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Annual Performance Plan 2019/20
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Annual Performance Plan 2019/20
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Annual Performance Plan 2019/20
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The Annual Performance Plan (APP) 2019-2020 is reflective of the Department of Planning, Monitoring and Evaluation’s (DPME) shared and compelling strategic intent to coordinate and lead the Planning, Monitoring and Evaluation of Govern-ment programmes, to ensure the implementation of the Na-tional Development Plan (NDP) Vision 2030.
The APP 2019-2020 is prepared with the recognition that, the year 2019 marks the end of the Medium Term Strategic Framework (MTSF) 2014-2019. However, the APP 2019-2020 will continue to be guided by the goals and objectives of the NDP as a developmental vision of the country.
As the custodian of the NDP Vision 2030, the DPME has de-veloped the Medium Term Strategic Framework 2019-2024 that constitutes the NDP 5 Year Implementation Plan and the Integrated Monitoring Framework to guide the work of the 6th Administration. The MTSF is guided by the Electoral mandate and the identifies priorities as follows: • Economic Transformation and Job Creation• Education, Skills and Health• Consolidating the social wage through reliable and qual-
ity basis services• Spatial integration, human settlement and local govern-
ment• Social Cohesion and safe communities• A capable, ethical and developmental state• A better Africa and World
In order to implement these prioirities successfully, the govern-ment has further identified areas, which are critical enablers to the implementation of these priorities. These include electricity, water, rail, roads and ports, and climate change. In order to create jobs the economic sector has developed a reimagined Industrial Strategy which will focus on various sectors including the automotive sector, chemical, textiles and other manufactur-ing sectors. The growth of the Tourism sector shows a lot of promise and the implementation of the new visa regime is critical to the success of tourism and jobs to be created in this sector.
The DPME is also responsible for the spearheading the Pub-lic Private Growth Initiative which is a partnership with the private sector to create jobs. The initiative has mobilised about R840bn worth of investment with 43 projects across 22 industry sectors that has been included in our NDP 5 Year Implementation Plan and will be a major boost to job creation through an estimated 155,000 jobs over the 5-year period.
The DPME will encourage and monitor the whole of Gov-ernment to reflect partnerships in their implementation, with the Private sector, the Labour Movement and Civil society as our major partners in implementing the NDP 2030 vision that were the foundations of the NDP.
The capacity of developmental state is another critical priority that will enable us to implement the ambitious socio-economic programmes for the next 5 years. We will assist the President in the establishment of the Performance agreements with Minis-ters, Deputy Ministers and Directors General. We will require the DPSA to develop a comprehensive training programme and Human Resource development and Skills Development plan for public servants and a revised programme through the National School of Government to ensure the Public service is well capacitated to deliver on the programme of the next 5 years.
We will also focus the DPME, through the implementation of the Integrated Monitoring Framework, which aims to em-power our communities through the Front line service delivery Monitoring, Citizen Based Monitoring, Izimbizo, Siyahlola and the Presidential Hotline to assess the impact of govern-ment programme. Through this we aim to improve through a culture of performance and consequent management, where public servant fail to do their work.
Similarly, the revised approach to Evaluation, which will now include rapid, short term and medium term government pro-gramme evaluations, will ensure a more responsive mecha-nism that helps to identify programme that are underperform-ing and recommend corrective interventions and rescheduling of non-performing programmes.
The APP 2019-2020 targets and budget priorities are there-fore focused on addressing gaps identified in the planning, monitoring and evaluations systems as well as on programmes that the whole of government must adopt to address youth and women empowerment as guided by the NDP imperatives.
Our efforts as DPME is to assist government to ensure that plans are geared towards addressing these developmental challenges.
Mr Jackson Mphikwa Mthembu, MPMinister in the Presidency
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Annual Performance Plan 2019/20
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This Annual Performance Plan (APP) for the Department of Plan-ning, Monitoring and Evaluation (DPME) is presented at a criti-cal moment in South Africa’s democratic dispensation. It is the beginning of a new five-year administrative cycle, and we are left with just over ten years before the NDP target of 2030.
The programmes presented through this APP seek to address some of the challenges in the current fiscal year as well as achieving the long-term goals as detailed in the National De-velopment Plan (NDP). We are faced with alarming levels of youth unemployment, the Gross Domestic Product (GDP) has deteriorated and our economy is on a downward trajectory. Citizens are becoming impatient and require government to be closer to the people.
Urgent interventions are needed to turn our socio-economic condition around and build a better and more prosperous South Africa. We are confident that the implementation of DPME programmes outlined in this APP will contribute towards the attainment of some of the goals of the NDP in the cur-rent Medium Term Strategic Framework (MTSF). The strategic objectives of the NDP include guiding the eradication of ab-solute poverty, reduction of unemployment rate to 6% by creat-ing 11 million more jobs, and significantly reducing inequality through a range of policy interventions.
The DPME as the custodian of the NDP in government, has the responsibility to facilitate, influence and support evidence-based planning, monitoring and evaluation of government programmes, with a view of improving service delivery, out-
comes and impact on society. Through programmes such as the Public Sector Monitoring and Capacity Development unit, which is in the coalface of service delivery, we strive to strengthen citizen engagement, improve the capacity of state institutions to implement plans and provide services to the people.
Concerted efforts will be made to augment participatory democracy by bridging the gap between government and the citizens. Instruments such as the Frontline Service Delivery Monitoring, Izimbizo and the Presidential Hotline will be vital in our endeavours to reinforce participatory democracy. Our strategic thrust is to promote active citizenry and ensure that the citizens are heard, while at the same time enhancing re-sponsive and accountable governance.
The social compact comprising government, civil society, busi-ness, labour and communities is a potent combination that can create a more dynamic, inclusive and thriving economic environment. It is through working together that our aspirations as the nation can be realised. The NDP belongs to all of us.
It’s our future. Let’s make it work!
Ms Thembi Siweya, MPDeputy Minister in the Presidency
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The APP 2019/20 of the Department of Planning, Moni-toring and Evaluation is compiled with the latest available information to the Department.
For more information, please contact:
Clement Madale Director: Strategy Service Delivery SupportDepartment of Planning Monitoring and Evaluation Private Bag X944 Pretoria 0001 South Africa
Tel: +27 12 312 1200Fax: +27 12 300 5707
www.dpme.gov.za
RP62/2019ISBN: 978-0-621-47114-4
OFFICIAL SIGN-OFF It is hereby certified that this Annual Performance Plan 2019-2020:• Was developed by the management of the Department
of Planning, Monitoring and Evaluation (DPME) under the guidance of Minister Nkosazana Dlamini-Zuma.
• Was prepared in line with the current Strategic Plan of the Department of Planning, Monitoring and Evaluation
• Accurately reflects the performance targets which DPME will endeavor to achieve, given the resources made available in the budget for 2018-2019
Mr. Clement T Madale:Director: Strategy Service Delivery Support
Mr. Pieter Pretorius: Chief Financial Officer
Dr Siphiwo Mahala: Acting Chief-Director: Strategy and Communication Services
Ms. NZ Mpofu: Accounting Officer
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AGSA Auditor General of South Africa
APP Annual Performance Plan
BBBEE Broad Based Black Economic Empower-ment
CBM Citizen-based Monitoring
DFI Development Finance Institutions
DG Director General
DPME Department of Planning Monitoring and Evaluation
DPSA Department of Public Service and Adminis-tration
EXCO Executive Committee
EU European Union
FOSAD Forum of South African Directors General
GIS Geographic Information System
GWM&E Government Wide Monitoring and Evalu-ation
HOD Head of Department
HSRC Human Sciences Research Council
IPM&E Institutional Performance Monitoring and Evaluation
KPI Key Performance Indicator
LGMIM Local Government Management. Improve-ment Model
MAT Municipal Assessment Tool
MEC Member of Executive Council
M&E Monitoring and Evaluation
MPAT Management Performance Assessment Tool
MTEF Medium Term Expenditure Framework
MTSF Medium Term Strategic Framework
NDP National Development Plan
NPC National Planning Commission
NSDF National Spatial Development Framework
NYDA National Youth Development Agency
OPSC Office of the Public Service Commission
PA’s Performance Agreements
PCC President’s Coordinating Council
PFMA Public Finance Management Act
PMDS Performance Management Development System
PM&E Planning, Monitoring and Evaluation
PoA Programme of Action
PPP Public Private Partnership
PPPFA Preferential Procurement Policy Framework Act
SAMEA South African Monitoring and Evaluation Association
SCM Supply Chain Management
SDIP Service Delivery Improvement Plan
SITA State Information Technology Agency
SMME Small Medium and Micro Enterprises
SOC State owned companies
SOEs State owned enterprises
SPLUMA Spatial Planning and Land Use Manage-ment Act
STATS SA Statistics South Africa
TOR Terms of Reference
TR Treasury Regulations
ABBREVIATIONS/ACRONYMS List of
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FOREWORD BY THE MINISTER ..............................................................................iii
FOREWORD BY THE DEPUTY MINISTER ..................................................................v
LIST OF ABBREVIATIONS/ACRONYMS ..................................................................vii
PART A: STRATEGIC OVERVIEW ............................................................................. 3
1. UPDATED SITUATIONAL ANALYSIS ..................................................................................... 3
1.1 Performance delivery environment ......................................................................................................... 3 1.1.1 National Planning ....................................................................................................................... 3 1.1.2 Monitoring ................................................................................................................................. 4 1.1.3 Evaluation and Knowledge Management ..................................................................................... 4 1.2 Organisational environment ................................................................................................................. 5 1.2.1 DPME Approved Budget Structure: 2019/20 ................................................................................ 5
2. REVISIONS TO LEGISLATIVE AND OTHER MANDATES ......................................................... 7
3. OVERVIEW OF 2019/20 BUDGET STRUCTURE AND MTEF ESTIMATES ................................ 7
3.1 Expenditure estimates ..................................................................................................................................... 7 3.2 Relating expenditure trends to strategic oriented goals ..................................................................................... 8
PART B: PROGRAMME AND SUB-PROGRAMME PLANS .......................................... 9
4. PROGRAMME 1: ADMINISTRATION ................................................................................... 9
4.1 Programme purpose, objectives and focus ............................................................................................. 9 4.2 Strategic objectives Annual Targets for 2019/20 .................................................................................. 10 4.3 Programme Performance Indicators and Annual Targets for 2019/20 and MTEF Targets ....................... 14 4.4 Programme Performance Indicators and Quarterly Targets (2019/20) ................................................... 17 4.5 Reconciling performance targets with Budget and MTEF ....................................................................... 19
5. PROGRAMME 2: NATIONAL PLANNING COORDINATION .............................................. 20
5.1 National Planning Commission (NPC) Secretariat ................................................................................ 21 5.1.1 Programme purpose and focus ................................................................................................. 21 5.1.1.1 Strategic objectives Annual Targets for 2019/20 .......................................................... 23 5.1.1.2 Programme Performance Indicators and Annual Targets for 2019/20 and MTEF Targets . 23 5.1.1.3 Programme Performance Indicators and Quarterly Targets (2019/20) .......................... 25 5.1.1.4 Reconciling performance targets with Budget and MTEF .............................................. 26 5.2 National Planning Coordination .......................................................................................................... 27 5.2.1 Programme objectives, purpose and focus ................................................................................. 27 5.2.1.1 Strategic objectives Annual Targets for 2019/20 .......................................................... 28 5.2.1.2 Programme performance indicators and annual targets for 2019/20 .......................... 29 5.2.1.3 Programme Performance Indicators and Quarterly Targets (2019/20) .......................... 32 5.2.1.4 Reconciling performance targets with the Budget and MTEF ......................................... 33
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6. PROGRAMME 3: SECTOR MONITORING SERVICES .......................................................... 34
6.1 Programme objectives, purpose and focus ........................................................................................... 35 6.2 Strategic objectives Annual Targets for 2019/20 .................................................................................. 36 6.3 Programme Performance Indicators and Annual Targets for 2019/20 and MTEF Targets ....................... 37 6.4 Programme Performance Indicators and Quarterly Targets (2019/20) ................................................... 39 6.5 Reconciling performance targets with Budget and MTEF ....................................................................... 40
7. PROGRAMME 4: PUBLIC SECTOR MONITORING AND CAPACITY DEVELOPMENT ............ 42
7.1 Programme objectives, purpose and focus ........................................................................................... 43 7.2 Strategic objectives Annual Targets for 2019/20 .................................................................................. 44 7.3 Programme Performance Indicators and Annual Targets for 2019/20 and MTEF Targets ....................... 44 7.4 Programme Performance Indicators and Quarterly Targets (2019/20) ................................................... 46 7.5 Reconciling performance targets with Budget and MTEF ....................................................................... 47
8. PROGRAMME 5: EVALUATION, EVIDENCE AND KNOWLEDGE SYSTEMS .......................... 48
8.1 Programme objectives, purpose and focus ........................................................................................... 49 8.2 Strategic objectives Annual Targets for 2019/20 .................................................................................. 50 8.3 Programme Performance Indicators and Annual Targets for 2019/20 and MTEF Targets ....................... 50 8.4 Programme Performance Indicators and Quarterly Targets (2019/20) ................................................... 52 8.5 Reconciling performance targets with Budget and MTEF ....................................................................... 53
PART C: LINKS TO OTHER PLANS ........................................................................55
9. LINKS TO LONG TERM INFRASTRUCTURE AND OTHER CAPITAL ASSETS .......................... 55
10. CONDITIONAL GRANTS .................................................................................................. 55
11. PUBLIC ENTITIES .............................................................................................................. 55
12. PUBLIC PRIVATE PARTNERSHIPS ........................................................................................ 55
13. ANNEXURE 1: REVISED/STRATEGIC PLAN OBJECTIVES 2019/20 ...................................... 56
14. ANNEXURE 2: INDICATOR DESCRIPTORS ......................................................................... 60
1 Indicator Descriptors Programme 1: Administration ....................................................................................... 602 Indicator Descriptors Programme 2: National Planning Coordination ............................................................. 703 Indicator Descriptors Programme 3: Sector Monitoring Services ...................................................................... 734 Indicator Descriptors Programme 4: Public Sector Monitoring and Capacity Development ............................... 775 Indicator Descriptors programme 5: Evaluation Evidence and Knowledge Systems ......................................... 80
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1. UPDATED SITUATIONAL ANALYSIS
The public sector worldwide faces a number of challenges related to performance management that are influenced by history, administration and the culture of managing perfor-mance. The use of evidence in conducting planning, moni-toring and evaluation can enhance the performance and ef-fectiveness of public service, and performance measures can have a positive impact on outcomes for citizens.
The pressure to get value for money from public services has never been greater particularly in the current depressed finan-cial environment. At the heart of improved quality of services is coordinated planning, implementation, monitoring, reporting and evaluating the impact of government services to citizens. Underlying these imperatives is the availability of reliable data and ethical leadership that detest corrupt practices in state institutions. The last decade has seen a series of world economic crises and shocks that have undermined financial confidence, constrained public spending because of slow economic growth and declining job opportunities particularly for women and the youth.
Although public servants may have an understanding of the overarching mandate of their organisations, there may be a lack of clarity about how they can best contribute. Leaders in departments must provide guidance to frontline staff on how they can best contribute their efforts in driving departmental strategy for improved service delivery. Senior management have a responsibility to develop a performance culture that enable evaluation of progress towards overall strategic ob-jectives. The effective use of resources should form the cor-nerstone to align performance and financial management towards an effective and efficient public service.
To respond to these challenges, the DPME conducted two annual planning sessions. The Department conducted the first planning session in April 2018. The focus of the session was on the review of policy, implementation strategies and assess-ment of the performance environments. The second planning session was conducted during July 2018 under the guidance of the Minister. The Ministerial session was concentrated on tackling service delivery challenges and strategies to over-come them.
The DPME has a critical role to play in enhancing govern-ment’s performance and impact to society. The Department continuously looks for solutions to enhance planning and co-ordination, sharpen implementation-monitoring systems and improve its evaluation capability to ensure the realisation of the NDP objectives.
1.1 Performance delivery environment
There is a growing demand for the DPME to intervene and sup-port implementation in various levels of the public service de-livery value chain. The Department’s involvement in the service delivery challenges in the North West province and its role in the Inter-ministerial Committees serves as an example. This intervention put a strain on the budget as well as staff involved.
Whereas there is a growing demand for the Department to im-prove its delivery systems in carrying out its functions, its broad mandate of planning, monitoring and evaluation of the NDP developmental imperative remains unchanged. Therefore, the broad objectives, targets and indicators as outlined in the Strategic Plan 2015-2020 remain relevant. However, the em-phasis and implementation strategies are reviewed annually to ensure that they remain relevant.
In the current planning cycle, the Department will focus on the NDP 5-Year Implementation Plan to inform the Medium Term Strategic Framework that will serve as a monitoring framework linked to the POA reporting system
The past two financial years focused on the review and implementation of the organisational structure. The emphasis in the planning cycle for the period under review will be to:
• Create an organisational culture of dynamic learning and growth.
• Achieve the objectives of DPME by developing and adopting an integrated approach to planning, monitoring and evaluation.
• Manage and create strategies and processes to identify, capture, structure, value, leverage, and share DPME’s in-tellectual assets to enhance its performance and establish it as a guiding source for all spheres of Government
• Prioritisation of key developmental areas through the development of the NDP 5-Year Implementation Plan
• Use validated data to inform planning and sequencing of implementation
• Ensure the implement the National Spatial Development Framework
• Ensure the development of a Skills Master Plan for the suc-cessful implementation
• Identify economic growth strategies and the requisite conditions (consumer driven growth, industry and manu-facturing, export, etc.)
• Seize the moment of the 4th Industrial revolution to drive growth
1.1.1 National Planning
The achievement of the NDP goals demands a cooperative relationship across national, provincial and local governments, private sector, labour and civil society.
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The DPME led the development of the NDP 5-Year Implemen-tation Plan as part of the Medium Term Strategic Framework roadmap, which will form the basis for developing 5-Year departmental plans that will guide the realisation of the NDP priorities. The purpose of the NDP 5-Year Implementation Plan is to advance and guide medium term and short term plan-ning that is responsive to the attainment of the NDP priorities leading to 2030. The NDP 5-Year Implementation Plan will allow for the coordination and alignment of priorities across the spheres of government and non-government stakeholders, and assist in integrating all the components of national devel-opment into mainstream planning processes.
A participatory approach, including all stakeholders (govern-ment, private sector, labour and civil society) will be pursued in the development of the NDP 5-Year Implementation Plan. Engagements and consultations that are inclusive of all the stakeholders will ensure buy-in and ownership of the plan, and alignment between the different spheres of government plans to the national strategic vision of the NDP 5-Year Imple-mentation Plan.
The NDP 5-Year Implementation Plan is under finalisation. The first was presented to the Planning, Monitoring and Evaluation (PME) Forum in October 2018 to source inputs from govern-ment and non-government stakeholders. The development of the NDP 5-Year Implementation Plan is a key deliverable for the National Planning Coordination Services Branch and was submitted to the first Cabinet Lekgotla for approval after the national general elections in 2019.
Government’s contribution to the NDP 5-Year Implementation Plan will be institutionalised within the government planning system. Government planning is regarded as a critical pro-cess, which enables the implementation of the NDP 2030 pri-orities through the development and implementation of legisla-tion, policies and services. Challenges were identified over the years in government planning processes. These include the misalignment between the electoral mandate, the NDP 2030 Vision and its implementation plans and the strategic planning process, budgeting process and institutional imple-mentation processes.
The Framework for Strategic and Annual Performance Plans previously issued by the National Treasury in 2010 to guide institutional short and medium term planning provided for a standardised approach to strategic and annual performance planning. The Framework promotes accountability for per-formance and service delivery, and promotes alignment between the planning, budgeting and reporting processes. Significant improvements in short and medium term planning were achieved since the implementation of the Framework for Strategic and Annual Performance Plans.
In the current planning cycle, DPME will introduce further im-provement of government planning systems and processes with the introduction of a revised Framework for Short and Medium Term Planning. The Framework introduces new re-
quirements for strategic and annual performance planning, operational planning, implementation programme planning, infrastructure planning, monitoring, reporting and evaluations.
The final draft Framework for Short and Medium Term Planning finalised in the first half of 2019 for approval and issuing to all applicable national and provincial government institutions. It is envisaged that the Framework will be implemented in the next planning cycle (2020/21 - 2024/25) going forward.
1.1.2 Monitoring
Government introduced the Outcomes-based system in 2009. The overall aim of the outcomes-based approach was to in-crease the strategic focus of government by focusing on a limited number of priority outcomes and ensure meaningful impact on the lives of our people. Our understanding was that even if the 14 outcomes were all that we achieved, we would be a very successful administration. To ensure this, we committed to doing things differently and moving away from continuing to do things even if they did not work and had no meaningful impact. Government introduced whole-of-government plans (delivery agreements), on the 14 outcomes and committed to improved coordination across all spheres of government.
In 2017, Cabinet mandated the review of the POA system. The focus of the review is to reduce the frequency of reporting from quarterly to bi-annually and to focus on strategic rather than operational issues.
The Department identified the need to integrate the monitoring instruments and the development of an integrated implemen-tation monitoring progress report. The Integrated Monitoring Framework has been approved and will happen in all spheres of government, from facility to local government to monitoring government priorities and impact of government programmes. Key to achieving the required level of quality in monitoring should be the integration of all monitoring systems from front-line to outcomes and impact. The integration of the system and reporting process should be implemented immediately.
1.1.3 Evaluation and Knowledge Management
Cabinet will consider an amended the National Evaluation Policy Framework, which set the foundation for the National Evaluation System (NES) and the implementation of the Na-tional Evaluation Plan (NEP) aligned to the electoral mandate and its 7 priorities. Cabinet will also approved a differentiated annual evaluation plan that focuses on strategic evaluations of important government programmes , on the basis of rapid, short term and medium term evaluations. This will also include collaboration with Ministerial Review Task Teams which con-duct Sectoral Review that take up to two years to be conduct-ed by high level specialist Teams and report to Cabinet.. All evaluations in the NEP are implemented through partnerships with the custodian departments who have committed to imple-
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menting improvements of programmes and policies informed by evidence generated through the evaluations. Increasingly DPME will initiate Evaluation in certain areas without awaiting the said Departments to volunteer.
Concerns were raised regarding the over dependence on the outsourcing model. To address this concern, the Department will review the National Evaluation Framework and introduce a hybrid model that includes internal evaluations that are con-ducted with urgency and produces rapid results for decision making. Evaluations will focus on programmes that have an impact on the socio-economic conditions of citizens.
The Department will also introduce a programme to recruit young graduates into the field of evaluation and the use of former public servants to conduct more evaluations. Partner-ships with other organisations locally and internationally will be strengthened to improve the quality and credibility of evalu-ations as well as benchmarking to promote good practices.
Programme 1 Programme 2 Programme 3 Programme 4 Programme 5Corporate Services
National Planning Coordination
Sector Monitoring Services
Public Sector Monitoring and Capacity Development
Evaluation, Evidence and Knowledge Systems
MinistryDGInternal Audit
Strategy and Communications
HR and Corporate Service
CIOCFO
National Planning Commission
Planning Coordination
Planning Alignment
Resource Planning
Spatial Planning
Outcomes Monitoring and Support
Intervention Support
Public Service Monitoring and Support
Frontline Monitoring and Support
Capacity Development Coordination
Evaluation
ResearchKnowledge Management
Data Integration and Analysis
1.2 Organisational environment
The past two financial years have seen the Department embarking on the review of the organisational structure. The aim of the review was to respond to the need for alignment of capacity needs and implementation strategies. As a result, the Department is organised according to the following programmes and sub-programmes to deliver its mission to improve government service delivery through integrated plan-ning, monitoring and evaluation.
In the financial year 2019-2020, the departmental pro-grammes were reduced from six to seven due to the National Micro-Organisation of Government (NMOG) from the 5th to the 6th Administration, which resulted in the relocation of the Youth Programme to the Department of Women, Youth and Disability in the Presidency. The Socio-Economic Impact Assessment (SEAIS) function under Programme 3 was also transferred to the Presidency. The Department will therefore undertaken an organisational review exercise to revise its or-gnanisational structure to respond to current realities and to expand its Public Sector Monitoring programme.
1.2.1 DPME Approved Budget Structure: 2019/20
The budget structure of the Department is organised as follows:
Programme Sub-Programme Responsibilities (Sub-sub Programmes)1. Administration
Purpose: Provide strategic leadership, management and support services to the department
1.1 Ministry Purpose: Provide executive support to political principals
111 Office of the Minister112 Office of the Dep Minister
1.2 Departmental ManagementPurpose: Provide strategic leadership and management of the department
121 Office of the DG122 Dir Internal Audit123 Dir Risk Management
1.3 Corporate and Financial ServicesPurpose: Render corporate and financial management services to the department
131 DDG Corporate Services133 CD Strat & Communic Serv135 CD HR & Corp Services137 CD CIO139 CD CFO
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Programme Sub-Programme Responsibilities (Sub-sub Programmes)2. National Planning
Coordination
Purpose: Facilitate and coordinate macro and transversal planning functions across government and coordinate planning functions in the department
2.1 Management: National Planning CoordinationPurpose: Provides management and support services to the programme and the National Planning Commission
211 NPC Secretariat212 DDG: National Plan Coordination
2.2 Planning CoordinationPurpose: Develops and implements planning frameworks and facilitates the alignment of the planning and budgeting functions across government and in the department.
221 CD Planning Coordination222 CD Planning Alignment225 CD Resource Planning227 CD Spatial Planning
3. Sector Monitoring Services
Purpose: Ensure government policy coherence. Develop, facilitate, support and monitor the implementation of sector plans and intervention strategies
3.1 Management: Sector Monitoring ServicesPurpose: Provides management and support services to the programme
311 DDG Sector Monitoring
3.2 Outcomes Monitoring and Support Purpose: Facilitate the coordination and management of outcomes through continuous monitoring of performance and the provision of appropriate support.
322 Group Education, Health , Social security, Safety323 Group Econ, Infra, Rural324 Group Public Service, Local Govt & Human settlements
4. Public Sector Monitoring and Capacity Development
Purpose: Support the implementation of the medium term strategic framework by monitoring and improving the capacity of state institutions to develop and implement plans and provide services.
4.1 Management: Public Sector Monitoring and Capacity DevelopmentPurpose: Provides management and support services to the programme
411 DDG Public Sector Mon & Cap
4.2 Public Service Monitoring and Capacity DevelopmentPurpose: Review, monitor and support the implementation of the medium term strategic framework’s outcome 12. Develop and implement strategic interventions to support and unblock implementation
422 CD Public Service Mon & Support424 CD Frontline Monitoring426 CD PM&E Capacity Dev
5. Evaluation, Evidence and Knowledge Systems
Purpose: Coordinate and support the generation, collation, accessibility and timely use of quality evidence to support planning, monitoring and evaluation across government.
