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PR303/2015

ISBN: 978-0-621-43993-9

Gauteng Office of the Premier Annual Report 2014/2015

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Gauteng Provincial Government | Office of the Premier | Annual Report | 2014/2015 i

CONTENTS

SECTION A GENERAL INFORMATION

1. GENERAL INFORMATION 42. LIST OF ABBREVIATIONS/ACRONYMS 53. FOREWORD BY THE PREMIER 94. OVERVIEW OF THE ACCOUNTING OFFICER 115. STRATEGIC OVERVIEW 14 5.1. Vision 14 5.2. Mission 14 5.3. Values 14 5.4. RoleoftheOfficeofthePremier 14 5.5. StrategicgoalsoftheOfficeofthePremier 156. LEGISLATIVE AND OTHER MANDATES 157. ORGANISATIONAL STRUCTURE 168. ENTITIES REPORTING TO THE PREMIER 18

SECTION B PERFORMANCE INFORMATION

1. STATEMENT OF RESPONSIBILITY FOR PERFORMANCE INFORMATION 202. AUDITOR GENERAL’S REPORT: PREDETERMINED OBJECTIVES 213. OVERVIEW OF DEPARTMENTAL PERFORMANCE 21 3.1. ServiceDeliveryEnvironment 21 3.2 ServiceDeliveryImprovementPlan 21 3.3Organisationalenvironment 26 3.4Keypolicydevelopmentsandlegislativechanges 304. STRATEGIC OUTCOME ORIENTED GOALS 315. PERFORMANCE INFORMATION BY PROGRAMME 32 5.1. Programme1:Administration 32 5.2. Programme2:InstitutionalDevelopment 39 5.3. Programme3:PolicyandGovernance 546. Summaryoffinancialinformation 936.1. Departmentalreceipts 936.2. ProgrammeExpenditure 946.3. Transferpayments,excludingpublicentities 946.4. PublicEntities 956.5. Conditionalgrantsandearmarkedfundspaid 956.6. Conditionalgrantsandearmarkedfundsreceived 956.7. DonorFunds 966.8. Capitalinvestment,maintenanceandassetmanagementplan 96

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Gauteng Provincial Government | Office of the Premier | Annual Report | 2014/2015ii

SECTION C GOVERNANCE

1. INTRODUCTION 982. REPORT ON COMPLIANCE TO THE PROMOTION OF ACCESS TO INFORMATION ACT, 2000 (ACT NO 2 OF 2000) 1073. RISK MANAGEMENT 1074. FRAUD AND CORRUPTION 1085. MINIMISING CONFLICT OF INTEREST 1086. CODE OF CONDUCT 1097. HEALTH SAFETY AND ENVIRONMENTAL ISSUES 1098. INTERNAL CONTROL UNIT 1109. REPORT OF THE AUDIT COMMITTEE – CLUSTER 02 110

SECTION D HUMAN RESOURCE MANAGEMENT 1. LegislationthatgovernHRManagement 1142. Introduction 1143. HumanResourceoversightstatistics 114 3.1. Personnelrelatedexpenditure 114 3.2. EmploymentandVacancies 116 3.3. JobEvaluation 117 3.4. EmploymentChanges 118 3.5. EmploymentEquity 120 3.6. PerformanceRewards 122 3.7. ForeignWorkers 124 3.8. Leaveutilisation 124 3.9. HIV/AIDS&HealthPromotionProgrammes 126 3.10. LabourRelations 127 3.11. Skillsdevelopment 128 3.12. Injuryonduty 129 3.13. UtilisationofConsultants 130

SECTION E FINANCIAL INFORMATION

1. REPORT OF THE ACCOUNTING OFFICER 1322. ACCOUNTING OFFICER’S STATEMENT OF RESPONSIBILITY 1423. REPORT OF THE AUDITOR GENERAL 1434. ANNUAL FINANCIAL STATEMENTS 146


3Gauteng Provincial Government | Office of the Premier | Annual Report | 2014/2015

SECTION C GOVERNANCE

1. INTRODUCTION 982. REPORT ON COMPLIANCE TO THE PROMOTION OF ACCESS TO INFORMATION ACT, 2000 (ACT NO 2 OF 2000) 1073. RISK MANAGEMENT 1074. FRAUD AND CORRUPTION 1085. MINIMISING CONFLICT OF INTEREST 1086. CODE OF CONDUCT 1097. HEALTH SAFETY AND ENVIRONMENTAL ISSUES 1098. INTERNAL CONTROL UNIT 1109. REPORT OF THE AUDIT COMMITTEE – CLUSTER 02 110

SECTION D HUMAN RESOURCE MANAGEMENT 1. LegislationthatgovernHRManagement 1142. Introduction 1143. HumanResourceoversightstatistics 114 3.1. Personnelrelatedexpenditure 114 3.2. EmploymentandVacancies 116 3.3. JobEvaluation 117 3.4. EmploymentChanges 118 3.5. EmploymentEquity 120 3.6. PerformanceRewards 122 3.7. ForeignWorkers 124 3.8. Leaveutilisation 124 3.9. HIV/AIDS&HealthPromotionProgrammes 126 3.10. LabourRelations 127 3.11. Skillsdevelopment 128 3.12. Injuryonduty 129 3.13. UtilisationofConsultants 130

SECTION E FINANCIAL INFORMATION

1. REPORT OF THE ACCOUNTING OFFICER 1322. ACCOUNTING OFFICER’S STATEMENT OF RESPONSIBILITY 1423. REPORT OF THE AUDITOR GENERAL 1434. ANNUAL FINANCIAL STATEMENTS 146

Section A General Information


Gauteng Provincial Government | Office of the Premier | Annual Report | 2014/20154

1.DepartmentGeneralInformation

PHYSICALADDRESS: 30SimmondsStreet Johannesburg 2001

POSTALADDRESS: PrivateBagX74 Marshalltown 2107

TELEPHONENUMBER/S: 0113556000FAXNUMBER: 0118349177EMAILADDRESS: [email protected]: www.gautengonline.gov.za


Gauteng Provincial Government | Office of the Premier | Annual Report | 2014/2015 5

2.ListofAcronyms/Abbreviations

ACR AnnualCitizensReportACSA AirportsCompanyofSouthAfricaAG AuditorGeneral APP AnnualPerformancePlanAPRM AfricanPeerReviewMechanismAU AfricanUnionBCP BusinessContinuityPlanBMF BlackManagementForumBMFYP BlackManagementForumYoungProffesionalsCBM CitizensBaseMonitoringCELAP ChinaLeadershipAcademyPudongCOGTA Co-operativeGovernanceandTraditionalAffairsCI CorporateIdentity/ImageCOMSEC CommunicationSecurityPtyLTDCRPD ConventionontheRightsofPeoplewithDisabilitiesCSCR CentralisedSecurityControlRoomCSOs CivilSocietyOrganisationsCSSL CommitteeonScrutinyofSubordinateLegislation DCS DepartmentofCommunitySafetyDED DepartmentofEconomicDevelopmentDG DirectorGeneralDID DepartmentofInfrastructureDevelopmentDIRCO DepartmentofInternationalRelationsandCooperationDLTC Driver’sLicenseTestingCentresDORA DivisionofRevenueActDPME DepartmentofPerformanceMonitoringandEvaluationDPSA DepartmentofPublicServiceandAdministrationDRC DisasterRecoveryCentreDRD DisabilityRightsDirectorateDRDLR DepartmentofRuralDevelopmentandLandReformDSD DepartmentofSocialDevelopmentDTP DeskTopPublishingDWCPD DepartmentofWomen,ChildrenandPeoplewithDisabilitiesECD EarlyChildhoodDevelopmentEE EmploymentEquityEIA EnvironmentalImpactAssessmentEHWP EmployeeHealthandWellnessProgrammeEMT ExecutiveManagementTeamEPWP ExpandedPublicWorksProgrammeESC EvaluationSteeringCommitteeEWPH EmployeeWellnessProgrammeforHealthEXCO ExecutiveCouncilFIFA FederationofInternationalFootballAssociationsFSDM FrontlineServiceDeliveryMonitoringFY FinancialYearGAC GautengAdvisoryCouncilG&LSubCom GovernanceandLegislationSubCommitteeoftheExecutiveCouncilGCIS GovernmentCommunicationandInformationServicesGCR GautengCityRegionGCRA GautengCityRegionAcademyGCRO GautengCityRegionObservatoryGDARD GautengDepartmentofAgricultureandRuralDevelopmentGDHS GautengDepartmentofHealthandSocialDevelopmentGEP GautengEnterprisePropellerGEWE GenderEqualityandWomenEmpowermentGEYODI Gender,YouthandDisability



GICC GautengInfrastructureCo-ordinatingCouncilGIFA GautengInfrastructureFundingAgencyGIIMP GautengIntegratedInfrastructureMasterPlanGIS GeographicInformationSystemGPG GautengProvincialGovernmentGPC GautengPlanningCommissionGPD GautengPlanningDivisionGPME GautengPerformanceMonitoringandEvaluationGSDF GautengSpatialDevelopmentFrameworkGSP GautengSpatialPerspectiveGTA GautengTourismAuthorityGYC GautengYouthCommissionHEDSA HigherEducationDisabilityServiceAssociationHObuildings HeadOfficeBuildings(i.e.provincialoffices)HOD HeadsofDepartmentHR HumanResourcesICT InformationCommunicationTechnologyIDP IntegratedDevelopmentPlanIEC IndependentElectoralCommissionIGR Inter-governmentalRelationsIMS InformationManagementSystemIPSLAF Inter-ProvincialStateLawAdvisorsForumIR InternationalRelationsIT InformationTechnologyIUDF UrbanDevelopmentFrameworkIWD InternationalWomen’sDayJD JobDescriptionJE JobEvaluationJOCOD JohannesburgCouncilfortheDisabledJICA JapanInternationalCooperationAgency JSS Justice,SafetyandSecurityLAN LocalAreaNetworkLGB LeaderofGovernmentBusinessLMS LitigationManagementSystemMICTSETA MediaAdvertisingInformationSystems,ElectronicsandTelecommunicationsTechnologies SectorEducationsandTrainingAuthorityMISS MinimumInformationSecurityStandardsMMC MemberofMunicipalCouncilMPAT ManagementPerformanceAssessmentToolMODE MedunsaOrganisationforDisabledEntrepreneursMOU MemorandumofUnderstandingMPCC Multi-PurposeCommunityCentresMSDF MunicipalSpacialDevelopmentFrameworkMTEC MediumTermExpenditureCommitteeMTEF MediumTermExpenditureFrameworkMVO MilitaryVeteransandOlderPersonsM&E MonitoringandEvaluationNACH NationalAntiCorruptionHotlineNCOP NationalCouncilofProvincesNDP NationalDevelopmentPlanNGOs Non-GovernmentalOrganisationsNIA NationalIntelligenceAgencyNPC NationalPlanningCommissionNYDA NationalYouthDevelopmentAgencyOCPOL OversightCommitteeonthePremier’sOfficeandLegislatureOHS OccupationalHealthandSafetyOoP OfficeofthePremierOVC OrphanedandVulnerableChildrenPABX/VOIPsystem PABXisaswitchboardsystemandVOIPstandsforVoiceoverInternetProtocol



PACCC ProvincialAnti-CorruptionCo-ordinatingCommitteePACF ProvincialAnti-CorruptionForumPAIA PromotionofAccesstoInformationActPAJA PromotionofAdministrativeJusticeActPBC Premier’sBudgetCommitteePCF Premier’sCo-ordinatingForumPEP ProvincialEvaluationPlanPGC ProvincialGoverningCouncilPILIR PolicyonIncapacityLeaveandIll-HealthRetirementPKI PublicKeyInfrastructurePLOs ParliamentaryLiaisonOfficersPMAT PerformanceMonitoringandAssessmentToolPMDS PerformanceManagementandDevelopmentSystemPMO ProjectManagementOfficePME PerformanceMonitoringandEvaluationPoA PlanofActionPSEA Premier’sServiceExcellenceAwardsPSETA PublicServiceSectorEducationandTrainingAuthorityPSR PublicServiceRegulationsPWDs PeoplewithDisabilitiesPWMSA ProgressiveWomen’sMovementofSouthAfricaQoLS QualityofLifeSurveySACONO SouthAfricanCongressonNon-ProfitOrganisationSACR Sport,Arts,CultureandRecreationSADC SouthernAfricanDevelopmentCommunitySAHRC SouthAfricanHumanRightsCommissionSAPS SouthAfricanPoliceServicesSAQA SouthAfricanQualificationsAuthoritySAWICO SouthAfricanWomeninCooperatives SCM SupplyChainManagementSDF SpacialDevelopmentFrameworkSDIP ServiceDeliveryImprovementPlansSDWR ServiceDeliveryWarRoomSEFA SmallEnterpriseFinanceAgencySEID Socio-economicandInfrastructureDevelopmentSETA SectorEducationandTrainingAuthoritySHAP SelfHelpAssociationofParaplegicsSHE SafetyandEnvironmentalSMS SeniorManagementServiceSMME SmallMicroandMediumEnterprisesSOPA StateoftheProvinceAddressSOPs StandardOperatingProceduresSPLUMA SpatialPlanningandLandUseManagementAct,2013SRMS SecurityRiskManagementServiceSSA StateSecurityAgency(formerlyNationalIntelligenceAgency)TETRA TerrestrialTrunkedRadioTMR Transformation,ModernisationandReindustrialisationTORs TermsofReferenceTRA ThreatandRiskAssessmentTSC ThusongServiceCentresTSCM TechnicalSurveillanceCounterMeasureUNDESA UnitedNationsDepartmentofEconomicandSocialAffairsUNHCR UnitedNationsHighCommissionerforRefugeesUNHRc UnitedNationsHumanRightsCommissionWEGE Women’sEmpowermentandGenderEqualityWSP WorkplaceSkillsPlanYDD YouthDevelopmentDirectorateYWDP YoungWomen’sDevelopmentProgramme



3. ForewordbythePremier

The Annual Report is one of the instruments we use to account to the people of Gauteng on our work. The Report gives a detailed account of the work we have done during the period under review not only to implement the mandate of the fifth administration but to also consolidate the gains we have made since 1994.

The financial year 2014/15 was of particular significance as it marked thebeginning of the historic milestone of the third decade of freedom anddemocracyinourcountry.Thisisaperiodwhichwehavecharacterisedasthesecond and more radical phase of our on-going democratic transition fromapartheidandcolonialismtoanationaldemocraticsocietythatistrulyunited,non-racial,non-sexist,democraticandprosperous.

During thisphasewecommittedourselves toundertakingbold, far-reachingand decisive action to place our country and province on a qualitativelydifferent socio-economic path. This is a path to accelerate our efforts toeliminate poverty and reduce unemployment, create sustainable livelihoodsandtosubstantiallyreduceinequality,inlinewithourcountry’sdevelopmentblueprint,theNationalDevelopmentPlan,Vision2030.

In order to give effect to the goals of the National Development Plan, and taking into account Gauteng’s unique strengths andpositioningastheengineoftheSouthAfricaneconomyandoneoftheleadingeconomiesontheAfricancontinent,wehaveadoptedaboldvisiontobuildGautengasaseamlesslyintegrated,sociallycohesive,economicallyinclusiveCityRegion;aleadingeconomyontheAfricanContinent;withsmart, innovation-driven,knowledge-basedandsustainable industries;anaccountable, responsive,transparentandcleangovernmentaswellasanactivecitizenry.

TohelpusadvancetowardsthisvisionweareimplementingaTenPillarprogrammeofradicalTransformation,ModernisationandReindustrialisation;theTMR.ThetenpillarsoftheTMRare:• Radicaleconomictransformation• Decisivespatialtransformation• Acceleratingsocialtransformation• Transformationofthestateandgovernance• Modernisationoftheeconomy• Modernisationofthepublicserviceandthestate• Modernisationofhumansettlementsandurbandevelopment• Modernisationofpublictransportandotherinfrastructure• Re-industrialisationofGautengasourcountry’seconomichub• TakingaleadinAfrica’snewindustrialrevolution.

Duringthereviewperiodwehaveputgreateffortintointegratingtheplanningandbudgetingprocessesoftheprovincialandlocalgovernment in our province, so thatwe all direct our energies and resources towards realisingonedevelopmental visionof theGautengCityRegion.Wehavealsospenttimeengagingwithourstakeholders,outsidegovernment,toseektheirbuy-inandsupportforourvisionandourprogramme.

WecountamongoursuccessestherealitythatourvisionfortheGautengCityRegionaswellastheTMR,havebeenembracedbyallourmunicipalitiesandallourstakeholders.Nowmorethaneverbeforewearesingingfromthesamehymn-sheetwithregardstothedevelopmenttrajectoryoftheGautengCityRegion.

Oneofthecriticalareasoffocuswastheworkwebeganandcontinuetodotobuildanactivistgovernment;agovernmentthatisvisible;thatisalwaysontheground;agovernmentthatengageswithcommunitiesonanon-goingbasisandagovernmentthatiscaringandresponsive.



Consistentwithourapproachofbeinganactivistgovernmentandinordertoinstitutionaliseourrapidresponsetoconcernsraisedbycommunities,weestablishedtheNtirhisanoServiceDeliveryResponseSystem(theWarRoom)andarecurrentlyrolling-outthesystembothatprovincialgovernmentlevelandinmunicipalities.

Wearedoingthisaspartofouron-goingcommitmenttochangingthewayourpeopleareexperiencinggovernmentaswellastorestoreourpeople’sconfidenceintheirgovernment.

WealsocountamongoursuccessesthatasGautengwehavesuccessfullychampionedandplacedfirmlyonthenationalagendaforradicaleconomictransformation,thecauseoftownshipenterprisesandcooperatives.ThiswehavedonethroughourextensiveengagementswithtownshipentrepreneursandthesubsequentlaunchofourTownshipEconomyRevitalisationStrategy.

Going forwardwewill aggressively implement this Strategy placing particular emphasis on increasing its scale and impact. Ourultimategoalistobroadeneconomicparticipationatlocallevelandensurethattownshipsbecomevibrantcentresofproductionandthrivingculturalandintellectualhubs.

Duringthe2014/15financialyearwebeganworktore-engineerouradministrationtoensurethatithasthenecessarycapacityandcapabilitiestodeliverontheGCRvisionandtheTMR.ThisworkhasculminatedinthedevelopmentofaGovernanceRoadmapwhichwewilllaunchpubliclyinthecomingmonths.

Aspartofouron-goingcommitmenttoacleanandtransparentgovernment,webeganpilotingtheOpenTenderSystem.Thissystemwillberolledoutacrosstheprovincialgovernment.WealsoadoptedaGCRwideAnti-corruptionstrategy.

Inordertoenhanceourworkofpromotingsocialinclusion,buildingmorecaringandhumanecommunities,healthiercommunitiesaswellastoincreaseaccesstoqualityeducationwehavelaunchedandarecurrentlyimplementingtheGautengCityRegionAcceleratedSocialDevelopmentStrategy.Thisstrategywillhelpusensurethatasweadvancereindustrialisationandthegrowthofoureconomy,wealsopayequalattentiontothesocialissuesaffectingthepeopleofGauteng.

ItakethisopportunitytothankalltheMayors,MECs,theDirectorGeneral,MsPhindileBaleniandherteamintheOfficeofthePremier,theHeadsofDepartmentaswellastheentireGPGstaffforrollinguptheirsleevesinensuringthatourvisionfortheGautengCityRegionaswellastheTMRprogrammebecomefirmlyentrenchedintheworkoftheprovincialgovernmentandourmunicipalities.

Our immediate task is to now focus on implementation, execution, accountability and the building of centres of performanceexcellencewithintheentireGCRadministration.

David Makhura Premier31May2015



4.OverviewbytheAccountingOfficer

The vision of the fifth administration in Gauteng is to create “an integrated city-region, characterised by social cohesion and economic inclusion; the leading economy on the continent, underpinned by sustainable socio-economic development”. This will be realised through the ten pillar programme for radical Transformation, Modernisation and Reindustrialisation. The TMR programme is designed to improve the basics of service delivery, good governance, build integrated human settlements, unlock key sectors of growth, promote innovation and provide opportunities for employment and development.

ThenewvisionoftheGautengProvincialGovernmentculminatedinasignificantreviewoftheroleandstrategicdirectionoftheOfficeofthePremier.Thefive(5)strategicgoalsfortheMediumtermStrategicFramework(2014-2019)areframedasfollows:1. Drivinggreaterpolicyandplanningcoherenceingovernmentandtheachievementof

servicedeliveryoutcomes;2. BuildingamodernisedGautengpublicservicewiththecapacitytodrivechangeand

transformation;3. Promoting and facilitating effective communication between government and the

peopleofGauteng;4. ForgingstrategicpartnershipsthatadvancetheNationalandProvincialdevelopmentagenda;and5. Advancinggenderequality,women’sempowerment,youthdevelopmentandtherightsofpeoplewithdisability,olderpersons

andmilitaryveteransandpromotingsocio-economicinclusion.

TheTMRprogrammeisalignedtotheNationalDevelopmentPlan(NDP),Vision2030.GivingeffecttothislongrangeplanisaseriesofMedium-TermStrategicFrameworks(MTSF’s).2014–2019isthefirstofthreesuchframeworksandidentifiesthecriticalactionstobeprioritisedinthefirstfiveyearsoftheNDP,Vision2030.

Intheyearunderreview,themainappropriationallocationfortheOfficeofthePremierdecreasedfromR342783in2013/14toR317 283 in 2014/15. During the adjustment budget themain appropriation was adjusted upwards from R317 283 toR329283million.Asa resultofour increasedfocusonensuringtherequisitecapacity todeliveronourstrategicgoals,theOfficeofthePremierhasforthefirsttimespent100%ofthecompensationofemployeesbudget.Thisisasignificantachievementtakingintoconsiderationthesignificantunderspendinginpreviousfinancialyearsonthislineitem.WestillunderspentbyR26millionontheoverallbudget.

OverthelastfewyearswehaveopenednewchannelsofcommunicationandbuiltmorecohesionamongkeystakeholdersinGauteng.Wehavetakenmanystepstocreatetheconditionsforhigherlevelsofconfidenceinoureconomyandsociety.Wewillensurethatweimprovecommunicationwithbroadsectorsofourpopulationsuchasbusiness,labourandothersocialpartners,notonlyaboutourplansandprogrammesbutalsohowwecanworktogethertomoveGautengforward.Thiswill includewill includeeffectivelybroadeningtheuseofnewcommunicationplatformsandtools.

Wecan lookbackwithprideatourachievements.Oneof thekey factors thatcontributed tooursuccess is theoutcomesbasedapproachtowardsperformancemonitoringandevaluation.Ithasenabledustoidentifyloopholesinthegovernment-widesystemandtoholddepartmentsaccountable.Thisisasignificantmoveonthepartofgovernmentasitshowsthatweareacknowledgingandaddressingthechallengesthatcontinuetofacethepeople.

TheyearunderreviewwasinmanyrespectsaverybusyyetrewardingyearfortheOfficeofthePremier.Someofthehighlightsareoutlinedbelow:

1. TheOfficeof thePremierachieved89%of its targetsandspent92%of itsallocatedbudget.Thesavingswerederivedfromcentralisationofnon-coreitemssuchasconsumables,furniture,stationeryandITequipment.Theintroductionofcostcontainmentmeasuresalsocontributedtothesavings.



2. Thetenpillarsarestrategickeyresultareaswhichprovidefortheintegrationofoutcomes.Toensurefulfilmentofthesegoals,thegovernanceandmonitoringframeworkhasbeenchangedfromadepartmentaltoaclusterfocus–thisistoensureco-ordinated,integrated,holisticplanningandimplementationmeasures.ThreeclustersformthenewgovernanceandmonitoringframeworkinGauteng–economic,socialandgovernanceandplanning.Eachclustertakesresponsibilityforthedeliveryofthepillarsthatfallwithintheirareaofadministration.Asummaryofeachclusterisoutlinedbelow:

a. Economic Cluster

Theworkof this cluster focuseson the fourpillars: radical economic transformation,modernisationof theeconomyand re-industrialisation.Akeyareaineconomictransformationrestsontherevitalisationofthetownshipeconomy,SMMEdevelopmentandtheinclusionandadvancementofwomen,youthandpeoplewithdisabilities.RadicaleconomictransformationwillensurestructuralchangesinaneconomyinordertoachievesustainableeconomicgrowthandimprovethestandardsoflivingoftheresidentsofGauteng. It is aimedat forginga classofblack industrialistsbybuilding infrastructure, developing industry andbuyingmoregoodsandservices locally tohelpblackentrepreneursexpandtheirbusinessesover thenext twodecades.Thedevelopmentofthemanufacturing,automotiveandagriculturalsectorswillbepromotedtoensuregrowthanddevelopment.ThisalongwithinnovationthroughthepromotionofsustainabilityprojectssuchasalternativeenergyexplorationandensuringconnectionsbetweentheruralandurbaneconomythroughtheprovisionofICTwillserveasacatalystforchange,modernisation,innovationandinvestment.

b. Social Cluster

Economicandspatialtransformationmustbeunderpinnedandsupportedbyanacceleratedprogrammeofsocialtransformation,atthecentreofwhichisraisingthelivingstandardsandqualityoflifeoftheresidentsofGauteng.Achievingsocialtransformationentails improving the quality of education and healthcare, the provision of social protection to the vulnerable, in particularwomenandchildren, theeradicationofpovertyandbuildingand fosteringsocial cohesion. This isby far themostcomplexoftheclustersandincludesmultipleareasofworkwithmultipleoutcomesandoutputstoensureachievementofacceleratedsocial transformation. Key areasofwork includeeducation, health, safety, social development, heritage and social cohesion.The establishment of human settlements and new cities are core to the social cluster. To ensure social cohesion and socialtransformation, economicdevelopmentmustbeaccompaniedby spatialdevelopment. To thisend, theExecutiveannouncedthe establishment of development corridors acrossGauteng to ensure simultaneous holistic, integrated developmentwithineachmunicipality and across theprovince. A primary development areawithin each corridor is the establishment of humansettlements.Thedevelopmentsaredesignedtonotonlyprovideintegratedspacesforlivingforresidentsbutalsotocreatejobs,encouragethedevelopmentoftheeconomy,promotepublic-privatepartnershipsintheestablishmentofnewpost-apartheidcitiesdevelopmentandmostimportantly,changethespatiallandscapeofGauteng.

c. Governance & Planning Cluster

Since 1994 the democratic government’s focus has been on building a people-centred, people-driven, transparent andaccountablegovernment.Governmentattentionhasalsofocusedonbuildingthecapacityofthedevelopmentalstatetoachieveeconomicandsocialobjectives.Goodgovernancepracticeshavebeenentrenchedacrossgovernmentthroughsoundpolicyandlegislativeframeworks.Howeverattentionmustbepaidtoamoreintegratedandcoordinatedinter-governmentalframework,aswellasthemodernisationofthepublicservice,inordertoimproveservicedeliverythroughoutthecityregion.Planningformsanintegralpartofthiscluster.Holistic,integratedplanningwiththeinvolvementofallkeystakeholdersisimperative.GovernancebodiessuchastheGautengInfrastructureCo-ordinatingCommittee,thePlanningForumandthePremier’sCo-ordinatingForumhavebeenestablishedtoensurethatkeypartnerswhoareintegraltoco-ordinatedplanningandimplementationworktogether.Projectswithinthisclusteraredesignedtotransformthespaceeconomyandthefaceofthepublicservice.AmodernisedpublicserviceconnectedthroughtheuseofICTandanaccountablepublicservicethatisdesignedtorootoutcorruptionandpromoteanactivistgovernmentisatthecentreofatransformed,modernisedpublicservice.

3. TheGameChangersProgrammecoordinatedbytheGautengPlanningDivisionprovidesoversightandmanagementofcatalyticprojectswhicharedesignedtochangethefaceofGauteng.TheAerotropolisisakeygamechangerprogrammewhichisincludedin this cluster. The Aerotropolis project includes twenty-nine (29) industrial initiatives to revitalise manufacturing, aviation,transportandlogisticsindustrieslinkedtotheORTamboInternationalAirport.Throughinvestmentinallcommercialfunctionssurroundingtheairport,ORTIAwillbetransformedfrombeingacityairporttoanairportcity.Usingthisspacemorestrategically,offeringbusinesseslocatednearorwithgoodaccesstotheairportwithspeedconnectivitytosuppliers,customersandpartnersnationallyandworldwide,willprovideastrategicapproachtoadvancingbothmunicipalandprovincialprosperity.



4. The intergovernmental Programmeof Action (POA)was aligned to the Transformation,Modernisation and Re-industrialisation(TMR)programmetoensurethatkeyprovincialdeliverablespronouncedbythePremierintheStateoftheProvinceAddress(SOPA)andextendedExecutiveCouncilLekgotlaarefundedandmonitoredappropriately.

5. ThereviewoftheorganisationalstructurehasbeencompletedandsubmittedtotheMinisterofPublicServiceandAdministrationforconcurrence.ThereviewofthestructurealsoincludesaproposalforthereviewofthecurrentformoftheGautengPlanningDivisiontoensurethatitfocusesonlong-termplanningwiththeaimofinstitutionalisingandaligningthiswiththeprioritiesandmandateofgovernment.

6. TheIntegrityManagementOfficehasbeenestablished.Theprimarypurposeoftheofficewillbetoreviewtheintegritymanagementframeworkandworktowardsacorruptfreegovernmentandimproveddisclosureframeworktoeliminatethepracticeofpublicservantsdoingbusinesswithgovernment.

7. TheNtirhisano ServiceDeliveryWar Roomhas been launched and the rollout of an integrated systemof service delivery inmetropolitan, district and local municipalities will continue in the new financial year. The Ntirhisano Service Delivery RapidResponseSystemisakeyareaofworkforthisclustertoensurequickerresponsetimestoservicedeliveryissuesandstrengtheningofIGRgovernance.Cooperativegovernancewillensuregreaterefficiencyacrossthespheresofgovernment.Theimplementationofe-governancesystemswillpromoteparticipatorygovernanceandactive involvementof residents in thegovernanceof theprovince.

8. Performance monitoring and evaluation were prioritised, and planning is to be linked to province-wide outcomes-basedperformancemanagement.Earlywarningsystemswillinformswiftinterventionsinsustainedareasofunder-performance.Thesemonitoringinterventionswillsupportourinitiativetoconductunannouncedvisitsandrapidresponsetocommunityissuesandconcerns.

9. Significantworkhasbeenundertakenandpartnershipsestablishedthroughadvancingandprotectingtherightsofyouth,womenandpeoplewithdisability, theelderlyandmilitaryveterans.TheOfficeofthePremierwillcontinuetoensuregreaterandco-ordinatedsupportforthetargetgroups,includingsupportforourmilitaryveteransandtheseniorcitizensofourprovince.

Planning, co-ordination and integration will be central to our massive infrastructure programme drive. Social and economicinfrastructureliesatthecentreofourprogrammetocreatejobsandmeetsocialneedsofourpeople,toovercomeapartheidspatialplanning,tore-industrialise,togreenandmoderniseourprovince.

Inconclusion, Iwould like toextendaspecialwordof thanks to thePremierof theGautengProvince,MrDavidMakhuraandhisprovincialExecutiveCouncil.TheGautengCityRegionwouldnothaveachievedsuchprofoundsuccesswithouthispassion,leadershipanddedicationforservicedeliveryandcommitmenttomakeGautengabetterplaceforthosewholiveinit.

PhindileBaleni(Ms)GautengDirectorGeneralDate:31May2015



5.StrategicOverview

5.1 VisionLeadership for an integrated city-region, characterised by social cohesion and economic inclusion; the leading economy on thecontinent,underpinnedbysustainablesocio-economicdevelopment.

5.2 MissionToadvanceradicalsocio-economictransformationandsteerGautengtowardsaseamlessandintegratedCityRegioncharacterisedbysocialcohesionandeconomicinclusion;by:a) Providingstrategicleadershipanddirectiontogovernmentandsociety;b) Ensuringthetransformationandmodernisationofthepublicservice;c) Improvinggovernmentperformanceandservicedeliverythroughenhancedplanning,coordination,monitoringandevaluationof

governmentperformance;d) Ensuringeffectivecommunicationandstakeholderinterfaceswithcommunitiesandkeysectorsofsociety;e) Providingstrategicandoperationalsupportinfulfillingconstitutionalandlegalobligations;f) Activelyadvancinggenderequality,women’sempowerment,youthdevelopmentandtherightsofpeoplewithdisability,older

personsandmilitaryveterans;andg) Securingpartnershipsthatsupportthedevelopmentagenda,withbothdomesticandforeignpartners.

5.3 Values

Value WhatitmeansfortheOoPinpractice?

Patriotism • Remaintruetothevaluesofloyalservicetothepeople• Asenseofdutyandservice,andthepassiontoservebeyondthecallofduty• Participationinallkeygovernmentactivities

Purpose • Worktirelesslytowardsachievinggoals• Tobedrivenbypurpose,andtheachievementofresults• Displayingtherightattitudetothetaskathand• Exudepositiveenergyinmovingourprovinceforward

TeamFocus • Workingtogethertoassisteachotherandtoenablealldepartmentstosucceed• Sharingofknowledgeandinsightstowardsacommonpurpose

Activism • Useallavailableopportunitiestopromoteandlobbyfordesiredsocialandeconomicchanges• Strivetoparticipateinallkeygovernmentactivitiesasanopportunitytolobbyforkeyprogrammes• Exudepositiveenergyinengagingwithothersaboutourdesireandplanstomoveourprovinceforward

Integrity • Valueopenness,honesty,consistencyandfairness• Actingoodfaithinallourdaytodayactivities• Displayhumilityinouractions• Committedtoethicalbehaviour,andfocusonjusticeandfairness• Exercisecarenottodiscloseconfidentialinformation

Accountability • Dowhatwesaywewilldo,thenfollowthroughonwhetherit’sbeendonecorrectly• Takeownershipofthetasktoensureitgetsdonecorrectly,thefirsttimearound• Deliveringthebestthatwecan

Innovation • Listentoandunderstandneedsandcreatenewapproachestowhatwedo• Afocusoncuttingedge,bestinclassand“outsidethebox”approachesandsolutions

5.4 Role of the Office of the Premiera) Theprovisionofleadershiptotheentiregovernmentandsociety;b) Overseeingtheeffectivefunctioningoftheentireprovincialadministrationandfast-trackingdeliveryofpolicyprioritiesofthis

termofofficeandimplementtheNDP,Vision2030;c) Longtermplanning,policycoordination,monitoringandevaluationofgovernmentperformanceonpriorities;d) Communicationandinterfacewithcommunitiesandkeysectorsofsociety;e) Provisionofstrategicandadministrativesupport tothePremierandCabinet infulfillingthemandate,constitutionalandlegal

obligationsandrealisingthepolicyprioritiesandpoliticalimperativesofthefifthadministration;andf) MainstreamingissuesofGender;Youth,PeoplewithDisabilityandElderlyPersonsinGovernmentprogrammes.



5.5 Strategic Goals of the Office of the Premiera) Drivinggreaterpolicyandplanningcoherenceingovernmentandtheachievementofservicedeliveryoutcomes;b) BuildingamodernisedGautengpublicservicewiththecapacitytodrivechangeandtransformation;c) PromotingandfacilitatingeffectivecommunicationbetweengovernmentandthepeopleofGauteng;d) Forgingstrategicpartnershipsthatadvancethenationalandprovincialdevelopmentagenda;ande) Advancinggenderequality,women’sempowerment,youthdevelopment,therightsofpeoplewithdisability,olderpersonsand

militaryveteransandpromotingsocio-economicinclusion.

6.LegislativeandotherMandatesTheOfficeofthePremierderivesitsmandateprimarilyfromtheConstitution,thePublicServiceAct(PSA)anditsregulations,thePublicFinanceManagementAct(PFMA),policydirectivesandtheoverallmandateofgovernment.Themostimportantprovisionsareasfollows:• The Premier has executive, policy, legislative, intergovernmental and ceremonial functions and responsibilities as defined in

Chapter6oftheConstitutionoftheRepublicofSouthAfrica.• ThePremier,asthepoliticalheadoftheProvincialGovernment,isalsoresponsiblefortheimplementationofChapter3ofthe

Constitution. Section 41(1) defines the relationship and principles underlying cooperation between the various spheres ofgovernment.

• Section125(2)oftheConstitutiondeterminesthatthePremierexercisestheexecutiveauthorityoftheprovincetogetherwithothermembersoftheExecutiveCouncil(EXCO).ThePremierappointsthesemembersandassignstheirfunctionsandresponsibilitiesanddelegatepowerstothem.

ThePremier,togetherwiththeEXCO,exercisesexecutivepowerby:• ImplementingprovinciallegislationintheProvince;• Implementingallapplicablenationallegislation;• AdministeringnationallegislationintheProvince(ifassignedbyParliament);• Developingandimplementingprovincialpolicy;• Co-ordinatingthefunctionsoftheprovincialadministrationanditsdepartments;and• PerforminganyotherfunctionassignedtotheProvincialExecutiveintermsoftheConstitutionoranActofParliament.

TheEXCOisthefulcrumuponwhichtheProvincialGovernmentrevolves.ThePremierandallmembersofEXCOareaccountabletotheProvincialLegislaturefortheexerciseofpowersandtheperformanceoffunctionsallocatedtothem.TheDirector-General,astheHeadoftheProvincialAdministration,isalsomandatedtomanagethePublicService.Thisentailsadministrativeleadership,planning,monitoring,co-ordinationanddeliveryinaccordancewiththePublicServiceAct,1994asamended,togetherwiththeregulations.

Asagovernmentdepartment,theOfficeofthePremierisalsoexpectedtocomplywiththefollowing:• SouthAfricanNationalPolicyFrameworkforWomenEmpowermentandGenderEquality:December2000• WhitePaperonTransformingPublicServiceDelivery(BathoPeleWhitePaper)• NationalDevelopmentStrategy• WhitePaperontheNationalYouthServiceProgramme• NationalYouthPolicyDevelopmentFramework:2002–2008• NationalProgrammeofActionforChildrenFramework(NPA),launchedin1996• PublicServiceAct,1994,asamended• PublicFinanceManagementAct,1999• PromotionofAccesstoInformationAct,2000• PromotionofAdministrativeJusticeAct,2000• PromotionofEqualityandPreventionofUnfairDiscriminationAct,2000• SkillsDevelopmentAct,1998• SouthAfricanQualificationsAuthorityAct,1995• PublicServiceRegulations,2001,asamended• LabourRelationsAct,1995,asamended• BasicConditionsofEmploymentAct,1997• EmploymentEquityAct,1998• OccupationalHealthandSafetyAct,1993• PreferentialProcurementPolicyFramework,2000• Broad-BasedBlackEconomicEmpowermentAct,2003• IntergovernmentalRelationsFrameworkAct,2005(ActNo.13of2005).



7.OrganisationalStructureTheneworganisationalstructureapprovedbytheMinisterofPublicServiceandAdministrationin2012comprisesof316posts.Asat31March2014,thetotalnumberoffilledpostsis245.

Inadditiontotheabove,theOfficeofthePremierhasatotalnumberoftwenty(20)internshipsforaperiodoftwelve(12)monthstogainworkingexperience.Asat1April2014,thenumberofstaffintheOfficeofthePremierwas202.On31March2015,thestaffcomplimentincreasedto278posts.Inlinewiththemandateofthenewadministration,areviewoftheorganisationalstructurewasundertakenwiththeemphasisonincreasedservicedeliveryandfightingcorruptionatalllevelsofgovernment.

Inlinewiththeavailablefinancialresources,theOfficeofthePremierfilledallvacantfundedposts.AllotherpostsonthePersalsystemwillbemadeunfundedandcategorisedassuch.Inaccordancethereto,thevacancyrateintheOfficeofthePremierisbelow10%.

ThehighlevelstructureoftheOfficeofthePremierisoutlinedbelow:

PREMIERDAVIDMAKHURA

DIRECTOR-GENERAL AND ACCOUNTING OFFICER

PHINDILEBALENI

GAUTENG PLANNING

DIVISION

HEADRASHIDSEEDAT

PROVINCIAL

COMMUNICATION SERVICES

DEPUTYDIRECTORGENERALTHABOMASEBE

DEVELOPMENT

PLANNING

DEPUTYDIRECTORGENERAL

KHULULEKILEMASE

INSTITUTIONAL DEVELOPMENT SUPPORT

AND INTEGRITY

DEPUTYDIRECTORGENERALELIZABETHTHOBEJANE

EXECUTIVE SUPPORT AND STAKEHOLDER MANAGEMENT

DEPUTYDIRECTORGENERALMARIE-LOUISE

CORPORATE MANAGEMENT

DEPUTYDIRECTORGENERALSIFISOMKHIZE

POLICY COORDINATION MONITORING AND

EVALUATION

DEPUTYDIRECTORGENERALANNETTEGRIESSEL



Managementteam

MsPhindileBaleni DirectorGeneralMrRashidSeedat Head:GautengPlanningDivisionMrThaboMasebe DDG:ProvincialCommunicationServicesMrSifisoMkhize DDG:CorporateManagementMsAnnetteGriessel DDG:PMEMsMarie-LouiseMoodie DDG:ExecutiveSupportandStakeholderManagementMrKhululekileMase DDG:DevelopmentPlanningMsElizabethThobejane DDG:InstitutionalDevelopmentSupportandIntegrityManagementMrMduduziMbada SpecialAdvisortothePremierforPolicyandGovernanceMrMxolisiXayiya SpecialAdvisortothePremierforServiceDeliveryDrDarionBarclay ChiefDirector:StrategyandOperationalSupportAdvGeertKuit ChiefDirector:LegalServicesMsCharlotteDube ChiefofStaffMrMohammadSujee ChiefDirector:CabinetServicesMsNinoZama Premier’sSpokespersonMsNokuthulaSikakane ParliamentaryCounselMrTebogoPhadu SpeechWriter

MsMatsieSeritsane ChiefDirector:ExecutiveSupportandClusterManagementMrMoeketsiMoletsane ChiefDirector:ResourceManagementMsSarasNaidoo ChiefDirector:CorporateCommunicationandMarketingMsJanineJulies-Nale ChiefDirector:PublicRelationsMrTimothyNast ChiefDirector:GautengPlanningDivision:InfrastructureCoordinationMrSiphoMtshali ChiefDirector:GautengPlanningDivision:PMEMsNtombikayiseZulu ChiefDirector:GEYODIMrMalibongweMboyi ChiefDirector:TransversalHRMrJosiahLodi ChiefDirector:DevelopmentPlanning

MsVanithaMurugan Director:ServiceDeliveryMsNaliniNaicker Director:LongTermPlanninginDevelopmentPlanningMsGamuMazibuko Director:TransversalHRMrGashRungasamy Director:SecurityandRiskManagementServicesMrIsraelMogale Director:CorporateCommunicationMrNeoSehume Director:CommunicationsMrSiphoMokoena Director:StrategyandMediaLiaisonMsIsabellaLetlhake Director:PrivateOfficeofthePremierMrKuvhangananiNetshandama Director:StakeholderManagementMrGirishMagan Director:InformationTechnologyandAuxiliaryServicesMrUsandaGqwaru Director:EconomicSectorPolicyMrZainBulbulia Director:TargetedGroupsMsDoloresMbuli Director:Gender,YouthandDisabilityMrMphahleNkadimeng Director:SocioEconomicIntelligenceMsMinetteSmit Director:OfficeoftheDirector-GeneralMrJeffreyNkuna Director:LegalServicesMrSimonMolefe Director:YouthMsMerlesMotlhabane Director:InternalHumanResourceMsTwiggyMabuza Director:CabinetOperationsMrMokgemaMongane Director:InfrastructureCoordination



MrNdhambiMachimana Director:FrontlineServiceDeliveryMonitoringMrMadimetsaPitseng Director:PerformanceMonitoringandEvaluationMrGlynnDavies Director:DevelopmentPlanning:GameChangerProgrammeOfficeMrSibuleleSidzumo Director:PerformanceMonitoringandEvaluation:OutcomesCoordinationMsNoluthandoNkosi Director:LeaderandGovernmentBusinessMsNdalisaJele Director:BrandingandMarketingMrThabangTsie Director:SupplyChainManagementMrDanielNape Director:FinancialManagementMsVuyiswaStephens Director:StrategyandOperationalSupportMrMonwabisiNguqu Director:LegislativeDraftingMsMandisaMatlhare Director:GautengPlanningDivision:GameChangerProgrammeOfficeMsManniniMakhele Director:GautengPlanningDivision:IntegratedDevelopmentPlanningMrAshelyHay Director:GautengPlanningDivision:LandUseManagementMrLetholaMokakala Director:GautengPlanningDivisionInfrastructureCoordinationMsNomaladyNomatse Director:OrganisationalDesignandJobEvaluationMsDuduzileMoloi Director:DevelopmentCommunicationandPublicInformationServicesMrPeterLetshelela Director:ChangeManagementMrPhilemonButhelezi Director:GautengPublicHotlineMrCeliweKgowedi Director:GeographicInformationSystemMsNthabisengSekere Director:TransversalOrganisationalDevelopmentMrAlwynKrugar Director:TransversalHRMrDonCronjee Director:TransversalHRMrJohnLegodi ActingDirector:RiskManagement

8. EntitiesReportingtothePremierTheOfficeofthePremierdoesnothaveanydirectreportingentities.



Section B Performance Information


Gauteng Provincial Government | Office of the Premier | Annual Report | 2014/201520 Gauteng Provincial Government | Office of the Premier | Annual Report | 2014/201520

1.StatementofResponsibilityForPerformanceInformation

Statement of Responsibility for Performance Information for the year ended 31 March 2015

TheAccountingOfficerisresponsibleforthepreparationoftheDepartment’sperformanceinformationandforthejudgementsmadeinthisinformation.

TheAccountingOfficerisresponsibleforestablishing,andimplementingasystemofinternalcontroldesignedtoprovidereasonableassuranceastotheintegrityandreliabilityofperformanceinformation.

Inmyopinion,theperformanceinformationfairlyreflectstheperformanceinformationoftheDepartmentforthefinancialyearended31March2015.

PhindileBaleni(Ms)AccountingOfficerOfficeofthePremierGauteng31May2015


Gauteng Provincial Government | Office of the Premier | Annual Report | 2014/2015 21Gauteng Provincial Government | Office of the Premier | Annual Report | 2014/2015 21

2.AuditorGeneral’sReport:PredeterminedObjectivesTheAuditorGeneral’sReportonpredeterminedobjectivesisreflectedonpage143oftheReportoftheAuditorGeneral,publishedasPartE:Financialinformation.

3.Overviewofdepartmentalperformance

3.1. Service Delivery Environment• TheOfficeofthePremiercompiledaServiceDeliveryImprovementPlan(SDIP)fortheperiod2012-2015.TheSDIPincludedthe

identificationofstandardsforthemainservicesprovidedbytheOffice,anidentificationofcustomers,aswellasthequalityandquantityofservicestandardstobedelivered.TheSDIPwasdulysubmittedtotheDepartmentofPublicServiceandAdministration.

• Theimprovementofservicedeliverywillbethehallmarkofthefifthadministration.Ingivingeffecttotheradicaltransformation,modernisationand reindustrialisationprogramme inGPG,wehaveadoptedastrategicpostureofanactivistgovernment thatis responsive and actively engages with communities to find solutions to their developmental challenges. Service deliveryinterventionswillbestrengthenedthroughtheServiceDeliveryWarRoomthatwaslaunchedinSeptember2014.

• WiththecurrentSDIPfor2012-2015comingtoanendasof31March2015,theOfficeofthePremierhasdevelopedthefirstdraftofthe2015-2018SDIPwhichwasassessedbyDPSA.Aworkshopwasalsoconvenedon23-24April2015whereDPSApresentedservicedeliverybestpracticesaswellastheperformanceonservicedeliveryforthepreviouscycle(2012-2015),anextensionforthesubmissionofthefinalSDIPsthatwilldriveservicedeliveryforthenextMediumTermExpenditureFramework(MTEF)wasprovidedtoalldepartmentsbyDPSAtotheendofJune2015.

3.2 Service Delivery Improvement PlanThetablesbelowhighlighttheservicedeliveryimprovementplanandachievementstodate.

Table 1.1: Main services provided and standards

MAIN SERVICES ACTUAL CUSTOMERS

POTENTIAL CUSTOMERS

STANDARD OF SERVICE

ACTUAL ACHIEVEMENTS

ImplementGovernment’sFiveYearProgrammeofAction

• ResidentsofGauteng

• GovernmentDepartments

• Visitorsfromotherprovinces

• VisitorstotheGPGwebsite

Partnershipsidentifiedwithprivatesectorentities

RegularmonthlyandquarterlyperformanceinformationontheachievementsagainsttheProgrammeofActioniscollected,verifiedandanalysedandperformancereportswithratingsandkeyfindingsandrecommendationsaretabledintheExecutiveCouncilsystem.

Anewapproachtotheanalysisofperformancepercluster,perpillarandperprogrammewasintroducedtoprovidetheExecutiveCouncilwithahigh-levelaggregatedanalysisandgraphstocomplementmoredetailedreportsanddataonspecificareasofperformance.

ThePOAperformancereportscontinuedtoprovideaconsistentbasisthroughwhichtheExecutivecouldbeinformedofprogressinkeydeliveryareas,andcouldinstitutecorrectivemeasuresinareasofsustainedunder-performanceand/orsystemicweakness.

ProgressinrelationtotheidentifiedinterventionareaswasmonitoredandreportedtotheExecutiveCouncilaspartofmonthlyandquarterlyPOAreporting.

EstablishmentofthePublicServiceHotline

• ResidentsofGauteng

• GovernmentDepartments

• Visitorsfromotherprovinces

• VisitorstotheGPGwebsite

Internationalvisitors,mediaandinvestors

Complaintsresolvedwithin72hours.CommunicatingtheoutcomesofgovernmentinterventionsonissuesraisedthroughtheHotline.

Achievementrateof90%ofescalatedcasesresolved.ThelaunchoftheGautengServiceDeliveryResponsesystem(WarRoom)bytheGautengPremierinSeptember2014setthetoneforimprovementinresolutionofissues.ThedevelopmentofaGautengCityRegion-wideCaseManagementSystemwillallowforresolutionofcasesatlocallevel.




POTENTIAL CUSTOMERS

STANDARD OF SERVICE

ACTUAL ACHIEVEMENTS

CertificationofBillsandRegulations

Role-playersinthelegislativepathfrominceptiontofinalpromulgation

Allotherrole-playersinthelegislativepathfrominceptiontofinalpromulgation.

Scrutiniseandcertifybills,noticesandregulationstoensurecompliancewiththeConstitution,nationallegislationandprovincialpolicies.

LegislativerequirementsachievedwithallBills,NoticesandRegulationspassed.

CommunicationServices

ResidentsofGautengPoorandDisadvantagedcommunitiesPrivateSector

InternationalvisitorsandinvestorsinterestedinGauteng’sdevelopment

IzimbizoheldStakeholderengagementsessionsEconomicOpportunitiesRoadshowsServiceDeliveryProgrammeinitiativesThusongServiceCentresincludingOpenDaysDistributionofinformationleaflets,posters,pamphletsandmonthlyissuesofGautengNews

PubliccampaignslinkedtothenewGautengstrategicposture,newPOA,announcementsofthenewadministrationafterthefifthdemocraticelectionsandthetwoStateoftheProvinceAddresseshavebeenimplementedthroughvariousplatforms.Thisfinancialyearwasalsomarkedwithcelebrationofthe20yearsofdemocracy.

MeaningfuldialoguebetweengovernmentandthepeoplewasfosteredthroughanumberofcommunityengagementsthatwerefacilitatedforthePremierandExecutiveCouncilMembers.Mattersrangingfromgovernment’sprogrammeofactionandthevisiononradicaltransformation,modernisationandreindustrialisation,werediscussed.

GPGservices AllresidentsofGauteng

- ProduceanddistributeDirectoryofServicestoallresidentsofGauteng

DirectoryofServicesproducedanddistributed.

BrandingofGauteng

ResidentsofGautengVisitorsfromotherprovinces

InternationalvisitorsInternationalInvestors

MarketingandpromotionofGautengthroughbillboardsandotherplatformsasatouristandinvestmentdestination.

IngivingeffecttothenewprogrammeofactionforGauteng,variousplatformswereusedtoprofiletheprogrammeofaction,brandmanagementandmanagingthereputationofgovernment.Thenewvalueproposition“TogetherMovingtheGautengCityRegionForward”wasdevelopedalignedwiththestrategicobjectivesofpositioningGautengasaGlobalCityRegion.

CentralisedPlanning

ResidentsofGautengNationalGovernmentProvincialandLocalGovernment

- GautengPlanningCommissionandGautengAdvisoryCouncilestablished

AproposalfortheestablishmentoftheGautengInfrastructureCo-ordinatingCouncil(GICC),chairedbythePremier,wasdevelopedandapprovedbythePremier’sCo-ordinatingForum.TheGICCwillleadintheplanning,prioritisation,coordination,implementationandmonitoringofinfrastructureprojectsfortheGautengCityRegion(GCR)toachievetheobjectivesoftheTen-PillarProgrammeandovercometheinfrastructuredevelopmentchallengesinGauteng.




POTENTIAL CUSTOMERS

STANDARD OF SERVICE

ACTUAL ACHIEVEMENTS

SupportingTargetedGroups

Targetedgroups.women,children,youth,peoplewithdisabilities

- SpecialProgrammessupportthroughanumberofintergovernmentalforaheld

TheGender,YouthandDisability(GEYODI)programmeofactionwasdevelopedandimplementedfortheperiodunderreview.

KeyinitiativesincludedtheengagementswiththeGautengDepartmentofCommunitySafetyonprovincialinterventionstoeradicategender-basedviolenceintheprovince.

ThefacilitationofeconomicopportunitiesforpeoplewithdisabilitieswiththeGautengDepartmentofHealthandJohannesburgCouncilfortheDisabled(JOCOD)toestablishcooperativesownedbypeoplewithdisabilitiestorepairwheelchairsfortheSouthernregion.Aninterventiontoimproveprocurementfromcompaniesownedbypeoplewithdisabilities.

FacilitatedandlaunchedtheAdreachcampaigntocreateyouth-ownedbusinessesinWinterveldt.FacilitatedtheawardingoffivebursariesworthR55000eachforyoungpeoplethroughGCRA.YouthDevelopmentDirectorateandNaiduRichenAttorneysInc,ayouth-ownedlawfirmhasidentifiedanecessityfortheprovisionof(probono)legalservicestoSMMEsthatareyouth-owned.

EngagementswereheldwithGEPonskillsdevelopmenttrainingforwomencooperatives.

Supportsocialdevelopment

ResidentsofGauteng

- DialogueforWomenheldwithPremier.CommemorationofYouthDay,InternationalWomen’sDayandInternationalDayofPeoplewithDisabilities

PartnershipsformedforYouthMonth,Women’sMonth,DisabilityRightsMonth,InternationalDayofDisabledPersonsandInternationalWomen’sDayactivities.



Table1.2:Consultationarrangementswithcustomers

TYPE OF ARRANGEMENT

ACTUAL CUSTOMERS POTENTIAL CUSTOMERS ACTUAL ACHIEVEMENTS

Publicparticipationevents

ResidentsandcommunitiesofGauteng

- • Arangeofpublicparticipationeventswasheldthroughoutthefinancialyear.

Interactivemeetingswithstakeholders

• ResidentsandcommunitiesofGauteng

• ProvincialGovernmentDepartments

• Civilsociety• Publicentitiesandstate

ownedenterprises• PrivateSectorEntities

- • Meetingswithinternalandexternalstakeholdersheldasandwhentheneedarose.

• ThePremier’sConversationwithBusinessprovidedagreatplatformtoengagewithbusinesstoformapartnershiptocreateviableeconomicopportunities.

Variousforaacrossprogrammessuchashumanresources,anti-corruption,ethics,servicedelivery,monitoringandevaluationandtargetedgroupsupport

• ResidentsandcommunitiesofGauteng

• Provincial• GovernmentDepartments• Publicentitiesandstate

ownedenterprises• Civilsociety• Targetedgroups:women,

youthandpeoplewithdisabilities

- • MonthlyandquarterlymeetingsheldwithHRprofessionalsfromallDepartments.

• QuarterlyGenderForum,civilsocietyandInterdepartmentalDisabilityRightsmeetingsfortargetedgroupsheld.

• PMEForummetonamonthlyandquarterlybasis.

• IGRandIRForumsheld.• ServiceDeliveryForummeton

aquarterlybasis.• QuarterlyLegalForum

meetingswithalldepartmentalLegalUnitswereheld.

• AnannualmonitoringreportontheimplementationoftheGautengAnti-CorruptionStrategicFrameworkwaspreparedandsubmitted.

• ServiceDeliveryInterventionProgrammesheldininformalsettlements.

• GPGIntergovernmentalCommunicationLekgotlaheldquarterly.

• Otherengagementsheldasandwhentheneedarose.

ThusongServiceCentres

CommunitieswhereTSCsarelocated

- • VariousOpenDaysheldtoconsultandengageongovernmentservicedelivery.TheMaponyaMallThusongServiceCentrewaslaunchedon31August2014.



Table1.3:Servicedeliveryaccessstrategy

ACCESS STRATEGY ACTUAL ACHIEVEMENTS

Mediasuchasradio,television,publications,izimbizo,economicopportunityroadshows,Gautengwebsite

VariousmediabriefingswereheldfollowingtheStateoftheProvinceAddress(SOPA),cabinetmeetings,Premier’sengagements,keymilestoneseventsandinaddressingissuesintheenvironment.TheOfficeofthePremierfacilitatedandheldanumberofmedianetworkingsessionsandarrangedone-on-onemeetingsbetweenthePremierandeditors,withtheaimofimprovingworkingrelationsbetweengovernmentandthemedia.

ThedigitalmediapresencewasdeepenedwithonlinenewsstoriespublishedontheGautengonlinewebsite,twitterandFacebookpages.Socialmediafollowingincreaseddrivenbygovernment’spronouncementsonanumberofissuesthataffectthepeopleofGauteng.TheinauguralStateoftheProvinceinJune2014sawPremiersharinghisvisionforGautengoverthenextfiveyears.Alivescreeningoftheaddresswasairedatpublicviewingsites,varioustelevisionandradiostations.AttheFebruary2015StateoftheProvinceAddress,thePremierelaboratedonhisvisionforGautengwiththeimplementationofthefivedevelopmentcorridors.SOPAwascarriedliveonanumberoftelevisionandradiostations.Followingboththeaddresses,PremierandExecutiveCouncilengagedwithcommunitiesatizimbizo.

