QUARTERLY PERFORMANCE REPORT TO THE … · Part 2: Human Resources ... CLO CI CIC Annual Performance ... support to strategic decision-making, agenda setting, policy research and

QUARTERLY PERFORMANCE REPORT TO THE

GAUTENG PROVINCIAL LEGISLATURE

Quarter 2

2017/18 FINANCIAL YEAR

01 July 2017 - 30 September 2017

Office of the Premier- 2nd Quarter Performance Report 2017/18: 01 July 2017 – 30 September 2017 2

Contents Acronyms and Abbreviations...................................................................................................... 3

Part 1: Overview of the Office of the Premier’s Performance for the 2nd Quarter of the

2017/2018 financial year ..................................................................................................................... 6

1.1. Priorities ..................................................................................................................................... 6

1.1.1. Ten Pillar Programme for 2017/18 ............................................................................ 6

1.1.2. Strategic Goals for 2017/2018 ................................................................................... 7

1.1.3. Legislative and Other Mandates .............................................................................. 10

1.2. Programme and branch structure of the OOP ................................................................... 13

1.3. Financial Status .................................................................................................................... 17

1.4. Executive Summary of Programme Performance: 2nd Quarter: 2017/2018 .................. 19

1.5. Key Policy Developments in the Quarter ............................................................................ 26

1.6. Collaborations with other Departments ............................................................................... 27

Part 2: Human Resources ................................................................................................................. 28

Part 3: Programme Performance ..................................................................................................... 31

3.1 Programme 1: Administration ............................................................................................... 31

3.1.1 Sub-Programme 1: Executive Support Services to the Premier and Director

General ....................................................................................................................................... 31

3.1.2 Financial Management .............................................................................................. 32

3.1.3 Programme Support (Security Management) ................................................................ 34

3.2 Programme 2: Institutional Development and Integrity Management ............................ 36

3.2.1 Strategic Human Resources (Institutional Development) ............................................ 36

3.2.2 Integrity Management ................................................................................................ 40

3.2.3 GEYODI, MVO & I ...................................................................................................... 42

3.2.3 Tshepo 1 Million ......................................................................................................... 44

3.2.4 Information and Communication Technology ........................................................ 46

3.2.5 Legal Services ............................................................................................................ 47

3.2.6 Provincial Communication Services ........................................................................ 48

3.3 Programme 3: Policy & Governance ................................................................................... 50

3.3.1 Intergovernmental Relations (including Service Delivery) ................................... 50

3.3.3 Planning, Performance Monitoring & Evaluation ................................................... 54


Acronyms and Abbreviations

Acronym/Abbreviation Description ACUMDA AG

African Cultural Music Dance Association Auditor General

APP BBBEE BCP BEC BMT BRICS CASE CEDAW CFO CLO CI CIC

Annual Performance Plan Broad Based Black Economic Empowerment Business Continuity Plan Bid Evaluation Committee Broad Management Team Brazil, Russia, India, China and South Africa Community Agency for Social Enquiry Convention on the Elimination of all forms of Discrimination Against Women Chief Financial Officer Chief Litigation Officer Corporate Identity/Image Central Information Centre

COGTA COMSEC

Co-operative Governance and Traditional Affairs Communication Security Pty LTD

COO CRPD CSCR

Chief Operations Officer Convention on the Rights of Persons with Disabilities Centralised Security Control Room

CSM CSW CSOs

Corporate Services Management Convention on the Status of Women Civil Society Organisations

DARD DCS DED DID DG DRC DPME DPSA DQA DRDLR DRT DTP DWCPD ECD ECSS EE EAI EMT EPRE ESS ESSM EWPH EXCO FIFA FSDM

Department of Agriculture and Rural Development Department of Community Safety Department of Economic Development Department of Infrastructure Development Director General Disaster Recovery Centre Department of Planning Monitoring and Evaluation Department of Public Service and Administration Data Quality Audit Department of Rural Development and Land Reform Department of Roads and Transport Desk Top Publishing Department of Women, Children and People with Disabilities Early Childhood Development Executive Council Strategic Support Employment Equity Environmental Assessment Impact Executive Management Team Estimates of Provincial Revenue and Expenditure Executive Secretarial Services Executive Support and Stakeholder Management Employee Wellness Programme for Health Executive Council Federation of International Football Associations Frontline Service Delivery Monitoring


Acronym/Abbreviation Description FY GAC GAS

Financial Year Gauteng Advisory Council Gauteng Audit Services

G & L SubCom Governance and Legislation Sub Committee of the Executive Council GCIS GCRA

Government Communication and Information Service Gauteng City Region Academy

GCRO GDF GEWE

Gauteng City Region Observatory Gauteng Department of Finance Gender Equality and Women Empowerment

GEYODI GGDA GICC GIFA GCR-IIMP GIS GPD GPG

Gender, Youth and Disability Gauteng Growth and Development Agency Gauteng Infrastructure Co-ordinating Council Gauteng Infrastructure Financing Agency Gauteng Integrated Infrastructure Master Plan Geographic Information System Gauteng Planning Division Gauteng Provincial Government

GPME GSDF GSP GTA

Gauteng Performance Monitoring and Evaluation Gauteng Spatial Development Framework Gauteng Spatial Perspective Gauteng Tourism Authority

GYC HEDSA

Gauteng Youth Commission Higher Education Disability Service Association

HO buildings HOD IDP IGR IGYF

Head Office Buildings (i.e. provincial offices) Head of Department Integrated Development Plan Inter-governmental Relations Intergovernmental Youth Forum

IPSLAF IR IT IUDF JD JE

Inter-Provincial State law Advisors Forum International Relations Information Technology Integrated Urban Development Framework Job Description Job Evaluation

JICA JOCOD LAN

Japan International Corporation Agency Johannesburg Council for the Disabled Local Area Network

LGB LMS

Leader of Government Business Litigation Management System

LSM LUMP LUMS MASP

Living standard Measurement Land Use Management Programme Land Use Management Strategy Men as Safety Promoters

MinMECS MISS MMC MPAT MTSF NCOP NGOs NDP

Meetings of Ministers and MECs Minimum Information Security Standards Member of Mayoral Committee Monitoring Performance and Assessment Tool Medium Term Strategic Framework National Council of Provinces Non-Governmental Organisations National Development Plan

NPC National Planning Commission


Acronym/Abbreviation Description NPO OHS OOP PABX / VOIP system PACCC PAIA PAJA PBC PCF PCS PEP PILIR PLO PMDS PMO

Non-Profit Organisation Occupational Health and Safety Office of the Premier PABX is a switchboard system and VOIP stands for Voice over Internet Protocol Provincial Anti-Corruption Co-ordinating Committee Promotion of Access to Information Act Promotion of Administrative Justice Act Premier’s Budget Committee Premier’s Co-ordinating Forum Provincial Communication Services Provincial Evaluation Plans Policy on Incapacity Leave and Ill-Health Retirement Public Liaison Officers Performance Management and Development System Project Management Office

POA Programme of Action PSEA PSETA

Premier’s Service Excellence Awards Public Sector Education and Training Authority

PSR PwD QoLS SADC

Public Service regulations People with Disabilities Quality of Life Survey Southern African Development Community

SADDT SAHRC SAMAG SAPS

South African Disability Development Trust South African Human Rights Commission South African Men Action Group South African Police Services

SAQA SCM

South African Qualifications Authority Supply Chain Management

SDIP SDWR SHAP

Service Delivery Improvement Plans Service Delivery War Room Self Help Association of Paraplegics

SLA SMS

Service Level Agreement Senior Management Service

SOPA SPLUMA

State of the Province Address Spatial Planning and Land Use Management Act

SRMS SSA

Security Risk Management Service State Security Agency (formerly National Intelligence Agency)

TETRA TMR

Terrestrial Trunked Radio Transformation, Modernisation and Reindustrialisation

TORs TRA

Terms of Reference Threat and Risk Assessment

TSCM UN DESA VAWAC WSP

Technical Surveillance Counter Measure United Nations Department of Economic and Social Affairs Violence Against Women and Children Workplace Skills Plan


Part 1: Overview of the Office of the Premier’s Performance for the 2nd Quarter of the 2017/2018 financial year

1.1. Priorities

As outlined in the 2017/18 APP the priorities for the financial year are as follows: a) Building an inclusive economy that creates decent jobs; b) Spatial transformation of rural and urban areas through massive

infrastructure development; c) Ensuring decent living conditions and sustainable human settlements; d) Improving and expanding education and training; e) Ensuring quality health care for all; f) Expanding comprehensive social security; g) Building a united nation and promoting social cohesion; h) Building a democratic developmental state.

1.1.1. Ten Pillar Programme for 2017/18

In order to give effect to the radical transformation of Gauteng in line with NDP, vision 2030, the province has adopted a ten-pillar programme aimed at aimed at radically transforming, modernising and re-industrialising Gauteng over the next five to fifteen years. Thus, the following ten-pillars will form the basis of the Provincial Government’s strategic priorities and programmes for the 2014-2019 MTEF:

No. Component

No. Pillar

1 Transformation 1. Radical economic transformation

2. Decisive spatial transformation

3. Accelerated social transformation

4. Transformation of state and governance

2 Modernisation 5. Modernisation of the public service

6. Modernisation of the economy

7. Modernisation of human settlements and urban development

8. Modernisation of public transport infrastructure

3 Reindustrialisation 9. Reindustrialisation of Gauteng province

10. Taking the lead in Africa’s new industrial revolution

Mainstreamed across above Ten Pillars are issues of Gender, Youth, Older Persons, Military Veterans and People with Disability


1.1.2. Strategic Goals for 2017/2018

The Office of the Premier has five organisational-level strategic goals, crafted to enable the organisation to effectively focus and prioritise its options in delivering on its mandate and strategic intent.

1) Driving greater policy and planning coherence in government and the achievement of service delivery outcomes;

2) Building a modernised Gauteng public service with the capacity to drive change and transformation;

3) Promoting and facilitating effective communication between government and the people of Gauteng;

4) Forging strategic partnerships that advance the National and Provincial development agenda; and

5) Advancing gender, women’s empowerment, youth development and the rights of people with disability, older persons and military veterans and promoting socio-economic inclusion.

In turn, each of the five Strategic Goals above have been unpacked into Strategic Objectives which define the key result areas or elements which constitute that strategic goal. The focus is on ensuring that the specified goals are therefore specific and measurable.

The following table reflects the tactical framework of the OoP for the current period to 2018/19 and sketches the Strategic Objectives (key result areas) and responsible Budget Programme and Branch for each Strategic Goal and Objective against the new Programme Structure.

OoP Strategic Goal (To 2019)

Strategic Objectives Per Strategic Goal

Budget Programme

Responsible Branch

1) Driving greater policy and planning coherence in government and the achievement of service delivery outcomes.