5.1 Management: Evaluation, Evidence and Knowledge Systems
Purpose: Provides management and support services to the programme
511 DDG Evaluations, Evidence & Knowledge Systems
5.2 Evaluation, Research, Knowledge and Data Systems
Purpose: Provide evaluation, research, knowledge management and data integration and analysis services
521 CD Evaluation523 CD Research & KM525 CD Data Integration & Analysis
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2. REVISIONS TO LEGISLATIVE AND OTHER MANDATES
The DPME was established after the 2014 national elections through the merger between Department of Performance Moni-toring and Evaluation and the National Planning Secretariat to become Department, of Planning Monitoring and Evaluation through Proclamation 47, July 2014 read with s 97 of South African Constitution. The DPME does not have a specific estab-lishment legislation but draw its mandate from the following:
Legislation/policy1. The Constitution of the Republic of South Africa, 19962. Proclamation no.47 of 20143. National Development Plan 2030 - Our future make it work (2012)4. Green Paper on National Strategic Planning (2009)5. Framework for Strategic Plans and Annual Performance Plans6. Policy framework for the Government-wide Monitoring and Evaluation Systems 20077. Improving Government Performance: Our Approach (2009).8. Cabinet decisions
The DPME is currently in the process of consultation on the proposed Integrated Planning legislation. The consultation on the proposed legislation will be concluded after the 2019 general elections. The outcome of the consultations will determine the need for such legislation.
3. OVERVIEW OF 2019/20 BUDGET STRUCTURE AND MTEF ESTIMATES
3.1 Expenditure estimates
Department of Planning, Monitoring and Evaluation
Audited outcome
Adj. Approp.
Revised Estimate
Medium Term Expenditure Estimate
Rand thousand 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22Programmes
1. Administration 111,872 134,299 154,931 170,840 163,835 187,187 194,793 202,8132. National Planning
Coordination48,485 43,440 42,499 74,143 69,096 74,363 81,636 86,705
3. Sector Planning and Monitoring
53,878 50,518 58,038 91 363 79,760 92,242 100,930 107,422
4. Public Sector Monitoring and Capacity Development
64,466 66,467 72,633 86,302 84,857 85,749 91,114 96,784
5. Evaluation, Evidence and Knowledge Systems
64,093 75,437 101,172 46,763 42,708 46,658 49,430 52,269
6. National Youth Development
415,983 411,085 437,565 488,624 487,779 470,740 497,367 523,719
Total 748,777 781,246 866, 838 958,035 928,035 956,939 1,015,240 1, 069,712
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3.2 Relating expenditure trends to strategic oriented goals
To provide context to the DPME budget and provide a rationale for expenditure recommendations for decision makers, DPME is mandated is to undertake national planning, monitoring and evaluation focusing on the implementation of the National Develop-ment Plan (NDP) in government and in the rest of society.
To ensure alignment with its new strategic direction, in 2018/19, the department implemented its revised organisational struc-ture, which included a revised budget programme structure. As part of the revision, National Treasury approved a reduction in departmental programmes from 7 to 6, effective from 2019/20. Spending on compensation of employees is expected to increase at an average annual rate of 6.8 per cent, from R312.6 million in 2018/19 to R376.5 million in 2021/22, mainly due to cost of living adjustments. The department’s overall expenditure is expected to increase at an average annual rate of 3.9 per cent, from R958 million in 2018/19 to R1.1 billion in 2021/22.
The Goods and Services cost drivers per programme over the MTEF are as follows:
Cost Driver % G&S 1 2 3 4 5 6Professional Services 28.6% 1.2% 77.5% 55.6% 9.4% 80.0% 34.5%Travel and subsistence 21.9% 25.1% 15.3% 34.2% 21.2% 8.1% 10.2%Computer services 15.9% 17.6% 0.0% 0.0% 53.1% 0.0% 0.0%Operating leases 6.6% 14.2% 0.0% 0.0% 0.0% 0.0% 0.0%Advertising 4.4% 9.0% 0.6% 0.0% 0.6% 0.3% 0.0%Operating payments 3.1% 2.5% 1.0% 1.9% 2.2% 2.5% 32.5%Communication 2.9% 2.7% 1.2% 3.2% 6.3% 2.0% 1.8%Property payments 2.6% 5.5% 0.0% 0.0% 0.0% 0.0% 0.0%Venues and facilities 2.5% 1.2% 1.6% 1.3% 4.5% 3.3% 18.3%Catering 1.8% 2.5% 1.3% 1.4% 0.7% 1.9% 1.3%
Annual Performance Plan 2019/20
9
4.1 Programme purpose, objectives and focus
The purpose of the programme is to provide strategic lead-ership, management and support services to the Department.
The programme consist of the following sub-programmes:
1. Ministry Purpose: Provide executive support to political principals
2. Departmental ManagementPurpose: Provide strategic leadership and management to the department
3. Corporate Services and Financial Administration:Purpose: Render corporate services and financial administra-tion to the department
The objectives of the programme are:1. To coordinate the provision of strategy and organisational
development services2. To provide human resource management and develop-
ment services3. To manage and facilitate the provision of financial and
supply chain management services4. To manage the provision of information, communication
and technology management services5. To provide marketing, communication and stakeholder
liaison services to the Department6. To manage the provision of risk, anti-corruption and integ-
rity management services.7. To manage the provision of internal audit services.
PART B:PROGRAMME AND SUB-PROGRAMME PLANS
Key challengesThe key challenges facing the programmes are:• High Vacancy rate slightly higher than norm of 10%
resulting from the revised organisational structure particu-larly at senior levels and slow filing of vacancy in the last year of the last term of office.
• Achieving a clean audit outcome, the AGSA made find-ings related to quality control in managing performance information, ICT governance weaknesses and related matters that require attention.
• Internal Audit Committee also raised concerns about late approval of risk management instruments in the Department.
Strategies to address the challenges To respond to these challenges, the department will develop an improvement plan. Part of the plan will be to fill critical post to create capacity. The Department will also embark on a change management process to promote and improve good corporate governance.
1. PROGRAMME 1: ADMINISTRATION
9
Annual Performance Plan 2019/20
10
4.2
Stra
tegi
c ob
ject
ives
Ann
ual T
arge
ts fo
r 20
19/2
0
Sub-
prog
ram
me
obje
ctiv
es
Stra
tegi
c Pl
an
Targ
et(5
-yea
r ta
rget
)
Aud
ited/
Act
ual P
erfo
rman
ceEs
timat
ed
perf
orm
ance
20
18/1
9
Plan
ned
Perf
orm
ance
20
19/2
0
Med
ium
Ter
m T
arge
ts
2015
/16
2016
/17
2017
/18
2020
/21
2021
/22
Sub-
prog
ram
me:
Dep
artm
enta
l Man
agem
ent
1. To
coo
rdin
ate
the
prov
ision
of
stra
tegy
and
or
gani
satio
nal
deve
lopm
ent
serv
ices
Stra
tegi
c an
d An
nual
Perfo
rman
ce P
lans
; im
plem
enta
tion
mon
itorin
g re
ports
an
d An
nual
Rep
orts
Stra
tegi
c Pla
n an
d An
nual
Per
form
ance
Pla
n ap
prov
ed
The
Final
Stra
tegi
c Pla
n an
d AP
P w
ere
tabl
ed to
Par
liam
ent
by d
ue d
ate
set b
y Pa
rliam
ent
Annu
al P
erfo
rman
ce
Plan
2018
/19
with
re
vised
Stra
tegi
c O
bjec
tives
ann
exed
to
it w
as ta
bled
in
Parli
amen
t on
07
Mar
ch 2
018
Prod
uce
an A
nnua
lPe
rform
ance
Pla
n ac
cord
ing
to p
resc
ribed
sta
ndar
ds/
fram
ewor
ks a
nd
timel
ines
Prod
uce
annu
al
revie
w o
f Stra
tegi
c Pla
ns a
nd A
PP a
s pr
escr
ibed
by
the
rele
vant
pla
nnin
g fra
mew
orks
and
su
bmit
the
plan
fo
r app
rova
l and
ta
blin
g in
Par
liam
ent
Con
duct
ann
ual r
evie
w o
f Stra
tegi
c Pla
ns a
nd A
PP p
resc
ribed
by
the
rele
vant
pla
nnin
g fra
mew
orks
for
appr
oval
and
tabl
ing
in P
arlia
men
t
Sub-
prog
ram
me:
Inte
rnal
Aud
it2.
To p
rovid
e an
in
depe
nden
t, ob
ject
ive
assu
ranc
e an
d co
nsult
ing
activ
ity im
prov
e op
erat
ions
an
d as
sist
orga
niza
tion
achi
eve
its
obje
ctive
s.
Prod
uce,
impl
emen
t an
d re
port
on th
e ris
k ba
sed
Thre
e (3
) Yea
r Rol
ling
Stra
tegi
c In
tern
al
Audi
t Pla
n an
d an
An
nual
Inte
rnal
Aud
it as
app
rove
d by
the
Audi
t Com
mitte
e.
Thre
e (3
) yea
r ro
lling
strat
egic
in
tern
al a
udit
plan
an
d an
nual
aud
it pl
an w
as p
rodu
ced
and
appr
oved
by
Audi
t Com
mitte
e by
30
June
201
5
A 3
year
rollin
g str
ateg
ic in
tern
al
audi
t pla
n w
as
prod
uced
and
su
bmitte
d to
the
Audi
t Com
mitte
e fo
r app
rova
l by
30
June
201
6
A 3-
year
rollin
g str
ateg
ic in
tern
al a
udit
plan
was
pro
duce
d an
d ap
prov
ed b
y th
e Au
dit C
omm
ittee
on
10 A
pril
2017
Prod
uced
and
im
plem
ente
d a
risk
base
d th
ree
(3)
year
rollin
g str
ateg
ic
inte
rnal
aud
it pl
an
and
annu
al a
udit
plan
app
rove
d by
Au
dit C
omm
ittee
by
30 A
pril
2018
Prod
uced
and
im
plem
ente
d a
risk
base
d th
ree
(3)
year
rollin
g str
ateg
ic
inte
rnal
aud
it pl
an
and
annu
al a
udit
plan
app
rove
d by
Au
dit C
omm
ittee
by
30 A
pril
2019
Prod
uced
and
impl
emen
ted
a ris
k ba
sed
thre
e (3
) yea
r rol
ling
strat
egic
inte
rnal
au
dit p
lan
and
annu
al a
udit
plan
ap
prov
ed b
y Au
dit C
omm
ittee
30 A
pril
2020
Prod
uce
quar
terly
in
tern
al a
udit
repo
rts
annu
ally
Qua
rterly
aud
it im
plem
enta
tion
repo
rts p
rodu
ced
and
pres
ente
d to
Au
dit C
omm
ittee
and
Man
agem
ent i
n lin
e w
ith to
sch
edule
of
mee
tings
Annu
al ri
sk
asse
ssm
ent
cond
ucte
d an
d ris
k m
anag
emen
t im
plem
enta
tion
plan
pro
duce
d.
Qua
rterly
pro
gres
s re
ports
wer
e pr
oduc
ed a
gain
st th
e an
nual
risk
pla
n
Qua
rterly
Risk
m
anag
emen
t pro
gres
s re
ports
wer
e pr
oduc
ed
agai
nst t
he ri
sk p
lan
Qua
rterly
aud
it im
plem
enta
tion
repo
rts p
rodu
ced
and
pres
ente
dto
Aud
it C
omm
ittee
Qua
rterly
aud
it im
plem
enta
tion
repo
rts p
rodu
ced
and
pres
ente
d to
Au
dit C
omm
ittee
Qua
rterly
aud
it im
plem
enta
tion
repo
rts
prod
uced
and
pre
sent
ed to
Aud
it C
omm
ittee
Annual Performance Plan 2019/20
11
Sub-
prog
ram
me
obje
ctiv
es
Stra
tegi
c Pl
an
Targ
et(5
-yea
r ta
rget
)
Aud
ited/
Act
ual P
erfo
rman
ceEs
timat
ed
perf
orm
ance
20
18/1
9
Plan
ned
Perf
orm
ance
20
19/2
0
Med
ium
Ter
m T
arge
ts
2015
/16
2016
/17
2017
/18
2020
/21
2021
/22
Sub-
prog
ram
me:
Ris
k, A
nti-c
orru
ptio
n an
d In
tegr
ity M
anag
emen
t 3.
To m
anag
e th
e pr
ovisi
on o
f risk
, an
ti-cor
rupt
ion
and
inte
grity
m
anag
emen
t se
rvic
es
Deve
lop
the
annu
al
Risk
, Ant
i-Cor
rupt
ion
and
Inte
grity
M
anag
emen
t Im
plem
enta
tion
Plan
Annu
al ri
sk
asse
ssm
ent a
nd
risk
man
agem
ent
impl
emen
tatio
n pl
an
was
pro
duce
d
Annu
al ri
sk
asse
ssm
ent
cond
ucte
d an
d ris
k m
anag
emen
t im
plem
enta
tion
plan
pr
oduc
ed. Q
uarte
rly
prog
ress
repo
rts
wer
e pr
oduc
ed
agai
nst t
he a
nnua
l ris
k pl
an
Annu
al ri
sk a
sses
smen
t an
d pr
oduc
e an
nual
risk
pla
n an
d qu
arte
rly re
ports
wer
e co
nduc
ted
Con
duct
ann
ual
risk
asse
ssm
ent
and
prod
uce
risk
man
agem
ent
impl
emen
tatio
n pl
an
Risk
, Ant
i-Cor
rupt
ion
and
Inte
grity
m
anag
emen
t Im
plem
enta
tion
Plan
prod
uced
Risk
, Ant
i-Cor
rupt
ion
and
Inte
grity
M
anag
emen
t Im
plem
enta
tion
Plan
prod
uced
Prod
uce
quar
terly
prog
ress
repo
rts
annu
ally
on
Risk
, Ant
i-Cor
rupt
ion
and
Inte
grity
Man
agem
ent
Impl
emen
tatio
n Pla
n
--
--
Prod
uce
annu
al ri
sk
plan
and
qua
rterly
pr
ogre
ss re
ports
Prod
uce
annu
al R
isk, A
nti-C
orru
ptio
n an
d In
tegr
ity M
anag
emen
t Im
plem
enta
tion
Plan
and
quar
terly
pr
ogre
ss re
ports
Annual Performance Plan 2019/20
12
Sub-
prog
ram
me
obje
ctiv
es
Stra
tegi
c Pl
an
Targ
et(5
-yea
r ta
rget
)
Aud
ited/
Act
ual P
erfo
rman
ceEs
timat
ed
perf
orm
ance
20
18/1
9
Plan
ned
Perf
orm
ance
20
19/2
0
Med
ium
Ter
m T
arge
ts
2015
/16
2016
/17
2017
/18
2020
/21
2021
/22
Sub-
prog
ram
me:
Mar
ketin
g an
d C
omm
unic
atio
ns4.
To p
rovid
e m
arke
ting,
co
mm
unic
atio
n an
d sta
keho
lder
lia
ison
serv
ices
to
the
Depa
rtmen
t
Deve
lop,
im
plem
ent,
revie
w
com
mun
icat
ion
strat
egy
and
plan
for m
edia
en
gage
men
t, sta
keho
lder
liai
son
as w
ell a
s in
tern
al
staff
annu
ally
Deve
lop,
im
plem
ent,
revie
w
com
mun
icat
ion
strat
egy
and
plan
for
med
ia e
ngag
emen
t, sta
keho
lder
liai
son
as w
ell a
s in
tern
al
staff
annu
ally
Annu
al
Com
mun
icat
ion
Plan
was
pro
duce
d an
d ap
prov
ed
82 o
f act
ivitie
s in
the
plan
wer
e im
plem
ente
d ag
ains
t 61
plan
ned
activ
ities
for t
he 4
qua
rters
(82/
61*1
00=
134%
)
Annu
al
Com
mun
icat
ion
Plan
was
pro
duce
d by
and
ap
prov
ed b
y he
ad o
f C
omm
unic
atio
n by
30
June
201
7 in
cludi
ng
com
mun
icat
ion
on
prog
ress
with
the
NDP
94%
of
Com
mun
icat
ion
activ
ities
achi
eved
as
outl
ined
in
com
mun
icat
ion
plan
by
end
of
finan
cial
yea
r (9
6/98
*100
=94)
Deve
lop,
im
plem
ent,
revie
w
com
mun
icat
ion
strat
egy
and
plan
for
med
ia e
ngag
emen
t, sta
keho
lder
liai
son
as w
ell a
s in
tern
al
staff
annu
ally
Deve
lop,
impl
emen
t, an
d re
view
co
mm
unic
atio
n str
ateg
y an
d pl
an
for e
ngag
emen
t w
ith th
e pu
blic
, m
edia
, sta
keho
lder
s an
d in
tern
al s
taff
annu
ally
Deve
lop,
impl
emen
t, an
d re
view
co
mm
unic
atio
n str
ateg
y an
d pl
an fo
r en
gage
men
t with
the
publ
ic, m
edia
, sta
keho
lder
s an
d in
tern
al s
taff
annu
ally
Sub-
prog
ram
me:
Hum
an R
esou
rce
Man
agem
ent
5. To
pro
vide
hum
an re
sour
ce
man
agem
ent
and
deve
lopm
ent
serv
ices
HR
Plan
dev
elop
ed
and
subm
itted
to
DPSA
by
30 Ju
ne o
f ea
ch y
ear
HR
Plan
deve
lope
d an
d su
bmitte
d to
DP
SA b
y 30
June
201
5
HR
Plan
deve
lope
d an
d su
bmitte
d to
DP
SA b
y 30
June
201
6
HR
Plan
deve
lope
d an
d su
bmitte
d to
DPS
A by
30
June
201
7
HR
Plan
deve
lope
d an
d su
bmitte
d to
DP
SA b
y 30
June
201
8
HR
Plan
deve
lope
d an
d su
bmitte
d to
DP
SA b
y 30
June
20
19
HR
Plan
deve
lope
d an
d su
bmitte
d to
DPS
A by
30
June
of e
ach
Annual Performance Plan 2019/20
13
Sub-
prog
ram
me
obje
ctiv
es
Stra
tegi
c Pl
an
Targ
et(5
-yea
r ta
rget
)
Aud
ited/
Act
ual P
erfo
rman
ceEs
timat
ed
perf
orm
ance
20
18/1
9
Plan
ned
Perf
orm
ance
20
19/2
0
Med
ium
Ter
m T
arge
ts
2015
/16
2016
/17
2017
/18
2020
/21
2021
/22
Sub-
prog
ram
me:
Chi
ef In
form
atio
n O
ffice
r6.
To m
anag
e th
e pr
ovisi
on
of in
form
atio
n,
com
mun
icat
ion
and
tech
nolo
gy
man
agem
ent
serv
ices
Deve
lop,
impl
emen
t an
d m
onito
r ann
ual
ICT
plan
Annu
al IC
T pl
an
and
quar
terly
repo
rts
indi
catin
g 85
%
achi
evem
ent
of IC
T sy
stem
s sta
ndar
ds w
ere
Prod
uced
Qua
rterly
repo
rtsin
dica
ting
94%
achi
evem
ent
in th
e IC
T sy
stem
s sta
ndar
ds w
ere
achi
eved
thro
ugho
ut
the
quar
ters
Qua
rterly
mon
itorin
g re
ports
aga
inst
the
ICT
plan
wer
e pr
oduc
ed
by e
nd o
f the
qua
rters
show
ing
81%
ac
hiev
emen
t (1
3/16
*100
=81%
)
Prod
uce
annu
al IC
T pl
an a
nd q
uarte
rly
repo
rts in
dica
ting
85%
achi
evem
ent
of IC
T sy
stem
s sta
ndar
ds
Prod
uce
annu
al IC
T pl
an a
nd q
uarte
rly
repo
rts in
dica
ting
80%
achi
evem
ent o
f ta
rget
s of
ICT
plan
Prod
uce
annu
al IC
T pl
an a
nd q
uarte
rly
repo
rts in
dica
ting
80%
achi
evem
ent o
f ta
rget
s of
ICT
plan
Sub-
prog
ram
me:
Chi
ef F
inan
cial
Offi
cer
7. To
man
age
and
faci
litate
th
e pr
ovisi
on o
f fin
anci
al a
nd
supp
ly ch
ain
man
agem
ent
serv
ices
Obt
ain
clean
au
dit o
pini
ons
on
finan
cial
mat
ters
Cle
an a
udit
outc
ome
on fi
nanc
ial
perfo
rman
ce
info
rmat
ion
was
ac
hiev
ed
Cle
an a
udit
outc
ome
on fi
nanc
ial
perfo
rman
ce
info
rmat
ion
was
ac
hiev
ed
Cle
an a
udit
outc
ome
on fi
nanc
ial
perfo
rman
ce
info
rmat
ion
was
ac
hiev
ed
Cle
an a
udit
outc
ome
on fi
nanc
ial
perfo
rman
ce
info
rmat
ion
was
ac
hiev
ed
Cle
an a
udit
outc
ome
on fi
nanc
ial
perfo
rman
ce
info
rmat
ion
Cle
an a
udit
outc
ome
on fi
nanc
ial
perfo
rman
ce in
form
atio
n
Annual Performance Plan 2019/20
14
4.3
Prog
ram
me
Perf
orm
ance
Indi
cato
rs a
nd A
nnua
l Tar
gets
for
2019
/20
and
MTE
F Ta
rget
s
Perf
orm
ance
Indi
cato
r/s
Aud
ited/
Act
ual P
erfo
rman
ceEs
timat
ed
perf
orm
ance
20
18/1
9
Plan
ned
Perf
orm
ance
Ta
rget
s20
19/2
0
Med
ium
Ter
m T
arge
ts20
15/1
620
16/1
720
17/1
820
20/2
120
21/2
2
Stra
tegi
c ob
ject
ive:
To
coor
dina
te th
e pr
ovis
ion
of s
trate
gy a
nd o
rgan
isat
iona
l dev
elop
men
t ser
vice
sSu
b-pr
ogra
mm
e: D
epar
tmen
tal M
anag
emen
t1.