ThusongServiceCentres(TSCs) GovernmentDepartmentsrenderservicesatTSCstoensurethatgovernmentservicesarebroughtclosertocommunities.Servicedirectorybookletsweredeliveredtoall46centres.OpenDaysareheldmonthlytoprovideinformationtocommunitiesongovernmentservices.ThelaunchofMaponyaMallThusongServiceCentretookplaceon31August2014.

Premier’sHotline Anachievementrateof90%ofescalatedcaseswasresolved.ThelaunchoftheGautengServiceDeliveryResponsesystem(WarRoom)bythePremierinSeptember2014setthetoneforimprovementinresolutionofissues.The1266newinformationitemsaddedonthehotlinecontentmanagementsystemresultedinresidentsbeingabletoaccessgovernmentinformation.

Table1.4:Serviceinformationtool

TYPES OF INFORMATION TOOL ACTUAL ACHIEVEMENTS

Gautengonline Thewebsitewasupdateddailywithimportantnews,events,policies,strategiesandmediastatements.Morethan48storiesamonthcoveringtheworkoftheGautengProvincialGovernmentandallmunicipalitiesarepostedonthewebsite.

Gautengnews,pamphlets,informationbrochures,posters,banners,leaflets

GautengNewsissuedonamonthlybasiscoveringarangeoftopicsofmattersofinteresttocommunities.

Informationleaflets,brochures,postersandbannersongovernment’sservicessuchasHIV/Aids,Women,ChildrenandPeoplewithDisabilitiesamongothersincludingpublicparticipationevents,roadshows,aredistributedonaregularbasis.

Aservicesdatabaseisalsoavailable.

Advertisingcampaignsonstrategicdirectionandpolicyinitiatives

AdvertisingcampaignslinkedtothenewGautengstrategicposture,newPOA,GlobalCityRegion’sTen-PillarTransformation,ModernisationandReindustrialisationProgrammeweredonetoprofilegovernmentprogrammes.



Table1.5:Complaintsmechanism

COMPLAINTS MECHANISM ACTUAL ACHIEVEMENTS

Complaintsareinvitedfromresidentsinperson,writing,byemailandthroughpublicparticipationevents

Complaintsdealtwitheffectively.WiththelaunchoftheServiceDeliveryWarRoom,theofficeadoptedastrategicpostureofanactivistgovernmentthatisresponsiveandactivelyengageswithcommunitiestofindsolutionstotheirdevelopmentalchallenges.ServicedeliveryinterventionsaregoingtobestrengthenedthroughtheServiceDeliveryWarroom.

PublicServiceHotline Over90%ofservicedeliverycomplaintsresolved.

3.3 Organisational environment ThefifthadministrationoftheGautengProvinceassumedofficeinJune2014withagoodsenseofwhathasbeenachieved;includingthefactthatgovernmenthasmadeprogressinreducingpoverty,inequalityandunemploymentoverthepast20years.However,itrecognisesandappreciatesthatmanychallengesstillremainandhence,theneedtoradicallytransform,moderniseandreindustrialisetheGautengCityRegionasguidedbythe2014-2019electoralmandate. TheNationalDevelopmentPlan (NDP),Vision2030,whichwasadoptedbytheNationalExecutive in2012, remainsthevisionaryblueprintofgovernmentandwill further informthestrategicdirectionof theGautengProvincialGovernment.ThereforetheNDP,Vision2030, is a collaborativepartnership; towards reducingpoverty,unemployment,buildanationaldemocratic society that issociallyinclusivesocietyby2030.GivingeffecttothislongrangeplanisaseriesofMedium-TermStrategicFrameworks(MTSF’s).2014–2019isthefirstofthreesuchFrameworksandidentifiesthecriticalactionstobeprioritisedinthefirstfive-yearsoftheNDP,Vision2030.

In response to the mandate of the Office of the Premier and the strategic imperatives of Government; the vision, mission andvaluesoftheOfficeofthePremierhavebeenformulatedtoprovideoveralldirectionandinspirationinmeetingandexceedingtheobjectivesofthemandate.ThefifthadministrationadoptedtheGautengCityRegionTen-PillarTransformation,Modernisation,andRe-industrialisation(GCRTMR)programmeasthestrategicpostureforGautengProvincialGovernmentforthe2014-19MTSF.TheroleoftheOfficeofthePremierthereforeistoensurethatthe10-pillarsareintegratedintheplansofallGautengprovincialdepartmentsandthattheimplementationthereofismonitored,evaluatedandreportedon.

AsdetailedintheStrategicPlan2014–2019anumberofpoliticalimperativesandpolicyprioritieshaveguidedtheformulationofGauteng’sprogrammeofradicalsocio-economictransformationforthenextfivetofifteenyears(overtheNDPhorizonuntil2030)under3keythemesand10pillars,asfollows:

NO. COMPONENT PILLAR

1. Transformation 1.Radicaleconomictransformation2.Decisivespatialtransformation3.Acceleratedsocialtransformation4.Transformationofstateandgovernance

2. Modernisation 5.Modernisationofthepublicservice6.Modernisationoftheeconomy7.Modernisationofhumansettlementsandurbandevelopment8.Modernisationofpublictransportinfrastructure

3. Reindustrialisation 9.ReindustrialisationofGautengprovince10.TakingtheleadinAfrica’snewindustrialrevolution

Mainstreamedacrossthe10pillarsareissuesofGender,Youth,ElderlyPersons,MilitaryVeteransandPeoplewithDisabilities.

Significanthighlightsforthe2014/15financialyearareoutlinedbelow.InlinewiththeTMRProgramme,theOfficeofthePremier(OoP) is responsible for facilitating spatial transformationwith other line function departments, but is primarily responsible fortransformationofstateandgovernanceandmodernisationofthepublicservice.DetailedperformancereportsperprogrammeandsubprogrammeareincorporatedundersectionB.



PILLAR STRATEGIC OBJECTIVES

PROGRESS

Transformationofstateandgovernance

Drivinggreaterpolicyandplanningcoherenceingovernmentandtheachievementofservicedeliveryoutcomes

• TheServiceDeliveryWarRoom(SDWR)waslaunchedtoestablishacohesive,integratedandcollaborativenetworkofserviceresponsestructuresandsystemsfromwardleveltolocal/regionaltodistrict/metroandprovinciallevel.

• TheSDWRisintheprocessofconnecting±500wardsintheGautengProvince.• AsoneofthecomponentsofSDWR,thePublicServiceHotlinecontinuesto

provideeffectivecustomercarebyexceedingtheirtargetof90%to98%ofprovidingcustomerfeedbackwithin3workingdaysand90%ofescalatedcasesresolvedwithin60workingdays.

• LegislativeProgrammefor2014/15wasapprovedbytheExecutiveCouncilinSeptember2014.NoamendmentoftheLegislativeProgrammeenvisagedfortheremainderofthefinancialyearbecauseofapprovalinthesecondquarter

• Legislationwascertifiedwithinthestipulatedtimeframeof60workingdaysandinaccordancewiththePathtoLegislation.

• Alllegalagreementswerevettedwithintherequiredtimeframe.• ThereviewoftheCabinetSystemiscompletedwiththeadoptionofthethree

clustersystemapproachtosupportthePremierandExecutiveCouncil.

Forgingstrategicpartnershipsthatadvancethe national andprovincialdevelopmentagendabothlocallyandinternationally

• TheTermsofReferenceandabusinesscasefortheappointmentofaserviceprovidertodevelopanInternationalRelationsStrategyandtheGautengIntergovernmentalRelationsStrategyfortheGautengCityRegionareatanadvancestage.

• MeetingswereheldwithkeyexpertstodiscussthepracticeofInternationalRelationsintheGautengCityRegion(GCR)andhowInternationalRelationsshouldsupporttheindustrialisationoftheGCRandAfrica.

• Areviewofthecurrentstructuresandprocessesofcommunityparticipationandthedevelopmentofinterventionplanformoreeffectivecommunityparticipationprocesswereundertaken.

• TheGautengPlanningDivisionengagedprovincialdepartmentsontheirgamechangingprojectstoensurepropermonitoringandoversight.

Advancinggenderequality,women’sempowerment,youthdevelopmentandtherightsofpeoplewithdisabilities,olderpersonsandmilitaryveteransandpromotingsocio-economicinclusion

• Infacilitatingeconomicopportunitiesforpeoplewithdisabilities,OoPwiththeGautengDepartmentofHealthandJohannesburgCouncilfortheDisabled(JOCOD)partneredtoestablishcooperativesownedbypeoplewithdisabilitiestorepairwheelchairsfortheSouthernregion.

• Aninterventiontoimproveprocurementfromcompaniesownedbypeoplewithdisabilities.

• EngagementswiththeGautengDepartmentofCommunitySafetyonprovincialinterventionstoeradicategender-basedviolenceintheprovince.

• FacilitatedandlaunchedtheAdreachcampaigntocreateyouth-ownedbusinessesinWinterveldt.

• EngagementswithGEPonskillsdevelopmenttrainingforwomencooperatives.• FacilitatedtheawardingoffivebursariesworthR55000eachforyoungpeople

throughGCRA.YDDandNaiduRichenAttorneysInc,ayouth-ownedlawfirmhasidentifiedanecessityfortheprovisionof(probono)legalservicestoSMMEsthatareyouth-owned.




PROGRESS

Modernisationofthepublicservice

BuildingamodernisedGautengpublicservicewiththecapacitytodrivechangeandtransformation

• The2015/16POAhasbeendevelopedthroughaniterativeprocesswhichwasconcludedinMarch2015.ThisincludedPOAbilateralswithDepartmentsconductedbytheGautengPlanningDivision.Theoverallcontentandstructureofthe2015/16POAandprocesstowardsthefinalisationofthePOAwastabledattheExecutiveCouncilmeetingon4March2015.

• TheintergovernmentalPOAtakesintoconsiderationkeyprovincialdeliverablesthatemanatedfromthePremier’sStateoftheProvinceAddress.AlldepartmentalsubmissionswerescrutinisedtoensurealignmentwiththeTMRapproach. - Regularmonthlyandquarterlyreportsontheimplementationofthe2014/15

ProgrammeofActionwerecollected,verifiedandanalysedandperformancereportswithratingsandkeyfindingsandrecommendationsweretabledintheExecutiveCouncilSystem.

- Thepost-moderationMPAT1.4resultsweremadeavailabletoGPGdepartmentsthroughtheMPATwebsiteinMarch2015andcommunicationwassenttoallGPGdepartmentstoinformthemabouttheavailabilityoftheMPAT1.4finalresults.OoPhasdevelopedtheimprovementplanstoaddresstheareasofunderperformance.

• In2014/15,theannualtargetof100FSDMvisitstobeundertakenwasachieved.Furthermore,atotalof30improvementplanswerefacilitatedintheyearunderreview.The2015/16FSDMprogramme/rolloutplanwasfinalisedandapproved.

• TheOfficeofthePremierledtheprovincialplanningprocessthatculminatedinthealignmentofbudgetsandkeyprogrammesofprovincialdepartmentstotheTMRapproach.

• TheOfficehaspaid100%ofvalidinvoiceswithinthestipulated30dayperiod.• TheOfficeofthePremier’s(OoP)StrategicPlanfor2014-2019,ReprioritisedAPP

for2014/15andthefinalAPPfor2015/16werefinalised,approvedandsubmittedtotheProvincialTreasuryandProvincialLegislatureinAugust2014,December2014andFebruary2015respectively.

• AllpreparatoryworkfortheregularityauditoftheAuditorGeneralwascompletedandtheauditprocessforthe2014/15financialyearisunderway.

• Inordertodeliverontheradicaltransformationandmodernisationmandatesandtherevisedpriorities,thebranchesoftheOoPhadtoberestructuredandalignedtothe10-pillarprogramme,hencetheestablishmentoftheIntegrityManagementOfficeandServiceDeliveryWarRoomtocommencetheservicedeliveryworkwithoutdelay.

• TherolloutoftheautomatedM&EsystemintheOfficeofthePremierwillcommenceinthenewfinancialyear.

• TheAGregularityaudithascommencedandtheOfficeofthePremierislookingatastreamlinedauditwithminimalchallenges.

Communicatingandprofilingtheprogrammeofgovernmenttoensureenhancedinteractionbetweengovernmentandthepeople

• ArangeofcommunicationinitiativesandmarketingcampaignswereundertakenposttheSOPAtopromotekeymessagesonGauteng’sradicaltransformation,modernisationandre-industrialisationprogrammetoinformresidentsandstakeholders.

• IzimbizoswereundertakenbyMembersoftheExecutiveCouncilinvariouscommunitiesfollowingthedeliveryoftheStateoftheProvinceAddresstocommunicatethekeymessages.

• Varioustargetedstakeholderengagementstookplacewithtargetedstakeholdersandcommunitiesaspartoftheimplementationofthecommunicationsstrategy.

• Variousmediasupportingthegovernment’sprogrammeofactionwereproducedanddistributedthroughoutGauteng,andtheseincludedtheproductionanddistributionoftheSOPAmediaproducts,GautengNewsandreportontheimpactof etolls.

• TheNtirhisanoWarRoombrandingapplicationwasdevelopedforuseatmunicipalities.




PROGRESS

Decisivespatialtransformation

Drivinggreaterpolicyandplanningcoherenceingovernmentandtheachievementofservicedeliveryoutcomes

• InimplementingtheGSDF2011,thefollowingwereachieved:WestonariaandWestRandSpatialDevelopmentFrameworks(SDFs)havebeenapproved.DevelopmentPlanningtrackedprogressandcompliancewithNationalandProvincialpoliciesofbothSDFsunderreview.Inquarter2theGPDsupportedtheprocesstodevelopIntegratedDevelopmentPlanswithafocusonMunicipalSpatialDevelopmentFrameworks(MSDFs).TheresultofthisprocessisthedevelopmentofaCredibilityFrameworkthatoutlinesthecommentsonMSDFs.

• Phase1oftheGautengIntegratedInfrastructureMasterPlan(GIIMP)waspresentedtotheEXCOLekgotlaheldinFebruaryandthefinalreportwasapprovedbytheGICCTechnicalCommitteeinMarch.ThroughouttheyearDevelopmentPlanningengagedwithvariousstakeholdersincludingmunicipalitiesandsectordepartmentsinpreparationofPhase1.Phase1oftheGIIMP(InfrastructureFramework)includedmodellingandscenarioworkandwillbesubmittedtothePoliticalGICCinMay.

• TheOfficeofthePremierparticipatedinthenationalworkinggroupontheSpatialPlanningandLandUseManagementAct(SPLUMA)RegulationsthroughouttheyearandwasresponsiblefordraftingaGautengpositionpaperonbehalfofmunicipalitiesandsectordepartmentsinQuarter2whichwereconsideredduringtherevisingoftheRegulations.CommentsweresubmittedinFebruary2015totheDepartmentofRuralDevelopmentandLandReform(DRDLR)ontherevisedversionofthedraftRegulationstoSPLUMA.

• ThePartnershipforUrbanInnovationwasestablishedandthefocusforthisyearwasontheYoungResearchersUrbanInnovationChallenge.Researchprojectsrevolvearoundtheuseofmobiletechnologyinthemanagement,planningandIntegrationofinformaltransport,explorationoflandvalues,cemeteryplanning,wastemanagementandcrime.AsubmissionwasmadetoEXCOinMarchdetailingtheprogressandimplementationofvariousprogrammes.

• Researchwasconductedwithsectordepartmentsandmunicipalitiestogaugethetrends,challengesgoodpracticesinthefieldofGeographicInformationSystemsinGauteng.TheStatusQuoReportwillserveasabuildingblockforthedevelopmentofaSharedServicesModelin2015/16.

ForthepurposesofreportingtotheProvincialTreasurythebudgetstructurefortheOfficeofthePremierisasfollows:

PROGRAMME SUB-PROGRAMMES

Programme1:Administration

• PremiersSupport - PrivateOffice

• ExecutiveCouncilSupport• DirectorGeneralSupport• FinancialManagement• ProgrammeSupport:Administration

Programme2:InstitutionalDevelopment

• StrategicHumanResource - TransversalStrategicHumanResources - InternalHumanResourceServices

• InformationCommunicationTechnology• LegalServices• CommunicationServices• ProgrammeSupport:InstitutionalDevelopment



PROGRAMME SUB-PROGRAMMES

Programme3:Policy&Governance

• IntergovernmentalRelations - ServiceDelivery

• ProvincialPolicyManagement• GautengPlanningDivision

- DevelopmentPlanning - PerformanceMonitoring&Evaluation

• ClusterManagement• AdministrativeandSecretariatServices

- ExecutiveSecretariatServices - CabinetOperations

• SpecialProgrammes• ProgrammeSupport:PolicyandGovernance

The programme structure used in the APP for 2014/15 is based on five (5) branchesIndefiningtheroleoftheOfficeofthePremier,theoutcomes-basedapproachremainsthecornerstoneofdeliveryprogrammesfortheyearunderreview.Tothisend,insupportoftheGPGpriorities,theOfficeofthePremiermustbepositionedandcapacitatedtoensure:i) Theprovisionofleadershiptotheentiregovernmentandsociety;ii) Overseeingtheeffectivefunctioningoftheentireprovincialadministrationandfast-trackingdeliveryofpolicyprioritiesofthis

termofofficeandimplementtheNDP,Vision2030;iii) Longtermplanning,policycoordination,monitoringandevaluationofgovernmentperformanceonpriorities;iv) Communicationandinterfacewithcommunitiesandkeysectorsofsociety;v) Provisionofstrategicandadministrativesupport tothePremierandCabinet infulfillingthemandate,constitutionalandlegal

obligationsandrealisingthepolicyprioritiesandpoliticalimperativesofthefifthadministration;andvi) MainstreamingissuesofGender,Youth,PeoplewithDisability,MilitaryVeteransandElderlyPersonsinGovernmentprogrammes.

Soastoexecuteitsstrategicresponsibilitiesinlinewithitsmandate,andasoutlinedinthe2014–2019StrategicPlan,andtogiveeffectto the ten-pillar strategic programmeof transformation,modernisation and reindustrialisation, theOfficeof the Premier recognisesthatitwillneedaslightlydifferentorganisation.It isinthiscontextthattheOfficeofthePremierhasre-organiseditsbranchesandfunctionsinrelationtothethreeapprovedbudgetprogrammes.ThereviewoftheorganisationalstructurehasbeencompletedandanewbudgetstructurehasbeenproposedandapprovedbythePremierandsubmittedtotheMinisterofDepartmentofPublicServiceandAdministration(DPSA)forconcurrence.ThereviewofthestructurealsoincludesaproposalforthereviewofthecurrentformoftheGautengPlanningDivisiontoensurethatitfocusesonlong-termplanningwiththeaimofinstitutionalisingandaligningthiswiththeprioritiesandmandateofgovernment.

TheIntegrityManagementOfficehasbeenestablished.Theprimarypurposeoftheofficewillbetoreviewtheintegritymanagementframeworkandworktowardsacorruptfreegovernmentandimproveddisclosureframeworktoeliminatepublicservantsfromdoingbusinesswithgovernment.

TheServiceDeliveryWarRoomhasbeenlaunchedandtherolloutofanintegratedsystemofservicedeliveryinmetro,districtandlocalmunicipalitieswillcontinueinthenewfinancialyear.

Performancemonitoringandevaluationwasprioritised, andplanning is tobe linked toprovince-wideoutcome-basedperformancemanagement. Early warning systems will inform swift interventions in sustained areas of under-performance. These monitoringinterventionswillsupportourinitiativetoconductunannouncedvisitsandrapidresponsetocommunityissuesandconcerns.

3.4 Key policy developments and legislative changesTheOfficeofthePremierisresponsibleforthedevelopmentoftheannualprovincialProgrammeofActionand,inparticular,forthecoordinationandimplementationofthreeNationalMTSFOutcomes:Outcome11:“CreatingabetterSouthAfricaandcontributingtoabetterandsaferAfricainabetterworld”,Outcome12:“Anefficienteffectiveanddevelopmentorientedpublicservice”andOutcome14:“Transformingsocietyandunitingthecountry”.InourendeavourstoimprovepolicyformulationandtorespondtothenewTen-Pillar(TMR)ProgrammeandtheNDPfor2030,variousengagementswithstakeholdersfromDepartmentstookplace,inclusive,butnotlimited,tothefollowing:• AllGPGDepartmentsonrevisedoutcomeplansandthe2015/2016POA.• Closeco-operationwithTreasuryontheMTEChearingsthroughtheGCRAgencyandSpecialProgrammesportfolios.



• TheDepartmentofPerformanceMonitoringandEvaluationregardingtheimplementationoftheTen-PillarGCRTMRProgrammeandManagementPerformanceAssessmentTool(MPAT).

TheDepartmentofPublicServiceandAdministrationonthereviewoftheOoPorganisationalstructure.Themainstreamingofspecialprogrammeswithemphasisonwomen,youthandpeoplewithdisabilitieswasstrengthenedwiththecompilationofaProgrammeofActiontospecificallydealwiththeadvancementoftargetedgroups.MonthlyreportsaresubmittedtotheExecutiveCouncilthroughthePerformanceMonitoringandEvaluationbranchoftheGautengCityRegionAgency.

Amendmentstothefollowingkeypolicies/piecesoflegislationwereundertakenintheperiodunderreview:• TheGautengLiquorBill,2014wassubmittedtoPremierforassentafteritwasadoptedbytheLegislature.Premierassentedtothe

Act,buttheActmustbereferredtoDepartmentofTradeandIndustryforapprovalbyMinisterbeforetheActmaybepublished.• TheuniformPatient,MortuaryandAmbulanceServicesFeeRegulationswerecertifiedafterconclusionofpubliccomments.The

DepartmentofHealthwasadvisedtosubmittheRegulationtoLegislatureforscrutinybeforetheMECmaymaketheRegulations.• TheGradeRegulationswerecertifiedandsubmittedtotheDepartmentofEducationtopublishforpubliccomment.• TheFinancialRegulationsforPublicSchoolswerecertified.Oncethepubliccommentprocesshasbeencompleted,theformal

certificationoftheregulationsmaycontinue.• ThethirteenthAmendmentoftheRoadTrafficRegulationstoincreasevehiclelicensefeesfrom1April2015wasreceivedfrom

TransportinSeptember2014andwascertified.TheDepartmentpublishedtheRegulationsforpubliccommentandtheStateLawAdvisersfinallycertifiedtheRegulations.

• AnamendedFuneralIndustryRegulationBillwasreceivedfromtheDepartmentofEconomicDevelopmentforpre-certification.TheDepartmentadvisedthattheBillfocusesontheeconomicaspectsofthefuneralindustryandthatthemattersregulatedundertheHealthActandwithinthejurisdictionofHealthhasbeenremoved.SubstantivecommentswerepreparedandsubmittedtotheDepartment.

• SubstantialcommentsontheGautengUseofOfficialLanguagesDraftBillwereforwardedtotheDepartmentofSports,Art,CultureandRecreation.Departmentalresponseisrequiredbeforethepre-certificationprocessmaycontinue.

• The certification of the Nature Conservation Bill has been put on hold pending the Department of Agriculture and RuralDevelopment’sconclusionontheconsultationprocess.

• ThecertificationoftheOutdoorAdvertisingRegulationsfortheDepartmentofRoadsandTransporthasbeenputonholdpendingtheDepartment’sfinaldecision.

• TheAmendmentRegulationrelatingtoGoverningBodiesofPublicSchoolsfortheDepartmentofEducationwaspublishedbythedepartmentforpubliccommentandthereafterformallycertifiedbytheStateLawAdvisers.

• The Provincial Adjustment Appropriation Bills for 2014 and 2015, and the Second Adjustment Appropriation Bill, 2015 wascertified.

• TheCommitteeAmendmentstotheGautengLibraryandInformationServicesBill,2014wascertifiedandsubmittedtoProceedingsattheLegislature.TheBillwasadoptedbytheLegislatureon28November2014.

• Amendment Regulations under section 44 of theHealth Act, No. 63 of 1977 to regulate private health establishmentswerecertified.

• RegulationsundertheGautengProvincialArchivesandRecordsServicesAct,No.5of2013werecertified.• AmendmentstotheGautengGamblingRegulations,2015werecertified.• ANoticefortheEstablishmentoftheGoverningBodyAdvisoryCouncilwascertifiedandsubmittedtoDepartmentofEducation.• ANotice by Premier for thedetermination of remuneration ofMembers of the Legislature and the Executive in termsof the

RemunerationofPublicOfficeBearersActwasdrafted.• TheProclamationbythePremierforthetransferoffunctionsfromtheDepartmentofFinancetotheOfficeofthePremierand

ProvincialTreasuryintermsofSection137oftheConstitutionwasdrafted.

4. StrategicoutcomeorientedgoalsTheOffice of the Premier Strategic Framework identified longer-term strategic goalswhichwill guide its focus and effort in theperiod2014/15–2018/19.Individually,eachgoalrepresentsanaspirationtheOfficeofthePremierseekstoachieveasitpursuesitsmission.Collectively,thegoalsdefinethefullrangeoftheOfficeofthePremier’sroleandfocus.Theattainmentofeachgoalwillrequirespecificfocusandmostimportantly,supportandcollaborationfrombothinternalandexternalstakeholders.



Thefive(5)StrategicGoalsoftheOoPto2019areframedasfollows:1) Drivinggreaterpolicyandplanningcoherenceingovernmentandtheachievementofservicedeliveryoutcomes;2) BuildingamodernisedGautengpublicservicewiththecapacitytodrivechangeandtransformation;3) PromotingandfacilitatingeffectivecommunicationbetweengovernmentandthepeopleofGauteng;4) ForgingstrategicpartnershipsthatadvancetheNationalandProvincialdevelopmentagenda;and5) Advancinggenderequality,women’sempowerment,youthdevelopmentandtherightsofpeoplewithdisability,olderpersons


5. PerformanceinformationbyprogrammeThe programme performance information is based on targets and indicators as agreed to in the approved Reprioritised AnnualPerformancePlan(APP)for2014/15.TheFrameworkforStrategicPlansandAnnualPerformancePlansissuedbytheNationalTreasuryinSeptember2010formedthecompliancebasisforthedevelopmentoftheOoP’sstrategicandperformanceplansforthe2014/15financialyear.

Buildingontheimprovementsmadeinprioryears,theassistanceofamonitoringandevaluationpractitionerhasbeensolicitedtoensurethattargetsandindicatorsconformtotheSMARTprinciple.Whilstgoodprogresshasbeenmade,thisisanongoingprocessandfurtherrefinementswilltakeplaceinthenewfinancialyear.

5.1. Programme 1: AdministrationTheprogrammeisresponsiblefortheoverallstrategicmanagementandsupportoftheprovince,thePremier,theExecutiveCouncilandtheDirectorGeneralinfulfillingtheirstatutoryandpoliticalmandates.TheAdministrationProgrammecoverstheworkofCorporateManagementwhichincludesthePrivateOfficeofthePremierandtheOfficeoftheDirectorGeneral.

5.1.1 Sub-Programme: Executive Support Services to the Premier and Director General

PurposeThe purpose of the sub-programme is to provide efficient and effective strategic, operational and administrative support to theadministrativeandpoliticalprincipals.

Measurableobjective• Toplan,monitorandevaluatetheimplementation,performanceandimpactofOoPpoliciesandprogrammes.

Servicedeliveryobjectivesandindicators• AGauditfindings;• NumberofperformanceprogressreportssubmittedtoEMT;• NumberofperformanceevaluationreportssubmittedtoEMT;• NumberofperformanceevaluationreportssubmittedtoEMT;• NumberofquarterlyTreasury,AuditCommittee&OCPOLoversightplanningreports;• Annualperformancereviewreportsubmittedinlinewithprescribedtimeframes;• ServicedeliveryimprovementmanagedinlinewithdirectivesfromtheDPSA;• MPATself-assessmentsubmittedtoDPME;• MPATimprovementplan.

ServicedeliveryachievementsTheStrategicPlanfor2014-2019,ReprioritisedAPPfor2014/15andtheAPPfor2015/16wereapprovedbytheDirectorGeneralandPremierandsubmittedtoGautengTreasuryandGautengLegislature.

WiththecurrentSDIPfor2012-2015comingtoanendasof31March2015,thefirstdraftSDIPfor2015-2018hasbeendevelopedandassessedbyDPSA.Aworkshopwasalsoconvenedon23-24April2015whereDPSApresentedservicedeliverybestpracticesaswell as performance on service delivery for the period 2012-2015. DPSA provided an extension until the end of June to allDepartmentsforthesubmissionofthefinalSDIPsthatwilldriveservicedeliveryforthenextMTEF.

TheAnnualCitizen’sReport(ACR)for2014wassubmittedtoDPSAattheendofJuly2014,the2015ACRisdueinJuly2015.AllmonthlyandquarterlymeetingswereheldtomonitorperformanceandallquarterlyTreasury,AuditCommitteeandOCPOLreportsweresubmittedontime.Outstandingauditquerieshavebeenaddressed.



Strategicobjectives,performanceindicatorsplannedtargetsandactualachievements

Programme/Sub-programme:ExecutiveSupportServicestothePremierandDirectorGeneral

PerformanceIndicator

ActualAchievement2013/2014

PlannedTarget2014/2015


DeviationfromplannedtargettoActualAchievementfor2014/2015

Commentondeviations

AGAuditfindings TheAPPwasunqualifiedinthe2012/13financialyear.The2013/14APPwasapprovedandtabledattheLegislature.Theapproved2014/15APPwassubmittedtoboththeProvincialTreasuryandLegislatureonthe27February2014

Unqualifiedandcleanauditofstrategicplanfor2014-2019andAPPfor2014/15-2016/17

TheAPPwasunqualifiedinthe2013/14financialyear.TheStrategicPlanfor2014-2019wasfinalisedandsubmittedtotheGautengTreasuryandtheGautengLegislatureinDecember2014.BoththeReprioritisedAPPfor2014/15andthe2015/16wereapprovedandsubmittedinAugust2014andFebruary2015respectively.

Nodeviation None

NumberofperformanceprogressreportssubmittedtoEMT

8MonthlyperformanceprogressreportsweresubmittedtoEMT

8MonthlyperformanceprogressreportssubmittedtoEMT

Eight(8)MonthlyperformanceprogressreportsweresubmittedtoEMT.

Nodeviation None

NumberofperformanceevaluationreportssubmittedtoEMT

All4performanceevaluationquarterlyreportsweresubmittedtoEMT

4performanceevaluationquarterlyreportssubmittedtoEMT

Four(4)performanceevaluationquarterlyreportsweresubmittedtoEMT.

Nodeviation None

SubmissionofAnnualperformancereviewreportsubmittedinlinewithprescribedtimeframes

Theannualperformancereviewreportforthe2012/13financialyearwassubmittedinMay2013.Theannualperformancereviewreportforthe2013/14financialyearwaspresentedtothejointBMT/EMTinMay2014forreviewandtotheAGon31May2014

AnnualperformancereviewreportsubmittedbyendofMay2015

Theperformancereviewreportforthe2013/14financialyearwassubmittedinMay2014.Theannualperformancereviewforthe2014/15financialyearwaspresentedtothejointBMT/EMTinApril2015forreviewandtotheAGon31May2015.

Nodeviation None



Programme/Sub-programme:ExecutiveSupportServicestothePremierandDirectorGeneral






Commentondeviations

NumberofquarterlyTreasury,AuditCommittee&OCPOLoversightplanningreports:submitted

Thefour(4)quarterlyTreasury,AuditCommitteeandOCPOLreportsweresubmittedontime.

QuarterlyTreasury,AuditCommittee,SDIP&OCPOLoversightplanningreports:submitted

Four(4)quarterlyTreasury,AuditCommitteeandOCPOLreportsweresubmittedontime.

Nodeviation None

ServicedeliveryimprovementmanagedinlinewithdirectivesfromtheDPSA

SDIP2013-2015approvedandsubmittedtoDPSAwithintheprescribedtimeframe.TheAnnualCitizen’sreportisdueinAugust2014

ApprovedSDIPsubmittedtoDPSAbyendofMarch2014

TheSDIPfor2015-2018wasdeveloped.DPSAhasgivenanextensiontothesubmissionofSDIPstotheendofJune2015.

Nodeviation None

NewIndicator ApprovedAnnualCitizen’sreportsubmittedtoDPSAbyendofJuly2014

TheapprovedAnnualCitizen’sReportfor2014wassubmittedattheendofJuly2014toDPSA.

Nodeviation None

MPATself-assessmentsubmittedtoDPME

NewIndicator MPATself-assessmentcompletedandsubmittedtoDPME

TheMPAT1.4self-assessmentfor2014wascompleted,approvedbytheDGandsubmittedtoDPMEinOctober2014.

Nodeviation None

MPATimprovementplan

NewIndicator MPATimprovementplandeveloped

MPAT1.3ImprovementPlansweretabledandadoptedatBMTinAugust2014andapprovedbytheDG.TheImprovementPlansweresubmittedtoGPMEinAugust2014.

Nodeviation None

StrategytoovercomeareasofunderperformanceNone

ChangestoplannedtargetsNone



5.1.2 Sub-Programme: Financial Management

PurposeToprovidestrategicmanagementandsupporttothePremier,ExecutiveCouncilandtheDirector-Generalinfulfillingtheirstatutoryandpoliticalresponsibilities.

Measurableobjective• Torenderefficientandeffectivefinancialandsupplychainmanagementservices

Servicedeliveryobjectivesandindicators• Unqualifiedannualaudit;• Numberofdayswithinwhichserviceprovidersarepaid;• Achievementofpreferentialprocurementtargets;and• Adherencetobudgetcomplianceprocesses.

ServicedeliveryachievementsTheOfficeof thePremierachievedanunqualifiedannualauditopinionwithnomaterialfindings for the2013/14financial year.InterimFinancialStatementswerepreparedandsubmittedtoTreasuryquarterly.Preparationsforthe2014/2015auditbytheAuditorGeneralareunderway

One hundred percent (100%) of service providerswere paidwithin 30 days. Preferential procurement spending of BBBBE andtargetedgroupswasachievedwiththeexceptionofpeoplewithdisabilities.CompaniesownedbyPwDshavelimitedcapacitytodeliveronissuedcontracts.However,therehasbeenasignificantimprovementfromthepreviousfinancialyear.

BBBEETargetGroup GPGTarget OoPSpend2013/2014 OoPSpend2014/2015 OOP%ofTotalSpend

Women 30% R96 059469 R32608775 33.63%

Youth 10% R87 789292 R23395772 24.13%

PeoplewithDisabilities 5% R2 448859 R3182380 3.28%

HDI’s 80% R105 895105 R94550418 97.50%


Programme/Sub-programme:FinancialManagement






Commentondeviations

Unqualifiedannualaudit(AG)

Thedepartmenthasachievedanunqualifiedauditopinionwithmattersofemphasisforthe2012-13financialyear.Thematterwastheunder-spendingofthebudgetonprogramme3:PolicyandGovernancetotheamountofR9.9million.

Unqualifiedannualauditopinionwithnomaterialfindings

Theunqualifiedannualauditopinionwithnomaterialfindingsforthe2013/14financialyearhasbeenachieved.

Nodeviation None



Programme/Sub-programme:FinancialManagement






Commentondeviations

Numberofdayswithinwhichserviceprovidersarepaid

Atotalof2351invoiceswerereceivedforthefinancialyear.2320validinvoicesofthe2351werepaidwithin30days,31 of the 2351 invoiceswerenotpaidwithin30daysduetothefollowingreasons:·Changesinsuppliersbankingdetails·Supplierstaxclearancecertificatesexpiredbetweenthedateofpurchaseorderandthedateinvoiceisissuedbythesupplier·Invoicessubmittedbythesupplierswhichdonotagreetothepurchaseorders

100%ofvalidinvoicespaidwithin30daysfromdateofreceipt

100%ofvalidinvoiceswerepaidwithin30daysfromdateofreceipt.

Nodeviation None

Achievementofpreferentialprocurementtargets.

TheHDIandPwDtargetsof80%and5%respectively,werenotachieved.TheactualfiguresareHDI-52.70%andPwD–1.22%whereasthetargetsonWomenandYouthof30%and10%respectively,wereachieved.TheactualfiguresareWomen:47.80%andYouth:43.69%

Preferentialprocurementspendingof -80%HDI -30%Women -10%Youth -5%PwDachieved

Preferentialprocurementspendingof-97.50%HDI-33.63%Women-24.13%Youth-3.28%PwDswasachieved.

1.72%preferentialprocurementspendingwithPwDswasnotachieved.

CompaniesownedbyPwDshavenocapacitytodeliveronissuedcontracts.Thisisanimprovementof2.06%comparedtothepreviousfinancialyear.Inadditionthepre-settargetof5%iscurrentlyunderreview.Itisproposedthatthetargetberevisedto3%.

Adherencetobudgetcomplianceprocesses

NewIndicator SubmissionoftheannualandadjustmentbudgetasperTreasuryrequirements

TheannualandadjustmentbudgetwassubmittedasperTreasuryrequirements.

Nodeviation None



Strategytoovercomeareasofunderperformance• None

Changestoplannedtargets• ThetargetonPwDshasbeensetbyDepartmentofEconomicDevelopmentanditisunderreview.Itisproposedthatthetarget

berevisedtothreepercent(3%).

5.1.3 Sub-Programme: Security and Risk Management

PurposeTheprimarypurposeofthesub-programmeistofacilitate,coordinateandmonitorsecuritywithintheGPGaswellastorenderandadministertheoverallsecurityfunctionsoftheOfficeofthePremier.Thisinvolvesensuringtheoptimalmanagementandprovisionofappropriatesecurityservicestoensuretheprotectionofgovernment’speople,assetsandinformation.

Measurableobjective• EnsureasafeandsecureworkingenvironmentintheOfficeofthePremierandprovidestrategicsecuritysupportacrossGPG.

Servicedeliveryobjectivesandindicators• NumberofMISSAwarenesssessionsconducted;• NumberofreportsontheimplementationofavettingunittoservetheGPG;• NumberofreportsonthevettingofSMSandhighriskareasmembers;• ApprovedGPGsecuritystrategy;• Securityincidencemanagementreports;• Numberofreportsoncountermeasuresofsecuritybreaches,incidentsandlosses;• TheimplementationofICTsecuritymeasuresforEXCO&HODs;and• NumberofreportsonsecuritythreatsandriskassessmentauditsforMECs,otherpersons,headquartersbuildingsacrosstheGPG.

ServicedeliveryachievementsSecuritycoordinationandplanningwasprovidedformajorGPGeventswithnoincidents.SRMSincludingHi-RiskUnitcontinuedtoprovide24hoursresponsetoincidentsinGPG.

Security systems at EXCO’s residences were continuouslymonitored andmaintained whilst there was on goingmonitoring andmaintenanceoftheaccesscontrolsystem,firealarm,publicaddressandCCTVsystemwithintheOfficeofthePremier. TechnicalSecurityCounterMeasure(TSCM)exerciseswereconductedatPremier’sresidences,EXCOmeetings,HODLekgotlas,ExtendedEXCOLekgotlasOoP.

Toensureaccessibilityforpeoplewithdisabilities,securitydoorswereupgradedacrossGPG.

Strategicobjectives,performanceindicatorsplannedtargetsandactualachievement

Programme/Sub-programme:SecurityandRiskManagement






Commentondeviations

NumberofMISSAwarenesssessionsconducted

12MISSawarenesssessionswereconductedin2013/14

8MISSAwarenesssessionsacrossGPG

Eight(8)MISSawarenesssessionswereconductedintheyearunderreview.

Nodeviation None

NumberofreportsontheimplementationofavettingunittoservetheGPG

NewIndicator 2QuarterlystatusreportsontheestablishmentofavettingunittoservetheGPG

Two(2)statusreportsontheimplementationofavettingunitsubmitted.Inaddition,theMOUwasdistributedtoHOD’sforcomments.

Nodeviation None



Programme/Sub-programme:SecurityandRiskManagement






Commentondeviations

NumberofreportsonthevettingofSMSandhighriskareasmembers

NewIndicator 4QuarterlyreportsonthenumberofSMSandhighriskareamembersvettinginlinewiththeNationalVettingStrategy(StateSecurity)

Four(4)quarterlyreportsweresubmitted.VettingformswereissuedtonewSMSmembers.

Nodeviation None

ApprovedGPGsecuritystrategy

NewIndicator ApprovedGPGsecuritystrategy

Thedraftstrategyisawaitingapproval.

Thereweredelayswiththeconsultationprocess.

Thedraftstrategywillbesubmittedforapprovalduringthefirstquarterof2015/16

Securityincidencemanagementregister

NewIndicator Incidentregisterupdated

Updatedsecurityincidenceregistersubmitted.

Nodeviation None

Numberofreportsoncountermeasuresofsecuritybreaches,incidentsandlosses

Monthlyreportsoncountermeasuresofsecuritybreaches,majorincidentsandlossesweresubmittedtothemonthlyEMTmeetings.

2Quarterlyconsolidatedreportsonthesecuritybreaches,majorincidentsorlossestheGPG

Two(2)reportsonthesecuritybreaches,majorincidentsorlossesacrosstheGPG.

Nodeviation None

TheimplementationofICTsecuritymeasuresforEXCO&HOD’s

Thetwelve(12)monthlyreportsonsecuritycountermeasuresforEXCOandHODmeetingsweresubmittedtotheDirectorGeneral

4QuarterlyreportsontheimplementationofICTsecuritymeasuresforEXCO&HOD’s

TSCMexerciseswereconductedforthePremiersresidences,EXCOmeeting,HODLekgotla,ExtendedEXCOLekgotla,OoPandreportssubmitted.

Nodeviation None

NumberofreportsonsecuritythreatsandriskassessmentauditsforMECs,otherpersons,headquartersbuildingsacrosstheGPG

Thenine(9)securitythreatsandriskassessmentsauditswereconductedin2013/14

4QuarterlyreportsonthecompletionofsecuritythreatsandriskassessmentsauditsforMECs,otherpersons,headquarterbuildingsacrosstheGPG

Four(4)quarterlyreportsonthecompletionoftheTRAweresubmitted.

Nodeviation None


Changestoplannedtargets• None



Programmeexpenditure

2014/2015 2013/2014

Programme Name

Final Appropriation

ActualExpenditure

(Over)/UnderExpenditure

Final Appropriation

ActualExpenditure


R’000 R’000 R’000 R’000 R’000 R’000

Programme1 96556 88567 7989 84395 83865 530

Total 96 556 88 567 7 989 84 395 83 865 530

5.2. Programme 2: Institutional DevelopmentThe Institutional Development Programme is responsible for the provision of transformational Human Resources and SecurityleadershipandguidancetoGPGdepartments;andthepromotionandfacilitationofeffectivecommunicationbetweengovernmentandthepeopleofGauteng.TheInstitutionalDevelopmentProgrammecoverstheworkof InstitutionalDevelopmentandIntegrityManagementandProvincialCommunicationsServices.InstitutionalDevelopmentProgrammecomprisesofStrategicHumanResources,InformationCommunicationTechnology,LegalServicesandCommunicationServices.

5.2.1 Sub-Programme: Transversal Human Resources

PurposeToprovidetransformationalHRandguidancetoGPGdepartmentstowardsmodernisingthepublicservice.

Thesub-programmeStrategicHumanResourcescomprisestwosub-subprogrammes:• TransversalStrategicHumanResourcesprovidingservicestoGPGDepartments.• InternalHumanResourcesServicesprovidingservicestotheOfficeofthePremier.

MeasurableobjectiveTofacilitatehumancapitalmanagementanddevelopmentacrosstheGautengProvincialGovernment.

Servicedeliveryobjectivesandindicators• NumberofreportsontheimplementationoftheapprovedorganisationalstructuresofGPGdepartments;• NumberofreportsonthemanagementofdisciplinarycasesbyGPGdepartments;• NumberofreportsontheachievementofdiversitytargetsacrossGPG;• NumberofreportsontheconclusionofperformancecontractsforallGPGHoDandSMSmembers;• NumberofreportsontheFinancialDisclosuresofallGPGSMSmembers;• DevelopmentofIntegratedGPGHRPlan(2014/19),reviewedannually;• NumberofreportsontheimplementationoftheGPGHRPlan(2014/19);• PositionpaperonroledefinitionforTransversalandInternalHumanResources.

Servicedeliveryachievements:TheemploymentofwomenatSMSlevels13-16hasreached45%andPeoplewithDisabilitieshasreached1.6%acrossGPG.Eight(8)departmentshadtheirorganisationalstructuresapprovedandanadditionaltwo(2)havebeenpresentedtotheMinisterforPublicServiceandAdministrationforapproval.

DepartmentsarenowabletoaccountfortheimplementationoftheirHRPlanningImplementationreports.

AnannualGPGHRSummitwashostedwiththefocusbeingtheimprovementofMPATscores.




Programme/Sub-programme:TransversalHumanResources






Commentondeviations

NumberofreportsontheimplementationoftheapprovedorganisationalstructuresofGPGdepartments

NewIndicator BiannualconsolidatedreportsontheimplementationoftheapprovedorganisationalstructuresofGPGdepartments

Biannualreportsontheimplementationoftheeight(8)approveddepartmentalorganisationalstructureweresubmitted.ConsultationsbetweentheOoP,twoaffecteddepartmentsandtheDPSAhavetakenplaceandtheorganisationalstructuresareawaitingapprovalbytheMPSA.

Nodeviation None

NumberofreportsonthemanagementofdisciplinarycasesbyGPGdepartments

Thedisciplinarycaseswerenotfinalisedwithintheprescribedtimeframes

2BiannualconsolidatedreportsonthemanagementofdisciplinarycasesbyGPGDepartments

Two(2)consolidatedreportsonthemanagementofdisciplinarycasesbyGPGdepartmentsweresubmittedinQuarter2and4.

Nodeviation None

NumberofreportsontheachievementofdiversitytargetsacrossGPG

TheannualreportwasdevelopedonthisKPI.Theannualreportshowedthat45%ofWomenhavebeenappointedinlevels13-16(SMS)and1.6%ofGPGworkforcearePeoplewithDisabilities

Annualconsolidatedreportontheachievementofthediversitytargets:-50%womenin

SMS-2%ofPwD’s

AnnualconsolidatedreportontargetedgroupswithinGPGreflectingdiversitydemographicshasbeensubmitted.

Nodeviation None



Programme/Sub-programme:TransversalHumanResources






Commentondeviations

NumberofreportsontheconclusionofperformancecontractsforallGPGHoDandSMSmembers

Performancebonuseswerepaidto4744employeesandPayProgressionto5217employeesacrossGPGDepartments.Atotalof9961employeeshavebeenpaid

AnnualconsolidatedreportontheconclusionofperformancecontractsforallGPGHoDandSMSmembers,byQ4

Oneconsolidatedreporthasbeensubmitted.

Nodeviation None

NumberofreportsontheFinancialDisclosuresofallGPGSMSmembers

Newindicator AnnualconsolidatedreportontheFinancialDisclosuresofallGPGSMSmembersby31May

Two(2)reportsontheFinancialDisclosuresofallGPGSMSmembershavebeensubmitted.

Nodeviation None

DevelopmentofIntegratedGPGHRPlan(2014/19),reviewedannually

Newindicator Integrated5yearGPGHRplan

AfiveyearGPGHRPlanwasdevelopedandapproved.

Nodeviation none

NumberofreportsontheimplementationoftheGPGHRPlan(2014/19)

AnannualreportwasdevelopedontheimplementationoftheGPGIntegratedHRplanaswellastheIntegratedGPGHRImplementationreport

AnnualreportontheimplementationoftheGPGHRPlan(2014/19)

AnannualreportwasdevelopedontheimplementationoftheGPGIntegratedHRplanaswellastheIntegratedGPGHRImplementationreport.

Nodeviation None

PositionpaperonroledefinitionforTransversalandInternalHumanResources

Newindicator PositionpaperonroledefinitionforTransversalandInternalHumanResources,byQ4

Nopositionpaperhasbeendeveloped.

Theresearchprocesstooklongerthananticipated.However,anassessmentreporton the status of TransversalHRinGPGwassubmitted.

OnepositionpaperontheroledefinitionforTransversal&InternalHRwillbesubmittedinJune2015.



Strategytoovercomeareasofunderperformance• Departmentsshoulddevelopquarterlyremedialplanstoaddressareasofunder-performanceandTransversalHRshouldbefully

capacitatedtoplayamonitoringroleherein.

Changestoplannedtargets• Thetimeframeforthecompletionofdisciplinarycaseswithin60daysshouldbereviewedasdepartmentsfinditdifficulttomeet

thetimeframeduetocomplexitiesofsomeofthedisciplinarycases.

5.2.2 Sub-Programme: Internal Human Resources

PurposeToprovideefficientandeffectivecorporatesupportthroughproactivetargetedneeds-basedhumanresourceservices.

Measurableobjective• ToprovidemanagementandadministrativesupporttotheOfficeofthePremiertoensurefulfilmentofthemandateandmission.

Servicedeliveryobjectivesandindicators• Numberofdaystoconcludetherecruitmentprocess;• NumberofreportsonthemanagementofdisciplinarycaseswithinOoP;• NumberofreportsontheimplementationoftheapprovedannualOoPEHWPplan;• NumberofreportsontheachievementofdiversitytargetswithintheOoP;• NumberofreportsontheimplementationoftheAnnualWorkPlaceSkillsPlanintheOoP;• NumberofreportsontheimplementationoftheapprovedorganisationalstructureswiththeOoP;• NumberofreportsontheconclusionofperformancecontractsforallemployeeswithintheOoP;• NumberofreportsontheimplementationoftheOoPHRPlan(2014/19).

Servicedeliveryachievements:Allquarterlyreportsweresubmittedwithintheprescribedtimeframe.Two(2)quarterlyreportsontheimplementationofPhase2oftheorganisationalstructureprocessweresubmitted.

AnannualreportontheconclusionofperformancecontractsforallemployeesintheOoPwasdevelopedandsubmitted.




Programme/Sub-programme:InternalHumanResources






Commentondeviations

Numberofdaystoconcludetherecruitmentprocess

60Postsadvertisedduringthe2013/2014financialyear.45Postsfilledwithin4.2monthsonaverage.15Postswerenotfilledduetoeithernon-approvalbyrelevantauthorityorcandidatesdecliningtheofferpostinterviews

Reductionoftheaveragetimefortheconclusionofrecruitmentto90days

Sixty(60)postsadvertisedintheyearunderreview.

Forty-nine(49)postswerefilled.Outofthe49filledposts,38werefilledwithin90days.

Eleven(11)postswerefilledafter90daysandeleven(11)postswerestillwithinthe90dayperiodatthetimeofreporting.

Eleven(11)postsnotapprovedbytherelevantauthority.

Eleven(11)postswerenotfilledwithintheprescribedtimeframeduetodependencies.

NumberofreportsonthemanagementofdisciplinarycaseswithinOoP

Four(4)outoftheSix(6)casesthatwerereceivedintheyearunderreviewwerefinalisedwithin60days

4QuarterlyconsolidatedreportsonthemanagementofdisciplinarycaseswithintheOoP

Four(4)quarterlyreportsapprovedandsubmitted.

Nodeviation None

NumberofreportsontheimplementationoftheapprovedannualOoPEHWPplan

ApprovedEHWPquarterlyandannualreportsweresubmittedtoDPSAwithintheprescribedtimeframe

4QuarterlyreportsontheimplementationoftheapprovedannualOoPEHWPplan


Nodeviation None

NumberofreportsontheachievementofdiversitytargetswithintheOoP

AnnualEEimplementationplanapproved.EEtargetsmonitored

4Quarterlyreportsontheachievementofdiversitytargets: -50%womeninSMS -2%ofPwD’s -5%interns


Nodeviation None

NumberofreportsontheimplementationoftheAnnualWorkPlaceSkillsPlanintheOoP

WSPwasapprovedandsenttoPSETA.TrainingPlanwasapprovedandimplemented.QuarterlyreportswereapprovedandsubmittedtoPSETA

4QuarterlyreportsontheimplementationoftheAnnualWorkPlaceSkillsPlan


Nodeviation None



Programme/Sub-programme:InternalHumanResources






Commentondeviations

NumberofreportsontheimplementationoftheapprovedorganisationalstructureswiththeOoP

NewIndicator 2QuarterlyreportsontheimplementationofPhase2oftheorganisationalstructureprocess

Bi-annualreportsapprovedandsubmitted.

Nodeviation None

NumberofreportsontheconclusionofperformancecontractsforallemployeeswithintheOoP

Newindicator AnnualconsolidatedreportontheconclusionofperformancecontractsforallemployeesintheOoPbyQ4

Annualconsolidatedreportapprovedandsubmitted.

Nodeviation None

NumberofreportsontheimplementationoftheOoPHRPlan(2014/19)

Newindicator AnnualreportontheimplementationoftheOoPHRPlan(2014/19)

AnnualadjustedHRplanapprovedandsubmitted.

Nodeviation None



5.2.3 Sub-Programme: Information Communication Technology

Purpose ToprovideefficientandeffectiveadministrativesupporttotheOfficeofthePremier.

Measurableobjective• ToprovidemanagementandadministrativesupporttotheOfficeofthePremiertoensurefulfilmentofthemandateandmission.

Servicedeliveryobjectivesandindicators• Numberofreportsontheimplementationof3-yearobsolescencemodel;• Alistofrecordsreceivedforfillinginaccordancewiththeapprovedfileplan;• Numberofonsitedatabackupreports;• Numberofoffsitedatabackupreports.

Servicedeliveryachievements:Allcomputerswerereplacedinaccordancewiththethree-yearobsolescencemodel.Additionalcomputerswereprocuredfornewstaffandoldonesrefurbishedforusebyinterns.

AllOOPdatawassuccessfullymigratedtotheTelkomFullyManagedDataCentreandTelkomisprovidingonsiteandoffsitebackups.AssessmentdocumentationfromTelkomforthefullymanageddatacentrewasapprovedbytheICTSteercom.

AllrequestsforfilingaredoneinaccordancewiththeapprovedfileplanandincompliancewiththeNationalArchivesAct.



Renovations to theopenplanon thesecondand thirdfloorEastWing includingWifinetwork installation to theentirewingwascompleted.Theinstallationoftelephoneinfrastructure,WANandLANcablinghasbeencompletedat1CentralPlacefortherelocationofGautengPlanningDivision.

Technicalsupportwasprovidedtoallusersasperrequestincludingrepairstotheaudio-visualequipmentatMatlotloExtension.


Programme/Sub-programme:ITande-Governance






Commentondeviations

Numberofreportsontheimplementationof3-yearobsolescencemodel

The3yearobsolescencemodelforreplacementoflaptopsanddesktopswasimplementedbyprocurementoflaptopsanddesktopsasperthemodelduringthefinancialyear

Annualreportonthereplacementoflaptopsanddesktopsinlinewith3-yearobsolescencemodelbyQ4

Anannualreportonthereplacementoflaptopsanddesktopswassubmitted.

Nodeviation None

Alistofrecordsreceivedforfilinginaccordancewiththeapprovedfileplan

AllrecordsarearchivedasperArchivesActandtheapprovedfileplan

Alistofrecordsreceivedforfilinginaccordancewiththeapprovedfileplan

AllrecordsarearchivedaspertheArchivesActandtheapprovedfileplan.

Nodeviation None

Numberofonsitedatabackupreports

Newindicator 12Onsitebackupofdatareports

Twelve(12)onsitebackupreportsprovided.

Nodeviation None

Numberofoffsitedatabackupreports

Newindicator 12Offsitebackupofdatareports

Ten(10)offsitebackupreportsprovided.

Two(2)offsitebackupreportswerenotprovidedduetothemigrationofOoPdatatoTelkom.TheOoPdataisfullymanagedbytheTelkomDataCentre.Backupsweredoneattheiroffsitefacility.

None





5.2.4 Sub-Programme: Legal Services

PurposeTosupportthePremier,ExecutiveCouncil(EXCO),Premier’sCoordinationForum(PCF),theLeaderofGovernmentBusiness(LGB)andDepartmentswithstrategicLegaladviceandsupportandadvicepreparationofprovinciallegislation,monitoringoflitigationintheprovince.

Measurableobjective• Toprovidestrategiclegaladvice,servicesandsupporttothePremier,ExecutiveCouncil(EXCO),thePremier’sCoordinationForum

(PCF),theLeaderofGovernmentBusiness(LGB)andDepartments.

Servicedeliveryobjectivesandindicators• ApprovedannuallegislativeproposalprogrammessubmittedintotheEXCOcyclebyQuarter1;• Numberoflegislativedraftingtrainingcoursesfacilitated;• NumberofEXCOCyclemeetingsforwhichlegalanalysiswasprovided;• Legislationcertifiedwithin60daysofreceiptofallinformationrequiredandinaccordancewiththePathtoLegislation;• Legaladviceandsupportprovidedwithin20workingdaysofrequest;• Numberofreportsontheimplementationandeffectivenessofthelitigationstrategyandtrackingofhighprofilecases;• NumberofreportsonthecompliancewithPAJAandPAIA;• Numberofdaysinwhichappropriatelegalagreementsfinalised;and• Numberoflegalforummeetings.

Servicedeliveryachievements:TheLegislativeProgrammefor2014/15wasapprovedbytheExecutiveCouncilinSeptember2014.Thefive-daylegislativedraftingtrainingcourseforlegalpractitionersinGautengProvincialGovernmentDepartmentswassuccessfullyhostedinOctober2014.

Legal analysiswasprovided for nineCabinetCyclemeetings. Legal advice and supportwas rendered to the ExecutiveCouncil,DepartmentsandtheOfficeofthePremieronawiderangeofaspectsofthelawandtheinterpretationoflegislation.LegalopinionwasprovidedtothePremierandtheDGontheprocedurestore-alignportfoliosanddepartmentalfunctionstogiveeffecttothenewstrategicthrustsinthenewtermofoffice.AProclamationbythePremierwasdraftedandarrangedforitspublicationintheProvincialGazette.Legaladvicewasprovided to thePremier regarding theproposeddateofcommencementofSection44of theGautengTransportInfrastructureAct,2001(ActNo.8of2001)andalettertothePresidentfortheamendmentofPartBofSchedule2tothePublicServiceAct,1994,soastoreflecttheabolitionoftheGautengDepartmentofFinanceandtheestablishmentoftheGautengDepartmentofE-Government,intermsofSection3A(a)(i)readwithsection7(5)(b)ofthePublicServiceAct,1994.

Anumberofbills(asindicatedonpage34)werecertifiedtimeously.

BiannualreportsanalysingthestateoflitigationintheprovincewerepresentedtotheExecutiveCouncil.TheSAPCaseManagementSystemisinprogressandtheDepartmentsareuploadingcases.TheOfficeofthePremierismonitoringusageoftheSAPLitigationSystem.

