

EFIC

IARY

CU

RR

ENT

STA

ND

AR

DD

ESIR

ED S

TAN

DA

RD

Rel

atio

nshi

ps w

ith d

epar

tmen

ts, p

ublic

en

titie

s, lo

cal g

over

nmen

t and

oth

er k

ey

stak

ehol

ders

Dep

artm

ents

, pub

lic e

ntiti

es,

loca

l gov

ernm

ent a

nd o

ther

ke

y st

akeh

olde

rs

Qua

ntity

:

Dep

artm

ents

pub

lic e

ntiti

es,

loca

l gov

ernm

ent a

nd o

ther

key

st

akeh

olde

rs in

side

and

out

side

of

SA

Qua

ntity

:D

epar

tmen

ts p

ublic

ent

ities

, lo

cal g

over

nmen

t and

oth

er k

ey

stak

ehol

ders

insi

de a

nd o

utsi

de o

f SA

Qua

lity:

Mos

t unf

riend

ly, i

neffi

cien

t se

rvic

eQ

ualit

y:Fa

st a

nd fr

iend

ly s

ervi

ce

• C

onsu

ltatio

nSu

rvey

s, te

leph

one

fax,

mai

l, br

ochu

res

• C

onsu

ltatio

nSu

rvey

s, te

leph

one

fax,

mai

l, br

ochu

res,

em

ail,

one

(1) r

oads

how

per

ann

um in

dis

trict

s of

pro

vinc

e

• Ac

cess

Visi

ts to

our

offi

ces,

tele

phon

e, fa

x, m

ail,

web

site

• Ac

cess

Visi

ts to

our

offi

ces,

tele

phon

e, fa

x, m

ail,

web

site

, m

eetin

gs, w

orks

hops

, sum

mits

, con

sulta

tion

sess

ions

, Iz

imbi

zos,

rese

arch

sur

veys

, etc

.

• C

ourte

syAn

swer

ing

of te

leph

one

with

in 8

ring

s•

Cou

rtesy

Wea

ring

of n

ame

tags

by

all o

ffici

als,

iden

tific

atio

n of

na

me

of o

ffici

al o

ver t

he te

leph

one,

sug

gest

ion

box,

an

swer

ing

of te

leph

one

with

in 5

ring

s in

a fr

iend

ly

man

ner,

answ

erin

g se

rvic

e us

ed w

hen

offic

ial n

ot

avai

labl

e, re

turn

cal

ls w

ithin

2 w

orki

ng d

ays

• O

pen

& Tr

ansp

aren

cyte

leph

one

fax,

mai

l,•

Ope

n &

Tran

spar

ency

tele

phon

e fa

x, m

ail,

broc

hure

s, e

mai

l, ro

adsh

ows,

m

emor

anda

• In

form

atio

nbr

ochu

res,

pre

sent

atio

ns•

Info

rmat

ion

broc

hure

s, p

rese

ntat

ions

, Vis

its to

our

offi

ces,

te

leph

one,

fax,

mai

l Ser

vice

Del

iver

y C

harte

r, de

velo

pmen

t of a

ppro

pria

te a

nd re

leva

nt p

olic

ies,

co

mpr

ehen

sive

mon

itorin

g an

d an

alys

is o

f pe

rform

ance

of P

GD

P, g

over

nmen

t dep

artm

ents

, etc

; re

gula

r sha

ring

of in

form

atio

n to

dep

artm

ents

and

ot

her k

ey s

take

hold

ers

• R

edre

ssN

o sy

stem

• R

edre

ss

Sugg

estio

n bo

xes,

lette

rs o

f com

plai

nt s

hall

be

ackn

owle

dged

with

in 3

wor

king

day

s of

rece

ipt w

ith

prog

ress

bei

ng c

omm

unic

ated

with

in 1

0 w

orki

ng d

ays;

w

ritte

n ap

olog

y w

ill be

pro

vide

d if

requ

ired/

nec

essa

ry/

if de

partm

ent i

s at

faul

t

• Va

lue

for M

oney

• Va

lue

for M

oney

Fast

, frie

ndly

ser

vice

Tim

eQ

uarte

rlyTi

me:

Qua

rterly

and

wee

kly

Cos

t:W

ithin

the

allo

cate

d bu

dget

Cos

t:W

ithin

the

allo

cate

d bu

dget

Hum

an R

esou

rces

:Al

l dep

artm

enta

l sta

ffH

uman

Res

ourc

es:

All d

epar

tmen

tal s

taff

128


annual performance plan - national treasury budget/2007... · 2007-04-30 · annual performance...

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