To provide a regulatory framework on responsive timeframes towards enhanced customer experiences of the Hotline

Programme 2 Service Delivery Interventions

To monitor and evaluate GPG institutions on the resolution of queries service requests towards improved accountability


To facilitate the enhancement and sustenance of the Information Portal towards improved access to information


To ensure the effective management of the Executive Council Cluster System through support to the LGB, strategic decision-making, agenda setting, policy research and analysis

Programme 3 Executive Council Support, Intergovernmental Relations and International Relations

To ensure the effective management of the Executive Council, Premier’s Coordination Forum; and the Gauteng AIDS Council through

Programme 3 Executive Council Support, Intergovernmental Relations and




Budget Programme

Responsible Branch

support to strategic decision-making, agenda setting, policy research and analysis

International Relations

To provide strategic legal advice, services and support to the Premier, Executive Council (EXCO), PCF, the Leader of Government Business (LGB) and Departments

Programme 3 and /or 1

Executive Council Support, Intergovernmental Relations and International Relations / Legal Services

To drive improved province-wide outcomes-based planning, monitoring and evaluation, including programme design, to improve government performance

Programme 3 Performance Monitoring and Evaluation

To monitor and facilitate responses to community and frontline service delivery challenges with a view to facilitate improvements


To plan for sustainable development in the GCR

Programme 3 Development Planning

To coordinate seamless spatial planning to ensure alignment to NDP 2030


To provide strategic oversight and support to all identified catalytic projects


To coordinate integrated infrastructure development in the GCR


To serve as a knowledge centre that informs future development choices


2) Building a modernised Gauteng public service with the capacity to drive change and transformation.

To provide management and administrative support to the Office of the Premier to ensure fulfilment of the mandate and mission

Programme 1 Corporate Management

To render efficient and effective financial management services, supply chain management


To plan, monitor and evaluate the implementation, performance and impact of OoP policies and programmes





Budget Programme

Responsible Branch

To facilitate Human Capital Management and Development across the Gauteng Provincial Government

Programme 2 Integrity Management Office

To ensure a safe and secure working environment in the Office of the Premier and across the GPG

Programme 2 Integrity Management Office

To facilitate a responsive, efficient, effective and development orientated Gauteng public service through Service Delivery Improvement, and Ethics and Anti-Corruption programmes


To design and support interventions to correct identified areas of under-performance


To design and support interventions to correct identified areas of under-performance


To improve management practices within the Gauteng Provincial Government through regular monitoring and assessments


To conduct evaluation and research to improve the effectiveness of government programmes


To modernise performance monitoring and evaluation systems and capacity


3) Communicating and profiling the programme of government to ensure enhanced interaction between government and the people

To profile the Programme of Action of government through targeted marketing, branding and media relations programmes

Programme 2 Provincial Communications Services

To facilitate direct interaction between government and stakeholders towards improved dialogue and relationships


To manage the reputation of Gauteng Provincial Government through proactive perception-monitoring and targeted reputation management initiatives





Budget Programme

Responsible Branch

4) Forging strategic partnerships that advance the National and Provincial development agenda both locally and internationally.

To strengthen coordination and support for improved stakeholder management


To strengthen International Relations that support the developmental agenda of the GCR and contribute to the creation of a better South Africa, Africa and the world


To ensure Intergovernmental Relations that effectively supports the five-year strategic priorities of the Gauteng Provincial Government and promote cooperative governance


5) Advancing gender equality, women’s empowerment, youth development and the rights of people with disabilities, older persons and military veterans and promoting socio-economic inclusion.

To coordinate and drive the development and implementation of the GEYODI&MVO Policy Framework and annual Programme of Action

Programme 3 GEYODI & MVO

To coordinate and facilitate GEYODI&MVO interventions


To conduct Provincial GEYODI&MVO M&E and research


To facilitate GEYODI&MVO advocacy and rights campaigns and partnerships with state and society


To facilitate capacity building and the institutionalisation of GEYODI & MVOI rights


1.1.3. Legislative and Other Mandates

The OoP derives its mandate primarily from the Constitution, the Public Service Act (PSA) and its regulations, the Public Finance Management Act (PFMA), policy directives and the overall mandate of government. The most important provisions are:

• The Premier has executive, policy, legislative, intergovernmental and ceremonial functions and responsibilities as defined in Chapter 6 of the Constitution of the Republic of South Africa;

• The Premier, as the political head of the Provincial Government, is also responsible for the implementation of Chapter 3 of the Constitution. Section 41(1) defines the relationship and principles underlying co-operation between the various spheres of government;

• Section 125(2) of the Constitution determines that the Premier exercises the executive authority of the province together with other members of the EXCO. The Premier appoints these members and assigns their functions and responsibilities and delegate powers to them;


• The Premier with the EXCO exercises Executive power by: − Implementing provincial legislation in the province; − Implementing all applicable national legislation; − Administering national legislation in the province (if assigned by Parliament);

▪ Developing and implementing provincial policy; ▪ Coordinating the functions of the provincial administration and its departments; and ▪ Performing any other function assigned to the Provincial Executive in terms of the

Constitution or an Act of Parliament.

The National Development Plan, Vision 2030 - The National Development Plan (NDP) is a long term plan, which cuts across all sectors of the state and society and identifies the critical trade-offs and challenges to be addressed over the next twenty years.

By creating a virtuous cycle of growth and development the principle objectives of the NDP are to eliminate poverty and sharply reduce inequality by 2030. Key to the achievement of these objectives is the integration of planning and greater policy coherence in government. Inclusive growth and development, an active and united citizenry and a capable state are some of the visionary elements of the NDP, Vision 2030.

Giving effect to the NDP, Vision 2030 is a series of 5-year Medium-Term Strategic Frameworks. 2014–2019 is then the first of three MTSF’s to 2030.

The 2014–2019 National Medium-Term Strategic Framework and the 14 Government Outcomes - Aligned to the 15 chapters of the NDP, Vision 2030; the 2014–2019 MTSF continues the outcomes-based approach adopted by the previous administration and; for this planning period, consists of 14 outcomes with the inclusion of outcome 13: social protection and outcome 14: transforming society and uniting the nation.

The MTSF identifies the critical actions to be undertaken during 2014–2019 to place the country on a positive trajectory towards the achievement of the NDP, Vision 2030. It further identifies indicators and targets to be achieved in the period. Departmental strategic plans must then contain and unpack relevant MTSF commitments, but will also contain additional commitments not in the MTSF.

The role of the Office of the Premier in relation to the MTSF is twofold, namely:

i) To lead the alignment, monitoring and evaluation of the implementation of the strategic agenda of the whole of the Gauteng Provincial Government; and

ii) To lead the delivery of specific outputs of defined outcomes.


The Office of the Premier is responsible for the following outcomes:

Number

Outcome

Outcome 1

Improved quality of basic education

Outcome 2

A long and healthy life for all South Africans

Outcome 3

All people in South Africa are and feel safe

Outcome 4

Decent employment through inclusive economic growth

Outcome 5

A skilled and capable workforce to support an inclusive growth path

Outcome 6

an efficient, competitive and responsive economic infrastructure network

Outcome 7

Vibrant, equitable and sustainable rural communities and food security for all

Outcome 8

Sustainable human settlements and an improved quality of household life

Outcome 9

Responsive, accountable, effective and efficient local government system

Outcome 10

Environmental assets and natural resources that are well protected and continually enhanced

Outcome 11

Creating a better South Africa and contributing to a better and safer Africa in a better world

Outcome 12

An efficient effective and development oriented public service

Outcome 14

Transforming society and uniting the country

The all-encompassing and overarching role of the Office of the Premier is to ensure that the 14 outcomes are integrated in the plans of all Gauteng Provincial Departments, the Office of the Premier, specifically responds to the following 3 National outcomes:

National MTSF Outcome Outputs

Outcome 11:

Creating a better South Africa and contributing to a better and safer Africa in a better world.

▪ Strengthen regional political cohesion and accelerate regional economic integration;

▪ Enhanced implementation of the African Agenda and sustainable development;

▪ Strengthen South-South cooperation;

▪ Deepen relations with strategic formations of the North;

▪ Reform of global governance;

▪ Strengthen bilateral political and economic relations; and

▪ Enhance institutional capacity and coordinating mechanisms to


National MTSF Outcome Outputs

manage international relations.

OUTCOME 12:

An efficient effective and development oriented public service.

▪ A stable political-administrative interface;

▪ A public service that is a career of choice;

▪ Sufficient technical and specialist professional skills;

▪ Efficient and effective management and operations systems;

▪ Procurement systems that deliver value for money;

▪ Strengthened accountability to citizens;

▪ Improved inter-departmental coordination; and

▪ Reduced corruption in the public service;

OUTCOME 14:

Transforming society and uniting the country.

▪ Fostering Constitutional values;

▪ Equal opportunities inclusion and redress;

▪ Using sport and recreation to promote social cohesion; and

▪ Promoting and active citizenry.

1.2. Programme and branch structure of the OOP

For the purposes of reporting to the Provincial Treasury the budget programme structure for the Office of the Premier is as follows:

Programme Sub-Programmes

Programme 1:

Administration

1. Premiers Support;

• Private Office;

2. Executive Council Support;

3. Director General Support;

4. Financial Management;

5. Programme Support: Administration.

Programme 2:

Institutional Development

1. Strategic Human Resources;

• Transversal Strategic Human Resources;

• Internal Human Resources Services;

2. Information Communication Technology;

3. Legal Services;

4. Communication Services;

5. Programme Support: Institutional Development.

Programme 3:

Policy & Governance

1. Intergovernmental Relations;

• Service Delivery;

2. Provincial Policy Management;


3. Gauteng Planning Division;

• Development Planning;

• Performance Monitoring & Evaluation;

4. Cluster Management;

5. Administrative and Secretariat Services;

• Executive Secretariat Services;

• Cabinet Operations;

6. Special Programmes;

7. Programme Support: Policy and Governance.

The programme structure used in this APP is based on five (5) branches.

It should be noted that at the time of approval of the current OOP structure in 2012, a number of anomalies were identified; however consensus was reached within the OOP to operationalise the structure in order to alleviate much needed capacity constraints. Through the process leading to the development of the OOP Strategic Plan in 2014, and the need to give effect to the Ten-pillar strategic programme of transformation, modernisation and reindustrialisation, the Office of the Premier recognised the need to review the 2012 structure and functions in relation to the three approved budget programmes; to best support its new posture. Whilst discussions with the DPSA on the organisational structure are still underway, the desired future structure is presented here; as the means through which the OOP will seek to fully deliver on its mandate:

Programme No.

Programme Name

Sub-programme / Branches

Sub – Branches

Programme 1 Administration Corporate Management ▪ Private Office of the Premier

▪ Office of the Director-General

▪ Office of the CFO

− Financial Management

− Financial Accounting

− Supply Chain Management

− Internal audit and Organisational Risk Management

Programme 2 Institutional Development

Institutional Development & Integrity Management

▪ Institutional Support and Development


Programme No.

Programme Name


Sub – Branches

− Provincial and Internal Information Communication Technology

− Provincial and Internal Human Resources

− GEYODI (Vulnerable Groups) and MVO

▪ Integrity Management Office

− Security Management

− Forensic

− Vetting

− Anti-corruption

− Risk and Threat Management

▪ Service Delivery Improvement Interventions

− Service Delivery Intervention Office

− Public Liaison and Hotline

− War Room

Provincial Communication Services

▪ Public Relations ▪ Corporate Communications

and Branding ▪ Gauteng News Services ▪ Stakeholder Management

Programme 3 Policy and Governance

Cabinet Support and Governance

▪ Cabinet Services ▪ Cluster Coordination and

Management ▪ Support to the Leader of

Government Business ▪ Research in support of the

Cluster System ▪ Intergovernmental Relations

(IGR) ▪ International Relations (IR) ▪ State Law Advice

GCR Planning Agency (Government Component)

▪ Development Planning

− Integrated Planning

− Policy, research and


Programme No.