The Office of the Premier appointed two Deputy Information Officers as required by Section 17 of the Promotion of Access toInformationAct.AreportwassubmittedbyOoPtotheSouthAfricanHumanRightsCommissionasrequiredbySection32oftheAct.Section14Manualwhichdealswiththefunctions,contactdetailsandindexofrecordsheldbytheOfficeofthePremierasrequiredbySection14oftheActwascompiledandsubmittedtotheDepartmentofJusticeandConstitutionalDevelopmentandwasgazetted.TheManualisavailableinfourofficiallanguages.

TwopromotionofaccesstoinformationtrainingsessionsspecificallyfordeputyinformationofficersinGPGwereconductedbytheOfficeofthePremierinconjunctionwiththeDepartmentofJusticeandConstitutionalDevelopmentduringthe2014/15financialyear.Agreementswithinpolicyobjectives,procurementandlegalframeworkswerefurnishedwithin10workingdaysofreceiptofrequests.

TheOfficeofthePremiercoordinatestheLegalForummeetingsoflegalpractitionersintheProvincialGovernment.AllfourquarterlymeetingsoftheLegalForumwereheldasplanned.GuestspeakerswereinvitedtoaddressthemeetingsontheimpactoftheProtectionofPersonalInformationActontheworkplace,theimpactofjudgmentsregardingaccesstoinformation,andtherequirementsofMPATrelatingtoadministrativejustice.



Strategic objectives, performance indicators planned targets and actual achievements

Programme/Sub-programme:LegalServices






Commentondeviations

ApprovedannuallegislativeproposalprogrammessubmittedintotheEXCOcyclebyQ1

Thelegislativeproposalprogrammefor2013/14wassubmittedandapprovedbyEXCOonthe15May2013

LegislativeProposalprogrammefor2014/15submittedintotheEXCOcyclebyQ2

LegislativeprogrammeapprovedbytheExecutiveCouncilinQuarter2.

Nodeviation None

Numberoflegislativedraftingtrainingcoursesfacilitated

Annuallegislativedraftingtrainingcoursewasfacilitated

Facilitateannuallegislativedraftingtrainingcourse.

TrainingheldinQuarter3asplanned.

Nodeviation None

NumberofEXCOCyclemeetingsforwhichlegalanalysiswasprovided

Legalanalysisprovidedfor10cabinetcyclemeetings

LegalanalysisprovidedforscheduledExcoCyclemeetings

Nine(9)setsoflegalanalysisprovided.

Onlynine(9)ExcoCyclemeetingswerescheduledfortheperiodunderreview.

None

Legislationcertifiedwithin60daysofreceiptofallinformationrequiredandinaccordancewiththePathtoLegislation

Legislation(Billsandsubordinate)wascertifiedwithin60daysofreceiptofallinformationrequiredandinaccordancewiththePathtoLegislation

Legislation(Billsandsubordinate)certifiedwithin60daysofreceiptofallinformationrequiredandinaccordancewiththePathtoLegislation

Legislationcertifiedwithin60daysandinaccordancewiththePathtoLegislation.

Nodeviation None

Legaladviceandsupportprovidedwithin20workingdaysofrequest

StrategiclegaladviceandsupportprovidedtothePremier,EXCO,LGB,PCFandDepartmentswithin20workingdays

StrategiclegaladviceandsupportprovidedtothePremier,EXCO,LGB,PCFandDepartmentswithin20workingdays

Strategiclegaladvicefurnishedwithin20workingdays.

Nodeviation None

Numberofreportsontheimplementationandeffectivenessofthelitigationstrategyandtrackingofhighprofilecases

BiannualreportsontheimplementationandeffectivenessofthelitigationstrategyandtrackingofhighprofilecasesweresubmittedtotheHODforumandEXCOforconsideration

Biannualreportsontheimplementationandeffectivenessofthelitigationstrategy

Biannualreportsontheimplementationandeffectivenessofthelitigationstrategywereproduced.

Nodeviation None



Programme/Sub-programme:LegalServices






Commentondeviations

NumberofreportsonthecompliancewithPAJAandPAIA

Section32ReportpreparedSection14ManualupdatedandgazettedSection14Manualsubmittedfortranslationinadditional2officiallanguages

AnnualreportoncompliancewithPAIAandPAJA

Section32andSection15reportsweresubmittedtotheSouthAfricanHumanRightsCommissionandtheDepartmentofJusticeandConstitutionalDevelopmentrespectively.TheSection14manualwasupdatedandgazetted.

Nodeviation None

Numberofdaysinwhichappropriatelegalagreementsfinalised

Agreementswithinpolicyobjectives,procurementandlegalframeworkswerefurnishedwithin10workingdaysofreceiptofrequest

Legalagreements,alignedwithpolicyobjectives,procurementandlegalframeworks,arefinalisedwithin10workingdaysofreceiptofallrelevantinformationrequired

Agreementsalignedasrequiredwithinthestipulatedtimeframe.

Nodeviation None

Numberoflegalforummeetings

Legalforummeetingswereheldonaquarterlybasis

4Quarterlylegalforummeetings

Four(4)quarterlymeetingsheld.

Nodeviation None



5.2.4 Sub-Programme: Provincial Communication Services

PurposeTopromoteandfacilitateeffectivecommunicationbetweengovernmentandthepeopleofGauteng.

Measurableobjective• ToprofiletheProgrammeofActionofgovernmentthroughtargetedmarketing,brandingandmediarelations;• Tofacilitatedirectinteractionbetweengovernmentandstakeholderstowardsimproveddialogueandrelationships;• TomanagethereputationofGautengProvincialGovernmentthroughproactiveperceptionmonitoringandtargetedreputation

managementinitiatives;• ProvidearegulatoryframeworkonresponsivetimeframestowardsenhancedcustomerexperiencesoftheHotline;• MonitorandevaluateGPGinstitutionsontheresolutionofqueriesservicerequeststowardsimprovedaccountability;• EnhancementandsustenanceoftheInformationPortaltowardsimprovedaccesstoinformation.



Servicedeliveryobjectivesandindicators• Approved2014/2019communicationstrategy• Numberofimplementationplansforthecommunicationstrategy• Numberofreportsonimplementationofthecommunicationstrategy• NumberofmarketingcampaignsforidentifiedoutcomesinthePOA• NumberofGPGTVpilotsitesestablished• NumberofproductionsforGPGTVcontentdeveloped• Mediaspendontheannualcommunicationsimplementationplan• Numberofcommunityengagements• Numberoftargetedstakeholderengagements(business,labour,civicetc.)• Officialrequestsforprioritystakeholderengagements• Numberofmediamonitoringandanalysisreport• NumberofresearchreportstowardsmanagingthereputationoftheGPG• Numberofpublicperceptionsurveyreportsonidentifiedservicedeliveryissues• NumberofIntergovernmentalCommunicationForummeetings• ThenumberofformalcommunicationssupportinterventionsprovidedtoMECs,MLOsandHeadsofCommunication• Numberofsetsofguidelinesandtrainingforallusers• SignedMOUwithallGPGEntitiesontheresponsivetimeframes• PercentageofHotlinecustomerservicerequestshandledandresolvedatfirstlinesupport• PercentageofHotlinecallsansweredwithin20seconds• Percentageofescalatedcallrespondedtowithingiventimeline• Percentageofescalatedcasesresolvedwithinstatednumberofworkingdays• NumberofupdatesoftheInformationPortalondevelopmentsinGautengprovince

Servicedeliveryachievements:Thisfinancialyearwasmarkedwiththecelebrationofthe20yearsofdemocracy,theannouncementofthenewadministrationafterthefifthdemocraticelections,anewprogrammeofactionandtwoStateoftheProvinceAddresses.

Following the electionof the Premier and appointment ofMembers of the ExecutiveCouncil various communication andmediaplatformswereutilisedtoprofilethenewadministrationanditsvision.

IngivingeffecttothenewprogrammeofactionforGauteng,afive-yearcommunicationstrategy(2014-2019)wasdevelopedandapprovedbytheExecutiveCouncil.Thestrategyiscentredonbuildingandmaintaininghealthystakeholderrelations,maintaininggoodworking relationswith themedia, profiling theprogrammeof actionof government, brandmanagement andmanaging thereputationofgovernment,Thenewvalueproposition“TogetherMovingtheGautengCityRegionForward”wasdevelopedandalignedwiththestrategicobjectivesofpositioningGautengasaGlobalCityRegion.

Toensureownershipandasharedvisionfortheprogrammeofradicaltransformation,modernisationandreindustrialisation(TMR),anumberofengagementsandcampaignswereheldduringthisfinancialyear.

Meaningfuldialoguebetweengovernmentand thepeoplewas fostered throughanumberofcommunityengagements thatwerefacilitated for thePremierand theExecutiveCouncil.Matters ranging fromgovernment’sprogrammeofactionand thevisiononradicaltransformation,modernisationandreindustrialisation,werediscussed.

VariousmediabriefingswereheldfollowingtheStateoftheProvinceAddress(SOPA),cabinetmeetings,Premier’sengagements,keymilestoneseventsandinaddressingissuesintheenvironment. TheOfficeofthePremierfacilitatedandheldanumberofmedianetworkingsessionsandarrangedone-on-onemeetingsPremierbetweenthePremierandeditors,withtheaimofimprovingworkingrelationsbetweengovernmentandthemedia.

ThedigitalmediapresencewasdeepenedwithonlinenewsstoriespublishedontheGautengOnlinewebsite,twitterandFacebookpages.Socialmediafollowingincreaseddrivenbygovernment’spronouncementsonanumberofissuesthataffectthepeopleofGauteng.TheinauguralStateoftheProvinceinJune2014sawPremiersharinghisvisionforGautengoverthenextfiveyears.Alivescreeningoftheaddresswasairedatpublicviewingsites,varioustelevisionandradiostations.AttheFebruary2015StateoftheProvinceAddress,thePremierelaboratedonhisvisionforGautengwiththeimplementationofthefivedevelopmentcorridors.SOPAwascarriedliveonanumberoftelevisionandradiostations.Followingboththeaddresses,PremierandExecutiveCouncilengagedwithcommunitiesatizimbizo.



Multimediacampaignsto informthepeopleofGautengontheTMRprogrammewereundertakenthroughspecialsupplements inGauteng’snewspapers,radiostationsandoutdoormedia.Variousmediaproductssupportingthegovernment’sprogrammeofactionwereproducedanddistributedthroughoutGauteng.TheseincludeSOPAsummaries,GautengNews, leafletsonTMR. Informativecontentontheprogrammeofaction,mediaconferences,interactiveGPGstakeholderengagements,beneficiarystoriesandbroadcastsofkeyeventswereairedonGPGTV.

SupportwasprovidedtoDepartmentstoundertakekeyeventsasannouncedbythePremier.TheseincludedtheSMMESummit,thelaunchoftheServiceDeliveryResponseSystem(WarRoom)-Ntirhisano,theAnti-CorruptionSummit,TradeandInvestmentSummit,aswellastheTownshipEconomyRevitalisationSummit. Aspartofstrengtheninggovernmentcommunicationsystem,IntergovernmentalCommunicationForumswereheldwithgovernmentcommunicatorsfromdepartmentsandmunicipalities.AContentHubwasestablishedandassistedwiththedevelopmentofconsistentmessagesthatprofilestheworkofgovernment

ThelaunchoftheGautengServiceDeliveryResponsesystembytheGautengPremierinSeptember2014setthetoneforimprovementinresolutionofissues.TheapprovalbyGPGExecutiveCommitteeoftheGautengServiceDeliveryResponsesystemConceptdocumentwillallowforanintegratedapproachtoservicedelivery.ThedevelopmentofaGautengCityRegion-wideCaseManagementSystemwillallowforresolutionofcasesatlocallevel


Programme/Sub-Subprogramme:ProvincialCommunicationServices






Commentondeviations

Approved2014/2019communicationstrategy

Theannualcommunicationstrategywasupdatedin2013/14

Approved2014-2019communicationstrategy,byQ2

The2014-2019fiveyearCommunicationstrategywasapprovedbytheExecutiveCouncilinSeptember2014.

Nodeviation None

Numberofimplementationplansforthecommunicationstrategy

Newindicator Annualimplementationplanforthe2014-2019communicationstrategybyQ2

TheimplementationplanisembeddedintotheCommunicationStrategy.

Nodeviation None

Numberofreportsonimplementationofthecommunicationstrategy

NewIndicator 4QuarterlyreportsonimplementationofthecommunicationstrategyontheGPGachievementsofthe20yearsoffreedomcelebrations

Four(4)Reportsontheimplementationofthecommunicationstrategywerecompiled.

Nodeviation None

NumberofmarketingcampaignsforidentifiedoutcomesinthePOA

Twenty-three(23)marketingcampaignswereheldduringthe2013/14financialyear

12TargetedmarketingcampaignsforidentifiedoutcomeinthePOA

Twelve(12)targetedmarketingcampaignsforidentifiedoutcomeinthePOAcompleted.

Nodeviation None









Commentondeviations

NumberofGPGTVpilotsitesestablished

Newindicator GPGTVpilotedin21sites

Twenty-one(21)siteswereinstalledandactivated.Seventeen(17)weregovernmentdepartmentinstallationsandfour(4)provincialHospitals.

Nodeviation None

NumberofproductionsforGPGTVcontentdeveloped

Newindicator 48CompletedproductionsforGPGTV

Forty-eight(48)productionswerecompleted.

Nodeviation None

Mediaspendon the annual communicationsimplementationplan

80%ofmediaspentonLSM4-7and20%forLSM8-10

Quarterlyreportonthetargetedlevelsofspendperband:-LSM4-7:80%-LSM8-10:20%

80%ofmediaspentonLSM4-7and20%forLSM8-10.

Nodeviation None

Numberofcommunityengagements

Eleven(11)cabinetcommunityengagementswereheldduringthefinancialyear

11Cabinetcommunityengagements

Thirty-three(33)Cabinetcommunityengagementswereheld.

ThedeviationisasaresultofincreaseddemandfromthepublictomeetwiththeExecutiveCouncilMembers.

None

Numberoftargetedstakeholderengagements(business,labour,civicetc.)

Sixty-one(61)targetedstakeholderengagementswereheldduringthefinancialyear

35targetedstakeholderengagements

Seventy–one(71)stakeholderengagementswereheldintheyearunderreview.

ThedeviationisduetovariousengagementsinprovidinginformationonGauteng’snewvisiontotargetedstakeholdersandasaresultofadditionalrequestfromdepartments.

None









Commentondeviations

Officialrequestsforprioritystakeholderengagements

Newindicator 1Officialrequestforstakeholderengagementsduetoprioritiessuchaspresidentialvisitsandservicedeliverymatters

Four(4)Officialrequestswereheld:• NationalInterfaith• Thanks-giving

Celebration,Sowetoon15August2014.

• LaunchofMaponyaMallThusongServiceCentreon31August2014.

• DPSAMinisterialvisitheldinMohlakengon17October2014.

• ProvincialSpecialFuneralofMrsCarolineMotsoalediheldon3January2015inSoweto.

Additionalofficialstakeholderengagementswererequested

None

Numberofmediamonitoringandanalysisreport

Twelve(12)mediamonitoringanalysisdoneduringthefinancialyear

12Mediamonitoringandanalysisreports

Twelve(12)mediamonitoringandanalysisreportscompleted.

Nodeviation None

NumberofresearchreportstowardsmanagingthereputationoftheGPG

TheresearchontheassessmentofresidentsperceptionsofGautenggovernments’socialandonlineplatformswascompletedduringthefinancial

1ResearchreportbasedontheeffectivenessofGPGservicedelivery,byQ3

One(1)perceptionsurveywascompleted.

Nodeviation None

Numberofpublicperceptionsurveyreportsonidentifiedservicedeliveryissues

Newindicator Publicperceptionsurveyreportson2identifiedservicedeliveryissues

One(1)Publicperceptionsurveyonthee-tollsuser-paysprinciplewasconducted.

Annualperceptionsurveyfor2014wascompletedandresultswerepresentedtotheGautengCityRegionCommunicatorsatthequarter3IntergovernmentalLekgotla.

None

NumberofIntergovernmentalCommunicationForummeetings

Newindicator 4quarterlyIntergovernmentalCommunicationForummeetings

Four(4)quarterlyIntergovernmentalCommunicationForumswereheld.

Nodeviation None









Commentondeviations

ThenumberofformalcommunicationssupportinterventionsprovidedtoMECs,MLOsandHeadsofCommunication

Newindicator AnnualtrainingprogrammeforMECs,MLOsandHeadsofCommunication

AnnualtrainingprogrammewasdevelopedinconjunctionwithGCRA.Protocoltrainingwasheldforselectedofficials.

Nodeviation None

Numberofsetsofguidelinesandtrainingforallusers

8TrainingworkshopsweredoneontheguidelinesfortheGautengPublicLiaisonHotlineforallusers

Guidelineswerereviewedandupdatedin2013/14

4Quarterlyrefresherworkshopswereconductedin2013/14

24Hotlinemeetingswereconductedin2013/14

1setofguidelinesandtrainingforallusers,byQ1

Theservicedeliveryguidelinesweredevelopedandtrainingtoallusers.

Nodeviation None

SignedMOUwithallGPGEntitiesontheresponsivetimeframes

Newindicator SignedMoUwithallGPGEntitiesontheresponsivetimeframes,byQ1

Theservicedeliverypledgewassigned-offinSeptember2014byGPGdepartmentsandMunicipalitiestocommittoresponsivenessandresolution.

Nodeviation None

PercentageofHotlinecustomerservicerequestshandledandresolvedatfirstlinesupport

Newindicator 65%ofHotlinecustomerservicerequestshandledandresolvedatfirstlinesupport

85%(44502outof52271)ofHotlinecustomerservicerequestshandledandresolvedatfirstlinesupportwasachieved.

Nodeviation None

PercentageofHotlinecallsansweredwithin20seconds

Newindicator 80%ofHotlinecallsansweredwithin20seconds

86%(169323outof198035)ofHotlinecallsansweredwithin20secondswasachieved.

Nodeviation None









Commentondeviations

Percentageofescalatedcallrespondedtowithingiventimeline

78%ofescalationswererespondedwithin72hours

90%Compliancetoprovidingcustomerfeedbackwithin3workingdays

98%(7576outof7749)customerfeedbackwithin3workingdayswasachieved.

Nodeviation None

Percentageofescalatedcasesresolvedwithinstatednumberofworkingdays

87%ofescalatedcaseswereresolved

90%ofescalatedcasesresolvedwithin60workingdays

90%(5449outof6071)ofescalatedcasesresolvedwithin60workingdayswasachieved.

Nodeviation None

NumberofupdatesoftheInformationPortalondevelopmentsinGautengprovince

TherewerequarterlyupdateondevelopmentsinGautengProvinceduringthefinancialyear

1,000updatesaddedontheinformationPortalonthedevelopmentinGautengProvince

1266updatesaddedontheinformationPortalonthedevelopmentinGautengProvince.

Nodeviation None




2014/2015 2013/2014

Programme Name

Final Appropriation

ActualExpenditure


Final Appropriation

ActualExpenditure


R’000 R’000 R’000 R’000 R’000 R’000

Programme2 129059 126912 2147 256114 252096 4018

Total 129 059 126 912 2 147 256 114 252 096 4 018

5.3. Programme 3: Policy and Governance

ThepurposeofthePolicyandGovernanceProgrammeis:• TosupportthePremierandEXCOwithpolicyadvice,researchsupport,internationalandinter-governmentalrelations,integrated

cooperative governance, Legal advice and support, coordinating and giving effect to the DPSAmandate for service deliveryimprovement,anti-corruptionandethicsandeffectivemanagementoftheExecutiveCouncilClustersystem.

• To drive province-wide outcomes-based planning, performance monitoring and evaluation so as to improve governmentperformancetowardsenhancedservicedeliveryandGCRdevelopmentimpacts/outcomes.

• Toactivelyadvancegenderequality,women’sempowerment,youthdevelopmentandtherightsofpeoplewithdisabilities,olderpersonsandmilitaryveteransintheGautengCityRegion.

• ToleadplanningforsustainabledevelopmentintheGautengCityRegion.



5.3.1 Sub-Programme: Gauteng Planning Commission

5.3.1.1 Sub-Sub Programme: Development Planning

PurposeToleadlong-termplanningforsustainabledevelopmentintheGautengCityRegion.

Measurableobjective• ToplanforsustainabledevelopmentintheGCR;• TocoordinateseamlessspatialplanningtoensurealignmenttoNDP2030;• Toprovidestrategicoversightandsupporttoallidentifiedcatalyticprojects;• TocoordinateintegratedinfrastructuredevelopmentintheGCR;• Toserveasaknowledgecentrethatinformsfuturedevelopmentchoices.

Servicedeliveryobjectivesandindicators• NumberofresearchpapersinsupportofplanningfortheGCR;• NumberofreportsonoperationsoftheGautengCityRegionObservatory(GCRO);• NumberofreportsonthedevelopmentandimplementationofaconceptualmodelforPlanningHouse;• NumberofreportstoEXCOontherecommendationsimplementedaspertheapprovedbusinesscasefortheCentreforUrban

Innovation;• NumberofreportsonthereviewoftheGSDF;• NumberofreportsontheimplementationoftheGSDF;• NumberofreportsonthealignmentofMunicipalSpatialDevelopmentFrameworks(MSDF)intermsofCredibilityFramework;• NumberofreportsonthedraftingoftheGautengPlanningandDevelopmentBillinlinewithSPLUMAregulationssubmittedto

EXCO;• NumberofoversightreportsonidentifiedCatalyticProjects;• NumberofreportsontheimplementationoftheGautengIntegratedInfrastructureMasterPlan(GIIMP);• NumberofreportsontheestablishmentoftheprovincialGISportal.

Servicedeliveryachievements:AproposalfortheestablishmentoftheGautengInfrastructureCo-ordinatingCouncil(GICC),chairedbythePremier,wasdevelopedandapprovedby thePremier’sCo-ordinatingForum inQuarter2. TheGICCwill lead in theplanning,prioritisation, coordination,implementationandmonitoringofinfrastructureprojectsfortheGautengCityRegion(GCR)toachievetheobjectivesoftheTen-PillarProgrammeandovercometheinfrastructuredevelopmentchallengesinGauteng.

Phase1oftheGautengIntegratedInfrastructureMasterPlan(GIIMP)waspresentedtotheEXCOLekgotlaheldinFebruaryandthefinal reportwas approvedby theGICC TechnicalCommittee inMarch. Throughout the yearDevelopment PlanningengagedwithvariousstakeholdersincludingmunicipalitiesandsectordepartmentsinpreparationofPhase1.Phase1oftheGIIMP(InfrastructureFramework)includedmodellingandscenarioworkandwillbesubmittedtothePoliticalGICCinMay2015.

SincetheapprovaloftheGautengSpatialDevelopmentFrameworkin2011,therehasbeennumerousdevelopmentsinthespatialplanningpolicyandlegislativeenvironmentincludingtheintroductionoftheNationalDevelopmentPlanVision2030.AtaprovinciallevelthefocusisontheTen-PillarProgrammeofTransformation,ModernisationandRe-industrialisation.

Toaccount for thesechangesadraftGautengSpatialPerspective (GSP)2030wasdevelopedas theconceptpaper to informthereviewof the2011GSDF. Thiswaspresented at the EXCO Lekgotla. In implementingGSDF2011, the followingwere achieved:WestonariaandWestRandSpatialDevelopmentFrameworks(SDFs)havebeenapproved.DevelopmentPlanningtrackedprogressandcompliancewithNationalandProvincialpoliciesofbothSDFsunderreview.TheGPDsupportedtheprocesstodevelopIntegratedDevelopmentPlanswithfocusonMunicipalSpatialDevelopmentFrameworks(MSDFs).TheresultofthisprocessisthedevelopmentofaCredibilityFrameworkthatoutlinesthecommentsonMSDFs.

ThePartnershipforUrbanInnovationwasestablishedandthefocusforthisyearwasontheYoungResearchersUrbanInnovationChallenge.Researchprojectsrevolvedaroundtheuseofmobiletechnologyinthemanagement,planningandIntegrationofInformalTransport,explorationoflandvalues,cemeteryplanning,wastemanagementandcrime.AsubmissionwasmadetoEXCOinMarchdetailingtheprogressandimplementationofvariousprogrammes.

Researchwasconductedwithsectordepartmentsandmunicipalitiestogaugethetrends,challenges,goodpracticesinthefieldofGeographic InformationSystems inGauteng.TheStatusQuoReportwillserveasabuildingblockfor thedevelopmentofSharedServicesModelin2015/16financialyear.



InrespondingtotheTen-PillarProgrammeandtheNDPVision2030,gamechangerprojectswereidentifiedthroughouttheprovince.Engagementswereheldwithsectordepartmentsandmunicipalitiesonthestatusofgamechangers.AfinalreportwasdraftedbasedoninputsreceivedandwassubmittedtotheGICCTechnicalCommittee.

DuringthecurrentfinancialyearthefocuswasontheestablishmentofPlanningHouseincludingtheconceptualisationandlocation.The Gauteng Infrastructure Funding Agency (GIFA) has identifiedGauteng Planning House as a bankable project andwill in the2015/16financialyearassisttheGautengDepartmentofInfrastructureDevelopmentinlocatingasuitablepieceoflandandsourcealternativesourcesofland.AsubmissiondetailingthiswasmadetotheGICCTechnicalCommittee.

DevelopmentPlanningparticipatedinthenationalworkinggroupontheSpatialPlanningandLandUseManagementAct(SPLUMA)RegulationsthroughouttheyearandwasresponsiblefordraftingaGautengpositionpaperonbehalfofmunicipalitiesandsectordepartments,whichwereconsideredduringtherevisionoftheRegulations.CommentsweresubmittedtotheDepartmentofRuralDevelopmentandLandReform(DRDLR)ontherevisedversionofthedraftRegulationstoSPLUMA.

TheBranchrespondedtotheTen-PillarProgrammetodeveloptheMediumTermStrategicFramework2014-19thatisaframeworkfordeliveryacrossGautengandwillassistprovincialandlocalgovernmentdepartmentsindevelopingtheirfive-yearstrategicplansandbudgetrequirements.


Programme/Sub-Subprogramme:DevelopmentPlanning






Commentondeviations

NumberofresearchpapersinsupportofplanningfortheGCR

Newindicator 1researchpapersinsupportofplanningfortheGCR

AdraftpaperonSpatialTransformationandDevelopmentCorridorswasdeveloped.

Theprocesstofinalisetheresearchpapertooklongerthananticipated.ItwillbecompletedinQuarter2ofthe2015/16financialyearaspartoftheGSDFReviewprocess.

Thepaperisstillbeingfinalised.

NumberofreportsonoperationsoftheGautengCityRegionObservatory(GCRO)

Newindicator AnnualprogressreportontheoperationsoftheGautengCityRegionObservatorysubmittedtoEXCObyQ4

AnnualprogressreportsubmittedtoEXCO.

Nodeviation None

NumberofreportsonthedevelopmentandimplementationofaconceptualmodelforPlanningHouse

Newindicator ConceptualmodelforPlanningHousesubmittedtoEXCOforapproval

QuarterlystatusreportssubmittedtotheGautengInfrastructureCoordinatingCouncilontheconceptualmodelforthePlanningHouse.

Nodeviation None









Commentondeviations

NumberofreportstoEXCOontherecommendationsimplementedaspertheapprovedbusinesscasefortheCentreforUrbanInnovation

Newindicator AnnualreportontheimplementationofthePartnershipsforUrbanInnovation,submittedtoEXCObyQ4

AnnualReportsubmittedtoEXCO.

Nodeviation None

NumberofreportsonthereviewoftheGSDF

Newindicator 1ConceptpaperforthereviewoftheGSDFsubmittedtoEXCObyQ4

One(1)conceptpaperforthereviewoftheGSDFsubmittedtoEXCOLekgotla.

Nodeviation None

NumberofreportsontheimplementationoftheGSDF

TheGSDFimplementationplanwasimplementedandquarterlyimplementationplanreportsweresubmittedtotheEXCO

AnnualstatusreportontheimplementationoftheGSDFsubmittedtoEXCObyQ4

AnnualstatusreportontheimplementationoftheGSDFsubmittedtoEXCOLekgotla.

Nodeviation None

NumberofreportsonthealignmentofMunicipalSpatialDevelopmentFrameworks(MSDF)intermsofCredibilityFramework

NewIndicator AnnualreportonalignmentofMSDFintermsofCredibilityFramework,byQ2

AnnualreportonthealignmentofMSDFintermsoftheCredibility/AssessmentFrameworksubmitted.

Nodeviation None

NumberofreportsonthedraftingoftheGautengPlanningandDevelopmentBillinlinewithSPLUMAregulationssubmittedtoEXCO

NewIndicator FirstdraftoftheGautengPlanningandDevelopmentBillforpre-certification,submittedtoEXCO,byQ4

TheGautengPlanningandDevelopmentBillwasnotfinalisedandthereforenopre-certificationorsubmissiontoEXCO.

TheGautengPlanningandDevelopmentBillcouldnotbefinalisedintheabsenceofgazettedRegulationsbytheDepartmentofRuralDevelopmentandLandReform.

DevelopmentPlanningwillcontinuetoengageandsupportthe(DRDLR)tofinalisethe national regulations.

NumberofoversightreportsonidentifiedCatalyticProjects

NewIndicator Quarterlyreportsonoversightandsupporttoidentifiedcatalyticprojects,submittedtoEXCO

Preparedandsubmittedfour(4)flagshipprojectreportstoEXCO.

GamechangerreportsubmittedtotheGautengInfrastructureCoordinatingCouncil.

Nodeviation None









Commentondeviations

NumberofreportsontheimplementationoftheGautengIntegratedInfrastructureMasterPlan(GIIPMP)

ConceptandProcessPlanthatwillguidethedevelopmentoftheGautengIntegratedInfrastructureMasterPlanwasapprovedbyEXCO

ATechnicalSteeringCommitteewasestablishedtoguidethedevelopmentofGIIMP

TermsofReferenceforPhase1oftheGIIMPweredrafted

BiannualreportonPhase1(InfrastructureFramework-inlinewithConceptandProcessplan),submittedtoEXCO

ProgressreportsubmittedtoGICCTechnicalCommitteeinNovember2014.

DraftInfrastructureFrameworkpresentedtoEXCOLekgotlainFebruary2015.

FinalInfrastructureFrameworkapprovedbyGICCTechnicalCommitteeinMarch2015.

Nodeviation None

NumberofreportsontheestablishmentoftheprovincialGISportal

NewIndicator BiannualstatusreportsonthecurrentstateofGISintheProvince

StatusquoreportonGISintheprovincecompleted.

Nodeviation None

Strategytoovercomeareasofunderperformance• TheDevelopmentPlanningBranchwillcontinuetosupporttheNationalDepartmentofRuralDevelopmentandLandReformin

thefinalisationoftheSPLUMANationalRegulationsinorderfortheGautengPlanningandDevelopmentBilltobesubsequentlyalignedandfinalised.

• TheDevelopmentPlanningBranchwilldevelop interimmeasures toensure thesmoothtransitionofstatutory responsibilitiestomunicipalities from the implementationdateof SPLUMA. All existing statutory applications aswell as those submitted totheDevelopmentPlanningBranchbefore the implementationdateofSPLUMA,will stillbeprocessed in termsof theexistinglegislationandrequirements.

• Additional supervisory support will be given to research. Development Planningwill be building on the existing capacity in2015/16todeliverontheresearchprojects.

Changestoplannedtargets• InitiallytheBranchplannedtodeveloptworesearchpapersbutthecapacityforthiswasreallocatedtosupporttheE-tollsAdvisory

Panelandthereforethetargetwasreducedtooneresearchpaper.• Duringthe2014/15financialyearareviewofthecurrentflagshipprojectsaswellasthenature,formandcontentoftheprogramme

wasinitiatedtoimprovethefocus,integrityandoverallimpactoftheprogrammeinthecontextoftheTen-PillarProgrammeofTMRandtheNDPVision2030.ThisresultedintheidentificationofgamechangersthroughouttheprovincetogiveeffecttoboththeTen-PillarProgrammeandtheNDPVision2030.

• AconceptpaperforthereviewoftheGSDF2011wasintroducedasanewtargettorespondtotheTen-PillarProgrammeofTMRandtheNDP2030andtooutlinekeyelementsofthespatialvisionthatwillbedevelopedin2015/16.

• TheStatusReportonGISisaprecursortothedevelopmentofaProvincialGISportalandthereforethetargetwaschangedtoreflectthisbuildingblockinthemovetowardsestablishingaProvincialGISportal.



5.3.1.2 Sub-Sub Programme: Performance Monitoring and Evaluation

PurposeTodriveprovince-wideoutcomes-basedplanning,performancemonitoringandevaluationsoastoimprovegovernmentperformancetowardsenhancedservicedeliveryandGCRdevelopmentimpacts/outcomes.

Measurableobjective• Todriveimprovedprovince-wideoutcomes-basedplanning,monitoringandevaluation,includingprogrammedesign,toimprove

governmentperformance;• Tomonitorandfacilitateresponsestocommunityandfrontlineservicedeliverychallengeswithaviewtofacilitateimprovements;• ToimprovemanagementpracticeswithintheGautengProvincialGovernmentthroughregularmonitoringandassessments;• Toconductevaluationandresearchtoimprovetheeffectivenessofgovernmentprogrammes;• Tomoderniseperformancemonitoringandevaluationsystemsandcapacity;and• Todesignandsupportinterventionstocorrectidentifiedareasofunderperformance.

Servicedeliveryobjectivesandindicators• AnnualGautengProgrammeofActiondeveloped;• NumberofPOAperformancemonitoringreportsandanalysisdeveloped;• NumberofAnnualPerformanceReportsontheimplementationoftheannualGautengPOAdeveloped;• NumberofEndofTermreviewscompleted;• ResearchonkeyPOAindicatorscompletedandfindingsimplemented;• NumberofGPGprogrammeswithprogrammetheory;• NumberofAnnualFSDMprogrammedeveloped;• NumberofFSDMvisitsconducted;• Numberofprovincialindicators(includingGYDMV&O)monitoredbyFSDM;• Numberofimprovementplansfacilitatedatsiteswithareasofunder-performance;• Levelofdevelopmentofcitizen-basedmonitoringsystem;• NumberofDepartmentalMPATself-assessmentscompleted;• NumberofDepartmentalMPATimprovementplansdeveloped;• NumberofAnnualProvincialEvaluationPlansdeveloped;• Numberofevaluationstudiesconducted;• NumberofGPGProgrammemanagersandPMEpractitionerstrainedonPME(withGCRA);• LevelofimplementationofPMEdiagnostic;• NumberofGautengPMEForummeetings;• PMEAutomationproject;• Levelofdevelopmentofverificationsystem;and• Numberofinterventionstoimproveperformanceinareasofunder-performanceidentified.

ServicedeliveryachievementsThe2015/16programmeofactionisaresults-basedplanningandmonitoringinstrumentoftheExecutiveCouncilintheprovince.Itsmain purpose is to translate the Ten-Pillar programmeof transformation,modernisation and reindustrialisation into coherentmeasurable indicators and targets for the period 2015/16 to 2018/19. Since the approval of the revised 2014-15 TMR POA inSeptember2014,extensivedevelopmentworkhasbeenundertakenaspartofthe2015/16planningcycle.The2015/16POAhasbeendevelopedthroughaniterativeprocess,whichwasconcludedinMarch2015.ThisincludedPOAbilateralswithDepartmentsconducted by the Gauteng Planning Division. The overall content and structure of the 2015/16 POA and process towards thefinalisationofthePOAwastabledattheExecutiveCouncilon4March2015.

ThedevelopmentoftheTen-pillarGautengProgrammeofAction(POA)wasbasedonkeymilestonesasperthe2015/16planningcycle,thePremier’sBudgetCouncil inOctoberandNovember2014,POAclusterworkshopswithPMEofficials,theEXCOLekgotlainDecember2014andengagementswithdepartmentpriortotheFebruary2015LekgotlaandthePremier’sStateoftheProvinceAddresson23February2015,POAbilateralsposttheSOPAandtheProvincialBudgetSpeech.The2015/12016POAwastabledattheExecutiveCouncilon4March2014.

InFebruary2015,aserviceproviderwasappointedtoundertakethe Indicatorresearchanddetailedengagementswereheld.AninceptionreportandresearchreportonthePOAindicatorsweresubsequentlycompleted,includingadetailedanalysisandevaluationofDepartmental2015/16POAsubmissions.



Regularmonthly andquarterly reportson the implementationof the2014/15ProgrammeofActionwere collected, verifiedandanalysedandperformancereportswithratingsandkeyfindingsandrecommendationsweretabledintheExecutiveCouncilSystem.Anewapproachtotheanalysisofperformancepercluster,perpillarandperprogrammewasintroducedtoprovidetheExecutiveCouncilwithahigh-levelaggregatedanalysisandgraphstocomplementmoredetailedreportsanddataonspecificareasofperformance.ThePOAperformancereportsinformedtheExecutiveofprogressinkeydeliveryareas,andcorrectivemeasuresneededinareasofsustainedunder-performanceand/orsystemicweakness.

Annualreportsontheperformanceoftheprovincialgovernmentinimplementingthe2013/14POA,aswellasthe2013/14Gender,YouthandDisability(GEYODI)POAwerecompletedinthefirstquarterandtabledintheExecutiveCouncil.

The5and20-yearreviewbookswereproducedanddistributedtovariousstakeholders.

Following the releaseof thefinal resultsonManagementPerformanceAssessmentTool (MPAT)1.3byDPME, furtherworkon theanalysisoftheresultswasundertakenandtabledintheEXCOsystemincludingtheMPAT1.4rolloutplan.

TheGautenglaunchofMPAT1.4washeldon1August2014,attendedbyDPMEandGPGdepartmentalKPAcoordinatorsaswellasprovincialKPAcoordinators.DetaileddiscussionswereheldincommissionsonrequirementsforMPAT1.4self-assessmentcycle.

TheMPATImprovementPlanworkshopwasheldon26August2014withGPGdepartmentstodiscussandsharelessons,experiencesandgoodpracticesinordertoimproveGPG’sperformanceinareasofweaknessesidentifiedduringMPAT1.3process.All14GPGDepartmentssubmittedimprovementplansbasedonfinalresultsofMPAT1.3.

TrainingonMPAT1.4web-basedsystemwasalsoprovidedtofacilitatesmoothsubmissionofMPAT1.4self-assessment.All14GPGDepartmentscompletedtheirself-assessmentsanduploadedevidenceontheMPATweb-basedsystem.TheBranchcoordinatedandfacilitated theauditandverificationofGPGdepartmentalMPATself-assessmentsandevidencebyGautengAuditServices (GAS).PreliminaryanalysisoftheGPGMPAT1.4self-assessmentswasundertakenandpresentedtoGPGdepartments,includingtheseniormanagementmeetingoftheGautengDepartmentofHealth.

All 14GPGdepartments developed and submittedMPAT improvement plans based on theMPAT1.4 self-assessments.MPAT 1.4moderated resultswere releasedon theDPMEwebsiteon12December2014andcommunication sent toallGPGdepartments.PreliminaryanalysisonmoderatedMPAT1.4GPGresultswasundertakeninJanuary2015.AsecondMPATworkshopwasorganisedfor03February2015toprovidefeedbackontheMPATmoderationprocessandtobriefdepartmentsonthechallengeperiodaswellastoprovideanopportunityfordirectengagementwithDPMEonpreliminaryratings.FurtherworkshopswerealsoarrangedbyDPMEtoprovideclarityonspecificKPAstandards,suchasICT.

DuetotechnicalchallengesexperiencedbydepartmentsinrelationtotheDPMEwebsite,theclosingdateforthechallengeperiodwasextendedfrom13to18February.Departmentswererequestedtocompleteandsubmitsignedcopiesdetailingallareasthatwerechallengesincludingthenatureofevidencethatwasresubmitted.Thepost-moderationMPAT1.4resultsweremadeavailabletoGPGdepartmentsthroughtheMPATwebsiteinMarch2015andcommunicationwassenttoallGPGdepartmentstoinformthemabouttheavailabilityoftheMPAT1.4finalresults.

Draft standards for KPA1 and checklist for strategic plans andAPPswas circulatedbyDPME forOOP’s consideration. Provincialdepartmentalinputswerereceived,andfurtherdiscussedatthePMEForum.TheprovincialconsolidatedresponsewassubmittedtoDPME.

In line with the approach adopted in the National Evaluation Policy Framework and the Provincial Evaluation Framework whichmandates the development and implementation of an annual, rolling Provincial Evaluation Plan (PEP), the Branch had to ensurealignmentwith theTMRpriorities for thenewpolitical term.A reviewof the2014/15ProvincialEvaluationPlanwasundertakento inform the development of the 2015/16 PEP. Call for proposals and submission on concept notes on proposed evaluationsfor2015/16weredevelopedandwas issuedtodepartments.Amini internalworkshopwasheld inDecember todiscusspriorityprogrammestobeincludedinthe2015/16GautengProvincialEvaluationPlan(PEP).Proposalsreceivedthusfarwerereviewed.The2015/16ProvincialEvaluationPlan(PEP)includinganactionplanfortherolloutofthePEPprocesswasdeveloped.

In2014/15,PMEcommissionedaseriesofevaluationsofkeyprogrammes. Theevaluationswerecommissionedaccordingtotheguidanceand standards setby theNational andProvincialpolicy frameworks,which include rigorousoversightbyanevaluationsteeringcommittee,involvementoftheprogrammemanagementinoverseeingthedesignandexecutionoftheevaluation,facilitatingutilisationofthefindings,interalia,throughsolicitingamanagementresponseandfollowinguponkeyfindingsrecommendationsemanatingfromtheevaluations.



In2014/15,PMEcoordinatedandprovideddetailed inputstoguidethefurtherworkbythe independentevaluatorsundertakingthe evaluations of the FSDM and YWDP programmes as part of the 2014/15 PEP. This included the refinement of the theory-basedevaluationmethodology,preparingforvalidationworkshops,provisionofdata,assessmentofsamplinganddatacollectioninstruments,facilitatingcontactwithrespondentsetc.

TherapidformativeevaluationoftheTownshipEconomyRevitalisation(TER)programmewasinitiated,includingthedevelopmentandrevisionoftheTermsofReferenceinconsultationwithDED,theidentificationoftheEvaluationSteeringCommittee(ESC)andtheissuingofcorrespondencetoHODstoparticipateintheESC.AnevaluationSteeringCommittee,jointlychairedbytheOfficeofthePremierandDepartmentofEconomicDevelopment(DED)wasestablishedandthreemeetingsconvenedatwhichtheSteeringCommitteeengagedonthemethodology,theInceptionreportandDraftreports,whichincorporatesamonitoringframeworkfortheprogramme.

Theevaluationreportshavebeencompletedforthethreeevaluations.TheTwentyPrioritisedTownshipsProgrammewasinitiated.ThetermsofreferenceandanevaluationconceptnoteweredevelopedandrefinedthroughengagementoftheEvaluationSteeringCommittee.Biddocumentationforthecommissioningoftheevaluationwasalsoprepared.

Workwasundertaken aspart of an independent assessmentbyDPMEofpreviousGPGevaluations against acceptednorms andstandards.

Proposalsforevaluationtechnicalsupportwerereceivedandevaluatedinresponsetotherequestforquotations(RFQ)issuedforaserviceprovidertoprovidetechnicalsupportforGPGonevaluations.BytheendofQuarter4,theserviceproviderwasappointedandplanningundertakenforaninceptionmeeting.

FrontlineServiceDeliveryMonitoring(FSDM)isajointprogrammebetweentheDepartmentofPlanning,PerformanceMonitoringandEvaluation(DPME)inthePresidencyandtheOfficesofthePremiersinprovincestodirectlymonitorandverifyservicedeliveryatsites.Thisprogrammeisalignedwiththefifthadministration’sactivistandresponsivegovernment,onthegroundproblem-solvingdirectlyinandwithcommunities,publicinstitutionsandpublicofficialsthataremorecompassionateandhaveintegrity,buildingtrustandpartnershipbetweengovernmentandcommunitiesandagovernmentthatlistenwhenresidentsraiseconcerns.

TheFSDMsectorstargetedin2014/15were(i)Health(ii)Education(iii)SouthAfricanPoliceService(iv)MagistrateCourts(v)Drivers’License TestingCentres (DLTC) (vi)HomeAffairs (vii)MunicipalCustomerCareCentres (MCCC) (viii) SouthAfricanSocial SecurityAgency(SASSA).In2014/15,theannualtargetof100FSDMvisitswasundertaken.Furthermore,atotalof30improvementplanswerefacilitatedintheyearunderreview.

Citizen-basedMonitoring(CBM)isanapproachtomonitoringgovernmentperformancethatfocusesontheexperiencesofordinaryresidentsinordertostrengthenpublicaccountabilityanddriveservicedeliveryimprovements.InpartnershipwiththeDepartmentofPlanning,MonitoringandEvaluation(DPME),afacility-focusedCBMpilotwasconductedinTemba.ThetargetedfacilitieswereTembaPoliceStation,TembaClinicDepartmentofSocialDevelopmentandTembaSASSA.FeedbackofthepilotwasprovidedtorelevantstakeholdersincludingtheTembacommunity.AGauteng-specificCBMframeworkwasalsodeveloped.

In2014/15,PMEdevelopedaPOAverificationprogrammetoconfirmprogressinrelationtokeyprojectsasreportedbyDepartments,identifypossible risksand recommend remedial actionormitigation. On-siteverificationwasundertakenat20 sitesduring the2014/15financialyear.ThesevisitsincludedverificationofkeyTownshipEconomyRevitalisationprojects,agriculturalprojectsandotherinfrastructureprojectse.g.DiepslootHub,NatalspruitHospital,EvatonWest,Ward6CommunityFoodGardenProject.

TheGPGPerformanceMonitoringandEvaluation(PME)ForumMeetingswereconvenedwiththeHeadsofPMEandStrategicPlanning.

TheTermsofReferencesforthecommissioningofaPMEDiagnosticAssessmentandDashboardwerecompleted.TheDataQualityAuditprojectwassuspendedduetoalackofcapacity.TheTermsofReferenceforthePMEsystemautomationprojectwasdeveloped.

Atotalof86GPGprogrammemanagersandPMEpractitionersweretrainedonTheoryofChangeduringthePOAclusterworkshopon21November2014.




Programme/Sub-Subprogramme:PerformanceMonitoringandEvaluation






Commentondeviations

AnnualGautengProgrammeofActiondeveloped

2014/15GautengPOAinlinewithstrategicprioritieswastabledwithintheExecutiveCouncilsystem

2015/16GautengPOAdevelopedinlinewithnewpriorities

2015/16GautengPOAwasdevelopedinlinewithstrategicpriorities.

Nodeviation None

NumberofPOAperformancemonitoringreportsandanalysisdeveloped

8monthlyand4quarterlyperformancemonitoringreportsandanalysisonimplementationofthePOAweretabledwithinEXCOsystem

8monthlyand4quarterlyperformancemonitoringreportsandanalysisonimplementationofthe2014/15POA

Eight(8)monthlyandfour(4)quarterlyperformancemonitoringreportsandanalysisonimplementationofthe2014/15POAweredeveloped.

Nodeviation None

NumberofAnnualPerformanceReportsontheimplementationoftheannualGautengPOAdeveloped

2012/13AnnualPerformanceReportontheimplementationofthe2012/13GautengPOAwastabledwithintheExecutiveCouncilsystem

AnnualPerformanceReportontheimplementationofthe2013/14GautengPOA

AnnualPerformanceReportontheimplementationofthe2013/14GautengPOAdeveloped.

Nodeviation None

NumberofEndofTermreviewscompleted

EndofTermReview(Fiveand20-yearreview)documentwastabledwithinEXCOsystem

PopularisationofEndofTerm/20YearReviewprojectimplemented

Popularisationactivitieswereimplemented.A4bookon5&20-yearreviewdistributedtoarangeofstakeholderstopopulariseitscontents.A6pocket-sizedbookletwasalsoproducedanddistributedtofurtherpopularisethereviewcontents.

Nodeviation None

ResearchonkeyPOAindicatorscompletedandfindingsimplemented

NewIndicator ResearchonkeyPOAindicatorscompleted

Serviceproviderappointed.Researchreportcompleted.

Nodeviation None

NumberofGPGprogrammeswithprogrammetheory

NewIndicator 5Programmeswithprogrammetheory

Programmetheorywasdevelopedfor5Programmes.

Nodeviation









Commentondeviations

NumberofAnnualFSDMprogrammedeveloped

2014/15FSDMprogrammewasdeveloped

2015/16FSDMprogrammedeveloped

FSDMrollout/planprogrammedeveloped.

Nodeviation None

NumberofFSDMvisitsconducted

150FSDMvisitswereconducted

100FSDMvisitsconducted

100FSDMvisitswereconducted.

Nodeviation None

Numberofprovincialindicators(includingGYDMV&O)monitoredbyFSDM

NewIndicator 5provincialindicatorsmonitoredbyFSDM

5provincialindicatorsweremonitoredbyFSDM.

Nodeviation None

Numberofimprovementplansfacilitatedatsiteswithareasofunder-performance

FSDMimprovementplansfacilitatedat39siteswithareasofunderperformance

Improvementplansfacilitatedat30siteswithareasofunder-performance

Improvementplanswerefacilitatedat30siteswithareasofunderperformance.

Nodeviation None

Levelofdevelopmentofcitizen-basedmonitoringsystem

NewIndicator GautengCBMframeworkdeveloped

TheGautengCBMframeworkwasdeveloped.

Nodeviation None

NumberofDepartmentalMPATself-assessmentscompleted

14DepartmentalMPATself-assessmentswerecompletedandsubmittedtoDPMEwithevidence

14DepartmentalMPATself-assessmentscompletedandsubmittedtoDPME

Fourteen(14)DepartmentalMPATself-assessmentswerecompletedandsubmittedtoDPME.

Nodeviation None

NumberofDepartmentalMPATimprovementplansdeveloped

14DepartmentalMPATimprovementplansweredevelopedonthebasisoftheMPATself-assessments

14DepartmentalMPATimprovementplansdeveloped

Fourteen(14)DepartmentalMPATimprovementplansweredeveloped.

Nodeviation None

NumberofAnnualProvincialEvaluationPlansdeveloped

The2014/15ProvincialEvaluationPlanwasdevelopedbutnottabledforapprovalintheEXCOsystem

2015/16ProvincialEvaluationPlandeveloped

The2015/16ProvincialEvaluationPlan(PEP)wascompleted.

Nodeviation None

Numberofevaluationstudiesconducted

1evaluationstudyconductedinlinewithevaluationplan

3evaluationstudiesconducted

Three(3)evaluationstudieswereconducted.

Nodeviation None

NumberofGPGProgrammemanagersandPMEpractitionerstrainedonPME(withGCRA)

NewIndicator 25GPGProgrammeManagersandPMEPractitionerstrainedonPME

Atotalof86GPGprogrammemanagersandPMEpractitionersweretrainedonTheoryofChangeduringthePOAclusterworkshopon21November2014.

Nodeviation None









Commentondeviations

LevelofimplementationofPMEdiagnostic

NewIndicator GPGPMEDiagnosticdeveloped

PMETermsofReferencecompleted.

GPGPMEDiagnosticcouldnotbedevelopedintheyearunderreviewduetocapacityconstraints.

Projectre-scheduledfor2015/16duetocapacityconstraints.

NumberofGautengPMEForummeetings

8PMEForummeetingsheld

10GautengPMEForummeetingsonprovincialPMEprioritiesandplans

Ten(10)GautengPMEForummeetingsheldonprovincialPMEprioritiesandplans.

Nodeviation None

PMEAutomationproject

NewIndicator SystemAutomationprojectinitiated:ToRdeveloped

TermsofReferenceweredeveloped.

Nodeviation None

Levelofdevelopmentofverificationsystem

NewIndicator Verificationsystemandplandeveloped

Verificationsystemandplandeveloped.

Nodeviation None

NewIndicator 20itemsverified Twenty(20)itemsverified.

Nodeviation None

Numberofinterventionstoimproveperformanceinareasofunder-performanceidentified

11interventionstoimproveperformanceinareasofunderperformanceidentifiedinperformancemonitoringreports

10Interventionstoimproveperformanceinkeyareasofunder-performance

Twelve(12)Interventionstoimproveperformanceinkeyareasofunder-performance.

Thevarianceof2isduetoadditionalareasrequiringinterventionhavingbeenidentified.

None

Strategytoovercomeareasofunderperformance• TheGPGPMEDiagnosticProjectwasre-scheduledfor2015/16duetohumanresourcecapacityconstraints.Theappointmentof

ChiefDirector:OutcomesCoordinationwillensuredeliveryofthisprojectin2015/16financialyear.


5.3.2 Sub-Programme: Targeted Groups

PurposeToactivelyadvancegenderequality,women’sempowerment,youthdevelopmentandtherightsofpeoplewithdisabilities,olderpersonsandmilitaryveteransintheGautengCityRegion.

Measurableobjective• TocoordinateanddrivethedevelopmentandimplementationoftheGEYODI&MVOPolicyFrameworkandannualProgrammeof

Action;• TocoordinateandfacilitateGEYODI&MVOinterventions;• ToconductProvincialGEYODI&MVOM&Eandresearch;• TofacilitateGEYODI&MVOadvocacyandrightscampaignsandpartnershipswithstateandsociety;• TofacilitatecapacitybuildingandtheinstitutionalisationofGEYODI&MVOrights.



Servicedeliveryobjectivesandindicators• NumberofElectoralCycleGEYODI&MVOPolicyFrameworksdevelopedandtabledforapprovalbyDG;• NumberofGEYODI&MVOAnnualPOAdevelopedinquarter4forfollowingyear;• NumberofinterventionstosupportGEYODI&MVOfacilitated;• NumberofGEYODI&MVOquarterlyPOAreportsanalysed;• NumberofannualGEYODIPOAsreportsdevelopedbyquarter1forthepreviousyear;• NumberofGEYODIresearchstudiescompleted;• NumberofpartnershipsfacilitatedinlinewithGEYODI&MVOpriorities;• NumberofGEYODI&MVOcommemorativemonths/daysprogrammesfacilitated;• NumberofyoungwomenparticipatingintheYWDPmentorshipprogram;• NumberofgovernmentalGEYODI&MVOforumsheld;• NumberofGEYODI&MVOforumswithcivilsocietyheld;• NumberofGEYODI&MVOcapacitybuildingsessionsconducted.

Servicedeliveryachievements:FollowingconsultationswithstakeholdersonthedevelopmentoftheGenderandDisabilityRightsStrategicPolicyFrameworks,theGenderandDisabilityDirectoratesinitiatedthesourcingofserviceproviderstodevelopthedocuments.Abusinesscasetothiseffecthasbeendeveloped.

AdraftframeworkfortheGautengYouthDevelopmentPolicyandprocessplanwasdevelopedandpresentedtotheHODLekgotlaand to theExecutiveCouncil Lekgotla inFebruary2015. Provincial consultationswithyouthstakeholderson theNationalYouthPolicyFrameworkwereheldon5February2015inpartnershipwithnationalgovernment. TheYouthDirectoratefurtherengagedtheNYDAonrealignmentoftheprovincialandmunicipalyouthstrategicframeworksforthe2015-2019period.FurtherinputsfromyoungpeopleacrossGautengwillbeundertakeninthenewfinancialyearaspartoftheprocessoffinalisingtheGautengYouthPolicyFramework

Implementationof the2014/15Ten-PillarPOA, including theGEYODIPOAwasundertakenand isbeingmonitoredbyPME. The2015/16POAwasdevelopedinpreparationforthePOAbilateralswithdepartments.Gender,YouthandDisabilityRightsindicatorshavebeenincludedinthe2015/16POA.

The Gender Directorate initiated engagements with the Gauteng Department of Community Safety on provincial interventionstoeradicategender-basedviolence in theprovince. EngagementswereheldwithGEPonskillsdevelopment trainingforwomencooperatives.TheDisabilityRightsDirectorate(DRD)facilitatedeconomicopportunitiesforpeoplewithdisabilitieswiththeGautengDepartmentofHealthandJohannesburgCouncilfortheDisabled(JOCOD)toestablishcooperativesownedbypeoplewithdisabilitiestorepairwheelchairsfor theSouthernregion.TogetherwithGDF, theDRDinitiatedan interventionto improveprocurementfromcompaniesownedbypeoplewithdisabilities.

The YouthDevelopment Directorate (YDD) facilitated and launched the Adreach campaign to create youth-owned businesses inWinterveldt.ItalsofacilitatedtheawardingoffivebursariesworthR55000eachforyoungpeoplethroughtheGCRA.TogetherwithNaiduRichenAttorneysInc,whichisayouth-ownedlawfirm,YDDidentifiedanecessityfortheprovisionof(probono)legalservicestoSMMEsthatareyouth-owned.

AnalysisofGEYODIPOAreports,includingperformanceonindicators,wasundertakenbyPME.Two(2)GEYODIresearchstudiesonStateofGenderandDisabilityintheprovincewerecompleted.

TheGenderDirectorateheldapartnershipmeetingwithWomenofValue-WOVSAtoidentifyprogramsforpartnershipswithMICTSETAtotrainwomeninICT.MeetingswereheldwithProgressiveWomen’MovementofSouthAfrica(PWMSA)onpossibleprogramsforpartnerships.ThedirectoratefurtherpartneredwiththeSouthAfricanCongressonNonProfitOrganisation(SACONO)toincludecooperativesintheincubationprogrammefacilitatedbyGEPinthefiveregionsofGauteng.

TheYouthDevelopmentDirectorateinpartnershipwithMogaleCityMunicipalityfacilitatedtheMogaleCityyouthskillsandbusinessopportunitiesexpo.TheYDDpartneredwithattorneystoprovidelegalservicestoyouth-ownedSMME’s.

ApartnershipinitiatedbytheDisabilityRightsDirectorate(DRD)resultedinasuccessfulSAWheelchairTennisOpenTournament.TheDisabilityRightsDirectoratepartneredwithDEDandMODEtodiscusscooperativesandtownshipenterprisesforPeoplewithDisabilities.



TheYouthDevelopmentDirectorateco-ordinatedtheprovincialcommemorationofYouthMonthandYouthDayandledtheProjectManagementTeammeetingsinpartnershipwiththeDepartmentofSports,Arts,CultureandRecreation.

A successfulwomen’s daywas held. TheGenderDirectorate held theWomen’s Stakeholder Engagementwith Premierwith 300womenfromdifferentsectorsengagingonhowtoimprovetheirlivesandstrengthengenderequalitythroughtheGautengTen-PillarProgramme.