App
rove
d St
rate
gic
and
Annu
al
Perfo
rman
ce P
lans
The
APP
2016
-17
was
de
velo
ped
and
tabl
ed
in li
ne w
ith th
e pl
anni
ng
fram
ewor
k. T
he s
trate
gic
plan
201
5-20
20 w
as
revie
wed
and
no
chan
ges
wer
e m
ade
The
Final
Stra
tegi
c Pla
n an
d AP
P w
ere
tabl
ed to
Pa
rliam
ent b
y du
e da
te s
et
by P
arlia
men
t
Annu
al P
erfo
rman
ce P
lan
2018
/19
with
revis
ed
Stra
tegi
c O
bjec
tives
an
nexe
d to
it w
as ta
bled
in
Par
liam
ent o
n 07
M
arch
201
8
Prod
uce
an A
nnua
l Pe
rform
ance
Pla
n ac
cord
ing
to p
resc
ribed
sta
ndar
ds/
fram
ewor
ks a
nd
timel
ines
Prod
uce
an A
nnua
l Pe
rform
ance
Pla
n ac
cord
ing
to
pres
crib
ed s
tand
ards
/ fra
mew
orks
and
tim
elin
es
Prod
uce
an A
nnua
l Pe
rform
ance
Pla
n ac
cord
ing
to
pres
crib
ed s
tand
ards
/ fra
mew
orks
and
tim
elin
es
Prod
uce
an A
nnua
l Pe
rform
ance
Pla
n ac
cord
ing
to p
resc
ribed
sta
ndar
ds/
fram
ewor
ks a
nd
timel
ines
2. Q
uarte
rly
impl
emen
tatio
n re
ports
ag
ains
t APP
4 qu
arte
rly p
rogr
ess
repo
rts
appr
oved
by
the
exec
utive
au
thor
ity a
nd s
ubm
itted
to
Nat
iona
l Tre
asur
y w
ithin
30
day
s of t
he e
nd o
f eac
h th
e qu
arte
r
4 qu
arte
rly p
rogr
ess
repo
rts
wer
e pr
oduc
ed a
nd
subm
itted
toth
e Ex
ecuti
ng A
uthor
ity,
Nat
iona
l Tre
asur
y an
d DP
ME
with
in 3
0 da
ys fr
om
the
end
of th
e qu
arte
r
Four
qua
rterly
pro
gres
s re
ports
wer
e pr
oduc
ed
and
subm
itted
to th
e Ex
ecuti
ng A
uthor
ity fo
r ap
prov
al w
ithin
30
days
from
the
end
of th
e qu
arte
r
Qua
rterly
repo
rts
subm
itted
toth
e Ex
ecuti
ng
Auth
ority
, N
atio
nal T
reas
ury
and
DPM
E w
ithin
30
day
s fro
m th
e en
d of
the
quar
ter
Prod
uce
4 qu
arte
rly
impl
emen
tatio
n re
ports
ag
ains
t APP
Pro
duce
4 q
uarte
rly
impl
emen
tatio
n re
ports
ag
ains
t APP
Prod
uce
4 qu
arte
rly
impl
emen
tatio
n re
ports
aga
inst
APP
3. A
udite
d An
nual
Rep
ort
Audi
ted
Annu
al R
epor
t 20
14-1
5 w
as a
ppro
ved
and
subm
itted
to N
atio
nal
Treas
ury
and
Parli
amen
t w
ithin
stip
ulate
d tim
e fra
mes
Audi
ted
Annu
al R
epor
t 20
15-2
016
was
pro
duce
d AR
and
sub
mit
AGSA
fo
r aud
it an
d to
NT
and
Parli
amen
t by
due
date
s
Audi
ted
Annu
al R
epor
t w
as p
rodu
ced
and
subm
itted
to N
atio
nal
Treas
ury
and
Parli
amen
t by
due
dat
e
Prod
uce
AR
and
subm
it to
AG
SA fo
r Aud
it an
d to
NT
and
Parli
amen
t by
due
date
s
Prod
uce
AR a
nd s
ubm
it to
AG
SA fo
r aud
it an
d to
NT
and
Parli
amen
t by
due
dat
es
Audi
ted
Annu
al R
epor
t (A
R) a
ppro
ved
and
subm
itted
to N
atio
nal
Treas
ury
and
Parli
amen
t w
ithin
stip
ulate
d tim
e fra
mes
Audi
ted
Annu
al
Repo
rt ap
prov
ed
and
subm
itted
to
Nat
iona
l Tre
asur
y an
d Pa
rliam
ent
with
in s
tipula
ted
time
fram
es
Annual Performance Plan 2019/20
15
Perf
orm
ance
Indi
cato
r/s
Aud
ited/
Act
ual P
erfo
rman
ceEs
timat
ed
perf
orm
ance
20
18/1
9
Plan
ned
Perf
orm
ance
Ta
rget
s20
19/2
0
Med
ium
Ter
m T
arge
ts20
15/1
620
16/1
720
17/1
820
20/2
120
21/2
2
Stra
tegi
c ob
ject
ive:
To
prov
ide
an in
depe
nden
t, ob
ject
ive
assu
ranc
e an
d co
nsul
ting
activ
ity im
prov
e op
erat
ions
and
ass
ist o
rgan
izat
ion
achi
eve
its o
bjec
tives
.Su
b-pr
ogra
mm
e: In
tern
al A
udit
4. A
ppro
ved
Inte
rnal
Au
dit T
hree
(3) Y
ear
Rollin
g Au
dit P
lan
and
Annu
al In
tern
al A
udit
Plan
3yea
r rol
ling
strat
egic
pla
n w
as a
ppro
ved
by A
udit
Com
mitte
e
A 3
year
rollin
g str
ateg
ic
inte
rnal
aud
it pl
an w
as
prod
uced
and
sub
mitte
d to
the
Audi
t Com
mitte
e fo
r ap
prov
al b
y 30
June
201
6
A 3-
year
rollin
g str
ateg
ic
inte
rnal
aud
it pl
an w
as
prod
uced
and
app
rove
d by
the
Audi
t Com
mitte
e on
10
April
201
7
Prod
uce
a 3-
year
rollin
g str
ateg
icin
tern
al a
udit
plan
and
sub
mit
to th
e Au
dit
Com
mitte
e fo
rap
prov
al b
y 30
th
April
201
8
Prod
uce
a 3-
year
rollin
g str
ateg
icin
tern
al a
udit
plan
and
sub
mit
to th
e Au
dit
Com
mitte
e fo
rap
prov
al b
y 30
th A
pril
2019
Prod
uce
a 3-
year
rollin
g str
ateg
icin
tern
al a
udit
plan
and
su
bmit
to th
eAu
dit C
omm
ittee
for a
ppro
val b
y 30
th
April
202
0
Prod
uce
a 3-
year
rollin
g str
ateg
ic
inte
rnal
aud
it pl
an
and
subm
it to
the
Audi
t Com
mitte
e fo
r app
rova
l by
30th
Apr
il 20
21
5. Q
uarte
rly R
epor
ting
on In
tern
al A
udit
Annu
al P
lan
to A
udit
Com
mitte
e
Qua
rterly
impl
emen
tatio
n re
ports
we
subm
itted
to
Audi
t Com
mitte
e
4 qu
arte
rly a
udit
impl
emen
tatio
n re
ports
wer
e pr
oduc
ed a
nd s
ubm
itted
to
Audi
t Com
mitte
e
Qua
rterly
aud
it im
plem
enta
tion
repo
rts
wer
e pr
oduc
ed a
nd
pres
ente
d to
the
Audi
t Com
mitte
e an
d M
anag
emen
t
Qua
rterly
aud
it m
onito
ring
repo
rts
pres
ente
dto
Aud
it C
omm
ittee
and
Man
agem
ent
prod
uced
Qua
rterly
Inte
rnal
Aud
it Re
ports
pre
sent
edto
Aud
it C
omm
ittee
Qua
rterly
Inte
rnal
Aud
it Re
ports
pre
sent
edto
Aud
it C
omm
ittee
Qua
rterly
Inte
rnal
Au
dit R
epor
ts pr
esen
ted
to A
udit
Com
mitte
e
Stra
tegi
c ob
ject
ive:
To
man
age
the
prov
isio
n of
ris
k, a
nti-c
orru
ptio
n an
d in
tegr
ity m
anag
emen
t ser
vice
s.Su
b-pr
ogra
mm
e: R
isk,
Ant
i-cor
rupt
ion
and
Inte
grity
Man
agem
ent
6. P
erce
ntag
e of
d
esig
nate
d em
ploy
ees
s
ubm
itting
fina
ncia
l
disc
losu
res
65 o
f 65
desig
nate
dem
ploy
ees
(65/
65*1
00=1
00%)
subm
itted
thei
r fin
anci
alin
tere
sts w
ithin
spe
cifie
dtim
e fra
me
100%
of S
MS
mem
bers
disc
lose
dth
eir f
inan
cial
inte
rests
via th
e e-
disc
losu
resy
stem
100%
of S
MS
mem
bers
in th
e es
tabl
ishm
ent
disc
lose
d th
eir f
inan
cial
in
tere
st by
31st M
ay
2018
100%
co
mpl
ianc
ein
sub
miss
ion
offin
anci
al in
tere
stsby
all
desig
nate
dem
ploy
ees
with
inth
e sp
ecifi
edtim
e fra
mes
100%
com
plia
nce
in s
ubm
issio
n of
finan
cial
inte
rests
by a
ll de
signa
ted
empl
oyee
s w
ithin
the
spec
ified
time
fram
es
100%
com
plia
nce
in s
ubm
issio
n of
finan
cial
inte
rests
by a
ll de
signa
ted
empl
oyee
s w
ithin
the
spec
ified
time
fram
es
100%
co
mpl
ianc
ein
sub
miss
ion
offin
anci
al in
tere
stsby
all
desig
nate
dem
ploy
ees
with
inth
e sp
ecifi
edtim
e fra
mes
7. A
ppro
ved
Risk
, An
ti-Cor
rupt
ion
and
Inte
grity
Man
agem
ent
Impl
emen
tatio
n Pla
n
Annu
al ri
sk a
sses
smen
t co
nduc
ted.
Risk
repo
rt lin
ked
to 3
rollin
g Au
dit
Plan
final
ised
and
appr
oved
in Ju
ne 2
015
Annu
al ri
sk a
sses
smen
t w
as c
ondu
cted
and
ris
k m
anag
emen
t im
plem
enta
tion
plan
pr
oduc
ed.
Annu
al ri
sk a
sses
smen
t an
d pr
oduc
e an
nual
ris
k pl
an a
nd q
uarte
rly
repo
rts w
ere
cond
ucte
d
Con
duct
ann
ual
risk
asse
ssm
ent
and
prod
uce
risk
man
agem
ent
impl
emen
tatio
npl
an
Annu
al R
isk, A
nti-
Cor
rupt
ion
and
Inte
grity
Man
agem
ent
Impl
emen
tatio
n Pla
n pr
oduc
ed
Annu
al R
isk, A
nti-
Cor
rupt
ion
and
Inte
grity
Man
agem
ent
Impl
emen
tatio
n Pla
n pr
oduc
ed
Annu
al R
isk, A
nti-
Cor
rupt
ion
and
Inte
grity
M
anag
emen
tIm
plem
enta
tion
Plan
prod
uced
Annual Performance Plan 2019/20
16
Perf
orm
ance
Indi
cato
r/s
Aud
ited/
Act
ual P
erfo
rman
ceEs
timat
ed
perf
orm
ance
20
18/1
9
Plan
ned
Perf
orm
ance
Ta
rget
s20
19/2
0
Med
ium
Ter
m T
arge
ts20
15/1
620
16/1
720
17/1
820
20/2
120
21/2
2
8. N
umbe
r of q
uarte
rly
prog
ress
repo
rts
on R
isk, A
nti-
Cor
rupt
ion
and
Inte
grity
Man
agem
ent
impl
emen
tatio
n pl
an
prod
uced
Asse
ssm
ents
cond
ucte
d af
ter d
ue d
ate
and
only
quar
ter 3
repo
rt se
rved
in
the
Risk
Man
agem
ent
Com
mitte
e
Qua
rterly
pro
gres
s re
ports
w
ere
prod
uced
aga
inst
the
annu
al ri
sk p
lan
Qua
rterly
Risk
m
anag
emen
t pro
gres
s re
ports
wer
e pr
oduc
ed
agai
nst t
he ri
sk p
lan
Prod
uce
annu
alris
k pl
an a
ndqu
arte
rly p
rogr
ess
repo
rts
4 qu
arte
rly p
rogr
ess
repo
rts o
n Ri
sk,
anti-c
orru
ptio
n an
d in
tegr
ity m
anag
emen
t im
plem
enta
tion
plan
pr
oduc
ed
4 qu
arte
rly p
rogr
ess
repo
rts o
n Ri
sk,
anti-c
orru
ptio
n an
d in
tegr
ity m
anag
emen
t im
plem
enta
tion
plan
pr
oduc
ed
4 qu
arte
rly
prog
ress
repo
rts
on ri
sk, a
nti-
corru
ptio
n an
d in
tegr
ity
man
agem
ent p
lan
prod
uced
Stra
tegi
c ob
ject
ive:
To
prov
ide
mar
ketin
g, c
omm
unic
atio
n an
d st
akeh
olde
r lia
ison
ser
vice
s to
the
Dep
artm
ent
Sub-
prog
ram
me:
Mar
ketin
g an
d C
omm
unic
atio
ns9.
Ann
ual
com
mun
icat
ions
plan
pro
duce
d an
dPe
rcen
tage
achi
evem
ent o
fta
rget
s in
the
Com
mun
icat
ion
Plan
A co
mm
unic
atio
npl
an w
ith 4
key
perfo
rman
cear
eas
wer
ede
velo
ped
but
impl
emen
tatio
nof
act
ivitie
s 24
com
mun
icat
ion
activ
ities
and
even
ts lo
okpl
ace
durin
g th
epe
riod
unde
rre
view
Annu
al C
omm
unic
atio
n Pla
npr
oduc
ed a
nd a
ppro
ved.
82 o
f act
ivitie
s in
the
plan
wer
e im
plem
ente
d ag
ains
t 61 Pla
nned
act
ivitie
s fo
r the
4
quar
ters
(82/
61*1
00=
134%
)
Annu
al C
omm
unic
atio
n Pla
n w
as p
rodu
ced
by
30 Ju
ne 2
017
94%
of C
omm
unic
atio
n ac
tivitie
s ac
hiev
ed
as o
utlin
ed in
co
mm
unic
atio
n pl
an b
y en
d of
fina
ncia
l yea
r (9
6/98
*100
=94)
Com
mun
icat
ion
plan
pro
duce
dan
d ap
prov
edby
hea
d of
Com
mun
icat
ion
by 3
0 Ju
nein
cludi
ngco
mm
unic
atio
non
pro
gres
s w
ithN
DP
Com
mun
icat
ions
plan
pro
duce
dan
d 80
% of
the
targ
ets
achi
eved
Com
mun
icat
ions
plan
pro
duce
dan
d ac
hiev
e 80
% of
th
e ta
rget
s ac
hiev
ed.
Com
mun
icat
ions
plan
pro
duce
dan
d ac
hiev
e 80
%
of th
e ta
rget
s ac
hiev
ed.
Stra
tegi
c ob
ject
ive:
To
prov
ide
Hum
an R
esou
rce
Man
agem
ent a
nd D
evel
opm
ent s
ervi
ces
Sub-
prog
ram
me:
Hum
an R
esou
rce
Man
agem
ent
10. P
erce
ntag
e of
fund
ed
posts
fille
d16
.7%
aver
age
over
the
full
finan
cial
yea
r ach
ieve
d (A
vera
ge n
umbe
r of p
ost
filled
divi
ded
by a
vera
genu
mbe
r of f
unde
d va
canc
ies
expr
esse
d as
a p
erce
ntag
e i.e
. (5
7/34
1*10
0=16
.7%)
10%
aver
age
vaca
ncy
rate
was
ach
ieve
dat
the
end
of th
eFin
anci
al y
ear.
(36/
350*
100=
10)
The
aver
age
vaca
ncy
rate
for t
he y
ear w
as
25.6
%
(28.
8+ 2
6.8+
25.
5 +
21.5
/4 =
25.
6)
Mai
ntai
n a
vaca
ncy
rate
of 1
0% o
r le
ssan
nual
ly
Mai
ntai
n a
vaca
ncy
rate
of 1
0% o
r les
san
nual
ly
Mai
ntai
n a
vaca
ncy
rate
of 1
0% o
r les
san
nual
ly
Aver
age
perc
enta
geof
fund
ed p
osts
in P
ERSA
L whi
char
e va
cant
ove
r aqu
arte
r (va
canc
yra
te)
11. H
R Pl
an
impl
emen
tatio
n re
ports
--
--
HR
Plan
deve
lope
d,
revie
wed
and
im
plem
enta
tion
repo
rts
prod
uced
;
HR
Plan
deve
lope
d,
revie
wed
and
im
plem
enta
tion
repo
rts
prod
uced
HR
Plan
deve
lope
d,
revie
wed
and
im
plem
enta
tion
repo
rts p
rodu
ced
Annual Performance Plan 2019/20
17
Perf
orm
ance
Indi
cato
r/s
Aud
ited/
Act
ual P
erfo
rman
ceEs
timat
ed
perf
orm
ance
20
18/1
9
Plan
ned
Perf
orm
ance
Ta
rget
s20
19/2
0
Med
ium
Ter
m T
arge
ts20
15/1
620
16/1
720
17/1
820
20/2
120
21/2
2
Stra
tegi
c ob
ject
ive:
To
man
age
the
prov
isio
n of
info
rmat
ion,
com
mun
icat
ion
and
tech
nolo
gy m
anag
emen
t ser
vice
sSu
b-pr
ogra
mm
e: C
hief
Info
rmat
ion
Offi
cer
12.A
ppro
ved
a
nnua
l IC
T Pla
n-
-An
nual
ICT
Plan
was
pr
oduc
ed a
nd a
ppro
ved
by 3
0 Ju
ne 2
016
Annu
al IC
T Pla
npr
oduc
ed a
ndap
prov
ed b
y th
eC
IO b
y 30
June
Prod
uce
annu
al IC
TPla
n by
30
April
201
9Pr
oduc
e an
nual
ICT
Plan
by 3
0 Ap
ril 2
020
Prod
uce
annu
alIC
T pl
an b
y 30
Ap
ril 2
021
13.P
erce
ntag
e
ach
ieve
men
t of
t
arge
ts in
the
ICT
P
lan
20 o
f 23
Appl
icat
ion
ICT
syste
ms
stand
ards
ach
ieve
d(2
0/23
*100
= 87
%)
Qua
rterly
repo
rtsin
dica
ting
94%
achi
evem
ent
in th
e IC
T sy
stem
ssta
ndar
ds w
ere
achi
eved
thro
ugho
utth
e qu
arte
rs
Qua
rterly
mon
itorin
g re
ports
aga
inst
the
ICT
plan
wer
e su
bmitte
d an
d 81
%
achi
evem
ent a
gain
st th
e IC
T St
anda
rds
(13/
16*1
00=8
1%)
Prod
uce
quar
terly
mon
itorin
g re
ports
agai
nst t
he IC
Tpl
an w
ithin
30
days
of e
nd o
f the
quar
ter
Prod
uce
a qu
arte
rlyre
ports
indi
catin
g80
% ac
hiev
emen
t of
targ
ets
of IC
T pl
an
Prod
uce
a qu
arte
rlyre
ports
indi
catin
g80
% ac
hiev
emen
t of
targ
ets
of IC
T pl
an
Prod
uce
aqu
arte
rly re
ports
indi
catin
g 80
%ac
hiev
emen
t of
targ
ets
of IC
T pl
an
Stra
tegi
c ob
ject
ive:
To
man
age
and
faci
litat
e th
e pr
ovis
ion
of fi
nanc
ial a
nd s
uppl
y ch
ain
man
agem
ent s
ervi
ces
Sub-
prog
ram
me:
Chi
ef F
inan
cial
Offi
cer
14.P
erce
ntag
e of
valid
invo
ices
pai
d w
ithin
30
days
and
case
s w
here
non
-co
mpl
ianc
e le
ads
to
disc
iplin
ary
actio
n
All b
ut 5
invo
ices
wer
epa
id w
ithin
30
days
of r
ecei
ptof
a v
alid
invo
ice
100%
of v
alid
invo
ices
w
ere
paid
with
in 3
0 da
ys
All v
alid
invo
ices
paid
with
in 3
0da
ys
100%
of v
alid
invo
ices
pai
dw
ithin
30
days
or
disc
iplin
ary
actio
nta
ken
in 1
00%
of c
ases
whe
rein
voic
es a
re n
otpa
id w
ithin
30
days
100%
of v
alid
invo
ices
pai
dw
ithin
30
days
or
disc
iplin
ary
actio
n ta
ken
in 1
00%
of c
ases
w
here
invo
ices
are
not
pa
id w
ithin
30
days
100%
of v
alid
invo
ices
pai
dw
ithin
30
days
or
disc
iplin
ary
actio
n ta
ken
in 1
00%
of c
ases
w
here
invo
ices
are
not
pa
id w
ithin
30
days
100%
of v
alid
invo
ices
pai
dw
ithin
30
days
or
disc
iplin
ary
actio
nta
ken
in 1
00%
of c
ases
whe
rein
voic
es a
re n
otpa
id w
ithin
30
days
4.4
Prog
ram
me
Perf
orm
ance
Indi
cato
rs a
nd Q
uarte
rly T
arge
ts (2
019/
20)
Perf
orm
ance
In
dica
tor/
sTa
rget
2019
-202
0Re
portin
g Pe
riod
Mea
ns o
f ve
rifica
-tio
n1st
(A
pr-
June
)2nd
(Ju
ly-S
ept)
3rd
(Oct
-Dec
)4th
(Ja
n-M
arc
h)
1. A
ppro
ved
Stra
tegi
c an
d An
nual
Per
for-
man
ce P
lans
Prod
uce
an A
nnua
l Pe
rform
ance
Pla
n ac
-co
rdin
g to
pre
scrib
ed
stand
ards
/ fra
mew
orks
an
d tim
elin
es
Qua
rterly
Sign
ed-o
ff AP
P an
d/or
stra
tegi
c pl
an-
Revie
w a
nd p
rodu
ce 1
st dr
aft o
f stra
tegi
c pl
an a
nd
APP
and
subm
it to
NT
and
DPM
E
Revie
w a
nd p
rodu
ce
2nd
draf
t of s
trate
gic
plan
and
APP
and
sub
-m
it to
NT
and
DPM
E
Final
stra
tegi
c pl
an a
nd
APP
tabl
edto
Par
liam
ent b
y du
e da
te
set b
y Pa
rliam
ent
2. Q
uarte
rly im
plem
en-
tatio
n re
ports
aga
inst
APP
Prod
uce
4 qu
arte
rly
impl
emen
tatio
n re
ports
ag
ains
t APP
Qua
rterly
Qua
rterly
repo
rtsal
igne
d to
the
APP
targ
ets
1 (2
018/
2019
Q
uarte
r 4)
1 (2
019/
2020
Q
uarte
r 1)
1 (2
019/
2020
Q
uarte
r 2)
1 (2
019/
2020
Q
uarte
r 3)
3. A
udite
d An
nual
Re
port
Prod
uce
AR a
nd s
ubm
itto
AG
SA fo
r aud
it an
dto
NT
and
Parli
amen
tby
due
dat
es
Qua
rterly
Audi
ted
Annu
al
Repo
rtAn
nual
Rep
ort s
ubm
itted
to A
udito
r-Gen
eral
SA
by 3
1 M
ay 2
019
Audi
ted
Annu
al R
epor
t su
bmitte
d to
Nat
iona
l Tre
asur
y an
d Pa
rliam
ent
by d
ue d
ate
Pres
ent A
nnua
l Rep
ort
to P
arlia
men
ts-
Annual Performance Plan 2019/20
18
Perf
orm
ance
In
dica
tor/
sTa
rget
2019
-202
0Re
portin
g Pe
riod
Mea
ns o
f ve
rifica
-tio
n1st
(A
pr-
June
)2nd
(Ju
ly-S
ept)
3rd
(Oct
-Dec
)4th
(Ja
n-M
arc
h)
4. A
ppro
ved
Inte
rnal
Au
dit T
hree
(3) Y
ear
Rollin
g Au
dit P
lan
and
Annu
al In
tern
al
Audi
t Pla
n
Prod
uce
a 3-
year
rollin
g str
ateg
icin
tern
al a
udit
plan
and
sub
mit
to th
e Au
dit
Com
mitte
e fo
rap
prov
al b
y 30
th A
pril
2019
Annu
ally
Inte
rnal
aud
it pl
an
Min
utes
of A
udit
Com
mitte
e M
eetin
g
Deve
lop
3-ye
ar s
trate
gic
and
annu
al p
lan
and
subm
it to
Aud
it C
omm
it-te
e fo
r app
rova
l by
30th
Apr
il 20
19
--
-
5. Q
uarte
rly R
epor
ting
on In
tern
al A
udit
Annu
al P
lan
to A
udit
Com
mitte
e
Qua
rterly
Inte
rnal
Aud
it Re
ports
pre
sent
edto
Aud
it C
omm
ittee
Qua
rterly
Qua
rterly
repo
rts
and
min
utes
indi
cat-
ing
that
the
repo
rts
serv
ed in
the
AC
1st Q
uarte
rly In
tern
al
Audi
t rep
ort
subm
itted
to A
udit
Com
-m
ittee
2nd
Qua
rterly
Inte
rnal
Au
dit r
epor
tsu
bmitte
d to
Aud
it C
om-
mitte
e
3rd
Qua
rterly
Inte
rnal
Au
dit r
epor
tsu
bmitte
d to
Aud
it C
omm
ittee
4th
Qua
rterly
Inte
rnal
Au
dit r
epor
tsu
bmitte
d to
Aud
it C
om-
mitte
e6.
Per
cent
age
of d
es-
igna
ted
empl
oyee
s su
bmitti
ng fi
nanc
ial
disc
losu
res
100%
com
plia
nce
in
subm
issio
n of
finan
cial
inte
rests
by
all
desig
nate
d em
ploy
ees
with
in th
e sp
ecifi
ed ti
me
fram
es
Annu
ally
Finan
cial
Disc
losu
res
Repo
rts10
0%10
0%-
-
7. A
ppro
ved
risk,
anti-
corru
ptio
n an
d in
-te
grity
man
agem
ent
impl
emen
tatio
n pl
an
Annu
al R
isk, A
nti-
Cor
rupt
ion
and
Inte
grity
Man
agem
ent
Impl
emen
tatio
n Pla
npr
oduc
ed
Annu
ally
Appr
oved
Risk
Man
-ag
emen
t Im
plem
en-
tatio
n Pla
n
--
-Ri
sk,a
nti-c
orru
ptio
n an
d in
tegr
ity m
anag
emen
t im
plem
enta
tion
plan
for
FY20
20/2
1
8. N
umbe
r of q
uarte
rly
prog
ress
repo
rts o
n Ri
sk, A
nti-C
orru
ptio
n an
d In
tegr
ity M
an-
agem
ent i
mpl
emen
-ta
tion
plan
pro
duce
d
4 qu
arte
rly p
rogr
ess
repo
rts o
n Ri
sk, a
nti-
corru
ptio
n an
d in
tegr
itym
anag
emen
t im
plem
en-
tatio
n pl
an p
rodu
ced
Qua
rterly
Qua
rterly
pro
gres
s re
ports
11
11
9. A
nnua
l com
mun
i-ca
tion
plan
and
Pe
rcen
tage
ach
ieve
-m
ent o
f tar
gets
in th
e C
omm
unic
atio
n Pla
n
Com
mun
icat
ions
plan
pro
duce
dan
d 80
% of
the
targ
ets
achi
eved
Annu
ally
Appr
oved
com
mun
i-ca
tion
plan
Prod
uce
annu
al c
om-
mun
icat
ion
plan
--
-
Qua
rterly
Qua
rterly
repo
rts
alig
ned
to th
eim
plem
enta
tion
plan
Achi
eve
20%
of
activ
ities
and
prod
uce
quar
terly
repo
rt
Impl
emen
t 40%
of a
ctivi
-tie
s an
d pr
oduc
e qu
arte
rly
repo
rt
Impl
emen
t 60
% of
ac
tivitie
s an
d pr
oduc
e qu
arte
rly re
port
Impl
emen
t 80%
of
activ
ities
and
prod
uce
quar
terly
repo
rt10
. Per
cent
age
of
fund
ed p
osts
filled
Mai
ntai
n a
vaca
ncy
rate
of 1
0% o
r les
s an
nual
ly
Qua
rterly
PERS
ALEs
tabl
ishm
ent
Repo
rt
10%
or le
ss o
nav
erag
e ov
er th
equ
arte
r
10%
or le
ss o
nav
erag
e ov
er th
equ
arte
r
10%
or le
ss o
nav
erag
e ov
er th
equ
arte
r
10%
or le
ss o
n av
erag
eov
er th
e qu
arte
r
Annual Performance Plan 2019/20
19
Perf
orm
ance
In
dica
tor/
sTa
rget
2019
-202
0Re
portin
g Pe
riod
Mea
ns o
f ve
rifica
-tio
n1st
(A
pr-
June
)2nd
(Ju
ly-S
ept)
3rd
(Oct
-Dec
)4th
(Ja
n-M
arc
h)
11. H
R Pla
n im
plem
en-
tatio
n re
ports
H
R Pla
n de
velo
ped,
re-
view
ed a
nd im
plem
en-
tatio
n re
ports
pro
duce
d
Qua
rterly
Revie
wed
HR
Plan
HR
Plan
deve
lope
d an
d su
bmitte
d to
DPS
AH
R Pla
n re
view
ed a
nd
repo
rt pr
oduc
ed
HR
impl
emen
tatio
n re
port
prod
uced
HR
impl
emen
tatio
n re
port
prod
uced
12.A
ppro
ved
annu
al
I
CT
Plan
Prod
uce
annu
al IC
T pl
an b
y 30
Apr
il 20
19An
nual
lyAp
prov
ed IC
T Pla
nPr
oduc
e An
nual
ICT
plan
by
30 A
pril
2019
--
-
13.P
erce
ntag
e ac
hiev
e
men
t of t
arge
ts in
the
ICT
Plan
Prod
uce
quar
terly
re
ports
indi
catin
g 80
%
achi
evem
ent o
f tar
gets
of IC
T pl
an
Qua
rterly
Qua
rterly
Rep
orts
1 re
port
show
ing
80%
of
targ
ets
achi
evem
ent
1 re
port
show
ing
80%
of ta
rget
s ac
hiev
e-m
ent
1 re
port
show
ing
80%
of
targ
ets
achi
evem
ent
1 re
port
show
ing
80%
of
targ
ets
achi
evem
ent
14.P
erce
ntag
e of
val
id in
voic
es p
aid
w
ithin
30
days
and
cas
es w
here
non
-
com
plia
nce
lead
s to
disc
iplin
ary
actio
n
100%
of v
alid
invo
ices
pa
id w
ithin
30
days
or
disc
iplin
ary
actio
n ta
ken
in 1
00%
of c
ases
w
here
invo
ices
are
not
pa
id w
ithin
30
days
Mon
thly
Exce
ptio
n re
port
on p
aym
ent
of s
uppl
iers
subm
it-te
d to
AO
and
N
atio
nal T
reas
ury
100%
of v
alid
invo
ices
pa
id w
ithin
30
days
or
disc
iplin
ary
actio
n ta
ken
in 1
00%
of c
ases
whe
re
invo
ices
are
not
pai
d w
ithin
30
days
100%
of v
alid
invo
ices
pa
id w
ithin
30
days
or
disc
iplin
ary
actio
n ta
ken
in 1
00%
of c
ases
whe
re
invo
ices
are
not
pai
d w
ithin
30
days
100%
of v
alid
invo
ices
pa
id w
ithin
30
days
or
disc
iplin
ary
actio
n ta
ken
in 1
00%
of
case
s w
here
invo
ices
ar
e no
t pai
d w
ithin
30
days
100%
of v
alid
invo
ices
pa
id w
ithin
30
days
or
disc
iplin
ary
actio
n ta
ken
in 1
00%
of c
ases
whe
re
invo
ices
are
not
pai
d w
ithin
30
days
4.5
Reco
ncili
ng p
erfo
rman
ce ta
rget
s w
ith B
udge
t and
MTE
F
Adm
inis
trat
ion
Aud
ited
ou
tcom
eA
djus
ted
App
rop.