Programme Name


Sub – Branches

urban innovation

− GIS Modelling

− Strategic oversight

and support to Game

Changers

▪ Performance Monitoring and Evaluation

− Outcomes-based

planning, monitoring

and evaluation

− Assessment of

Management

Performance

− Evaluations and

Research

− PME Systems

− Frontline Service

Delivery Monitoring

− Programme of Action

Management


1.3. Financial Status Expenditure Analysis a) Expenditure by Programme

PROGRAMME

Quarter One Quarter Two Quarter Three Quarter Four

Total Budget 2017/18

Total Cummu

lative Expendi

ture Varianc

e

Percentage

Spent

Budget Actual Varian

ce Budget Actual Varian

ce Budget Projecte

d Variance Budget

Projected

Variance Actual

Administration 33 138 24 685 8 453 29 660 29 918 -258 27 923 27 923 0 28 670 28 670 0 119 391 54 603 64 788 46%

Institutional Support 58 640 45 915 12 725 56 396 56 271 125 55 738 55 738 0 58 019 58 019 0 228 793 102 186 126 607 45%

Policy and Governan

ce 108 860 109 846 -986 43 809 49 971 -6 162 60 547 60 547 0 47 910 47 910 0 261 126 159 817 101 309 61%

TOTAL 200 638 180 446 20 192 129 865 136 160 -6 295 144 208 144 208 0 134 599 134 599 0 609 310 316 606 292 704 52%


b) Expenditure by Economic Classification

ECONOMIC CLASSIFICATION

Quarter One Quarter Two Quarter Three Quarter Four

Total Budget 2017/18

Total Cummul

ative Expendit

ure Variance

Percentage

Spent

Budget Actual Variance Budget Actual Varianc

e Budget Projecte

d Variance Budget Projected

Variance Actual

Current Payments 112 642 95 731 16 911 122 970 105 557 17 413 114 405 114 405 0 116 885 116 885 0 466 902 201 288 265 614 43%

Compensation of Employees 70 808 65 717 5 091 72 463 73 941 -1 478 75 141 75 141 0 73 746 73 746 0 292 158 139 658 152 500 48%

Goods and Services 41 834 30 014 11 820 50 507 31 616 18 891 39 264 39 264 0 43 139 43 139 0 174 744 61 630 113 114 35%

Transfers 81987 82953 -966 4987 27098 -22 111 27913 27 913 0 15 989 15 989 0 130 876 110 051 20 825 84%

Capital Payments 6 009 1 762 4 247 1 908 3 505 -1 597 1 890 1 890 0 1 725 1 725 0 11 532 5 267 6 265 46%

Payments for financial assets 0 0 0

TOTAL

200 638 180 446 20 192 129 865 136 160 -6 295 144 208 144 208 0 134 599 134 599 0 609 310 316 606 292 704 52%

Page 19 of 61

1.4. Executive Summary of Programme Performance: 2nd Quarter: 2017/2018

In line with the TMR Programme, the Office of the Premier (OoP) is responsible for coordination, planning and monitoring of all Ten TMR Pillars and more specifically for leading the implementation of the governance and planning pillars on Spatial Transformation and Transformation of State and Governance.

Overall Financial Performance: Quarter 2

• The Office of the Premier achieved 52% spending of the annual budget of R609 million for Quarter two.

• At the end of the second quarter the department spent R136.1 million (105%) of the projected quarterly budget of R129.8 million.

• Compensation of employees (COE) budget for the quarter amounted to R72.4 million and the expenditure closed at R73.9 million.

PROGRAMME 1

The quarterly budget was estimated at R29.6 million and the programme has spent R29.9 million which is 101% of the allocated budget.

PROGRAMME 2

The quarterly budget was estimated at R56.3 million and the programme has spent R56.2 million which translate to 99.9% of the allocated quarterly budget.

PROGRAMME 3

The quarterly budget allocated was R43.8 million and the spending closed at R49.9 million which is 114% of the allocated budget.

CONCLUSION

Year-to-date spending against the annual budget is at 52% excluding commitments and accruals. However, if we take into account accruals of R10 million, spending will be in line with the cumulative projections of 54% for quarter 1 and 2.

Spending will be monitored closely for the remaining two quarters in order to avoid over or under spending at the end of the financial year.

The graph below illustrates the overall quarter two performance across the three programmes;

Page 20 of 61

Figure 1 – Overall Q2 Programme Performance

Non-Financial Performance: Quarter 2

The department achieved a total of 69% (38 out of 56 KPI’s) of the planned targets in the APP for quarter two. 31% (18) indicators were not achieved in the quarter under review. The office is on track in delivering all its targets set by the end of the financial year with an average year to date performance at 71%

Programme 1 achieved 71% (5 out of 7) indicators that were deliverable in quarter two



71% 71% 68%61%

81% 78%73% 69%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Q1 Q2 Q1 Q2 Q1 Q2 Q1 Q2

Programme 1 Programme 2 Programme 3 Overall

Q1 vs Q2 Programme performance

Page 21 of 61

Figure 2: Percentage Spent vs Achieved

Areas that require attention in Quarter 2

Despite the good progress that has been made across the three pillars of the TMR, some transversal areas which relate to the Labour Relations cases that are not concluded within the prescribed timeframe, employees with service pledges signed, implementation of Employment Equity targets, issues relating to the restructuring of the Tshepo 1 million and the resolution of the GCR wide Hotline cases were not achieved in the period under review.

Interventions for the Non-Achieved Areas

Labour Relations Cases:

• A systemic Departmental Evaluation of the disciplinary processes in Gauteng Provincial Government (GPG) Departments has commenced to look at areas of improvement and to identify gaps in an effort to address the general under performance across GPG.

• The Department e-Government will also develop and implement an automated work flow case management system for GPG that can be used to register, track, update, close, monitor, evaluate and report on cases.

• Non-compliance has been escalated to the Political Sub-Committee chaired by MEC Mamabolo to look at status of labour relations in the province.

• A submission with a number of recommendations to deal with consequences for non-compliance has also been routed to Exco.

Programme1

Programme2

Programme3

Overall

Budget Spent 101% 100% 114% 105%

Performance Achieved 71% 61% 78% 69%

0%

20%

40%

60%

80%

100%

120%

Quarter 2: Spent vs Achievement

Budget Spent Performance Achieved

Page 22 of 61

Employees with service pledges signed:

• The Organised Labour perceives the existence of the signed Public Service Charter as sufficient, hence the reluctance in encouraging their members in Gauteng to sign the service pledge

• Discussions on the signing of the service pledges has been escalated to the Gauteng Labour Relations Champion and Organised Labour

Implementation of Employment Equity targets:

• The office has requested all under-performing departments to develop and submit action plans indicating how they intend to increase the number and percentage of women in SMS. Departments are to indicate the posts earmarked for the appointment of women and possible timeframes for filling such posts.

• Several interventions to comply with employment of people with disabilities include the rollout of Disability Disclosure Campaign for disabilities which are not self-evident. The rollout on the presentation and monitoring of Policy on Reasonable Accommodation and Assistive Devices in line Departments is currently ongoing.

• OOP has also facilitated the decentralization of PERSAL functions for capturing disability disclosures from the Department of E-Government to line Departments in order to expedite the equitable representation of persons with disabilities.

• OOP has collaborated with the Department of E-Government on the development of an E-Recruitment dedicated page targeted towards the accelerated appointment of persons with disabilities. This initiative will assist line Departments to place adverts of posts targeting persons with disabilities. This will also make it easier for OOP to monitor if indeed Departments do identify and place posts earmarked for persons with disabilities.

• OOP is furthermore embarking on the development and implementation of GPG wide Workplace Disability Management Strategy aimed at designing practical measures in the reasonable accommodation of persons with disabilities for their retention and advancement.

Tshepo 1 Million Programme

• The restructuring of the Tshepo 1 million programme delayed implementation of some of the plans set for it. Partnership building with private sector is at the heart of delivering some of the targets set for the programme and transitional placement.

• Gauteng Provincial Government departments are also being introduced to the newly structured Tshepo 1Million programme, so commitments from them needed alignment with demand. The alignment process matching resources from the various Sectoral Education and Training Authorities with sectoral opportunities, led in conjunction with GCRA, is still in process as at the time of reporting.

GCR Wide Hotline

• The resolution of GCR wide Hotline cases remains a challenge throughout the GCR. In response to this challenge, the Public Service Hotline has embarked on a process of working closely with departments and municipalities to address capacity as well as system related challenges that hinder effective resolution of service delivery concerns raised by communities. It is envisaged that the above-mentioned intervention will enhance the capacity of departments and municipalities to respond and resolve citizen’s concerns as efficiently as possible, thus resulting in improved resolution rates.

Page 23 of 61

The Transformation, Modernisation and Re-industrialisation (TMR) continued to serve as the basis for the political and policy objectives of the GPG.

Pillar

Strategic Objective Progress

Transformation of state and governance

Driving greater policy planning and coherence in government and the achievement of service delivery outcomes

Integrity Management Office

• A total of 2080 cases were received and 1932 cases were resolved as at September 2017. 93% rate of resolution.

• There were no officials found doing business with government in this quarter, detection reviews are conducted bi-annually.

• The Integrity Management Enforcement unit business case is currently in the process of being drafted.

Strategic Human Resources

• 733 out of 784 (93%) SMS members have concluded their Performance contract agreements for the 2017/18 financial year.

• Four (4) interventions were held for Financial Literacy, OHS evacuation drill preparedness, coordination and communique of the big walk marathon and trauma debriefing communique.

• 2% vacancy rate achieved in OoP

• Service Delivery

• 60% of GCR wide Hotline cases were resolved for the period under review.

• 465 Ward Level War Room structures are established

• 85% Functional Central Information Centre (Integrated Geographical Information System is in place).

• 18 war room structures established at regional/local level.

Legal Services

• The office compiled a half-yearly

Page 24 of 61

progress report (January to June) on the new proposed Provincial Legislation and National Legislation impacting on the Province.

Gauteng Performance Monitoring and Evaluation

• Support was provided for the Ntirhisano Outreach engagements, including preparation and recording of commitments for the Orange Farm, Etwatwa, Benoni, Munsieville, Kagiso and Mamelodi return visit.

• Out of a total of 307 key community commitments that are being tracked for progress, a total of 30 commitments have been achieved.

Forging strategic partnerships that advance the National and Provincial development agenda both locally and internationally

Intergovernmental Relations

• A report was consolidated based on resolutions impacting Province from Intergovernmental Relations meetings.

• 1 assessment report on progress in the implementation of the International Relations Strategy developed.

Advancing gender equality women’s empowerment, youth development and the rights of people with disabilities, older person’s and military veterans and promoting socio-economic inclusion

GEYODI, MVO & I

• Four (4) departmental implementation plans on policies towards the institutionalization of targeted group assessed.

• The Targeted Groups (GEYODIMVO) policy framework has been completed and submitted to EXCO for approval.

Modernisation of the public service

Building a modernised Gauteng public service with the capacity to drive change and transformation

Gauteng Performance Monitoring and Evaluation

• Five (5) Improvement plans facilitated at frontline service delivery sites with areas of under- performance.

• The Gauteng Annual Programme of Action has been discontinued. Work has been done on the development of the Programme of Action on Gender, Youth, People with Disabilities, Military

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Veterans and Older Persons for 201718 and in preparation for 2018/19.