TheDisabilityRightsDirectoratehostedasuccessfulInternationalDayofPersonswithDisabilitiesattheMunsievilleSportsGroundsinMogaleCityon3December2014.Approximately2000peoplewithdisabilitiesattendedtheeventwherePremierdeliveredthekeynoteaddress.

AhighlysuccessfulInternationalWomen’sDay(IWD)eventwasheldatWalterSisuluSquareinKliptownon8March2015.ProvincialdepartmentsandNGOsectorshadtheopportunitytoprovidedirectservicedeliveryandexhibitionstowomenwhoparticipatedintheIWD.MembersofParliamentandtheProvincialLegislatureattendedtheevent,asdidMembersofMayoralCommittees.TheactingPremiervisitedthehouseofthestrugglestalwart,CharlotteMaxeke,andlaterdeliveredthekeynoteaddress,whichistobeconvertedintoamuseumandinterpretationcentreinherhonour.MECsandofficialsheldwalkaboutsinthecommunityandlaunchedasafehouseinEldoradoPark,aWomen’sSafetyDeskandaGreenDoorinFreedomPark.

TheGenderDirectoratefacilitatedtheparticipationofyoungwomenintheevaluationoftheYoungWomen’sDevelopmentProgramme(YWDP)programmeandformedpartoftheSteeringCommitteetooverseetheevaluationoftheprogramme.

Twelve(12)GovernmentalGEYODIforumsandtwelve(12)GEYODIforumswithcivilsocietywereheldintheyearunderreview.

Two(2)GEYODIcapacitybuildingsessionsonGenderBudgetingandDisabilitySocialInclusionwereconducted.

Strategicobjectives,performanceindicatorsplannedtargetsandactualachievementsProgramme/Sub-Subprogramme:TargetedGroupsPerformanceIndicator





Commentondeviations

NumberofElectoralCycleGEYODI&MVOPolicyFrameworksdevelopedandtabledforapprovalbyDG

NewIndicator 5GEYODI&MVOpolicyframeworksdevelopedandtabledforapprovalbyDG

GenderandDisabilityDirectorateshaveinitiatedthesourcingofserviceproviderstoassistwiththeGenderandDisabilityRightsPolicies.DraftYouthStrategicFrameworkdevelopedandconsultationsonNationalYouthPolicyundertaken.Abusinesscasehasbeendeveloped.

Consultationprocesstooklongerthanexpected.

Policydevelopmenttobecompletedinthe2015/16financialyear.

NumberofGEYODI&MVOAnnualPOAdevelopedinQ4forfollowingyear

The2014/15GEYODIPOAwastabledwithintheEXCOsystemaspartofthe2014/15GautengPOA

1XAnnualGEYODI&MVOPOAdeveloped

Implementationof2014/15Ten-PillarPOA,includingGEYODIPOA,wasundertakenandmonitoredbyPME.2015/16GEYODIPOAdevelopedinpreparationforthePOAbilateralswithdepartments.

Nodeviation None



Programme/Sub-Subprogramme:TargetedGroupsPerformanceIndicator





Commentondeviations

NumberofinterventionstosupportGEYODI&MVOfacilitated

NationalYouthEmploymentAccordsupportedAssistanceprovidedonPresidentialYouthIndabacoordinationPartnershipwithSEFAandDEDinitiatedtopromoteyouthenterprisedevelopmentSupportforyouthSMMEsincubationinitiativeaspartoftheDiepslootPrecinctDevelopmentwithDEDFacilitationofeconomicclusterdepartmentstodeveloporganisationsinkeynichemarketsEngagementsfacilitatedbetweenthePremierandwomen’scooperativesandworkshoporganised

29interventionstosupportGEYODI&MVOfacilitated

• PlanninginitiatedwithGDFoninterventiontoimproveprocurementfromcompaniesownedbypeoplewithdisabilities.

• Youthbreadbakingcooperativeprogrammeinitiated.

• HostedaSriLankanyouthdelegationaspartoffosteringeconomicdevelopmentties.

• FacilitatedandlaunchedtheAdreachcampaigntocreateyouth-ownedbusinessesinWinterveldt.

• EngagementswithGEPonskillsdevelopmenttrainingforwomencooperatives.

• ParticipatedinGautengTownshipEconomicrevitalisationsummit.

• PartnershipwithNYDAtoassistyouth-ownedSMMEswithskillstodraw-upbusinessplans.

• ParticipatedinYouthCareerExpohostedbyGDARD.

• Initiatedandpromotedprocurementofgoodsbypublicservicesfromcompaniesownedbypeoplewithdisabilities.

• ProvidedsupportforappointmentofCommunityDevelopmentProjecttoconductaccessibilityauditsat32protectiveworkshops.

• Engagementson16-dayscampaignwithDCSonprovincialprogrammeandwithDOWonnationallaunchof16DaysofActivism.

• ParticipatedinGenderBasedViolenceSummit.

• MeetingheldwithAdreachGrouponadvertisingandbusinessempowermentofyoungpeople.

• MeetingheldwithGDED,SedibengYouthDirectorateandFirstSteponbreadbakingcooperatives.

• Participatedinthetownshipeconomicconsultationroadshows.

• TheDisabilityRightsDirectorateismanagingthepartnershipwithSADDT,theLocalGovernmentSETA&GCOGTAforalearnershipprogrammefor100learnerswithdisabilitiesDOW.

Nodeviation None








Commentondeviations

• FacilitationofSedibengfarminginitiativetoprovideeconomicopportunitiesforwomenandyouth

• SupportforcooperativesofpeoplewithdisabilitiesandfarmerswithdisabilitiesthroughGDARD

• GuidanceprovidedtoDSDonincreasingthenumberofpeoplewithdisabilitiesemployedbytheDepartment

• FacilitatedfivebursariesforyoungpeoplethroughtheofficeoftheCEOGCRAwiththebursaryopportunitiesworthR55000each.

• TheDRDfacilitatedeconomicopportunitieswithGautengDepartmentofHealthandJOCODtoestablishacooperativeownedbypeoplewithdisabilitiestorepairwheelchairsfortheSouthernregion.

• TheDRDandDIDmetwithNEXGENcallcentregroupontheirproposaltocreateacallcentreskillsdevelopmentprogrammeforunemployedyouthandpersonswithdisability.

• TheDRDsupportedtheDepartmentofSocialDevelopmenttoconductanaccessibilityauditofprotectiveworkshops.

• TheYDDheldengagementstofacilitatethecreationofanICThubinCosmoCitythroughanICTsectorNGO.

• TheYDDparticipatedintheTshepo500,000ProgrammeSteeringCommittee(PSC),tofacilitateitssuccessfulimplementation.

• TheYDDfacilitatedfivebursariesforyoungpeoplethroughtheGCRA.

• TheYDDfacilitatedopportunitiesfortownshipyouthenterprisesthroughtheEkasiGroup.

• TheYouthDirectorateandNaiduRichenAttorneysInc,whichisayouth-ownedlawfirmhaveidentifiedanecessityfortheprovisionof(probono)legalservicestoSMMEsthatareyouth-owned.

NumberofGEYODI&MVOquarterlyPOAreportsanalysed

NewIndicator 4QuarterlyGEYODI&MVOPOAreportsanalysed

AnalysisofGEYODIPOAperformancewasundertakenbyPME.

Nodeviation None

NumberofannualGEYODIPOAsreportsdevelopedbyQ1forthepreviousyear

Newindicator 1XannualGEYODIPOAreportdeveloped

AnnualGEYODIPOAreportdeveloped.

Nodeviation None








Commentondeviations

NumberofGEYODIresearchstudiescompleted

1GEYODIresearchcommissionedandreportcompleted

2GEYODI&MVOresearchstudiescompleted

2GEYODIresearchstudiesonStateofGenderandDisabilityintheprovincecompleted

Nodeviation None

NumberofpartnershipsfacilitatedinlinewithGEYODI&MVOpriorities

PartnershipsformedforYouthMonth,Women’sMonth,DisabilityRightsMonth,InternationalDayofDisabledPersonsandInternationalWomen’sDayactivitiesPartnershipwithBMFYoungProfessionalsinitiatedonyouthdevelopmentPartnershipfacilitatedwithSAWICOonsupportforwomen’scooperativeOP,UNDESAandDWCPDpartnershiponCRPDtoolkitdevelopment

10partnershipsfacilitatedinlinewithGEYODI&MVOpriorities

• PartnershipmeetingheldwithWomenofValue-WOVSAtoidentifyprogramsforpartnershipswithMICTSETAtotrainwomeninICT

• TheYDDinpartnershipwithMogaleCityMunicipalityfacilitatedtheMogaleCityyouthskillsandbusinessopportunitiesexpo

• MeetingheldwithProgressiveWomen’MovementofSouthAfrica(PWMSA)onpossibleprogramforpartnerships.

• ParticipatedintheInter-ProvincialForumonDisabilityRightsinPretoriafocuswasonthelatestdraftoftheNationalDisabilityRightsPolicyandNationalTargetsforDisabilityRightsM&E.

• ApartnershipisbeingmanagedbytheOfficeofthePremierforapilotprojectonindependentliving,betweenJICA,HumanCareandtheDepartmentofSocialDevelopmentandorganisationsofpeoplewithdisabilities.

Nodeviation None








Commentondeviations

NumberofpartnershipsfacilitatedinlinewithGEYODI&MVOpriorities

YWDPpartnershipstosupportover200menteesPartnershipfacilitatedwithMODEandGEPtotrainentrepreneurswithdisabilitiesAlbinismSocietyofSA,OPandDWCPDpartneredtoholdfirstnationalAlbinismConferenceGender-basedviolenceand16DaysofActivismcampaignpartnershipsdevelopedincludingMenagainstAbuseconcertPWMSApartnershiptodevelopgenderprogramofactionYouthciviceducationworkshopsheldinpartnershipwithmunicipalitiesandotherstakeholdersGPGandSHAPpartnershiponMandelaDayactivities

10partnershipsfacilitatedinlinewithGEYODI&MVOpriorities

• PartneredwithSACONOtoincludecooperativesintheincubationprogrammefacilitatedbyGEPinthefiveregionsofGauteng.

• PartneredwithDEDandMODEtodiscusscooperativesandtownshipenterprisesforPeoplewithDisabilities.

• ApartnershipinitiatedbytheDisabilityRightsDirectorate(DRD)resultedinasuccessfulSAWheelchairTennisOpenTournamentinMay.

• Partnershipwithattorneystoprovidelegalservicestoyouth-ownedSMME’s.

• ConsultativesessionwithcivilsocietyonfightagainstGenderBasedViolence.

• TheYDDparticipatedintheGautengYouthSafetysummit.

• TheYDDledanoversightworkingvisittoWinterveld.

• TheDRDhasreneweditspartnershipwithWheelchairSouthAfrica’shostingofanInternationalOpenChampionshipinGautenginApril2015.

Nodeviation None

NumberofGEYODI&MVOcommemorativemonths/daysprogrammesfacilitated

NewIndicator 6GEYODI&MVOcommemorativemonths/daysprogrammesfacilitated

Four(4)successfulGEYODIcommemorativedaysheld,youthday,women’sday,Internationaldayofpersonswithdisabilitiesandinternationalwomen’sdaycommemorativedaysprogramsfacilitated.

TheestablishmentoftheOlderPersonsdeskandtheMilitaryVeteransDeskandthecreationofthenecessarycapacityinthisregardtooklongerthanexpected,henceonlyfour(4)commemorativedayswerefacilitated

None








Commentondeviations

NumberofyoungwomenparticipatingintheYWDPmentorshipprogram

NewIndicator 300youngwomenrecruitedintotheYoungWomen’sDevelopmentProgram

Onehundredandtwentyfive(125)youngwomenparticipatedintheevaluationoftheprogram.

300youngwomenwererecruitedtoparticipateintheevaluationprogramme.Invitationsweresenttomorethan300youngwomen.DuetounforeseencircumstancesbeyondtheOoP’scontrol,notalltheinviteesattendedontheday,hencethetargetof300wasnotmet.

None

NumberofgovernmentalGEYODI&MVOforumsheld

12GEYODIInter-governmentalandInter-departmentalforumsheld

16governmentalGEYODI&MVOforumsheld

Twelve(12)governmentalGEYODIforumsheld.

TheestablishmentoftheOlderPersonsdeskandtheMilitaryVeteransDeskandthecreationofthenecessarycapacityinthisregardtooklongerthanexpected,henceonly12GEYODI&MVOforumswereheld.

NocapacityprovidedforMVO.

NumberofGEYODI&MVOforumswithcivilsocietyheld

Newindicator 16GEYODI&MVOforumswithcivilsocietyheld

Twelve(12)GEYODIforumswithcivilsocietyheld.

TheestablishmentoftheOlderPersonsDeskandtheMilitaryVeteransDeskandthecreationofthenecessarycapacityinthisregardtooklongerthanexpected,henceonly12GEYODI&MVOforumswereheld.

NocapacityprovidedforMVO.








Commentondeviations

NumberofGEYODI&MVOcapacitybuildingsessions conducted

NewIndicator 2GEYODI&MVOcapacitybuildingsessions conducted

Two(2)GEYODIcapacitybuildingsessionsonGenderBudgetingandDisabilitySocialInclusionconducted.

Nodeviation None



5.3.3 Sub-Programme: Cabinet Office

5.3.3.1 Sub-sub Programme: Executive Council Strategic Support

Purpose TosupportthePremierandEXCOwithpolicyadvice,researchsupport,integratedcooperativegovernanceandeffectivemanagementoftheExecutiveCouncilClustersystem.

Measurableobjective• ToensuretheeffectivemanagementoftheExecutiveCouncilClusterSystemthroughsupporttotheLeaderofGovernment

Business(LGB),strategicdecision-making,agendasetting,policyresearchandanalysis.

Servicedeliveryobjectivesandindicators• ApprovedannualCabinetprogramme;• NumberofExecutiveCouncilagendas;• NumberofbriefingnotesfortheChairpersonsoftheExecutiveCouncilcycleofmeetings;• NumberofExecutiveCouncilmemorandaanalysed;• NumberofrecordsofExecutiveCouncilresolutionsExecutiveCouncilcyclemeetings;• NumberofExecutiveCouncilSupportForummeetingsheld;• NumberofLegislatureProgrammestabledatExecutiveCouncilmeetings;• NumberofreportsonquestionsinthelegislaturetabledatExecutiveCouncil;• NumberofmeetingsoftheParliamentaryLiaisonOfficer’sForum.



Servicedeliveryachievements:The 2014/15 financial year coincided with the 2014 general elections and the fifth administration of the Gauteng ProvincialGovernment. The Premier and the Executive Council adopted the Gauteng City Region Transformation, Modernisation and Re-industrialisation (GCR TMR) Ten-Pillar programme for the2014-2019MTSF. The key activities of the sub-programme contributedtoensuring that theExecutiveCouncildeliversonmattersandprogrammes identifiedasstrategicpriorities towards fulfilling theelectoralmandateandtheprogrammeofaction.

AnorientationsessionwasconductedfornewMembersoftheExecutiveCouncil,wherepresentationsweremadeontheExecutiveCouncil System, the functions of the Leader of Government Business in relation to government business in the Legislature andoversight.

The cabinet system was transformed to align to the new programme of action. This entailed conceptualising a cluster systemapproachasopposedtoadepartmentalsub-committeeapproach.ThethreeExecutiveCouncilClustersadoptedbytheExecutiveCouncilweretheEconomicSectorCluster;theSocialSectorCluster;andtheGovernanceandPlanningCluster.TheSectorClustersarealsoconstitutedinamannerthatwillenableanintegratedandcoordinatedapproachtopolicyformulation,coordinationandimplementation;andidentifypolicydisjuncturethatmayariseoutofimplementationofprogrammesanddevisecorrectiveactions.Consequently, the2014/15Cabinet programmewasdeveloped in amanner thatwould ensure that the ExecutiveCouncil takescollectiveresponsibilityfortheeffectivesystematicimplementationofprogrammesandtheachievementofpoliticaloutcomesinlinewiththeelectoralmandate.

Aspartofproviding support to theExecutiveCouncil and thePremier’sCoordinationForum, the sub-programmedevelopedanddisseminatedaccuraterecordsofresolutionsofallmeetings.AspartofthehandoverprocessfromthefourthtothefifthadministrationanauditoftheExecutiveCouncilResolutionsfrom2009-2014wasconductedandfinalised.

SupportwasprovidedtoGPGdepartmentsthroughtheExecutiveCouncilSupportForumandoneononeengagementswereheld.EngagementsanddiscussionsincludedanorientationsessionfordepartmentalofficialssupportingMembersoftheExecutiveCouncilandthePremierontheExecutiveCouncilSystem,therolesofofficialsinthePrivateOfficesofthePremierandMECs,theinterfacebetweenthePrivateOfficesandtheadministrationaswellastheTen-Pillarprogrammeofthefifthadministration.

RegularpolicyadviceonthedevelopmentofmemorandumintothesystemsandprogressontheimplementationoftheCabinetprogrammewas provided to GPGDepartments.Where departments were experiencing challenges the sub-programme providedtechnicalassistanceandsupport.

Thesub-programmepreparedcorrespondenceto theLegislature informing themof thecompositionandmembershipof thenewExecutiveCouncil,thenewLeaderofGovernmentBusiness.Inputwasalsoprovidedinthedevelopmentoftheproceduralbrief,fortheswearing-inofMembersoftheProvincialLegislature.

AhandoverreporttotheLeaderofGovernmentBusinessforthefifthadministrationwasdeveloped.ThehandoverreportprovidedtheLeaderofGovernmentBusinessonallissuesrelatedtothefunctionsincludingtheConstitutionalobligationsandaccountabilitieswithrespecttotheLegislature.QuarterlyParliamentaryLiaisonOfficers(PLOs)Forummeetingswereheld.

SupportwasprovidedtotheNationalCouncilofProvincesplanningprocessesleadinguptotheNCOPProvincialWeekfrom8to12September2014.

TheOfficeparticipatedintheProgrammingCommitteeTaskTeammeetingsintheLegislatureandadvisedtheLeaderofGovernmentBusinessonissuesworthnotingandaddressinginProgrammingCommitteemeetingsasameansofensuringthattheinterestsoftheExecutiveCouncilareconsideredinthedevelopmentoftheLegislatureProgrammes.




Programme/Sub-Subprogramme:ExecutiveCouncilStrategicSupport




ActualAchievement20(14/2015


Commentondeviations

ApprovedannualCabinetprogramme

TheExecutiveCouncilapprovedannualcabinetprogrammetoinformagendasoftheExecutiveCouncilandPremier’sCoordinationForumwasadoptedbytheExecutiveCouncil

ApprovedAnnualCabinetProgrammes

2014/15Cabinetprogrammeapproved.

Nodeviation None

NumberofExecutiveCouncilagendas

Agendassetfor:9ExecutiveCouncilCycleofmeetings1SpecialEXCO2Premier’sCoordinationForum1SpecialPremier’sCoordinationForum3ExtendedExecutiveCouncilMakgotla2ExtendedHODMakgotla2GautengAIDSCouncil

AgendasforExecutiveCouncilcyclesmeetingssetinlinewith2014-2015ProgrammeofAction

• (One)1EXCOinductionmeetingandExtendedExecutiveCouncilLekgotlameetingheld.

•Five(5)ExecutiveCouncilMeetingsheld.

•Two(2)SpecialEXCOmeetingsheld.

•Two(2)SpecialSocialClustermeetingheld.

•One(1)HoDLekgotlameetingheld.

•Five(5)TechnicalClusterMeetingsheld.

•One(1)ExtendedExecutiveCouncilLekgotlameetingheld.

•Three(3)ExecutiveCouncilSubcommitteemeetingsheld.

•Three(3)JointTechnicalClustermeetingsheld.

•One(1)Premier’sCoordinationForummeetingheld.

•One(1)JointPoliticalClustermeetingheld.

•Two(2)TechnicalPremier’sCoordinatingForummeetingheld.

•Two(2)HoDForummeetingsheld.

•One(1)ExecutiveCouncilandFinanceLekgotlameetingheld.

•One(1)JointClustermeetingheld.

Nodeviation None









Commentondeviations

NumberofbriefingnotesfortheChairpersonsoftheExecutiveCouncilcycleofmeetings

Newindicator BriefingnotesfortheChairpersonsoftheExecutiveCouncilcycleofmeetings

BriefingnotesfortheChairpersonsoftheExecutiveCouncilcycleofmeetingsweredevelopedfor:•One(1)TheEXCOinductionmeetingandtheExtendedExecutiveCouncilLekgotla;

•Five(5)ExecutiveCouncilMeetings;

•Two(2)SpecialExecutiveCouncilmeetings;

•Five(5)TechnicalClusterMeetings;

•One(1)ExtendedExecutiveCouncilLekgotlameeting;

•Three(3)ExecutiveCouncilSubcommitteemeetings;

•Three(3)JointTechnicalClustermeetings;

•One(1)JointPoliticalClustermeeting;

•Two(2)TechnicalPremierCoordinationForummeeting;

•Two(2)HoDForummeetings;

•One(1)ExecutiveCouncilandFinanceLekgotlameeting;and

•One(1)JointClustermeeting.

Nodeviation None

NumberofExecutiveCouncilmemorandaanalysed

Twohundredandtwenty-seven(227)ExecutiveCouncilmemorandawereanalysedintheyearunderreview

Analysisof100ExecutiveCouncilmemoranda

Analysisof120ExecutiveCouncilMemoranda.

Nodeviation None









Commentondeviations

NumberofrecordsofExecutiveCouncilresolutionsExecutiveCouncilcyclemeetings

Recordofdecisions/resolutionsdevelopedfor9ExecutiveCouncilCycleofmeetings1SpecialEXCO2Premier’sCoordinationForum1SpecialPremier’sCoordinationForum3ExtendedExecutiveCouncilMakgotla2GautengAIDSCouncil

RecordofExecutiveCouncilresolutionsforExecutiveCouncilcyclemeetings

One(1)EXCOinductionmeetingandExtendedExecutiveCouncilLekgotlameeting•Five(5)ExecutiveCouncilMeetings.

•Two(2)SpecialEXCOmeetings.

•Two(2)SpecialSocialClustermeeting.

•One(1)HoDLekgotlameeting.

•Five(5)TechnicalClusterMeetings.

•One(1)ExtendedExecutiveCouncilLekgotlameeting.

•Three(3)ExecutiveCouncilSubcommitteemeetings.

•Three(3)JointTechnicalClustermeetings.

•One(1)Premier’sCoordinationForummeeting.

•One(1)JointPoliticalClustermeeting.

•Two(2)TechnicalPremierCoordinationForummeeting.

•Two(2)HoDForummeetings.

•One(1)ExecutiveCouncilandFinanceLekgotlameeting.

•One(1)JointClustermeeting.

Nodeviation None

NumberofExecutiveCouncilSupportForummeetingsheld

3ExecutiveCouncilSupportForummeetingheld

QuarterlyExecutiveCouncilSupportForummeetings

Four(4)quarterlyExecutiveCouncilsupportForummeetingswereheld.

Nodeviation None

NumberofLegislatureProgrammestabledatExecutiveCouncilmeetings

QuarterlyLegislatureprogrammesweretabledattheExecutiveCouncilmeetings

QuarterlyLegislatureProgrammestabledatExecutiveCouncilmeetings

Three(3)LegislatureprogrammeshavebeentabledbeforetheExecutiveCouncil.

ThepoliticaltermofofficeandExecutiveCouncilcyclestartedlatedueto2014generalelections.

None









Commentondeviations

NumberofreportsonquestionsinthelegislaturetabledatExecutiveCouncil

3quarterlyreportson the Questions intheLegislaturetabledbeforetheExecutiveCouncil

QuarterlyreportsonquestionsintheLegislaturetabledatExecutiveCouncilmeetings

Three(3)quarterlyreportsonquestionsintheLegislaturehavebeentabledbeforetheExecutiveCouncil.

ThethirdquarterreportonquestionswastabledJointEconomic,SocialandGovernanceandPlanningClusterTechnicalmeetingheldonthe18March2015.ThismemorandumwillbetabledattheendoftheEXCOcycleforApril2015.

None

NumberofmeetingsoftheParliamentaryLiaisonOfficer’sForum

QuarterlymeetingoftheParliamentaryLiaisonOfficer’sforumtosupportdepartmentsinrelationtotheLegislatureBusinesswereheldduringthefinancialyear

QuarterlymeetingsoftheParliamentaryLiaisonOfficer’sForumtosupportdepartmentsinrelationtoLegislatureBusiness

Four(4)ParliamentaryLiaisonOfficersForummeetingsheld.

Nodeviation None

Strategytoovercomeareasofunderperformance• Therewerenoareasofunderperformanceduringtheyearunderreview;howeverthe2014generalelectionshadanimpactonthe

ExecutiveCouncilcycleprogramme.


5.3.3.2 Sub-sub Programme: Executive Secretariat Services


Measurableobjective• ToensuretheeffectivemanagementoftheExecutiveCouncil,Premier’sCoordinationForum,andtheGautengAIDSCouncil

throughsupporttostrategicdecision-making,agendasetting,policyresearchandanalysis



Servicedeliveryobjectivesandindicators• ApprovedAnnualscheduleofcabinetmeetingsbyquarter4forthefollowingyear;• NumberofagendasforEXCOandPCFmeetingsinlinewithEXCO,PCFAIDSCouncilandthePremier’sBudgetCommitteedecisions;• Standardisedandprescribedlogistic,protocolandadministrativepreparationsforsetmeetings;and• NumberofapprovedcabinetminutesforEXCO,PCFandAIDSCouncilmeetings.

Servicedeliveryachievements:The Transformation, Modernisation and Re-industrialisation Programme (TMR) Programme necessitated the re-engineering ofthestrategicsupportprovidedtotheExecutiveCouncil. ThisresultedinthereviewofthewholeExecutiveCouncilSystemwiththe adoption of the Cluster approach. This ensured the Executive Council System adopts an integrated and awell-coordinatedprogrammaticsectoralclusterapproachasopposedtothesilodepartmentalapproachthatdealtwithdepartmentspecificissues.The re-engineered Executive Council Cluster System is aimed at ensuring that Clusters are the main drivers of integration andthe alignmenton the implementationof government-widepriorities through the monitoring and the implementationofpriorityprogrammes;decisionsfromclustermeetingsforthe:• EconomicSectorCluster;• SocialSectorCluster;and• GovernanceandPlanningCluster

The2014AnnualScheduleofMeetingswasrevisedandrestructuredinamannerthatwouldensurethattheExecutiveCouncilandthePremier’sCoordinationForumissupportedtoefficientlydeliveronthenewmandateandpriorities.ThiswasadoptedbytheExecutiveCouncil.Inpreparationforthe2015/16financialyear,the2015AnnualScheduleofMeetingswasdeveloped;includingthePremier’sBudgetCommittee,MediumTermExpenditureCommitteemeetingsaswellastheGautengInfrastructureCoordinatingCommitteemeetings.Thescheduleiscurrentlybeingimplementedwithaviewtoamenditfurthertakingintoaccountotherprovincialevents.

Withthere-engineeringoftheExecutiveCouncilSystem,aninductionmeetingforthenewadministrationwasalsoheldtoensurethattheyarefamiliarwiththeExecutiveCouncilprocesses.TheDirectorateplayedakeyroleintheagendasettingforthemeetingsoftheExecutiveCouncil,includingtheClusterSubCommitteesandTechnicalCommittees,thePremier’sCoordinatingForumaswellastheAIDSCouncil.AdditionalAgendasweredraftedfortheE-TollAdvisoryPanelwherethePremierintroducedtheE-TollpanelforthefirstmeetingandtheTermsofReferenceorObjectivesofthePanelwasintroduced.TheExecutiveSecretariatServicesinconjunctionwiththeClusterSupportTeamfurtherpreparedagendasfortheHeadofDepartmentForum,E-GovernanceCo-ordinationCommittee,fortheBankingCouncilCommitteeandSpecialSubCommitteemeetings.

Technicalsupportwasprovidedtoallthemeetings,soastoguaranteethatthe2014/15GautengProgrammeofAction,the2014/15Cabinet Programme and cabinetmemoranda are processed on time. Allmeetingswere held andmanaged as prescribed by theMinimumInformationSecurityStandards.

TosupportthepreparationandplanningofeachoftheExecutiveCouncil,ClusterandTechnicalmeetings,pre-Cabinetpackswerealsoprepared.This includedtheanalysis/revision required forcabinetmemorandasubmitted toguideadvisorsandchairpersonsonthecompliancechecklists,andagendasettingpreparationforeachmeeting.FollowingonfromPre-Cabinetmeetings,briefingpackswerecoordinatedtoassistthechairpersonsofclusters/technicalmeetingsandkeysupportofficials,tomanagethestrategicexpectationsofeachcabinetmemorandaitemsreceivedforeachmeeting.ThiswasusedasanoversightmechanismtoensurethatthegoalsoftheTransformation,ModernisationandRe-IndustrialisationProgrammewereachieved.


Programme/Sub-subProgramme:ExecutiveSecretariatServices






Commentondeviations

ApprovedAnnualscheduleofcabinetmeetingsbyQ4forthefollowingyear

TheannualscheduleofcabinetandPCFmeetingswasapprovedduringthefinancialyear

ApprovedAnnualprovincialCabinetscheduleofmeetingsbyQ4forthefollowingyear

2014/15CabinetschedulewasapprovedattheExecutiveCouncilmeetingof30July2014.The2015annualscheduleofmeetingshasbeendraftedforadoption.

Nodeviation None









Commentondeviations

NumberofagendasforEXCOandPCFmeetingsinlinewithEXCO,PCFAIDSCouncilandthePremier’sBudgetCommittee

TheCabinetagendasforeleven(11)OrdinaryExecutiveCouncilandfour(4)Premier’sCoordinationForumcycleofmeetingsinlinewithEXCOandPCFdecisionsweresetforthefinancialyear

SettingCabinetagendasforOrdinaryExecutiveCounciland4Premier’sCoordinationForumcycleofmeetingsinlinewithEXCO,PCFAIDSCouncil;andthePremier’sBudgetCommitteedecisions

Agendasweresetforthefollowingmeetings:

• One(1)InductionofthenewExecutiveCouncilMembers;

• Five(5)ExecutiveCouncil;

• Two(2)SpecialExecutiveCouncil;

• Three(3)ExecutiveCouncilSubCommittee;

• One(1)SpecialCluster;

• Five(5)TechnicalCluster;

• Three(3)Jointtechnical;

• Two(2)SpecialSocialCluster;

• Two(2)PCFTechnical;• One(1)JointPolitical• Cluster;• One(1)JointCluster;• Two(2)HeadofDepartment;

• Two(2)ExtendedExecutiveCouncilLekgotla;

• One(1)E-TollAdvisoryCommittee;

• One(1)e-GovernanceTechnical;and

• One(1)BankingCommittee.

Nodeviation None

Standardisedandprescribedlogistic,protocolandadministrativepreparationsforsetmeetings

Eleven(11)OrdinaryEXCOcyclemeetingsandfour(4)PCFcyclemeetingsweremanagedduringthefinancialyear

Logistic,protocolandadministrativepreparationsareinplaceforOrdinaryExecutiveCouncil,4Premier’sCoordinationForumand4AIDSCouncilcycleofmeetingsinlinewiththeCabinetOperationsManual

Protocolandprocesseswereobservedandtherequisitelogisticssupportwasprovidedinallthemeetings.

Nodeviation None









Commentondeviations

NumberofapprovedcabinetminutesforEXCO,PCFandAIDSCouncilmeetings

Thecabinetminutesoftheeleven(11)OrdinaryExecutiveCouncilcyclemeetingsandfour(4)Premier’sCoordinationForumcyclemeetingsheldduringthefinancialyearwereapproved

ApprovedCabinetMinutes(officialrecord)forOrdinaryExecutiveCouncilcyclemeetings,4Premier’sCoordinationForumcycleand4AIDSCouncilmeetings

AllmeetingswereheldandmanagedasprescribedbytheMinimumInformationSecurityStandard.

Nodeviation None


ChangestoplannedtargetsNone

5.3.3.3 Sub-sub Programme: Cabinet Operations


Measurableobjective• Toensure theeffectivemanagementof theExecutiveCouncilCluster System through support to the LGB, strategicdecision-

making,agendasetting,policyresearchandanalysis.

Servicedeliveryobjectivesandindicators• NumberofCabinetresolutionstrackingstatusreport;• NumberofanalyticalreportsontheimpactofCabinetdecisions;• LevelofimplementationofPhaseIIofthee-CabinetsystemwithGPGdepartments.

Servicedeliveryachievements:The2014/15financialyearbeganwiththe2014generalelectionsandtheintroductionofthefifthadministrationoftheGautengProvincialGovernmentwhichledtothereorganisationoftheExecutiveCouncilSystem.ItculminatedintheTen-PillarprogrammeofTransformation,ModernisationandRe-Industrialisation(TMR)beingadoptedandanewagendaforgovernment.

ThedevelopmentoftheTransformation,ModernisationandRe-IndustrialisationprogrammeledtotheprogrammesoftheExecutiveCounciltobeginitsworkinthesecondquarterofthe2014/15financialyear.Theregisterofdecisionswasfinalisedandtrackingoftheimplementationofthesedecisionswasmonitoredandrecorded.

TheanalysisofcabinetmemorandaanddecisionstakenfortheperiodApril2014toDecember2014wascompletedandapprovedbytheExecutiveCouncilon4March2015.Thestructureofthereportensuredthattheinformationwasdisaggregatedbyclustersandinlinewiththeprogrammeofaction.ThereportfurtheranalysedtheTen-Pillarsbycluster.

Inpreparationfor therolloutof thee-Cabinetsystem,workshopswereconductedwithallGautengProvincialGovernmentChiefInformation Officers and key personnel in the Offices of the Heads of Departments and theMembers of the Executive Council.Implementingandembeddingthee-Cabinetsystemhastakenplacewithalldepartments. EnhancementstothesystemensuredthatitisalignedtotheTransformation,ModernisationandRe-IndustrialisationprogrammeandclusterarrangementsoftheExecutiveCouncilSystem.Theimplementationphaseoftherolloutofthee-CabinetSystemisinprogresswiththeupgradingofthesystemfor



easieruseandimprovedcommunication.

Strategicobjectives,performanceindicatorsplannedtargetsandactualachievementsProgramme/Sub-subProgramme:CabinetOperationsPerformanceIndicator




DeviationfromplannedtargettoActualAchievementfor 2014/2015

Commentondeviations

NumberofCabinetresolutionstrackingstatusreport

Statusreportswerecompiledontheimplementationofthecabinetdecisionsontheeleven(11)ordinaryexecutivecouncilcycleandseven(7)Premier’sCoordinationforumcyclemeetings

CabinetresolutionstrackingstatusreportforOrdinaryExecutiveCouncilcyclemeetings;4Premier’sCoordinationForumand4AIDSCouncilcyclemeetings

RegisterofResolutionswasdevelopedandresolutionstracked.

Nodeviation None

NumberofanalyticalreportsontheimpactofCabinetdecisions

QuarterlyanalyticalreportsweretabledattheExecutiveCouncilontheimplementationofcabinetdecisions

Bi-annualanalyticalreportsontheimpactofCabinetdecisions

ReportwastabledattheExecutiveCouncilmeeting.

Nodeviation None

LevelofimplementationofphaseIIofthee-cabinetsystemwithGPGdepartments

Theimplementationstatusreportonthee-Cabinetsystemwithpilotsdoneatthree(3)Departmentswassubmitted

100%implementationofphaseIIofthee-cabinetsystemwithGPGdepartments

Implementationphaseoftherolloutofthee-CabinetSystemwithDepartmentshavingaccesstothesystem.

Nodeviation None





5.3.4 Sub-Programme: Stakeholder Management

Purpose PositioningoftheProvinceinAfricanandinternationalcontext,leverageinternationalopportunitiesfordevelopmentagendaandensureintegratedcooperativegovernanceforglobalCityRegion,ensurestrategicpartnershipswithkeypartnerstopromotesocioeconomicdevelopment.

Measurableobjective• Tostrengthencoordinationandsupportforimprovedstakeholdermanagement;• TostrengthenInternationalRelations(IR)thatsupportthedevelopmentalagendaoftheGCRandcontributetothecreationofa

betterSouthAfrica,Africaandtheworld;• ToensureIntergovernmentalRelations(IGR)thateffectivelysupportsthefive-yearstrategicprioritiesoftheGautengProvincial

Governmentandpromotescooperativegovernance.

Servicedeliveryobjectivesandindicators• Numberofreportsonstakeholdersupportandcoordinationfacilitated,developedinquarter4;• NumberofreportsonprovincialinputstotheAfricanPeerReviewMechanismdevelopedinquarter4;• ApprovedAnnualInternationalRelationsProgrammebyquarter1;• NumberofreportsontheimplementationoftheInternationalRelationsProgramme;• NumberofInternationalRelationsForummeetingsheld;• NumberofstatusreportsonSisterhoodAgreementsdevelopedinquarter4;• AnnualIntergovernmentalRelationsProgrammeapprovedbyEXCOinquarter1;• ApprovedannualPremier’scoordinationforumprogrammebyquarter1;• AgendassettingforquarterlyPCFmeetings;• ApprovedrecordsofresolutionsforPCFmeetings.

Servicedeliveryachievements:Togiveeffecttothenewstrategicpostureofthefifthadministration,SisterhoodAgreementsandMemorandumofUnderstandingoftheGautengProvincialGovernmentwerereviewedtodeterminetheir implementationandwhethertheysupporttheGCRTMRProgramme.ThisworkculminatedinthedevelopmentofanapproachthatwouldbeadoptedbytheGCRwhenconductinginternationalrelations.TheTMRfocusbasedonGauteng’seconomicsectors;industriesandtourismwastabledfornotingduringtheDecember2014ExecutiveCouncilLekgotla.

TheExecutiveCouncilLekgotlaresolvedthatanInternationalRelationsStrategyfortheGautengCityRegionbedeveloped.Inthisregard,termsofreferenceandabusinesscaseforthedevelopmentofanInternationalRelationsStrategyfortheGautengCityRegionwereprepared.MeetingswereledbyMECCreecywhoisresponsiblefortheIRsectorwithkeyexpertstodiscussthepracticeofInternationalRelationsintheGautengCityRegionandhowInternationalRelationsshouldsupportthere-industrialisationoftheGautengCityRegionandAfrica.

Aspartofdrivingtheagendafor the industrialisationofSouthAfricaandthereindustrialisation, theGautengTradeand InvestmentSeminarwashostedbythePremieron16-17October2014.TheSeminarfocusedontheAsiaandtheMiddleEastregions.

Theseminargaverisetoanumberofkeyactivitiesthatarebeingpursuedbytheprovincialgovernmentwiththedifferentcountriesandregionsrepresented.TheseincludetheEconomicClustertriptoTurkey,IndiaandSingaporetostrengthenandexplorepartnershipinitiatives.

Inaddition,thePremierhostedtheDeanofAfrica’sDiplomatsandrepresentativesfromDIRCOtodiscusstheprovincialinternationalrelationsapproachtoAfricaincludingthepromotionoftradeandinvestmentopportunitiesandpreparationsforGauteng-Africa’sTradeandInvestmentSummitandthePremier’sAfricaDialogue.ItwasdecidedtheseshouldbehostedinpartnershipwithDepartmentofInternationalRelationsandCooperationduringtheAfricanUnion(AU)MidTermSummitinJune2015.

Totakediscussionsfurther,asubmissionandcommunicationwaspreparedonbehalfofthePremierinvitingtheGovernorofKatangatoGautengtoreviewexistingagreementandidentifyfutureareasofengagement.SupportwasprovidedforthehostingofthePresidentoftheGermanBundesrat(FederalCouncil)andthePrimeMinisteroftheStateofHessenoftheMrVolkerBouffierandhisdelegation;The Vice PrimeMinister of Portugal accompanied by a business delegation; the Indian delegation, led by the Chief Minister MrShivrajSinghChauhanmfromtheStateofMadhyaPradesh;thePresidentoftheUmbriaRegionofItaly,MsCatiusciaMariniandherdelegation;theChineseAmbassadortodiscussamongstotherareasreflectiononexistingareasofcommonality,possiblecooperationandpartnership.



PreparatoryworkfortheEconomicandSocialClustervisitstoAsiaandLatinAmericawereundertakenandcompleted.TheEconomicCluster technical reportwas prepared, sharedwith the Premier and Economic Cluster for input and approval. The Social ClustertripwasundertakenandatripreportthatincludesanactionplanhasbeendevelopedforsubmissiontoDIRCOandtablingtotheExecutiveCouncil.

StrategicsupportwasprovidedtoExecutiveCouncilandofficialsintheimplementationoftheinternationalrelationsprogramme.ThisincludedtheparticipationofthePremieratthe5thAnnualInvestmentMeetinginDubai.

TheProvincialInternationalRelationsForummeetingsthatincludedtheparticipationofrepresentativesfromGPGDepartmentsandmunicipalitieswereheld todiscuss the international relationsapproachand thedevelopmentof theGCR InternationalRelationsStrategyandthecoordinationGCRinternationalrelationsprogrammes.ThediscussionsatthemeetingresultedinthehostingofacapacitybuildingworkshopbySALGAwheretheMECCreecypresentedtheInternationalRelationsApproachtotheTransformation,ModernisationandRe-industrialisationoftheGCR.

Aspartofthefifthadministration’sapproachtoimproveservicedelivery,thereviewonthepracticeofintergovernmentalrelationstosupport theGautengCityRegion’s Transformation,ModernisationandRe-industrialisation (GCRTMR)Programmewasneeded. Thisresultedinthedevelopmentofabusinesscaseandtermsofreference(ToRs)forthedevelopmentoftheGautengIntergovernmentalRelationsStrategyandimplementationplan.Thedevelopmentofthestrategywillbefinalisedduringthenextfinancialyear.

Strategic support was provided towards fostering good intergovernmental relations through participation in the meeting with theGreaterWestonariaConcernedResidentsAssociationtoprovideareportbackontheprogressmadebygovernmentingivingeffecttoresolutionstakenduringapreviousmeetingwiththeresidents.SupportwasalsoprovidedontheroleofmunicipalitiestowardstheestablishmentofNthirisanoWarRoom,xenophobia,landinvasionsandviolentprotest.

AgendasettoguidedeliberationofthePremier’sCoordinationForummeetingsandresolutionsrecordedaccordingly.However,notallPremier’sCoordinationForummeetingswereheldassomewerepostponedduetoothercommitments.

ThequarterlymeetingoftheIntergovernmentalRelationsPractitioners’Forumwasheld.ASpecialIGRForumworkshopwasalsoheldtostrengthentheForum.

AsacustodianofIntergovernmentalRelationsintheprovince,supportwasprovidedtodepartmentsinthehostingoftheIGRForummeetings and workshops. These include the provincial Departments of Cooperative Governance and Traditional Affairs, HumanSettlementsandSport,Arts,CultureandRecreationintheplanningofthequarterlyMEC/MMCForummeetingswhichdiscussedamongstotheritemstheGCRTransformation,ModernisationandRe-industrialisationofGautengProvince.

Participated in thenationalworkshoponmigration,asylumand refugeesorganisedby theDepartmentofHomeAffairs to facilitatediscussionanddevelopacountry’sapproachto informtheSouthAfrica-UnitedNationsHumanRightsCommission (UNHCR)countryagreement.Theoutcomesoftheworkshopwillalsoinformthedevelopmentofaprovincialapproachtodealingwithandunderstandingofsocio-economicandhumanrightsissuessuchasxenophobiaandracism.TheprocessofengagementontheseissueswillbemanagedthroughtheProvincialAfricanPeerReviewMechanism(APRM)process.

Thefirstmeetingof theAfricanPeerReviewMechanismProvincialGoverningCouncil for thefifth administrationwasheld to aligntheprovincialAPRMactivitieswiththenationalandthecontinentalAfricanPeerReviewMechanismprogrammesandprocesses.ThemeetingservedasplatformtoinductnewmembersontheAfricanPeerReviewMechanism.ThemeetingreceivedanddiscussedreportsontheStateoftheProvinceAddress;thegenesisandstatusreportontheimplementationoftheAPRMnationalprogrammeofactionbytheDepartmentofPublicServiceandAdministration;statusofthecontinentalAPRMprogrammeandrequirementsforthesecondGenerationAPRMCountryReviewProcessby theAPRMContinental Secretariat and the roleof theNationalGoverningCouncil andexpectedroleofthePGCfromacivilsocietyperspective.

TheProvincialGoverningCouncil(PGC)meetingtoaddressinparticulartherecentxenophobicandsocialunrestsintheprovincewasheld.Thismeetingwasalsoinformedbytheoutcomesanddiscussionsduringthenationalworkshoponmigration,asylumandrefugeesorganisedby theDepartmentofHomeAffairs.Participants in themeeting included two (2)additionalmembersof thecivil societyrepresentatives,presentationsbytheMigrationDesksintheMetropolitanCouncils,DepartmentofHomeAffairs,DIRCO,theGCROandtheWitsUniversityMigrationUnit.ThePGCresolvedamongstothersthataplantoproactivelydealwithmigrationandxenophobiachallengesintheshorttermandlongterm.ThisresponsewillbedevelopedbytheSocialClusteraspartofthedevelopmentoftheSocialCohesionStrategyfortheGautengCityRegion.




Programme/Sub-programme:StakeholderManagement






Commentondeviations

Numberofreportsonstakeholdersupportandcoordinationfacilitated,developedinQ4

NewIndicator AnnualreportonthestakeholdersupportandcoordinationinQ4

Annualreportonthestakeholdersupportandcoordinationdeveloped.

Nodeviation None

NumberofreportsonprovincialinputstotheAfricanPeerReviewMechanismdevelopedinQ4

ThestakeholderconceptsontheimplementationoftheprovinciallyidentifiedAfricanPeerReviewMechanismprioritiesdeveloped,reportsapprovedandtabledatExecutiveCouncilsystem

AnnualreportonprovincialinputstotheAfricanPeerReviewMechanism,byQ4

AnnualreportonprovincialinputstotheAfricanPeerReviewMechanismdeveloped.

Nodeviation None

ApprovedAnnualInternationalRelations ProgrammebyQ1

TheannualinternationalrelationsprogrammewasdevelopedandapprovedbyEXCO.

ThestatusreportonitsimplementationwastabledattheEXCOsystem

AnnualInternationalRelations Programmefor2014/15approved

AnnualGCRInternationalRelations Programmefor2014/15developed.

Nodeviation None

NumberofreportsontheimplementationoftheInternationalRelations Programme

NewIndicator QuarterlyreportsontheimplementationoftheInternationalRelations Programme

AnnualReportontheimplementationoftheInternationalRelations Programmedeveloped.

One(1)ReportontheimplementationoftheInternationalRelations Programmeprepared.

ThedeviationisduetothefinalisationoftheTMRTen-Pillarprogramme.

NumberofInternationalRelationsForummeetingsheld

NewIndicator 4QuarterlyInternationalRelationsForummeetingsheld

3QuarterlyInternationalRelationsForummeetingsheld.

OnedeviationduetothepostponementofthemeetinginQuarter1.

Postponedduetoelectionsandchangeinadministration.

NumberofstatusreportsonSisterhoodAgreementsdevelopedinQ4

NewIndicator AnnualstatusreportonSisterhoodAgreementsdevelopedinQ4

AnnualstatusreportonSisterhoodAgreementsdeveloped.

Nodeviation None



Programme/Sub-programme:StakeholderManagement






Commentondeviations

AnnualIntergovernmentalRelations ProgrammeapprovedbyEXCOin Q1

TheannualscheduleoftheMEC/MMCmeetingsdevelopedandapprovedandtheannualscheduleoftheintergovernmentalrelationsprogrammefor2013/14wasmonitoredandtracked

AnnualIntergovernmentalRelations ProgrammeapprovedbyEXCOin Q1

IntergovernmentalRelations Programmewasdeveloped.

Nodeviation None

ApprovedannualPremier’scoordinationforumprogrammebyQ1

NewIndicator ApprovedannualPremier’scoordinationforumprogrammebyQ1

AnnualPremier’sCoordinationForumprogrammedeveloped.

Nodeviation None

AgendassettingforquarterlyPCFmeetings

NewIndicator AgendasettingforquarterlyPCFmeetings

One(1)PCFandtwo(2)PCFTechnicalmeetingagendaswereset.

ThepoliticaltermofofficeandExecutiveCouncilcyclestartedlatedueto2014generalelections.

None

ApprovedrecordsofresolutionsforPCFmeetings

Newindicator ApprovedrecordsofresolutionsforquarterlyPCFmeetings

RecordofresolutionforquarterlyPCFmeetingsdeveloped.

Nodeviation None

Strategytoovercomeareasofunderperformance• The areasof underperformanceduring the yearunder reviewwere a result of thedisruptions in theExecutiveCouncil cycle

programme due to the 2014 general elections and the finalisation of the fifth administration’s programme of action i.e. theTransformation, Modernisation and Re-Industrialisation Programme that led to the reorganisation of the Executive Councilscheduleofmeetingsandrelatedactivities.




2014/15 INTERNATIONAL TRIPS UNDERTAKEN BY THE OFFICE OF THE PREMIER

DateofTrip Objective Destination/Country Delegation

April2014 IdentificationofnewinvestmentopportunitiessupportGautengcompaniesalreadyworkinginvariousProjectsworkingonthestrategicinitiativestopenetratetheWestAfricanMarket

Senegal EconomicDevelopment(GautengGrowthandDevelopmentAgency)

20-25April2014 ToattendandparticipateintheWorldCitiesRegionalPlanningWorkshop’sworkingsessionsontransportandcongestionreduction,climateresilience,regionalleadershipandgovernance,affordablehousing,labourmarketsandeconomicdevelopmentandsocialequity.

NewYork,USA GautengPlanningDivision,OfficeofthePremier

16-31July2014 ExchangeProgramme Beijing,China OfficeofthePremier

06-08October2014

ToparticipateintheGlobalInvestorsSummit(GIS)

TheGlobalInvestorsSummit(GIS)isorganisedbytheMadhyaPradeshprovincialgovernmentonabiennialbasis.Itseekstogatherleadersinbusiness,academia,andgovernmenttoshareinformationandexploreinvestmentopportunitieswithintheProvince.Itisestimatedthat,duringorresultingfromthe2012GISinMadhyaPradesh,259MemorandaofUnderstandingweresignedforprojectswithanestimatedrandvalueofR7.5billion.TheGautengGovernmentwillforgeinteractionwithgovernmentofficialsandbusinessestofacilitatepartnershipsforfutureengagements.

Indore,MadhyaPradesh,India

OfficeofthePremier

06-10October2014

Toattendthe11thMetropolisWorldConference Hyderabad,India

DepartmentofHumanSettlementsandOfficeofthePremier,GautengPlanningDivision

19-31October2014

ToconcludeanagreementwithChinaExecutiveLeadershipAcademyPudong(CELAP)anddeliverpapersataconferenceonCultureandDiversityatShanghaiAdministrationInstitute

Shanghai,China DepartmentofEducation

09-10March2015

TheTechnicalteamwasmandatedtoundertakepreparatoryworkwhichincludedtechnicaldiscussionsonMemorandaofUnderstandingandotheragreements,whichwillbesignedduringthevisitbythePremierandMembersoftheEconomicSectorCluster.

Singapore OfficeofthePremierGautengDepartmentofFinanceGautengGrowthandDevelopmentAgency

11-12March2015

TheTechnicalteamwasmandatedtoundertakepreparatoryworkwhichincludedtechnicaldiscussionsonMemorandaofUnderstandingandotheragreements,whichwillbesignedduringthevisitbythePremierandMembersoftheEconomicSectorCluster.

NewDelhiandBhopal,India

OfficeofthePremierGautengDepartmentofFinanceGautengGrowthandDevelopmentAgency




18-21March2015

TobenchmarkSocialCluster-relatedprogrammesthatwillcontributetowardsthecreationofanintegrated,sociallycohesive,economicallyinclusiveCityRegion.Inaddition,thetripwasaimedatprovidingtheSocialClusterwithinputthatwillbeusedintheconceptualisationanddevelopanapproachthatitwouldadopttowardsthesocialtransformationofGautengCityRegionandthuscreatestableandcohesivecommunities.

Discussiononrelevantmutualissuesincluding:• Health• Education• Sports,arts,cultureandheritage• SMMEs

Thekeyfocusareaswereonthecoordinationanddeliverymechanismsofintegratedsocialdevelopmentprogrammes;socialwelfareanddevelopmentsystemstowardstherealisationofbetterhealthandeducationoutcomesthroughtheuseoftechnologyanddeliverysystemsthatensuretheefficientandeffectivepublichealthsystem;foodsecurityandeliminationurbanpoverty;sport,arts,cultureandheritageasameansofpromotingsocialcohesion;humansettlementsdevelopment;communitysafetyprogrammesandpopularparticipation.

Havana,Cuba Departmentsof:HealthHumanSettlements,CooperativeGovernanceandTraditionalAffairsSocialDevelopmentCommunitySafetySport,Arts,CultureandRecreation;andOfficeofthePremier

22-24March2015

Discussiononrelevantmutualissuesincluding:• Health• Education• Sports,arts,cultureandheritage• SMMEs• Urbanpoverty•Urbanagriculture•Projectproposalsforfutureengagementsincluding

MoUs

Brazil Departmentsof:HealthHumanSettlements,CooperativeGovernanceandTraditionalAffairsSocialDevelopmentCommunitySafetySport,Arts,CultureandRecreation;andOfficeofthePremier

16-25March2015

Learningbestpracticeonsocialclusterpoliciesandimplementationofprojects.

ThestudytourprovidedvaluableinsightintobestpracticesinthesocialsectorinbothCubaandBrazilthatcanbeadaptedwithintheSouthAfricanandGauteng-specificcontext,particularlyintheareasofhealth,socialdevelopment,safety,heritage,sports,artsandcultureandtoalesserextentinhumansettlements.

Theprocessfurtherhelpedtoforgeacommon,unifying,albeitmulti-disciplinaryperspectivewithinthesocialcluster.Therecommendations,ifeffectivelyimplemented,willcontributetoacceleratedsocialtransformationintheprovince.

BrazilandCuba EngagementwithprivateandgovernmentstakeholdersinBrazilandCuba.




18-21March2015

TobenchmarkSocialCluster-relatedprogrammesthatwillcontributetowardsthecreationofanintegrated,sociallycohesive,economicallyinclusiveCityRegion.Inaddition,thetripwasaimedatprovidingtheSocialClusterwithinputthatwillbeusedintheconceptualisationanddevelopanapproachthatitwouldadopttowardsthesocialtransformationofGautengCityRegionandthuscreatestableandcohesivecommunities.

Discussiononrelevantmutualissuesincluding:• Health• Education• Sports,arts,cultureandheritage• SMMEs

Thekeyfocusareaswereonthecoordinationanddeliverymechanismsofintegratedsocialdevelopmentprogrammes;socialwelfareanddevelopmentsystemstowardstherealisationofbetterhealthandeducationoutcomesthroughtheuseoftechnologyanddeliverysystemsthatensuretheefficientandeffectivepublichealthsystem;foodsecurityandeliminationurbanpoverty;sport,arts,cultureandheritageasameansofpromotingsocialcohesion;humansettlementsdevelopment;communitysafetyprogrammesandpopularparticipation.

Havana,Cuba Departmentsof:HealthHumanSettlements,CooperativeGovernanceandTraditionalAffairsSocialDevelopmentCommunitySafetySport,Arts,CultureandRecreation;andOfficeofthePremier

28March–02April2015

Toparticipateinthe5thAnnualInvestmentMeeting(AIM)willbe“SustainableDevelopmentthroughFDIInducedInnovationandTechnologyTransfer”.

ThePremier’sparticipationinthemeetingwillalsobeusedtofosteranddeependiplomatictieswithAbuDhabiandDubai.ThesecitieshavebeenidentifiedasstrategicallysignificantareasfortheGautengProvincialGovernment’sinternationalrelationsstrategyforthetermoftheFifthAdministration.

Dubai,theUnitedArabEmirates(UAE)

OfficeofthePremierDepartmentofEconomicDevelopmentandAgricultureandRuralDevelopment;DepartmentofFinance




08–18April2015

ThepurposeoftheproposedvisitistoadvancetheexistingcooperationandrelationshipsbetweenGautengandtheTurkishcitiesandregions.• Istanbul

MineralbeneficiationandJewellerymanufacturing:• Jewellerybeneficiationsitevisit• FollowupvisitontheKuyumcukentgoldand

jewellerycomplexinIstanbultopromotemanufacturinginvestmentinthemanufacturingprecinctofGauteng.

• Transport-meetingwiththeTransportDepartmentinIstanbulonmanagingtransportplanningwithinthecity.

Wastetoenergy:• Wastetoenergyplantsitevisitandunderstanding

howwasteisturnedintogasreservesaspartoftherenewableenergystrategy(landfillwastetoenergyplaninIstanbul)

• MeetingwiththeGovernorofIstanbulonreaffirmingareasofCooperationbetweentheGautengProvinceandIstanbulsigningoftheMOU:MineralBeneficiation,WastetoEnergy(RenewableEnergy),Youthunemployment,IndustrialDevelopmentZonesinitiativesandpracticesandpromotionoftradeandinvestment,HealthManagementandEducation(Trainingexchangeprogrammes),Constructionandinfrastructuresector(Promotionofpropertydevelopment)andWatertechnology.

Delhi:ConsolidatingstrategicprojectsincludingtransportinfrastructureandcoordinationwithDelhi

Bophal:Consolidatingstrategicprojectsincludingagro-processingopportunitiesandcooperationwithBophal,MadhyaPradesh.

ConsolidatingstrategicprojectsonpharmaceuticalinvestmentsandtradeopportunitiesforcooperationwithHyderabad

Turkey(Istanbul)

India:Delhi

Bophal

Hyderabaad

Departmentsof:RoadsandTransportEconomicDevelopmentandAgricultureandRuralDevelopmentDepartmentofFinanceInfrastructureDevelopment;andOfficeofthePremier

ProgrammeforthenextsixMonths

6-8July2015 Promotingtradeandopportunitiesmainlyenergyande-government.

Portugal OfficeofthePremierDepartmentofFinanceDepartmentofEconomicDevelopmentGautengBusiness

July2015 Reviewofexistingagreementsandsignoff.Promotingtradeandinvestmentopportunitiesintourism,energyandtheauto-sector.

Germany,FranceandAustria

OfficeofthePremierDepartmentofFinanceDepartmentofEconomicDevelopment



5.3.5 Sub-Programme: Service Delivery

PurposeTosupportthePremierandEXCOwithcoordinatingandgivingeffecttotheDPSAmandateforservicedeliveryimprovement,anti-corruptionandethics.