Revi
sed
Es
timat
eM
ediu
m T
erm
Exp
endi
ture
Est
imat
e
Rand
thou
sand
2015
/16
2016
/17
2017
/18
2018
/19
2019
/20
2020
/21
2021
/22
Tota
l11
1,87
2
134
,299
15
4,93
1
170
,840
16
3,83
5 18
7,18
719
4,79
320
2,81
3
Annual Performance Plan 2019/20
2020
Annual Performance Plan 2019/20
21
5.1 National Planning Commission (NPC) Secretariat
5.1.1 Programme purpose and focus
The purpose of the programme is to provides management and support services to the programme and the National Plan-ning Commission
Programme Overview
The NPC is an advisory body to guide planning in the country and in government. The Commission was established in terms of the Revised Green Paper, National Planning Commission, General Notice 101 of 2010 in which reference is made to the powers of the President to, inter alia, appoint commis-sions, as per section 85(2) of the Constitution.
The mandate of the NPC is as follows:1. To promote and advance the implementation of the Na-
tional Development Plan across different sectors of society;2. To undertake detailed planning in a selected number of
sectors to be determined from time to time;3. To conduct regular engagements with various sectors of
society on all matters pertaining to the long-term develop-ment of the country;
4. To facilitate stakeholder engagements aimed at forging a social compact towards more effective implementation of the National Development Plan;
5. To take a cross-cutting view, undertake research into long-term trends, analyse implementation of short to medium term plans with a view to recommend improvements to Government as well as produce reports to inform policy and planning; and
6. To contribute to development of international partnerships and networks on national planning
The institutional set up of the NPC is made up of the Com-mission of 24 independent experts in different fields and a Secretariat located in the Department of Planning, Monitoring and Evaluation (DPME) since 2014.
The objective of the NPC Secretariat is:To provide technical, administrative and programme support to the NPC in pursuit of long-term planning.
The sub-objectives of the programme are as follows:1. To provide technical and administrative support to the
three work streams and task teams of the NPC in the imple-mentation of the National Development Plan (NDP) across different sectors of the society.
2. To facilitate and commission research on the long-term planning trends to produce reports to inform policy and planning in Government.
3. To plan and coordinate stakeholder and partnership en-gagements with various sectors of society on all matters pertaining to the long-term development of the country.
4. To coordinate the establishment of national and interna-tional partnerships and networks on national planning.
The key challenges:
1. The NPC’s mandate to promote implementation as a body outside government has been challenging for the Com-mission.
2. Long-term planning and the NDP are not yet fully imple-mented into government planning and implementation is uncoordinated and weak.
3. The use of data and statistics as well as of tools such as modeling and forecasting is limited and uneven
4. Capacity is constrained for effective planning and for sup-porting the expansive work programme of the NPC.
Key Interventions
1. Strengthen the capacity of NPC secretariat with additional staff members.
2. Leveraging on the capacity that is available within and outside DPME and in the state research agencies.
3. Strengthen partnerships with key stakeholders, sector de-partments, civil society and all social partners.
4. Leveraging the interface between NPC, Stats SA and DPME for national planning.
Links to NPC
The NPC has structured its mandate into three main themat-ic areas. Below are the priorities of the NPC identified for 2019/2020 financial year.
1. Enhancing the Quality of Life (EQL) Work Stream deals with social development issues.
2. Expanded, Inclusive and Fairer Economy Work Stream, which deals with economic development issues.
3. Active Citizenry, Capable State and Leadership Work stream which deals with Governance, Justice and Inter-national issues.
The NPC work entails extensive research, policy briefs and stakeholder engagements supported by the secretariat. The secretariat oversees the management of research projects, partnerships of the NPC and knowledge management of the outputs of the Commission.
NPC Projects for the 2019/2020 financial year are:
The Enhancing Quality of Life (EQL): A Social Protection Floor, and Reducing the Cost of Living for Poor Households;
21
Annual Performance Plan 2019/20
2222
Youth Labour Market Transitions; and Early Childhood Devel-opment. Other work is on Comprehensive Social Security; Universal Health Care (NHI); Cost of Medicine Research Proj-ect; Disability; Children’s NDP; Social Cohesion; Gender In-equalities, including Gender-based budgeting and planning.The Expanded, Inclusive and Fairer Economy (EIFE): Eco-nomic Revitalisation; Township and Rural Economies and Enterprises. The work stream is also working on a series of papers on the economy, including on Active Labour Market Policies; a Water Security Framework; a Discussion Paper on
Energy; Transport; SOE Governance; Cost of Doing Business and Just Transition to Low-Carbon Economy.
The Active Citizenry, Capable State and Leadership (ACC-SL): Social Compacting; National Spatial Development Framework (NSDF), Reducing the number of illegal guns in South Africa; Building a Capable State; Implementation and Monitoring of the NDP; Heritage and the NDP; Justice, Cor-ruption and Policing Services as well as International Partner-ships.
22
Annual Performance Plan 2019/20
23
5.1.
11
Stra
tegi
c ob
ject
ives
Ann
ual T
arge
ts fo
r 20
19/2
0
Sub-
prog
ram
me
obje
ctiv
esSt
rate
gic
Plan
Ta
rget
(5-y
ear
targ
et)
Aud
ited/
Act
ual P
erfo
rman
ceEs
timat
ed p
erfo
r-m
ance
201
8/19
Plan
ned
Perf
or-
man
ce 2
019/
20M
ediu
m T
erm
Tar
gets
2015
/16
2016
/17
2017
/18
2020
/21
2021
/22
1. To
pro
vide
tech
nica
l, ad
-m
inist
rativ
e an
d pr
ogra
mm
e su
ppor
t to
the
NPC
in p
ursu
it of
long
-term
pla
nnin
g
To e
nsur
e ef
fec-
tive
and
effic
ient
op
erat
ion
of th
e N
PC
--
--
Coo
rdin
ate
adm
inist
rativ
e,
tech
nica
l and
re
sear
ch s
uppo
rt
Coo
rdin
ate
adm
inist
rativ
e,
tech
nica
l and
re
sear
ch s
uppo
rt
Coo
rdin
ate
adm
inist
rativ
e,
tech
nica
l and
re
sear
ch s
uppo
rt
5.1.
1.2
Pr
ogra
mm
e Pe
rfor
man
ce In
dica
tors
and
Ann
ual T
arge
ts fo
r 20
19/2
0 an
d M
TEF
Targ
ets
Perf
orm
ance
Indi
cato
r/s
Aud
ited/
Act
ual P
erfo
rman
ceEs
timat
ed
perf
orm
ance
20
18/1
9
Plan
ned
Perf
orm
ance
Tar
gets
2019
/20
Med
ium
Ter
m T
arge
ts20
15/1
620
16/1
720
17/1
820
20/2
120
21/2
2
Stra
tegi
c ob
ject
ive:
To
prov
ide
tech
nica
l, ad
min
istra
tive
and
prog
ram
me
supp
ort t
o th
e N
PC in
pur
suit
of lo
ng-te
rm p
lann
ing
1. N
umbe
r of r
esea
rch
repo
rts
initia
ted
in s
uppo
rt of
the
impl
emen
tatio
n of
the
NDP
A to
tal o
f 6
rese
arch
pro
ject
s co
mm
issio
ned
by
end
of fi
nanc
ial y
ear
(Dem
ogra
phic
,So
cial
Pro
tect
ion
and
Educ
atio
n, In
tegr
ated
w
ater
pla
n, U
rban
In
nova
tion
and
Nat
iona
l M
inim
um
wag
e re
port)
5 re
sear
ch p
roje
cts/
com
miss
ione
d/
com
men
ced
by e
nd
of fi
nanc
ial y
ear
-3
Repo
rts o
n al
l re
sear
chpr
ojec
ts to
revie
w
and
supp
ort t
heim
plem
enta
tion
of th
eN
DP p
rodu
ced
Repo
rts o
n al
l re
sear
chpr
ojec
ts to
revie
w
and
supp
ort t
heim
plem
enta
tion
of th
eN
DP p
rodu
ced
Repo
rts o
n al
l re
sear
chpr
ojec
ts to
revie
w
and
supp
ort t
heim
plem
enta
tion
of th
eN
DP p
rodu
ced
2. N
umbe
r of s
take
hold
er
enga
gem
ent r
epor
t-
Annu
al R
epor
t on
sta
keho
lder
en
gage
men
ts an
d th
e w
ork
of th
e N
PC
was
pro
duce
d an
d su
bmitte
d on
the
3rd
April
201
7
Qua
rterly
act
ivity
repo
rts a
nd A
nnua
l Re
port
wer
e pr
oduc
ed
10 e
ngag
emen
t re
ports
and
1 a
nnua
l re
port
4 en
gage
men
t re
ports
on
NDP
im
plem
enta
tion
4 en
gage
men
t re
ports
4
enga
gem
ent
repo
rts
3. N
umbe
r of N
PC P
lena
ries
--
-10
10 p
lena
ries
to
info
rm n
atio
nal
plan
ning
10 p
lena
ries
to
info
rm n
atio
nal
plan
ning
10 p
lena
ries
to
info
rm n
atio
nal
plan
ning
Annual Performance Plan 2019/20
24
Perf
orm
ance
Indi
cato
r/s
Aud
ited/
Act
ual P
erfo
rman
ceEs
timat
ed
perf
orm
ance
20
18/1
9
Plan
ned
Perf
orm
ance
Tar
gets
2019
/20
Med
ium
Ter
m T
arge
ts20
15/1
620
16/1
720
17/1
820
20/2
120
21/2
2
4. A
nnua
l rep
ort o
n th
e w
ork
of
the
NPC
Annu
al R
epor
ton
sta
keho
lder
enga
gem
ents
prod
uced
by
end
of M
arch
2016
and
disc
usse
d w
ithN
PC
Evid
ence
for
subm
issio
n to
the
NPC
was
not k
ept
Ther
e
Annu
al R
epor
ton
sta
keho
lder
enga
gem
ents
and
the
wor
k of
the
NPC
was
pro
duce
d an
dsu
bmitte
d on
the
3rd
April
201
7
Qua
rterly
act
ivity
repo
rts a
ndAn
nual
Rep
ort w
ere
prod
uced
10 Q
uarte
rly re
ports
an
d 1
Annu
al R
epor
tAn
nual
Rep
ort f
or
2018
/19
prod
uced
by
30
June
Annu
al R
epor
t for
20
18/1
9 pr
oduc
ed
by 3
0 Ju
ne
Annu
al R
epor
t for
20
18/1
9 pr
oduc
ed
by 3
0 Ju
ne
5. N
umbe
r of r
epor
ts an
d pa
rtner
ship
s on
the
impl
emen
tatio
n of
regi
onal
(S
ADC
:RIS
DP),
cont
inen
tal
(Age
nda
2063
) and
in
tern
atio
nal (
SDG
s) en
gage
men
ts
--
--
2 re
ports
pro
duce
d Re
port
on
impl
emen
tatio
n of
re
gion
al,
cont
inen
tal
and
inte
rnat
iona
l en
gage
men
ts
Repo
rt on
im
plem
enta
tion
of
regi
onal
, co
ntin
enta
l an
d in
tern
atio
nal
enga
gem
ents
Annual Performance Plan 2019/20
25
5.1.
1.3.
Pr
ogra
mm
e Pe
rfor
man
ce In
dica
tors
and
Qua
rterly
Tar
gets
(201
9/20
)
Perf
orm
ance
Indi
cato
r/s
Targ
et20
19-2
020
Repo
rtin
g Pe
riod
Mea
ns
of
verific
atio
n1st
(A
pr-
June)
2nd (Ju
ly-S
ept)
3rd
(Oct
-Dec
)4th
(Ja
n-M
arc
h)
1. N
umbe
r of r
esea
rch
repo
rts
initia
ted
in s
uppo
rt of
the
impl
emen
tatio
n of
the
NDP
Repo
rts o
n al
l re
sear
chpr
ojec
ts to
revie
w
and
supp
ort t
heim
plem
enta
tion
of
the
NDP
pro
duce
d
Qua
rterly
Rese
arch
repo
rts1
11
1
2. N
umbe
r of s
take
hold
er
enga
gem
ent r
epor
ts4
enga
gem
ent
repo
rts o
n N
DP
impl
emen
tatio
n
Qua
rterly
Enga
gem
ent r
epor
t1
enga
gem
ent r
epor
t1
enga
gem
ent r
epor
t1
enga
gem
ent r
epor
t1
enga
gem
ent r
epor
t
3. N
umbe
r of N
PC P
lena
ries
10 p
lena
ries
to
info
rm n
atio
nal
plan
ning
Qua
rterly
Min
utes
of
the
mee
ting
Atte
ndan
ce
Regi
sters
23
32
4. A
nnua
l rep
ort o
n th
e w
ork
of
the
NPC
Annu
al R
epor
t fo
r 201
8/19
pr
oduc
ed b
y 30
Ju
ne
Annu
ally
Annu
al R
epor
tAn
nual
repo
rt fo
r 20
18/1
9 fin
anci
al
year
--
-
Annual Performance Plan 2019/20
26
Perf
orm
ance
Indi
cato
r/s
Targ
et20
19-2
020
Repo
rtin
g Pe
riod
Mea
ns
of
verific
atio
n1st
(A
pr-
June)
2nd (Ju
ly-S
ept)
3rd
(Oct
-Dec
)4th
(Ja
n-M
arc
h)
5. N
umbe
r of r
epor
ts an
d pa
rtner
ship
s on
the
impl
emen
tatio
n of
regi
onal
(S
ADC
:RIS
DP),
cont
inen
tal
(Age
nda
2063
) and
in
tern
atio
nal (
SDG
s) en
gage
men
ts
2 re
ports
pro
duce
d Bi
-ann
ually
Repo
rts
1-
-1
5.1.
1.4
Reco
ncili
ng p
erfo
rman
ce ta
rget
s w
ith B
udge
t and
MTE
F
Adm
inis
tratio
nA
udite
d
outc
ome
Adj
uste
d A
ppro
p.Re
vise
d
Estim
ate
Med
ium
Ter
m E
xpen
ditu
re E
stim
ate
Rand
thou
sand
2015
/16
2016
/17
2017
/18
2018
/19
2019
/20
2020
/21
2021
/22
Tota
l17
,450
18,7
7019
,597
42,6
7341
,473
42,2
7546
,964
49,8
16
Annual Performance Plan 2019/20
27
5.2 National Planning Coordination
5.2.1 Programme objectives, purpose and focus
The purpose of the programme is to develop, implementplanning frameworks, and facilitate the alignment of the planning and budgeting functions across government and in the department.
The objectives of the programme are:
• Alignment of government priorities and develop planning frameworks for short and medium term planning
• Results based planning institutionalised in the national and provincial sphere of government
The sub-objectives of the programme are as follows:
• To facilitate medium and short term planning and develop planning frameworks and guidelines, taking into account global, continental and regional frameworks.
• To ensure that national budget process is informed by pri- orities identified annually for government plans.
• Results based planning institutionalised in the national, pro- vincial and local government.
• To enhance coherence and interpretation in policy and planning
Key Challenges
The key challenges faced by the programme are:• The programme should ensure that planning processes
contributes towards better plans, greater policy coher- ence and clear articulation of long-term goals and aspira- tions.
• Plans must be evidence-based• Increasing the use of data is likely to be one of the most
effective ways of improving the quality of plans. To this end, greater cooperation between The Department and Stats SA will ensure that national, provincial and local government planning processes are evidence based and coherent.
• Capacity constraints is one of the key challenges, which resulted in The Department’s inability to deliver on some of the priorities.
• Spatial integration of various sector investments, despite broad alignment of plans;
• Unintended spatial impacts of programmes and policies
Key Interventions
The focus of The Department in the 2019-20 financial year will be to:
• Finalise the Framework on the institutionalisation of plan- ning;
• Finalise the revision of planning frameworks and ensure alignment of strategic plans, annual performance plans and MTEF budget allocations to the NDP and NDP 5-Year Implementation Plan priorities which also includes requirements for spatial integration and alignment to the National Spatial Development Framework;
• The NDP 5-Year Implementation Plan will be submitted for Cabinet approval. It should be noted that a nomenclature change of the Medium Term Strategic Plan to the NDP 5-Year Implementation Plan is effective after the adoption of the Concept Note on the NDP 5-Year Implementation Plan;
• Work collaboratively with responsible departments to finalise the National Spatial Development Framework, consult on the frame- work and raise awareness on the NSDF within and beyond Government;
• Collaborate with DRDLR and Department of Cooperative Governance (DCoG) to finalise the transfer of the spatial planning function to the DPME;
• Build the capability to develop sector specific plans aligned to the NDP in partnership with relevant sectors;
• Collaborate with National Treasury to ensure that the na- tional budget is directed towards the NDP, NDP 5-Year Implementation Plan;
• Collaborate with National Treasury to ensure that the national budget is directed towards the NDP and NDP 5-Year Implementation Plan and National Spatial Devel- opment Framework priorities, through an Annual Budget Prioritisation Framework.
Annual Performance Plan 2019/20
28
5.2.
1.1
Stra
tegi
c ob
ject
ives
Ann
ual T
arge
ts fo
r 20
19/2
0
Stra
tegi
c O
bjec
tives
Stra
tegi
c Pl
an
Targ
et (5
-yea
r ta
rget
)
Aud
ited/
Act
ual P
erfo
rman
ceEs
timat
ed
perf
orm
ance
Plan
ned
Perf
orm
ance
/Ta
rget
Med
ium
term
targ
ets
2015
/16
2016
/17
2017
/18
2018
/19
2019
/20
2020
/21
2021
/202
2
1. A
lignm
ent o
f go
vern
men
t prio
ritie
s an
d de
velo
p pl
anni
ng
fram
ewor
ks fo
r sho
rt an
d m
ediu
m te
rm
plan
ning
Deve
lop
a fra
mew
ork
outlin
ing
appr
oach
es to
in
stitu
tiona
lisat
ion
of lo
ng te
rm
plan
ning
in
gove
rnm
ent
--
Con
sulta
tion
with
gov
ernm
ent
depa
rtmen
ts on
a d
iscus
sion
docu
men
t on
appr
oach
es to
insti
tutio
nalis
atio
n of
long
term
pl
anni
ng,
inco
rpor
atin
g a
fra
mew
ork
for
spat
ial p
lann
ing
Fram
ewor
k fo
r In
stitu
tiona
lisat
ion
of
Plann
ing
final
ised
Fram
ewor
k fo
r In
stitu
tiona
lisat
ion
of
Plann
ing
final
ised
Pilo
t im
plem
enta
tion
of th
e fra
mew
ork
Fram
ewor
k fo
r In
stitu
tiona
lisat
ion
of P
lann
ing
impl
emen
ted
2. R
esult
s ba
sed
plan
ning
in
stitu
tiona
lised
in th
e na
tiona
l and
pro
vinci
al
sphe
re o
f gov
ernm
ent
Deve
lop
and
impl
emen
t pl
anni
ng
fram
ewor
ks a
nd
ensu
re a
lignm
ent
of s
trate
gic
plan
s, a
nnua
l pe
rform
ance
pl
ans
and
MTE
F bu
dget
al
loca
tions
to
MTS
F pr
iorit
ies
--
Prod
uce
a re
vised
fram
ewor
k fo
r stra
tegi
c an
d an
nual
pe
rform
ance
pl
ans
Revis
ion
of th
e re
vised
fram
ewor
k of
str
ateg
ic a
nd a
nnua
l pe
rform
ance
pla
ns
base
d on
inpu
ts fro
m
cons
ultat
ion
proc
ess
Train
ing
of
depa
rtmen
ts an
d pu
blic
ent
ities
on th
e re
vised
Fra
mew
ork
Roll
out
of
revis
edFr
amew
ork
for
impl
emen
tatio
n by
dep
artm
ents
and
pub
lic
entiti
es
Supp
ort t
he
impl
emen
tatio
n of
the
Fram
ewor
k
Annual Performance Plan 2019/20
29
5.2.
1.2
Prog
ram
me
perf
orm
ance
indi
cato
rs a
nd a
nnua
l tar
gets
for
2019
/20
Perf
orm
ance
Indi
cato
r/s
Aud
ited/
A
ctua
l Per
form
ance
Estim
ated
Pe
rfor
man
ce
Plan
ned
Perf
orm
ance
/Ta
rget
Med
ium
term
targ
ets
2015
/16
2016
/17
2017
/18
2018
/19
2019
/20
2020
/21
2021
/22
Stra
tegi
c O
bjec
tives
: Alig
nmen
t of g
over
nmen
t prio
ritie
s an
d de
velo
p pl
anni
ng fr
amew
orks
for
shor
t and
med
ium
term
pla
nnin
g
1. In
tegr
ated
Dev
elop
men
t Pla
nnin
g Bi
ll de
velo
ped
--
--
Revis
ed In
tegr
ated
De
velo
pmen
t Pla
nnin
g Bi
ll su
bmitte
d to
Cab
inet
Inte
grat
ed
Deve
lopm
ent
Plann
ing
Act
deve
lope
d2.
NDP
5-Ye
ar Im
plem
enta
tion
Plan
appr
oved
.-
-N
DP 5
-Year
Im
plem
enta
tion
Plan
su
bmitte
d to
Cab
inet
Supp
ort t
he
impl
emen
tatio
n of
th
e N
DP 5
-Year
Im
plem
enta
tion
Plan
Supp
ort t
he
impl
emen
tatio
n of
th
e N
DP 5
-Year
Im
plem
enta
tion
Plan
3. N
umbe
r of c
onsu
ltatio
n se
ssio
ns o
n th
e N
SDF
Prog
ress
repo
rts o
n N
SDF
deve
lopm
ent
prod
uced
w
ere
coor
dina
ted
by
DRDL
R
Con
sulta
tion
with
six
gov
ernm
ent
insti
tutio
ns o
na
disc
ussio
n do
cum
ent o
n ap
proa
ches
to
insti
tutio
nalis
atio
n of
long
term
pl
anni
ng
inco
rpor
atin
g fra
mew
ork
for
spat
ial
plan
ning
w
as c
ondu
cted
-Fr
amew
ork
on th
e in
stitu
tiona
lisat
ion
of
plan
ning
fin
aliz
ed
NSD
F d
evel
oped
Con
duct
10
cons
ultat
ions
on
the
draf
t NSD
F
Deve
lop
a m
onito
ring
fram
ewor
k fo
r the
N
SDF
Mon
itor a
nd e
valua
te
impl
emen
tatio
n of
the
NSD
F
Annual Performance Plan 2019/20
30
Perf
orm
ance
Indi
cato
r/s
Aud
ited/
A
ctua
l Per
form
ance
Estim
ated
Pe
rfor
man
ce
Plan
ned
Perf
orm
ance
/Ta
rget
Med
ium
term
targ
ets
2015
/16
2016
/17
2017
/18
2018
/19
2019
/20
2020
/21
2021
/22
4. A
nnua
l Bud
get P
riorit
isatio
n Fr
amew
ork
prod
uced
for t
he
Med
ium
Term
Exp
endi
ture
co
mm
ittee
-Pa
rtici
patio
n in
the
budg
et
revie
w a
nd
plan
ning
pr
iorit
izat
ion
for
key
gove
rnm
ent
depa
rtmen
ts
Annu
al b
udge
t pr
iorit
y pa
per
was
dev
elop
ed
and
appr
oved
by
Cab
inet
on
16
Augu
st 20
17
Annu
al m
anda
te
pape
r fin
alise
d by
30
Apr
il
Annu
al B
udge
t Pr
iorit
isatio
n Fr
amew
ork
subm
itted
to C
abin
et
Draf
t Ann
ual
Budg
et P
riorit
isatio
n Fr
amew
ork
subm
itted
Annu
al B
udge
t Pr
iorit
isatio
n Fr
amew
ork
subm
itted
to C
abin
et fo
r ap
prov
al
Stra
tegi
c O
bjec
tives
: Res
ults
bas
ed p
lann
ing
inst
itutio
nalis
ed in
the
natio
nal a
nd p
rovi
ncia
l sph
ere
of g
over
nmen
t
5. P
erce
ntag
e of
ass
essm
ent
repo
rts o
n th
e s
econ
d dr
aft A
nnua
l Per
form
ance
Pla
ns p
rovid
ed to
Nat
iona
l De
partm
ents
by 3
1 Ja
nuar
y 20
20
43 a
sses
smen
t rep
orts
wer
e pr
oduc
e by
31
Janu
ary
2016
44 a
sses
smen
t re
ports
wer
e pr
oduc
ed b
y 31
Janu
ary
2017
43 a
sses
smen
t re
ports
wer
e pr
oduc
ed b
y 31
Janu
ary
2016
The
seco
nd d
raft
2018
/19
Annu
al
Perfo
rman
ce P
lans
of
44
natio
nal
depa
rtmen
ts w
ere
asse
ssed
and
sen
t to
natio
nal d
epar
tmen
tsby
31
Janu
ary
2018
1 de
partm
ent w
as
resp
onde
d to
on
21
Febr
uary
201
7
Asse
ssm
ent r
epor
ts of
100
% of
APP
s re
ceive
d
Asse
ssm
ent r
epor
ts of
100
% o
f APP
s re
ceive
d
Asse
ssm
ent r
epor
ts of
100
% o
f APP
s re
ceive
d
6. P
erce
ntag
e of
ass
essm
ent
repo
rts o
n th
e se
cond
dra
ft An
nual
Per
form
ance
Pla
ns
prov
ided
to O
ffice
s of
the
Prem
ier b
y 31
Janu
ary
2020
9 as
sess
men
t rep
orts
wer
e pr
oduc
ed b
y 31
Janu
ary
2016
7 As
sess
men
t re
ports
on
the
seco
nd
draf
t Ann
ual
Perfo
rman
cePla
ns s
ubm
itted
to O
ffice
s of
the
Prem
ier b
y 31
Janu
ary
2017
7 As
sess
men
t rep
orts
on th
e se
cond
dra
ft 20
18/1
9 AP
P w
ere
sent
to 7
Offi
ces
of
the
Prem
ier b
y 31
Ja
nuar
y 20
18
7 as
sess
men
ts re
ports
by 3
1 Ja
nuar
y 20
18
Asse
ssm
ent r
epor
ts of
100
% of
APP
s re
ceive
d
Asse
ssm
ent r
epor
ts of
100
% o
f APP
s re
ceive
d
Ass
essm
ent r
epor
ts of
100
% o
f APP
s re
ceive
d
Annual Performance Plan 2019/20
31
Perf
orm
ance
Indi
cato
r/s
Aud
ited/
A
ctua
l Per
form
ance
Estim
ated
Pe
rfor
man
ce
Plan
ned
Perf
orm
ance
/Ta
rget
Med
ium
term
targ
ets
2015
/16
2016
/17
2017
/18
2018
/19
2019
/20
2020
/21
2021
/22
7. Q
uarte
rly P
erfo
rman
ce
Repo
rting
Gui
delin
e iss
ued
to
all N
atio
nal D
epar
tmen
ts
Gui
delin
es a
nd le
tters
sent
to N
atio
nal d
epar
t- m
ents
Gui
delin
es
wer
e iss
ued
to
45 N
atio
nal
Depa
rtmen
ts
QPR
gui
delin
e fo
r 20
17/1
8 is
sued
to
all
Nat
iona
l De
partm
ents
by 1
1M
ay 2
011
Gui
delin
e iss
ued
by 1
5 M
ay 2
018
Gui
delin
e iss
ued
by 1
5 M
ay 2
019
Gui
delin
e iss
ued
by 1
5 M
ay 2
020
Gui
delin
e iss
ued
by 1
5 M
ay 2
021
8. Q
uarte
rly P
erfo
rman
ce
Repo
rting
Gui
delin
e iss
ued
to
all O
ffice
of t
he P
rem
ier
Gui
delin
es a
nd le
tters
sent
to
Offi
ce o
f the
Pre
mie
rs, 9
pr
ovin
ces.