• Executive Support Services to the Premier and Director General

• 2018/2019 APP budget planning bilaterals were held with Office of the Premier Branches.

• The AG audit on performance information for the Annual Performance Plan (APP) of the 2016/17 financial year has concluded. The Office of the Premier received a clean audit with no matters of emphasis.

• The first draft 2018/2019 APP was submitted to GPME and DPME on the 29 August 2017

• The Annual Service Delivery Improvement Plan Report for the 2015-2018 Cycle and the Annual Citizens Report for the 2016/17 Financial Year was submitted to the DPSA within the stipulated time-frame.

Financial Management

• 99.1% (427 out of 431) of valid invoices were paid within the stipulated 30 days from date of receipt.

Communicating and profiling the programme of government to ensure enhanced interaction between government and the people

Provincial Communication Services

• Departments were assessed on areas of strategic emphases, which included how they built and maintained healthy relationships with stakeholders and managed the reputation of government.

• Three (3) reports on the analysis of media coverage were compiled for the Quarter.

Decisive spatial transformation

Driving greater policy and planning coherence in government and the achievement of service delivery outcomes

Gauteng Development Planning

• Quarterly report on implementation of GCR IIMP submitted to the Executive Council Infrastructure Technical Committee.

• 54% of the Priority Infrastructure projects are on track, 23% are facing possible delays and another 23% are delayed.

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Interventions have been put in place to avoid further delays.

• One (1) GCR IIMP Priority Project Plan assessed against Generally Accepted Project Management Principles.

• Progress has been made towards the development of the Mining Belt Regional Spatial Development Policy (RSDP)

• Three papers of research in economic sectors Logistics, Energy and Pharmaceuticals focusing on the SADC, South Africa and Gauteng have been completed

Delivery Support Unit (DSU)

• 11 (including outstanding 5)

Departmental Goals, Strategies and

Delivery Plans were submitted to EXCO.

• Only one (1) stock take meeting was held

in August 2017.

• The DSU is at 60% capacitation (9 out of 15 posts that were advertised were filled.

1.5. Key Policy Developments in the Quarter Amendments to the following key policies/pieces of legislation were undertaken in the period under review:

- Gauteng Nature Conservation Bill - Gauteng Gambling Amendment Bill - Gauteng Funeral Industry Regulatory Bill - Gauteng Enterprise Propeller Amendment Bill - Gauteng Tourism Amendment Bill - Gauteng Growth and Development Agency Amendment Bill - Gautrain Management Agency Amendment Bill - Gauteng Transport Infrastructure Amendment Bill - Gauteng Education Laws Amendment Bill - Gauteng Inclusionary Housing Bill - Gauteng Housing Amendment Bill - Gauteng Finance Management Supplementary Bill - Draft Bill is being revised by GPT - Gauteng Gambling (Tax) Amendment Regulations - Gauteng Gambling (Licence Application and Renewal Fee) Amendment Regulations

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- Gauteng Transport Authority Bill - Gauteng Waste Information Regulations - Gauteng Provincial Road Traffic Amendment Regulations - Gauteng Financial Prescripts and Standard Charts of Account - Gauteng Schools Admission Amendment Regulations - Restitution of Land Rights Amendment Bill, 2017 [B 19—2017] - South African National Roads Agency Limited and National Roads Amendment Bill,

2017 [PMB 20—2017] - Product Standards Amendment Bill, 2017 [B 21—2017]

1.6. Collaborations with other Departments

The mandate of the Office of the Premier requires constant engagement with all GPG departments, national departments and local government at all levels. In the quarter under review the focus of these engagements has been on:

- On-going oversight and support on the infrastructure projects, (in line with the GCR IIMP Apex priorities) was undertaken.

- Progress has been made towards the development of the Mining Belt Regional Spatial Development Policy (RSDP). The Mining Belt RSDP will contribute towards a common spatial vision and plan and close the fragmented divide between the north and south of the province. Engagements have been held with relevant municipalities of Ekurhuleni, Westrand and Johannesburg. The objective of these engagements is to solicit support, build partnership as well as sought alignment of planned and current complementary projects.

- In support of the Premier’s Co-Presidency of the Metropolis, the OoP, working with GTA and the City of Johannesburg has compiled and submitted the Bid Document for the 2018 Annual Meeting of the Metropolis. The final award will be made in Barcelona in November 2017. Hosting the leaders of Metropolis in the GCR can certainly position the city region at a global level, with potential to increase trade and tourism.

- The DSU has continued its ongoing engagements with departments on planning, monitoring and implementation support of the provincial priorities. In this regard delivery goals, strategies and targets to be achieved by 2019 were finalised during stocktakes with the Premier for 12 of the 14 departments and signed off by the Head of Planning. These documents were then transcribed into Delivery Agreements and submitted to Exco for approval. Substantial work has taken place on both Apex Priority departments and Secondary Priority departments on the “Delivery” process.

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Part 2: Human Resources

In the period under review, significant emphasis was placed on filling vacant funded posts in line with the Transformation, Modernisation and Re-Industrialisation Programme. The implementation of the structure is ongoing and funded vacancies including critical positions will be filled. Detailed status on the table below:

ITEM STATUS

Total staff posts on approved structure 316

Total posts on the post establishment 558

Funded posts on the establishment 498

Filled posts as at 30 September 2017 488

Vacant funded posts as at 30 September 2017

10

Vacancy rate as at 30 September 2017 2 %

For the period 01 July 2017 to 30 September 2017 the following posts were advertised and filled: 2.1 Advertised

• Deputy Director: Organisational Development an JE

• Senior Administrative Officer: Inventory Management

• Admin Clerk: Transport

• Assistant Director: Occupational Health and Safety

• Senior Administrative Officer: Technical Support

• Office Manager to DDG: ESSM

2.2 Filled

• Chief Director: Administrative Secretariat

• Deputy Director: Geographic Information Systems

• Research and Data Analysts x2

• Shift Leader

• Deputy Director: Performance Management Evaluation

• Deputy Director: Economic Sector Policy

• Deputy Director: Risk Management

• Administrative Office: Strategy and Operational Support x3

• Personal Assistant to Chief Director: GEYODI

• Personal Assistant to Chief Director: Public Relations

• Administrative Officer: Deliverology x3

2.3 Contract Appointments

• Interns x27 2.4 Terminations

• Assistant Director: Financial Accounting

• Assistant Director: Employee Relations

• Town and Regional Planner

• Assistant Director: Transport and logistics

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• Administrative Officer: Corporate Communication

• Senior Administrative Officer: IGR and Stakeholder Management

2.5 Transfers out

• Deputy Director: Organisational Structure Development

2.6 Transfers in

• Nil

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As indicated in the section 1.3 which provides an overview of the financial status of the Office of the Premier, a significant proportion of the budget is allocated to compensation of employees.

The compensation budget, expenditure per quarter including variances is outlined below:

ECONOMIC CLASSIFICATION

COMPENSATION OF EMPLOYEES

BUDGET (R 000)

BUDGET

Total Budget Appropriated Actual Variance

292 158 139 658 152 500

QUARTER 1

Total Budget Appropriated Actual Variance

70 808 65 717 5 091

QUARTER 2

Total Budget Appropriated Projections Variance

72 463 73 941 -1 478

QUARTER 3


75 141 75 141 0

QUARTER 4


73 746 73 746 0

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Part 3: Programme Performance

3.1 Programme 1: Administration

The Programme is discussed as the work of three sub-programmes, namely:

• Sub-Programme 1: Executive Support to the Premier and Director General

• Sub-Programme 2: Financial Management

• Sub-Programme 3: Programme Support (Security Management)

3.1.1 Sub-Programme 1: Executive Support Services to the Premier and Director General

i) Measurable Objectives & Priorities

The provision of efficient and effective administrative support to the Office of the Premier; and strategic management process support to the Premier and the Director General in fulfilling their statutory and political responsibilities.

ii) Key Performance Indicators

The following key Performance indicators have been used to assess performance in the unit supported by quarterly targets as outlined in the APP for 2017/2018:

• OOP average MPAT rating (overall)

iii) Main activities of the Programme in achieving its Objective

In support of attaining these objectives the sub-programme performs the following activities:

• Annual planning processes and the preparation of the Annual Performance Plan and Service Delivery Improvement Plan for the Office of the Premier;

• Performance information management through the hosting of monthly and quarterly performance management processes.

iv) Progress towards Achieving Outputs and Outcomes

The following achievements have been recorded in the 2nd Quarter:

Monthly and quarterly performance reports (GPME/DPME, OCPOL, Audit Committee and SDIP) were submitted to the oversight bodies within the prescribed timeframe. The AG audit on performance information for the Annual Performance Plan (APP) of the 2016/17 financial year has concluded. The Office of the Premier received a clean audit with no matters of emphasis. The Annual Service Delivery Improvement Plan Report for the 2015-2018 Cycle and the Annual Citizens Report for the 2016/17 Financial Year was submitted to the DPSA within the stipulated time-frame.

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The first draft Annual Performance Plan for 2018/2019 has been submitted to Gauteng Planning Division: Performance Monitoring and Evaluation and Department Planning Monitoring and Evaluation on 29 August 2017, preparations to submit the second draft in November 2017 and adjustments to the Annual Performance Plan for 2017/18 are currently underway.

Performance Measure / Indicator

Annual Performance Target

Quarterly Milestones

Planned Target for 2017 Quarter 2

Actual Deliverable for 2017 Quarter 2

Reasons for Variance

Performance Assessment

OOP average MPAT rating (overall)

OoP average MPAT 1.7 rating at 3.50

No deliverable for the Quarter

The MPAT 1.7 was launched on 06 October 2017. The self- assessment process kick-off is 16 October 2017 with final submission to DPME on 10 November 2017

No variance ✓ Performance on

Target

3.1.2 Financial Management


To render efficient and effective financial management, supply chain management and risk management support to the Office of the Premier.


The following key performance indicators have been used to assess performance in the quarter under review:

• Percentage of valid invoices paid within 30 days from date of receipt

• Percentage achievement of preferential procurement (BBBEE) targets

• Percentage achievement of budget spend on Township Economies targets


In support of attaining these objectives the office performs the following activities:

• Annual Financial Statements, payments to service providers within 30 days and financial control;

• Management Accounting-Budget Statement compilation, monitoring of expenditure, adjustment budget compilation and reporting;

• Procurement of goods & services, contracts managements and management of assets.

Page 33 of 61


The following achievements have been recorded in the 2nd Quarter: 99.1% of valid invoices (427 out of the 431) invoices received were paid within 21 days from

date of receipt.

The AG regularity audit for 2016/17 was completed with minimal challenges. Interim Financial

Statements were prepared and submitted to Treasury quarterly. The Office of the Premier

achieved an unqualified annual audit opinion with no material findings for the 2016/17 financial

year.

As part of its commitment to support and drive the Gauteng Township Economy Revitalisation

Strategy (TER), the Office of the Premier has prioritised procurement spend towards township

based businesses - 26.79% of budget was spent on township economies in the period under

review, this exceeds the set target of 24% by 2.79%. This can be attributed to additional

efforts made by OoP to identify more suppliers that were not classified as township based.

The Office spent 52% of the budget in line with the APP. The underspending is due to projects

that are going to take place in the 3rd and the 4th Quarter. Some expenditure has been

committed and is awaiting invoices to process payments.