MeasurableobjectiveTofacilitatearesponsive,efficient,effectiveanddevelopmentorientatedGautengpublicservicethroughServiceDeliveryImprovementandEthicsandAnti-Corruptionprogrammes.

Servicedeliveryobjectivesandindicators• NumberofmonitoringreportsontheimplementationoftheServiceDeliveryImprovementProgrammesubmittedtotheDPSAin

quarter4;• NumberofPremierServiceDeliveryExcellenceAwardshostedinquarter3;• NumberofmonitoringreportsontheimplementationoftheGautengAnti-corruptionProgrammes;• ApprovedreviewedAnti-CorruptionStrategicFrameworkbyquarter4.

Servicedeliveryachievements:FourquarterlyServiceDeliveryForummeetingswereheldtoco-ordinatesupportandmonitorthedepartmentalimplementationofservicedeliveryimprovementmechanismsandtheimplementationoftheServiceDeliveryImprovementPlans.

Site verification visitswereundertaken tomonitor theperformanceof institutions against targets. Recommendations to unblockservicedeliverychallengesweremadetosupportprojectimplementation.Schools,hospitals,roadconstructionsites,EPWPsitesandhousingsiteswerevisited(tonameafew).

AformalannualreportontheprovincialservicedeliveryinitiativeswassenttoDPSA.Thisreportdetailsprovincialactivitiessuchasservicedeliveryforum,participationinDPSAprogrammes;unannouncedvisitsandparticipationinawardsschemes.

The Integratedservicedeliverymodelwaspiloted in threewards:Evaton;MohlakengandEkurhuleni.Thissawthe integrationofprogrammesatallthreespheresofgovernment.Thiswassubsumedintotheservicedeliverywarroom.FacilitatedandsupportedthelaunchandimplementationoftheServiceDeliverywarroomapproachandmanagedlogisticsfortaskteammeetings.

Officeof thePremiersupported theAfricaPublicServiceDayOutreachProgramme;Ministerialvisit toMohlakengwithaview todeterminethechallengesfacedbyfrontlinestaff;thelaunchoftheMaponyaMallThusongCentreandprovincialpublicservicemonthapproach.

Inordertocapacitatedepartmentstoundertakedeploymentstoservicedeliverysites,theOfficeofthePremiercoordinatedtrainingfordeploymentfacilitators.Sixteen(16)officialswereprovidedwithKheaduTraininginthetheoreticalcomponentinMarch,withthefieldworktofollow.

The Premier’s Service Excellence Awards (PSEA) 2014/15was put on hold. Themodel is being reviewed to align to the radicaltransformation,modernisation,andreindustrialisationvisionunderpinnedbyafocusonaclusterapproachtogovernanceasopposedtosiloperformance.InreviewingthemodelofthePSEAconsultationwasconductedwiththefollowingdepartments:GDARD,COGTA;Education;andInfrastructureDevelopment.Thedepartmentswereselectedfortheirwell-functioninginternalawardsschemesandfortheirvaluableinputsinpreviousconsultationsonthePSEA.Adraftmodelwaspreparedforapproval.

FourquarterlyProvincialAnti-CorruptionCoordinatingCommitteemeetingswereheld to track implementationofanti-corruptionprogrammeswithintheGautengProvincialGovernmentdepartments.

Inordertosupportdepartmentswiththeirinputsfortherevisedprovincialanti-corruptionstrategy,theOfficeofthePremierheldconsultativemeetingswithindividualdepartmentsandkeystakeholdersincludinglocalgovernment,business,labourandcivilsociety.Taking into consideration all the inputs from various departments and stakeholders, a revisedGauteng Anti-Corruption Strategy(2015-2019)whichtranscendspoliticalboundariesandtacklescorruptionholisticallythroughprevention,detection,investigationandresolutionwascompiled,presentedandapprovedbytheGautengExecutiveCouncilon4March2015.

TheOfficeofthePremierhostedamulti-sectoralAnti-CorruptionSummiton7November2014.TheSummitcomprisedaplenarysessionwithpresentations and inputs from the ExecutiveMayor of the JohannesburgMetropolitanCouncil,Honourable PremierofGauteng,KenyancasestudybytheKenyanEthicsandAnti-CorruptionCommission,theroleofleadershipinensuringanethicalculturebytheSchoolofBusinessLeadershipattheUniversityofSouthAfricaandbuildinganethicalpublicservicebytheDepartmentofPublicServiceandAdministration.Furthertothis,therewerefourcommissionsdeliberatingonbuildingintegrity,stimulatinggood



governance and accountability, promoting ethical procurement and improving investigations andprosecution. Leaders of sectorstogetherwithallthedelegateswhoattendedtheSummitsignedanIntegrityPledge,ascommittedresidentsofGauteng,tostriveto serveourprovince and itspeoplewith respect, dignity and integrity, andbe consistentwith the values andprinciplesof theConstitution.

Thefollowingethicsandanti-corruptioninitiativeswererolledoutduring2014/15:• SixteenofficialsreceivedtrainingonAnti-CorruptionInvestigationTraining(Level6);• Fifteen(15)officialsfromGPGweresentontheEthicsOfficerCertificationProgrammeinordertopreparedepartmentstoexecute

thePublic Service IntegrityManagement Framework, PublicAdministrationManagementAct and theGautengAnti-CorruptionStrategy;

• InpartnershipwiththeDepartmentofPublicServiceandAdministrationandtheNationalSchoolofGovernment,theOfficeofthePremierarrangedtheLevel5Anti-CorruptionforPractitionerstrainingfor31officials;

• TheOfficeofthePremiertrained769delegatesacrosshighriskunitsindepartments.Afurther195officialsweretrainedbyGCRAtrainers.


Programme/Sub-programme:ServiceDelivery






Commentondeviations

NumberofmonitoringreportsontheimplementationoftheServiceDeliveryImprovementProgrammesubmittedtotheDPSAinQ4

TheannualmonitoringreportwasapprovedandsubmittedtotheDPSA

AnnualmonitoringreportontheimplementationoftheServiceDeliveryImprovementProgrammesubmittedtotheDPSAinQ4

AnnualmonitoringreportontheimplementationoftheServiceDeliveryImprovementProgrammesubmittedtoDPSA.

Nodeviation None

NumberofPremierServiceDeliveryExcellenceAwardshostedinQ3

Theannualservicedeliveryexcellenceawardswereheldin2013/14

AnnualhostingofPremierServiceExcellenceAwardsin Q3

ThePSEAmodelhasbeenreviewed.

Reviewofmodeltofacilitatealignmenttocurrentstrategicposture.

AwardModeltobere-alignedwiththeTen-Pillarprogrammeandclusterapproach.TheProjectOfficefacilitatedentriesintotheCPSI,NationalBathoPeleAwardsandCommonWealthAwards.

NumberofmonitoringreportsontheimplementationoftheGautengAnti-corruptionProgrammes

MonthlymonitoringreportsontheimplementationoftheGautengAnti-CorruptionprogrammeswerecompiledandsubmittedtotheProvincialMonitoringandevaluationbranchduringthefinancialyear

12MonthlymonitoringreportsontheimplementationoftheGautengAnti-corruptionProgrammes

Twelve(12)monthlymonitoringreportsontheimplementationoftheGautenganti-corruptionprogrammesweresubmitted.

Nodeviation None



Programme/Sub-programme:ServiceDelivery






Commentondeviations

ApprovedreviewedAnti-CorruptionStrategicFrameworkbyQ4

NewIndicator EXCOapprovedreviewedAnti-CorruptionStrategicFrameworkbyQ4

GautengAnti-CorruptionStrategywasapprovedbytheGautengExecutiveCouncilon4March2015.

Nodeviation None

Strategytoovercomeareasofunderperformance• ArevisedPSEAmodelhasbeendrafted.


LinkingperformancewithbudgetsThebudgetsacrossallthreeprogrammesarelinkedwiththeAnnualPerformancePlan.


2014/2015 2013/2014

Programme Name

Final Appropriation

ActualExpenditure


Final Appropriation

ActualExpenditure


R’000 R’000 R’000 R’000 R’000 R’000

Programme3 103668 86478 17190 80363 77151 3 212

Total 103 668 86 478 17 190 80 363 771 51 3 212


2014/2015 2013/2014

Programme Name

Final Appropriation

ActualExpenditure


Final Appropriation

ActualExpenditure


R’000 R’000 R’000 R’000 R’000 R’000

Programme1Administration 96,556 88,567 7,989 84,395 83,865 530

Programme2InstitutionalDevelopment

129,059 126,912 2,147 256,114 252,096 4,018

Programme3PolicyandGovernance

103,668 86,478 17,190 80,363 77,151 3,212

Total 329,283 301,957 27,326 420,872 413,112 7,760

StatutoryApp. 2082 1821 261



ThedepartmenthadanadjustedappropriationofR331million, incomparison to thepreviousyearappropriationof422million,resultinginareductionofR92million.

Duringtheyearunderreview2014/15,appropriationamountingtoR329millionresulted inunderspendingamountingtoR26.9milliondueto:• UnspentfundsearmarkedforNaturalDisasterManagement.• RevisedInternationalRelationsprogramme.• Premier’sServiceExcellenceawards.• Theimpactofcostcontainmentmeasures.

6. Summaryoffinancialinformation

6.1. Departmental receipts

2014/2015 2013/2014

Departmentalreceipts

Estimate ActualAmountCollected

(Over)/UnderCollection



R’000 R’000 R’000 R’000 R’000 R’000

TaxReceipts

Saleofgoodsandservicesotherthancapitalassets

240 243 -3 319 357 -39

Transfersreceived

Interest,dividendsandrentonland

20 10 10 20 12 9

Saleofcapitalassets

Financialtransactionsinassetsandliabilities

170 173 -3 226 164 62

Total 430 426 4 565 533 32

During2014/15theestimatedrevenuewasR430000andtheDepartmentcollectedR426000.AnamountofR4000hasbeenundercollectedduetoolddebtsthatwerenotrecovered.Theactualrevenuecollectedin2014/15is20%lessthantherevenuecollectedin2013/14.Salesofgoodsandserieshascollectedmoreduetoahighnumberofapplicationsreceivedfortownshipdevelopmentrights,whichresultedinthedepartmentcollectingmoreduring2013/14ascomparedto2014/15.



6.2. Programme Expenditure

2014/2015 2013/2014

Programme Name

Final Appropriation

ActualExpenditure


Final Appropriation

ActualExpenditure


R’000 R’000 R’000 R’000 R’000 R’000

Programme1Administration

96556 88567 7989 84395 83865 530

Programme2InstitutionalDevelopment

129059 126912 2147 256114 252096 4018

Programme3PolicyandGovernance

103668 86478 17190 80363 77152 3 212

Total 329 283 301 957 27 326 420 873 413 113 7 760

StatutoryApp. 2082 1821 261

Theexpenditureforprogramme1in2014/15is4%higherthanthepreviousfinancialyear.Thisisduetonormalinflationarycostsandfurtheradditionalappointmentsontheestablishment.Therehasbeensignificantreductionofalmost100%intheexpenditureforprogramme2duetoalessernumberofofficialstatefuneralsthatoccurred.

Approximately10%increaseinexpenditureunderprogramme3whencomparedtothepreviousfinancialyearasaresultadditionalappointmentsandanincreaseintransferstoGRCOtobolsterresearchcapacity.

6.3. Transfer payments, excluding public entities

Thetablebelowreflectsthetransferpaymentsmadefortheperiod1April2014to31March2015

Nameoftransferee Purposeforwhichthefundswere

used

CompliancewithS38(1)(j)ofthe

PFMA

Amounttransferred

(R’000)

Amountspentbytheentity

Reasonsforthefundsunspentby

theentity

University/Technicon(WITS)HouseholdTransfers

GCROPaymentforsocialbenefits

14 397000 14 397000 N/A

TheOfficeofthePremierhasaspentR14.3millionforUniversitiesandTechnikons(GCRO)intheyear2014/15.

Thetablebelowreflectsthetransferpayments,whichwerebudgetedforintheperiod1April2014to31March2015.

Nameoftransferee Purposeforwhichthefundsweretobeused

Amountbudgetedfor(R’000)

Amounttransferred(R’000)

Reasonswhyfundswerenottransferred

University/Technico(WITS)

Household

DepartmentalAgenciesandAccounts-SETA

GCROPaymentfor

socialbenefit-Leavegratuity

SETA-Skillsdevelopmentlevy

14 397

300

47

14 397

300

47

N/A

N/A

N/A



TheOfficeofthePremierhasaspentR14.3millionforUniversitiesandTechnikons(GCRO),R259000forhouseholds itemssuchaspackagesforretirementsandleavegratuitiesforresignedandretiredemployeesintheyear2014/15,andR47 000fortheskillsdevelopmentlevypaidtoSETA.

6.4. Public Entities TheOfficeofthePremierdoesnothavepublicentities.

6.5. Conditional grants and earmarked funds paidTheOfficeofthePremierdoesnothaveconditionalgrants.

ConditionalGrant1:

Department/Municipalitytowhomthegranthasbeentransferred NIL

Purposeofthegrant NIL

Expectedoutputsofthegrant NIL

Actualoutputsachieved NIL

AmountperamendedDORA NIL

Amounttransferred(R’000) NIL

ReasonsifamountasperDORAnottransferred NIL

Amountspentbythedepartment/municipality(R’000) NIL

Reasonsforthefundsunspentbytheentity NIL

Monitoringmechanismbythetransferringdepartment NIL

6.6. Conditional grants and earmarked funds received

ConditionalGrantTheOfficeofthePremierdoesnothaveconditionalgrants.

Departmentwhotransferredthegrant NIL

Purposeofthegrant NIL

Expectedoutputsofthegrant NIL


AmountperamendedDORA NIL

Amountreceived(R’000) NIL

ReasonsifamountasperDORAwasnotreceived NIL

AmountspentbytheDepartment(R’000) NIL

Reasonsforthefundsunspentbytheentity NIL

Monitoringmechanismbythereceivingdepartment NIL



6.7. Donor Funds

DonorFundTheOfficeofthePremierhasnotreceivedanydonorfunds.

Nameofdonor NIL

Fullamountofthefunding NIL

Periodofthecommitment NIL

Purposeofthefunding NIL

Expectedoutputs NIL


Amountreceivedincurrentperiod(R’000) NIL

AmountspentbytheDepartment(R’000) NIL

Reasonsforthefundsunspent NIL

Monitoringmechanismbythedonor NIL

6.8. Capital investment, maintenance and asset management planNotapplicable.



Section C Governance



1. IntroductionThe Gauteng Provincial Government’s political and constitutional governance system sets out the functions; arrangements andsystemsrequiredtomanagetheconstitutionalMandateoftheExecutiveCouncilinGauteng.

Various political decision-making forums have been institutionalised over the years such as the Executive Council System, thePremier’sCoordinatingForum;GautengAidsCouncil;GautengInfrastructureCoordinationCommittee;thee-Governanceforum;MEC-MMC forums and variousother local intergovernmental forums.Guidedby the Inter-governmental FrameworkAct andprovincialinstitutionframeworks,theresponsivenessoftheprovincetodeliverservicestotheresidentsofGautengandtopromotesustainabledevelopment in theProvince isdrivenbyan IntegratedProgrammeofActionwherepolicies,programmesandplans through theresultant Executive Council’s Cabinet Programme, these are consulted on for collective agreement in their implementation tostrengthenaccountability. The Transformation,Modernisation andRe-industrialisationProgramme (TMR) adoptedby the ExecutiveCouncil necessitated there-engineeringofthestrategicsupporttotheExecutiveCouncilSystemandthePremier’sCoordinationForuminSeptember2014,toensurethattheExecutiveCouncilisbettersupportedtorespondtotheTenPillarsoftheTransformation,ModernisationandRe-Industrialisationagenda.

Thenewsystemputsmoreemphasisonaprogrammaticsectoralclusterapproach(TheEconomicSector,SocialSectorandGovernanceandPlanningSector)asopposedtosupporttoindividualdepartmentsthatdealtonlywithdepartmentspecificissues;andaffordstheClusterstheopportunitytoaligngovernment-wideprioritiesthroughthemonitoringandtheimplementationofpriorityprogrammes.ThesystemalsoinvitesexternalexpertinputsaspartoftheExecutiveCouncilSystemmeetingstoprovideindependentassessmentsoftheplanstodeliverandtheimpactoftheimplementationoftheTransformation,ModernisationandRe-Industrialisationagenda.

As part of the governance arrangement, the key role of the ExecutiveCouncil support Committees continues to ensure that thecollectiveexpertisewithineachclusterisbroughttobearwithintheCabinetSystem

Thefollowinggovernancestructuresarefullyfunctional:

STRUCTURE COMPOSITION FREQUENCY PURPOSE

ExecutiveCouncil(EXCO)

• Premier(Chairperson)• MembersoftheExecutive

Council(MECs)• ExecutiveCouncilSupport

ledbytheDirectorGeneral(CabinetSecretary),

Onceinafiveweekcycle

TheExecutiveCouncilisthehighestdecisionmakingbodyintheprovinceandischairedbythePremier.

TheEXCOmeetsatleastonceinafiveweekcycleandisresponsiblefortheoverallstrategicdirectionandservicedeliveryintheprovinceinlinewiththeelectoralmandate.Thisincludesconsiderationandapprovalofprovincialstrategies,policyandlegislation.

ThisalsoincludesensuringthatalltheworkofgovernmentcontributestowardstheachievementandrealisationoftheNationalDevelopmentPlanasadoptedbyExecutiveCouncil.Inthisregard,theExecutiveCouncilensuresthatthesefindexpressioninthestrategies,plansandvariousinterventionplansthataredeliberatedonbyExecutiveCouncil.ItalsoconsiderstheimplicationsofMINMECreportsrequiringExecutiveCouncilconsiderationanddecision-making

TheExecutiveCouncilanditsclustersaresupportedbytheDirectorGeneralwhoservesastheCabinetSecretary.

TheExecutiveCouncilfocusesontheTenPillarsoftheTransformation,ModernisationandRe-IndustrialisationProgramme.




ClusterSub-Committees

TherearethreeClusterSub-Committees:• TheEconomicSector

Cluster• SocialSectorCluster• Governanceand

PlanningSectorCluster


MembershipoftheSub-CommitteesismadeupofMembersoftheExecutiveCouncilandHeadsofDepartment.

TheSub-CommitteesarechairedbyMembersoftheExecutiveCouncilnominatedbythePremierandmeetonceinafiveweekcycle.

TheroleoftheSub-Committeesistoconsiderstrategiesdevelopedbydepartmentsaswellaspoliciesandprovinciallegislation.

TheSub-CommitteesalsomaintainoversightoverprogrammeimplementationinrelationtotheprovincialprioritiesasoutlinedintheProgrammeofAction.Theyarealsotaskedwithensuringcoordinationinthedeliveryofgovernmentprogrammesbydepartments.TherecommendationsofSub-Committeesinformthedecision-makingprocessoftheExecutiveCouncil.ItalsoconsiderstheimplicationsofMINMECreportsrequiringExecutiveCouncilconsiderationanddecision-making.

The Economic Sector Clustersub-committeeismadeupofMembersoftheExecutiveCouncilwiththefollowingportfolios:• Economic

DevelopmentAgricultureandRuralDevelopment

• InfrastructureDevelopment

• HumanSettlementsandCorporateGovernanceandTraditionalAffairs

• RoadsandTransport• Finance• Treasury• OfficeofthePremier

TheEconomicClusterSub-Committeefocusesonthefollowingpillars:• Radicaleconomictransformation• Modernisationoftheeconomy• Modernisationofpublictransportinfrastructure• Re-industrialisationofGautengprovince• TakingtheleadinAfrica’snewindustrialrevolution

TheEconomicSectorClusterprovidespoliticalleadershipinrespectoftheimplementationofpolicies,programmesandprojectsinrelationtothefollowingstrategicpriorities:• Sustainablehumansettlementsandimprovedqualityof

householdlife• Protectionandenhancementofourenvironmentassets

andnaturalresources• CreatingabetterandsaferSouthAfrica• Decentemploymentthroughinclusiveeconomicgrowth• Anefficient,competitiveandresponsiveeconomic

infrastructurenetwork• BuildingSkilledandcapableworkforcetosupportan

inclusivegrowthpath

TheClusterdeliberatesonallmattersrelatingtotheEconomicClusterandmakesrecommendationstotheExecutiveCouncilonpoliticalandpolicychoices.




Social Sector Cluster:ThisClusterSub-CommitteeincludesMembersoftheExecutiveCouncilwiththefollowingportfolios:• Education• Health• SocialDevelopment• HumanSettlements

andCorporateGovernanceandTraditionalAffairs

• CommunitySafety• Sport,Arts,Culture

andRecreation• TreasuryandFinance• OfficeofthePremier

TheSocialSectorClusterSub-Committeefocusesonmattersrelatingtosocialdevelopmentandsecurity.TheSub-Committeeprovidespoliticalleadershipinrespectoftheimplementationofpolicies,programmesandprojectsinrelationtothefollowingPillarsandOutcomes:

Pillars:• Acceleratedsocialtransformation• Modernisationofhumansettlementsandurban

development

Outcomes:• Qualitybasiceducation• NationBuildingandsocialcohesion• AnInclusiveandresponsivesocialprotectionsystem• AllpeopleinSouthAfricaareandfeelsafe• AlongandhealthylifeforallSouthAfricans• Vibrant,equitable,sustainableruralcommunity

contributingtowardsfoodsecurityforall

Governance and Planning Sector:ThisClustersub-committeeincludesMembersoftheExecutiveCouncilwiththefollowingportfolios:• Treasury• Finance• Leaderof

GovernmentBusiness• Cooperative

GovernanceandTraditionalAffairs

• OfficeofthePremier

TheClusterdeliberatesonallmattersrelatingtosocialdevelopmentandsecurityandmakesrecommendationstotheExecutiveCouncilonpoliticalandpolicychoices.

TheGovernanceandPlanningClusterSub-Committeefocusesonmattersrelatingtogovernance,planningandlegislation.TheSub-Committeeprovidespoliticalleadershipinrespectoftheimplementationofpolicies,programmesandprojectsinrelationtothefollowingpillarsandoutcomes:

Pillars:• Decisivespatialtransformation• Transformationofthestateandgovernance• Modernisationofthepublicservice

Outcomes:• Anefficient,effectiveanddevelopmentorientedpublic

service• Responsive,accountable,effectiveandefficient

developmentallocalgovernmentsystem

TheClusterdeliberatesonmattersrelatedtogovernmentbusinessintheLegislatureandimprovingthecapacityofthestateandensuringgovernmentaccountabilityandefficiencyaswellasmakesrecommendationstotheExecutiveCouncilonpolitical,policyandplanningchoices.




TechnicalCommittees

TherearethreeTechnicalClustercommittees:• TheEconomicSector

Cluster• SocialSectorCluster• Governanceand

PlanningSectorCluster


MembershipoftheSub-CommitteesismadeupofHeadsofDepartment.TheCommitteeischairedbyaHeadofDepartmentnominatedbytheCabinetSecretaryandmeetsatleastonceinafiveweekcycle.

TechnicalCommitteesserveastechnicalsupportstructurestotheSub-committeesandarethefirstlevelatwhichstrategiesandpoliciesaswellaslegislationarediscussed.TheTechnicalCommitteesalsoconsiderprogressreportsonprioritiesoutlinedintheProgrammeofAction,andensurecoordinationingovernmentdepartmentsinthisregard.TherecommendationsofSub-Committeesinformthedecision-makingprocessoftheExecutiveCouncil.

Providinghigh-leveltechnicalandstrategicsupportandleadershipinrespectoftheimplementation,coordinationandmonitoringofpolicies,programmesandprojectsthatcontributetotheTenPillarsoftheTransformation,ModernisationandRe-IndustrialisationProgramme.

TheEconomic Sector Technical Cluster:ismadeupofHeadsofDepartmentwiththefollowingportfolios:• Economic

Development• Infrastructure

Development• HumanSettlements• AgricultureandRural

Development• Finance• RoadsandTransport• Sport,Arts,Culture

andRecreation.

ThespecifictermsofreferenceoftheEconomic Cluster Technical Committeeinclude,butarenotlimitedtothefollowingkeyfocusareas:• DriveandoverseeGauteng’sCatalyticInfrastructure

InvestmentProgramme• Renewgovernment’scommitmenttodecisivelydealwith

unemployment,inequalityandpoverty• Challengethestructureoftheeconomyanddrivethe

agendafortheradicaltransformationoftheeconomy• EntrenchGautengastheGatewaytoAfrica• Consider,review,deliberateandrecommendpolicyand

otherstrategicproposalsorsubmissionsincludingonskillsdevelopmentandinfrastructuredevelopment

• Detailedconsiderationofthefinancialandotherimplicationsoftheproposedpolicies,strategiesandprogrammes

ConsidertheimplicationsofMINMECreportsrequiringExecutiveCouncilconsiderationanddecision-making.

Providinghigh-leveltechnicalandstrategicsupportandleadershipinrespectoftheimplementation,coordinationandmonitoringofpolicies,programmesandprojectsthatcontributetotheacceleratedsocialtransformationofGauteng.




Social Sector Technical Cluster:ThistechnicalcommitteeincludesHeadsofDepartmentswiththefollowingportfolios:• CommunitySafety• Finance• HumanSettlements• Health• SocialDevelopment• Education• Sport,Arts,Cultureand

Recreation.

ThespecifictermsofreferenceoftheSocial Cluster Technical Committeeinclude,butarenotlimitedtothefollowingkeyfocusareas:• Ensureintegratedsocialclusterplanning• Expandcomprehensivesocialsecurity• ConsolidategainsinEducationtofurther

improvethequalityofeducation• Significantlyup-scaleskillsdevelopment• Ensurequality,equitablehealthcare• Fightcrime,throughsmartpolicing,workingwith

communitiesonpolicingneedsandpriorities• Buildaunitedprovinceandpromotesocial

cohesion,• ConsidertheAnnualProgrammeofActionand

monitortheimplementationthereof


Providinghigh-leveltechnicalandstrategicsupportandleadershipinrespectoftheimplementation,coordinationandmonitoringofpolicies,programmesandprojectsthatcontributetothetransformationofthestateandgovernance;andthemodernisationofthepublicserviceinGauteng.

Governance and Planning Technical Committee:ThistechnicalcommitteeincludesHeadsofDepartmentswiththefollowingportfolios:• Finance• CooperativeGovernanceand

TraditionalAffairs• Treasury• OfficeofthePremier

Thespecifictermsofreferenceofthe Governance and Planning Technical Committeeinclude,butarenotlimitedtothefollowingkeyfocusareas:• Strengthencollaborationamongstallspheresof

governmentandenhanceintegratedplanningforimprovedservicedelivery

• Ensureintegratedspatialplanningandservicedelivery

• Ensureanintegratedapproachtopolicy,planninganddeliveryofinfrastructureacrosssectors

• Ensurethecreationa“pipeline”ofprojects:• givesubstancetoinfrastructureinitiatives,• sequenceandprioritisefutureprojectsand

infrastructureinitiativesand• monitorallprovincialinfrastructuredelivery• Ensureanimprovedtrackrecordingovernance

andpublicfinancemanagementinGovernmentsonGauteng

• LeadthedevelopmentandimplementationofthelegislativeprogrammeandoverseeadherencetothePathtoLegislation

• DeliberateonmattersrelatedtogovernmentbusinessintheLegislatureandtheNationalCouncilofProvinces

• Strengthenthedevelopmentalstateandpromotegoodgovernance




Social Sector Technical Cluster:ThistechnicalcommitteeincludesHeadsofDepartmentswiththefollowingportfolios:• CommunitySafety• Finance• HumanSettlements• Health• SocialDevelopment• Education• Sport,Arts,Cultureand

Recreation.

ThespecifictermsofreferenceoftheSocial Cluster Technical Committeeinclude,butarenotlimitedtothefollowingkeyfocusareas:• Ensureintegratedsocialclusterplanning• Expandcomprehensivesocialsecurity• ConsolidategainsinEducationtofurther

improvethequalityofeducation• Significantlyup-scaleskillsdevelopment• Ensurequality,equitablehealthcare• Fightcrime,throughsmartpolicing,workingwith

communitiesonpolicingneedsandpriorities• Buildaunitedprovinceandpromotesocial

cohesion,• ConsidertheAnnualProgrammeofActionand

monitortheimplementationthereof


Providinghigh-leveltechnicalandstrategicsupportandleadershipinrespectoftheimplementation,coordinationandmonitoringofpolicies,programmesandprojectsthatcontributetothetransformationofthestateandgovernance;andthemodernisationofthepublicserviceinGauteng.

Governance and Planning Technical Committee:ThistechnicalcommitteeincludesHeadsofDepartmentswiththefollowingportfolios:• Finance• CooperativeGovernanceand

TraditionalAffairs• Treasury• OfficeofthePremier

Thespecifictermsofreferenceofthe Governance and Planning Technical Committeeinclude,butarenotlimitedtothefollowingkeyfocusareas:• Strengthencollaborationamongstallspheresof

governmentandenhanceintegratedplanningforimprovedservicedelivery

• Ensureintegratedspatialplanningandservicedelivery

• Ensureanintegratedapproachtopolicy,planninganddeliveryofinfrastructureacrosssectors

• Ensurethecreationa“pipeline”ofprojects:• givesubstancetoinfrastructureinitiatives,• sequenceandprioritisefutureprojectsand

infrastructureinitiativesand• monitorallprovincialinfrastructuredelivery• Ensureanimprovedtrackrecordingovernance

andpublicfinancemanagementinGovernmentsonGauteng

• LeadthedevelopmentandimplementationofthelegislativeprogrammeandoverseeadherencetothePathtoLegislation

• DeliberateonmattersrelatedtogovernmentbusinessintheLegislatureandtheNationalCouncilofProvinces

• Strengthenthedevelopmentalstateandpromotegoodgovernance


• Improvethecapacityofthestate,drivee-governanceandensureGovernmentaccountabilityandefficiency

• Evaluatingkeyprovincialprojectsandprogrammes,includingprojectplansandbudgets

• MakingrecommendationstotheExecutiveCouncilwithrespecttothedisbursementoffundstowardspecificprojects/programmes

• EvaluatingspendingandensuringthatsuchspendingisinlinewithGauteng’sprioritiesandprogrammeofaction

• ConsidertheimplicationsofMINMECreportsrequiringtheExecutiveCouncil’sconsiderationanddecision-making;

• ConsiderquarterlyreportsonLegislation,andthosedueforsubmissiontotheLegislaturebyGPGdepartmentsincludingannualdepartmentalreports,provincialfinancereportsandGEYODIreports

• Considerquarterlyexpenditurereports• Detailedconsiderationofthefinancialandother

implicationsoftheproposedpolicies,strategiesandprogramme




HeadsofDepartmentForum (HOD)

• DirectorGeneral(Chairperson)

• Head:GautengPlanningDivision

• HeadsofDepartment• DeputyDirectorsGeneral–

OfficeofthePremier• SecretariatSupport–Office

ofthePremier

Quarterly TheHeadsofDepartmentForumischairedbytheDirectorGeneralandmeetsonaquarterlybasistoconsiderstrategicandadministrativemattersthatrequiretechnicalexpertise.

SpecifictermsofreferencefortheHeadsofDepartmentForumareto:• Serveasathinktankandcatalystforchangeand

effectiveservicedeliveryintheprovince• Strengthenmanagementandadministrativesystems

intheprovincialgovernment,includingtransversalsystems

• Strengthenintegratedandcoordinatedplanning,budgeting,implementationandmonitoringandevaluationofkeyprogrammesandprioritiesoftheprovince

• Fosterstronginterdepartmentalandintergovernmentalcooperationandcollaborationintheprovince

• Collectivelyfindevidence-basedsolutionstoservicedeliverychallengesinprovince

• Makecollectivetrade-offsandhardchoicesonbudgetaryandservicedeliveryissuesforefficientandeffectivedelivery

• Provideanenablingplatformforpeerreviewfeedbackandsharingoflessonsandbestpractice(cross-pollination)inordertoimprovemanagementandservicedeliverypracticeswithintheprovincialgovernment

• Provideaplatformfordepartmentstosupporteachother

• Provideaplatformtoinfluencepolicyandstrategicdecisionsanddirectionoftheprovince

• ProvideaplatformforfeedbackandmandateinrelationtoissuesdiscussedanddecisionstakenatthenationalforumssuchastheForumofSouthAfricanDirectorsGeneral(FOSAD)

• Providecollectiveadviceandsupporttothepoliticalleadership




Premier’s CoordinatingForum (PCF)

• Premier(Chairperson)• MECsandHeadsof

Departmentof:CooperativeGovernanceandTraditionalAffairs

• HumanSettlements• FinanceandEconomic

Development• Mayors• MunicipalManagers• GautengChairpersonand

ProvincialExecutiveOfficerofSALGA

• DirectorGeneral• Head:GautengPlanning

Division• ExecutiveClusterSupport

andCabinetServices(OfficeofthePremier)

Quarterly ThisstructureischairedbythePremierandMembershipincludesMembersoftheExecutiveCouncilforCooperativeGovernanceandTraditionalAffairs,EconomicDevelopment,FinanceandExecutiveMayors.OtherMembersoftheExecutiveCouncilareinvitedtobepartofthemeetingsasrequiredbytheAgendaitems.ThePremier’sCoordinatingForummeetsonaquarterlybasisandservesasastructuretomanageandcoordinateinter-governmentalrelationsandservicedelivery.MattersregardingtheNationalCouncilofProvinceswhichaffectLocalGovernmentarealsotabledatPCFmeetings.

ThereisalsotheTechnicalPremier’sCoordinatingForumthemembershipofwhichincludesHeadsofDepartmentforCOGTA,FinanceandGautengTreasuryaswellasMunicipalManagers.


Premier’s BudgetCouncil(PBC)

• Premier(Chairperson)• MEC’s• DirectorGeneral• Head:GautengPlanning

Divsion• HeadsofDepartment(on

invitation)• Secretariat–Provincial

Treasury

Annually ThePremier’sBudgetCouncilinconsultationwiththeProvincialTreasuryischairedbythePremier.

ThePBCmeetsatleasttwiceannuallyorasandwhenrequired.MembersoftheExecutiveCouncilandHeadsofDepartmentpresenttheirannualbudgetandAnnualPerformancePlanstothePBCforadoption.


E-GovernanceCommittee

• ThePremier(Chairperson)• MECFinance(Deputy

Chairperson)• MEC:Education• MEC:Health• MEC:EconomicDevelopment• MEC:Transport• MEC:CommunitySafety• MEC:COGTA• MayorsofDistrictand

Metros• DirectorGeneral• HODsoftheabove

mentionedDepartments• ProjectCoordinator

Broadband• DDG:TSS• HeadofPlanning

Component:OfficeofthePremier

TheCommitteeischairedbyThePremierandtheDeputyChairpersonistheMEC:Finance

ThepurposeoftheCommitteeistomonitorprogressoncommonprojectsaswellasformulateICTPoliciesandStandards.

ThefunctionsoftheCommitteeistoapprovepoliciesandprinciplesofe-governmentservicesacrosstheProvincesforsubmissiontotheExecutiveCouncil.

TheE-GovernanceCommitteemeetsquarterlyandtheChairpersonmayconveneanextraordinarymeeting.




GautengInfrastructureCoordinatingCommittee

• ThePremier• MECFinance• MEC:RoadsandTransport• MEC:EconomicDevelopment• MEC:Infrastructure

Development• MEC:HumanSettlements

andCOGTA• ExecutiveMayorsof

Metropolitan,DistrictandLocalMunicipalities

• Anypersonco-optedbytheChairpersonoftheCouncil

ThereisalsotheTechnicalGICCthemembershipofwhichincludesHeadsofDepartmentforCOGTA,Treasury,RoadsandTransport,Economic,Infrastructure,HumanSettlement,MunicipalManagersofMetropolitan,DistrictandLocalMunicipalities,TechnicalrepresentativesfromStateOwnedCompaniesRepresentativefromPICCandanypersonco-optedbytheChairpersonoftheTechnicalCommittee

TheCommitteeischairedbythePremier.

ThespecifictermsofreferenceoftheGauteng Infrastructure Coordinating Committeeare:• Overseethecompilationofthevariousphasesinthe

GautengIntegratedInfrastructureMasterPlan(GIIMP)• Coordinatethedeterminationofprioritiesfor

infrastructuredevelopment• ConsiderGCRGameChangingInterventionsandtheir

catalyticprojects• Ensurethatinfrastructuredevelopmentinrespect

ofanyGameChangerisgivenpriorityinplanning,approval,financingandimplementation

• Monitortheimplementationofinfrastructureprojects• Coordinatetheidentificationofstrategicnational

andinternationalpartnerswithwhichtoconcludeagreementswhichseektopromoteinfrastructuredevelopmentintheGCR

• GenerallyencourageandfacilitateeconomicandindustrialdevelopmentconnectedwithinfrastructureoranyGameChangerandcatalyticproject

• Promotethecreationofdecentemploymentopportunitiesandskillsdevelopment,trainingandeducation


ExecutiveManagementTeam (EMT)


• DeputyDirectorsGeneral• ChiefFinancialOfficer• ChiefDirectorStrategyand

OperationalSupport• ChiefofStaff• Secretariat–Officeofthe

Premier

Monthly TheEMTmeetsonamonthlybasisandischairedbytheDirectorGeneral.

TheEMTmonitorsprogressmadewiththeimplementationoftargetsanddeliverablesintheAnnualPerformancePlanoftheOfficeofthePremier.


BroadManagementTeam (BMT)


• DeputyDirectorsGeneral• ChiefDirectors• Directors• Secretariat–Officeofthe

Premier

Monthly TheBroadManagementTeamcomprisesofmembersofSMSandischairedbytheDirectorGeneral.

TheBMTmeetsonamonthlybasis.

TheBMTalsohasstrategicplanningsessionstwiceayeartoreviewprogressmadewiththeimplementationoftheAnnualPerformancePlan(APP)oftheOfficeofthePremierandprepareforthenextfinancialyear.




RiskManagementCommittee


• DeputyDirectorsGeneral• ChiefFinancialOfficer• ChiefDirectorStrategyand

OperationalSupport• ChiefofStaff• DirectorRiskManagement• InternalAudit• Secretariat–DirectorateRisk

Management

Monthly TheRiskCommitteeischairedbytheDirectorGeneralmeetsonamonthlybasis.

Thecommitteeconsidersthethreeyearinternalauditoperationalplan,internalauditreportsandmanagementcommentsandtheimplementationthereof.Thecommitteealsooverseestheannualriskassessmentworkshopandtheimplementationofcontrolmeasurestomitigatethetop(10)strategicrisks.

2. ReportoncompliancetothePromotionofAccesstoInformationAct,2000 (Actno.2of2000)• TheOfficeofthePremierhasappointedtwoDeputyInformationOfficersasrequiredbySection17ofthePromotionofAccessto

InformationAct.OneoftheDeputyInformationOfficersintheOfficeofthePremierisamembertheSteeringCommitteeoftheGautengProvincialGovernmentDeputyInformationOfficersForum.

• TheOfficeofthePremiersubmittedareporttotheSouthAfricanHumanRightsCommissionasrequiredbySection32oftheAct.Thisreportdealswiththenumber,thetypeandhowtherequestsweredealtwith.Thereportindicateswhethertherequestswererefused,grantedorreferredtotherelevantPublicBody.

• TheSection14Manualwhichdealswiththefunctions,contactdetailsandindexofrecordsheldbytheOfficeofthePremierasrequiredbySection14oftheActwascompiledandsubmittedtotheDepartmentofJusticeandConstitutionalDevelopmentandwasgazetted.TheManualisavailableinfourofficiallanguages.TheOfficeofthePremierincludedalistofdocumentsintheSection14manualthatareautomaticallyavailablewithouthavingtoapplyforaccessandhowtoobtainaccessasrequiredintermsofsection15oftheAct.

• TwoPromotionofAccesstoInformationtrainingsessionsspecificallyforDeputyInformationOfficerswereconductedbytheOfficeofthePremierinconjunctionwiththeDepartmentofJusticeandConstitutionalDevelopmentduringthe2014/15financialyear.ThesetrainingsessionsdealtmainlywiththestatutoryobligationsandMPATcomplianceforthepublicbodies.

• TheOfficeofthePremierhasabudgetallocatedforpromotionofaccesstoinformationactivitieslocatedinthesubprogrammeStateLawAdvicewithintheChiefDirectorateStateLawAdvisoryServicesandtrainingwasconductedfortheDeputyInformationOfficersoftheGautengProvincialGovernmentDepartments.

3. RiskmanagementTheDepartmentsubscribestothePublicSectorRiskManagementFrameworkandStandardsandhasanapprovedRiskManagementPlan inplace togiveeffect to the implementationof theRiskFramework. To thisend theDepartmenthasa fully functionalRiskManagementCommitteethatischairedbytheDirectorGeneral.TheCommitteemeetsonaquarterlybasistoevaluatetheeffectivenessoftheriskmanagementprocess.AnindependentAuditCommitteefurtherstrengthensthisprocesswitheffectiveoversight.

AnInternalAuditUnitthatissituatedwithintheGautengDepartmentofFinanceandthathasdirectaccesstotheAccountingOfficerfurthersupportstheRiskandAuditCommittee.

An independent reviewof theriskmanagementprocessandframework throughtheMPATprocesshighlightedtheneedformorerobustdiscussionofriskissuesduringtheRiskCommitteemeetings.Inordertogiveeffecttothis,moretimewillbespentonRiskCommitteemeetings.



Duringtheyearunderreview,theDepartmentsubjecteditsnewfiveyearstrategicplantoariskassessment.Duringthisprocess,thefollowingriskswereidentified:-• CredibilityDeficit;• Out-datedineffectiveandirrelevantgovernmentsystems;• FraudandCorruption;• Inabilitytocontinuewithoperationsintheeventofadisaster;• Ineffectivemainstreaming of marginalised groups including woman, youth, military veterans, older persons and people with

disabilities;• Lackofcredibleandrealtimedataforverificationofprovincialperformance;• InternationalpartnershipsnotsupportingthestrategicobjectivesoftheGlobalCityRegion;• Theftorlossofassetsandinformation;• FragmentedplanningandpolicyacrosstheGlobalCityRegion;and• IneffectiveExecutiveCouncilandLegislativeProgrammes.

Mitigationplansweredevelopedandimplementedtodealwiththeidentifiedrisks.

TheDepartmentiscomfortablethattheriskmanagementframeworkiseffectiveinassistingittoachievethegoalsandobjectivesofthisAdministration.

4. FraudandcorruptionTheDepartmenthasanapprovedFraudPreventionPlanthatwasreviewedandupdatedduringtheyear.ImplementationofthePlantakesplaceonaquarterlybasis,anditsimplementationismonitoredandevaluatedbytheRiskandAuditCommittees.AWhistleBlowersPolicyisinplaceandregularawarenesssessionsdotakeplacetomakestaffawareofthefraudpreventionplanandhowtoreportsuspiciousactivities.

During the year, emphasiswas placed on financial control, and to this end, awareness sessionswere conductedwith regards tothetreasuryguidelinespertainingtofruitless,wastefulandunauthorisedexpenditure.EmployeeswerealsogiventrainingonthecorrectFinanceandSupplyChainManagementprocessesandhowtoavoidfallingpreytounscrupulouspractices.TheSupplyChainManagementprocesseswerealsostrengthenedwiththeintroductionofimprovedinternalcontrolsduringtheauthorisationphase.AWorkshopwasalsoconductedtohighlighttheroleandimportanceoftheInternalAuditfunction.

5. MinimisingconflictofinterestInordertominimiseconflictofinterest,alldesignatedemployees(SMSmembers)arerequiredtocompletethedisclosureoffinancialinterestformduringAprilannuallyfortheperiod01Aprilto31Marchoftheprecedingyearintermsofchapter3Regulations(C1-C4)ofthePublicServiceRegulations.SubsequentlythedisclosuresaresubmittedtotheExecutiveAuthority(Premier)forsignaturewhereinhehastonotethesubmissionoftheforms,andsigneachform.

Accordingtosection196(4)(a)and195(1)(f)oftheConstitutionoftheRepublicofSouthAfrica,thePublicServiceCommissionisvestedwiththepowertopromoteaccountabilitywithinthePublicService.ThePublicServiceCommissionhasaresponsibilitytoensurethat:• Ahighstandardofprofessionalethicsmustbepromotedandmaintained;• Servicesmustbeprovidedimpartially,fairly,equitablyandwithoutbias;and• PublicAdministrationmustbeaccountable.

Topromote the aboveprinciples thePublic ServiceCommission requires everydesignatedemployee todisclose to the relevantExecutingAuthorityonthee-DisclosuresystemasdeterminedforthispurposebytheCommission,particularsofallhis/herfinancialinterestsinrespectoftheperiod01Aprilofthepreviousyearto31Marchoftheyearinquestion.Theobjectiveforthedisclosureoffinancialinterestistopreventanyconflictofinterestinordertopromotejustandfairadministrativeactionsofofficialsinseniorpositions.TheExecutingAuthoritymustensurethatalldisclosuresoffinancialinterestfordesignatedemployeesarecapturedonthee-Disclosuresystemby30AprileveryyearandreleasedtothePublicServiceCommissionnotlaterthan31Mayofeachyear.

TheOOPhas63seniormanagersandtheyallsubmittedtheirdisclosureoffinancialinterestforms.

NoconflictofinteresthasbeenidentifiedintheOOP.



6. CodeofconductInordertogivepracticaleffecttotherelevantconstitutionalprovisionsrelatingtothepublicservice,allemployeesareexpectedtocomplywiththeCodeofConductandBusinessEthics.TheCodeofconductactasaguidelinetoemployeesastowhatisexpectedofthemfromanethicalpointofview,bothintheirindividualconductandintheirrelationshipwithothers(internalandexternal).CompliancewiththeCodeofconductcanbeexpectedtoenhanceprofessionalismandhelptoensureethicalbehaviourofemployeesinthepublicservice.Theneedexiststoprovidedirectiontoemployeeswithregardtotheirrelationshipwiththelegislature,politicalandexecutiveofficebearers,otheremployeesandthepublicandto indicate thespirit inwhichemployeesshouldperformtheirduties,whatshouldbedonetoavoidconflictsofinterestsandwhatisexpectedofthemintermsoftheirpersonalconductinpublicandprivatelife.

AlthoughtheCodehasbeendraftedtobeascomprehensiveaspossible,itisnotanexhaustivesetofrulesregulatingstandardsofconduct.However,HeadsofDepartment,byvirtueoftheirresponsibility,intermsofSection7(3)(b)ofthePublicServiceAct(“theAct”),fortheefficientmanagementandadministrationoftheirdepartmentsandthemaintenanceofdiscipline,are,interalia,underadutytoensurethattheconductoftheiremployeesconformstothebasicvaluesandprinciplesgoverningpublicadministrationand thenormsand standardsprescribedby theAct.HeadsofDepartment should alsoensure that their staff is acquaintedwiththesemeasures,andthattheyacceptandabidebythem.TheprimarypurposeoftheCodeisapositiveonetopromoteexemplaryconduct.Notwithstandingthis,anemployeeshallbeguiltyofmisconduct,andmaybedealtwith inaccordancewiththerelevantcollectiveagreement,asoutlinedinthePublicServiceCoordinatingBargainingCouncil(PSCBC)ResolutionNo.2of1999,ifsheorhecontravenesanyprovisionoftheCodeorfailstocomplywithanyprovisionthereof.

AwarenessofCodeofConduct• Awarenessisconductedthroughinduction.• Apolicyonofficeruleshasbeenapprovedandworkshoppedtoallstaffmemberswhichismainlybasedonthecodeofgood

conduct.• Ethicaldecisionmakingcoursewasalsorolledouttoallseniormanagerstoassistthemtomakeethicaldecisions.• Allstaffmembersareissuedoutwithacopyofthecodeofconductandtheyaremadetosignforit.

Fortheperiodunderreview,notransgressionoftheCodeofConductoccurred.

7. HealthsafetyandenvironmentalissuesTheDirectorGeneralapprovedtheOfficeofthePremier’sOccupationalHealthandSafetyPolicyin2013.ThepurposeistoensuretheimplementationofOccupationalHealthandSafetyAct,Act85of1983anditsregulations,standardsandcodesofpracticeforoccupationalhealthandsafetyasapplicablefortheOfficeofthePremierandalsotopromotethehighestpracticablestandardofoccupationalhealthandsafetywithintheOffice.

ThefirstgroupofrepresentativesattendedSHEReptraininginDecember2014.WeareawaitingthenexttrainingdatefromGDFfor the other group to attend. All personnelwithin the Security and RiskManagement ServicesDirectorate have undergone theFirstAidandFireFightingcourseshenceallarewellgearedtoattendtoallsafetyrelatedandemergencysituations.Firstaid,fire,evacuationanddeputyevacuationmarshalshavebeenappointedforeveryfloor.DuetothecurrentrestructuringtakingplacewithintheOffice,thecurrentlistneedstobeupdatedinlinewiththenewstructure.Allsecuritypersonnelarebeingassignedtodealwithallemergencysituationswithintheofficewhilststillawaitingtherestructuringandofficeplanprocesstocomplete.

TwoassemblypointshavebeenidentifiedfortheOffice.OnepointisontheNorthernsideandtheotherontheSouthernsideofthebuilding.

TheOoPControlRoomservesasthenervecentreforcommunicationandreportingofallsecurity,safetyandemergencysituationswithinGPGheadquarterbuildings. The security systems (panicbutton,fire alarm, two-way radios and speeddials) inmostGPGheadquarterbuildingsarelinkedtotheControlRoomforimmediateresponsetoallreportedincidents.TheSecurityControlRoomisoperating24hoursaday7daysaweekandattendstoalldetectedandreportedincidentswithintheOffice.TheControlRoomactivatestheemergencyservicessuchastheambulance,firebrigade,SAPSandotherservicesasandwhenaneedarise.Securitypersonnelconductdailyrandominspectionstoidentifyhazardsandanyunusualsituationsthatneedattention.Remedialactionistakenbysecurityasandwhennecessary.



8. InternalcontrolunitTheDepartmenthasanapproved3yearrollinginternalauditplanthatisbasedontheriskassessment.Forthefinancialyearatotalof12auditswerescheduledtotakeplaceasfollows:-• SecurityManagement• Reviewofthedraftfinancialstatements• RiskManagement• CorporateGovernance• AssetManagement• ManagementPerformanceAssessmentTool• Verificationofkeycontrols• Follow-upauditsonsignificantfindings• AuditofperformanceInformation• Reviewofthedraftannualperformanceplan• GeneralITControls

Thescheduledauditswereallcompleted.IngeneraltheauditsfoundthattheDepartmentsinternalcontrolenvironmentiseffective.However,theauditsstillresultedin22findingsbeingraisedbytheauditors.ThesefindingsrelatedtogeneralITcontrols,performanceinformation, securitymanagement, assets and corporate governance. These areas were targeted for intervention and improvedcontrolswereorareintheprocessofbeingimplemented.Fromthefindingsraisedbytheauditors,theDepartmentimplemented57%oftherecommendations,while43%oftherecommendationsarestillintheprocessofbeingimplemented.

TheDepartmentthroughitsownassessmentidentifiedweaknessesinrelationtotheinternalpolicydevelopmentprocess.Asaresultthisareawillreceivefocusedattentionduringthe2015/16financialyear.

9. ReportoftheAuditCommittee–Cluster02Wearepleasedtopresentourreportforthefinancialyearended31March2015.

Audit Committee and attendanceTheAuditCommitteeconsistsoftheexternalMemberslistedhereunderandisrequiredtomeetaminimumofatleasttwotimesperannumasperprovisionsofthePublicFinanceManagementAct,1999(ActNumber1of1999)(PFMA).IntermsoftheapprovedTermsofReference(GPGAuditCommitteeCharter),sixmeetingswereheldduringthecurrentyear, i.e. fourmeetingstoconsiderthe Quarterly Performance Reporting (financial and non-financial) and twomeetings to review and discuss the Annual FinancialStatementsandtheAuditor-GeneralofSouthAfrica’s(AGSA)AuditandManagementReports.

Non-Executivemembers

Nameofmember NumberofmeetingsattendedMr.JapieduPlessis(Chairperson) 06Ms.TshidiMolala 05(Appointed1October2014)Mr.SiphileButhelezi 04(Appointed1October2014)Ms.MaemiliRamataboe(Member) 01(Contractended30September2014)Ms.HalimaNazeer(Member) 01(Contractended30September2014)



Executivemembers

IntermsoftheGPGAuditCommitteeCharter,officialslistedhereunderareobligedtoattendthemeetingsoftheAuditCommittee:

Compulsoryattendees NumberofmeetingsattendedMs.Margaret-AnnDiedricks(AccountingOfficer) 01(Resigned30September2014)Ms.PhindileBaleni(AccountingOfficer) 03(Appointed1March2015)Mr.SifisoMkhize(ChiefFinancialOfficer) 04Mr.ChrisduPreez(ChiefRiskOfficer) 06

TheAuditCommitteenotedthattheAccountingOfficerdidnotattendallsixscheduledAuditCommitteemeetings.However,aletterofapologywastenderedwithadulyauthorisedrepresentativeattendingonherbehalf.Therefore,theAuditCommitteeissatisfiedthattheOoPadheredtotheprovisionsoftheGPGAuditCommitteeCharterinrelationtoensuringthatthereisproperrepresentationfortheAccountingOfficer.

TheCommitteeherebyalsoconfirmsthattheAuditCommitteemetwiththeSeniorManagementoftheOoP,InternalAuditandtheAGSA,individuallyandcollectivelytoaddressrisksandchallengesfacingtheOoP.Anumberofin-committeemeetingswereheldtoaddresscontrolweaknessesanddeviationswithintheOoP.

Audit Committee responsibilityTheAuditCommittee reports that ithascompliedwith its responsibilitiesarising fromsection38(1)(a)of thePFMAandTreasuryRegulation3.1.13.TheAuditCommitteealsoreportsthatithasadoptedappropriateformaltermsofreferenceasitsAuditCommitteeCharter,hasregulateditsaffairsincompliancewiththisCharterandhasdischargedallitsresponsibilitiesascontainedtherein.

TheeffectivenessofinternalcontrolandInformationandCommunicationTechnology(ICT)Governance.

TheAuditCommitteehasobservedthattheoverallcontrolenvironmentoftheOoPhascontinuedtoimproveduringtheyearunderreview.TheOoPachievedacleanauditforthreeconsecutiveyears.

TheAuditCommitteealsoreviewedtheprogresswithrespecttotheICTGovernanceinlinewiththeICTFrameworkissuedbytheDepartmentofPublicServicesandAdministration. Although therewassignificantprogresson the ICT internalcontrol, theAuditCommittee isof theopinion thatmoreattentionmustbeallocated to the implementationof theDisasterRecoveryPlanand theBusinessContinuityPlan.ThiscontinuedtobeahighriskfortheOoP.

TheOoPdidimplementtherecommendationsmadebytheAuditCommittee.

Internal Audit Internal was effective during the financial year. The Audit Committee is satisfied that the Internal Audit Plan represents a clearalignmentwiththekeyrisks,hasadequateinformationsystemscoverage,andagoodbalanceacrossthedifferentcategoriesofaudits,i.e.risk-based,mandatory,performance,computerandfollow-upaudits.

TheAuditCommitteehasnotedconsiderableimprovementinthecommunicationbetweentheExecutiveManagement,theAGSAandtheInternalAuditFunction,whichhasstrengthenedtheCorporateGovernanceinitiativeswithintheOoP.

TheAuditCommitteewishestostressthatinorderfortheInternalAuditFunctiontooperateatoptimallevelasexpectedbytheAuditCommittee,theshortageinhumanresourcesandskillsshouldbeaddressed.

Risk ManagementProgressonthedepartmentalriskmanagementwasreportedtotheAuditCommitteeonaquarterlybasis.TheAuditCommitteeissatisfiedthattheactualmanagementofriskisundercontrol.ManagementshouldtakefullresponsibilityfortheentireEnterpriseRiskManagementprocessandcontinuetosupporttheChiefRiskOfficertoevenfurtherenhancetheperformanceoftheOoP.ForensicInvestigations

NoforensicinvestigationswererequestedfortheOoPduringthefinancialyearunderreview.



ThequalityofquarterlyreportssubmittedintermsofthePFMAandtheDivisionofRevenueAct.

TheAuditCommitteeissatisfiedwiththecontentandqualityoffinancialandnon-financialquarterlyreportspreparedandsubmittedbytheAccountingOfficeroftheOoPduringtheyearunderreviewandconfirmsthatthereportswereincompliancewiththestatutoryreportingframework.

Evaluation of the Annual Financial StatementsTheAuditCommitteehas:• ReviewedanddiscussedtheauditedAnnualFinancialStatementstobeincludedintheAnnualReportwiththeAGSAandthe

AccountingOfficer;• ReviewedtheAuditReportoftheAGSA;• ReviewedtheAGSA’sManagementReportandManagement’sresponsethereto;• ReviewedtheOoP’scompliancewithlegalandregulatoryprovisions;and• Reviewedsignificantadjustmentsresultingfromtheaudit.

TheAuditCommitteeconcurswithandacceptstheAGSA’sconclusionsontheAnnualFinancialStatementsandisoftheopinionthattheauditedAnnualFinancialStatementsbeacceptedandreadtogetherwiththereportoftheAGSA.

One-on-One meetings with the Accounting OfficerTheAuditCommitteehasmetwiththeAccountingOfficerfortheOoPtoaddressunresolvedissues.

One-on-One meetings with the Executive AuthorityTheAuditCommitteehasmetwiththePremierofGautengtoapprisehimontheperformanceoftheOoP.

Auditor-General of South AfricaTheAuditCommitteehasmetwiththeAGSAtoensurethattherearenounresolvedissues.

JapieduPlessisChairpersonoftheAuditCommitteeDate:31July2015



Section D Human Resource Management



1.LegislationthatgovernHRManagementTheemployeesintheOfficeofthePremierareappointedintermsofthePublicServiceAct,1999asamended,readinconjunctionwiththePublicServiceRegulations,2001asamended.Thestrategicandoperationalfunctioningofhumanresourcesisgovernedbyatleastthefollowingpiecesoflegislation;• BasicConditionsofEmploymentAct,1997• EmploymentEquityAct,1998• LabourRelationsAct,1995,asamended• OccupationalHealthandSafetyAct,1993• PromotionofAccesstoInformationAct,2000• PromotionofEqualityandPreventionofUnfairdiscriminationAct,2000• SkillsDevelopmentAct,1998• SouthAfricanQualificationsAuthorityAct,1995• WhitePaperonHumanResources• WhitePaperonTransformingPublicServiceDelivery(BathoPeleWhitePaper)

2.IntroductionThehumanresourcesdirectoratecomprisesofthefollowingsubunits:• EmployeeHealthandWellness;• EmploymentPractices;• HumanResourcesAdministration;• LabourRelations;and• SkillsDevelopment.