Gui
delin
es
wer
e iss
ued
to
9 O
ffice
s of
the
Prem
ier
QPR
gui
delin
e fo
r 20
17/1
8 is
sued
to
all
Offi
ces
of th
e Pr
emie
r by
15 M
ay
2011
Gui
delin
e iss
ued
by 1
5 M
ay 2
017
Gui
delin
e iss
ued
to a
ll O
ffice
s of
the
Prem
ier b
y 15
May
20
19
Gui
delin
e iss
ued
to a
ll O
ffice
s of
the
Prem
ier b
y 15
May
20
20
Gui
delin
e iss
ued
to a
ll O
ffice
s of
the
Prem
ier b
y 15
May
20
21
Annual Performance Plan 2019/20
32
5.2.
1.3
Prog
ram
me
Perf
orm
ance
Indi
cato
rs a
nd Q
uarte
rly T
arge
ts (2
019/
20)
Perf
orm
ance
In
dica
tor/
sTa
rget
2019
-202
0Re
por
ting
Perio
dM
eans
of
verifi
catio
n1st
(A
pr-
June)
2nd (
July
-Sep
t)3
rd (
Oct
-Dec
)4th
(Ja
n-M
arc
h)
1. I
nteg
rate
d De
velo
pmen
t Pl
anni
ng B
ill de
velo
ped
Revis
ed In
tegr
ated
Deve
lopm
ent
Plann
ing
Bill
subm
itted
to C
abin
et
Annu
ally
Inte
grat
ed
Deve
lopm
ent P
lann
ing
Bill
-In
tegr
ated
De
velo
pmen
t Pla
nnin
g Bi
ll su
bmitte
d to
C
abin
et2.
NDP
5-Ye
ar
Impl
emen
tatio
n Pla
n ap
prov
ed
NDP
5-Ye
ar
Impl
emen
tatio
n Pla
n su
bmitte
d to
Cab
inet
Bi-a
nnua
llyPr
oof o
f sub
miss
ion
to
Cab
inet
for
app
rova
l of
the
NDP
5-Ye
ar
Impl
emen
tatio
n Pla
n
Draf
t of t
he N
DP
5-Ye
ar Im
plem
enta
tion
Plan
deve
lope
d
NDP
5-Ye
ar
Impl
emen
tatio
n Pla
n su
bmitte
d to
Cab
inet
--
3. N
umbe
r of
cons
ultat
ion
sess
ions
on
the
NSD
F
Con
duct
10
cons
ultat
ions
on
the
draf
t N
SDF
Qua
rterly
Con
sulta
tion
repo
rts3
3-
4
4. A
nnua
l Bud
get
Prio
ritisa
tion
Fram
ewor
k pr
oduc
ed
for t
he M
ediu
m
Term
Exp
endi
ture
co
mm
ittee
Annu
al B
udge
tPr
iorit
isatio
nFr
amew
ork
subm
itted
to C
abin
et
Annu
ally
Budg
et P
riorit
isatio
n Fr
amew
ork
Annu
al B
udge
t Pr
iorit
isatio
nFr
amew
ork
for
the
2020
/202
1 fin
anci
al y
ear
subm
itted
to C
abin
et
--
Annual Performance Plan 2019/20
33
Perf
orm
ance
In
dica
tor/
sTa
rget
2019
-202
0Re
por
ting
Perio
dM
eans
of
verifi
catio
n1st
(A
pr-
June)
2nd (
July
-Sep
t)3
rd (
Oct
-Dec
)4th
(Ja
n-M
arc
h)
5. P
erce
ntag
e of
as
sess
men
t rep
orts
on th
e se
cond
dra
ft An
nual
Per
form
ance
Pla
ns p
rovid
ed to
N
atio
nal D
epar
tmen
ts by
31
Janu
ary
2020
Asse
ssm
ent r
epor
ts of
10
0% o
f APP
s re
ceive
d An
nual
lyAs
sess
men
t rep
orts
--
-As
sess
men
t rep
orts
of 1
00%
of A
PPs
rece
ived
6. P
erce
ntag
e of
as
sess
men
t rep
orts
on th
e se
cond
dra
ft An
nual
Per
form
ance
Pl
ans
prov
ided
to
Offi
ces
of th
e Pr
emie
r by
31
Janu
ary
2020
Asse
ssm
ent r
epor
ts of
10
0% o
f APP
s re
ceive
dAn
nual
lyAs
sess
men
t rep
orts
--
-As
sess
men
t rep
orts
of 1
00%
of A
PPs
rece
ived
7. Q
uarte
rly
Perfo
rman
ce
Repo
rting
Gui
delin
e iss
ued
to a
ll na
tiona
l de
partm
ents
Gui
delin
e iss
ued
by 1
5 M
ay 2
019
Annu
ally
Gui
delin
e1
--
-
8. Q
uarte
rly
Perfo
rman
ce
Repo
rting
Gui
delin
e iss
ued
to a
ll O
ffice
of
the
Prem
ier
Gui
delin
e iss
ued
to a
ll O
ffice
s of
the
Prem
ier b
y 15
May
201
9
Annu
ally
Gui
delin
e1
--
-
5.2.
1.4
Reco
ncili
ng p
erfo
rman
ce ta
rget
s w
ith th
e Bu
dget
and
MTE
F
Nat
iona
l Pla
nnin
g C
oord
inat
ion
Aud
ited
ou
tcom
eA
djus
ted
App
rop.
Revi
sed
Es
timat
eM
ediu
m T
erm
Exp
endi
ture
Est
imat
e
Rand
thou
sand
2015
/16
2016
/17
2017
/18
2018
/19
2019
/20
2020
/21
2021
/22
Tota
l31
,035
24,6
7022
,902
31,4
7027
,623
32
,088
34,6
72
36 8
89
Annual Performance Plan 2019/20
3434
Annual Performance Plan 2019/20
35
6.1 Programme objectives, purpose and focus
The purpose of the branch is to ensure government policy coherence. Develop, facilitate, support and monitor the imple- mentation of government prioritie, sector plans and interven-tion strategies.
Management: Sector MonitoringPurpose: Provide management and support services to the programme
Outcome Monitoring and Intervention SupportPurpose: : Facilitate the coordination and management of MTSF priorities through continuous monitoring of perfor-mance and the provision of appropriate support
Strategic Objectives of the branch are:1. To track progress towards the NDP 2030 implemented through the MTSF 2019 – 2024.2. To support initiatives undertaken to unblock problems and
accelerate implementation in key sectors of the economy and service delivery.
The sub-objectives of the programme are as follows:1. Improve long, medium term and sector policy, planning
and implementation through effective monitoring2. Review, monitor and support the implementation of the
Medium Term Strategic Framework/ across the Social, Eco- nomic, Security, Governance and Administration Clusters
3. Design and implement strategic interventions to support and unblock implementation
4. Provide guidance for the alignment of APPs, Strategic Plans and budgets to the MTSF (2019 – 2024) and NDP priorities
5. Provide technical support on the implementation of evalu- ations
6. Support the implementation of special interventions such as Operation Phakisa, servicing Inter-Ministerial Commit-tees, the Presidential Package on Mining Towns and the Public Private Growth Initiative.
Key challengesThe key challenges that the branch must respond to are as follows:1. Slow pace of transformation and delivery of the NDP
2030 (job creation; poverty reduction; priorities for reduc- ing inequality)
2. Breakdown in the chain of accountability and conse- quence management in government
3. Institutional structures are not functioning optimally4. Accountability for dysfunctionality of other parts of the gov-
ernment attributed to the DPME5. The ineffectiveness of Operation Phakisa
Revisions to the APPThe Strategic Objective related to the pursuit of developmen- tal agenda of government has been revised. The Strategic Objectives focuses on tracking progress towards the imple- mentation of NDP 2030 through the MTSF 2019 - 2024. The indicators related to monitoring of SOEs, SOCs and DFIs and Inter-Ministerial Committees on Mining has been rational-ised. The following indicators were reviewed as follows:
2018/19 Indicator 2019/20 Indicator
Guidelines for the POA Monitoring System reviewed and updated annually
Close out performance re- port produced on 14 priority outcomes
Report on the review of implementation forums and coordination structures of government produced
Produce the MTSF monitor-ing framework for approval by Cabinet.
Strategies to deal with the challenges1. Ensure sustained focus on the core strategic priorities of
government through enhanced monitoring and reporting2. Design strategies to unblock impediments to service de-
livery3. Lead process of performance reviews in each outcome4. Support implementation of remedial and corrective actions5. Review the implementation methodology of Operations
Phakisa6. Ensure that MTSF priorities are integrated into the Strategic
Plans and Annual Performance Plans of departments7. Incorporate the recommendations of the 25-year review
report into the NDP 5 year plan
Key Interventions1. Accelerate progress towards the achievement of national
priorities and targets embodied in the NDP 2030, imple-mented through the MTSF 2014-2019, through design-ing, disseminating and enforcing robust and effective monitoring frameworks and improved accountability.
35
Annual Performance Plan 2019/20
36
6.2
Stra
tegi
c ob
ject
ives
Ann
ual T
arge
ts fo
r 20
19/2
0
Sub-
prog
ram
me
obje
ctiv
esSt
rate
gic
Plan
Tar
get
(5-y
ear
targ
et)
Aud
ited/
Act
ual P
erfo
rman
ceEs
timat
ed
perf
orm
ance
20
18/1
9
Plan
ned
Perf
orm
ance
20
19/2
0
Med
ium
Ter
m T
arge
ts20
15/1
620
16/1
720
17/1
820
20/2
120
21/2
2
1. T
o tra
ck p
rogr
ess
tow
ards
the
NDP
203
0 im
plem
ente
d th
roug
h th
e 5
year
pl
an (2
019
– 20
24)
Mon
itor a
nd re
port
on
the
impl
emen
tatio
n of
th
e M
TSF.
(Mon
itorin
g re
ports
on
the
impl
emen
tatio
n of
th
e N
DP th
roug
h th
e 20
19-2
4 M
TSF)
--
Mid
-Term
revi
ew
repo
rt 2
014-
16
com
plet
ed b
y 31
st Ju
ly 2
017
25 Y
ear R
evie
w
1994
-201
9pr
oduc
ed
• C
lose
out
pe
rform
ance
repo
rt on
the
2014
-19
MTS
F 14
pr
iorit
y ou
tcom
es
prod
uced
. •
2019
-24
MTS
F in
tegr
ated
m
onito
ring
fram
ewor
k de
velo
ped.
• M
onito
ring
repo
rt on
the
MTS
F 20
19
– 24
sub
mitte
d to
C
abin
et.
2 bi
-ann
ual
mon
itorin
g re
ports
on
the
MTS
F (2
019
– 2
024)
subm
itted
to
Cab
inet
2 bi
-ann
ual m
onito
ring
repo
rts o
n th
e M
TSF
(201
9–
2024
) sub
mitte
d to
Cab
inet
2. T
o su
ppor
t In
itiat
ives
un
derta
ken
to
unbl
ock
prob
lem
s an
d ac
cele
rate
im
plem
enta
tion
in k
ey s
ecto
rs of
th
e ec
onom
y an
d se
rvic
e de
liver
y
• Su
ppor
t the
de
velo
pmen
t and
im
plem
enta
tion
of
deta
iled
3-fe
et p
lans
in
key
prio
rity
area
s.•
(Rev
ised
Ope
ratio
n Ph
akisa
fram
ewor
k an
d pr
epar
atio
n Ph
akisa
repo
rts
prod
uced
.)•
Serv
ice
Inte
r-M
inist
eria
l C
omm
ittees
•
Prog
ress
repo
rts
on th
e Sp
ecia
l Pr
esid
entia
l Pac
kage
on
Min
ing
Tow
ns
and
labo
ur s
endi
ng
area
s.
--
-2
sect
or s
peci
fic
Ope
ratio
n Ph
akisa
re
ports
.
11 3
Revi
sed
Ope
ratio
n Ph
akisa
fram
ewor
k do
cum
ent.
3 in
tegr
ated
as
sess
men
t rep
ort
Ope
ratio
n Ph
akisa
11 (o
r as
dete
rmin
ed
by C
abin
et)
3
3 in
tegr
ated
O
pera
tion
Phak
isa re
ports
7 (o
r as
dete
rmin
ed b
y C
abin
et)
3
3 in
tegr
ated
Ope
ratio
n Ph
akisa
repo
rts
6 (o
r as
dete
rmin
ed b
y C
abin
et)
3
Annual Performance Plan 2019/20
37
6.3
Prog
ram
me
Perf
orm
ance
Indi
cato
rs a
nd A
nnua
l Tar
gets
for
2019
/20
and
MTE
F Ta
rget
s
Perf
orm
ance
Indi
cato
r/s
Aud
ited/
Act
ual P
erfo
rman
ceEs
timat
ed
perf
orm
ance
20
18/1
9
Plan
ned
Perf
orm
ance
Tar
gets
2019
/20
Med
ium
Ter
m T
arge
ts20
15/1
620
16/1
720
17/1
820
20/2
120
21/2
2
Stra
tegi
c O
bjec
tives
: To
track
pro
gres
s to
war
ds th
e N
DP
2030
impl
emen
ted
thro
ugh
the
5 ye
ar p
lan
(201
9 –
2024
)
1. C
lose
out p
erfo
rman
ce
repo
rt pr
oduc
ed o
n th
e 14
prio
rity
outc
omes
42 O
utco
mes
re
ports
wer
e pr
o-
duce
d an
d su
bmit-
ted
to c
abin
et fo
r br
iefin
g
Con
solid
ated
repo
rts
wer
e pr
esen
ted
to th
e C
abin
et M
akgo
tlaof
Aug
ust 2
016
and
Febr
uary
201
7. In
ad
ditio
n, q
uarte
rly
repo
rts o
f the
14
Out
com
es w
ere
pres
ente
d to
Cab
inet
in
Sept
embe
r 201
6
Qua
rterly
repo
rts o
n M
TSF
prog
ress
repo
rts
on a
ll ou
tcom
es w
ere
subm
itted
to C
abin
et in
Ju
ne, S
epte
mbe
r and
N
ovem
ber
201
7
24 M
TSF
prog
ress
repo
rts
subm
itted
to C
abin
et
in Ju
ne, a
nd
Nov
embe
r 201
8
Con
solid
ated
MST
F cl
oseo
ut re
port
--
2. A
ppro
ved
MTS
F
Mon
itorin
g Fr
amew
ork
--
--
Inte
grat
ed M
TSF
Mon
itorin
g Fr
amew
ork
subm
itted
to C
abin
et
Prod
uce
mon
itorin
g re
ports
on
the
impl
emen
tatio
n of
the
MTS
F (2
019-
2024
)
Prod
uce
mon
itorin
g re
ports
on
the
impl
emen
tatio
n of
the
MTS
F (2
019-
2024
)3.
MTS
F 20
19 –
24
mon
itorin
g re
ports
su
bmitte
d to
Cab
inet
.
--
--
Mon
itorin
g re
port
to
Cab
inet
Mon
itorin
g re
port
toC
abin
etM
onito
ring
repo
rt to
Cab
inet
4. R
evise
d PO
A gu
idel
ines
pr
oduc
ed.
--
-1
Revis
ed P
OA
guid
elin
eRe
vised
PO
A gu
idel
ine
Revis
ed P
OA
guid
elin
e5.
Pro
-form
a Pe
rform
ance
ag
reem
ents
of M
inist
ers
and
Depu
ty M
inist
ers
subm
itted
to T
he
Pres
iden
cy.
--
-Pe
rform
ance
Ag
reem
ents
of 2
8 M
inist
ers
and
34 D
eput
y M
inist
ers
prod
uced
6. R
evie
w re
ports
on
alig
nmen
t of s
trate
gic
plan
s an
d AP
Ps o
f na
tiona
l and
pro
vinci
al
depa
rtmen
ts w
ith M
TSF
prio
ritie
s.
--
--
100%
of s
ubm
itted
SPs
and
APPs
re
view
ed b
y en
d Ja
nuar
y 20
20
100%
of s
ubm
itted
SPs
and
APPs
re
view
ed b
y en
d Ja
nuar
y 20
21
100%
of s
ubm
itted
SPs
and
APPs
re
view
ed b
y en
d Ja
nuar
y 20
22
Annual Performance Plan 2019/20
38
Perf
orm
ance
Indi
cato
r/s
Aud
ited/
Act
ual P
erfo
rman
ceEs
timat
ed
perf
orm
ance
20
18/1
9
Plan
ned
Perf
orm
ance
Tar
gets
2019
/20
Med
ium
Ter
m T
arge
ts20
15/1
620
16/1
720
17/1
820
20/2
120
21/2
2
7. N
umbe
r of
O
pera
tion
Phak
isa
repo
rts e
ncom
pass
ing
prog
ress
of d
eliv
ery
labs
Ope
ratio
n Ph
akisa
in
tera
ctive
das
h-
boar
d re
ports
per
la
b w
ere
prod
uced
an
d pu
blish
ed o
n O
pera
tion
Phak
isa
web
site
by31
Mar
ch 2
016
2 O
pera
tion
Phak
isa
inte
ract
ive d
ashb
oard
Re
ports
for O
cean
Ec
onom
y an
d Id
eal
Clin
ic la
bs w
ere
prod
uced
and
pu
blish
ed o
n O
pera
tion
Phak
isa w
ebsit
e by
31
Mar
ch 2
017
1 co
mpr
ehen
sive
Ope
ratio
n Ph
akisa
Pr
ogre
ss R
epor
t pr
oduc
ed q
uarte
rly,
enco
mpa
ssin
g pr
ogre
ss w
ith a
ll 6
deliv
ery
labs
2 in
tegr
ated
as
sess
men
t rep
orts
on
the
impl
emen
tatio
n of
the
Ope
ratio
n Ph
akisa
Del
ivery
labs
3 in
tegr
ated
as
sess
men
t re
ports
on
the
impl
emen
tatio
n of
the
Ope
ratio
n Ph
akisa
De
liver
y la
bs
3 in
tegr
ated
as
sess
men
t re
ports
on
the
impl
emen
tatio
n of
the
Ope
ratio
n Ph
akisa
De
liver
y la
bs
3 in
tegr
ated
as
sess
men
t re
ports
on
the
impl
emen
tatio
n of
the
Ope
ratio
n Ph
akisa
De
liver
y la
bs
Stra
tegi
c O
bjec
tive:
To
supp
ort I
nitia
tives
und
erta
ken
to u
nblo
ck p
robl
ems
and
acce
lera
te im
plem
enta
tion
in k
ey s
ecto
rs of
the
econ
omy
and
serv
ice
deliv
ery
8. N
umbe
r of p
rogr
ess
repo
rts o
n th
e Sp
ecia
l Pr
esid
entia
l Pac
kage
on
Min
ing
tow
ns a
nd
labo
ur s
endi
ng a
reas
3 br
iefin
g no
tes
on th
esta
tus
of m
inin
g to
wns
an
d la
bour
sen
ding
ar
eas
wer
e pr
oduc
ed
5 br
iefin
g no
tes
on th
e sta
tus
of m
inin
g to
wns
an
dla
bour
sen
ding
are
as
subm
itted
to M
inist
er fo
r pr
ogre
ss u
pdat
e an
d re
ques
ts
3 Pr
ogre
ss R
epor
ts on
th
e Sp
ecia
l Pre
siden
tial
Pack
age
on M
inin
g to
wns
and
labo
ur s
endi
ng
area
s
3 Pr
ogre
ss R
epor
tson
the
Spec
ial
Pres
iden
tial P
acka
ge
on M
inin
g to
wns
an
d la
bour
sen
ding
ar
eas
3 Pr
ogre
ss R
epor
ts on
the
Spec
ial
Pres
iden
tial
Pack
age
on M
inin
g to
wns
and
labo
ur
send
ing
area
s
3 Pr
ogre
ss R
epor
ts on
the
Spec
ial
Pres
iden
tial P
acka
ge
on M
inin
g to
wns
and
la
bour
sen
ding
are
as
3 Pr
ogre
ss R
epor
ts on
the
Spec
ial
Pres
iden
tial P
acka
ge
on M
inin
g to
wns
and
la
bour
sen
ding
are
as
9. N
umbe
r of L
GM
IM
self-
asse
ssm
ents
co
mpl
eted
Con
duct
ed 3
0 se
lf- as
sess
men
tsC
ondu
cted
41
self-
asse
ssm
ents
Con
duct
ed 3
3 se
lf- as
sess
men
tsC
ondu
cted
30
self-
asse
ssm
ents
Con
duct
ed 3
0 se
lf- as
sess
men
ts by
end
of
fina
ncia
l yea
r
Con
duct
ed 3
0 se
lf- as
sess
men
ts by
end
of
fina
ncia
l yea
r
Con
duct
ed 3
0 se
lf- as
sess
men
ts by
end
of
fina
ncia
l yea
r10
. Num
ber o
f LG
MIM
im
prov
emen
t pla
ns
com
plet
ed
--
--
6 Im
prov
emen
t pla
ns
com
plet
ed8
Impr
ovem
ent p
lans
co
mpl
eted
10 Im
prov
emen
t pl
ans
com
plet
ed
9. Number of progress reports on the implementation of the Public private Growth Initiative
- - - - 1 progress report produced and submitted to the President
2 progress reports produced and submitted to the President
2 progress reports produced and submitted to the President
Annual Performance Plan 2019/20
39
6.4
Prog
ram
me
Perf
orm
ance
Indi
cato
rs a
nd Q
uarte
rly T
arge
ts (2
019/
20)
Perf
orm
ance
Indi
cato
r/s
Targ
et20
19-2
020
Repor
ting
Perio
dM
eans
of
verifi
catio
n1st
(A
pr-
June)
2nd (
July
-Sep
t)3
rd (
Oct
-Dec
)4th
(Ja
n-M
arc
h)
1. C
lose
out p
erfo
rman
ce re
port
prod
uced
on
the
14 p
riorit
y ou
tcom
es
Con
solid
ated
MST
F cl
oseo
ut re
port
Annu
alC
onso
lidat
ed
Out
com
e re
port
1 co
nsol
idat
ed
Out
com
e re
port
--
-
2. A
ppro
ved
MTS
F M
onito
ring
Fram
ewor
kIn
tegr
ated
MTS
F M
onito
ring
Fram
ewor
k su
bmitte
d to
Cab
inet
Annu
alIn
tegr
ated
MTS
F 20
19 -2
4 M
onito
ring
Fram
ewor
k do
cum
ent
-In
tegr
ated
Fr
amew
ork
docu
men
t sub
mitte
d to
Cab
inet
--
3. M
TSF
2019
– 2
4 m
onito
ring
repo
rts s
ubm
itted
to C
abin
et.
Mon
itorin
g re
port
to
Cab
inet
Annu
ally
Mon
itorin
g re
port
--
1-
4. R
evise
d PO
A gu
idel
ines
pr
oduc
ed.
Revi
sed
POA
guid
elin
eAn
nual
lyPO
A gu
idel
ine
--
1-
5. P
ro-fo
rma
Perfo
rman
ce
agre
emen
ts of
Min
ister
s an
d De
puty
Min
ister
s su
bmitte
d to
Th
e Pr
esid
ency
.
Perfo
rman
ce A
gree
men
ts of
28
Min
ister
s an
d 34
De
puty
Min
ister
s pr
oduc
ed
Annu
alPe
rform
ance
ag
reem
ents
-28
Min
ister
s34
DM
s-
6. R
evie
w re
ports
on
alig
nmen
t of
stra
tegi
c pl
ans
and
APPs
of
nat
iona
l and
pro
vinc
ial
depa
rtmen
ts w
ith M
TSF
prio
ritie
s.