Percentage of valid invoices paid within 30 days from date of receipt

100 % of valid invoices paid within 21 days from date of receipt

100 % of valid invoices paid within 21 days from date of receipt

99.1% of valid invoices (427 out of the 431) invoices received were paid within 21 days from date of receipt

4 out of (431) Invoices received could not be paid within 21 days as a result of the delayed signed off by end users

Target Not met

Percentage achievement of targets on preferential procurement (BBBEE) targets

Achievement of the Preferential Procurement Spending targets (BBBEE): HDI = 80% Women = 30% Youth = 18% PwD = 5%

Achievement of

the Preferential

Procurement

Spending

targets

(BBBEE):

HDI = 80%

Women = 30%

Youth = 18%

PwD = 5%

Achievement of

the Preferential

Procurement

Spending

targets

(BBBEE)

attained:

HDI = 97.55%

Women =

30.28%

Youth = 10.56%

PwD = 1.7%

Procurement Spend

target as per the

GPG's B-BBEE

Strategy is 10%

and not 18% as per

the APP. Request

to align the set

target with the

BBBEE Strategy

will be submitted

during the

adjustment period.

In addition, some

goods and services

will be ring fenced

to be procured from

suppliers owned by

Target Not met

Page 34 of 61

people with

disabilities. It is

anticipated that,

procurement

related to

International Day of

People with

Disability, will

increase

procurement

spending in this

category

Percentage achievement of budget spend on Township Economies targets

24% of budget spend on Township Economies

24% of budget spend on Township Economies

26.79% of budget was spent on Township Economies

The 24% procurement spend target on Township Economies was achieved and exceeded by 2.79%. This is attributed to additional work that was done by OoP to identify more suppliers that were not classified as township based by GPT and also reducing the base of calculating the township spend, by removing discretionary items, such as procurement of advertising services and GIS Software from ESRI-SA.

✓ Performance

Target

exceeded

3.1.3 Programme Support (Security Management)

i) Measurable Objectives & Priorities To provide security leadership, strengthen good governance and enhance integrity across GPG departments


The following key performance indicators have been used to assess performance in the quarter under review

• Percentage of SMS and high risk area members vetted in line with the National Vetting Strategy

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• Number of audit reports on security threats and risk assessment for MECs, other persons and headquarter buildings across the GPG

• Number of Trend Assessments conducted on security breaches, major incidents and losses across the GPG

• No. and % of officials identified in High Risk areas vetted (GPG wide)


In support of attaining these objectives the sub-programme performs the following:

• Managing SRMS in the OoP to ensure no security breaches or major incidents and losses occur;

• Implementation of GPG wide security strategy;

• GPG programme of ensuring MISS compliance, in particular: − The rollout of MISS awareness and training to al GPG staff; − Complete vetting and screening programme for all prioritised GPG categories; and − Implement information & communications security programme.



SMS members and SCM officials are vetted in line with the National Vetting Strategy and thus

far 60% (457 out of 760) of SMS members and 67% (439 out of 660) of SCM officials were

vetted for the period ending September 2017.

Threats and Risk Assessments are periodically conducted to head offices within GPG

departments and residences of political office bearers. The Directorate responds to all

reported and detected security breaches and incidents.

Performance

Measure /

Indicator

Annual

Performance

Target


Planned

Target for

2017

Quarter 2

Actual

Deliverable

for 2017

Quarter 2

Reasons for

Variance

Performance

Assessment

Percentage of

SMS members

vetted in line with

the National Vetting

Strategy

50% of SMS

members vetted

48% of SMS

members

vetted

60% ((457 out

of 760) of

SMS

members were

vetted

Awareness

sessions were

conducted during

the period under

review which

resulted to more

SMS members

and officials in

High Risk Areas

complying with the

vetting process

✓ Performance

Target exceeded

Number of audit

reports on security

threats and risk

assessment for

4 audit reports on

security threats

and risk

assessments

1 audit

reports on

security

threats and

1 audit report

on security

threats and

risk


Target

Page 36 of 61

MECs other

persons and

headquarter

buildings across the

GPG

risk

assessments

assessments

conducted for

MEC of

Roads and

Transport’s

residence

Number of Trend

Assessments

conducted on

security breaches,

major incidents and

losses across the

GPG

4 Trend

Assessments

conducted on

security breaches,

major incidents

and losses across

the GPG

1 Trend

Assessments

conducted

on

security

breaches,

major

incidents and

losses

across the

GPG

1 trend

assessment

report

compiled for

security

breaches and

incidents


Target

No. and % of

officials identified in

High Risk areas

vetted (GPG wide)

50% of staff

in High Risk areas

vetted

48% of staff

in High Risk

areas vetted

67% (439 out

of 660) of

SCM

members

vetted

Awareness

sessions were

conducted during

the period under

review which

resulted to more

SMS members

and officials in

High Risk Areas

complying with the

vetting process

✓ Performance on

Target

3.2 Programme 2: Institutional Development and Integrity Management

The Programme is discussed as the work of four sub-programmes, as is reflected below:

1) Sub-Programme 1: Strategic Human Resources

2) Sub-Programme 2: Information and Communication Technology

3) Sub-Programme 3: Legal Services

4) Sub-Programme 4: Provincial Communication Services

3.2.1 Strategic Human Resources (Institutional Development)

i) Measurable Objectives & priorities

To lead, facilitate, coordinate and support a skilled, ethical and performance orientated GCR



• Level of implementation of TMR Master Skills Plan

Page 37 of 61

• Number of assessments on the implementation of approved GPG Performance

Management and Development Framework (PMDF)

• Number of assessments on the implementation of the framework for financial and non-financial rewards across the Province

• Annual performance contracts for all SMS members finalised across the GPG

• Number of days to resolve disciplinary cases at SMS (Level 13-16) (Alignment with FOSAD target) across the GPG

• Number of days to resolve disciplinary cases below SMS (Level 01 – 12) (Alignment with FOSAD target) across the GPG

• GPG average MPAT rating in Human Resource Management (KPA 3)

• Number of employees with service pledges signed

• Percentage of women representation at SMS level across the GPG

• Percentage of staff with disabilities across the GPG staff complement

• Average percentage of OoP funded posts in PERSAL which are vacant over a quarter (vacancy rate)

• Number of interventions to address the top GPG risk trends across EHWP pillars

iii) Main activities of the Programme in achieving its Objectives


• Monitoring of the implementation of the GPG departments HR Plans;

• Monitoring of the management of discipline by GPG departments;

• Monitoring of the implementation of the approved organisational structures of GPG departments.



Gauteng City Region remains committed to attracting and retaining people with disabilities on its staff complement. The Provincial Government also believes that recruitment and retention of persons with disabilities is dependent on the creation of a conducive, barrier free and empowering working environment. The new Policy on Reasonable Accommodation and Assistive Devices (PRAAD) is currently being popularized to promote the rights, empowerment and protection of persons with disabilities about their reasonable accommodation needs. The fifth administration will continue to demonstrate its care and support to persons with disabilities not only in civil society focused programmes but in workplace based advancement and empowerment programmes. In the period under review, significant emphasis was placed on filling vacant funded posts in line with the Transformation, Modernisation and Re-Industrialisation Programme. The implementation of the structure is ongoing and funded vacancies including critical positions will be filled. A performance rate of 94% has been recorded and a report duly compiled as per expectation. SMS are supposed to conclude their performance agreements within 3 months of appointment onto a post. 100% compliance rate was reached by HoDs of Department who all ensured to conclude their performance agreements and submitted reports hereon to the Office of the Premier by 31 May 2017 as stipulated in Public Service Regulations of 2016.

Page 38 of 61

Total number of 86 945 employees on levels 1-12 qualified for assessment, 411 received a performance score of 1 and 2 respectively, 11337 were scored at 3 while 60 660 obtained an over rating of 4, Only 1574 obtained a rating of 5. Out of a total number of 732 SMS members, 601 were eligible for evaluation and 20 were scored at 1 and 2 respectively, 332 were rated at performance level 3 while 178 obtained an overall score of 4, Only 7 SMS members were rated at 5 across the entire Gauteng Provincial Government.








Annual performance contracts for all SMS members finalised across the GPG

1 Annual performance contracts for all SMS members finalised

1 Status report on progress towards finalisation of performance contracts for all SMS member

0ne report on the total number of SMS members with signed performance contracts has been duly compiled.

No variance ✓ Performance

on Target

Number of days to resolve disciplinary cases at SMS (Level 13-16) (Alignment with FOSAD target) across the GPG

90 - 120 Days 90% of Disciplinary cases for SMS (Level 13-16) to be resolved within 60-90

75% (3 out of 4) Disciplinary cases for SMS (Level 13-16) resolved within 90 days for Q2

The fragmentation of the management of formal discipline across GPG leads to a lack of accountability and departments have no internal case management systems in place to track progress on disciplinary cases • External factors and other dependencies resulting in delays • There is a lack of capacity in OoP to oversee and monitor and evaluate disciplinary cases and precautionary suspensions in some departments to ensure that the prescribed timeframes are not over extended

Target Not

met

Number of days to resolve disciplinary cases below SMS (Level 01 - 12) (Alignment with FOSAD target) across the GPG

90 - 120 Days 90% Disciplinary cases for SMS (Level 01-12) to be resolved within 60-90 for the current year

95% (230 out of 243) disciplinary cases resolved within 90 days

Increasing awareness of MPAT Standards and Targets

✓ Performance

Target

exceeded

Page 39 of 61

Number of employees with service pledges signed

73,000 Employees with service pledges signed

18,250 Employees with service pledges signed

No service pledges were signed during the period under review. The Organised Labour perceives the existence of the signed Public Service Charter as sufficient, hence the reluctance in encouraging their members in Gauteng to sign the service pledge

Discussions on the signing of the service pledges has been escalated to the Gauteng Labour Relations Champion and Organised Labour

Target Not

met

Percentage of women representation at SMS level across the GPG

50% women representation at SMS level

47% women representation at SMS level, as per Persal report

44% women representation in SMS achieved

The decline in the number and percentage of women in SMS has been decreasing in line Departments due to employee exits in SMS, majority being women. This problem is complicated by the fact that appointments to fill SMS posts vacated by women were in favour of men instead of women. Further delays are in the filling of posts earmarked for appointment of women

Target Not

met

Percentage of staff with disabilities across the GPG staff complement

3% staff with disabilities, as per Persal Report

2.6% staff with disabilities, as per Persal report

2.14 % of persons with disabilities

The under-performance in this area is attributed to a widening gap between the number of appointments of persons with disabilities and the able-bodied persons, and the employee exits by persons with disabilities has contributed to the under-performance on this target

Target Not

met

Number of interventions to address the top GPG risk trends across EHWP pillars

6 Provincial Interventions addressing risks trends GPG wide

2 Provincial interventions addressing risk trends GPG wide

Four (4) interventions were held for Financial Literacy, OHS evacuation drill preparedness, coordination and communique of the big walk marathon and trauma debriefing communique

The unit had targeted financial literacy and OHS Evacuation drill preparedness. SACR & OOP were supported based on needs identified during the quarter

✓ Performance

target exceeded

Average percentage of

Maintain a vacancy rate of

Maintain a vacancy rate

2% vacancy rate achieved


Page 40 of 61

OoP funded posts in PERSAL which are vacant over a quarter (vacancy rate)

9% or less on average over the quarter

of 9% or less on average over the quarter

on Target

Number of assessments on the implementation of approved GPG Performance Management And Development Framework (PMDF)

2 Assessments on the implementation of approved GPG Performance Management And Development Framework (PMDF)

1 Assessment on the implementation of approved GPG Performance Management and Development Framework (PMDF)

1 Assessment on the implementation of approved GPG Performance Management and Development Framework (PMDF) was compiled


on Target

Number of assessments on the implementation of the framework for financial and non-financial rewards across the Province

2 Assessments on the implementation of the revised framework for financial and non-financial reward

1 Assessment on the implementation of the revised framework for financial and non- financial reward

The Draft non-financial rewards framework is not yet approved. Subsequent to the introduction of amendments to the Public Service Regulations, the Draft framework had to be reviewed to align to the new Public Service Performance Management Development System

The revised framework will be consulted upon with the relevant stakeholders. Once all inputs have been received, the framework will be submitted for approval. The Implementation of the non-financial rewards framework will commence in the new financial year (2018/19)

Target Not

met

3.2.2 Integrity Management


To provide security leadership, strengthen good governance and enhance integrity across GPG departments.