Theprimaryaimofthedirectorateistoprovideefficientandeffectivecorporatesupportthroughproactivetargetedneeds-basedhumanresourceservices.Whilsttheyearhasnotablesuccesses,humanresourcesstillneedtofulfilandbeacceptedasastrategicpartnertoensureeffectivebusinessoperations.Intheyearunderreviewthefocuswastoimproveservicedeliverytoourclients,themanagementandstaffoftheOoP.ThevacancyrateintheOoPhasbeenreducedandtheturnoverrateisstable.Theeffortstoimproveservicedeliverywillcontinueinthenewfinancialyearandbeyond.

Thefollowingnotablesuccesseswererealisedintheyearunderreview:• RegularstaffengagementsbetweenstaffandtheDirectorGeneral;• Soundemployeerelationswiththeaimofeliminatingdisputes,grievancesanddisciplinaryhearings;• ThereviewofthedelegationofauthorityinlinewiththenewdirectivesbytheDepartmentofPublicServicesand

Administration;• Approvedretentionstrategy;• FinalisationofStandardOperatingProcedures;• FinalisationoftheHumanresourcesPlanandimplementationframework;• Employeehealthandwellnesssupporttoemployeestoensuremaximumproductivityandreductioninoverextended

absenteeism;and• Timelysubmissionofstatutoryreports.

3.HumanResourceoversightstatisticsInlinewiththePublicServiceRegulations,2001asamended,Chapter1,PartIII(J3),theoversightstatisticsoutlinedbelowincludesinformationonplanning,organisation,jobevaluation,skillsdevelopment,performancemanagementandrecruitmentamongothers.

3.1. Personnel related expenditureThefollowingtablessummarisesthefinalauditedpersonnelrelatedexpenditurebyprogrammeandbysalarybands.Inparticular,itprovidesanindicationofthefollowing:• amountspentonpersonnel• amountspentonsalaries,overtime,homeowner’sallowancesandmedicalaid.



Table3.1.1Personnelexpenditurebyprogramme

Programme TotalExpenditure(R’000)

PersonnelExpenditure

(R’000)

TrainingExpenditure

(R’000)

ProfessionalandSpecialServicesExpenditure

(R’000)

PersonnelExpenditureasa%oftotalexpenditure

Averagepersonnelcostperemployee

(R’000)

GRO:Administration 90388 50746 0 0 56.1 178

GRO:InstitutionalDevelopment 126912 55661 0 0 43.8 202

GRO:Policy&Governance 86478 41502 0 0 47.9 151

TOTAL 303 778 147 909 0 0 48.3 531

Table3.1.2Personnelcostsbysalaryband

Salaryband PersonnelExpenditure(R’000)

%oftotalpersonnelcost

No.ofemployees Averagepersonnelcostperemployee

(R’000)

Lowerskilled(Levels1-2) 0 0 0 0

Skilled(Level3-5) 6718 4.9 39 172256

Highlyskilledproduction(Levels6-8) 24874 18.3 91 273341

Highlyskilledsupervision(Levels9-12) 40517 29.8 81 500210

SeniorandTopmanagement(Levels13-16) 40802 30 46 887000

Contract(Levels1-2) 0 0 0 0

Contract(Levels3-5) 46 0 1 46000

Contract(Levels6-8) 530 0.4 3 176667

Contract(Levels9-12) 834 0.6 1 834000

Contract(Levels13-16) 13627 10 13 1048231

PeriodicalRemuneration 0 0 0 0

AbnormalAppointment 7 785 5.7 246 31 646

TOTAL 135 733 99.8 521 260 524

Table3.1.3Salaries,Overtime,HomeOwnersAllowanceandMedicalAidbyprogramme

Programme Salaries Overtime HomeOwnersAllowance MedicalAid

Amount(R’000

Salariesas a % of personnelcosts

Amount(R’000)

Overtimeas a % of personnelcosts

Amount(R’000)

HOA as a % ofpersonnel

costs

Amount(R’000)

Medicalaidas a % of personnelcosts

Executiveoffice 9380 84.9 0 0 41 0.4 114 1

GRO:Administration 1436 80.4 0 0 22 1.2 70 3.9

GRO:Policy&Governance 7274 79.3 0 0 108 1.2 250 2.7

HRauxcure 1578 99.2 0 0 0 0 0 0

Pr1:Administration7/8 25347 76.7 48 0.1 970 2.9 1 322 4

Pr2:InstitutionalDevelop7/8 42814 78.9 319 0.6 1 532 2.8 1557 2.9

Pr3:PolicyGovernance7/8 21319 84.7 0 0 392 1.6 443 1.8

Secriskmancur 0 0 0 0 0 0 0 0

StatHRcur 0 0 0 0 0 0 0 0

TOTAL 109 148 80.2 36 0.3 3 065 2.3 3 756 2.8

Table3.1.4Salaries,Overtime,HomeOwnersAllowanceandMedicalAidbysalaryband

SalaryBands Salaries Overtime HomeOwnersAllowance MedicalAid

Amount(R’000

Salariesas a % of personnelcosts

Amount(R’000)

Overtimeas a % of personnelcosts

Amount(R’000)

HOA as a % ofpersonnel

costs

Amount(R’000)

Medicalaidas a % of personnelcosts

Skilled(Level1-2) 0 0 0 0 0 0 0 0

Skilled(Level3-5) 4404 65.6 11 0.2 383 5.7 710 10.6

Highlyskilledproduction(Levels6-8) 17984 72.2 171 0.7 861 3.5 1 445 5.8

Highlyskilledsupervision(Levels9-12 31388 77.3 185 0.5 750 1.8 1017 2.5

Seniormanagement(Level13-16) 34056 83.2 0 0 938 2.3 529 1.3

Contract(Levels1-2) 0 0 0 0 0 0 0 0

Contract(Levels3-5) 38 82.6 0 0 0 0 3 6.5

Contract(Levels6-8) 431 81.3 0 0 8 1.5 19 3.6

Contract(Levels9-12) 625 74.4 0 0 0 0 4 0.5

Contract(Levels13-16) 12 455 91.2 0 0 124 0.9 30 0.2

AbnormalAppointment 7768 99.7 0 0 0 0 0 0

TOTAL 109 149 80.2 367 0.3 3 064 2.3 3 757 2.8



3.2. Employment and VacanciesThetablesinthissectionsummarisethepositionwithregardtoemploymentandvacancies.

Thefollowingtablessummarisethenumberofpostsontheestablishment,thenumberofemployees,thevacancyrate,andwhetherthereareanystaffthatareadditionaltotheestablishment. Thisinformationispresentedintermsofthreekeyvariables:• programme• salaryband• criticaloccupations

Departmentshaveidentifiedcriticaloccupationsthatneedtobemonitored.Intermsofcurrentregulations,itispossibletocreateapostontheestablishmentthatcanbeoccupiedbymorethanoneemployee.Therefore,thevacancyratereflectsthepercentageofpoststhatarenotfilled.

Table3.2.1Employmentandvacanciesbyprogramme

Programme Numberofpostsonapprovedestablishment

Numberofpostsfilled VacancyRate Numberofemployeesadditionaltotheestablishment

Executiveoffice,Permanent 14 14 0 1

GRO:Administration,Permanent 4 4 0 0

GRO:Policy&Governance,Permanent 19 17 10.5 0

Pr1:Administration7/8,Permanent 101 86 14.9 0

Pr2:InstitutionalDevelop7/8,Permanent 141 112 20.6 0

Pr3:PolicyGovernance7/8,Permanent 46 42 8.7 0

TOTAL 325 275 15.4 1

Table3.2.2Employmentandvacanciesbysalaryband

Salaryband Numberofpostsonapprovedestablishment


Lowerskilled(1-2) 2 2 0 0

Skilled(3-5) 40 39 2.5 0

Highlyskilledproduction(6-8) 112 91 18.8 0

Highlyskilledsupervision(Levels9-12) 103 80 22.3 0

Seniormanagement(Levels13-16) 50 45 10 0

Contract(Levels3-5),Permanent 1 1 0 0




TOTAL 325 275 15.4 1

Table3.2.3Employmentandvacanciesbycriticaloccupations

Criticaloccupation Numberofpostsonapprovedestablishment


Administrativerelated,Permanent 51 40 21.6 0

Clientinformclerks(switchboardreceptionistinformclerks),Permanent 3 3 0 0

Communicationandinformationrelated,Permanent 23 22 4.3 0

Economist,Permanent 1 1 0 0

Financeandeconomicsrelated,Permanent 10 10 0 0

Financialandrelatedprofessionals,Permanent 8 7 12.5 0

Financialclerksandcreditcontrollers,Permanent 1 1 0 0

Foodservicesaidsandwaiters,Permanent 3 3 0 0

Generallegaladministration&rel.professionals,Permanent 1 1 0 0

HeadofDepartment/ChiefExecutiveOfficer,Permanent 3 3 0 0



Criticaloccupation Numberofpostsonapprovedestablishment


Healthsciencesrelated,Permanent 1 1 0 0

HumanResources&organisationaldevelopment&relateprof,Permanent 14 10 28.6 0

Humanresourcesclerks,Permanent 17 17 0 0

HumanResourcesrelated,Permanent 10 3 70 0

Languagepractitionersinterpreters&othercommun,Permanent 9 8 11.1 0

Legalrelated,Permanent 5 4 20 0

Librarymailandrelatedclerks,Permanent 7 7 0 0

Logisticalsupportpersonnel,Permanent 11 8 27.3 1

Material-recordingandtransportclerks,Permanent 4 3 25 0

Messengersportersanddeliverers,Permanent 7 7 0 0

Otheradministrat&relatedclerksandorganisers,Permanent 4 3 25 0

Otheradministrativepolicyandrelatedofficers,Permanent 6 5 16.7 0

Otherinformationtechnologypersonnel.,Permanent 3 3 0 0

Otheroccupations,Permanent 7 7 0 0

Professionalnurse,Permanent 1 1 0 0

Riskmanagementandsecurityservices,Permanent 2 2 0 0

Secretaries&otherkeyboardoperatingclerks,Permanent

42 30 28.6 0

Securityofficers,Permanent 22 21 4.5 0

Seniormanagers,Permanent 48 43 10.4 0

Socialworkandrelatedprofessionals,Permanent 1 1 0 0

TOTAL 325 275 15.4 1

3.3. Job EvaluationThefollowingtablesummarisesthenumberofjobsthatwereevaluatedduringtheyearunderreview.Thetablealsoprovidesstatisticsonthenumberofpoststhatwereupgradedordowngraded.

Table3.3.1JobEvaluationbySalaryband

Salaryband Numberofpostsonapproved establishment

NumberofJobsEvaluated

%ofpostsevaluatedbysalarybands

PostsUpgraded Postsdowngraded

Number %ofpostsevaluated

Number %ofpostsevaluated

LowerSkilled(Levels1-2) 2 1 50 0 0 0 0

Skilled(Levels3-5) 40 0 0 0 0 0 0

Highlyskilledproduction(Levels6-8) 112 0 0 0 0 0 0

Highlyskilledsupervision(Levels9-12) 103 50 48.5 0 0 0 0

SeniorManagementServiceBandA 30 0 0 0 0 0 0

SeniorManagementServiceBandB 13 0 0 0 0 0 0

SeniorManagementServiceBandC 5 0 0 0 0 0 0

SeniorManagementServiceBandD 2 0 0 0 0 0 0

Contract(Levels1-2) 0 0 0 0 0 0 0



Contract(Levels9-12) 1 1 100 0 0 0 0

Contract(BandA) 9 2 22.2 0 0 0 0

Contract(BandB) 1 0 0 0 0 0 0

Contract(BandC) 0 0 0 0 0 0 0

Contract(BandD) 3 0 0 0 0 0 0

TOTAL 325 54 16.6 0 0 0 0



Thefollowingtableprovidesasummaryofthenumberofemployeeswhosepositionswereupgradedduetotheirpostbeingre-evaluated. Thenumberofemployeesmightdiffer from thenumberofpostsupgradedsincenotallemployeesareautomaticallyabsorbedintothenewpostsandsomeofthepostsupgradedcouldalsobevacant.

Table3.3.2Profileofemployeeswhosepositionswereupgradedduetotheirpostsbeingupgraded

Beneficiary African Asian Coloured White Total

Female 0 0 0 0 0

Male 0 0 0 0 0

TOTAL 0 0 0 0 0

Employeeswithadisability 0

Thefollowingtablesummarisesthenumberofcaseswhereremunerationbandsexceededthegradedeterminedbyjobevaluation.Reasonsforthedeviationareprovidedineachcase.

Table3.3.3Employeeswithsalarylevelshigherthanthosedeterminedbyjobevaluationbyoccupation

Occupation Numberofemployees Jobevaluationlevel Remunerationlevel Reasonfordeviation

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

Percentageoftotalemployed

Thefollowingtablesummarisesthebeneficiariesoftheaboveintermsofrace,gender,anddisability.

Table3.3.4Profileofemployeeswhohavesalarylevelshigherthanthosedeterminedbyjobevaluation

Beneficiary African Asian Coloured White Total

Female 0 0 0 0 0

Male 0 0 0 0 0

TOTAL 0 0 0 0 0

Employeeswithadisability 0 0 0 0 0

TotalNumberofEmployeeswhoseremunerationexceededthegradedeterminedbyjobevaluationin2014/15 0

3.4. Employment ChangesThissectionprovidesinformationonchangesinemploymentoverthefinancialyear.Turnoverratesprovideanindicationoftrendsintheemploymentprofileofthedepartment.

Thefollowingtablesprovideasummaryofturnoverratesbysalarybandandcriticaloccupations.

Table3.4.1Annualturnoverratesbysalaryband

SalaryBand Numberofemployeesat

beginningofperiod-April2014

Appointmentsandtransfersintothe

department

Terminationsandtransfersoutofthe

department

Turnoverrate

Lowerskilled(Levels1-2) 0 0 0 0

Skilled(Levels3-5) 38 3 1 2.6

Highlyskilledproduction(Levels6-8) 77 6 2 2.6

Highlyskilledsupervision(Levels9-12) 72 11 4 5.6

SeniorManagementServiceBandsA 23 3 0 0

SeniorManagementServiceBandsB 9 0 0 0

SeniorManagementServiceBandsC 5 0 0 0

SeniorManagementServiceBandsD 1 1 0 0

Contracts 19 12 11 57.9

Total 244 36 18 7.4



Table3.4.2Annualturnoverratesbycriticaloccupation

CriticalOccupation Numberofemployeesat

beginningofperiod-April2014

Appointmentsandtransfersintothe

department

Terminationsandtransfersoutofthe

department

Turnoverrate

Administrativerelated,Permanent 32 8 4 12.5

Cleanersinofficesworkshopshospitalsetc.,Permanent 1 0 1 100

Clientinformclerks(switchboardreceptioninformclerks),Permanent 3 0 0 0

Communicationandinformationrelated,Permanent 18 4 1 5.6

Economists,Permanent 1 0 0 0

Financeandeconomicsrelated,Permanent 9 1 0 0

Financialandrelatedprofessionals,Permanent 6 0 0 0

Foodservicesaidsandwaiters,Permanent 4 0 1 25

Generallegaladministration&rel.professionals,Permanent 1 0 1 100

HeadofDepartment/ChiefExecutiveOfficer,Permanent 3 1 1 33.3

Healthsciencesrelated,Permanent 1 0 0 0

Humanresources&organisationaldevelopment&relateprof,Permanent 9 0 0 0

Humanresourcesclerks,Permanent 16 0 0 0

Humanresourcesrelated,Permanent 3 0 0 0

Languagepractitionersinterpreters&othercommun,Permanent 9 0 1 11.1

Legalrelated,Permanent 1 1 0 0

Librarymailandrelatedclerks,Permanent 7 0 0 0

Logisticalsupportpersonnel,Permanent 8 1 0 0

Material-recordingandtransportclerks,Permanent 3 1 1 33.3

Messengersportersanddeliverers,Permanent 6 2 0 0

Otheradministrat&relatedclerksandorganisers,Permanent 3 0 0 0

Otheradministrativepolicyandrelatedofficers,Permanent 5 1 0 0

Otherinformationtechnologypersonnel.,Permanent 3 1 1 33.3

Otheroccupations,Permanent 8 1 1 12.5

Professionalnurse,Permanent 1 0 0 0

Riskmanagementandsecurityservices,Permanent 1 0 0 0

Secretaries&otherkeyboardoperatingclerks,Permanent 26 4 1 3.8

Securityofficers,Permanent 20 2 0 0

Seniormanagers,Permanent 36 8 4 11.1

TOTAL 244 36 18 7.4

Thetablebelowidentifiesthemajorreasonswhystaffleftthedepartment.

Table3.4.3Reasonswhystaffleftthedepartment

TerminationType Number %ofTotalResignations

Death 0 0

Resignation 7 21.9

Expiryofcontract 10 31.3

Dismissal–operationalchanges 0 0

Dismissal–misconduct 0 0

Dismissal–inefficiency 0 0

Dischargedduetoill-health 0 0

Retirement 1 3

Other 0 0

TOTAL 18 100

Totalnumberofemployeeswholeftasa%oftotalemployment 18 7.4

Table3.4.4Promotionsbycriticaloccupation

Occupation Employees1April2014

Promotionstoanothersalarylevel

Salarylevelpromotionsasa%ofemployeesby

occupation

Progressionstoanothernotchwithin

asalarylevel

Notchprogressionasa%ofemployeesby

occupation

Administrativerelated 32 6 18.8 15 46.9

Cleanersinofficesworkshopshospitalsetc. 1 0 0 0 0

Clientinformclerks(switchboardreceptionistinformationclerks) 3 0 0 3 100

Communicationandinformationrelated 18 0 0 14 77.8



Occupation Employees1April2014

Promotionstoanothersalarylevel

Salarylevelpromotionsasa%ofemployeesby

occupation


asalarylevel

Notchprogressionasa%ofemployeesby

occupation

Economist 1 0 0 0 0

Financeandeconomicsrelated 9 0 0 5 55.6

Financialandrelatedprofessionals 6 1 16.7 6 100

Foodservicesaidsandwaiters 4 0 0 3 75

Generallegaladministration&rel.professionals 1 1 100 0 0

HeadofDepartment/ChiefExecutiveOfficer 3 0 0 2 66.7

Healthsciencesrelated 1 0 0 1 100

Humanresources&OrganisationDevelopment&relatedproffessionals 9 2 22.2 5 55.6

Humanresourcesclerks 16 0 0 14 87.5

Humanresourcesrelated 3 1 33.3 3 100

Languagepractitionersinterpreters&othercommunicators 9 0 0 6 66.7

Legalrelated 1 2 200 1 100

Librarymailandrelatedclerks 7 0 0 6 85.7

Logisticalsupportpersonnel 8 0 0 4 50

Material-recordingandtransportclerks 3 0 0 2 66.7

Messengersportersanddeliverers 6 0 0 5 83.3

Otheradministrat&relatedclerksandorganisers 3 0 0 3 100

Otheradministrativepolicyandrelatedofficers 5 0 0 3 60

Otherinformationtechnologypersonnel. 3 0 0 2 66.7

Otheroccupations 8 1 12.5 5 62.5

Professionalnurse 1 0 0 1 100

Riskmanagementandsecurityservices 1 1 100 1 100

Secretaries&otherkeyboardoperatingclerks 26 2 7.7 18 69.2

Securityofficers 20 0 0 20 100

Seniormanagers 36 3 8.3 15 41.7

TOTAL 244 20 8.2 163 66.8

Table3.4.5Promotionsbysalaryband

SalaryBand Employees1April2014

PromotionstoanothersalaryLevel

Salarybandspromotionsasa%ofemployeesbysalary

Level


asalaryLevel

Notchprogressionasa % of

employeesbysalarybands

Lowerskilled(Levels1-2)

Skilled(Levels3-5) 38 0 0 35 92.1

Highlyskilledproduction(Levels6-8) 77 7 9.1 60 77.9

Highlyskilledsupervision(Levels9-12) 72 8 11.1 46 63.9

SeniorManagement(Level13-16) 38 4 10.5 20 52.6

ContractEmployees 19 1 7.7 2 10.5

TOTAL 244 20 8.2 163 66.8

3.5. Employment Equity

Table3.5.1Totalnumberofemployees(includingemployeeswithdisabilities)ineachofthefollowingoccupationalcategoriesasat31March2015

Occupationalcategory Male Female Total

African Coloured Indian White African Coloured Indian White

Legislators,seniorofficialsandmanagers 19 1 4 2 12 2 3 3 46

Professionals 22 1 1 2 41 2 1 1 71

Techniciansandassociateprofessionals 19 0 2 2 24 2 1 3 53

Clerks 11 0 0 0 43 3 4 3 64

Serviceandsalesworkers 15 0 0 0 7 0 0 1 23

Elementaryoccupations 7 0 0 0 9 0 0 0 16

Other,Permanent 0 0 0 0 2 0 0 0 2

TOTAL 93 2 7 6 138 9 9 11 275

Employeeswithdisabilities 0 0 2 1 4 1 0 0 8



Table3.5.2Totalnumberofemployees(includingemployeeswithdisabilities)ineachofthefollowingoccupationalbandson31March2015

OccupationalBand Male Female

African Coloured Indian White African Coloured Indian White Total

TopManagement(Levels15-16) 5 0 0 0 0 1 0 1 7

SeniorManagement(Levels13-14) 16 1 4 2 9 1 3 2 38

Professionallyqualifiedandexperiencedspecialistsandmid-management

25 1 2 2 43 3 1 3 80

Skilledtechnicalandacademicallyqualifiedworkers,juniormanagement,supervisors,foremanandsuperintendents 20 0 0 0 57 4 5 5 91

Semi-skilledanddiscretionarydecisionmaking 20 0 0 0 19 0 0 0 39

Unskilledanddefineddecisionmaking 0 0 0 0 2 0 0 0 2

ContractEmployees 7 0 1 2 8 0 0 0 18

TOTAL 93 2 7 6 138 9 9 11 275

Table3.5.3Recruitment



TopManagement 1 0 0 0 0 0 0 0 1

SeniorManagement 3 0 0 0 0 0 0 0 3

Professionallyqualifiedandexperiencedspecialistsandmid-management 7 0 0 0 4 0 0 0 11

Skilledtechnicalandacademicallyqualifiedworkers,juniormanagement,supervisors,foremanandsuperintendents 0 0 0 0 6 0 0 0 6


ContractEmployees 6 0 0 0 6 0 0 0 12

Total 20 0 0 0 16 0 0 0 36


Table3.5.4Promotions






14 1 1 2 29 3 1 3 54

Skilledtechnicalandacademicallyqualifiedworkers,juniormanagement,supervisors,foremanandsuperintendents

20 0 0 0 37 3 3 4 67


ContractEmployee 1 0 1 0 1 0 0 0 3

TOTAL 60 1 6 3 91 6 6 10 183


Table3.5.5Terminations






2 0 0 1 1 0 0 0 4

Skilledtechnicalandacademicallyqualifiedworkers,juniormanagement,supervisors,foremanandsuperintendents

1 0 0 0 1 0 0 0 2


Contract 7 0 0 0 2 2 0 0 11

TOTAL 11 0 0 1 4 2 0 0 18

EmployeeswithDisabilities 0 0 0 0 0 0 0 0 0



Table3.5.6Disciplinaryaction

Disciplinaryaction Male Female


Dismissal 0 0 0 0 0 0 0 0 0

Table3.5.7Skillsdevelopment

OccupationalCategory Gender Numberofemployeesasat1April2012

Trainingneedsidentifiedatstartofthereportingperiod

Learnerships SkillsProgrammes&othershortcourses

Otherformsoftraining

Total

Legislators,seniorofficialsandmanagers Female 12 - SeniorManagementDevelopmentprogrammes

ProjectKhaeduandbursaries

12

Male 9 - SeniorManagementDevelopmentprogrammes

ProjectKhaeduandbursaries

9

Professionals Female 28 - MonitoringandEvaluation,SocialMedia,Strategicthinking

BursariesandInduction

28

Male 16 - MonitoringandEvaluation,SocialMedia,GraphicDesign


16

Techniciansandassociateprofessionals Female 10 - Creativewriting,policydevelopment,Litigationskills


10

Male 9 - Creativewriting,policydevelopment,Litigationskills


9

Clerks Female 28 HR,FinancialManagement

Projectmanagement,Eventsmanagement,FoundationManagementDevelopmentprogramme


28

Male 5 HR,FinancialManagement

Projectmanagement,Eventsmanagement,FoundationManagementDevelopmentprogramme


5

Serviceandsalesworkers Female 5 - Computercourses BursariesandInduction

5

Male 5 - Computercourse,Frontlinestafftraining


5

Skilledagricultureandfisheryworkers Female

Male

Craftandrelatedtradesworkers Female

Male

Plantandmachineoperatorsandassemblers

Female

Male

Elementaryoccupations Female 3 - TelephoneEtiquette,Frontlinestafftraining


3

Male 2 - TelephoneEtiquette,Frontlinestafftraining


2

SubTotal Female

Male

TOTAL 132 4 132

3.6. Performance RewardsToencouragegoodperformance, theOfficeof thePremierhasgranted the followingperformance rewardsduring theyearunderreview.Theinformationispresentedintermsofrace,gender,anddisability),salarybandsandcriticaloccupations.

Table3.6.1PerformanceRewardsbyrace,genderanddisability

RaceandGender BeneficiaryProfile Cost

Numberofbeneficiaries

Numberofemployees

%oftotalwithingroup

Cost(R’000) Averagecostperemployee

African,Female 55 134 41 767 13943

African,Male 27 93 29 366 13573

Asian,Female 3 9 33.3 86 28669

Asian,Male 0 5 0 0 0

ColouredFemale 5 8 62.5 65 12902

ColouredMale 2 2 100 78 38847



RaceandGender BeneficiaryProfile Cost


Numberofemployees

%oftotalwithingroup

Cost(R’000) Averagecostperemployee

White,Female 5 11 45.5 77 15497

White,Male 1 5 20 12 12367

Employeeswithadisability 3 8 37.5 49 16221

TOTAL 101 275 36.7 1 500 14 852

Table3.6.2PerformanceRewardsbysalarybandforpersonnelbelowSeniorManagementService,

SalaryBand BeneficiaryProfile Cost


Numberofemployees

%oftotalwithinsalarybands

TotalCost(R’000) Averagecostperemployee

Totalcostasa%ofthetotalpersonnel

expenditure

LowerSkilled(Levels1-2) - - - - - -

Skilled(Level3-5) 18 39 46.2 135 7 500 -

Highlyskilledproduction(Level6-8) 43 91 47.3 564 13116 -

Highlyskilledsupervision(Level9-12) 36 81 44.4 597 16583 -

TOTAL 97 211 46 1 296 13 361 -

Table3.6.3PerformanceRewardsbycriticaloccupation

CriticalOccupation BeneficiaryProfile Cost


Numberofemployees

%oftotalwithinoccupation


Administrativerelated 8 39 20.5 126 15750

Cleanersinofficesworkshopshospitalsetc. 0 0 0 0 0

Clientinformclerks(switchboardreceptionistinformationclerks) 2 3 66.7 20 10000

Communicationandinformationrelated 7 22 31.8 124 17714

Financeandeconomicsrelated 7 10 70 109 15571

Financialandrelatedprofessionals 4 7 57.1 56 14000

Foodservicesaidsandwaiters 3 3 100 28 9333

HeadofDepartment/ChiefExecutiveOfficer 0 3 0 0 0

Healthsciencesrelated 1 1 100 11 11000

Humanresources&organisationaldevelopment&relatedproffessionals 6 10 60 91 15167

Humanresourcesclerks 9 17 52.9 99 11000

Humanresourcesrelated 1 3 33.3 41 41000

Languagepractitionersinterpreters&othercommunicators 4 8 50 89 22250

Legalrelated 0 4 0 0 0

Librarymailandrelatedclerks 5 7 71.4 57 11400

Logisticalsupportpersonnel 3 8 37.5 57 19000

Material-recordingandtransportclerks 1 3 33.3 10 10000

Messengersportersanddeliverers 2 7 28.6 14 7000

Otheradministrat&relatedclerksandorganisers 0 3 0 0 0

Otheradministrativepolicyandrelatedofficers 3 5 60 69 23000

Otherinformationtechnologypersonnel 2 3 66.7 23 11500

Otheroccupations 4 7 57.1 61 15250

Professionalnurse 1 1 100 19 19000

Rank:Unknown 0 2 0 0 0

Riskmanagementandsecurityservices 2 2 100 24 12000

Secretaries&otherkeyboardoperatingclerks 12 30 40 128 10667

Securityofficers 11 21 52.4 80 7273

Seniormanagers 3 42 7.1 163 54 333

TOTAL 101 275 36.7 1 499 14 842



Table3.6.4Performancerelatedrewards(cashbonus),bysalarybandforSeniorManagementService

SalaryBand BeneficiaryProfile Cost


Numberofemployees

%oftotalwithinsalary

bands


Totalcostasa%ofthetotalpersonnel

expenditure

BandA 2 35 5.7% 83 41500 0.3

BandB 1 13 7.7% 59 59000 0.5

BandC 1 6 16.7% 63 63000 0.8

BandD 0 5 0 0 0 0

TOTAL 4 59 6.8 205 51 250 0.4

3.7. Foreign WorkersThetablesbelowsummarisetheemploymentofforeignnationalsinthedepartmentintermsofsalarybandandmajoroccupation.

Table3.7.1Foreignworkersbysalaryband

SalaryBand 01April2014 31March2015 Change

Number %oftotal Number %oftotal Number %Change

Lowerskilled 0 0 0 0 0 0

Highlyskilledproduction(Level6-8) 0 0 0 0 0 0

Highlyskilledsupervision(Level9-12) 0 0 0 0 0 0

Contract(Level9-12) 0 0 0 0 0 0

Contract(Level13-16) 0 0 0 0 0 0

TOTAL 0 0 0 0 0 0

Table3.7.2Foreignworkersbymajoroccupation

MajorOccupation 01April2014 31March2015 Change

Number %oftotal Number %oftotal Number %Change

0 0 0 0 0 0 0

0 0 0 0 0 0 0

0 0 0 0 0 0 0

0 0 0 0 0 0 0

3.8. Leave utilisation Thefollowingtablesprovideanindicationoftheuseofsickleaveanddisabilityleave.Inbothcases,theestimatedcostoftheleaveisalsoprovided.

Table3.8.1Sickleave

SalaryBand Totaldays %DayswithMedical

certification

NumberofEmployees

usingsickleave

%oftotalemployees

usingsickleave

Averagedaysperemployee

EstimatedCost(R’000)

LowerSkills(Level1-2) 0 0 0 0 0 0

Skilled(Levels3-5) 177 52.5 29 17.8 6 103

Highlyskilledproduction(Levels6-8) 388 61.1 55 33.7 7 404

Highlyskilledsupervision(Levels9-12) 371 59.8 52 31.9 7 739

TopandSeniormanagement(Levels13-16) 125 39.2 23 14.1 5 420

Contract(Levels6-8) 0 0 0 0 0 0

Contract(Levels13-16) 34 38.2 4 2.5 9 170

TOTAL 1095 56.1 163 100 7 1 836



Table3.8.2Disabilityleave(temporaryandpermanent)

SalaryBand Totaldays %DayswithMedical

certification

NumberofEmployees

usingdisabilityleave

%oftotalemployees

usingdisabilityleave

Averagedaysperemployee

EstimatedCost(R’000)

Lowerskilled(Levels1-2) 0 0 0 0 0 0

Skilled(Levels3-5) 0 0 0 0 0 0

Highlyskilledproduction(Levels6-8) 0 0 0 0 0 0

Highlyskilledsupervision(Levels9-12) 0 0 0 0 0 0

Seniormanagement(Levels13-16) 0 0 0 0 0 0

TOTAL 0 0 0 0 0 0

Thetablebelowsummarisestheutilisationofannualleave.ThewageagreementconcludedwithtradeunionsinthePSCBCin2000requiresmanagementofannualleavetopreventhighlevelsofaccruedleavebeingpaidatthetimeofterminationofservice.

Table3.8.3AnnualLeave

SalaryBand Totaldaystaken NumberofEmployeesusingannualleave

Averageperemployee

Lowerskilled(Levels1-2) 0 0 0

Skilled(Levels3-5) 659 36 18

Highlyskilledproduction(Levels6-8) 1534 86 18

Highlyskilledsupervision(Levels9-12) 1418 75 19

Seniormanagement(Levels13-16) 730 38 19

Contract(Levels3-5) 7 1 7




TOTAL 4511 248 18

Table3.8.4Cappedleave

SalaryBand Totaldaysofcappedleavetaken

NumberofEmployeesusingcappedleave

Averagenumberofdaystakenperemployee

Averagecappedleaveperemployeeasat31March

Lowerskilled(Levels1-2)

0 0 0 0

Skilled(Levels3-5) 1 1 1 26

Highlyskilledproduction(Levels6-8)

0 0 0 0

Highlyskilledsupervision(Levels9-12)

1 1 1 31

Seniormanagement(Levels13-16) 0 0 0 0

TOTAL 2 2 1 30

Thefollowingtablesummarisepaymentsmadetoemployeesasaresultofleavethatwasnottaken.

Table3.8.5Leavepay-outs

Reason TotalAmount(R’000) NumberofEmployees Averageperemployee(R’000)

Leavepayoutfor2011/12duetonon-utilisationofleaveforthepreviouscycle

0 0 0

Cappedleavepay-outsonterminationofservicefor2012/13 157 7 22429

Currentleavepayoutonterminationofservicefor2012/13 94 5 18800

TOTAL 251 12 20 917



3.9. HIV/AIDS & Health Promotion Programmes

Table3.9.1Stepstakentoreducetheriskofoccupationalexposure

Units/categoriesofemployeesidentifiedtobeathighriskofcontractingHIV&relateddiseases(ifany)

Keystepstakentoreducetherisk

Employeeswhoareatrisk TheHIV/AIDSpolicythatwilladdresstheissuesiscurrentlyindraftformatandintheprocessofbeingapproved.

Interventions None

Table3.9.2DetailsofHealthPromotionandHIV/AIDSProgrammes(ticktheapplicableboxesandprovidetherequiredinformation)

Question Yes No Details,ifyes

1.HasthedepartmentdesignatedamemberoftheSMStoimplementtheprovisionscontainedinPartVIEofChapter1ofthePublicServiceRegulations,2001?Ifso,provideher/hisnameandposition.

X DirectorInternalHR:MsMerlesMotlhabane

2.Doesthedepartmenthaveadedicatedunitorhasitdesignatedspecificstaffmemberstopromotethehealthandwell-beingofyouremployees?Ifso,indicatethenumberofemployeeswhoareinvolvedinthistaskandtheannualbudgetthatisavailableforthispurpose.

X Thereiscurrentlyone(1)employeewithintheEmployeeHealthandWellnessProgrammeUnit.TheannualallocatedbudgetisR570000.

3.HasthedepartmentintroducedanEmployeeAssistanceorHealthPromotionProgrammeforyouremployees?Ifso,indicatethekeyelements/servicesofthisProgramme.

X Weprovideemployeesandtheirdependentswiththerapeutictelephonecounsellingserviceandlifeskillsservice.HealthScreeningandLifestyleManagementProgramme:healthandwellnessdays,stressawarenessandmanagementprogramme.Financialmanagementanddebtcontrol,relationshipsmanagementprogrammeHIV/AIDSmanagement,healthandproductivitymanagementandwellnessmanagement.TheHIVandAIDSWorkplaceProgramme(i.e.PeerEducationTraining).

4.Hasthedepartmentestablished(a)committee(s)ascontemplatedinPartVIE.5(e)ofChapter1ofthePublicServiceRegulations,2001?Ifso,pleaseprovidethenamesofthemembersofthecommitteeandthestakeholder(s)thattheyrepresent.

X MrDominicMsimangaMsIrisradebeMsJabuNkosiMsLisbetSongxakaMrVuledzaniKharidzaMsElizabethNgidiMsIrisRadebeMsSibongileBaloyiMsLindiwemsilaMsBridgetteMashabelaMrPaulMoloi

5.HasthedepartmentrevieweditsemploymentpoliciesandpracticestoensurethatthesedonotunfairlydiscriminateagainstemployeesonthebasisoftheirHIVstatus?Ifso,listtheemploymentpolicies/practicessoreviewed.

X HIV/AIDSpolicyisinplace.WeareintheprocessofreviewingtheHIV/AIDSandTBManagementPolicythatwillbefinalisedbeforeSeptember2015.EmploymentEquityPolicyandAffirmativeActionPolicyareinplace.

6.HasthedepartmentintroducedmeasurestoprotectHIV-positiveemployeesorthoseperceivedtobeHIV-positivefromdiscrimination?Ifso,listthekeyelementsofthesemeasures.

X Employeesinfectedhavethesamerightsandprivilegesintermsofemploymentadvancement.Employmentpoliciesareinplace.Disciplinaryprocessesandproceduresareinplace.HIVandAIDSeducationaltalks,relatingtomeasuresonhowtoalleviatestigmaanddiscriminationamongemployees.DuringtheHIVCounsellingandTesting(HCT)andTBscreeningconfidentialityofallemployeesisensuredasthetestingtakesplaceinaclosedvenuetoensureprivacy.

7.DoesthedepartmentencourageitsemployeestoundergoVoluntaryCounsellingandTesting?Ifso,listtheresultsthatyouhaveachieved.

X HIVCounsellingandtesting(HCT)ResultsconductedduringWellnessDaysCampaign.TheOfficeofthePremierhostedtheWellnessDayCampaign,whereemployeescouldpartakeintheHIVTestingandCounsellingandTBManagementProgramme.Theparticipationratewaswellreceived.• HCTReportfor2014• Noofemployeestestedandknowtheirstatus:• Clientspre-testcounselledforHIV=168.124femalesand44males• ClientstestedforHIV=one(1)female• ClientstestedHIVpositive=Males(0)• ClientsscreenedforTB=168

8.Hasthedepartmentdevelopedmeasures/indicatorstomonitor&evaluatetheimpactofitshealthpromotionprogramme?Ifso,listthesemeasures/indicators.

EmployeeHealthandWellnessProgramme(EHWP)Monthlyreport,QuarterlyandAnnualReports.BehaviourRiskmanagementSurvey(BRM).ThenumberofEHWPreferrals,thenumberofDisciplinarycasesandabsenteeismmanagementreports.



3.10. Labour Relations

Table3.10.1Collectiveagreements

SubjectMatter Date

None -

Thefollowingtablesummarisestheoutcomeofdisciplinaryhearingsconductedwithinthedepartmentfortheyearunderreview.

Table3.10.2Misconductanddisciplinaryhearingsfinalised

Outcomesofdisciplinaryhearings Number %oftotal

Correctionalcounselling 0

Verbalwarning 1 3%

Writtenwarning 2 6%

Finalwrittenwarning 5 16%

Suspendedwithoutpay 0 -

Fine 0 -

Demotion 0 -

Dismissal 0 -

Notguilty 0 -

Casewithdrawn 0 -

TOTAL 8 26%

Table3.10.3Typesofmisconductaddressedatdisciplinaryhearings

Typeofmisconduct(basedonannexureA) Number %oftotal

Bridgeofcodeofconduct 6 19%

Latecoming 1 3%

Misuseoftoolsoftrade 0 -

Substanceabuse 1 3%

Non-compliancetopolicyframework 0 -

SexualHarassment 0 -

Victimisationandharassment 0 -

TOTAL 8 26%

Table3.10.4Grievanceslogged

Number %ofTotal

Numberofgrievancesresolved 1 16.7%

Numberofgrievancesnotresolved 5 83.3%

Totalnumberofgrievanceslodged 6 100%

Table3.10.,5Disputeslogged

Number %ofTotal

Numberofdisputesupheld 0 -

Numberofdisputesdismissed 0 -

Totalnumberofdisputeslodged 0 -

Table3.10.6Strikeactions

Totalnumberofpersonsworkingdayslost 0

Totalcostsworkingdayslost 0

Amount(R’000)recoveredasaresultofnoworknopay 0

Table3.10.7Precautionarysuspensions

Numberofpeoplesuspended 0

Numberofpeoplewhosesuspensionexceeded30days 0

Averagenumberofdayssuspended 0

Cost(R’000)ofsuspension 0



3.11. Skills developmentThissectionhighlightstheeffortsofthedepartmentwithregardtoskillsdevelopment.

Table3.11.1Trainingneedsidentified


Trainingneedsidentifiedatstartofthereportingperiod

Learnerships SkillsProgrammes&othershortcourses


Total

Legislators,seniorofficialsandmanagers Female 12 0 SkillsProgrammes&othershortcourses

Bursaries 12

Male 9 0 SkillsProgrammes&othershortcourses

Bursaries 9

Professionals Female 28 0 SkillsProgrammes&othershortcourses

Bursaries 28


Bursaries 16

Techniciansandassociateprofessionals Female 10 0 SkillsProgrammes&othershortcourses

Bursaries 10


Bursaries 9

Clerks Female 28 0 SkillsProgrammes&othershortcourses

Bursaries 28


Bursaries 5

Serviceandsalesworkers Female 5 0 SkillsProgrammes&othershortcourses

Bursaries 5


Bursaries 5

Skilledagricultureandfisheryworkers Female 0 0 0 0

Male 0 0 0 0

Craftandrelatedtradesworkers Female 0 0 0 0

Male 0 0 0 0

Plantandmachineoperatorsandassemblers Female 0 0 0 0

Male 0 0 0 0

Elementaryoccupations Female 3 0 SkillsProgrammes&othershortcourses

Bursaries 3


Bursaries 2

SubTotal Female 86 0 SkillsProgrammes&othershortcourses

Bursaries 86


Bursaries 46

Total 132 0 0 0 0

Table3.11.2Trainingprovidedfortheperiod


Trainingprovidedwithinthereportingperiod

LearnershipsSkillsProgrammes&othershortcourses


Total

Legislators,seniorofficialsandmanagers Female 9 0 8 0 9

Male 8 0 8 0 8

Professionals Female 27 0 27 0 27

Male 19 0 19 0 19

Techniciansandassociateprofessionals Female 22 0 22 0 22

Male 16 0 16 0 16

Clerks Female 42 2 44 25 71

Male 5 2 7 23 32

Serviceandsalesworkers Female 5 0 5 0 5

Male 17 0 17 0 17

Skilledagricultureandfisheryworkers Female 0 0 0 0 0

Male 0 0 0 0 0

Craftandrelatedtradesworkers Female 0 0 0 0 0

Male 0 0 0 0 0

Plantandmachineoperatorsandassemblers Female 0 0 0 0 0




Trainingprovidedwithinthereportingperiod

LearnershipsSkillsProgrammes&othershortcourses


Total

Male 0 0 0 0 0

Elementaryoccupations Female 2 0 2 0 2

Male 3 0 3 0 3

SubTotal Female 107 2 108 25 135

Male 68 2 70 23 95

TOTAL 175 4 178 48 230

3.12. Injury on dutyThefollowingtablesprovidebasicinformationoninjuryonduty.

Table3.12.1Injuryonduty

Natureofinjuryonduty Number %oftotal

Requiredbasicmedicalattentiononly 7 100

TemporaryTotalDisablement 0 0

PermanentDisablement 0 0

Fatal 0 0

TOTAL 7 100

3.13. Utilisation of Consultants

Table3.13.1Reportonconsultantappointmentsusingappropriatedfunds

ProjectTitle TotalNumberofconsultantsthatworkedonproject

DurationWorkdays

ContractvalueinRand

Interpreting–Signlanguage 2 1 5

CompetencyAssessmentHeadofDepartment 1 2 6

EMSCompetencyAssessment 0 0 0

PlanningMonitoringandEvaluationSupportServices 3 15 75

InterpretationforChinesedelegation 0 0 0

Review,MonitoringandEvaluationpolicyframework&SystemforHR 0 0 0

InterpreterSignlanguage 1 1 5

ReviewandDevelopGPGHRDPolicyandStrategy 0 0 0

SMSCompetencyAssessment 1 2 6

MMSCompetencyAssessment 0 0 0

MMSCompetencyAssessment 0 0 0








NoofProjects:11 12 29 139

OtherAdvisoryandProfessionalServices 19728

TOTAL 19 867

Table3.13.2Analysisofconsultantappointmentsusingappropriatedfunds,intermsofHistoricallyDisadvantagedIndividuals(HDIs)

ProjectTitle PercentageownershipbyHDIgroups

PercentagemanagementbyHDI

groups

NumberofConsultantsfromHDIgroupsthatworkontheproject

Interpreting–Signlanguage 25% 25% 4

CompetencyAssessmentofHeadofDepartment 0% 0% 1

EMSCompetencyAssessment 50% 50% 1

PlanningMonitoringandEvaluationSupportServices 100% 100% 14

InterpretationforChinesedelegation 100% 100% 0

Review,MonitoringandEvaluationpolicyframework&SystemforHR 60% 0% 5

SMSCompetencyAssessment 50% 50% 1

OtherAdvisoryandProfessionalServices 30% 30% 23



Table3.13.3ReportonconsultantappointmentsusingDonorfunds

ProjectTitle TotalNumberofconsultantsthatworkedonproject

DurationWorkdays

DonorandContractvalueinRand

None 0 0 0

Totalnumberofprojects Totalindividualconsultants TotaldurationWorkdays

TotalcontractvalueinRand

None 0 0 0

Table3.13.4AnalysisofconsultantappointmentsusingDonorfunds,intermsofHistoricallyDisadvantagedIndividuals(HDIs)

ProjectTitle PercentageownershipbyHDIgroups PercentagemanagementbyHDIgroups NumberofConsultantsfromHDIgroupsthatworkontheproject

None 0 0 0



Section E Financial Management



REPORT OF THE ACCOUNTING OFFICERfortheyearended31March2015

1. OverviewofOperationsofDepartmentThefifthAdministrationoftheGautengProvincethatassumedofficeon28May2014adoptedtheGautengCityRegionTen-PillarModernisation, Transformation and Re-industrialisation (GCR MTR) Programme as the strategic posture for Gauteng ProvincialGovernmentforthe2014-19MTSF.TheroleoftheOfficeofthePremieristoensurethattheTen-PillarsareintegratedintheplansofallGautengprovincialdepartmentsandthattheimplementationthereofismonitored,evaluatedandreportedon.TheimprovementofServiceDeliverywillbecomethehallmarkofthefifthadministration.

AsdetailedintheStrategicPlan2014–2019anumberofpoliticalimperativesandpolicyprioritieshaveguidedtheformulationofGauteng’sprogrammeofradicalsocio-economictransformationforthenextfivetofifteenyears(overtheNDPhorizonunto2030)under3keythemesand10pillars,asfollows:

No. Component No. Pillar1. Transformation 1. Radicaleconomictransformation

2. Decisivespatialtransformation3. Acceleratedsocialtransformation4. Transformationofstateandgovernance

2. Modernisation 5. Modernisationofthepublicservice6. Modernisationoftheeconomy7. Modernisationofhumansettlementsandurbandevelopment8. Modernisationofpublictransportinfrastructure

3. Reindustrialisation 9. ReindustrialisationofGautengprovince10. TakingtheleadinAfrica’snewindustrialrevolution

MainstreamedacrossaboveTenPillarsareissuesofGender,Youth,ElderlyPersons,MilitaryVeteransandPeoplewithDisabilities.

Significanthighlightsforthe2014/15financialyearareoutlinedbelow.InlinewiththeTMRProgramme,theOfficeofthePremier(OoP) is responsible for facilitating spatial transformationwith other line function departments, but is primarily responsible forTransformationofStateandGovernanceandModernisationofthePublicService.Detailedperformancereportsperprogrammeandsubprogrammeareincorporatedundersection5.

AspronouncedbythePremierinhisinauguralStateoftheProvinceAddresson27June2014,andinaccordancewiththerevisedIntergovernmentalTMRPOAapprovedbytheExtendedEXCOLekgotlainSeptember2014,thefocusoftheOfficeofthePremierwillbefacilitatingimplementationandservicedelivery.InsupportofthenationaloutcomesinlinewiththeprovisionsoftheNationalDevelopmentPlan,2030,theOfficeofthePremierhasfiveorganisational-levelstrategicgoals,craftedtoenabletheorganisationtoeffectivelyfocusandprioritiseitsoptionsindeliveringonitsmandateandstrategicintent.

• Drivinggreaterpolicyandplanningcoherenceingovernmentandtheachievementofservicedeliveryoutcomes;• BuildingamodernisedGautengpublicservicewiththecapacitytodrivechangeandtransformation;• PromotingandfacilitatingeffectivecommunicationbetweengovernmentandthepeopleofGauteng;• ForgingstrategicpartnershipsthatadvancetheNationalandProvincialdevelopmentagenda;and• Advancinggenderequality,women’sempowerment,youthdevelopmentandtherightsofpeoplewithdisability,olderpersons


Outofthe14OutcomesintheNationalDevelopmentPlan(NDP),Vision2030,theroleoftheOfficeofthePremieristwofold,namely:• To lead thealignment,monitoringandevaluationof the implementationof thestrategicagendaof thewholeof theGauteng

ProvincialGovernment;and• Toleadthedeliveryofspecificoutputsofdefinedoutcomes.TheOfficeofthePremier,specifically,respondstothefollowingNationaloutcomes:Outcome11:CreatingabetterSouthAfricaandcontributingtoabetterandsaferAfricainabetterworldOutcome12:AnefficienteffectiveanddevelopmentorientedpublicserviceOutcome14:Transformingsocietyandunitingthecountry



ThenewvisionoftheGautengProvincialGovernmenthasculminatedinasignificantreviewoftheroleoftheOfficeofthePremier,tothisend,andinsupportoftheGPGpriorities,theOoPmustbepositionedandcapacitatedtoensure:• Theprovisionofleadershiptotheentiregovernmentandsociety;• Overseeingtheeffectivefunctioningoftheentireprovincialadministrationandfast-trackingdeliveryofpolicyprioritiesofthis

termofofficeandimplementtheNDP,Vision2030;• Longtermplanning,policycoordination,monitoringandevaluationofgovernmentperformanceonpriorities;• Communicationandinterfacewithcommunitiesandkeysectorsofsociety;• ProvisionofstrategicandadministrativesupporttothePremierandCabinetinfulfillingthemandate,constitutionalandlegal

obligationsandrealisingthepolicyprioritiesandpoliticalimperativesofthefifthadministration;and• MainstreamingissuesofGender;Youth,DisabilityandtheElderlyPersonsinGovernmentprogrammes.

Theyear2014marked thehistoricalmilestoneof20-yearsof freedomanddemocracy inSouthAfrica.With thiscamethebroadacknowledgmentthatSouthAfricaisindeedabetterplacetolivetoday,ascomparedtopriorto1994.

The5thadministrationoftheGautengProvincetookofficeinJune2014withagoodsenseofwhathasbeenachieved,includingthefactthatgovernmenthasmadeprogressinreducingpoverty,inequalityandunemploymentoverthepast20yearsoffreedomanddemocracy.However,itrecognisesandappreciatethatmanychallengesstillremainandhence,thefifthadministrationmustmovewith speed to radically transform,modernise and reindustrialise theGautengCityRegionas guidedby the2014-2019electoralmandate.Tothisend,themessageofthenewlyelectedgovernmentisoneofradicalsocio-economictransformationandaheightenedsenseofurgencytoensurethenewprioritiesofgovernmentarecapturedandplannedforwithoutdelay.ItiswithinthiscontextthattheStrategicPlan2014/15–2018/19oftheOfficeofthePremierwasfinalised.

TherevisedAnnualPerformancePlan(APP)for2014/15financialyearandtheMediumTermExpenditureFramework(MTEF)tookintoconsiderationtheelectoralmandateofthefifthadministrationandwillbuildonthesolidfoundationsoftheprioryears,withtheoverridingvisionofbuildingasustainableandinclusivegloballycompetitiveGautengCityRegion(GCR).TheOfficeofthePremierwillcontinuetoprovidepoliticalandstrategicleadershipovertheGautengCityRegionandtothePremierandtheExecutiveCouncil.

In defining the role of the Office of the Premier, the Outcomes-based approach continued to form the cornerstone of deliveryprogrammesfortheyear2014/2015andbeyond,supportedbycontinuouscommitmenttowardsthestrategicobjectivesandfiveyearstrategicplanoftheOfficeofthePremier.

ThenewrolesandobjectivesreflectedintheStrategicPlanandAnnualPerformancePlanhavebeenformulatedtogiveeffecttothemandateandbroadrolesandfunctionsoutlinedabove.Buildingonthesuccessesofpreviousyears,theAPPrespondspositivelytothedemandsplacedontheOfficeofthePremierbytheExecutiveCouncil,nationalgovernmentandcivilsociety.

Theyearunderreviewwas inmanyrespectsaverybusyyetrewardingyearfortheOfficeofthePremier.Someofthesignificanthighlightsareoutlinedbelow:• TheOfficeof thePremierachieved89%of its targetsandspent92%of itsallocatedbudget.Thesavingswerederivedfrom

centralisationofnon-coreitemssuchasconsumables,furniture,stationeryandITequipment.Theintroductionofcostcontainmentmeasuresalsocontributedtothesavings.

• TheworkoftheExecutiveCouncilandOfficeofthePremierhasbeenstrengthenedthroughthere-introductionofcabinetclustersystem. Threecabinet clustershavebeenestablished,namelyGovernanceandPlanning,EconomicandSocial cluster. Each ischairedbyanExecutiveCouncilMembersupportedbyatechnicalcommittee.TheOfficeofthePremierprovidessupporttotheseclustersandwewillensurethatappropriatecapacityisavailabletosupportthenewsystem.

• The intergovernmental Programmeof Action (POA)was aligned to the Transformation,Modernisation and Re-industrialisation(TMR)programmetoensurethatkeyprovincialdeliverablespronouncedbythePremierintheStateoftheProvinceAddress(SOPA)andextendedExecutiveCouncilLekgotlaarefundedandincludedforpropermonitoring.

• ThereviewoftheorganisationalstructurehasbeencompletedandsubmittedtotheMinisterofPublicServiceandAdministrationforconcurrence.ThereviewofthestructurealsoincludesaproposalforthereviewofthecurrentformoftheGautengPlanningDivisiontoensurethatitfocusesonlong-termplanningwiththeaimofinstitutionalisingandaligningthiswiththeprioritiesandmandateofgovernment.

• TheIntegrityManagementOfficehasbeenestablished.Theprimarypurposeoftheofficewillbetoreviewtheintegritymanagementframeworkandworktowardsacorruptfreegovernmentandimproveddisclosureframeworktoeliminatepublicservantsfromdoingbusinesswithgovernment.



• TheServiceDeliveryWarRoomhasbeenlaunchedandtherolloutofanintegratedsystemofservicedeliveryinmetro,districtandlocalmunicipalitieswillcontinueinthenewfinancialyear.

• Performancemonitoringandevaluationwereprioritised,andplanningistobelinkedtoprovince-wideoutcome-basedperformancemanagement.Earlywarningsystemswillinformswiftinterventionsinsustainedareasofunder-performance.Thesemonitoringinterventionswillsupportourinitiativetoconductunannouncedvisitsandrapidresponsetocommunityissuesandconcerns.

• Significantworkhasbeenundertakenandpartnershipsestablishedthroughadvancingandprotectingtherightsyouth,womenandpeoplewithdisability,theelderlyandmilitaryveterans.TheOfficeofthePremierwillcontinuetoensuregreaterandco-ordinatedsupportforthetargetgroups,includingsupportforourmilitaryveteransandtheseniorcitizensofourprovince.

Intheyearunderreview,themainappropriationallocationfortheOfficeofthePremierdecreasedfromR342 783millionin2013/14toR317 283millionin2014/15.DuringtheadjustmentbudgetthemainappropriationwasadjustedupwardsfromR317 283milliontoR329 283million.Asaresultofourincreasedfocusonensuringtherequisitecapacitytodeliveronourstrategicgoals,theOfficeofthePremierhaveforthefirsttimespent100%ofthecompensationofemployees’budget.Thisisasignificantachievementtakingintoconsiderationthesignificantunderspendinginpreviousfinancialyears.

DetailsoftheseprojectsarereportedintheAnnualReportunderPartB:PerformanceInformation.

2.Overviewofthefinancialresultsofthedepartment:

2.1 Departmental receipts

Departmentalreceipts

2014/2015 2013/2014





R’000 R’000 R’000 R’000 R’000 R’000

Saleofgoodsandservicesotherthancapitalassets

240 243 (3) 319 357 (38)

Transfersreceived 20 10 10 20 12 8

Transactionsinfinancialassetsandliabilities 170 173 (3) 226 164 62

Total 430 426 4 565 533 32

DepartmentalReceiptsGraph



Reasonsforunder/(over)collecting:In2014/15financialyearthedepartmentbudgetedR430000andactualcollectionwasR426 000.TheundercollectionofR4000isregardedasimmaterial.

2.2 Programme Expenditure

Programme Name2014/2015 2013/2014

Final Appropriation

ActualExpenditure


Final Appropriation

ActualExpenditure


R’000 R’000 R’000 R’000 R’000 R’000

Administration 96556 88567 7989 84395 83865 530

InstitutionalDevelopment 129059 126912 2147 256115 252096 4019

PolicyandGovernance 103668 86478 17190 80363 77152 3 211

Sub-Total 329283 301957 27326 420873 413 113 7760

StatutoryAppropriation

Memberofexecutivecommitteeparliamentaryofficers

2082 1821 261 - - -

Total 331 365 303 778 27 587 420 873 413 113 7 760

ProgrammeFinalAppropriationversusActualExpendituregraph

ReasonforUnder-SpendingFortheyearunderreview,theOfficeofthePremierhasincurredanunderspendingofR27.587millionwhichis8%oftheappropriatedbudgetfortheyear.

Theunder-spendingofthebudgetwasasaresultoftherevisedInternationalRelationsProgrammewhereanumberoftripswerecancelled.Secondly,atthebeginningofthefinancialyeartherewerefundsthatwereearmarkedforNaturalDisasterManagementandtherewerenonaturaldisastersduringtheyear.ThePremierServiceExcellenceAwardsdidnottakeplaceasthewholeprogrammewasrevamped.Lastlytheimpactofcostcontainmentmeasuresresultedinsomesavingsinthebudget.