100%
of s
ubm
itted
SPs
and
APPs
revi
ewed
by
end
Janu
ary
2020
Annu
al fo
r APP
sRe
view
repo
rts-
--
100%
of s
ubm
itted
SPs
and
APPs
Annual Performance Plan 2019/20
40
Perf
orm
ance
Indi
cato
r/s
Targ
et20
19-2
020
Repor
ting
Perio
dM
eans
of
verifi
catio
n1st
(A
pr-
June)
2nd (
July
-Sep
t)3
rd (
Oct
-Dec
)4th
(Ja
n-M
arc
h)
7. N
umbe
r of O
pera
tion
Phak
isa re
ports
en
com
pass
ing
prog
ress
of
deliv
ery
labs
3 in
tegr
ated
ass
essm
ent
repo
rts o
n th
e im
plem
enta
tion
of th
e O
pera
tion
Phak
isa D
eliv
ery
labs
3 tim
es p
er y
ear
Inte
grat
ed re
ports
-1
11
8. N
umbe
r of p
rogr
ess
repo
rts
on th
e Sp
ecia
l Pre
siden
tial
Pack
age
on M
inin
g to
wns
an
d la
bour
sen
ding
are
as
3 Pr
ogre
ss R
epor
ts on
the
Spec
ial
Pres
iden
tial
Pack
age
on M
inin
g to
wns
an
d la
bour
send
ing
area
s
3 tim
es p
er y
ear
3 co
mpr
ehen
sive
repo
rts-
11
1
9. N
umbe
r of L
GM
IM s
elf-
asse
ssm
ents
com
plet
edC
ondu
cted
30
self-
asse
ssm
ents
by e
nd o
f fin
anci
al y
ear
Annu
ally
LGM
IM s
elf-
asse
ssm
ents
--
-30
sel
f-ass
essm
ents
10. N
umbe
r of L
GM
IM
impr
ovem
ent p
lans
co
mpl
eted
6 Im
prov
emen
t pla
ns
com
plet
edAn
nual
lyIm
prov
emen
t pla
ns-
--
6 Im
prov
emen
t pl
ans
com
plet
ed
6.5
Reco
ncili
ng p
erfo
rman
ce ta
rget
s w
ith B
udge
t and
MTE
F
Sect
or P
lann
ing
and
Mon
itorin
gA
udite
d
outc
ome
Adj
uste
d A
ppro
p.Re
vise
d
Estim
ate
Med
ium
Ter
m E
xpen
ditu
re E
stim
ate
Rand
thou
sand
2015
/16
2016
/17
2017
/18
2018
/19
2019
/20
2020
/21
2021
/22
Tota
l53
,878
50,5
1858
,038
91 3
6379
,790
92,2
4210
0,93
010
7,42
2
40
Annual Performance Plan 2019/20
4141
Annual Performance Plan 2019/20
4242
Annual Performance Plan 2019/20
43
7.1 Programme objectives, purpose and focus
The purpose of the branch is to support the implementation of the medium term strategic framework by monitoring and improving the capacity of state institutions to develop and implement plans and provide services
Programme overview The branch consists of the following sub-programmes:
Management: Public Sector Monitoring and supportPurpose: Provide management and support services to the branch
Public Sector Capacity DevelopmentPurpose: To monitor public service capabilities and support governance of public entities.
Frontline and Monitoring Support: Purpose: to facilitate service delivery improvements through frontline and citizen-based monitoring and effective com-plaints resolution systems.
Capacity Development Coordination: Purpose: to coordinate capacity development programmes to ensure effective development and application of PM&E policies, tools, systems and guidelines in government
Strategic Objective of the branch is:To support initiatives undertaken to unblock problems and accelerate implementation of good management practices
The sub-objectives of the programme are as follows:1. To support initiatives undertaken to unblock problems
and accelerate implementation of good management practices.
2. To monitor frontline service delivery and build relation-ships between government and citizens.
3. To facilitate implementation of NDP Chapter 13 and MTSF Priority 6 on “A capable, ethical and develop-mental state”
Key challengesThe branch seeks to address the following broad challenges:• Unblocking of governance challenges in all spheres of
government and public entities.• Ensure broad-based engagement of citizens (bottom-up),
including via the use of new advanced information and communication technology and social media.
• Development of mechanisms to ensure implementation of the NDP and MTSF in relation to building a capable, ethical and developmental state.
Revisions on the APPThe revised organisational structure resulted in the merging of programmes 4 and 5 into one programme and the focus of the branch has thus been reviewed. The strategic objective of the merged programmes has been revised. Some indica-tors in programmes 4 have been relocated to programme 3. Revisions to the indicators in the frontline and citizen based monitoring sub programme were made. The indicators re-lated to the Presidential Hotline Enhancement Plan, customer satisfaction survey, Siyahlola, and Izimbizo co-ordination have been rationalised and integrated into one indicator of the Overview report on the status of frontline performance and service delivery.
The programme is made up of the following sub-pro-grammes: Public Service monitoring whose purpose is to review, monitor and support the implementation of the medium term strategic framework’s outcome 12. Develop and implement strategic interventions to support and unblock implementationFrontline Monitoring Support whose purpose is to facili-tate service delivery improvements through frontline and citizen-based monitoring and effective complaints resolution systems.
PM&E Capacity Development Coordination whose pur-pose is to coordinate capacity development programmes to ensure effective development and application of PM&E policies, tools, systems and guidelines in government.The review resulted in Performance Indicator 1 below being amended to incorporate the changes in the Management Performance Assessment Tool (MPAT). From 2019/20, MPAT will no longer monitor compliance to policy require-ments but will integrate and consolidate performance information into a holistic profile of national and provincial departments. The profile would include amongst others the annual report information including the AG findings, quarterly performance reporting, frontline service delivery monitoring.
Strategies to address the challengesThe drivers of change of the Branch in the new financial year2019-20 are:1. Develop uniform standards to support the implementation
of improvement plans2. On-site monitoring (announced and unannounced)3. Build partnership platforms (interaction with CDW, Civil
society, CWP etc.)4. Strengthen capacity for citizen-based monitoring5. Data mining and analysis of complaints management
systems6. Engage researchers in different fields/sectors
43
Annual Performance Plan 2019/20
44
7.2
Stra
tegi
c ob
ject
ives
Ann
ual T
arge
ts fo
r 20
19/2
0
Sub-
prog
ram
me
obje
ctiv
esSt
rate
gic
Plan
Tar
get
(5-y
ear
targ
et)
Aud
ited/
Act
ual P
erfo
rman
ceEs
timat
ed
perf
orm
ance
20
18/1
9
Plan
ned
Perf
orm
ance
20
19/2
0M
ediu
m T
erm
Tar
gets
2015
/16
2016
/17
2017
/18
2020
/21
2021
/22
1.
To s
uppo
rt in
itiativ
esun
derta
ken
to u
nblo
ckpr
oble
ms
and
acce
lera
teim
plem
enta
tion
of
good
man
agem
ent p
ract
ices
Deve
lop
and
use
appr
opria
te to
ols
to m
onito
r sta
teof
com
plia
nce
with
man
agem
ent
prac
tices
ann
ually
in th
e th
ree
sphe
res
ofgo
vern
men
t
--
-Fa
cilita
te a
sses
smen
t an
d pr
ovid
e su
ppor
t to
bui
ld te
chni
cal
and
wor
k-pla
ce
capa
biliti
esto
del
iver o
n go
vern
men
t Prio
ritie
s
Faci
litate
ass
essm
ent
and
prov
ide
supp
ort
to b
uild
tech
nica
l and
w
ork-p
lace
cap
abilit
ies
to d
elive
r on
gove
rnm
ent P
riorit
ies
Faci
litate
as
sess
men
t and
pr
ovid
e su
ppor
tto
bui
ld te
chni
cal
and
wor
k- pl
ace
capa
biliti
es
to d
elive
r on
gove
rnm
ent
prio
ritie
s
Faci
litate
ass
essm
ent
and
prov
ide
supp
ort
to b
uild
tech
nica
lan
d w
ork-p
lace
ca
pabi
lities
to d
elive
r on
gove
rnm
ent p
riorit
ies
2. To
mon
itor f
ront
line
serv
ice
deliv
ery
and
build
rela
tions
hips
be
twee
n go
vern
men
t an
d ci
tizen
s
Mon
itor f
ront
line
serv
ice
deliv
ery
and
build
rela
tions
hips
be
twee
n go
vern
men
t an
d ci
tizen
s
--
-M
onito
r fro
ntlin
e se
rvic
e de
liver
y an
d bu
ild re
latio
nshi
ps
betw
een
gove
rnm
ent a
nd
citiz
ens
Mon
itor f
ront
line
serv
ice
deliv
ery
and
build
rela
tions
hips
be
twee
n go
vern
men
t an
d ci
tizen
s
Mon
itor f
ront
line
serv
ice
deliv
ery
and
build
re
latio
nshi
ps
betw
een
gove
rnm
ent a
nd
citiz
ens
Mon
itor f
ront
line
serv
ice
deliv
ery
and
build
rela
tions
hips
be
twee
n go
vern
men
t an
d ci
tizen
s
3. To
faci
litate
im
plem
enta
tion
of
NDP
Cha
pter
13
and
MTS
F Pr
iorit
y 6
on “
A ca
pabl
e, e
thic
al a
nd
deve
lopm
enta
l sta
te”.
Faci
litate
im
plem
enta
tion
of
NDP
Cha
pter
13
and
MTS
F Pr
iorit
y 6
on “
A ca
pabl
e, e
thic
al a
nd
deve
lopm
enta
l sta
te”.
--
-To
faci
litate
im
plem
enta
tion
of N
DP C
hapt
er
13 a
nd M
TSF
Prio
rity
6 on
“A
capa
ble,
eth
ical
an
d de
velo
pmen
tal
state
”.
Faci
litate
im
plem
enta
tion
of
NDP
Cha
pter
13
and
MTS
F Pr
iorit
y 6
on “
A ca
pabl
e, e
thic
al a
nd
deve
lopm
enta
l sta
te”.
Faci
litate
im
plem
enta
tion
of
NDP
Cha
pter
13
and
MTS
F Pr
iorit
y 6
on “
A ca
pabl
e,
ethi
cal a
nd
deve
lopm
enta
l sta
te”.
Faci
litate
im
plem
enta
tion
of N
DP C
hapt
er
13 a
nd M
TSF
Prio
rity
6 on
“A
capa
ble,
eth
ical
an
d de
velo
pmen
tal
state
”.
7.3
Prog
ram
me
Perf
orm
ance
Indi
cato
rs a
nd A
nnua
l Tar
gets
for
2019
/20
and
MTE
F Ta
rget
s
Perf
orm
ance
Indi
cato
r/s
Aud
ited/
Act
ual P
erfo
rman
ceEs
timat
ed p
erfo
rman
ce
2018
/19
Plan
ned
Perf
orm
ance
Ta
rget
s20
19/2
0
Med
ium
Ter
m T
arge
ts20
15/1
620
16/1
720
17/1
820
20/2
120
21/2
2
Stra
tegi
c O
bjec
tive:
To
supp
ort i
nitia
tives
und
erta
ken
to u
nblo
ck p
robl
ems
and
acce
lera
te im
plem
enta
tion
of g
ood
man
agem
ent p
ract
ices
Sub-
prog
ram
me:
Pub
lic S
ervi
ce M
onito
ring
and
Supp
ort
1. A
nnua
l out
look
and
re
view
repo
rt on
na
tiona
l and
pro
vinci
al
depa
rtmen
ts de
velo
ped.
--
--
Annu
al o
utlo
ok a
nd re
view
re
port
on N
atio
nal a
nd
Prov
inci
al d
epar
tmen
tal
perfo
rman
ce a
sses
smen
t
Annu
al o
utlo
ok a
nd
revie
w re
port
on
Nat
iona
lan
d Pr
ovin
cial
de
partm
enta
l pe
rform
ance
as
sess
men
t
Annu
al o
utlo
ok a
nd
revie
w re
port
on
Nat
iona
l and
Prov
inci
al d
epar
tmen
tal
perfo
rman
ce
asse
ssm
ent
Annual Performance Plan 2019/20
45
Perf
orm
ance
Indi
cato
r/s
Aud
ited/
Act
ual P
erfo
rman
ceEs
timat
ed p
erfo
rman
ce
2018
/19
Plan
ned
Perf
orm
ance
Ta
rget
s20
19/2
0
Med
ium
Ter
m T
arge
ts20
15/1
620
16/1
720
17/1
820
20/2
120
21/2
2
2. In
tegr
ated
repo
rt on
the
state
of p
ublic
ent
ities
gove
rnan
ce
--
-6
publ
ic e
ntitie
s an
d pu
blic
ent
ities
perfo
rman
ce a
nalyz
ed
base
d on
the
appr
oved
fra
mew
ork
Inte
grat
ed R
epor
t on
the
state
of p
ublic
ent
ities
Inte
grat
ed R
epor
t on
the
state
of p
ublic
en
tities
Inte
grat
ed R
epor
t on
the
state
of p
ublic
en
tities
3. A
repo
rt on
the
subm
issio
n of
PA
for
HoD
s in
nat
iona
l and
pr
ovin
cial
gov
ernm
ent
depa
rtmen
ts an
d co
mpo
nent
s
--
-Ap
prov
ed re
port
on n
atio
nal a
nd
prov
inci
al D
irect
or
Gen
eral
Per
form
ance
Ag
reem
ents
adhe
re to
H
ead
of D
epar
tmen
t M
anag
emen
t and
De
velo
pmen
t Sys
tem
(H
PMDS
) and
gu
idel
ines
A re
port
on th
e su
bmiss
ion
of p
erfo
rman
ce a
gree
men
ts re
ceive
d
A re
port
on th
e su
bmiss
ion
of
perfo
rman
ce
agre
emen
ts re
ceive
d
A re
port
on th
e su
bmiss
ion
of
perfo
rman
ce
agre
emen
ts re
ceive
d
4. E
stabl
ishm
ent o
f the
O
ffice
of t
he H
ead
of
Publ
ic A
dmin
istra
tion
supp
orte
d
--
--
Impl
emen
tatio
n str
ateg
y de
velo
ped
by 3
0 Se
ptem
ber
2019
n/a
n/a
5. N
umbe
r of a
nalyt
ical
re
ports
on
30-d
ay
paym
ents
prod
uced
--
-4
Anal
ysis
repo
rt on
30
-day
pay
men
ts pr
oduc
ed
4 An
alys
is re
port
on 3
0-da
y pa
ymen
ts pr
oduc
edn/
an/
a
Stra
tegi
c O
bjec
tive:
To
mon
itor
fron
tline
ser
vice
del
iver
y an
d bu
ild r
elat
ions
hips
bet
wee
n go
vern
men
t and
citi
zens
Sub-
prog
ram
me:
Fro
ntlin
e M
onito
ring
and
supp
ort
6.
Num
ber o
f ove
rvie
w
repo
rts o
n th
e sta
tus
of
front
line
perfo
rman
ce
and
serv
ice
deliv
ery
FSDM
Ann
ual
Repo
rtFS
DM A
nnua
l Re
port
-O
verv
iew
repo
rt on
th
e sta
tus
of fr
ontlin
e pe
rform
ance
and
se
rvic
e de
liver
y
Annu
al a
nd M
id-te
rm
over
view
repo
rts o
n th
e sta
tus
of fr
ontlin
e pe
rform
ance
and
ser
vice
deliv
ery
prod
uced
Annu
al a
nd M
id-
term
ove
rvie
w
repo
rts o
n th
e sta
tus
of fr
ontlin
e pe
rform
ance
and
se
rvic
e de
liver
y pr
oduc
ed
Annu
al a
nd M
id-te
rm
over
view
repo
rts o
n th
e sta
tus
of fr
ontlin
e pe
rform
ance
and
se
rvic
e de
liver
y pr
oduc
ed
7.
A pl
an to
faci
litate
ci
tizen
eng
agem
ent
deve
lope
d
Plan
deve
lope
d by
30
Sept
embe
r 201
9Pla
n im
plem
ente
dPla
n im
plem
ente
d
Annual Performance Plan 2019/20
46
Perf
orm
ance
Indi
cato
r/s
Aud
ited/
Act
ual P
erfo
rman
ceEs
timat
ed p
erfo
rman
ce
2018
/19
Plan
ned
Perf
orm
ance
Ta
rget
s20
19/2
0
Med
ium
Ter
m T
arge
ts20
15/1
620
16/1
720
17/1
820
20/2
120
21/2
2
Stra
tegi
c O
bjec
tive:
To
faci
litat
e im
plem
enta
tion
of N
DP
Cha
pter
13
and
MTS
F Pr
iorit
y 6
on “A
cap
able
, eth
ical
and
dev
elop
men
tal s
tate
”.Su
b-pr
ogra
mm
e: C
apac
ity D
evel
opm
ent C
oord
inat
ion
8.
Impl
emen
tatio
n m
odel
fo
r Prio
rity
6 on
“A
capa
ble,
eth
ical
and
de
velo
pmen
tal s
tate
” de
signe
d
--
--
Impl
emen
tatio
n m
odel
de
velo
ped
by 3
0 Se
ptem
ber
2019
Mod
el im
plem
ente
dM
odel
impl
emen
ted
9.
Perc
enta
ge o
f tar
gets
in th
e PM
&E C
apac
ity
Deve
lopm
ent P
lan
achi
eved
-88
% KP
I tar
gets
in th
e C
apac
ity
Deve
lopm
ent
Impl
emen
tatio
n Pla
n ac
hiev
ed
Achi
eve
80%
of ta
rget
s in
the
PM&E
Cap
acity
De
velo
pmen
t Pla
n
85%
of ta
rget
s ac
hiev
ed85
% of
targ
ets
achi
eved
85%
of t
arge
ts ac
hiev
ed85
% o
f tar
gets
achi
eved
7.4
Prog
ram
me
Perf
orm
ance
Indi
cato
rs a
nd Q
uarte
rly T
arge
ts (2
019/
20)
Perf
orm
ance
Indi
cato
r/s
Targ
et20
19-2
020
Repo
rtin
g Pe
riod
Mea
ns
of
verific
atio
n1st
(A
pr-
June)
2nd (Ju
ly-S
ept)
3rd
(Oct
-Dec
)4th
(Ja
n-M
arc
h)
1. A
nnua
l out
look
and
re
view
repo
rt on
na
tiona
l and
pro
vinci
al
depa
rtmen
ts de
velo
ped.
Annu
al o
utlo
ok a
nd
revie
w re
port
on
Nat
iona
l and
Prov
inci
al d
epar
tmen
tal
perfo
rman
ce
asse
ssm
ent
Annu
ally
Man
agem
ent
asse
ssm
ent r
epor
ts-
--
Annu
al o
utlo
ok a
nd
revie
w re
port
on
Nat
iona
l and
Prov
inci
al d
epar
tmen
tal
perfo
rman
ce
asse
ssm
ent
2. In
tegr
ated
repo
rt on
the
state
of p
ublic
ent
ities
gove
rnan
ce
Inte
grat
ed R
epor
t on
the
state
of p
ublic
en
tities
Annu
ally
Repo
rt on
sta
te o
f pu
blic
ent
ities
--
-In
tegr
ated
Rep
ort o
n th
e sta
te o
f pub
lic
entiti
es
3. A
repo
rt on
the
subm
issio
n of
PA
for
HoD
s in
nat
iona
l and
pr
ovin
cial
gov
ernm
ent
depa
rtmen
ts an
d co
mpo
nent
s
A re
port
on th
e su
bmiss
ion
of
perfo
rman
ce
agre
emen
t rec
eive
d
Annu
ally
Repo
rts-
-Re
port
on p
erfo
rman
ce
agre
emen
ts re
ceive
d su
bmitte
d to
Min
ister
fo
r Pub
lic S
ervic
e an
d Ad
min
istra
tion
4. E
stabl
ishm
ent o
f the
O
ffice
of t
he H
ead
of
Publ
ic A
dmin
istra
tion
supp
orte
d
Impl
emen
tatio
n str
ateg
y de
velo
ped
by 3
0 Se
ptem
ber 2
019
Annu
alIm
plem
enta
tion
Stra
tegy
-Im
plem
enta
tion
strat
egy
deve
lope
d by
30
Sept
embe
r 201
9
--
5. N
umbe
r of a
nalyt
ical
re
ports
on
30-d
ay
paym
ents
prod
uced
4 An
alys
is re
port
on
30-d
ay p
aym
ents
prod
uced
Qua
rterly
Anal
ysis
repo
rt1
anal
ysis
repo
rt1
anal
ysis
repo
rt1
anal
ysis
repo
rt1
anal
ysis
repo
rt
46
Annual Performance Plan 2019/20
47
Perf
orm
ance
Indi
cato
r/s
Targ
et20
19-2
020
Repo
rtin
g Pe
riod
Mea
ns
of
verific
atio
n1st
(A
pr-
June)
2nd (Ju
ly-S
ept)
3rd
(Oct
-Dec
)4th
(Ja
n-M
arc
h)
6. N
umbe
r of o
verv
iew
re
ports
on
the
statu
s of
fro
ntlin
e pe
rform
ance
an
d se
rvic
e de
liver
y
Annu
al a
nd M
id-te
rm
over
view
repo
rts o
n th
e sta
tus
of fr
ontlin
epe
rform
ance
and
se
rvic
e de
liver
y pr
oduc
ed
Bi-a
nnua
llyAn
nual
ove
rvie
w
Repo
rt
Mid
-term
Rep
ort
2018
/19
Annu
al
repo
rt -
Mid
-term
repo
rt on
th
e sta
tus
of fr
ontlin
e pe
rform
ance
pro
duce
d
-
7. A
pla
n to
faci
litate
ci
tizen
eng
agem
ent
deve
lope
d
Plan
deve
lope
d by
30
Sept
embe
r 201
9An
nual
Plan
deve
lope
d-
Plan
deve
lope
d by
30
Sept
embe
r 201
9-
8. Im
plem
enta
tion
mod
el
for P
riorit
y 6
on “
A ca
pabl
e, e
thic
al a
nd
deve
lopm
enta
l sta
te”
desig
ned
Impl
emen
tatio
n m
odel
de
velo
ped
by 3
0 Se
ptem
ber 2
019
Annu
ally
Impl
emen
tatio
n m
odel
-Im
plem
enta
tion
mod
el
deve
lope
d by
30
Sept
embe
r
--
9. P
erce
ntag
e of
targ
ets
in th
e PM
&E C
apac
ity
Deve
lopm
ent P
lan
achi
eved
85%
of ta
rget
s ac
hiev
edQ
uarte
rly
PM&E
Cap
acity
de
velo
pmen
t pla
n
Prog
ress
repo
rts
20%
of ta
rget
s ac
hiev
ed40
% of
targ
ets
achi
eved
60%
of t
arge
ts ac
hiev
ed85
% o
f tar
gets
achi
eved
7.5
Reco
ncili
ng p
erfo
rman
ce ta
rget
s w
ith B
udge
t and
MTE
F
Publ
ic S
ecto
r M
onito
ring
and
Cap
acity
Dev
elop
men
tA
udite
d
outc
ome
Adj
uste
d A
p-
prop
.
Revi
sed
Estim
ate
Med
ium
Ter
m E
xpen
ditu
re E
stim
ate
Rand
thou
sand
2015
/16
2016
/17
2017
/18
2018
/19
2019
/20
2020
/21
2021
/22
Tota
l64
,466
66,4
6772
,633
86,3
0284
,857
85,7
4991
,114
96,7
84
47
Annual Performance Plan 2019/20
4848
Annual Performance Plan 2019/20
49
8.1 Programme objectives, purpose and focus
The purpose of the branch is to coordinate and support the generation, collation, accessibility and timely use of quality evidence to support performance monitoring and evaluation across government.
The branch consists of the following sub-programmes:
Management: Evidence and Knowledge SystemsPurpose: Provide management and support services to the programme
Evaluation, Research, Knowledge and Data SystemsPurpose: Provide evaluation, research, knowledge manage-ment and data integration and analysis services
Strategic Objective of the branch is:• To support evidence based Planning, Monitoring and
Evaluation (PM&E)
The key challenges that the programme faces are:
1. The lack of coordination, access and use of evidence (ex-isting research, evaluations and data) to inform planning and monitoring within DPME. Lack of a centralised Know-ledge Management System (Knowledge hum) to enhance the storage of information assets, data and knowledge products to ensure easy access and retrieval to inform planning and monitoring.
2. Limited capacity in DPME and departments to support evaluation across government and SOEs;
3. Lack of internal integration – which impact on how evi-dence is generated and used
4. Biases in sourcing data5. Lack of disaggregated data for informing plans6. Lack of capacity of knowledge management (research
and advanced data analysis techniques)
Revisions on the APP
Major revisions to activities listed in the APP were informed by the EKS’s branches objective towards enhancing integration of work conducted within DPME as well as realigning activities conducted within the branch to the overall strategic direction of the department. Accordingly, revisions will be undertaken. The revisions include the review of the 2011 National Evalu-ation Policy Framework (NEPF). The aim of the review is to incorporate methodologies and strategies to improve a rapid evaluation response to inform planning and monitoring as well as to widen the scope of DPME evaluations i.e., including sectoral reviews and extending the NES to cover government entities as well as to improve the uptake of implementation plans. To this end, an additional task of producing a progress report on the implementation of the NEP has been added. This report will provide an update of all new, ongoing and completed evaluation projects utilising both rapid and impact
evaluation methodologies within government and its entities. Also added is a Monitoring report on the implementation of improvement plans on evaluations to strengthen the uptake of evaluation results.
Other revisions focus on a wider DPME integration on inter-related tasks to avoid duplication in reporting. For instance, the activity of facilitating knowledge sharing sessions, an ac-tivity under research and knowledge system, dropped as it is also reported under the Capacity Development unit. The indicator for displaying Programme of Action (POA) reports on DPME’s website activity was removed. This activity will be aligned with the new MTSF 2019-24 cycle. To enhance use of evidence in the work of DPME, the number of data analysis reports (assignment) produced from 8 to 14 from the year 2020/21.
With respect to enhancing the storage of information assets, data and knowledge products to ensure easy access and re-trieval to inform planning and monitoring, the implementation of the knowledge management system-the Knowledge Hub (KH) remains a key objective for the branch. However, the im-plementation of a functional KH will be conducted in phases and consists of various components to it. This was not clearly depicted in the previous versions of the APP. The following change was implemented in the current APP in order to avoid superfluous repetition and duplication of reporting within the branch.