• Level of Implementation of the Integrity Management Enforcement Unit Establishment Plan (Fraud and Corruption)

• Percentage submission of SMS disclosures across the GPG

• Percentage of corruption cases resolved across the GPG

• No of officials doing business with government

• No of officials disciplined due to doing business with government

• No. and % of staff found guilty due to fraud and corruption

• GPG annual average MPAT rating in Professional Ethics & Fraud Prevention

• GPG annual average MPAT rating in Service Delivery (KPA 2)

Page 41 of 61


In support of attaining these objectives the sub-programme performs the following:

• Managing SRMS in the OoP to ensure no security breaches or major incidents and losses occur;

• Implementation of GPG wide security strategy;

• GPG programme of ensuring MISS compliance, in particular: − The rollout of MISS awareness and training to all GPG staff; − Complete vetting and screening programme for all prioritised GPG categories; and − Implement information & communications security programme.

• Monitoring the implementation of the Gauteng Anti-corruption Programme.



93% of NACH cases were resolved this is due to resolution of cases of the previous financial year. There were no officials found doing business with the state in the period under review, hence no officials were disciplined. The development of the framework for the establishment of the enforcement is in progress and will be finalised in the 3rd quarter after consultation with relevant stakeholders.








Percentage of corruption cases resolved across the GPG

90% of corruption cases resolved

90% of corruption cases resolved

93% (cumulative) of corruption cases resolved

The over achievement is due to resolution of cases from the previous financial year

✓ Performance

Target

exceeded

No of officials doing business with government

0 % (804 currently) SMS members doing business with government

0 % (804 currently) SMS members doing business with government

There were no officials found doing business with the government in the period under review


Target

No of officials disciplined due to doing business with government

100% SMS members doing business with government disciplined

100% SMS members doing business with government disciplined

There were no officials found doing business with the state in the period under review, hence no officials were disciplined


Target

No. and % of staff found guilty due to fraud and

100% of staff found to be guilty of fraud and

100% of staff found to be guilty of fraud

A total of eight (8) staff members who were found guilty of


Target

Page 42 of 61

corruption corruption disciplined

and corruption disciplined

fraud and corruption were disciplined

Level of Implementation of the Integrity Management Enforcement Unit Establishment Plan (Fraud and Corruption)

Integrity Management Enforcement Unit Established

Integrity Management Enforcement Framework approved

The Integrity Management Enforcement Framework is currently in the process of being drafted

The enforcement unit business case will be finalised in Q3.

Target Not met

3.2.3 GEYODI & MVO

i) Measurable Objectives

The active advancement of gender equality, women’s empowerment, youth development and the rights of people with disability, older persons and military veterans in the Gauteng City Region


The following key performance indicators have been used to assess performance by the branch:

• GEYODI&MVO&I provincial framework developed and approved

• Military Veterans (MV) Strategy developed and approved

• Gauteng Migration Desk established

• Gauteng LGBTI Desk established

• Level of compliance to th regulatory framework for universal access design

• Level of implementation of policies towards the institutionalisation of targeted group rights

• Number of people from targeted groups reached through awareness raising to increase access to Government services

iii) Main activities of the Programme in Achieving its Objectives

In support of attaining these objectives the branch performs the following activities:

• Development and coordination of provincial policy frameworks and programmes on Gender, Youth and Disability;

• Facilitate interventions to advance women’s empowerment, youth development and disability rights;

• Monitoring gender, youth development and disability programmes and research;

• Facilitate advocacy campaigns and partnerships including in relation to commemorative days and months;

• Coordination of government forums and forums with civil society on gender, youth and disability rights.



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The Targeted Groups (GEYODIMVO) policy framework has been completed and submitted to EXCO for approval. The GCR Programme for Universal Design and Access will put procedures in place for officials from all GPG departments and municipalities who have technical and decision making capacity to implement the “The application of the National Building Regulations Part S: Facilities for persons with disabilities in their areas.








Number of people from targeted groups reached through awareness raising to increase access to Government services

60,000 People from targeted groups reached, as evidenced by programme attendance registers

40,000 People from targeted groups reached, as evidenced by programme attendance registers

40000 people were not reached from targeted groups

A process is in place to ensure that all attendees are properly recorded

Target Not met

GEYODI&MVO& I provincial framework developed and approved

Approved GEYODI&MVO &I provincial framework (inclusive of GEYODI indicators)

Draft 2 of the GEYODI&MVO&I framework developed

The Targeted Groups (GEYODIMVO) policy framework has been completed


on Target

Military Veterans (MV) Strategy developed and approved

Approved Military Veterans Strategy

Draft Military Veterans Strategy developed and consulted

Draft Military Veterans Strategy not developed and consulted

The OoP’s Executive Management team took a resolution to revise the indicator during the adjustment period to address the implementation of the Gauteng Military Veterans Strategy as this was already developed

Target Not met

Gauteng Migration Desk established

Migration Desk fully established

Draft Provincial Migration strategy Developed and consulted

Gauteng Migration Desk Draft Provincial Migration Strategy is not developed and consulted

The Executive Management Team decided not to develop a strategy before the establishment of the Gauteng Migration Desk and building its capacity. It was also decided that no new policies

Target Not met

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will be developed during this administration

Gauteng LGBTI Desk established

Gauteng LGBTI Desk established

LGBTI Provincial forum established with terms of reference

Terms of reference developed


on Target

Level of compliance to the regulatory framework for universal access design

Assessment of compliance levels by GPG Departments

Four (4) Departments assessed

No assessment conducted in the period under review

There is lack of capacity in departments to conduct assessments. A request has been made to establish a reference group from experts in government and civil society to develop an GCR intervention plan.

Target Not met

Level of implementation of policies towards the institutionalisation of targeted group rights

Assessment of alignment of GPG Departmental and Municipal Implementation Plans to the GEYODI policies

Four (4) Departmental Implementation Plans assessed

Four departmental implementation plans were assessed


on Target

3.2.3 Tshepo 1 Million


To lead, facilitate, coordinate and support a skilled, ethical and performance orientated GCR, including the active advancement of gender equality, women’s empowerment, youth development and the rights of people with disabilities, older persons and military veterans


The following key performance indicators have been used to assess performance by the branch:

• Number of economically excluded young people accessing training and skills development linked to verifiable market demand via the T500K programme

• Number of economically excluded young people accessing paid work done on a temporary basis aimed at developing work experience and/or sector specific skills via the T500K programme

• Number of economically excluded young people accessing paid work on a long-term, full-time contract at or above sectoral minimum for full time work in the sector in question, preferably permanent

• Number of economically excluded young people enabled and assisted to establish and operate a new enterprise/ franchise

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v) Progress towards Achieving Outputs and Outcomes

The following achievements have been recorded in the 1st quarter: Internships and temporary contracts (transitional work) open to those without matric already a key part of the programme (over 3000 transitional placements already made, including those without Matric) Township Economy audit programme graduates (sub-matric) now carrying out Quality of Life survey for Gauteng City Region Observatory Matric rewrite programme now entering prototype/ testing phase – on track for January go-live as part of wider learning-lab network Specific EPWP channels under Tshepo 1m currently being negotiated, to be combined with the learning lab network Township Marketplace Platform (TMP) soft-launch during course of October 2017. This links vetted township enterprises with opportunities to provide goods and services to larger, more established corporates, on condition the small firms give young people from their neighborhood opportunities through Tshepo 1Million – as workers, interns or contractors. The first groups of small firms to access opportunities are being drawn from the 40k of the 80k firms in the Township Audit done earlier this year who gave GPG permission to contact them with support and opportunities The first set of township economy opportunities going live include Hollard, Coca-Cola Beverages SA/ Buddibox, Point-S tyres, Gauteng Industrial Development Zone & Broll Properties








Number of economically excluded young people accessing training and skills development linked to verifiable market demand via the T500K programme

80,000 24,000 32 715 Work-seeker support programme is a major contributor to this impact indicator. This will be enhanced and complimented by matric rewrite, youth employment accelerator lab network and Microsoft Thint'Imillion programme in Q3 and Q4.

✓ Performance

target exceeded

Number of economically

80,000 24,000 3 725 The programme partners and

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excluded young people accessing paid work done on a temporary basis aimed at developing work experience and/ or sector specific skills via the T500K programme

departments are in a process of finalising their opportunities for the programme and aligning it with stipends, which are provided by SETAs. Unfortunately the SETAs process is proving to be taking longer than anticipated.

Target Not met

Number of economically excluded young people accessing paid work on a long-term, full-time contract at or above sectoral minimum for full time work in the sector in question, preferably permanent

4,000 1,200 5 666 No variance ✓ Performance

target exceeded

Number of economically excluded young people enabled and assisted to establish and operate a new enterprise/ franchise

1,000 300 234 Key contributing micro franchise opportunity channels to this target took longer than expected to realise due to more intensive than anticipated preparation with the corporate partners to which these Enterprises value chains are linked. These opportunities will see their first cohorts realised in Q3.

Target Not met

3.2.4 Information and Communication Technology

i) Measurable Objective & Priority To provide ICT leadership and guidance across the GPG and ICT related auxiliary support to the OOP; towards modernising the public service ii) Key Performance Indicators

The following key performance indicators have been used to assess performance in the unit:

• Average percentage systems uptime and availability maintained across the OOP iii) Main activities of the Programme in achieving its Objectives

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• Average percentage systems uptime and availability maintained across the OoP

• Level of implementation of IT Business Continuity Plan (IT BCP)

• OoP average MPAT rating in ICT Governance



Employees were provided with functional work stations following the fire disaster that affected

the building. The office temporarily utilised diesel generator for the duration of power outage in

the Central Business District (CBD).

IT disaster recovery was successfully implemented during the fire disaster and all employees

were operational within 48 hours following the incident.

Performance

Measure /

Indicator

Annual

Performance

Target


Planned

Target for

2017

Quarter 2

Actual

Deliverable

for 2017

Quarter 2

Reasons for

Variance

Performance

Assessment

Average

percentage

systems uptime

and availability

maintained

across the OOP

99% average

system uptime

99% average

System uptime

100% uptime

recorded on GBN

WAN links to

FMDC, internet

and emails


target

exceeded

Level of

implementation of

IT Business

Continuity Plan

(IT BCP)

100%

Implementation

of IT Business

Continuity Plan

(IT BCP)

50%

Implementation

of IT Business

Continuity Plan

(IT BCP)

50%

implementation of

IT Business

Continuity based

on daily backup of

all data at FMDC


Target

3.2.5 Legal Services

i) Measurable Objective & Priority

To support the Premier and EXCO with legal advice and support and state law advisory services



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• Number of analysis reports on Provincial litigation liability focussing on progress in the resolution of cases

• Number of reports on progress with proposed new Provincial legislation and National legislation impacting on the Province



• Implementation of the annual legislative proposal program;

• Legal analysis provided for Cabinet Cycle meetings;

• Implementation and effectiveness of the litigation strategy and tracking of high profile cases;

• Certification of legislations within prescribed timeframes

• Providing legal advice and support.