2.3 Shifting of FundsTreasuryapprovedallshiftsinthefinancialyear2014/15.

Programme1-AdministrationThefollowingshiftsweremadefromthesubprogrammeswithinprogramme1:PremierSupport R3.752millionExecutiveCouncilSupport R1.553millionFinancialManagement R1.173millionProgrammeSupport R0.185millionTotal R6.663million

AlltheshiftstotallingR6.663wereeffectedtothesubprogrammeDirectorGeneralwithinprogramme1.



Programme2-InstitutionalDevelopmentThefollowingshiftsweremadefromthesubprogrammeswithinprogramme2:StrategicHumanresource R1.565millionProgrammeSupport R0.080millionTotal R1.645million

AlltheshiftstotallingR1.643wereeffectedwithinprogramme2tothefollowingsubprogrammes.

InformationCommunication R0.203millionLegalServices R0.953millionCommunicationServices R0.489millionTotal R1.645million

Programme3-PolicyandGovernanceThefollowingshiftsweremadefromthesubprogrammeswithinprogramme3:Inter-GovernmentalRelations R0.446millionProgrammeSupport R0.943millionTotal R1.389million

AlltheshiftstotallingR1.389wereeffectedtothesubprogrammeProvincialPolicyManagementwithinprogramme3.

2.4 Unauthorised, Fruitless and Wasteful ExpenditureTheOfficeofthePremierdidnotincuranyunauthorised,fruitlessandwastefulexpenditureduringthefinancialyearunderreview.

3.FutureplansofthedepartmentTheOfficeofthePremierhasrevieweditscurrentorganisationalstructureinlinewiththeTransformation,ModernisationandRe-industrialisationprogramme.GautengPublicServiceHotline,OrganisationalDevelopmentandLabourRelationsmigratedfromGautengDepartmentofFinancetotheOfficeofthePremierfrom1April2015.

4.PublicPrivatePartnershipNone

5.DiscontinuedActivities/ActivitiestobediscontinuedNone

6.NeworproposedactivitiesGautengPublicServiceHotline,OrganisationalDevelopmentandLabourRelationsmigratedfromGautengDepartmentofFinancetotheOfficeofthePremierfrom1April2015.

CapacityoflegalservicesinlinewithlitigationstrategyThe State Law Advisors in the OoP, in collaboration with departments, is implementing the LitigationManagement Approach inlinewith the four strategic pillars that focus on: prevention and relationshipmanagement; casemanagement; capacity building;communicationandawareness;andmanagementaccountability.Thestrategyaddressestheincreasingcasesoflitigationagainsttheprovincialgovernmentbygettingthebasicsrighttopreventlitigationfromarising.Theyearunderreviewsawthisfurtherstrengthenedthroughtrainingoflegalpractitionersoncasemanagementtoactivelydealwithlitigation.



ManagementofcabinetsystemCabinet systems have been reviewed to ensure that effective policy and decision-making processes support the Premier andEXCO. Thenewcabinet system focuseson the implementationof theMediumTermStrategic Framework (MTSF) and includes anannuallegislativeprogrammetoimprovethespeedatwhichcriticallegislationistabledandpassed.StrategicissuesfromNationalOutcomesPlanswereintegratedintotheAnnualIntergovernmentalPOA.ThisensuredthatemergingissuesofastrategicnaturewereincorporatedintothecabinetsystemandsupportEXCO’svisionforimprovedperformanceandaccountabilityintheachievementofpoliticaloutcomes.LinkedtothestrategicshiftofthecabinetsystemtherehasbeenanimprovementinthetechnicalandstrategicsupportofferedtoEXCO.Thedesignandmanagementofthecabinetsystemwasoverhauledtosupportimproveddecision-making.Further support tocabinet included thedevelopmentofamemoanalysis framework,policyanalysisofmemossubmitted to theEXCOanditsclusters,anauditofpolicyandlegislation,puttinginplacetheannuallegislativeprogramme,andholdingregularLegalManager’sForummeetings.LegislativerequirementswereachievedwithallBills,NoticesandRegulationspassed.

FinancialmanagementThepartnershipandsupportoftheAuditor-Generalhasensuredimprovementsintheachievementofunqualifiedandcleanauditreportsinprovincialdepartmentsandentities.Morestringentinternalcontrolmeasureshavebeenputinplacetoensure100percentpaymentofserviceproviderswithin30daysuponreceiptofalegitimateinvoice.TheenforcementofpreferentialprocurementtargetstoallGPG’sdepartmentshasincreasedspendingonwomen,youthandpeoplewithdisabilityenterprises.Plansforinterventionstoreduceaccrualsandimproverevenuecollectionhavebeenmade.

DevelopmentplanningAnumberofengagements,toallowparticipationintheprocessofdevelopingavision,tookplace,includingyouth,women,peoplewithdisability,business,academics,amongothers.InputandfeedbackwasreviewedandcollatedintotheG2055draftframework.TaskTeams,ledbyGautengAdvisoryCouncilmemberswereestablished,mainlyaimedatdevelopingthecontentofthevision,andincorporating inputs fromstakeholdersand researchoutputs.ThedraftGautengVision2055deliveryagendawaspresentedandextensivelydiscussedattheExtendedEXCOLekgotlainMay2013.GDSFImplementationPlanwasdevelopedandapprovedbyEXCO,providingabasisforintegratedprovincial-wideplanning.ThePlanningHouseDraftConceptPaperwasdevelopedandagreementreachedwiththeMECforInfrastructureDevelopmenttoprovidethenecessarytechnicalassistanceinthefeasibilitystudyprocess,whichcommencedin2013/14.

HumanResourcesManagementThestrategiesimplementedbyGPGdepartmentsinimprovingthereductionofturnaroundtimesforfillingpositionstonotmorethansixmonthshasyieldedsignificantresults.Thetimeframeforthefillingofvacantpositionswasreducedtofourmonths.ThevacancyrateintheOoPhasbeenreducedandtheturnoverrateisstable.TheOoPcontinuestomonitorthefinalisationofdisciplinarycasesonamonthlyandquarterlybasisthroughtheintergovernmentalPOA.

PerformanceMonitoringandEvaluationConsistentwith themandateof the EXCO, the emphasis of performancemonitoring andevaluation is on FSDM, implementationof the MPAT, Outcomes-Based Approach (OBA), evaluations, systems including information management systems, strengtheningdepartmentalandmunicipalmonitoringforearlywarningsystemsandservicedeliveryqualityandaccess,PublicServiceHotline,integratedservicedeliverymodelandPOAonveterans.

CommunicationsTheOoPhasmadesignificantstridesinbuildingpublicconfidenceingovernmentthroughsustainedawarenessofgovernmentprogressand goodwork, programmes to address challenges, sustained engagementwith stakeholders, programmeof public participationlinked tobuildingpublic confidence ingovernment, and improvedaccess to informationand improved responsiveness. TheyearunderreviewsawimprovementsonservicedeliveryandeffectivenessofThusongServiceCentres(TSCs).



7.SupplyChainManagement(SCM)

7.1 Unsolicited Bid ProposalTherewerenounsolicitedbidproposalsconcludedfortheyearunderreview.

7.2 SCM Processes and SystemsOfficeofthePremierhasimplementedfullSCMprocessesandsystemsthatarefair,equitable,transparent,competitiveandvalueformoney.TheseprocessesaresubjecttoreviewbyProvincialTreasuryandreportsaresubmittedonregularbasistoensurecompliancethereof.

7.3 Challenges Experienced in SCMNone

8.GiftsandDonationsreceivedinkindfromnon-relatedpartiesNone

9.ExemptionsanddeviationsreceivedfromNationalTreasuryNone

10.EventsafterthereportingdateGautengPublicServiceHotline,OrganisationalDevelopmentandLabourRelationsmigratedfromGautengDepartmentofFinancetotheOfficeofthePremierfrom1April2015.

11.Other

11.1 Asset Management Duringtheyearunderreviewallassetsprocuredwerebar-codedandrecordedontheassetregister.Assetswereverifiedinlinewiththeapprovedbi-annualprogrammeofassetverification.TheassetfiguresnotedintheannualfinancialstatementsdulyreconcilewiththeAssetRegisterfigures.MonthlyassetreconciliationreportswerealsopunctuallycompiledandsubmittedtoGautengTreasuryasrequired.

11.2 Risk Management TheOOPmanagesitsriskbymakinguseoftheGPGRiskManagementFrameworkandStandards.ARiskManagementStrategyandPolicyisinplaceandthemanagementofriskisbasedwithintherespectivelinefunctionswherethespecificriskisassociated.

The culture of riskmanagementwas furthermaintainedwith the annual review of the risk register. In this regard a formal riskassessmentwasconducted,toidentifythepossiblerisksthatmightimpactonthestrategicobjectivesoftheOOP.Riskmitigationplanswereintroducedandmonitoredonamonthlybasis,withquarterlyreportingtotheRiskManagementCommittee.

Duringtheyearunderreview,theOOPidentifieditstoptenrisksandmitigatingplansweredevelopedtomanagethoserisks.

11.3 Internal AuditsAthreeyearriskbasedrollingplangovernedbytheinternalauditcharterwascompiledandapprovedbytheauditcommittee.

Allinternalauditsplannedfortheyearunderreviewwereconductedandrecommendationswereimplemented.

11.4 Audit CommitteeTheAuditCommitteewasfullyfunctionalduringtheyearunderreviewandmeetsquarterly.ThefullreportofthecommitteeispartofthisAnnualReport.



11.5 Fraud and Corruption Duringtheperiodunderreview,theOOPreceivednocomplaintsfromtheNationalAnti-CorruptionHotlinewithregardstoitsownstaff.Asaresultnointernalfraudorcorruptioninvestigationswereconducted.TheFraudPreventionPlanwasupdatedandfraudawarenesssessionswereconductedforstaffmemberswithintheOOP.SeniorManagersalsoattendedtheEthicstraining.TheOOPsubscribestotheGPGAnti-CorruptionStrategyaswellastheGPGWhistleBlowingPolicywhichbothprovideforstaffmemberstoreportanyallegationsoffraudandcorruption..

11.6 Conflict of Interest• Inordertominimiseconflictof interestallSMSmembersarerequestedtocompletethedisclosureoffinancial interest forms

duringAprilannuallyfortheperiod01Aprilto31MarchoftheprecedingyearintermsofChapter3Regulations(C1-C4)ofthePublicServiceRegulations;

• AlldisclosureoffinancialinterestsformsweresignedbythePremierandsubmittedtothePublicServiceCommissionasperthesettimeframe.

• Employeesinsalarylevels4-16aremadetoapplyforremunerationoutsideemploymentiftheyareengagedinotherbusinessventuresoutsidegovernmentintermsofsection30AofthePublicServiceAct.Theapplicationformsaresenttothedelegatedauthoritytograntapprovaltoconductbusinessoutsidegovernmentifthereisnoconflictofinterest.

11.7 Safety / health environmental issues facing the OOPTheSafetyCommitteeisresponsibleforcarryingoutthefunctionofhealthandsafetyasstipulatedintheOccupationalHealthandSafetyAct85of1993(OH&SA).Theprogrammeiscarriedoutinconjunctionwithallstakeholdersintheofficeandstaffmembersarealsoappointedtoperformmarshallingfunctionsforfirstaid,fireandevacuationpurposes.TheofficeiscompliantwiththeprescriptsoftheOH&SA.Challengesthatwereexperiencedinrelationtotheissuesbelowhavebeenattended:

1) Continuousmonitoringandtestingofthesystemisbeingconductedandfaultsarebeingattendedtowhenneedarises.

2) Nooccupationalsafetyincidentswererecordedfortheperiodunderreviewandthedirectoratecontinuestoprovideleadershipinoccupationalhealth&safetyandmaintainastateofpreparednessforemergenciesfortheofficeinlinewiththeOccupationalHealthandSafetyAct85of1993(OH&SA).

11.8 Prior modifications to audit reportsNone

11.9 Interim Financial Statements In accordancewith theProvincial TreasuryPracticeNote5of2009andPracticeNoteNo.1of2011 theOOP submitted InterimFinancialStatementstotheProvincialTreasuryforallthreequartersandwithinthespecifiedtimeframes.

TheseInterimFinancialStatementswerereviewedandsignedoffbytheAccountingOfficerandChiefFinancialOfficerandcompliedwiththeProvincialTreasuryPracticeNote.

11.10 Contingent Liabilities OnlyonecaseamountingtoR1.7millioniscurrentlyfollowingthelegalprocess.

TheOfficeofthePremierisbeingsuedforbreachofcontractamountingtoR1,7million.ThecasewasoriginallysetdownforMarch2013butthetrialdidnotproceed,sincethedateforthetrialwasnotconfirmedbytheplaintiff’sattorneys.WearewaitingontheStateAttorneytogiveusanupdateontheinstruction.

11.11 Related party transaction not at arm’s lengthOfficeofthePremierisoccupyingabuildingownedbytheGautengProvincialGovernmentunderthecustodianshipoftheDepartmentofInfrastructureDevelopmentwithoutpayingforthisservice.

InformationonpredeterminedobjectivesThemonitoringandreportingofpredeterminedobjectivestakesplaceonamonthlybasisthroughtheExecutiveManagementTeam(EMT).QuarterlyreportsarepreparedbasedonastrategicplanningcalendartotheOversightCommitteeontheOOPandLegislature(OCPOL), Provincial Treasury and Audit Committee. Formal quarterly reviews chaired by the Accounting Officer with the BroadManagementTeamaretakingplacetoreviewactualperformanceagainsttheAnnualPerformancePlan(APP).Targetedinterventionandcorrectiveactionisimplementedintheeventofconsistentnon-performance.



TheservicesofaMonitoringandEvaluationpractitionerweresolicitedintheyearunderreview.ThepurposewastoreviewindicatorsandtargetsforcompliancewiththeSMARTprinciple.AcomprehensivereviewoftheAPPwasundertakentoensureeliminationofoperationalindicators.Thisisanongoingprocessandwillbereviewedinthenextfinancialyear.

12.SCOPAresolutions

ReferencetopreviousauditreportandSCOPAresolutions

Subject Findingsonprogress

TheAccountingOfficermustsubmitareporttotheCommitteewithin30daysofadoptionhereofdetailingthestatusofthelawsuitsandclaimsandaquarterlyupdateonthematteruntilfinalisationthereof.

IntermsofRule182(4),theOfficeofthePremiermustprovidetheStandingCommitteeontheOfficeofthePremierandLegislature(OCPOL)withaprogressreportregardingthelawsuitsandclaimswithin30daysafteradoptionhereofandeveryquarteruntilthematterisfinallyresolved.

Lawsuitsandclaimsagainstthedepartment

TheOfficeofthePremierhadfour(4)pendingcaseswithacontingentliabilityofR6.374millionduringtheyearunderreview.

Thedetailsofeachcaseincludingastatusreportofeachcasesisoutlinedbelow:

Case1:NtingaPromotionsCC/DGGPGBreachofContractforservicesrenderedtotheerstwhileGautengYouthCommission.ClaimhasbeeninstitutedagainsttheOfficeofthePremier.

Amount:R3707,061.09

Thecasehasbeenwithdrawn.

Case2:NolihleTradingCC/DGGPGBreachofContractforservicesrenderedtotheerstwhileGautengYouthCommission.ClaimhasbeeninstitutedagainsttheOfficeofthePremier.

Amount:R499999.44

Thecasehasbeenwithdrawn

Case3:EdenMoon/DGGPGBreachofContractforservicesrenderedtotheerstwhileGautengYouthCommission.ClaimhasbeeninstitutedagainsttheOfficeofthePremier.

Amount:R399889.20

Thecasehasbeenwithdrawn.

Case4:DormellProperties697(PTY)Ltdt/aAllianceCommunications/ThePremierTheServiceProviderclaimsthattheOfficeofthePremierbreachedawrittenagreementbyfailingorrefusingtopaythebalanceofcontractprice.

Amount:R1,767,349.00

Thematterisdormant,thePlaintiffhasnottakenstepstofinalisethematter.



ReferencetopreviousauditreportandSCOPAresolutions

Subject Findingsonprogress

TheOoPmustprovidetheCommitteewithaquarterlyprogressreportregardingthestatusofdevelopingtheframeworkfordocumentsandrecordsmanagementpracticescommencing30daysafteradoptionhereofandcontinuingupuntiltheendofthe2015/2016financialyear.

Recordsmanagement

TheOoPhasanapprovedFilePlanthatistheframeworkfordealingwithdocumentsandrecordmanagementpractices.

AllrecordsarecurrentlystoredintheOfficeofthePremier’sRegistryinaccordancewiththeapprovedfileplan.

AllrecordsaredigitisedandstoredontheOoPserversandbackeduponadailybasis.

ThedocumentsarealsostoredoffsiteatanothergovernmentfacilityaspartoftheOoP’sBusinessContinuityPlan.

13.ApprovalTheAnnualFinancialStatementssetoutonpages146to197havebeenapprovedbytheAccountingOfficer.

PhindileBaleni(Ms)DirectorGeneral31May2015



STATEMENT OF RESPONSIBILITYfortheyearended31March2015

Annexure A: Statement of Responsibility and Confirmation of Accuracy Statementofresponsibilityandconfirmationofaccuracyfortheannualreport

Tothebestofmyknowledgeandbelief,Iconfirmthefollowing: Allinformationandamountsdisclosedthroughouttheannualreportareconsistent.

Theannualreportiscomplete,accurateandisfreefromanyomissions.

TheannualreporthasbeenpreparedinaccordancewiththeguidelinesontheannualreportasissuedbyNationalTreasury.

TheAnnualFinancialStatements(PartE)havebeenpreparedinaccordancewiththemodifiedcashstandardandtherelevantframeworksandguidelinesissuedbytheNationalTreasury.

TheAccountingOfficerisresponsibleforthepreparationoftheannualfinancialstatementsandforthejudgementsmadeinthisinformation.

TheAccountingOfficerisresponsibleforestablishing,andimplementingasystemofinternalcontrolthathasbeendesignedtoprovidereasonableassuranceastotheintegrityandreliabilityoftheperformanceinformation,thehumanresourcesinformationandtheannualfinancialstatements.

Theexternalauditorsareengagedtoexpressanindependentopinionontheannualfinancialstatements.

Inmyopinion,theannualreportfairlyreflectstheoperations,theperformanceinformation,thehumanresourcesinformationandthefinancialaffairsofthedepartmentforthefinancialyearended31March2015.

Yoursfaithfully

PhindileBaleni(Ms)AccountingOfficer31May2015



REPORT OF THE AUDITOR GENERALtotheGautengProvincialLegislatureonVote1:TheOfficeofthePremier

REPORT ON THE FINANCIAL STATEMENTS

Introduction

1. IhaveauditedthefinancialstatementsoftheGautengOfficeofthePremiersetoutonpages146to193,whichcomprisetheappropriationstatement,thestatementoffinancialpositionasat31March2015,thestatementoffinancialperformance,andcashflowstatementfortheyearthenended,aswellasthenotes,comprisingasummaryofsignificantaccountingpoliciesandotherexplanatoryinformation.

Accountingofficer’sresponsibilityforthefinancialstatements

2. TheaccountingofficerisresponsibleforthepreparationandfairpresentationofthesefinancialstatementsinaccordancewiththeModifiedCashStandardsprescribedbytheNationalTreasuryandtherequirementsofthePublicFinanceManagementActofSouthAfrica,1999(ActNo.1of1999)(PFMA),andforsuchinternalcontrolastheaccountingofficerdeterminesisnecessarytoenablethepreparationoffinancialstatementsthatarefreefrommaterialmisstatement,whetherduetofraudorerror.

Auditorgeneral’sresponsibility

3. Myresponsibilityistoexpressanopiniononthesefinancialstatementsbasedonmyaudit.IconductedmyauditinaccordancewiththeInternationalStandardsonAuditing.ThosestandardsrequirethatIcomplywithethicalrequirements,andplanandperformtheaudittoobtainreasonableassuranceaboutwhetherthefinancialstatementsarefreefrommaterialmisstatement.

4. Anauditinvolvesperformingprocedurestoobtainauditevidenceabouttheamountsanddisclosuresinthefinancialstatements.Theproceduresselecteddependontheauditor’sjudgement,includingtheassessmentoftherisksofmaterialmisstatementofthefinancialstatements,whetherduetofraudorerror.Inmakingthoseriskassessments,theauditorconsidersinternalcontrol relevant to the department’spreparationand fairpresentationof thefinancial statements inorder todesignauditproceduresthatareappropriateinthecircumstances,butnotforthepurposeofexpressinganopinionontheeffectivenessofthedepartment’sinternalcontrol.Anauditalsoincludesevaluatingtheappropriatenessofaccountingpoliciesusedandthereasonablenessofaccountingestimatesmadebymanagement,aswellasevaluatingtheoverallpresentationofthefinancialstatements.

5. IbelievethattheauditevidenceIhaveobtainedissufficientandappropriatetoprovideabasisformyauditopinion.

Opinion

6. Inmyopinion,thefinancialstatementspresentfairly,inallmaterialrespects,thefinancialpositionoftheGautengOfficeofthePremierasat31March2015anditsfinancialperformanceandcashflowsfortheyearthenended,inaccordancewiththeModifiedCashStandardsprescribedbytheNationalTreasuryandtherequirementsofthePFMA.

Emphasisofmatter

7. Idrawattentiontothematterbelow.Myopinionisnotmodifiedinrespectofthismatter.

Materialunderspendingofthebudget

8. As disclosed in the appropriation statement, the department has materially underspent the budget on programme 1,Administration,totheamountofR7.9millionandprogramme2,InstitutionalDevelopment,totheamountofR2.1millionandprogramme3,PolicyandGovernance,totheamountofR17.1million.



Additionalmatter

9. Idrawattentiontothematterbelow.Myopinionisnotmodifiedinrespectofthismatter.

Unauditedsupplementaryschedules

10. Thesupplementaryinformationsetoutonpages 194to197 doesnotformpartofthefinancialstatementsandispresentedasadditionalinformation.Ihavenotauditedtheseschedulesand,accordingly,Idonotexpressanopinionthereon.

Report on other legal and regulatory requirements

InaccordancewiththePublicAuditActofSouthAfrica,2004(ActNo.25of2004)(PAA)andthegeneralnoticeissuedintermsthereof, Ihave a responsibility toreport findingsonthereportedperformance information against predetermined objectivesfor selected programmespresented in the annual performance report, non-compliancewith legislation and internal control. Theobjectiveofmytestswastoidentifyreportablefindingsasdescribedundereachsubheadingbutnottogatherevidencetoexpressassuranceonthesematters.Accordingly,Idonotexpressanopinionorconclusiononthesematters.

Predeterminedobjectives

11. Iperformedprocedurestoobtainevidenceabouttheusefulnessandreliabilityofthereportedperformanceinformationforthe followingselectedprogrammespresented in theannualperformancereport of thedepartment for theyearended31March2015:

• Programme2:Institutionalsupportservicesonpages39to54• Programme3:Policyandgovernanceon54to92

12. Ievaluatedthereportedperformanceinformationagainsttheoverallcriteriaofusefulnessandreliability.

13. IevaluatedtheusefulnessofthereportedperformanceinformationtodeterminewhetheritwaspresentedinaccordancewiththeNationalTreasury’sannualreportingprinciplesandwhetherthereportedperformancewasconsistentwiththeplannedprogrammes. I further performed tests to determinewhether indicators and targetswerewell defined, verifiable, specific,measurable,timeboundandrelevant,asrequiredbytheNationalTreasury’sFrameworkformanagingprogrammeperformanceinformation[FMPPI).

14. Iassessedthereliabilityofthereportedperformanceinformationtodeterminewhetheritwasvalid,accurateandcomplete.

15. Ididnotidentifyanymaterialfindingsontheusefulnessandreliabilityofthereportedperformanceinformationfortheselectedprogrammes.

Additionalmatters

16. AlthoughIidentifiednomaterialfindingsontheusefulnessandreliabilityofthereportedperformanceinformationfortheselectedprogrammes,Idrawattentiontothefollowingmatters:

Achievementofplannedtargets

17. Refertotheannualperformancereportonpages19to96 forinformationontheachievementoftheplannedtargetsfortheyear.



Compliancewithlegislation

18. Iperformedprocedurestoobtainevidencethat thedepartmenthadcompliedwithapplicable legislationregardingfinancialmatters,financialmanagementandotherrelatedmatters.Ididnotidentifyanyinstancesofmaterialnon-compliancewithspecificmattersinkeylegislation,assetoutinthegeneralnoticeissuedintermsofthePAA.

Internalcontrol

19. I considered internal control relevant tomy audit of the financial statements, the performance report and compliancewithlegislation.Ididnotidentifyanysignificantdeficienciesininternalcontrol.

Johannesburg31July2015



APPROPRIATION STATEMENTfortheyearended31March2015

Appropriationperprogramme

2014/15 2013/14

AppropriationStatement

AdjustedAppropriation

ShiftingofFunds

Virement Final Appropriation

Actual Expenditure

Variance Expenditure as % of final

appropriation

Final Appropriation

Actual Expenditure

R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Programme

1.Programme1

CurrentpaymentsTransfersandsubsidiesPaymentforcapitalassetsPaymentforfinancialassets

96556

95409 -

1087 60

-

(5 707)108

5579 20

-

- -

- -

96556

897021086666

80

88567

81717107

6664 79

7989

7985 1

2 1

91.7%

91.1%99.1%

100%98.8%

84395

78857119

5286133

83865

78335112

5286133

2.Programme2


129059

12516654

3 839-

-

27081

(351)-

-

----

129059

125436135

3 488-

126912

123992131

2 789-

2147

1 4444

699-

98.3%

98.8%97.0%80.0%

-

256114

214 13437729

4 251-

252096

212373377271996

-

3.Programme3


103668

8922114447

-

-

(54)54-

-

---

103668

8916714501

-

86478

7201514463

-

17190

1715238-

83.4%

80.8%99.7%

-

80363

6733013033

--

77151

6414313008

--

Subtotal 329 283 - - 329 283 301 957 27 326 91.7% 420 873 413 113

StatutoryAppropriation 2082 - - 2082 1821 261 87.5% - -

PresidentandDeputyPresidentsalary

Members'remuneration

Debtservicecosts

Provincialequitableshare

Generalfuellevysharingwithmetropolitanmunicipalities

NationalRevenueFundpayments

Skillslevyandsectoreducationandtrainingauthorities

Judges'andmagistrates'salaries

TOTAL 331 365 - - 331 365 303 778 27 587 91.7% 420 873 413 113




2014/15 2013/14

Final Appropriation

Actual Expenditure

Final Appropriation

Actual Expenditure

TOTAL(broughtforward)

Reconciliationwithstatementoffinancialperformance

ADD

Departmentalreceipts 426 533

NRFReceipts

Aidassistance

Actualamountsperstatementoffinancialperformance(totalrevenue)

331791 421406

ADD

Aidassistance

Prioryearunauthorisedexpenditureapprovedwithoutfunding

Actualamountsperstatementoffinancialperformance(totalexpenditure)

303778 413 113




Appropriationpereconomicclassification

2014/15 2013/14

Adjusted Appropriation

ShiftingofFunds


Actual Expenditure

Variance Expenditure as%offinalappropriation

Final Appropriation

Actual expenditure

R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Economicclassification

Currentpayments 311878 (5491) - 306387 279545 26842 91.2% 360322 354852

Compensationofemployees

141925 6267 - 148192 147909 283 99.8% 131875 127697

Salariesandwages 126207 6547 - 132754 132472 282 99.8% 117737 113918

Socialcontributions 15718 (280) - 15438 15437 1 100% 14138 13779

Goodsandservices 169953 (11 758) - 158195 131636 26559 83.2% 228447 227155

Administrativefees 45 - - 45 35 10 77.8% 81 35

Advertising 27954 547 - 28501 24997 3504 87.7% 43169 43156

Minorassets 649 40 - 689 660 29 95.8% 163 156

Auditcosts:External 2090 124 - 2 214 2 213 1 100% 2280 2279

Bursaries:Employees 450 69 - 519 519 - 100% 395 395

Catering:Departmentalactivities

7725 (653) - 7072 5686 1386 80.4% 5386 5 415

Communication 5783 1225 - 7008 6292 716 89.8% 4 145 4146

Computerservices 3359 (366) - 2993 2304 689 77.0% 2398 2398

Consultants:Businessandadvisoryservices

36116 (6 631) - 29485 19868 9617 67.4% 17161 16788

Infrastructureandplanningservices

- - - - - - - - -

Laboratoryservices - - - - - - - - -

Scientificandtechnologicalservices

- - - - - - - - -

Legalservices 879 372 - 1 251 1200 51 95.9% 874 874

Contractors 905 1382 - 2287 2 152 135 94.1% 1506 1501

Agencyandsupport/outsourcedservices

9300 1084 - 10384 10384 - 100.0% 90392 90391

Entertainment 200 - - 200 26 174 13.0% 371 331

Fleetservices 6919 (3 200) - 3719 3717 2 99.9 2000 2005

Consumablesupplies 861 (25) - 836 516 320 61.7% 980 965

Consumable:Stationery,printingandofficesupplies

17232 (1 602) - 15630 13834 1796 88.5% 11715 11598

Operatingleases 4600 (980) - 3620 3196 424 88.3% 3486 3473

Propertypayments 7501 1906 - 9407 9271 136 98.6% 7259 7260

Transportprovided:Departmentalactivity

1274 611 - 1885 1763 122 93.5% 991 989

Travelandsubsistence 13069 (4 317) - 8752 4381 4371 50.1% 8194 7826

Traininganddevelopment

1095 122 - 1217 1071 146 88.0% 587 571

Operatingpayments 432 (11) - 421 382 39 90.7% 79 82

Venuesandfacilities 21 515 (1 455) - 20060 17169 2891 85.6% 24836 24520

Transfersandsubsidies 14501 243 - 14744 14701 43 99.7% 50881 50847

Provincesandmunicipalities

- - - - - - - - -

Provinces - - - - - - - - -

ProvincialRevenueFunds

- - - - - - - - -

Provincialagenciesandfunds

- - - - - - - - -

Municipalities - - - - - - - - -

Municipalbankaccounts

- - - - - - - - -

Municipalagenciesandfunds

- - - - - - - - -





2014/15 2013/14


ShiftingofFunds


Actual Expenditure


Final Appropriation

Actual expenditure

R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000




141925 6267 - 148192 147909 283 99.8% 131875 127697


Socialcontributions 15718 (280) - 15438 15437 1 100% 14138 13779



Advertising 27954 547 - 28501 24997 3504 87.7% 43169 43156

Minorassets 649 40 - 689 660 29 95.8% 163 156

Auditcosts:External 2090 124 - 2 214 2 213 1 100% 2280 2279

Bursaries:Employees 450 69 - 519 519 - 100% 395 395


7725 (653) - 7072 5686 1386 80.4% 5386 5 415

Communication 5783 1225 - 7008 6292 716 89.8% 4 145 4146

Computerservices 3359 (366) - 2993 2304 689 77.0% 2398 2398


36116 (6 631) - 29485 19868 9617 67.4% 17161 16788


- - - - - - - - -



- - - - - - - - -

Legalservices 879 372 - 1 251 1200 51 95.9% 874 874

Contractors 905 1382 - 2287 2 152 135 94.1% 1506 1501


9300 1084 - 10384 10384 - 100.0% 90392 90391

Entertainment 200 - - 200 26 174 13.0% 371 331

Fleetservices 6919 (3 200) - 3719 3717 2 99.9 2000 2005



17232 (1 602) - 15630 13834 1796 88.5% 11715 11598

Operatingleases 4600 (980) - 3620 3196 424 88.3% 3486 3473



1274 611 - 1885 1763 122 93.5% 991 989



1095 122 - 1217 1071 146 88.0% 587 571


Venuesandfacilities 21 515 (1 455) - 20060 17169 2891 85.6% 24836 24520



- - - - - - - - -

Provinces - - - - - - - - -


- - - - - - - - -


- - - - - - - - -



- - - - - - - - -


- - - - - - - - -



2014/15 2013/14


ShiftingofFunds


Actual Expenditure


Final Appropriation

Actual expenditure

R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Departmentalagenciesandaccounts

- 47 - 47 47 - 100% - -

Socialsecurityfunds - - - - - - - - -


- 47 - 47 47 - 100% - -

Highereducationinstitutions

14397 - - 14397 14397 - 100% 12760 12735

Foreigngovernmentsandinternationalorganisations

- - - - - - - - -

Publiccorporationsandprivateenterprises

- - - - - - - - -

Publiccorporations - - - - - - -

Subsidiesonproductsandproduction

- - - - - - - - -

Othertransferstopubliccorporations

- - - - - - - - -

Privateenterprises


- - - - - - - - -

Othertransferstoprivateenterprises

- - - - - - - - -

Non-profitinstitutions - - - - - - - 37710 37710

Households 104 196 - 300 257 43 85.7% 411 402

Socialbenefits 104 196 - 300 257 43 85.7% 411 402

Othertransferstohouseholds

- - - - - - - - -

Paymentsforcapitalassets

4926 5228 - 10154 9453 701 93.1% 9537 7282

Buildingsandotherfixedstructures

- - - - - - -

Buildings - - - - - - - - -

Otherfixedstructures - - - - - - - - -

Machineryandequipment

4926 5 222 - 10148 9 448 700 93.1% 9537 7282

Transportequipment - 5305 - 5305 5304 1 100.0% 4658 4652

Othermachineryandequipment

4926 (83) - 4843 4 144 699 85.6% 4879 2630

Heritageassets - - - - - - - - -

Specialisedmilitaryassets

- - - - - - - - -

Biologicalassets - - - - - - - - -

Landandsubsoilassets

- - - - - - - - -

Intangibleassets - 6 - 6 5 1 83.3% - -

Paymentsforfinancialassets

60 20 - 80 79 1 98.8% 133 133




DirectCharges

2014/15 2013/14


ShiftingofFunds


Actual Expenditure


Final Appropriation

Actual expenditure

R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Subprogramme

1.CurrentPayments 2082 - - 2082 1821 261 87.5% - -

Totalforsubprogrammes

2082 - - 2082 1821 261 87.5% - -

Directcharges


Currentpayments 2082 - - 2082 1821 261 87.5% - -


2082 - - 2082 1821 261 87.5% - -

Salariesandwages 1874 - - 1874 1603 271 85.5% - -

Socialcontributions 208 - - 208 218 (10) 104.8% - -



StatutoryAppropriationpereconomicclassification

2014/15 2013/14


ShiftingofFunds


Actual Expenditure


Final Appropriation

Actual expenditure


R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Currentpayments


2082 - - 2082 1821 261 87.5% - -


2014/15 2013/14


ShiftingofFunds


Actual Expenditure


Final Appropriation

Actual expenditure

R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Subprogramme

2.Premier’sSupport 22362 (3 752) - 18610 13084 5526 70.3% 18816 18614

3.ExecutiveCouncilSupport

8144 (1 553) - 6591 5968 623 90.5% 6940 6854

4.DirectorGeneralSupport

25628 6663 - 32291 32 221 70 99.8% 25269 25088

5.FinancialManagement

37887 (1 173) - 36714 34980 1734 95.3% 31850 31813

6.ProgrammeSupportAdmin

2 535 (185) - 2350 2 314 36 98.5% 1520 1496


96 556 - - 96 556 88 567 7 989 91.7% 84 395 83 865


Currentpayments 95409 (5 707) - 89702 81717 7985 91.1% 78857 78335


45611 3 322 - 48933 48925 8 100.0% 47966 47959


Socialcontributions 5456 (346) - 5110 5107 3 99.9% 4581 5063



Advertising 705 (300) - 405 291 114 71.9% 72 69

Minorassets 467 - - 467 438 29 93.8% 116 109

Auditcosts:External 2090 124 - 2 214 2 213 1 100.0% 2280 2279

Bursaries:Employees - - - - - - - - -


1061 (381) - 680 605 75 89.0% 805 784

Communication 4909 1 - 4910 4316 594 87.9% 3905 3906

Computerservices 700 (653) - 47 46 1 97.9% - -


7330 (241) - 7089 1642 5447 23.2% 1 144 1104


- - - - - - - - -



- - - - - - - - -

Legalservices 50 - - 50 - 50 - - -

Contractors 582 871 - 1 453 1 322 131 91.0% 647 647


- - - - - - - - -

Entertainment 200 - - 200 26 174 13.0% 81 41

Fleetservices 6919 (3 200) - 3719 3717 2 99.9% 2000 2005

Housing - - - - - - - - -





2014/15 2013/14


ShiftingofFunds


Actual Expenditure


Final Appropriation

Actual expenditure

R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Inventory:Clothingmaterialandsupplies

- - - - - - - - -

Inventory:Farmingsupplies

- - - - - - - - -

Inventory:Foodandfoodsupplies

- - - - - - - - -

Inventory:Fuel,oilandgas

- - - - - - - - -

Inventory:Learnerandteachersupportmaterial

- - - - - - - - -

Inventory:Materialsandsupplies

- - - - - - - - -

Inventory:Medicalsupplies

- - - - - - - - -

Inventory:Medicine - -

MedsasInventoryInterface

- - - - - - - - -

Inventory:Othersupplies

- - - - - - - - -

Consumablesupplies 807 - - 807 490 317 60.7% 491 489


2 131 (340) - 1791 1709 82 95.4% 2 234 2220

Operatingleases 4600 (980) - 3620 3196 424 88.3% 3 325 3 325



- - - - - - - - -



230 - - 230 110 120 47.8% 15 -

Operatingpayments 2 65 - 67 64 3 95.5% - -

Venuesandfacilities 3546 (1 779) - 1767 1740 27 98.5% 2808 2623

Rentalandhiring - - - - - - - - -

Interestandrentonland

- - - - - - - - -

Interest - - - - - - - - -

Rentonland - - - - - - - - -

- -

Transfersandsubsidies

- 108 - 108 107 1 99.1% 119 112


- - - - - - - - -

Provinces - -


- - - - - - - - -


- - - - - - - - -

Municipalities - -


- - - - - - - - -


- - - - - - - - -


- - - - - - - - -


Departmentalagencies - -





2014/15 2013/14


ShiftingofFunds


Actual Expenditure


Final Appropriation

Actual expenditure

R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000


- - - - - - - - -


- - - - - - - - -


- - - - - - - - -

Publiccorporations - - - - - - - - -


- - - - - - - - -


- - - - - - - - -

Privateenterprises - - - - - - - - -


- - - - - - - - -


- - - - - - - - -

Non-profitinstitutions - - - - - - - - -

Households - 108 - 108 107 1 99.1% 119 112

Socialbenefits - 108 - 108 107 1 99.1% 119 112


- - - - - - - - -

- -


1087 5579 - 6666 6664 2 100.0% 5286 5286


- - - - - - - - -

Buildings - - - - - - - - -



1087 5573 - 6660 6659 1 100.0% 5286 5286

Transportequipment - 5305 - 5305 5304 1 100.0% 4658 4652


1087 268 - 1 355 1 355 - 100.0% 628 634



- - - - - - - - -



- - - - - - - - -

Intangibleassets - 6 - 6 5 1 83.3% - -

- -


60 20 - 80 79 1 98.8% 133 133

1.1Premier’sSupport

2014/15 2013/14


ShiftingofFunds


Actual Expenditure


Final Appropriation

Actual expenditure


R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Currentpayments 22362 (3 816) - 18546 13021 5 525 70.2% 18772 18569


10203 (776) - 9427 9426 1 100.0% 13327 13326

Goodsandservices 12159 (3040) - 9119 3595 5 524 39.4% 5 445 5 243




1.1Premier’sSupport

2014/15 2013/14


ShiftingofFunds


Actual Expenditure


Final Appropriation

Actual expenditure


R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000


- - - - - - -

Transfersandsubsidies - 64 - 64 63 1 98.4% 44 45


- - - - - - - - -


- - - - - - - - -


- - - - - - - - -


- - - - - - - - -


- - - - - - - - -


Households - 64 - 64 63 1 98.4% 44 45


- -


- - - - - - - - -


- - - - - - - - -

Heritageassets


- - - - - - - - -

Biologicalassets


- - - - - - - - -

Intangibleassets


- - - - - - - - -

1.2ExecutiveCouncilSupport

2014/15 2013/14


ShiftingofFunds


Actual Expenditure


Final Appropriation

Actual expenditure


R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Currentpayments 8144 (1 553) - 6591 5968 623 90.5% 6940 6854


5103 (588) - 4 515 4 513 2 100.0% 4624 4615

Goodsandservices 3041 (965) - 2076 1 455 621 70.1% 2316 2239


- - - - - - - - -




1.3DirectorGeneralSupport

2014/15 2013/14


ShiftingofFunds


Actual Expenditure


Final Appropriation

Actual expenditure


R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Currentpayments 25628 3051 - 28679 28611 68 99.8% 22100 21919


12859 4844 - 17703 17701 2 100.0% 16589 16588

Goodsandservices 12769 (1 793) - 10976 10910 66 99.4% 5 511 5 331


- - - - - - - - -

Transfersandsubsidies - -


- - - - - - - - -


- - - - - - - - -


- - - - - - - - -


- - - - - - - - -


- - - - - - - - -


Households


- 3612 - 3612 3610 2 99.9% 3169 3169


- - - - - - - - -


- 3606 - 3606 3605 1 100.0% 3169 3169

Heritageassets


- - - - - - - - -

Biologicalassets


- - - - - - - - -

Intangibleassets

SoftwareandotherIntangibleAssets

- 6 - 6 5 1 83.3% - -


- - - - - -

- - -

1.4FinancialManagement

2014/15 2013/14



ShiftingofFunds


Actual Expenditure


Final Appropriation

Actual expenditure

R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000



14958 27 - 14985 14983 2 100.0% 11956 11969

Goodsandservices 21782 (3231) - 18551 16820 1731 90.7% 17590 17548


- - - - - - - - -




1.4FinancialManagement

2014/15 2013/14



ShiftingofFunds


Actual Expenditure


Final Appropriation

Actual expenditure

R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Transfersandsubsidies - 44 - 44 44 - 100.0% 54 47


- - - - - - - - -


- - - - - - - - -


- - - - - - - - -


- - - - - - - - -


- - - - - - - - -


Households - 44 - 44 44 - 100.0% 54 47


1087 1967 - 3054 3054 - 100.0% 2117 2117


- - - - - - - - -


1087 1967 - 3054 3054 - 100.0% 2117 2117



- - - - - - - - -



- - - - - - - - -

Intangibleassets - - - - - - - - -


60 20 - 80 79 1 98.8% 133 133

1.5ProgrammeSupportAdmin

2014/15 2013/14



ShiftingofFunds


Actual Expenditure


Final Appropriation

Actual expenditure

R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Currentpayments 2 535 (185) - 2350 2 314 36 98.5% 1499 1476


2488 (185) - 2303 2302 1 100.0% 1470 1461

Goodsandservices 47 - - 47 12 35 25.5% 29 15


- - - - - - - - -

Transfersandsubsidies - - - - - - - 21 20


- - - - - - - - -


- - - - - - - - -


- - - - - - - - -




1.5ProgrammeSupportAdmin

2014/15 2013/14



ShiftingofFunds


Actual Expenditure


Final Appropriation

Actual expenditure

R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000


- - - - - - - - -


- - - - - - - - -


Households - - - - - - - 21 20


2014/15 2013/14


ShiftingofFunds


Actual Expenditure


Final Appropriation

Actual expenditure

R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Subprogramme

1.StrategicHumanResources

31644 (1 565) - 30079 29578 501 98.3% 26157 24885

2.InformationCommunicationTechnology

6929 203 - 7132 7096 36 99.5% 7876 7871

3.LegalServices 6462 953 - 7415 7409 6 99.9% 6707 6287

4.CommunicationServices

82480 489 - 82969 81383 1586 98.1% 176258 173992

5.ProgrammeSupport 1 544 (80) - 1464 1446 18 98.8% 39116 39061


129 059 - - 129 059 126 912 2 147 98.3% 256 114 252 096


Currentpayments 125166 270 - 125436 123992 1 444 98.8% 214 134 212373


55 121 549 - 55670 55661 9 100.0% 46019 44281


Socialcontributions 6058 (125) - 5933 5929 4 99.9% 5858 5 235

Goodsandservices 70045 (279) - 69766 68331 1 435 97.9% 168115 168092

Administrativefees - - - - - - - - -

Advertising 23621 847 - 24468 24184 284 98.8% 39145 39143

Minorassets 182 40 - 222 222 - 100.0% 47 47

Auditcosts:External - - - - - - - - -

Bursaries:Employees 450 69 - 519 519 - 100.0% 395 395


2 222 (272) - 1950 1933 17 99.1% 1871 1869

Communication 824 1 224 - 2048 1 976 72 96.5% 240 240

Computerservices 2659 287 - 2946 2258 688 76.6% 2398 2398


5869 (1 857) - 4012 3830 182 95.5% 6804 6801


- - - - - - - - -



- - - - - - - - -

Legalservices 829 372 - 1201 1200 1 99.9% 874 874

Contractors 323 425 - 748 746 2 99.7% 286 285





2014/15 2013/14


ShiftingofFunds


Actual Expenditure


Final Appropriation

Actual expenditure

R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000


9300 1026 - 10326 10326 - 100.0% 90392 90391

Entertainment - - - - - - - 290 290

Fleetservices - - - - - - - - -

Housing - - - - - - - - -



12526 (2 088) - 10438 10427 11 99.9% 8302 8299

Operatingleases - - - - - - - - -

Propertypayments 1481 (188) - 1293 1292 1 99.9% 1882 1883


583 172 - 755 755 - 100.0% 285 285

Travelandsubsistence 417 (132) - 285 194 91 68.1% 404 398


830 122 - 952 952 - 100.0% 564 563


Venuesandfacilities 7509 (187) - 7322 7240 82 98.9% 13389 13382



- - - - - - - - -

Interest - - - - - - - - -

Rentonland - - - - - - - - -



- - - - - - - - -

Provinces - - - - - - - - -


- - - - - - - - -


- - - - - - - - -



- - - - - - - - -


- - - - - - - - -


- 47 - 47 47 - 100.0% - -


Departmentalagencies - 47 - 47 47 - 100.0% - -




- - - - - - - - -



- - - - - - - - -


- - - - - - - - -



- - - - - - - - -





2014/15 2013/14


ShiftingofFunds


Actual Expenditure


Final Appropriation

Actual expenditure

R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000


- - - - - - - - -


Households 54 34 - 88 84 4 95.5% 229 227

Socialbenefits 54 34 - 88 84 4 95.5% 229 227


- - - - - - - - -


3839 (351) - 3488 2789 699 80.0% 4 251 1996


- - - - - - - - -

Buildings - - - - - - - - -



3839 (351) - 3488 2789 699 80.0% 4 251 1996

Transportequipment - - - - - - - - -


3839 (351) - 3488 2789 699 80.0% 4 251 1996

Heritageassets


- - - - - - - - -



- - - - - - - - -



- - - - - - - - -

Total 129 059 - - 129 059 126 912 2 147 98.3% 256 114 252 096

2.1StrategicHumanResources

2014/15 2013/14


ShiftingofFunds


Actual Expenditure


Final Appropriation

Actual expenditure


R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000



20749 (2883) - 17866 17863 3 100.0% 14904 13633

Goodsandservices 10855 1291 - 12146 11649 497 95.9% 11075 11073


- - - - - - - - -


40 27 - 67 66 1 98.5% 179 179


- - - - - - - - -


- 47 - 47 47 - 100.0% - -


- - - - - - - - -


- - - - - - - - -


- - - - - - - - -





2.1StrategicHumanResources

2014/15 2013/14


ShiftingofFunds


Actual Expenditure


Final Appropriation

Actual expenditure


R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Households 40 (20) - 20 19 1 95% 179 179


- - - - - - - - -


- - - - - - - - -


- - - - - - - - -



- - - - - - - - -



- - - - - - - - -



- - - - - - - - -

2.2InformationCommunicationTechnology

2014/15 2013/14


ShiftingofFunds


Actual Expenditure


Final Appropriation

Actual expenditure


R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Currentpayments 4710 203 - 4913 4913 - 100.0% 5880 5875


3056 (2) - 3054 3054 - 100.0% 2971 2970

Goodsandservices 1654 205 - 1859 1859 - 100.0% 2909 2905


- - - - - - - - -

Transfersandsubsidies 10 - - 10 9 1 90.0% - -


- - - - - - - - -


- - - - - - - - -


- - - - - - - - -


- - - - - - - - -


- - - - - - - - -


Households 10 - - 10 9 1 90.0% - -


2209 - - 2209 2174 35 98.4% 1996 1996


- - - - - - - - -


2209 - - 2209 2174 35 98.4% 1996 1996



- - - - - - - - -



- - - - - - - - -




2.2InformationCommunicationTechnology

2014/15 2013/14


ShiftingofFunds


Actual Expenditure


Final Appropriation

Actual expenditure


R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000



- - - - - - - - -

2.3LegalServices

2014/15 2013/14



ShiftingofFunds


Actual Expenditure


Final Appropriation

Actual expenditure

R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000



4779 785 - 5564 5562 2 100.0% 4466 4057



- - - - - - - - -


- 39 - 39 38 1 97.4% 15 14


- - - - - - - - -


- - - - - - - - -


- - - - - - - - -


- - - - - - - - -


- - - - - - - - -


Households - 39 - 39 38 1 97.4% 15 14


- - - - - - - - -


- - - - - - - - -


- - - - - - - - -

Heritageassets


- - - - - - - - -

Biologicalassets


- - - - - - - - -



- - - - - - - - -




2.4CommunicationServices

2014/15 2013/14



ShiftingofFunds


Actual Expenditure


Final Appropriation

Actual expenditure

R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000



25011 2729 - 27740 27737 3 100.0% 22095 22091



- - - - - - - - -


4 15 - 19 18 1 94.7% 35 34


- - - - - - - - -


- - - - - - - - -


- - - - - - - - -


- - - - - - - - -


- - - - - - - - -


Households 4 15 - 19 18 1 94.7% 35 34


1630 (351) - 1279 615 664 48.1% 2 255 -


- - - - - - - - -


1630 (351) - 1279 615 664 48.1% 2 255 -



- - - - - - - - -



- - - - - - - - -

Intangibleassets


- - - - - - - - -

2.5ProgrammeSupport

2014/15 2013/14


ShiftingofFunds


Actual Expenditure


Final Appropriation

Actual expenditure


R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Currentpayments 1 544 (80) - 1464 1446 18 98.8% 1616 1561


1526 (80) - 1446 1 445 1 99.9% 1583 1530



- - - - - - - - -

Transfersandsubsidies - - - - - - - 37500 37500


- - - - - - - - -


- - - - - - - - -




2.5ProgrammeSupport

2014/15 2013/14


ShiftingofFunds


Actual Expenditure


Final Appropriation

Actual expenditure


R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000


- - - - - - - - -


- - - - - - - - -



Households

Programme3:PolicyandGovernance

2014/15 2013/14


ShiftingofFunds


Actual Expenditure


Final Appropriation

Actual expenditure

R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Subprogramme

6.Inter–GovernmentalRelations

23 113 (446) - 22667 12 242 10425 54.0% 18831 18223

7.ProvincialPolicyManagement

77737 1389 - 79126 72433 6693 91.5% 59068 57201

8.ProgrammeSupport 2818 (943) - 1875 1803 72 96.2% 2464 1728


103 668 - - 103 668 86 478 17 190 83.4% 80 363 77 151




39111 2396 - 41507 41502 5 100.0% 37890 35456

Salariesandwages 35 115 2205 - 37320 37319 1 100.0% 34191 31976

Socialcontributions 3996 191 - 4187 4183 4 99.9% 3699 3480


Administrativefees - - - - - - - - -

Advertising 3628 - - 3628 522 3106 14.4% 3952 3944

Minorassets - - - - - - - - -

Auditcosts:External - - - - - - - - -

Bursaries:Employees - - - - - - - - -


4 442 - - 4 442 3148 1294 70.9% 2710 2762

Communication 50 - - 50 - 50 - - -

Computerservices - - - - - - - - -


22917 (4 533) - 18384 14396 3988 78.3% 9213 8883


- - - - - - - - -



- - - - - - - - -

Legalservices - - - - - - - - -

Contractors - 86 - 86 84 2 97.7% 573 569


- 58 - 58 58 - 100.0% - -

Entertainment - - - - - - - - -

Fleetservices - - - - - - - - -

Housing





2014/15 2013/14


ShiftingofFunds


Actual Expenditure


Final Appropriation

Actual expenditure

R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Consumablesupplies 14 1 - 15 15 - 100.0% 20 9


2575 826 - 3401 1698 1703 49.9% 1179 1079

Operatingleases - - - - - - - 161 148

Propertypayments - 125 - 125 119 6 95.2% - -


691 439 - 1130 1008 122 89.2% 706 704

Travelandsubsistence 5248 - - 5248 1 215 4033 23.2% 2280 2066


35 - - 35 9 26 25.7% 8 8

Operatingpayments 50 37 - 87 52 35 59.8% - -

Venuesandfacilities 10460 511 - 10971 8189 2782 74.6% 8639 8515



- - - - - - - - -

Interest - - - - - - - - -

Rentonland - - - - - - - - -



- - - - - - - - -

Provinces - - - - - - - - -


- - - - - - - - -


- - - - - - - - -



- - - - - - - - -


- - - - - - - - -


- - - - - - - - -


Departmentalagencies - - - - - - - - -


14397 - - 14397 14397 - 100.0% 12760 12735


- - - - - - - - -


- - - - - - - - -



- - - - - - - - -


- - - - - - - - -



- - - - - - - - -


- - - - - - - - -


Households 50 54 - 104 66 38 63.5% 63 63

Socialbenefits 50 54 - 104 66 38 63.5% 63 63


- - - - - - - - -





2014/15 2013/14


ShiftingofFunds


Actual Expenditure


Final Appropriation

Actual expenditure

R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000


- - - - - - - - -


- - - - - - - - -

Buildings - - - - - - - - -



- - - - - - - - -

Transportequipment - - - - - - - - -


- - - - - - - - -



- - - - - - - - -



- - - - - - - - -

Intangibleassets


- - - - - - - - -

Total 103 668 - - 103 668 86 478 17 190 83.4% 80 363 77 151

3.1Inter-GovernmentalRelations

2014/15 2013/14


ShiftingofFunds


Actual Expenditure


Final Appropriation

Actual expenditure


R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000



8420 (473) - 7947 7946 1 100.0% 8900 8431



- - - - - - - - -


50 - - 50 13 37 26.0% 210 210


- - - - - - - - -


- - - - - - - - -


- - - - - - - - -


- - - - - - - - -


- - - - - - - - -


Households 50 - - 50 13 37 26.0% - -


- - - - - - - - -


- - - - - - - - -




3.1Inter-GovernmentalRelations

2014/15 2013/14


ShiftingofFunds


Actual Expenditure


Final Appropriation

Actual expenditure


R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000


- - - - - - - - -



- - - - - - - - -



- - - - - - - - -



- - - - - - - - -

3.2ProvincialPolicyManagement

2014/15 2013/14


ShiftingofFunds


Actual Expenditure


Final Appropriation

Actual expenditure


R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Currentpayments 63340 1 351 - 64691 57998 6693 89.7% 46245 44403


28303 3828 - 32 131 32127 4 100.0% 26787 25539



- - - - - - - - -

Transfersandsubsidies 14397 38 - 14 435 14 435 - 100.0% 12823 12798


- - - - - - - - -


- - - - - - - - -


14397 - - 14397 14397 - 100.0% 12760 12735


- - - - - - - - -


- - - - - - - - -


Households - 38 - 38 38 - 100.0% 63 63


- - - - - - - - -


- - - - - - - - -


- - - - - - - - -

Heritageassets


- - - - - - - - -



- - - - - - - - -



- - - - - - - - -




3.3ProgrammeSupport

2014/15 2013/14


ShiftingofFunds


Actual Expenditure


Final Appropriation

Actual expenditure


R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000



2388 (959) - 1429 1429 - 100.0% 2203 1487



- - - - - - - - -

Transfersandsubsidies - 16 - 16 15 1 93.8% - -


- - - - - - - - -


- - - - - - - - -


- - - - - - - - -


- - - - - - - - -


- - - - - - - - -


Households - 16 - 16 15 1 93.8% - -


- - - - - - - - -


- - - - - - - - -


- - - - - - - - -

Heritageassets


- - - - - - - - -



- - - - - - - - -



- - - - - - - - -




1. DetailoftransfersandsubsidiesasperAppropriationAct(afterVirement):

DetailofthesetransactionscanbeviewedinthenoteonTransfersandsubsidies,disclosurenotesandAnnexure 1 (A-H)totheAnnualFinancialStatements.

2. Detailofspecificallyandexclusivelyappropriatedamountsvoted(afterVirement):

Detailofthesetransactionscanbeviewedinnote1(AnnualAppropriation)totheAnnualFinancialStatements.

3. Detailonpaymentsforfinancialassets

DetailofthesetransactionsperprogrammecanbeviewedinthenoteonPaymentsforfinancialassetstotheAnnualFinancialStatements.

4. ExplanationsofmaterialvariancesfromAmountsVoted(afterVirement):

4.1 Per programme FinalAppropriation ActualExpenditure VarianceR’000 Varianceasa%ofFinalAppropriation

Administration 96556 88567 7989 8%

InstitutionalDevelopment 129059 126912 2147 2%

PolicyandGovernance 103668 86478 17190 17%

Administration

Therewerefundsearmarkedfornaturaldisastermanagementandtherewerenonationaldisasterduringtheyearunderreview.

PolicyandGovernance

CancellationofplannedinternationaltripsduetotherevisedInternationalRelationsProgramme.ThePremier'sserviceexcellenceawarddidnottakeplaceintheyear

underreview.Theimpactofcostcontainmentmeasuresaffectedthespendingofbudget.

4.2 Pereconomicclassification FinalAppropriation ActualExpenditure Variance Varianceasa%ofFinalAppropriation

R’000 R’000 R’000 R’000

Currentpayments 306387 279545 26842 9%

Compensationofemployees 148192 147909 283 0%

Goodsandservices 158195 131636 26559 17%

Interestandrentonland - - - -

Transfersandsubsidies 14744 14701 43 0%

Provincesandmunicipalities - - - -

Departmentalagenciesandaccounts 47 47 - 0%

Highereducationinstitutions 14397 14397 - 0%

Publiccorporationsandprivateenterprises - - - -

Foreigngovernmentsandinternationalorganisations - - - -

Non-profitinstitutions - - - -

Households 300 257 43 14%

Paymentsforcapitalassets 10154 9453 701 7%


Machineryandequipment 10148 9448 700 7%

Heritageassets


Biologicalassets


Intangibleassets 6 5 1 17%

Paymentsforfinancialassets 80 79 1 17%

Therewerefundsearmarkedfornaturaldisastermanagementandtherewerenonationaldisasterduringtheyearunderreview.