Key components of the KH such as the implementation of a centralised data management and analytical system (previ-ously referred as a data centre) have been incorporated un-der one task i.e., “ the consolidation of knowledge products from all DPME databases (2019/20)” and “ An operational Knowledge Management System providing knowledge prod-ucts, data and analytic services (2020/21 and onwards)”
Key strategic interventions to improve performance
The drivers of change of the Branch in the new financial year 2019-20 are:
1. Expanding the National Evaluation System to cover the whole of government including SOEs/DFIs
2. Conceptualisation of a knowledge management system to service DPME and government.
3. Building a more diverse set of evaluative tools and meth-odologies to provide rapid analysis including sectoral and synthesis evaluations
4. Develop evidence plans per sector to inform an evidence agenda and identify knowledge gaps
5. Strengthening the link between evaluations, research and data to inform planning, monitoring, and budgeting.
49
Annual Performance Plan 2019/20
5050
8.2
Stra
tegi
c ob
ject
ives
Ann
ual T
arge
ts fo
r 20
19/2
0
Sub-
prog
ram
me
obje
ctiv
esSt
rate
gic
Plan
Tar
get
(5-y
ear
targ
et)
Aud
ited/
Act
ual P
erfo
rman
ceEs
timat
ed
perf
orm
ance
20
18/1
9
Plan
ned
Perf
orm
ance
20
19/2
0M
ediu
m T
erm
Tar
gets
2015
/16
2016
/17
2017
/18
2020
/21
2021
/22
1. To
sup
port
evid
ence
bas
ed
Plann
ing,
M
onito
ring
and
Eval
uatio
n (P
M&E
)
Deve
lop
fram
ewor
ks
for e
valua
tion,
re
sear
ch,
know
ledg
e m
anag
emen
t and
dat
a ha
rves
ting,
sto
rage
, re
triev
al a
nd a
nalys
is
--
6 Th
emat
ic
know
ledg
e ev
ents
wer
e co
nduc
ted
9 DP
ME
know
ledg
e pr
oduc
t di
ssem
inat
ed
Con
cept
dev
elop
ed
Con
solid
atio
n of
kn
owle
dge
prod
ucts
from
al
l DPM
E da
taba
ses
Know
ledg
e M
anag
emen
t Sy
stem
s (K
now
ledg
e H
ub) o
pera
ting
and
resp
ondi
ng
to re
ques
ts fro
m
DPM
E an
d go
vern
men
t
Know
ledg
e M
anag
emen
t Sy
stem
s (K
now
ledg
e H
ub) o
pera
ting
and
resp
ondi
ng
to re
ques
ts fro
m
DPM
E an
d go
vern
men
tPr
ovid
e da
ta,
rese
arch
, eva
luatio
n an
d k
now
ledg
e m
anag
emen
t ser
vices
7 Ev
alua
tion
repo
rts:
NSN
P;
IRDP
; IKS
P; II
FS-
(SAP
S); N
DMP;
Smal
l fa
rmer
s a
nd
CTC
SB -
(SAR
S)w
ere
prod
uced
. Al
l the
7 re
ports
w
ere
appr
oved
by
Eval
uatio
n St
eerin
g C
omm
ittee
8 im
prov
emen
t pl
ans
prod
uced
4 im
prov
emen
t pl
ans
wer
e pr
oduc
ed (C
APS,
N
PO, N
DMP
and
SAPS
)
8 N
EPev
alua
tions
four
re
sear
ch p
roje
cts
and
8 da
ta a
nalyt
ic
prod
ucts
com
plet
ed
8 N
EP e
valua
tions
four
re
sear
ch p
roje
cts
and
8 da
ta a
nalyt
ic p
rodu
cts
com
plet
ed
8 N
EPev
alua
tions
four
re
sear
ch p
roje
cts
and
8 da
ta
anal
ytic
prod
ucts
com
plet
ed
8 N
EPev
alua
tions
four
re
sear
ch p
roje
cts
and
8 da
ta a
nalyt
ic
prod
ucts
com
plet
ed
8.3
Prog
ram
me
Perf
orm
ance
Indi
cato
rs a
nd A
nnua
l Tar
gets
for
2019
/20
and
MTE
F Ta
rget
s
Perf
orm
ance
Indi
cato
r/s
Aud
ited/
Act
ual P
erfo
rman
ceEs
timat
ed p
erfo
r-m
ance
201
8/19
Plan
ned
Perf
orm
ance
Ta
rget
s20
19/2
0
Med
ium
Ter
m T
arge
ts20
15/1
620
16/1
720
17/1
820
20/2
120
21/2
2
Stra
tegi
c O
bjec
tive:
To
supp
ort e
vide
nce
base
d Pl
anni
ng, M
onito
ring
and
Eval
uatio
n (P
M&
E)Su
b-pr
ogra
mm
e: E
valu
atio
n
1. A
repo
rt on
trai
ning
co
urse
s pr
ovid
ed to
go
vern
men
t offi
cial
s to
en
hanc
e ev
iden
ce b
ased
po
licy
deci
sion-
mak
ing
proc
esse
s in
gov
ernm
ent
prod
uced
.
--
-Tw
o co
urse
s fo
r sen
ior
man
ager
s in
evid
ence
A re
port
on th
e re
view
of
evid
ence
bas
ed p
olic
y de
cisio
n-m
akin
g tra
inin
g pr
ogra
mm
es p
rodu
ced
by
Mar
ch 2
020
Annu
al re
port
on
evid
ence
bas
ed
polic
y de
cisio
n-m
akin
g tra
inin
g pr
ogra
mm
es in
gov
-er
nmen
t pro
duce
d by
Mar
ch 2
021
Annu
al re
port
on
evid
ence
bas
ed p
ol-
icy
deci
sion-
mak
ing
train
ing
prog
ram
mes
in
gov
ernm
ent
prod
uced
by
Mar
ch
2022
Annual Performance Plan 2019/20
5151
Perf
orm
ance
Indi
cato
r/s
Aud
ited/
Act
ual P
erfo
rman
ceEs
timat
ed p
erfo
r-m
ance
201
8/19
Plan
ned
Perf
orm
ance
Ta
rget
s20
19/2
0
Med
ium
Ter
m T
arge
ts20
15/1
620
16/1
720
17/1
820
20/2
120
21/2
2
2. N
atio
nal E
valua
tion
Plan
prod
uced
Nat
iona
l Eva
lu-at
ion
Plan
was
no
t app
rove
d by
C
abin
et
The
Nat
iona
l Eva
l-ua
tion
Plan
2017
-18
was
pro
duce
an
d sig
ned
by
the
Min
ister
and
ap
prov
ed b
y C
abin
et o
n th
e 7
Dece
mbe
r 201
6
2018
/19
Nat
iona
l Ev
alua
tion
Plan
ap-
prov
ed b
y C
abin
et b
y M
arch
201
8
Nat
iona
l Eva
luatio
n Pla
n ap
prov
ed b
y C
abin
et b
y M
arch
201
9
Nat
iona
l Eva
luatio
n Po
licy
Fram
ewor
k re
view
ed
and
Nat
iona
l Eva
luatio
n Pla
n pr
oduc
ed b
y M
arch
20
20
Nat
iona
l Eva
luatio
n Po
licy
Fram
ewor
k re
view
ed a
nd
Nat
iona
l Eva
luatio
n Pla
n pr
oduc
ed b
y M
arch
202
1
Nat
iona
l Eva
luatio
n Po
licy
Fram
ewor
k re
view
ed a
nd N
a-tio
nal E
valua
tion
Plan
prod
uced
by
Mar
ch
2022
yea
r
3. N
umbe
r of e
valua
tion
re-
ports
app
rove
d by
Eva
lua-
tion
Stee
ring
Com
mitte
e
--
8 ev
alua
tion
repo
rts
appr
oved
8 ev
alua
tion
repo
rts8
eval
uatio
n re
ports
ap-
prov
ed8
eval
uatio
n re
ports
ap
prov
ed8
eval
uatio
n re
ports
ap
prov
ed
4. M
onito
ring
repo
rt on
the
impl
emen
tatio
n of
impr
ove-
men
t pla
ns o
n ev
alua
tions
co
mpl
eted
7 (N
SNP;
Sm
all
hold
er fa
rmer
s,
Soci
al H
ous-
ing
Prog
ram
me
(SH
P), P
olic
y on
Com
mun
ity,
Envir
onm
enta
l G
over
nanc
e In
Th
e M
inin
g Se
c-to
r; UI
PS a
nd F
un-
dza
Lush
aka)
im-
prov
emen
t pla
ns
wer
e p
rodu
ced
8 im
prov
emen
t pl
ans
prod
uced
4 im
prov
emen
t pla
ns
wer
e pr
oduc
ed (C
APS,
N
PO, N
DMP
and
SAPS
)
8 im
prov
emen
t pla
ns
prod
uced
Mon
itorin
g re
port
on th
e im
plem
enta
tion
of im
prov
e-m
ent p
lans
on
eval
uatio
ns
com
plet
ed b
y M
arch
20
20
Annu
al M
onito
r-in
g re
port
on
the
impl
emen
tatio
n of
im
prov
emen
t pla
ns
on e
valua
tions
co
mpl
eted
by
Mar
ch
2021
Annu
al M
onito
r-in
g re
port
on
the
impl
emen
tatio
n of
im
prov
emen
t pla
ns
on e
valua
tions
co
mpl
eted
by
Mar
ch
2022
5. P
rogr
ess
repo
rt on
the
impl
emen
tatio
n of
the
NEP
pro
duce
d
--
-8
A pr
ogre
ss re
port
on th
e im
plem
enta
tion
of th
e N
EP
prod
uced
by
31 M
arch
20
20
Prog
ress
repo
rt on
th
e im
plem
enta
tion
of th
e N
EP p
rodu
ced
Prog
ress
repo
rt on
th
e im
plem
enta
tion
of
the
NEP
pro
duce
d
Sub-
prog
ram
me:
Res
earc
h &
Know
ledg
e M
anag
emen
t6.
Num
ber o
f res
earc
h as
-sig
nmen
ts co
mpl
eted
--
24
4 re
sear
ch a
ssig
nmen
tsco
mpl
eted
4 re
sear
ch a
ssig
n-m
ents
com
plet
ed4
rese
arch
ass
ign-
men
ts co
mpl
eted
7. F
unct
iona
l Kno
wle
dge
Man
agem
ent S
yste
m
(KM
S)
--
Con
cept
dev
elop
ed
incl
udin
g sp
ecifi
ca-
tions
for p
latfo
rm
Know
ledg
e H
ub fu
nc-
tiona
l Bus
ines
s Pla
n fo
r ce
ntre
Revi
sed
Know
ledg
eH
ub B
usin
ess
Plan
prod
uced
by
Sept
embe
r 20
19
Ope
ratio
nal K
now
l-ed
ge M
anag
emen
t Sy
stem
(Kno
wle
dge
Hub
) pro
vidin
g da
ta a
nd a
nalyt
ic
serv
ices
and
tool
s
Ope
ratio
nal K
now
-le
dge
Man
agem
ent
Syste
m (K
now
ledg
e H
ub) p
rovid
ing
data
and
ana
lytic
se
rvic
es a
nd to
ols
Annual Performance Plan 2019/20
52
Perf
orm
ance
Indi
cato
r/s
Aud
ited/
Act
ual P
erfo
rman
ceEs
timat
ed p
erfo
rman
ce
2018
/19
Plan
ned
Perf
orm
ance
Ta
rget
s20
19/2
0
Med
ium
Ter
m T
arge
ts20
15/1
620
16/1
720
17/1
820
20/2
120
21/2
2
Sub
-dire
ctor
ate:
Dat
a In
tegr
ity &
Ana
lysis
8. D
evel
opm
ent I
ndic
ator
s re
port
prod
uced
Deve
lopm
ent
indi
cato
rs w
ere
prod
uced
Deve
lopm
ent
Indi
cato
rs w
ere
prod
uced
by
31
Mar
ch 2
017
and
poste
d on
the
DPM
E w
ebsit
e on
1
April
201
7
2016
Dev
elop
men
t In
dica
tors
publ
ished
by
Nov
embe
r 20
17
2017
DI d
atab
ase
pro-
duc
ed a
nd
poste
d on
DPM
E w
ebsit
e by
31
Mar
ch
2018
2017
Dev
elop
men
t In
dica
tors
publ
ished
by
Nov
embe
r 20
18
2018
DI d
atab
ase
pro-
du
ced
and
poste
d on
DP
ME
web
site
by 3
1 M
arch
201
9
Deve
lopm
ent I
ndic
ator
s 20
18 re
port
prod
uced
by
Mar
ch 2
020
Deve
lopm
ent I
ndic
a-
tors
2019
repo
rt pr
oduc
ed b
y M
arch
20
21
Deve
lopm
ent I
ndic
a-
tors
2020
repo
rt pr
oduc
ed b
y M
arch
20
22
9. N
umbe
r of D
ata
anal
ysis
repo
rts p
rodu
ced
--
5 da
ta a
nalys
is as
-sig
nmen
ts un
derta
ken
for D
PME
8 da
ta a
nalys
is as
sign-
men
ts co
mpl
eted
for
DPM
E
8 da
ta a
nalys
is re
ports
pr
oduc
ed fo
r DPM
E14
dat
a an
alys
is re
ports
pro
duce
d fo
r DP
ME
14 d
ata
anal
ysis
repo
rts p
rodu
ced
for
DPM
E
8.4
Prog
ram
me
Perf
orm
ance
Indi
cato
rs a
nd Q
uarte
rly T
arge
ts (2
019/
20)
Perf
orm
ance
Indi
cato
r/s
Targ
et20
19-2
020
Repor
ting
Perio
dM
eans
of
verifi
catio
n1st
(A
pr-
June)
2nd (
July
-Sep
t)3
rd (
Oct
-Dec
)4th
(Ja
n-M
arc
h)
1. A
repo
rt on
tra
inin
g co
urse
s pr
ovid
ed to
go
vern
men
t offi
cial
s to
en
hanc
e ev
iden
ce b
ased
po
licy
deci
sion-
mak
ing
proc
esse
s in
gov
ernm
ent
prod
uced
A re
port
on th
e re
view
of e
viden
ce
base
d po
licy
deci
sion-
mak
ing
train
ing
pro-
gram
mes
pro
duce
d by
Mar
ch 2
020
Annu
ally
Atte
ndan
ce re
giste
rs-
--
A re
port
on th
e re
view
of e
viden
ce
base
d po
licy
deci
-sio
n-m
akin
g tra
in-
ing
prog
ram
mes
pr
oduc
ed
2. N
atio
nal E
valua
tion
Plan
prod
uced
Nat
iona
l Eva
luatio
n Po
licy
Fram
ewor
k re
view
ed a
nd
Nat
iona
l Eva
luatio
n Pla
n pr
oduc
ed b
y M
arch
202
0
Bi-a
nnua
llyA
revie
wed
Nat
iona
l Ev
alua
tion
Polic
y Fr
amew
ork
and
Na-
tiona
l Ev
alua
tion
Plan
-Dr
aft p
olic
y an
d pl
an
prod
uced
-A
revie
wed
Nat
iona
l Ev
alua
tion
Polic
y Fr
amew
ork
and
Na-
tiona
l Eva
luatio
n Pla
n pr
oduc
ed
3. N
umbe
r of e
valua
tion
re-
ports
app
rove
d by
Eva
lua-
tion
Stee
ring
Com
mitte
e
8 ev
alua
tion
repo
rts
appr
oved
Annu
ally
Repo
rts M
inut
es o
f St
eerin
g C
omm
ittees
--
-8
eval
uatio
n re
ports
appr
oved
Annual Performance Plan 2019/20
53
Perf
orm
ance
Indi
cato
r/s
Targ
et20
19-2
020
Repor
ting
Perio
dM
eans
of
verifi
catio
n1st
(A
pr-
June)
2nd (
July
-Sep
t)3
rd (
Oct
-Dec
)4th
(Ja
n-M
arc
h)
4. M
onito
ring
repo
rt on
th
e im
plem
enta
tion
of
impr
ovem
ent p
lans
on
eval
uatio
ns c
ompl
eted
Mon
itorin
g re
port
on th
e im
plem
enta
-tio
n of
impr
ovem
ent
plan
s on
eva
lua-
tions
com
plet
ed b
y M
arch
202
0
Bi-a
nnua
llyAp
prov
ed m
onito
ring
repo
rtDr
aft r
epor
tAp
prov
ed m
oni-
torin
g re
port
5. P
rogr
ess
repo
rt on
the
impl
emen
tatio
n of
the
NEP
pro
duce
d
A pr
ogre
ss re
port
on th
e im
plem
enta
-tio
n of
the
NEP
pr
oduc
ed b
y 31
M
arch
202
0
Bi-a
nnua
llyAp
prov
ed re
port
-Dr
aft r
epor
t-
Appr
oved
repo
rt
6. N
umbe
r of r
esea
rch
as-
signm
ents
com
plet
ed4
rese
arch
ass
ign-
men
ts co
mpl
eted
Bi-a
nnua
llyFi
naliz
ed re
sear
ch
repo
rts-
2-
2
7. F
unct
iona
l Kno
wle
dge
Man
agem
ent S
yste
m
(KM
S)
Revis
ed K
now
ledg
e H
ub B
usin
ess
Pla
n pr
oduc
ed b
y Se
p-te
mbe
r 201
9
Bi-a
nnua
llyPh
ysic
al v
erifi
catio
n or
a
scre
ensh
ot o
f a th
e KM
S po
rtal
-Re
vised
Kno
wle
dge
Hub
Bu
sines
s Pla
n pr
oduc
ed-
Stak
ehol
der e
ngag
e-m
ent r
epor
t pro
-du
ced
8. D
evel
opm
ent I
ndic
ator
s re
port
prod
uced
Deve
lopm
ent
Indi
cato
rs 20
18
repo
rt pr
oduc
ed b
y M
arch
202
0
Qua
rterly
Deve
lopm
ent i
ndic
a-to
rs re
port
-St
akeh
olde
r wor
ksho
ps
cond
ucte
dDr
aft r
epor
t pro
-du
ced
Prod
uce
the
2018
DI
repo
rt by
31
Mar
ch
2020
9. N
umbe
r of D
ata
anal
ysis
repo
rts p
rodu
ced
8 da
ta a
nalys
is re
ports
pro
duce
d fo
r DPM
E
Qua
rterly
Repo
rt2
22
2
8.5
Reco
ncili
ng p
erfo
rman
ce ta
rget
s w
ith B
udge
t and
MTE
F
Evid
ence
and
Kno
wle
dge
Syst
ems
Aud
ited
ou
tcom
eA
djus
ted
App
rop.
Revi
sed
Es
timat
eM
ediu
m T
erm
Exp
endi
ture
Est
imat
e
Rand
thou
sand
2015
/16
2016
/17
2017
/18
2018
/19
2019
/20
2020
/21
2021
/22
Tota
l64
,093
75,4
3710
1,17
246
,763
42,7
0846
,658
49,4
3052
,269
Annual Performance Plan 2019/20
5454
Annual Performance Plan 2019/20
55
10. Links to long term infrastructure and other capital assets
This section is not applicable to The Department.
11. Conditional grants
This section is not applicable.
12. Public entities
This section is not applicable.
13. Public private partnerships
This section is not applicable.
55
Annual Performance Plan 2019/20
56
14. Annexure 1: Revised/Strategic Plan Objectives 2019/20
Programme 1: Administration
Strategic Goal 1. To provide an independent, objective assurance and consulting activity improve opera-tions and assist organization achieve its objectives.
Goal Statement Support the development and implementation of detailed 3-feet plans in key priority areasBaseline 4 sector specific reports initiatives and interventions aimed at unblocking service delivery con-
straints and catalyze improvementsJustification Produce a risk based 3 year rolling audit planLinks To manage the provision of Internal Audit servicesOutputs Compliance with good management and corporate governance principlesIndicators Produce a 3 year rolling strategic internal audit plan and submit to the Audit Committee for ap-
proval by 30 June 2019MTEF Targets Periodic internal audits on compliance with laws and regulations to identify potential gover-
nance weakness
Programme 2: National Planning Coordination
Objective Title 1. Alignment of government priorities and develop planning frameworks for short and medium term planning
Objective Statement Strengthening and institutionalise planning through facilitation of the development and periodic updating of spatial and long, medium and short term plans of government
Purpose/Importance To inform approaches for effective long term and sector planningSource/Collection of Data Framework for the Institutionalisation of Planning
Method of Calculation Simple countData Limitations NoneType of Objective OutputCalculation Type Cumulatively over the MTEF cycleReporting Cycle AnnuallyNew Objective NoDesired Performance Framework for the Institutionalisation of Planning producedObjective Responsibility Planning Coordination
Annual Performance Plan 2019/20
57
Programme 3: Sector Monitoring Services
Objective Title 1. To track progress towards the NDP 2030 implemented through the 5 year plan (2019 – 2024)
Objective Statement To monitor implementation of government priorities as outlined in the NDP and MTSF Purpose/Importance To monitor and report to Cabinet on progress made on the implementation of government priori-
ties as outlined in the NDP, MTSF and other priorities such as SONA commitments Source/Collection of Data Monitoring reports Method of Calculation Simple countData Limitations NoneType of Objective OutputCalculation Type CumulativeReporting Cycle AnnuallyNew Objective No-RevisedDesired Performance Produce bi-annualy reviews of government performance against NDP 5-year plan 2019/2024Objective Responsibility DDG: Sector Monitoring Services.
Programme 4: Public Sector Monitoring and Capacity Building
Strategic Objective 1 To monitor frontline service delivery and build relationships between government and citizens.
Objective Statement DPME monitoring of frontline facilities and engagement with the citizens
Purpose/Importance Assess quality of services offered by government facilities and level of satisfaction by citizens
Source/Collection of Data Frontline monitoring reports: Presidential Hotline and Monitoring Visits
Method of Calculation Simple count
Data Limitations None
Type of Objective Output
Calculation Type Cumulative
Reporting Cycle Annual
New Objective Yes
Desired Performance Not quantified at strategic objective level.
Objective Responsibility Head: Frontline Monitoring and Support
Strategic Objective 2. To facilitate implementation of NDP Chapter 13 and MTSF Priority 6 on “A capable, ethi-cal and developmental state”
Short Definition MTSF (2019-2024) Priority 6: A capable, ethical and developmental state
Purpose/Importance Contribution of DPME in terms of driving implementation of MTSF (2019-2024) Priority 6: A capable, ethical and developmental state
Source/Collection of Data POA reports
Method of Calculation Simple count
Data Limitations None
Type of Indicator Output
Calculation Type Non-cumulative
Reporting Cycle Annual
New Indicator Yes
Desired Performance Not quantified at strategic objective level.
Indicator Responsibility Acting DDG: Public Sector Monitoring and Capacity Development
Annual Performance Plan 2019/20
58
Programme 5: Evaluation, Evidence and Knowledge Systems
Objective Title 1. To support evidence-based Planning, Monitoring and Evaluation (PM&E)Objective Statement Conduct data analysis, research and evaluation to support evidence-based PM&EPurpose/Importance To develop frameworks for evaluation, research, knowledge management and data harvesting,
storage, retrieval and analysisSource/Collection of Data Data, research and evaluation reportsMethod of Calculation Simple count of data, research and evaluation reportsData Limitations Quality of some dataType of Objective OutputCalculation Type CumulativeReporting Cycle AnnuallyNew Objective No – revisedDesired Performance 8 evaluation reports, 8 data reports/products and 4 research reports/productsObjective Responsibility Head: Evaluation, Evidence and Knowledge Systems Branch
58
Annual Performance Plan 2019/20
59
15. Annexure 2: Indicator DescriptorsIndicator Descriptors Programme 1: Administration
Programme Objectives
Objective Title 1. To coordinate the provision of strategy and organisational development services
Objective Statement Co-ordinate the development of The Department of Planning, Monitoring and Evaluation’s (DPME) Strategic and Annual Performance Plans and co-ordinate monitoring of the implementation of plans and report progress on their implementation
Purpose/Importance To manage good practices and corporate governance as fundamentals for efficient and effective service delivery
Source/Collection of Data Planning and M&E policies and terms of reference for management structures in placeMethod of Calculation Verification of the compliance of Strategic Plan, Annual Performance Plan and Annual Report
with National Treasury (NT) guidelines, approval by the Executing Authority (EA) and proof of submission to Parliament by due date
Data Limitations Inability of programmes to keep and provide valid performance information by due dateType of Objective OutputCalculation Type CumulativeReporting Cycle AnnuallyNew Objective NoDesired Performance 2021-2025 Strategic Plan and Annual Performance Plans developed according to National
Treasury guidelines and submitted to Parliament by due dateQuarterly reports approved by Executing Authority and submitted to National Treasury Produce AR and submit to the Auditor-General South Africa (AGSA) for audit and to National Treasury and Parliament within stipulated time frames
Objective Responsibility DDG: Corporate Services
Objective Title 2. To manage the provision of risk, anti-corruption and integrity management servicesObjective Statement Periodic risk assessment and audits on compliance with laws and regulations to identify
potential risks and governance weaknessPurpose/Importance Compliance with good management and corporate governance principlesSource/Collection of Data Risk management plan, quarterly risk reports, risk registers and minutes of Risk Management
CommitteeMethod of Calculation Verification of risk management plan, internal audit plan, updated risk register and proof of
submission to Risk Management and Audit Committee Data Limitations NoneType of Objective OutputCalculation Type CumulativeReporting Cycle Annually New Objective NoDesired Performance Conduct annual risk assessments, develop annual risk registers and monitor implementation of
risks and produce quarterly monitoring reportsProduce a risk based 3-year rolling audit plan
Objective Responsibility Head: Director Risk Management
59
Annual Performance Plan 2019/20
60
Objective Title 3. To provide marketing, communication and stakeholder liaison services to the Department
Objective Statement Develop a communication strategy and plan for media engagement, and stakeholder liaison and communication with the public as well as internal staff
Purpose/Importance To keep the public informed of government programmes Source/Collection of Data Communication plan and stakeholder engagement activities in placeMethod of Calculation Simple count and verification of the presence of the plansData Limitations NoneType of Objective OutputCalculation Type CumulativeReporting Cycle Annually New Objective NoDesired Performance 1 Communication plan and 4 implementation reportsObjective Responsibility Chief Director: Marketing and CommunicationObjective Title To manage the provision of risk, anti-corruption and integrity management services
Objective Title 4. To provide Human Resource Management and Development services
Objective Statement Recruitment of appropriately skilled staff and maintenance of appropriate skills levels through training and development
Purpose/Importance HR processes and programmes in place
Source/Collection of Data PERSAL reports and HR manual data bases
Method of Calculation Number of vacancies divided by number of approved posts, expressed as a percentage, showing 10% vacancy rate
Data Limitations Risk of days in filling post due to security clearance delays
Type of Objective Output
Calculation Type Cumulative
Reporting Cycle Annually
New Objective No
Desired Performance Maintain a vacancy rate of less than 10% annuallyEmpower and increase awareness among young people with the necessary workplace skills and experience to ensure that they are marketable to access the labour market
Objective Responsibility Director: Human Resources Management
Annual Performance Plan 2019/20
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Objective Title 5. To manage the provision of information, communication and technology management services
Objective Statement To provide ICT Infrastructure and business applications to support the Department to deliver on its mandate
Purpose/Importance To provide effective and efficient departmental operationsSource/Collection of Data Monthly departmental systems health report from service providers and the departmental ICT
systemApproved business applications plan and reports indicating percentage of systems availability
Method of Calculation Simple count of the number of reports produced and a systems generated analysis reportReports indicating the number of activities in the business applications plan achieved
Data Limitations NoneType of Objective OutputCalculation Type CumulativeReporting Cycle Annually New Objective NoDesired Performance Secure ICT systems and effective infrastructure plan
ICT business applications development, enhancement and maintenanceObjective Responsibility Chief Information Officer
Objective Title 6. To manage and facilitate the provision of financial and supply chain management services
Objective Statement To promote overall financial efficiency as measured by prudent financial management and compliance with prescripts and policies governing public finance by strengthening financial management practices in the areas of budgeting , expenditure monitoring and reporting
Purpose/Importance To achieve unqualified audit opinion on financial statement with findings Source/Collection of Data Financial statements and reports on payment of suppliersMethod of Calculation Total number of invoices received and paid within 30 days divided by the total number of
invoices received, expressed as a percentage
Unqualified financial statementsData Limitations NoneType of Objective Output Calculation Type CumulativeReporting Cycle Annually
Indicator Descriptors Programme 1: Administration
Annual Indicator Descriptors
1. Strategy and Communication
Indicator Title 1. Approved Strategic and Annual Performance PlansShort Definition Ensure that all departmental plans are timely developed and reported in line with planning
frameworksPurpose/Importance To provide strategic direction for The Department and promote accountability and good
corporate governanceSource/Collection of Data Strategic Plan and Annual Performance Plan filed in the DPME filing systemMethod of Calculation Verification of the presence of the plansData Limitations NoneType of Indicator OutputCalculation Type Non-cumulativeReporting Cycle QuarterlyNew Indicator NoDesired Performance 2021-2025 Strategic Plan produced and Annual Performance Plans produced annually
according to National Treasury guidelines and submitted to Parliament by due dateIndicator Responsibility Director: Strategic Planning, Monitoring and Evaluation
Annual Performance Plan 2019/20
6262
Indicator Title 2. Quarterly implementation reports against the APPShort Definition Quarterly reports showing the performance of the Department against set target in the Annual
Performance PlanPurpose/Importance To report progress on the departmental objectives and targetsSource/Collection of Data Quarterly reports and Annual Report filed in the DPME filing systemMethod of Calculation Verification of the compliance of Annual Performance Plan and reports with National Treasury
guidelines, approval by the Executing AuthorityData Limitations Inability of programmes to keep and provide valid performance information by due dateType of Indicator OutputCalculation Type CumulativeReporting Cycle QuarterlyNew Indicator YesDesired Performance Produce 4 quarterly implementation reports against APPIndicator Responsibility Director: Strategic Planning, Monitoring and Evaluation
Indicator Title 3. Audited Annual ReportShort Definition Annual Report on departmental activities against its planned targetsPurpose/Importance To report progress on the annual departmental objectives and targetsSource/Collection of Data Audited Annual Report filed in the DPME filing systemMethod of Calculation Verification of the compliance of the Annual Report with NT guidelines, approval by EA and
proof of submission by due dateData Limitations Inability of programmes to keep and provide valid performance information by due dateType of Indicator OutputCalculation Type Non-cumulativeReporting Cycle QuarterlyNew Indicator NoDesired Performance Produce AR and submit to AGSA for audit and to NT and Parliament by due dates
Indicator Responsibility Director: Strategic Planning, Monitoring and Evaluation
Annual Performance Plan 2019/20
63
2. Internal Auditing
Indicator Title 4. Approved Internal Audit Three (3) Year Rolling Audit Plan and Annual Internal Audit Plan
Short Definition Plan for conducting internal audits and monitoring reports on the implementation of the planPurpose/Importance To evaluate the effectiveness of internal controls and provide internal audit reports to manage-
ment and Audit CommitteeSource/Collection of Data Risk Assessments and / or Proof of consultation with management, Audit Committee Minutes,
EXCO Branch Heads Minutes. Method of Calculation Single count of the Approved Internal Audit Three (3) Rolling Plan 2021/2022
Single count of the Internal Audit Annual Plan 2019/20 Data Limitations NoneType of Indicator OutputCalculation Type Non-cumulativeReporting Cycle AnnuallyNew Indicator NoDesired Performance Produce a risk based Three (3) Year Rolling Strategic Internal Audit Plan and an Annual Internal
Audit as approved by the Audit Committee on / before 30 April 2019.Indicator Responsibility Chief Audit Executive
Indicator Title 5. Quarterly Reporting on Internal Audit Annual Plan to Audit Committee
Short Definition Monitoring reports on the implementation of the internal audit plan
Purpose/Importance To evaluate the effectiveness of internal controls and provide internal audit reports to manage-ment and Audit Committee
Source/Collection of Data Internal Audit Project Reports, Follow-Up Audit Reports, Resource Management etc.