Half-yearly progress report on proposed Provincial Legislation and National Legislation impacting on the Province.








Number of reports on progress with proposed new Provincial legislation and National legislation impacting on the Province

2 reports on progress with proposed new Provincial legislation and National legislation impacting on the Province

1 (Report for the period January to June)

Half-Yearly progress report on new proposed Provincial Legislation and National Legislation impacting on the Province

No variance

✓ Performance

on Target

3.2.6 Provincial Communication Services


To promote and facilitate effective communication between government and the people of Gauteng.



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• Number of assessments on the level of Implementation of the GCR-wide Communication Programme aligned to GPG Provincial Communications Framework

• Percentage of people who feel meaningfully engaged with government

• Percentage of people who are aware of government policies and programmes

• Percentage of people who feel that government is responsive

• Number of monthly reports on the analysis of media coverage iii) Main activities of the Programme in Achieving its Objective

In support of attaining objectives the branch performs the following activities:

• Marketing campaigns for identified outcomes in the POA;

• Facilitate regular interaction with key provincial stakeholders such as business, organised labour, civic organisations, non- governmental organisations, faith based organisations, women, youth and people with disabilities;

• Organised public participation events to interact directly with residents;

• Production and distribution of GPG Media including Gauteng News, Services Directory, Annual Reports etc.;

• Monitoring and analysis of the media

• Media briefings



On 24 August, the Gauteng Executive Council was presented with a report outlining the status of communication in the Gauteng Provincial Government. The report dealt with several aspects of communication including digital media presence, media relations and the media environment.

Following this presentation the Executive Council took several decisions related to communication in order to ensure communication in the province is strengthened in the remaining 18 months in the provinces. The Executive Council also resolved that communication should be accelerated, co-ordinated and effective.

Progress on the implementation of the resolutions is currently underway.

An assessment on the departmental progress reports on the implementation of the GCR-wide annual communication strategy. Each department was assessed on areas of strategic emphases, which included how they built and maintained healthy relationships with stakeholders and managed the reputation of government.

Three analyses of the media environment were conducted for the 2nd quarter to gauge how government messaging was represented through the media lens.








Number of assessments on the level of

4 Quarterly assessments of level of

1 Quarterly Assessment of level of

One (1) quarterly assessment of the GCR-wide


on

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Implementation of the GCR-wide Communication Programme aligned to GPG Provincial Communications Framework

Implementation of GCR-wide Communication Programme

Implementation of GCR-wide Communication Programme

Communication Programme developed

Target

Number of monthly reports on the analysis of media coverage

12 Reports on the analysis of media coverage

3 reports on the analysis of media coverage

Three analysis reports on media coverage of the GCR


on Target

3.3 Programme 3: Policy & Governance

For the purposes of presenting the performance plans, the Programme is discussed as the work of three sub-programmes:

1) Sub-Programme 1: Intergovernmental Relations (including Service Delivery)

2) Sub-Programme 2: Cluster Management

3) Sub-Programme 3: Planning, Performance Monitoring and Evaluation

3.3.1 Intergovernmental Relations (including Service Delivery)


To support the Premier and the Executive Council with policy research support in terms of international relations and inter-governmental relations; and service delivery enhancement



• Number of assessments on progress in the implementation of International Relations Strategy

• Number of structured international relations engagements coordinated to promote the TMR and African Agenda

• Number of consolidated reports on resolutions impacting on the Province from Intergovernmental Relations meetings

• Level of funcitionality of Central Information Centre

• Percentage of GCR wide hotline cases resolved

• Number of of Ntirhisano War Room structures established at Metro/District Level

• Number of of Ntirhisano War Room structures established at Regional/Local Level

• Number of Ntirhisano War Room structures established at Ward Level

iii) Main activities of the Programme in achieving its Output


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• Resolve complaints raised through the Public Hotline;

• Monitoring the implementation of the Service delivery Improvement Programme;

• Establishment of the Ntirhisano War Room structures

iv) Progress towards achieving outputs and outcomes


The Office of the Premier (OoP) as the custodian of Intergovernmental Relations (IGR) conducts an oversight on the effective governance of Intergovernmental Relations and cooperative governance. The outcomes of the consolidated provincial intergovernmental relations reports assist the OoP in ensuring that its mandate is successfully carried out. The consolidated reports provide continuous evidence on the functionality of projects and institutional capacity development driven intergovernmental relations in the province. The implementation of the International Relations Strategy is also informed by prevailing socio-economic developments to ensure continuous re-alignment with the Provincial ten pillar programme of Transformation, Modernisation and Re-Industrialisation (TMR). The mid-term review of the International Relations Strategy implementation was successfully conducted and approved to meet the TMR expectations. The International trip to the America was a confirmatory and compliment to this successful review in ensuring that the implementation of the International Relations Strategy yields practical results. The process of establishing War Room structures commenced in the previous two financial years. As a result the achieved target stands at 476. An audit of the functionality of these War Rooms will commence in October 2017 to ascertain the quantity of those still in existence as well as their functionality. The resolution of GCR-wide service delivery complaints is highly dependent on the ability of case resolvers within departments and municipalities to respond and resolve citizen complaints efficiently and effectively. During the period under review, the capacity of departments and municipalities to resolve escalated complaints within communities timeously remains a challenge. In response to this challenge, the Public Service Hotline has embarked on a process of working closely with departments and municipalities to address capacity as well as system related challenges that hinder effective resolution of service delivery concerns raised by communities. It is envisaged that the above-mentioned intervention will enhance the capacity of departments and municipalities to respond and resolve citizen’s concerns as efficiently as possible, thus resulting in improved resolution rates.








Number of structured international relations engagements

4 High-level engagements coordinated

1 High-level engagement coordinated

Programmes on structured relations Engagement coordinated


on Target

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coordinated to promote the TMR and African Agenda

Number of consolidated reports on resolutions impacting on the Province from Intergovernmental Relations meetings

4 Consolidated reports on resolutions impacting on the Province from Intergovernmental Relations meetings

1 consolidated report on resolutions impacting on the Province from Intergovernmental Relations meetings

1 consolidated report on resolutions impacting on the Province from IGR meetings developed


on Target

Number of assessments on progress in the implementation of International Relations Strategy

2 assessment reports on progress in the implementation of the International Relation Strategy

1 assessment report on progress in the implementation of the International Relations Strategy

1 assessment report on progress in the implementation of the International Relations Strategy developed


on Target

Number of Ntirhisano War Room structures established at Ward Level

523 War Room structures established at Ward Level

383 Ward War Room structures established and functional

465 War Room Structures established. An audit of the functionality of these War Rooms will commence in October 2017 to ascertain the quantity of those still in existence as well as their functionality.


on Target

Level of functionality of Central Information Centre

85% Functional Central War Room (Information & Knowledge management system up and running & technical support provided, Ward based Monitoring Systems are developed)

60% Functional Central War Room (Key Information with statistical data sets from GCR is loaded on the dashboard)

The Central Information Centre (CIC) is 80% towards completion. A criterion for various levels of CIC functionality has been developed. Data has been collected from GCR Departments and draft indicators have been developed and await consensus from the Internal Working


on Target

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Committee of the CIC.

Percentage of GCR wide hotline cases resolved

95% Resolution rate

95% Resolution rate

60% (736 out of 1222) of GCR wide Hotline cases were resolved for the period under review.

The resolution of GCR wide Hotline cases is dependent on the resolution rate of departments, agencies and municipalities throughout the GCR. The slow response by GPG departments on reported service delivery complaints contributed to the poor performance on the part of government in responding and resolving service delivery concerns across the GCR.

Target Not met

Number of Ntirhisano War Room structures functional at Metro/District Level

1 Approved War Room Functionality Framework

5 Metro/District War Room structures established and functional

The War Room structures were established in the previous financial year. An audit of the functionality of these War Rooms will commence in October 2017


on target

Number of Ntirhisano War Room structures functional at Regional/ Local Level

1 Approved War Room Functionality Framework

24 Regional/6 Local Level War Room Structures established and functional

18 War Room structures established at Regional/Local level. An audit of the functionality of these War Rooms will commence in October 2017


on target

3.3.2 Cluster Management


To support the Premier and the Executive Council with policy and legal advice; research support; and the strategic coordination and management of the Executive Council Cluster System


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• Number of Executive Council meeting decision matrices circulated within 1 week of meeting.

• Number of reports on questions in the Legislature



• Development and production of the Annual Cabinet programme;

• EXCO tracking system and analysis undertaken;

• Briefing nots for EXCO and clusters developed.



Eleven (11) record of resolutions were produced and circulated within the stipulated timeframes. During the period under review the following meeting types were held:

• Two (2) Heads of Department Makgotla;

• Three (3) Technical Cluster meetings;

• One (1) Joint Economic, Social and Governance and Planning Cluster Subcommittee meeting;

• Three (3) Cluster Subcommittee meetings;

• One (1) Agenda Setting Executive Council; and

• One (1) Executive Council meeting








Number of Executive Council meeting decision matrices circulated within 1 week of meeting

4 Quarterly Executive Council meeting decision matrices, and 1 Annual consolidated Exco Council decision matrix

1 Quarterly Executive Council meeting decision matrix, circulated within 1 week of meeting.

Eleven (11) record of resolutions were produced and circulated during Quarter 2 of the 2017/18 Financial Year


on Target

Number of reports on questions in the Legislature

4 Quarterly Reports on Legislature Questions

1 Quarterly Report on Legislature Questions

No report on Legislature Questions

No variance

Target Not met

3.3.3 Planning, Performance Monitoring & Evaluation

The purpose of this sub-programme is:

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1) To lead integrated planning for sustainable development in the Gauteng City Region;

2) To drive province-wide outcomes-based planning, performance monitoring and evaluation and systems so as to improve government performance towards enhanced service delivery outcomes and GCR development impacts.

For ease of use, the performance data for this sub-programme is presented as follows:

1) Gauteng Development Planning (GCR Planning Division)

2) Performance Monitoring and Evaluation

3.3.3.1 Gauteng Development Planning (GCR Planning Division)

i) Measurable Objective & Priorities

To lead integrated planning for sustainable development in the Gauteng City Region


The following key performance indicators have been used to assess performance in the unit supported by quarterly targets as outlined in the APP 2015/2016:

• Legislation for the institutionalisation of the Gauteng City Region

• Number of provincial plans and municipal spatial development frameworks (MSDFs) assessed for alignment with Gauteng Spatial Development Framework 2030

• Number of regional spatial development policies developed

• Number of municipal land use schemes developed

• Quarterly reports on the implementation of the GIIMP submitted to EXCO

• Draft Terms of Reference (ToR) for the Greater Lanseria Master Plan completed

• Number of Apex Project Plans assessed against Generally Accepted Project Management Principles

• Research to support economic development plan completed

• Research to support social transformation agenda completed

• Research to support TMR completed



• Research relating to long term planning commissioned;

• Mainstreaming of Municipal IDPs with the 10-Pillars Programme and alignment to GCR planning objectives

• Development of the Gauteng Integrated Infrastructure master plan (GIIMP)

• Review and implementation of the Gauteng Spatial Development Framework

• Development of an integrated GIS platform in support of the GCR

• Implementation of the Partnership for Urban Innovation



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Quarter 2 GCR IIMP implementation performance assessment was completed. In the main, the assessment reflects 54% of the Priority Infrastructure projects are on track, 23% are facing possible delays and another 23% are delayed. Interventions have been put in place to avoid further delays. In addition, working together with GDID and GPT, a consolidated Infrastructure Project Register is being developed to facilitate a pipeline of projects for the medium to long term.