CancellationofplannedinternationaltripsduetotherevisedInternationalRelationsProgramme.ThePremier'sserviceexcellenceawarddidnottakeplaceintheyear

underreview.Theimpactofcostcontainmentmeasuresaffectedthespendingofbudget.

NOTES TO THE APPROPRIATION STATEMENTfortheyearended31March2015



STATEMENT OF FINANCIAL PERFORMANCEfortheyearended31March2015

Note 2014/15 2013/14

R'000 R'000

REVENUE

Annualappropriation 1 329283 420873

Statutoryappropriation 2 2082 -

Departmentalrevenue 3 426 533

NRFReceipts - -

Aidassistance - -

TOTALREVENUE 331791 421406

EXPENDITURE

Currentexpenditure

Compensationofemployees 4 147909 127696

Goodsandservices 5 131636 227156

Interestandrentonland - -

Aidassistance - -

Totalcurrentexpenditure 279545 354852


Transfersandsubsidies 7 14701 50846

Aidassistance - -

Totaltransfersandsubsidies 14701 50846

Expenditureforcapitalassets

Tangibleassets 8 9448 7282

Intangibleassets 8 5 -

Totalexpenditureforcapitalassets 9453 7282

Unauthorisedexpenditureapprovedwithoutfunding - -

Paymentsforfinancialassets 6 79 133

TOTALEXPENDITURE 303778 413 113

SURPLUS/(DEFICIT)FORTHEYEAR 28013 8293

ReconciliationofNetSurplus/(Deficit)fortheyear

Votedfunds 27587 7760

Annualappropriation 27587 7760

Conditionalgrants - -

Unconditionalgrants - -

DepartmentalrevenueandNRFReceipts 13 426 533

Aidassistance - -

SURPLUS/(DEFICIT)FORTHEYEAR 28013 8293



POSITION

Note 2014/15 2013/14

R'000 R'000ASSETS

Currentassets 27942 8189

Unauthorisedexpenditure - -

Cashandcashequivalents 9 27271 5 222

Otherfinancialassets - -

Prepaymentsandadvances 10 461 27

Receivables 11 209 2940

Loans - -

Aidassistanceprepayments - -

Aidassistancereceivable - -

Non-currentassets

Investments - -

Receivables - -

Loans - -

Otherfinancialassets - -

TOTAL ASSETS 27 941 8 189

LIABILITIES

Currentliabilities

VotedfundstobesurrenderedtotheRevenueFund 12 27587 7760

DepartmentalrevenueandNRFReceiptstobesurrenderedtotheRevenueFund 13 21 47

Bankoverdraft - -

Payables 14 333 382

Aidassistancerepayable - -

Aidassistanceunutilised - -

Non-currentliabilities

Payables - -

TOTAL LIABILITIES 27 941 8 189

NETASSETS -

Note 2014/15 2013/14

R'000 R'000

Representedby:

Capitalisationreserve - -

Recoverablerevenue - -

Retainedfunds - -

Revaluationreserves - -

TOTAL

STATEMENT OF FINANCIAL POSITION asat31March2015



Note 2014/15 2013/14

R'000 R’000

CASH FLOWS FROM OPERATING ACTIVITIES

Receipts 331 793 421 406

Annualappropriatedfundsreceived 1.1 329283 420873

Statutoryappropriatedfundsreceived 2 2082 -

Departmentalrevenuereceived 3 416 521

Interestreceived 3.2 10 12

NRFReceipts - -

Aidassistancereceived - -

Net(increase)/decreaseinworkingcapital 2248 (2740)

SurrenderedtoRevenueFund (8 212) (11476)

SurrenderedtoRDPFund/Donor - -

Currentpayments (279 545) (354852)

Interestpaid - -

Paymentsforfinancialassets 6 (79) (133)

Transfersandsubsidiespaid 7 (14 701) (50846)

Netcashflowavailablefromoperatingactivities 31 502 1 359

CASH FLOWS FROM INVESTING ACTIVITIES

Paymentsforcapitalassets 8.1 (9 453) (7282)

Proceedsfromsaleofcapitalassets - -

(Increase)/decreaseinloans - -

(Increase)/decreaseininvestments - -

(Increase)/decreaseinotherfinancialassets - -

Netcashflowsfrominvestingactivities (9 453) (7 282)

CASH FLOWS FROM FINANCING ACTIVITIES

Distribution/dividendreceived - -

Increase/(decrease)innetassets - -

Increase/(decrease)innon-currentpayables - -

Netcashflowsfromfinancingactivities -

Netincrease/(decrease)incashandcashequivalents 22049 (5923)

Cashandcashequivalentsatbeginningofperiod 5 222 11 145

Cashandcashequivalentsatendofperiod 9 27 271 5 222

CASH FLOW STATEMENTfortheyearended31March2015



ACCOUNTING POLICIESfortheyearended31March2015

SummaryofsignificantaccountingpoliciesThefinancialstatementshavebeenpreparedinaccordancewiththefollowingpolicies,whichhavebeenappliedconsistentlyinallmaterialaspects,unlessotherwiseindicated.

Thehistoricalcostconventionhasbeenused,exceptwhereotherwiseindicated.Managementhasusedassessmentsandestimatesinpreparingtheannualfinancialstatements.Thesearebasedonthebestinformationavailableatthetimeofpreparation.

Whereappropriateandmeaningful,additionalinformationhasbeendisclosedtoenhancetheusefulnessofthefinancialstatementsandtocomplywiththestatutoryrequirementsofthePublicFinanceManagementAct(PFMA),Act1of1999(asamendedbyAct29of1999),andtheTreasuryRegulationsissuedintermsofthePFMAandtheannualDivisionofRevenueAct.

1 Basisofpreparation

ThefinancialstatementshavebeenpreparedinaccordancewiththeModifiedCashStandard.

Underthisbasis,theeffectsoftransactionsandothereventsrecognisedinthefinancialrecordswhenresultingcashisreceivedorpaid.The“modified”resultsfromtherecognitionofcertainnear-cashbalanceinthefinancialstatementsaswellstatementsaswellastherevaluationofforeigninvestmentsandloansandtherecognitionofresultingrevaluationgainsandlosses.

Inadditionsupplementary information isprovided in thedisclosurenotes to thefinancialstatementswhere it isdeemedtobeuseful to theusersof thefinancialstatements.

2 Goingconcern

Thefinancialstatementshavebeenpreparedonagoingconcernbasis.

3 Presentationcurrency

AmountshavebeenpresentedinthecurrencyoftheSouthAfricanRand(R)whichisalsothefunctionalcurrencyofthedepartment.AllamountshavebeenpresentedinthecurrencyoftheSouthAfricanRand(R)whichisalsothefunctionalcurrencyofthedepartment.

4 Rounding

UnlessotherwisestatedfinancialfigureshavebeenroundedtothenearestonethousandRand(R’000).

5 Foreigncurrencytranslation

CashflowsarisingfromforeigncurrencytransactionsaretranslatedintoSouthAfricanRandsusingtheexchangeratesprevailingatthedateofpayment/receipt.

6 Comparativeinformation

6.1 Priorperiodcomparativeinformation

Priorperiodcomparative informationhasbeenpresented in thecurrentyear’sfinancialstatements. Wherenecessaryfigures included in thepriorperiodfinancialstatementshavebeenreclassifiedtoensurethattheformatinwhichtheinformationispresentedisconsistentwiththeformatofthecurrentyear’sfinancialstatements.

6.2 Currentyearcomparisonwithbudget

A comparison between the approved, final budget and actual amounts for each programme and economic classification is included in the appropriationstatement.

7 Revenue

7.1 Appropriatedfunds

Appropriatedfundscomprisesofdepartmentalallocationsaswellasdirectchargesagainsttherevenuefund(i.e.statutoryappropriation).

Appropriatedfundsarerecognisedinthestatementoffinancialperformanceonthedatetheappropriationbecomeseffective.Adjustmentsmadeintermsoftheadjustmentsbudgetprocessarerecognisedinthestatementoffinancialperformanceonthedatetheadjustmentsbecomeeffective.

Thenetamountofanyappropriatedfundsdueto/fromtherelevantrevenuefundatthereportingdateisrecognisedasapayable/receivableinthestatementoffinancialposition.



7.2 Departmentalrevenue

Departmentalrevenueisrecognisedinthestatementoffinancialperformancewhenreceivedandissubsequentlypaidintotherelevantrevenuefund,unlessstatedotherwise.

Anyamountowingtotherelevantrevenuefundatthereportingdateisrecognisedasapayableinthestatementoffinancialposition.

7.3 Accrueddepartmentalrevenue

Accrualsinrespectofdepartmentalrevenue(excludingtaxrevenue)arerecordedinthenotestothefinancialstatementswhen:• itisprobablethattheeconomicbenefitsorservicepotentialassociatedwiththetransactionwillflowtothedepartment;and• theamountofrevenuecanbemeasuredreliably.

Theaccruedrevenueismeasuredatthefairvalueoftheconsiderationreceivable.Accruedtaxrevenue(andrelatedinterestand/penalties)ismeasuredatamountsreceivablefromcollectingagents.

8 Expenditure

8.1 Compensationofemployees

8.1.1 Salariesandwages

Salariesandwagesarerecognisedinthestatementoffinancialperformanceonthedateofpayment.

8.1.2 Socialcontributions

Socialcontributionsmadebythedepartmentinrespectofcurrentemployeesarerecognisedinthestatementoffinancialperformanceonthedateofpayment.

Socialcontributionsmadebythedepartmentinrespectofex-employeesareclassifiedastransferstohouseholdsinthestatementoffinancialperformanceonthedateofpayment.

8.2 Otherexpenditure

Otherexpenditure(suchasgoodsandservices,transfersandsubsidiesandpaymentsforcapitalassets)isrecognisedinthestatementoffinancialperformanceonthedateofpayment.Theexpenseisclassifiedasacapitalexpenseifthetotalconsiderationpaidismorethanthecapitalisationthreshold.

8.3 Accruedexpenditurepayable

Accruedexpenditurepayable is recorded in thenotes to thefinancial statementswhen thegoodsare receivedor, in thecaseof services,when theyarerenderedtothedepartment.

Accruedexpenditurepayableismeasuredatcost.

8.4 Leases

8.4.1 Operatingleases

Operatingleasepaymentsmadeduringthereportingperiodarerecognisedascurrentexpenditureinthestatementoffinancialperformanceonthedateofpayment.

Theoperatingleasecommitmentsarerecordedinthenotestothefinancialstatements.

8.4.2 Financeleases

Finance leasepaymentsmadeduring thereportingperiodare recognisedascapitalexpenditure in thestatementoffinancialperformanceonthedateofpayment.

Thefinanceleasecommitmentsarerecordedinthenotestothefinancialstatementsandarenotapportionedbetweenthecapitalandinterestportions.

Financeleaseassetsacquiredattheendoftheleasetermarerecordedandmeasuredatthelowerof:• cost,beingthefairvalueoftheasset;or• thesumoftheminimumleasepaymentsmade,includinganypaymentsmadetoacquireownershipattheendoftheleaseterm,excludinginterest.




9 AidAssistance

9.1 Aidassistancereceived

Aidassistancereceivedincashisrecognisedinthestatementoffinancialperformancewhenreceived.In-kindaidassistanceisrecordedinthenotestothefinancialstatementsonthedateofreceiptandismeasuredatfairvalue.Aidassistancenotspentfortheintendedpurposeandanyunutilisedfundsfromaidassistancethatarerequiredtoberefundedtothedonorarerecognisedasapayableinthestatementoffinancialposition.

9.2 Aidassistancepaid

Aidassistancepaidisrecognisedinthestatementoffinancialperformanceonthedateofpayment.Aidassistancepaymentsmadepriortothereceiptoffundsarerecognisedasareceivableinthestatementoffinancialposition.

10 Cashandcashequivalents

Cashandcashequivalentsarestatedatcostinthestatementoffinancialposition.

Bankoverdraftsareshownseparatelyonthefaceofthestatementoffinancialposition.

Forthepurposesofthecashflowstatement,cashandcashequivalentscomprisecashonhand,depositsheld,othershort-termhighlyliquidinvestmentsandbankoverdrafts.

11 Prepaymentsandadvances

Prepaymentsandadvancesarerecognisedinthestatementoffinancialpositionwhenthedepartmentreceivesordisbursesthecash.

Prepaymentsandadvancesareinitiallyandsubsequentlymeasuredatcost.

12 Loansandreceivables

Loansandreceivablesarerecognisedinthestatementoffinancialpositionatcostplusaccruedinterest,whereinterestischarged,lessamountsalreadysettledorwritten-off.

13 Investments

Investmentsarerecognisedinthestatementoffinancialpositionatcost.

14 Impairmentoffinancialassets

Wherethereisanindicationofimpairmentofafinancialasset,anestimationofthereductionintherecordedcarryingvalue,toreflectthebestestimateoftheamountofthefutureeconomicbenefitsexpectedtobereceivedfromthatasset,isrecordedinthenotestothefinancialstatements.

15 Payables

Loansandpayablesarerecognisedinthestatementoffinancialpositionatcost.

16 CapitalAssets

16.1 Immovablecapitalassets

Immovablecapitalassetsareinitiallyrecordedinthenotestothefinancialstatementsatcost.Immovablecapitalassetsacquiredthroughanon-exchangetransactionismeasuredatfairvalueasatthedateofacquisition.

Wherethecostofimmovablecapitalassetscannotbedeterminedaccurately,theimmovablecapitalassetsaremeasuredatR1unlessthefairvalueoftheassethasbeenreliablyestimated,inwhichcasethefairvalueisused.

Allassetsacquiredpriorto1April2002(oralaterdateasapprovedbytheOAG)mayberecordedatR1.Immovablecapitalassetsaresubsequentlycarriedatcostandarenotsubjecttodepreciationorimpairment.

Subsequentexpenditurethatisofacapitalnatureisaddedtothecostoftheassetattheendofthecapitalprojectunlesstheimmovableassetisrecordedbyanotherdepartmentinwhichcasethecompletedprojectcostsaretransferredtothatdepartment.




16.2 Movablecapitalassets

Movablecapitalassetsareinitiallyrecordedinthenotestothefinancialstatementsatcost.Movablecapitalassetsacquiredthroughanon-exchangetransactionismeasuredatfairvalueasatthedateofacquisition.

Wherethecostofmovablecapitalassetscannotbedeterminedaccurately,themovablecapitalassetsaremeasuredatfairvalueandwherefairvaluecannotbedetermined;themovableassetsaremeasuredatR1.

Allassetsacquiredpriorto1April2002(oralaterdateasapprovedbytheOAG)mayberecordedatR1.

Movablecapitalassetsaresubsequentlycarriedatcostandarenotsubjecttodepreciationorimpairment.

Subsequentexpenditurethatisofacapitalnatureisaddedtothecostoftheassetattheendofthecapitalprojectunlessthemovableassetisrecordedbyanotherdepartment/entityinwhichcasethecompletedprojectcostsaretransferredtothatdepartment.

16.3 Intangibleassets

Intangibleassetsareinitiallyrecordedinthenotestothefinancialstatementsatcost.Intangibleassetsacquiredthroughanon-exchangetransactionaremeasuredatfairvalueasatthedateofacquisition.

Internallygeneratedintangibleassetsarerecordedinthenotestothefinancialstatementswhenthedepartmentcommencesthedevelopmentphaseoftheproject.

Wherethecostofintangibleassetscannotbedeterminedaccurately,theintangiblecapitalassetsaremeasuredatfairvalueandwherefairvaluecannotbedetermined;theintangibleassetsaremeasuredatR1. Allassetsacquiredpriorto1April2002(oralaterdateasapprovedbytheOAG)mayberecordedatR1.

Intangibleassetsaresubsequentlycarriedatcostandarenotsubjecttodepreciationorimpairment.

Subsequentexpenditurethatisofacapitalnatureisaddedtothecostoftheassetattheendofthecapitalprojectunlesstheintangibleassetisrecordedbyanotherdepartment/entityinwhichcasethecompletedprojectcostsaretransferredtothatdepartment.

17 ProvisionsandContingents

17.1 Provisions

Provisionsarerecordedinthenotestothefinancialstatementswhenthereisapresentlegalorconstructiveobligationtoforfeiteconomicbenefitsasaresultofeventsinthepastanditisprobablethatanoutflowofresourcesembodyingeconomicbenefitsorservicepotentialwillberequiredtosettletheobligationandareliableestimateoftheobligationcanbemade.Theprovisionismeasuredasthebestestimateofthefundsrequiredtosettlethepresentobligationatthereportingdate.

17.2 Contingentliabilities

Contingentliabilitiesarerecordedinthenotestothefinancialstatementswhenthereisapossibleobligationthatarisesfrompastevents,andwhoseexistencewillbeconfirmedonlybytheoccurrenceornon-occurrenceofoneormoreuncertainfutureeventsnotwithinthecontrolofthedepartmentorwhenthereisapresentobligationthatisnotrecognisedbecauseitisnotprobablethatanoutflowofresourceswillberequiredtosettletheobligationortheamountoftheobligationcannotbemeasuredreliably.

17.3 Contingentassets

Contingentassetsarerecordedinthenotestothefinancialstatementswhenapossibleassetarisesfrompastevents,andwhoseexistencewillbeconfirmedbytheoccurrenceornon-occurrenceofoneormoreuncertainfutureeventsnotwithinthecontrolofthedepartment.

17.4 Commitments

Commitmentsarerecordedatcostinthenotestothefinancialstatementswhenthereisacontractualarrangementoranapprovalbymanagementinamannerthatraisesavalidexpectationthatthedepartmentwilldischargeitsresponsibilitiestherebyincurringfutureexpenditurethatwillresultintheoutflowofcash.




18 Unauthorisedexpenditure

Unauthorisedexpenditureisrecognisedinthestatementoffinancialpositionuntilsuchtimeastheexpenditureiseither:• approvedbyParliamentortheProvincialLegislaturewithfundingandtherelatedfundsarereceived;or• approvedbyParliamentortheProvincialLegislaturewithoutfundingandiswrittenoffagainsttheappropriationinthestatementoffinancialperformance;

or• Transferredtoreceivablesforrecovery.

Unauthorisedexpenditureismeasuredattheamountoftheconfirmedunauthorisedexpenditure.

19 Fruitlessandwastefulexpenditure

Fruitlessandwastefulexpenditureisrecordedinthenotestothefinancialstatementswhenconfirmed.Theamountrecordedisequaltothetotalvalueofthefruitlessandorwastefulexpenditureincurred.

Fruitlessandwastefulexpenditureisremovedfromthenotestothefinancialstatementswhenitisresolvedortransferredtoreceivablesforrecovery.

Fruitless and wasteful expenditure receivables are measured at the amount that is expected to be recoverable and are de-recognised when settled orsubsequentlywritten-offasirrecoverable.

20 Irregularexpenditure

Irregularexpenditureisrecordedinthenotestothefinancialstatementswhenconfirmed.Theamountrecordedisequaltothevalueoftheirregularexpenditureincurredunlessitisimpracticabletodetermine,inwhichcasereasonsthereforareprovidedinthenote.

Irregularexpenditureisremovedfromthenotewhenitiseithercondonedbytherelevantauthority,transferredtoreceivablesforrecoveryornotcondonedandisnotrecoverable. Irregularexpenditurereceivablesaremeasuredattheamountthatisexpectedtoberecoverableandarede-recognisedwhensettledorsubsequentlywritten-offasirrecoverable.

21 Changesinaccountingpolicies,accountingestimatesanderrors

Theeffectofachangeinanaccountingpolicyestimateshallberecognisedprospectively.

Natureandamountofachangeinanaccountingestimatethathaseffectinthecurrentperiodorisexpectedtohaveaneffectinfutureperiods,exceptforthedisclosureoftheeffectonfutureperiodswhenitisimpracticabletoestimatethateffectshallbedisclosed.

Iftheamountoftheeffectinfutureperiods,exceptforthedisclosureoftheeffectonfutureperiodsitisimpracticabletoestimatethateffectshallbedisclosed.

ChangesinaccountingpoliciesthatareeffectedbymanagementhavebeenappliedretrospectivelyinaccordancewithMCSrequirements,excepttotheextentthatitisimpracticabletodeterminetheperiod-specificeffectsorthecumulativeeffectofthechangeinpolicy.Insuchinstancesthedepartmentshallrestatetheopeningbalancesofassets,liabilitiesandnetassetsfortheearliestperiodforwhichretrospectiverestatementispracticable.

ChangesinaccountingestimatesareappliedprospectivelyinaccordancewithMCSrequirements.

CorrectionoferrorsisappliedretrospectivelyintheperiodinwhichtheerrorhasoccurredinaccordancewithMCSrequirements,excepttotheextentthatitisimpracticabletodeterminetheperiod-specificeffectsorthecumulativeeffectoftheerror.Insuchcasesthedepartmentshallrestatetheopeningbalancesofassets,liabilitiesandnetassetsfortheearliestperiodforwhichretrospectiverestatementispracticable.

22 Eventsafterthereportingdate

Eventsafterthereportingdatethatareclassifiedasadjustingeventshavebeenaccountedforinthefinancialstatements.Theeventsafterthereportingdatethatareclassifiedasnon-adjustingeventsafterthereportingdatehavebeendisclosedinthenotestothefinancialstatements.




23 Agent-Principalarrangements

Whereadepartmentactsasaprincipalitshalldiscloseaspartoftheprimaryfinancialinformation,thefollowinginthenotestothefinancialstatements:(a) Thetotalpaymentsmadetoitsagents(whereapplicable)duringtheperiod;and(b) Anexplanationaboutthenature,circumstancesandtermsrelatingtothearrangements.Whereadepartmentisactingasanagentforanotherdepartmentorpublicsectorentityitshalldiscloseaspartoftheprimaryfinancialinformation,

thefollowinginthenotestothefinancialstatements;(a) Reconciliationbetweentotalagencyfundsreceivedanddisbursementsmadeexecutingagencyservices;(b) Anexplanationofdifferencesbetweenamountsspentonbehalfoftheotherparty,andanyreimbursementreceivedinthereportingperiod.(c) Anyrevenueearnedfromrenderingtheagencyservice,andtheamountofrevenuerecognisedbasedoncashreceiptsduringthereportingperiod;(d) Anarrativedescriptionandexplanationofassetsbelongingtootherentitiesthatareheldinthecustodyofthedepartment;and(e) Anexplanationaboutthenature,circumstancesandtermsrelatingtothearrangements.

24 Capitalisationreserve

Thecapitalisationreservecomprisesoffinancialassetsand/orliabilitiesoriginatinginapriorreportingperiodbutwhicharerecognisedinthestatementoffinancialpositionforthefirsttimeinthecurrentreportingperiod.AmountsarerecognisedinthecapitalisationreserveswhenidentifiedinthecurrentperiodandaretransferredtotheNational/ProvincialRevenueFundwhentheunderlyingassetisdisposedandtherelatedfundsarereceived

25 Recoverablerevenue

Amountsarerecognisedasrecoverablerevenuewhenapaymentmadeinapreviousfinancialyearbecomesrecoverablefromadebtorinthecurrentfinancialyear.AmountsareeithertransferredtotheNational/ProvincialRevenueFundwhenrecoveredoraretransferredtothestatementoffinancialperformancewhenwritten-off.

26 Relatedpartytransactions

Arelatedpartytransactionisatransferofresources,servicesorobligationsbetweenthereportingentityandarelatedparty.Relatedpartytransactionsarerecordedinthenotestothefinancialstatementswhenthetransactionisnotatarm’slength.

27 Priorperioderrors

Priorperioderrorshallbecorrectedbyretrospectiverestatementexcepttotheextentthatitisimpracticabletodetermineeithertheperiod-specificeffectsorthecumulativeeffectoftheerror.

Whenitisimpracticabletodeterminetheperiod-specificeffectsofanerroroncomparativeinformationforoneormorepriorperiodsthedepartmentshallrestatetheopeningbalancesofrecognisedassets,liabilitiesandnetassetsfortheearliestperiodforwhichretrospectiverestatementispracticable

Similarly,openingbalancesreflectedinthesecondaryfinancialinformationthatareaffectedbyapriorperioderrorshallberestatedaccordingly.

Whenitisimpracticabletodeterminethecumulativeeffect,atthebeginningofthecurrentperiod,ofanerroronallpriorperiods,thedepartmentshallrestatethecomparativeinformationtocorrecttheerrorprospectivelyfromtheearliestdatepracticable. Adepartmentshalldisclosethefollowing,distinguishingclearlybetweenprimaryandsecondaryfinancialinformation:(a)thenatureofthepriorperioderror;(b)foreachpriorperiodpresented,totheextentpracticable,theamountofthecorrectionforeachlineitemaffected;(c)theamountofthecorrectionatthebeginningoftheearliestpriorperiodpresented;(d)theimpactonunauthorisedexpenditureandvotedfundstobesurrendered(whereapplicable);and(e)ifretrospectiverestatementisimpracticableforaparticularpriorperiod,thecircumstancesthatledtotheexistenceofthatconditionandadescriptionofhowandfromwhentheerrorhasbeencorrected.

28 Inventories(Effectivefrom1April2016)

Atthedateofacquisition,inventoriesarerecordedatcostpriceinthenotestothefinancialstatements

Whereinventoriesareacquiredaspartofanon-exchangetransaction,thecostofinventoryisitsfairvalueatthedateofacquisition.Inventoriesaresubsequentlymeasuredatthelowerofcostandnetrealisablevalueorthelowerofcostandreplacementvalue.




1. AnnualAppropriation

1.1 AnnualAppropriation

IncludedarefundsappropriatedintermsoftheAppropriationAct(andtheAdjustmentsAppropriationAct)forNationalDepartments(Votedfunds)andProvincial

Departments:

2014/15 2013/14

Final

Appropriation

ActualFunds Received

Fundsnot requested/ notreceived

Appropriationreceived

R’000 R’000 R’000 R’000

Administration 96556 96556 - 84395

InstitutionalDevelopment 129059 129059 - 256115

PolicyandGovernance 103668 103668 - 80363

Total 329 283 329 283 - 420 873

Provideanexplanationforfundsnotrequested/notreceived

Allfundsappropriatedwerereceived

2. StatutoryAppropriation

2014/15 2013/14

R’000 R’000

Members’remuneration(Executivecommittee/Parliamentaryofficers 2082 -

Total 2082 -

ActualStatutoryAppropriationreceived 2082 -

2 082 -

In2013/14theOfficeofthePremierdidnotreceiveStatutoryAppropriationfromTreasury.

3. Departmentalrevenue

Note 2014/15 2013/14

R’000 R’000

Salesofgoodsandservicesotherthancapitalassets 3.1 243 357

Interest,dividendsandrentonland 3.2 10 12

Transactionsinfinancialassetsandliabilities 3.3 173 164

Totalrevenuecollected 426 533

Departmentalrevenuecollected 426 533

NOTES TO THE ANNUAL FINANCIAL STATEMENTSfortheyearended31March2015



3.1 Salesofgoodsandservicesotherthancapitalassets

Note 2014/15 2013/14

3 R’000 R’000

Salesofgoodsandservicesproducedbythedepartment 243 357

Salesbymarketestablishment - -

Administrativefees - -

Othersales 243 357

Salesofscrap,wasteandotherusedcurrentgoods

Total 243 357

3.2 Interest,dividendsandrentonland

Note 2015/14 2013/14

3 R’000 R’000

Interest 10 12

Dividends - -

Rentonland - -

Total 10 12

3.3 Transactionsinfinancialassetsandliabilities

Note 2015/14 2014/13

3 R’000 R’000

Loansandadvances

Receivables - -

Forexgain - -

Stalechequeswrittenback - -

OtherReceiptsincludingRecoverableRevenue 173 164

GainsonGFECRA - -

Total 173 164

4. Compensationofemployees

4.1 SalariesandWages

Note 2014/15 2013/14

R’000 R’000

Basicsalary 92499 80682

Performanceaward 1662 1304

ServiceBased 6441 8824

Compensative/circumstantial 14218 6183

Periodicpayments 66 273

Othernon-pensionableallowances 17805 16653

Total 132 691 113 919

4.2 Socialcontributions

Note 2014/15 2013/14

R’000 R’000

Employercontributions

Pension 11 221 9833

Medical 3976 3928

UIF 3 1

Bargainingcouncil 18 15

Officialunionsandassociations - -

Insurance - -

Total 15 218 13 777

Totalcompensationofemployee 147909 127696

Averagenumberofemployees 275 489




5. Goodsandservices

Note 2014/15 2013/14

R’000 R’000

Administrativefees 35 36

Advertising 24996 43301

Minorassets 5.1 660 157

Bursaries(employees) 519 395

Catering 5686 5 414

Communication 6292 4 145

Computerservices 5.2 2305 2398

Consultants:Businessandadvisoryservices 19867 16788

Infrastructureandplanningservices - -

Laboratoryservices - -

Scientificandtechnologicalservices - -

Legalservices 1201 874

Contractors 2 152 1499

Agencyandsupport/outsourcedservices 10384 90247

Entertainment 26 332

Auditcost-external 5.3 2 213 2279

Fleetservices 3717 2005

Inventory - -

Consumables 5.4 14348 12562

Housing - -

Operatingleases 3196 3473

Propertypayments 5.5 9270 7261

Rentalandhiring - -

Transportprovidedaspartofthedepartmentalactivities - -

Travelandsubsistence 5.6 6146 8739

Venuesandfacilities 17169 24596

Traininganddevelopment 1071 571

Otheroperatingexpenditure 5.7 383 84

Total 131 636 227 156

Indicatetotalvalueofprepaymentsincludedinthecurrentyear’sexpenditurealongwithanexplanationforexpensingthepaymentpriortothereceiptofthegoods/

services

Therearenoprepaymentsincludedinthecurrentyear’sexpenditure.

5.1 Minorassets

Note 2014/15 2013/14

5 R’000 R’000

Tangibleassets 660 157

Buildingsandotherfixedstructures - -

Biologicalassets - -

Heritageassets - -

Machineryandequipment 660 157

Transportassets - -

Specialisedmilitaryassets - -

Total 660 157

5.2Computerservices

Note 2014/15 2013/14

5 R’000 R’000

SITAcomputerservices 2137 2398

Externalcomputerserviceproviders 168 -

Total 2 305 2 398




5.3Auditcost–External

Note 2014/15 2013/14

5 R’000 R’000

Regularityaudits 2 213 2279

Performanceaudits - -

Investigations - -

Environmentalaudits - -

Computeraudits - -

Total 2 213 2 279

5.4Consumables

Note 2014/15 2013/145 R’000 R’000

Consumablesupplies 514 964

Uniformandclothing 37 -

Householdsupplies 284 190

Buildingmaterialandsupplies - -

Communicationaccessories - -

ITconsumables 89 485

Otherconsumables 104 289

Stationery,printingandofficesupplies 13834 11598

Total 14 348 12 562

5.5 Propertypayments

Note 2014/15 2013/14

5 R’000 R’000

Municipalservices 3192 4163

Propertymanagementfees - -

Propertymaintenanceandrepairs - -

Other 6078 3098

Total 9270 7261

5.6 Travelandsubsistence

Note 2014/15 2013/14

5 R’000 R’000

Local 5262 5516

Foreign 884 3 223

Total 6 146 8 739

5.7 Otheroperatingexpenditure

Note 2014/15 2013/14

5 R’000 R’000

Professionalbodies,membershipandsubscriptionfees 1 -

Resettlementcosts 266 82

Other 116 2

Total 383 84




6 Paymentsforfinancialassets

Note 2014/15 2013/14

R’000 R’000

Materiallossesthroughcriminalconduct - -

Theft - -

Othermateriallosses - -

Purchaseofequity - -

Extensionofloansforpolicypurposes - -

Othermateriallosseswrittenoff - -

Debtswrittenoff 6.1 79 133

Forexlosses - -

Debttakeovers - -

LossesonGFECRA - -

Total 79 133

6.1 Debtswrittenoff

Note 2014/15 2013/14

6 R’000 R’000

Natureofdebtswrittenoff

Irregularexpenditurewrittenoff - -

SalaryDebt 21 112

Bursaries - 21

Supplier 58 -

Total 79 133

Totaldebtwrittenoff 79 133

7 Transfersandsubsidies

2014/15 2013/14

Note R’000 R’000

Provincesandmunicipalities - -

Departmentalagenciesandaccounts Annex1B 47 -

Highereducationinstitutions Annex1C 14397 12735

Foreigngovernmentsandinternationalorganisations - -

Publiccorporationsandprivateenterprises - -

Non-profitinstitutions Annex1F - 37710

Households Annex1G 257 401

Total 14 701 50 846

Unspentfundstransferredtotheabovebeneficiaries

Therearenounspentfundstransferredtotheaboveagencies

8 Expenditureforcapitalassets

Note 2014/15 2013/14

R’000 R’000


Buildingsandotherfixedstructures - -

Heritageassets - -

Machineryandequipment 25.1 9448 7282

Specialisedmilitaryassets - -

Landandsubsoilassets - -

Biologicalassets - -

Intangibleassets 5

Software 28 5 -

Mastheadsandpublishingtitles - -

Patents,licences,copyright,brandnames,trademarks - -

Recipes,formulae,prototypes,designs,models - -

Servicesandoperatingrights - -

Total 9 453 7,282




8.1 Analysisoffundsutilisedtoacquirecapitalassets–2014/15

Votedfunds Aidassistance Total

R’000 R’000 R’000


Buildingsandotherfixedstructures - - -

Heritageassets - - -

Machineryandequipment 9448 - 9448

Specialisedmilitaryassets - - -

Landandsubsoilassets - - -

Biologicalassets - - -

Intangibleassets 5 - 5

Software 5 - 5

Mastheadsandpublishingtitles - - -

Patents,licences,copyright,brandnames,trademarks - - -

Recipes,formulae,prototypes,designs,models - - -

Servicesandoperatingrights - - -

Total 9 453 - 9 453

8.2 Analysisoffundsutilisedtoacquirecapitalassets–2013/14

Votedfunds Aidassistance Total

R’000 R’000 R’000

Tangibleassets 7282 7 282

Buildingsandotherfixedstructures - - -

Heritageassets - - -

Machineryandequipment 7282 - 7282

Specialisedmilitaryassets - - -

Landandsubsoilassets - - -

Biologicalassets - - -

Intangibleassets

Software - - -

Mastheadsandpublishingtitles - - -

Patents,licences,copyright,brandnames,trademarks - - -

Recipes,formulae,prototypes,designs,models - - -

Servicesandoperatingrights - - -

Total 7 282 - 7 282

8.3 FinanceleaseexpenditureincludedinExpenditureforcapitalassets

Note 2014/15

R’000

Tangibleassets 5304

Buildingsandotherfixedstructures -

Heritageassets -

Machineryandequipment 5304

Specialisedmilitaryassets -

Landandsubsoilassets -

Biologicalassets -

Total 5 304




9. Cashandcashequivalents

Note 2014/15 2013/14

R’000 R’000

ConsolidatedPaymasterGeneralAccount 27251 5202

Cashreceipts - -

Disbursements - -

Cashonhand 20 20

Investments(Domestic) - -

Investments(Foreign) - -

Total 27 271 5 222

10. Prepaymentsandadvances

Note 2014/15 2013/14

R’000 R’000

Staffadvances - -

Travelandsubsistence 65 27

Prepayments 396 -

Advancespaid - -

SOCPENadvances - -

Total 461 27

11. Receivables

2014/15 201314

R’000 R’000 R’000 R’000 R’000

NoteLessthanoneyear

Onetothreeyears

Olderthanthreeyears

Total Total

Claimsrecoverable 11.1Annex4

165 - - 165 2800

Tradereceivables - - - - -

Recoverableexpenditure - - - - -

Staffdebt - - - - -

Fruitlessandwastefulexpenditure - - - -

Otherdebtors 11.2 44 - - 44 140

Total 209 - - 209 2,940

11.1 Claimsrecoverable

Note 2014/15 2013/14

15 R’000 R’000

Nationaldepartments 113 -

Provincialdepartments 52 2800

Foreigngovernments - -

Publicentities - -

Privateenterprises - -

Highereducationinstitutions - -

Householdsandnon-profitinstitutions - -

Localgovernments - -

-

Total 165 2 800

11.2 Otherdebtors

Note 2014/15 2013/14

15 R’000 R’000

(Groupmajorcategories,butlistmaterialitems)BursarySalarySupplier

13 31-

- 155075

Total 44 140




12. VotedfundstobesurrenderedtotheRevenueFund

Note 2014/15 2013/14

R’000 R’000

Openingbalance 7760 10964

Priorperioderror - -

Asrestated 7760 10964

Transferfromstatementoffinancialperformance(asrestated) 27587 7760

Add:Unauthorisedexpenditureforcurrentyear - -

Votedfundsnotrequested/notreceived - -

Transferredtoretainedrevenuetodefrayexcessexpenditure(PARLIAMENT/LEGISLATURESONLY) - -

Paidduringtheyear (7 760) (10964)

Closingbalance 27 587 7 760

13. DepartmentalrevenueandNRFReceiptstobesurrenderedtotheRevenueFund

Note 2014/15 2013/14

R’000 R’000

Openingbalance 47 26

Priorperioderror - -

Asrestated 47 26

TransferfromStatementofFinancialPerformance(asrestated) 426 533

Ownrevenueincludedinappropriation - -

Transferfromaidassistance - -

Transfertovotedfundstodefrayexpenditure(Parliament/LegislaturesONLY) - -

Paidduringtheyear (452) (512)

Closingbalance 21 47

14. Payables–current

Note 2014/15 2013/14

R’000 R’000

Amountsowingtootherentities - -

Advancesreceived - -

Clearingaccounts - -

Otherpayables 14.1 333 382

Total 333 382

14.1 Otherpayables

Note 2014/15 2013/14

14 R’000 R’000

Description

PERSAL 46 172

Otherpayables 287 210

Total 333 382




15. Netcashflowavailablefromoperatingactivities

Note 2014/15 2013/14

R’000 R’000

Netsurplus/(deficit)asperStatementofFinancialPerformance 28013 8293

Addbacknoncash/cashmovementsnotdeemedoperatingactivities 3489 (6934)

(Increase)/decreaseinreceivables–current 2731 (2385)

(Increase)/decreaseinprepaymentsandadvances (434) (27)

(Increase)/decreaseinothercurrentassets - -

Increase/(decrease)inpayables–current (49) (328)

Proceedsfromsaleofcapitalassets - -

Proceedsfromsaleofinvestments - -

(Increase)/decreaseinotherfinancialassets - -

Expenditureoncapitalassets 9453 7282

SurrenderstoRevenueFund (8212) (11476)

SurrenderstoRDPFund/Donor - -

Votedfundsnotrequested/notreceived - -

Ownrevenueincludedinappropriation - -

Othernon-cashitems - -

Netcashflowgeneratedbyoperatingactivities 31502 1359

16. Reconciliationofcashandcashequivalentsforcashflowpurposes

Note 2014/15 2013/14

R’000 R’000

ConsolidatedPaymasterGeneralaccount 27251 5202

Fundrequisitionaccount - -

Cashreceipts - -

Disbursements - -

Cashonhand 20 20

Cashwithcommercialbanks(Local) - -

Cashwithcommercialbanks(Foreign) - -

Total 27 271 5 222

17. Contingentliabilitiesandcontingentassets

17.1 Contingentliabilities

Note 2014/15 2013/14

R’000 R’000

Liableto Nature

Motorvehicleguarantees Employees - -

Housingloanguarantees Employees - -

Otherguarantees - -

Claimsagainstthedepartment Annex3B 1767 6,374

Intergovernmentalpayables(unconfirmedbalances) Annex5 655 785

Environmentalrehabilitationliability - -

Other - -

Total 2 422 7,159

InthismatterthePlaintiffisDormellProperties697(PTY)Ltdt/aAllianceCommunicationsinstitutedanactionagainstthedepartment.TheServiceProviderclaimsthattheOfficeofthePremierbreachedawrittenagreementbyfailingorrefusingtopaythebalanceofcontractpriceinthesumofR1,767,349.00.3.Thematterisdormant,thePlaintiffhasnottakenstepstofinalisethematter.




18. Commitments

Note 2014/15 2013/14

R’000 R’000

Currentexpenditure

Approvedandcontracted 3518 5612

Approvedbutnotyetcontracted 825 -

Capitalexpenditure - -

Approvedandcontracted - -

Approvedbutnotyetcontracted - -

TotalCommitments 4 343 5 612

Therearenocommittmentslongerthanayear.

19. Accrualsandpayablesnotrecognised

2014/15 2013/14

R’000 R’000

Listedbyeconomicclassification

30 Days 30+ Days Total Total

Goodsandservices 3509 - 3509 13180

Interestandrentonland - - - -

Transfersandsubsidies - - - -

Capitalassets 32 - 32 -

CompensationofEmployees 2367 - 2367 -

Total 5 908 - 5 908 13 180

Note 2014/15 2013/14

R’000 R’000

Listedbyprogrammelevel

Programme1 3386 1033

Programme2 1 531 7950

Programme3 991 4197

Total 5 908 13 180

Note 2014/15 2013/14

R’000 R’000

Confirmedbalanceswithotherdepartments Annex5 2641 989

Confirmedbalanceswithothergovernmententities Annex5 - -

Total 2641 989

Includereasonsformaterialaccruals–Therearenomaterialaccruals

20. Employeebenefits

Note 2014/15 2013/14

R’000 R’000

Leaveentitlement 7822 6457

Servicebonus(Thirteenthcheque) 3080 2725

Performanceawards 2192 1978

Cappedleavecommitments 2682 2389

Other - -

Total 15 776 13 549




ThereisamountofR63278.01negativeleavevalueincludedonthetotalamountofLeaveentitlementdislosed,andR12496.91negativecappedleavevalueincludedin

theamountofcappedleavecommitments.

21. Leasecommitments

21.1 Operatingleasesexpenditure

2014/15 Specialisedmilitaryequipment

Land Buildingsandotherfixedstructures


Total

Notlaterthan1year - - 585 1327 1912

Laterthan1yearandnotlaterthan5years - - - 376 376

Laterthanfiveyears - - - - -

Totalleasecommitments - - 585 1 703 2 288




Total

Notlaterthan1year 610 2655 3275

Laterthan1yearandnotlaterthan5years 457 431 888

Laterthanfiveyears - - -

Totalleasecommitments 1 067 3 096 4 163

22. Financeleasesexpenditure**




Total

Notlaterthan1year - - - 4604 4604

Laterthan1yearandnotlaterthan5years - - - 2 353 2 353


Totalleasecommitments 6 957 6 957




Total

Notlaterthan1year - - - 5339 5339

Laterthan1yearandnot - - - 6615 6615


Totalleasecommitments 11 954 11 954

23. Relatedpartytransactions

Revenuereceived Note 2014/15 2013/14

R’000 R’000

Taxrevenue - -

Salesofgoodsandservicesotherthancapitalassets - -

Fines,penaltiesandforfeits - -

Interest,dividendsandrentonland - -

Salesofcapitalassets - -

Transactionsinfinancialassetsandliabilities - -

Transfersreceived - -

Total - -

Paymentsmade Note 2014/15 2013/14

R’000 R’000

Goodsandservices - -

Interestandrentonland - -

Expenditureforcapitalassets - -

Paymentsforfinancialassets - -

Transfers - -

Total - -




Note 2014/15 2013/14

R’000 R’000

Yearendbalancesarisingfromrevenue/payments

Receivablesfromrelatedparties 52 2800

Payablestorelatedparties (1951) (989)

Total (1 899) 1 811

Note 2014/15 2013/14

R’000 R’000

Loansto/fromrelatedparties - -

Non-interestbearingloansto/(from) - -

Interestbearingloansto/(from) - -

Total - -

Note 2014/15 2013/14

R’000 R’000

Other - -

Guaranteesissued/received - -

Listothercontingentliabilitiesbetweendepartmentandrelatedparty - -

Total - -

Note 2014/15 2013/14

R’000 R’000

Inkindgoodsandservicesprovided/received - -

Listinkindgoodsandservicesbetweenthedepartmentandtherelatedparty - -

Total

Listrelatedpartyrelationships AllGautengProvincialDepartmentsarerelatedpartiesbecausetheyaresubjecttocommoncontrol.Vote2GautengProvincialLegislature;Vote3EconomicDevelopment;Vote4Health;Vote5Education;Vote6SocialDevelopment;Vote7LocalGovandHousing;Vote8RoadsandTransport;Vote9CommunitySafety;Vote10AgricultureandRuralDevelopment;Vote11Sports,Arts,CultureandRecreation;Vote12Finance;Vote13GautengTreasury;Vote14InfrastructureDevelopment;andallGPGEntities.TheOfficeofthePremieroccupiesabuildingownedbytheDepartmentofInfrastructureDevelopmentforfree.ThecustodianshipofimmovablepropertyintheGautengProvincialGovernmenthasbeenvestedtotheMECforInfrastructureDevelopment.Thecustodianactsasthecaretakerinrelationtoanimmovableassetofwhichitisthecustodianandmay,inthecaseofaprovincialdepartment,acquire,manage,anddisposeanimmovableasset.

24. Keymanagementpersonnel

No.ofIndividuals 2014/15 2013/14

R’000 R’000

Politicalofficebearers(providedetailbelow) 2 2 113 1991

Officials:

Level15to16 14 13571 12500

Level14(incl.CFOifatalowerlevel) 16 12526 12047

Familymembersofkeymanagementpersonnel

Total 28 210 26 538




25. MovableTangibleCapitalAssets

MOVEMENT IN MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2015

Openingbalance Additions Disposals ClosingBalance

R’000 R’000 R’000 R’000

HERITAGEASSETS

Heritageassets

MACHINERYANDEQUIPMENT 25099 4176 566 28709

Transportassets - - - -

Computerequipment 18490 2697 513 20674

Furnitureandofficeequipment 3910 747 53 4604

Othermachineryandequipment 2699 732 - 3 431

SPECIALISEDMILITARYASSETS

Specialisedmilitaryassets - - - -

BIOLOGICALASSETS

Biologicalassets - - - -

CapitalWork-in-progress(Effective1April2016)

TOTAL MOVABLE TANGIBLE CAPITAL ASSETS 25 099 4 176 566 28 709

25.1 Additions

ADDITIONS TO MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2015

Cash* Non-cash** (CapitalWorkinProgresscurrentcostsandfinanceleasepayments)

Receivedcurrent,notpaid

(Paidcurrentyear,receivedprioryear)

Total

R’000 R’000 R’000 R’000 R’000

HERITAGEASSETS

Heritageassets - - - - -

MACHINERYANDEQUIPMENT 9448 (5 304) 32 4176

Transportassets 5304 - (5 304) - -

Computerequipment 2665 - - 32 2697

Furnitureandofficeequipment 747 - - - 747

Othermachineryandequipment 732 - - - 732


Specialisedmilitaryassets - - - - -

BIOLOGICALASSETS

Biologicalassets - - - - -

TOTAL ADDITIONS TO MOVABLE TANGIBLE CAPITAL ASSETS 9 448 - (5 304) 32 4 176




25.2 Disposals

DISPOSALS OF MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2015

Soldforcash Transferoutordestroyedorscrapped

Totaldisposals CashReceivedActual

R’000 R’000 R’000 R’000

HERITAGEASSETS

Heritageassets - - - -

MACHINERYANDEQUIPMENT - 566 566 566

Transportassets - - - -

Computerequipment - 513 513 -

Furnitureandofficeequipment - 53 53 -

Othermachineryandequipment - - - -


Specialisedmilitaryassets - - - -

BIOLOGICALASSETS

Biologicalassets - - - -

TOTAL DISPOSAL OF MOVABLE TANGIBLE CAPITAL ASSETS - 566 566 -

25.3 Movementfor2013/14

MOVEMENT IN TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2014

Openingbalance Priorperioderror Additions Disposals ClosingBalance

R’000 R’000 R’000 R’000 R’000HERITAGEASSETS

Heritageassets - - - - -

MACHINERYANDEQUIPMENT 22458 - 2641 - 25099

Transportassets - - - - -

Computerequipment 16483 - 2007 - 18490

Furnitureandofficeequipment 3714 - 196 - 3910

Othermachineryandequipment 2261 - 438 - 2699


Specialisedmilitaryassets - - - - -

BIOLOGICALASSETS

Biologicalassets - - - - -

TOTAL MOVABLE TANGIBLE CAPITAL ASSETS 22 458 - 2 641 - 25 099

26. Minorassets

MOVEMENT IN MINOR ASSETS PER THE ASSET REGISTER FOR THE YEAR ENDED AS AT 31 MARCH 2015


Intangibleassets Heritageassets Machineryandequipment

Biologicalassets Total

R’000 R’000 R’000 R’000 R’000 R’000

Openingbalance - - - 7058 - 7058

Additions - - - 659 - 659

Disposals - - - (971) - (971)

TOTAL MINOR ASSETS - 6 746 6 746

Specialisedmilitaryassets Intangibleassets Heritageassets

Machineryandequipment Biologicalassets Total

NumberofR1minorassets - - - - - -

Numberofminorassetsatcost - - - 5290 - 5290

TOTAL NUMBER OF MINOR ASSETS - - - 5 290 - 5 290




26.1 MOVEMENT IN MINOR ASSETS PER THE ASSET REGISTER FOR THE YEAR ENDED AS AT 31 MARCH 2014


Intangibleassets Heritageassets Machineryandequipment


R’000 R’000 R’000 R’000 R’000 R’000

Openingbalance - - - 6890 - 6890

Priorperioderror - - - - - -

Additions - - - 168 - 168

Disposals - - - - - -

TOTAL MINOR ASSETS - - - 7 058 - 7 058


Intangibleassets Heritageassets



NumberofR1minorassets - - - - - -

Numberofminorassetsatcost - - - 5917 - 5917

TOTAL NUMBER OF MINOR ASSETS - - - 5 917 - 5 917

27.Non-adjustingeventsafterreportingdate

2014/15

Natureofevent R’000

Afterreportingperiodwhichis31March2015theGautengPublicServiceHotline,OrganisationaldevelopmentandLabourrelationsfunctionswillbeshiftingfromGautengDepartmentofFinancetotheOfficeofthePremier.

-

Total

28.IntangibleCapitalAssets

MOVEMENT IN INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2014

Openingbalance CurrentYearAdjust-mentstoprioryearbalances

Additions Disposals ClosingBalance

R’000 R’000 R’000 R’000 R’000

SOFTWARE 440 - 5 118 327

MASTHEADSANDPUBLISHINGTITLES - - - - -

PATENTS,LICENCES,COPYRIGHT,BRANDNAMES,TRADEMARKS - - - - -

RECIPES,FORMULAE,PROTOTYPES,DESIGNS,MODELS - - - - -

SERVICESANDOPERATINGRIGHTS - - - - -

TOTAL INTANGIBLE CAPITAL ASSETS 440 - 5 118 32728.1Additions

ADDITIONS TO INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2015

Cash Non-Cash (Develop-mentworkinprogress–currentcosts)

Receivedcurrentyear,notpaid

(Paidcurrentyear,receivedprior

year)

Total

R’000 R’000 R’000 R’000 R’000

-

SOFTWARE 5 - - - 5

-





TOTAL ADDITIONS TO INTANGIBLE CAPITAL ASSETS 5 - - - 5




28.2Disposals

DISPOSALS OF INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2015

Soldforcash Transferoutordestroyedorscrapped

Totaldisposals CashReceivedActual

R’000 R’000 R’000 R’000

-

SOFTWARE - 118 118 -

MASTHEADSANDPUBLISHINGTITLES - - - -

PATENTS,LICENCES,COPYRIGHT,BRANDNAMES,TRADEMARKS - - - -

RECIPES,FORMULAE,PROTOTYPES,DESIGNS,MODELS - - - -

SERVICESANDOPERATINGRIGHTS - - - -

TOTAL DISPOSALS OF INTANGIBLE CAPITAL ASSETS - 118 118 -

28.3Movementfor2013/14

MOVEMENT IN INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2014

Openingbalance Priorperioderror Additions Disposals ClosingBalance

R’000 R’000 R’000 R’000 R’000

SOFTWARE 440 - - - 440





TOTAL INTANGIBLE CAPITAL ASSETS 440 - - - 440




ANNEXURE 1B

STATEMENT OF TRANSFERS TO DEPARTMENTAL AGENCIES AND ACCOUNTS

DEPARTMENT/ AGENCY/ ACCOUNT

TRANSFER ALLOCATION TRANSFER 2013/14

AdjustedAppro-priation

Roll Overs

Adjust-ments Total

Available

Actual Transfer

% of Availablefunds Transferred Appro-priation

Act

R'000 R'000 R'000 R'000 R'000 % R'000

SKILLSDEVELOPMENTLEVY - - 47 47 47 100% -

- - 47 47 47 100% -

ANNEXURE 1C

STATEMENT OF TRANSFERS TO HIGHER EDUCATION INSTITUTIONS

NAME OF HIGHER EDUCATION INSTITUTION

TRANSFER ALLOCATION TRANSFER 2013/14

AdjustedAppropriation Roll

Overs

Adjust-ments Total

AvailableActualTransfer

Amountnottransferred

% of Availablefunds

Transferred

Appro-priation Act

R'000 R'000 R'000 R'000 R'000 R'000 % R'000

UNIVERSITY/TECHNICON(WITS) 14397 - - 14397 14397 - - 12735

14 397 14 397 14 397 - - 12 735

ANNEXURE 1F

STATEMENT OF TRANSFERS TO NON-PROFIT INSTITUTIONS

NON-PROFIT INSTITUTIONS

TRANSFER ALLOCATION EXPENDITURE 2013/14

AdjustedApprop-riation

Act Rollovers

Adjust-ments

Total Available

Actual Transfer

% of Availablefunds transferred

Appro-priation Act

R'000 R'000 R'000 R'000 R'000 % R'000

Transfers

SAFA - - - - - - 37500

GCRA - - - - - - 210

- - - - - - 37710

-

Subsidies - - - - - - -

- - - - - - -

Total - - - - - - 37 710

ANNEXURES TO THE ANNUAL FINANCIAL STATEMENTSfortheyearended31March2015



ANNEXURE 1G

STATEMENT OF TRANSFERS TO HOUSEHOLDS

HOUSEHOLDS

TRANSFER ALLOCATION EXPENDITURE 201314

AdjustedAppropriation

Act

Roll Overs

Adjust-ments

Total

Available

Actual Transfer

% of Availablefunds Transferred

Appro-priation Act

R'000 R'000 R'000 R'000 R'000 % R'000

Transfers

H/HEMPLSOCIALBENEFITS 104 - 196 300 257 86% 411

Subsidies - - - - - - -

- - - - - - -

Total 104 - 196 300 257 86% 411

ANNEXURE 3B

STATEMENT OF CONTINGENT LIABILITIES AS AT 31 MARCH 20ZZ

NatureofLiability

Opening

Liabilitiesincurredduringtheyear

Liabilitiespaid/cancelled/reducedduringtheyear

Liabilitiesrecoverable

(Providedetailshereunder)

Closing

Balance Balance

1April2014 31March2015

R’000 R’000 R’000 R’000 R’000

Claimsagainstthedepartment

AllianceConsulting 1767 - - - 1767

NtingaPromotionscc 3707 - 3707 - -

NolihleTradingcc 500 - 500 - -

EdenMoon 400 - 400 - -

Subtotal 6374 - 4607 - 1767

EnvironmentalLiability

Subtotal - - - - -

Other - - - - -

Subtotal - - - - -

TOTAL 6 374 - 4 607 - 1 767


UNAUDITED SUPPLIMENTARY SCHEDULES



ANNEXURE 4

CLAIMES RECOVERABLE

GovernmentEntity

ConfirmedbalanceoutstandingUnconfirmedbalance

outstanding TotalCashintransitatyearend

2014/15*

31/03/2015 31/03/2014 31/03/2015 31/03/2014 31/03/2015 31/03/2014

Receiptdateuptosix(6)workingdaysafteryearend Amount

R’000 R’000 R’000 R’000 R’000 R’000 R’000

DepartmentS

GautengDepartmentofHumanSettlements

- 910 - - - 910 - -

GautengDepartmentofEducation

- 10 - - - 10 - -

GautengDepartmentofInfrastructureDevelopment

36 910 - - 36 910 - -

GautengDepartmentofHealth

7 910 - - 7 910 - -

GautengDepartmentofEconomicDevelopment

- 37 - - - 37 - -

GautengDepartmentofEconomicSafety

- 23 - - - 23 - -

NationalDepartmentofWaterAffairsGautengDepartmentofSocialDevelopment

113

9

-

-

-

-

-

-

113

9

-

-

-

-

-

-

165 2800 - - 165 2,800 - -

OtherGovernmentEntities

TOTAL 165 2 800 - - 165 2 800 - -





ANNEXURE 5

INTER-GOVERNMENT PAYABLES

GOVERNMENT ENTITYConfirmedbalance

outstanding

Unconfirmedbalance

outstanding TOTAL

Cashintransitatyearend2014/15*

31/03/2015 31/03/2014 31/03/2015 31/03/2014 31/03/2015 31/03/2014

Paymentdateuptosix(6)workingdaysbeforeyearend Amount

R’000 R’000 R’000 R’000 R’000 R’000 R’000

DEPARTMENTS

Current

G-Fleet - - 655 749 655 749 - -

DepartmentofJustice 241 - - 36 241 36 - -

DepartmentofFinance - 223 - - - 223 - -

NationalDepartmentofHumanSettlements

424 - - - 424-

- -

NationalDepartmentofMineralResourcesGautengDepartmentofAgriculture

25

30

-

-

-

-

-

-

25

30-

-

-

-

-

GovernmentPensionAdministrationAgency

1053 - - - 1053-

- -

GautengDepartmentofSports

49 - - - 49-

- -

DepartmentofEconomic 819 766 - - 819 766

Dvelopment

Subtotal 2641 989 655 785 3296 1774 - -

Non-current

Subtotal

Total 2641 989 655 785 3247 1774 - -

OTHERGOVERNMENTENTITY

Current - - - - - - - -

Subtotal - - - - - - - -

Non-current - - - - - - - -

Subtotal - - - - - - - -

Total 2641 989 655 785 3247 1774




Celebrating

Years 20of Prudent Financial Management

Annual Report2013/2014

30 Simmonds Street, JohannesburgPrivate Bag X61, Marshalltown, 2107Tel: +27 11 355 6000 | Fax: +27 11 834 9177Web: www.gautengonline.gov.za Hotline: 08600 11000

PR303/2015 ISBN: 978-0-621-43993-9


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