For this quarter, project plans assessment against Generally Accepted Project Management Principles was conducted on the Gauteng Provincial Archives and Records Management Centre. The main purpose of this assessment is to provide support to project managers by recording the life cycle of a project, reflecting on key project management lessons, in order to improve learning and enhance performance. The assessment utilises international best practice standards (PMBOK) and was done in consultation with the responsible department - Gauteng Sports, Arts, Culture and Recreation (GSACRC).

Progress has been made towards the development of the Mining Belt Regional Spatial Development Policy (RSDP). The Mining Belt RSDP will contribute towards a common spatial vision and plan and close the fragmented divide between the north and south of the province. Engagements have been held with relevant municipalities of Ekurhuleni, Westrand and Johannesburg. The objective of these engagements is to solicit support, build partnership as well as sought alignment of planned and current complementary projects.

A tool for assessment of alignment of provincial sector department plans to GSDF 2030 was developed. The main purpose of these assessments, as defined in GSDF 2030, is to ensure spatial alignment of plans, (especially infrastructure), with spatial implications and enhance the implementation of GSDF 2030. This tool uses the Treasury’s Estimate of Capital Expenditure (ECE) report and User Asset Management Plans (U-AMPS). Thus, a mapping analysis of MSDFs, GSDF 2030 Focus Area and Municipal Needs (in the form of IDPs) was undertaken. In this regard, two provincial sector departments, namely Gauteng Departments of Health and Education, have been assessed

Work towards the finalization of the land use appeal applications and services appeals is progressing well. Currently, the province is left with 21 land use appeal applications and 5 services appeals. This brings the province closer to the conclusion of the provincial land use management and statutory responsibilities, under the old land use legislation. Importantly, the emergence of a new approach to land use management and a focused support to municipalities on the new land use planning dispensation (SPLUMA), as outlined in the Exco approved GCR Implementation Plan for SPLUMA, is finding form

In preparation for the SA/Italy Indaba to be held in October 2017, in Gauteng, three pieces of research in economic sectors Logistics, Energy and Pharmaceuticals focusing on the SADC, South Africa and Gauteng have been developed. The main purpose of this research is to identify opportunities for investment between the two countries, with potential economic spin- offs for the GCR. Thus, the papers consider the down and upstream flows, the value chain and the main players in each sector. In addition, a research paper focusing on future scenarios for the GCR is underway

In support of the Premier’s Co-Presidency of the Metropolis, the OoP, working with GTA and the City of Johannesburg has compiled and submitted the Bid Document for the 2018 Annual Meeting of the Metropolis. The final award will be made in Barcelona in November 2017. Hosting the leaders of Metropolis in the GCR can certainly position the city region at a global level, with potential to increase trade and tourism

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Quarterly reports on the implementation of the GIIMP submitted to EXCO

Quarterly reports on the implementation of the GIIMP submitted to EXCO

1 Quarterly report submitted to EXCO

Quarterly report on implementation of GCR IIMP submitted to the Executive Council Infrastructure Technical Committee.


on Target

Number of Apex Project Plans assessed against Generally Accepted Project Management Principles

4 Apex Project Plans assessed against Generally Accepted Project Management Principles

1 GCR IIMP Priority Project Plan assessed against Generally Accepted Project Management Principles

1 GCR IIMP Priority Project Plan assessed against Generally Accepted Project Management Principles


on Target

3.3.3.2 Deliverology Support Unit (GCR Planning Division)

v) Measurable Objective & Priorities

To accelerate and improve service delivery of prioritised areas working with mandated departments in the province.

vi) Key Performance Indicators

The following key performance indicators have been used to assess performance in the unit supported by quarterly targets as outlined in the APP 2015/2016:

• Departmental Deliverology Goals, Strategies and Delivery Plans completed and approved

• Deliverology Stocktake meetings held throughout the FY

• Fully capacitated and functioning DSU

• Comprehensive mid yearly and annual reporting on the achievement of the Deliverology priorities

vii) Main activities of the Programme in achieving its Objectives


• Development of clear measurable goals that are prioritised and focused on citizens

• Define outcomes and strategies

• Development of clear delivery plans

• Structured performance and management routines

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viii) Progress towards Achieving Outputs and Outcomes


The DSU has continued its ongoing engagements with departments on planning, monitoring and implementation support of the provincial priorities. In this regard delivery goals, strategies and targets to be achieved by 2019 were finalised during stocktakes with the Premier for 12 of the 14 departments and signed off by the Head of Planning. These documents were then transcribed into Delivery Agreements and submitted to Exco for approval. Substantial work has taken place on both Apex Priority departments and Secondary Priority departments on the “Delivery” process.

With respect to Apex Priorities, the focus has shifted more to reporting on progress, except for two departments that needed further refinement of the delivery plan targets, Health and Human Settlements. Some departments have made significant progress in institutionalizing Deliverology, for example Health and Education, where Deliverology has become a standing item in the management meetings. Other departments have invited DSU to be part of their strategic planning sessions where Deliverology has been mainstreamed and is understood at all levels in the department, for example Community Safety. Generally there is still good overall cooperation with MECs and HoDs, administratively there still needs to be more uptake of the Deliverology concept and support of it.

The Secondary Priorities, have been focusing mainly on refinement and finalisation of the Delivery Plans (Delivery Chains; Targets and Trajectories; and Activities and Implementation Plan). A key concern noted in the process is the verification of targets across the board. Systematic data collection by the departments also remains a key concern, especially the establishment of proper baselines. DSU will focus on effective departmental data collection and verification. Generally there is good overall cooperation from the MECs and HoDs. The administration has also been quite cooperative and have taken ownership of the plan development and the Deliverology process.

A stocktake for the 6 Apex Priority departments was held on the 2nd August. In preparation for this stocktake, pre stocktake meetings were held with MEC and HoD of the relevant departments. The stocktake planned for the secondary priority departments could not take place in the 2nd quarter and was shifted to the 3rd quarter. However pre stocktake meeting MECs and HODs were held with 5 of the 8 departments with the remaining 3 departments planned for beginning of 3rd Quarter (3 October).








Departmental Deliverology Goals, Strategies and Delivery Plans completed and approved

11 Departmental Deliverology Goals, Strategies and Delivery Plans completed and approved

11 (including Outstanding 5) Departmental goals strategies and delivery plans approved

11 (including outstanding 5) Departmental Goals, Strategies and Delivery Plans submitted to EXCO for approval


on Target

Deliverology 8 Deliverology 2 Stocktake 1 stocktake meeting Decision was

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Stocktake meetings held throughout the FY

Stocktake meetings held throughout the FY

Meeting held held in August 2017 taken that stocktakes would happen when required and not as originally planned.

Target Not met

Fully capacitated and functioning DSU

80% Capacitation of the DSU

60% Capacitation of the DSU

Fifteen posts were advertised and nine have been filled in the DSU.


on Target

3.3.3.3 Performance Monitoring and Evaluation


To drive province-wide outcomes-based planning, performance monitoring and evaluation and systems so as to improve government performance towards enhanced service delivery outcomes and GCR development impacts


The following key performance indicators have been used to assess performance in the quarter under review

• Annual Gauteng Programme of Action developed for the following year, aligned to TMR agenda

• Level of development of Gauteng end-of term review

• Level of development of revised GPG SPPME Framework

• Provincial Evaluation Plan developed by Q4 for the following year

• Number of evaluation studies undertaken

• Number of improvement plans facilitated at sites with areas of under-performance

• Number of key community-wide service delivery concerns tracked for progress

• Automated PME system developed and operationalised

• Average GPG MPAT rating in Strategic Management (KPA 1)



• Province wide outcomes-based planning, monitoring and evaluation to improve government performance;

• Managing performance assessment; Frontline Service delivery Monitoring;

• Evaluation and Research;

• Building performance monitoring and evaluation systems and capacity.


The following achievements have been recorded in the 2nd Quarter: Support was provided for the Office of the Premier’s presentation on Ntirhisano to a visiting delegation from the KwaZulu-Natal Legislature.

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In addition, in preparation for the OCPOL site inspection visits to Hammanskraal and Etwatwa which were scheduled for September 2017, OoP assisted in providing progress reports in the implementation of the Ntirhisano Outreach commitments for those areas. FSDM baseline visits: A total of 3 FSDM baseline visits were undertaken in July 2017, bringing to 10 the cumulative total for 2017/18

Improvement plans: Improvement plans were facilitated at 5 sites with areas of underperformance bringing to 10 the cumulative total for 2017/18.

Impact study: A study to assess the impact of the Department of Health improvement workshop is underway. In the period under review, further revisions were made to the Inception Report

Ntirhisano Service Delivery War Room (Outreach programme): Further support was provided for the Ntirhisano Outreach engagements, including preparation and recording of commitments for the Orange Farm, Etwatwa, Benoni, Munsieville, Kagiso and Mamelodi return visit.

Ntirhisano tracking system: Tracking of 307 key community commitments and further follow up on commitments was undertaken. The June 2017 Ntirhisano Outreach progress report was tabled in the EXCO system and a presentation on the July 2017 commitments was made at the EXCO Technical Committees on 30 August 2017. Preparatory work was undertaken for the EXCO of the 10 October 2017.

The Gauteng Annual Programme of Action has been discontinued. However, significant work has been done on the Provincial Programme of Action on Gender, Youth, People with Disabilities, Military Veterans and Older Persons.








Annual Gauteng Programme of Action developed for the following year, aligned to TMR agenda

1 Annual Gauteng Programme of Action developed for 2017/18, aligned to TMR agenda

2018/19 POA guidelines developed to ensure alignment to TMR agenda

The Gauteng Annual Programme of Action has been discontinued. Work has been done on the development of the Programme of Action on Gender, Youth, People with Disabilities, Military Veterans and Older Persons for 201718 and in preparation for 2018/19.

The Gauteng Annual Programme of Action has been discontinued, thus no work has been done on this indicator in quarter of 2017/16.

Target Not met

Number of improvement plans facilitated at sites with areas of under-

15 improvement plans facilitated at sites with areas of under- performance

5 improvement plans facilitated at sites with areas of under- performance

5 improvement plans facilitated at sites with areas of under-performance

No variance ✓

Performance

on

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performance Target

Number of key community-wide service delivery concerns tracked for progress

100.00 key community-wide service delivery concerns tracked for progress

30.00 key community-wide service delivery concerns tracked for progress

30 key community-wide service delivery concerns tracked for progress

No variance ✓

Performance target

exceeded

Documents

QUARTERLY PERFORMANCE REPORT TO THE … · Part 2: Human Resources ... CLO CI CIC Annual Performance ... support to strategic decision-making, agenda setting, policy research and