Method of Calculation Simple count of reports produced and proof of submission to Audit Committee
Data Limitations None
Type of Indicator Output
Calculation Type Non-cumulative
Reporting Cycle Quarterly
New Indicator No
Desired Performance Quarterly Internal Audit reports presented to Audit Committee produced
Indicator Responsibility Chief Audit Executive
63
Annual Performance Plan 2019/20
6464
3. Risk Management Indicator Title 6. Percentage of designated employees submitting financial disclosuresShort Definition All designated employees are required to disclose their registerable interests by 30 April,
30 June and 31 July of each year. Designated employees who are appointed after 1 April must make disclosures within 30 days after assumption of duty in respect of the period of 12 months preceding their assumption of duty
Purpose/Importance Designated employees are entrusted with public funds. As such, they need to maintain the highest standards of professional ethics. Their integrity and that of their departments must be beyond question. This framework is aimed atpreventing conflict of interests by requiring of designated employees to disclose their financial interests
Source/Collection of Data Financial e-disclosures system reportsMethod of Calculation Number of financial disclosures submitted, divided by total number of designated employees
compliment, expressed as a percentageData Limitations Risk of delays in submission of financial e-disclosures as a result of e-disclosure system not
being operationalType of Indicator Performance/complianceCalculation Type Non-cumulativeReporting Cycle AnnuallyNew Indicator YesDesired Performance 100% compliance in submission of financial interests by all designated employees within the
specified time framesIndicator Responsibility Chief Risk Officer
Indicator Title 7. Approved annual risk, anti-corruption and integrity management implementation plan
Short Definition Plan to implement risk, anti-corruption and integrity management activities
Purpose/Importance To ensure the effective systems of risk, anti-corruption and integrity management and provide reports to management and Audit Committee
Source/Collection of Data Proof of consultation with EXCO and Audit Committee
Method of Calculation Single count of the approved annual risk, anti-corruption and integrity management imple-mentation plan FY2019/20
Data Limitations None
Type of Indicator Output
Calculation Type Non-cumulative
Reporting Cycle Annually
New Indicator No
Desired Performance Produce an approved annual risk, anti-corruption and integrity management implementation plan
Indicator Responsibility Chief Risk Officer
Annual Performance Plan 2019/20
65
Indicator Title 8. Number of quarterly progress reports on Risk, anti-corruption and integrity management implementation plan produced
Short Definition Monitor the completion of the risk, anti-corruption and integrity management implementation plan activities
Purpose/Importance To measure the effectiveness of the risk, anti-corruption and integrity management systems Source/Collection of Data Quarterly progress reports on risk, anti-corruption and integrity management implementation
planMethod of Calculation Verification of existence of quarterly progress reports on the risk, anti-corruption and integrity
management implementation planData Limitations NoneType of Indicator OutputCalculation Type Non-cumulativeReporting Cycle QuarterlyNew Indicator NoDesired Performance 4 quarterly progress reports on risk, anti-corruption and integrity management implementation
planIndicator Responsibility Chief Risk Officer
4. Communication Services
Indicator Title 9. Annual communication plan produced and Percentage achievement of targets in the Communication Plan
Short Definition A communication plan to effective communicate the work of the Department and engage with stakeholders.
Purpose/Importance To ensure and enhance effective communication, raise awareness and information sharing on key matters relevant to both internal and external stakeholders.
Source/Collection of Data Approved communication plan and quarterly reports on activities filed in the DPME filing system.
Method of Calculation Simple count and verification of the presence of the planData Limitations NoneType of Indicator OutputCalculation Type Non-cumulative (communication plan)and cumulative (implementation reports)Reporting Cycle Annually (communication plan) and Quarterly (implementation reports)New Indicator NoDesired Performance Annual Communication plan produced and 80% of targets achievedIndicator Responsibility Chief Director: Strategy and Communication
5. Human Resource Management
Indicator Title 10. Percentage of funded posts filled
Short Definition Measurement of the average rate of vacancies in The Department
Purpose/Importance To ensure all vacant posts are filled on time
Source/Collection of Data PERSAL reports and manual data base
Method of Calculation Number of vacancies divided by number of approved posts, expressed as a percentage, showing 10% vacancy rate
Data Limitations Risk of delays in filling posts due to security clearance delays
Type of Indicator Performance
Calculation Type Non-cumulative
Reporting Cycle Quarterly
New Indicator No
Desired Performance Maintain a vacancy rate of 10% or less annually
Indicator Responsibility Director: Human Resources Management
6565
Annual Performance Plan 2019/20
6666
Indicator Title 11. HR Plan implementation reports Short Definition To enhance efficiency and effectiveness of HR in the DepartmentPurpose/Importance Align skills to functions for optimum performance Source/Collection of Data Existing HR plan and reviewed planMethod of Calculation Quarterly reports produced against the HR Plan Data Limitations NoneType of Indicator OutputCalculation Type Non-CumulativeReporting Cycle AnnuallyNew Indicator YesDesired Performance HR Plan reviewed by 31 July 2019 and implementedIndicator Responsibility Chief Director: HR& CS
6. Chief Information Officer
Indicator Title 12. Approved Annual ICT Plan
Short Definition ICT Plan to guide implementation and alignment of business applications to the needs of DPME
Purpose/Importance To support efficient achievement of departmental strategic objectives
Source/Collection of Data Approved ICT services Standards
Method of Calculation Simple count of ICT Standards
Data Limitations Delays in procurement process and external dependencies
Type of Indicator Output
Calculation Type Non-cumulative
Reporting Cycle Annually
New Indicator No
Desired Performance Annual ICT Plan produced and approved by CIO by 30 April
Indicator Responsibility Chief Information Officer
Indicator Title 13. Percentage achievement of targets in the ICT Plan
Short Definition Measure implementation of ICT plan Purpose/Importance To support efficient achievement of departmental strategic objectivesSource/Collection of Data Service Standards and project ReportsMethod of Calculation Average percentage of achieved standards Data Limitations Delays in procurement process and external dependenciesType of Indicator Performance Calculation Type Non-cumulativeReporting Cycle Quarterly New Indicator NoDesired Performance 80% achievement of ICT services Indicator Responsibility Chief Information Officer
Annual Performance Plan 2019/20
676767
7. Chief Financial Officer
Indicator Title 14. Percentage of valid invoices paid within 30 days and cases where non- compliance lead to disciplinary action
Short Definition The indicator measures the number of invoices paid within 30 days according to the NT guidelines and number of disciplinary cases taken against officials who failed to comply.
Purpose/Importance To assess the level of compliance with legislation, regulations and accounting standardsSource/Collection of Data Audited annual financial statementsMethod of Calculation Number of invoices paid within 30 days divided by the number of valid invoices received on
a monthly basisData Limitations NoneType of Indicator OutputCalculation Type Non-cumulativeReporting Cycle MonthlyNew Indicator YesDesired Performance 100% of valid invoices paid within 30 days or disciplinary action taken in 100% of cases
where invoices are not paid within 30 daysIndicator Responsibility Chief Financial Officer
Indicator Descriptors Programme 2: National Planning Commission (NPC) Secretariat
Annual Indicator Descriptors
Indicator Title 1. Number of research reports initiated in support of the implementation of the NDP
Short Definition Conduct research to support of long term trends in planning and implementation of the NDPPurpose/Importance To undertake research to recommend improvements to Government, inform policy and long
term planningSource/Collection of Data Report completedMethod of Calculation Simple countData Limitations The delays in the approval processType of Indicator OutputCalculation Type CumulativeReporting Cycle QuarterlyNew Indicator YesDesired Performance Research reports produced on the implementation of the NDPIndicator Responsibility Secretary for National Planning
Indicator Title 2. Number of stakeholder engagement report
Short Definition Recording the stakeholder engagement activities of the NPCPurpose/Importance To record the work of the NPC in supporting the implementation of the NDP through mobilising
stakeholders to implement the NDP in their own sectorsSource/Collection of Data Engagement activity reports on public engagementsMethod of Calculation Simple countData Limitations NoneType of Indicator OutputCalculation Type CumulativeReporting Cycle QuarterlyNew Indicator NoDesired Performance Produce engagements reports on stakeholder engagements and the work of the NPC on the
NDPIndicator Responsibility Secretary for National Planning
Annual Performance Plan 2019/20
68
Indicator Title 3. Number of NPC Plenaries
Short Definition The NPC Plenaries are meeting of the National Planning Commission. This includes all the meetings of the work streams and the task teams.
Purpose/Importance To assist with the advancement of the implementation of the NDP.Source/Collection of Data Minutes of meetings and attendance registersMethod of Calculation Simple count of number of plenaries heldData Limitations NoneType of Indicator OutputCalculation Type CumulativeReporting Cycle QuarterlyNew Indicator YesDesired Performance 10 NPC plenary meetings, work streams and task teamsIndicator Responsibility Deputy Secretary for National Planning
Indicator Title 4. Annual report on the work of the NPC
Short Definition Report on the annual work of the national planning commissionPurpose/Importance To measure progress on the implementation of the work of NPC Source/Collection of Data Annual Report 2018/19 and quarterly progress reports on work of work streamsMethod of Calculation Simple count and verification of the Annual reportData Limitations NoneType of Indicator OutputCalculation Type CumulativeReporting Cycle AnnuallyNew Indicator YesDesired Performance Production of the NPC Annual Report Indicator Responsibility Deputy Secretary for National Planning
Indicator Title 5. Number of reports and partnerships on the implementation of regional (SADC:RISDP), continental (Agenda 2063) and international (SDGs) engagements
Short Definition Coordination of the work on global, continental and regional development i.e. SDGs, Agenda 2063, SADC and NDP
Purpose/Importance To coordinate the work on the implementation on global, continental and regional development pertaining to the long-term development of the country
Source/Collection of Data MoU, Cabinet approved Framework, TORs and Report on Voluntary national reviewMethod of Calculation Simple count of number of global, continental and regional engagementsType of Indicator OutputCalculation Type CumulativeNew Indicator YesDesired Performance Submission of quarterly reportsIndicator Responsibility Deputy Secretary for National Planning
Annual Performance Plan 2019/20
69
2) Indicator Descriptors Programme 2: National Planning Coordination
Programme Objectives
Objective Title 1. Results based planning institutionalised in the national and provincial sphere of government
Objective Statement Results based planning institutionalised in the national and provincial sphere of government through the revision and roll out of the framework for medium term planning and ensuring alignment of medium term plans to government outcomes.
Purpose/Importance To ensure that medium term planning in government is aligned to the MTSF and NDP priorities.
Source/Collection of Data Approved revised Framework for Medium Term PlanningMethod of Calculation Simple countData Limitations None Type of Indicator OutputCalculation Type Non-cumulativeReporting Cycle AnnuallyNew Objective NoDesired Performance Roll out of the Framework for Medium Term Planning implemented by the 2019/20 financial
year.Objective Responsibility Head: National Planning Coordination
Annual Indicator Descriptors
Indicator Title 1. Integrated Development Planning Bill developed
Short Definition The integrated development planning Bill will provide the legal basis for long, medium and short term planning in Government.
Purpose/Importance The Bill will contribute towards the institutionalisation of planning across national, provincial and local spheres of government.
Source/Collection of Data Integrated Development Planning Bill
Method of Calculation Simple count
Data Limitations None
Type of Indicator Output
Calculation Type Non-Cumulative
Reporting Cycle Annually
New Indicator Yes
Desired Performance Integrated Development Planning Bill submitted to Cabinet for approval
Indicator Responsibility DDG Planning coordination
Annual Performance Plan 2019/20
70
Indicator Title 2. NDP 5-Year Implementation Plan approved
Short Definition The NDP 5-Year Implementation Plan is a 5-Year Medium Term Plan that facilitates the operation-alisation of the NDP priorities.
Purpose/Importance To craft an indicative medium term roadmap; which will be the basis for developing 5-Year institutional plans that will guide the realisation of the NDP objectives over the remaining period before 2030
Source/Collection of Data Cabinet approval of the NDP 5-Year Implementation Plan.
Method of Calculation Simple count
Data Limitations None
Type of Indicator Output indicator
Calculation Type Non-cumulative
Reporting Cycle Quarterly
New Indicator Yes
Desired Performance NDP 5-Year Implementation Plan submitted to Cabinet for approval
Indicator Responsibility DDG Planning coordination
Indicator Title 3. Number of consultation sessions on the NSDF
Short Definition Create awareness on the draft NSDF to solicit inputs for refinement of the NSDF
Purpose/Importance To enhance spatial coordination at a national level and coordinate Provincial and Municipal spatial development frameworks
Source/Collection of Data Proof of Submission to Cabinet and attendance registers from consultations/ engagements and consultation reports
Method of Calculation Simple count
Data Limitations None
Type of Indicator Output
Calculation Type Non-cumulative
Reporting Cycle Quarterly
New Indicator No
Desired Performance Conduct 10 consultations on the draft NSDF
Indicator Responsibility DDG: Planning Coordination
Indicator Title 4. Annual Budget Prioritisation Framework produced for the Medium Term Expenditure committee
Short Definition Annual Budget Prioritisation Framework developed, outlining the priorities of Government to inform revision of plans and budgets
Purpose/Importance Clearly communicate Government priorities for incorporation in budget deliberations and processes to ensure plan-budget alignment and effective implementation of the National Development Plan and approved by Cabinet
Source/Collection of Data Approved Budget Prioritization FrameworkMethod of Calculation Simple countData Limitations NoneType of Indicator OutputCalculation Type Non-cumulativeReporting Cycle AnnuallyNew Indicator YesDesired Performance Annual Budget prioritisation Framework finalized and approved by Cabinet by 30 April 2019Indicator Responsibility Head: National Planning Coordination
Annual Performance Plan 2019/20
71
Indicator Title 5. Percentage of assessment reports on the second draft Annual Performance Plans provided to National Departments by 31 January 2020
Short Definition A report that provides information on the assessment of the second draft national APP. The assessment is based on technical compliance with the framework for Strategic and Annual Performance Plans and alignment to the MTSF
Purpose/Importance To improve medium term planning within national departments and ensure that credible Strategic and Annual Performance Plans are developed in order to accelerate service delivery
Source/Collection of Data Assessment reportsSigned letters by DG and e-mail sent to national departments
Method of Calculation Simple countData Limitations Non-submission of Annual Performance Plans by national departmentsType of Indicator OutputCalculation Type Non-cumulativeReporting Cycle AnnuallyNew Indicator NoDesired Performance Assessment reports by 31 January 2020 of 100% of APPs receivedIndicator Responsibility Chief Director: Planning Alignment
Indicator Title 6. Percentage of assessment reports on the second draft Annual Performance Plans provided to Offices of the Premier by 31 January 2020
Short Definition A report that provides information on the assessment of the provincial second draft revised Strategic and Annual Performance Plans. The assessment is based on the technical compliance with the framework for Strategic and Annual Performance Plans and alignment to the MTSF
Purpose/Importance To improve medium term planning within provincial departments and ensure that credible Strategic and Annual Performance Plans are developed in order to accelerate service delivery
Source/Collection of Data Assessment reportsSigned letters by DG and email sent to Offices of the Premier
Method of Calculation Simple count
Data Limitations Non-submission of Strategic Plans and Annual Performance Plans by Offices of the Premier
Type of Indicator Output
Calculation Type Non-cumulative
Reporting Cycle Annually
New Indicator No
Desired Performance Assessment reports by 31 January 2020 of 100% of APPs received
Indicator Responsibility Chief Director: Planning Alignment
Indicator Title 7. Quarterly Performance Reporting Guideline issued to all National Departments
Short Definition QPR Guidelines outlining reporting dates, roles and responsibilities and quarterly reporting processes for national departments
Purpose/Importance To improve compliance, accountability and institutionalise reporting against the Annual Performance Plans within national departments
Source/Collection of Data Email with attached QPR Guideline sent to national departments
Method of Calculation Simple count
Data Limitations None
Type of Indicator Output
Calculation Type Non-cumulative
Reporting Cycle Annually
New Indicator No
Desired Performance 1 Guideline issued by 15 May 2019
Indicator Responsibility Chief Director: Planning Alignment
Annual Performance Plan 2019/20
72
Indicator Title 8. Quarterly Performance Reporting Guideline issued to all Office of the Premier by 15 May 2019
Short Definition QPR Guidelines outlining reporting dates, roles and responsibilities and quarterly reporting processes for provincial departments
Purpose/Importance To improve compliance, accountability and institutionalise reporting against the Annual Performance Plans within provincial department
Source/Collection of Data Email with attached QPR Guidelines sent to all Offices of the PremierMethod of Calculation Simple countData Limitations NoneType of Indicator OutputCalculation Type Non-cumulativeReporting Cycle AnnuallyNew Indicator NoDesired Performance 1 Guideline issued to all Offices of the Premier by 15 May 2019Indicator Responsibility Chief Director: Planning Alignment
3) Indicator Descriptors Programme 3: Sector Monitoring Services
Strategic Objectives
Objective Title 1. To support Initiatives undertaken to unblock problems and accelerate implementation in key sectors of the economy and service delivery
Objective Statement Initiatives undertaken to unblock problems and accelerate implementation
Purpose/Importance Unblock identified blockages to support implementation and implement intervention strategies and plans in key priority areas
Source/Collection of Data Operation Phakisa website
Method of Calculation Simple countData Limitations NoneType of Objective OutputCalculation Type Non-cumulativeReporting Cycle AnnuallyNew Objective NoDesired Performance Facilitate initiatives and interventions aimed at unblocking problems, and service delivery and
catalyse improvements in identified areasObjective Responsibility Head: Sector Planning and Monitoring
Annual Indicator Descriptors
Indicator Title 1. Closeout performance report produced on the 14 priority outcomes
Short Definition Monitoring reports measure progress against target set in each outcome and are used to inform the new Monitoring Plan
Purpose/Importance To inform EXCO on progress with the implementation of the outcomesSource/Collection of Data 1 closeout report produced on the 14 priority outcomesMethod of Calculation Simple count of the reportsData Limitations Risk of departments providing wrong dataType of Indicator Output
Calculation Type None-cumulativeReporting Cycle AnnualNew Indicator YesDesired Performance MTSF 2014/2019 report on all outcomes produced by June 2019Indicator Responsibility DDG: Sector Monitoring
Annual Performance Plan 2019/20
73
Indicator Title 2. Approved MTSF Monitoring FrameworkShort Description Approved NDP 5 Year Monitoring Plan (2019 – 2024) produced to monitor the implementation
of NDP Purpose To improve government performance on through the implementation of the outcomes systemSource / Collection of Data 5 Year NDP PlanMethod of calculation 1 NDP 5-Year monitoring plan and reportData Limitation None Type of indicator OutputCalculation Type Non-Cumulative Reporting Cycle Annual New Objective YesDesired Performance NPD 5-Year Monitoring Plan Submitted to Cabinet for approvalIndicator responsibility DDG: Sector Monitoring Branch
Indicator Title 3. MTSF 2019 – 24 monitoring reports submitted to Cabinet.
Short Definition Monitoring reports measure progress against target set in each outcome and are used to inform the relevant Cabinet Committees to enable them to take the appropriate actions
Purpose/Importance To inform Cabinet on progress with the implementation of the outcomes
Source/Collection of Data 14 monitoring progress reports and proof of submission to Cabinet
Method of Calculation Simple count of the reports
Data Limitations Risk of departments providing wrong data
Type of Objective Output
Calculation Type Cumulative
Reporting Cycle Bi-annually
New Indicator No
Desired Performance MTSF report on all outcomes submitted in June and November
Indicator Responsibility DDG: Sector Monitoring
Indicator Title 4. Revised POA guidelines produced.
Short Definition Guidelines for the POA Monitoring System reviewed and updated annually
Purpose/Importance These guideless provide guidance to Outcome Coordinating Departments that are responsible for tracking progress towards the NDP2030, and assist them to track progress with the implementa-tion of the NDP 2030 through the Medium Term Strategic Framework (MTSF). The guidelines specify the reporting requirements and reporting timeframes
Source/Collection of Data Copy of the approved guidelines reflecting appropriate authorisation
Method of Calculation None
Data Limitations None
Type of Objective Output
Calculation Type Not Applicable
Reporting Cycle Guidelines produced annually, implemented quarterly
New Indicator Yes
Desired Performance Guidelines to be approved by June every year
Indicator Responsibility DDG: Sector Monitoring
Annual Performance Plan 2019/20
74
Indicator Title 5. Pro-forma Performance agreements of Ministers and Deputy Ministers submitted to The Presidency.
Short Definition Development of Performance Agreements for Ministers and Deputy Ministers and submitted to Presidency.
Purpose/Importance To ensure that performance agreements of the Minister and Deputy Minister are aligned to government priorities and to monitor progress against the priority actions and targets in the agreements
Source/Collection of Data NDP 2030 and DPME 5-year NDP: 2019 – 2024.
Method of Calculation Simple count
Data Limitations None
Type of Indicator Output
Calculation Type Non-cumulative
Reporting Cycle Annually
New Indicator Yes
Desired Performance Performance Agreements for Minister and Deputy Ministers produced and submitted to the President.
Indicator Responsibility DDG: Sector Monitoring Services.
Indicator Title 6. Review reports on alignment of strategic plans and APPs of national and provincial departments with MTSF priorities”
Short Definition Assess the alignment of the Strategic Plans for National and Provincial departments.
Purpose/Importance To ensure that National and Provincial departments targets addresses the MTSF priorities and accelerates the implementation of the MTSF priorities.
Source/Collection of Data NDP 2030, DPME 5-year NDP: 2019 – 2024, National and Provincial Departments Strate-gic Plans and APPs.
Method of Calculation Simple count
Data Limitations None
Type of Indicator Output
Calculation Type Non-cumulative
Reporting Cycle Annually
New Indicator Yes
Desired Performance Produce review report on the alignment of the Strategic Plans and APPs for National and Provin-cial departments.
Indicator Responsibility DDG: Sector Monitoring Services.
Indicator Title 7. Number of Operation Phakisa reports encompassing progress of delivery labsShort Definition Support the development and implementation of detailed 3-feet plans in key priority areasPurpose/Importance To provide regular feedback to the all stakeholders as well as the general public on the imple-
mentation progress on Lab initiativesSource/Collection of Data Delivery labs progress reportsMethod of Calculation Simple count of the number of reportsData Limitations NoneType of Indicator OutputCalculation Type CumulativeReporting Cycle QuarterlyNew Indicator NoDesired Performance One comprehensive Operation Phakisa Progress Report produced quarterly, encompassing
progress of delivery LabsIndicator Responsibility Chief Director: Operation Phakisa– Sector Monitoring Branch
Annual Performance Plan 2019/20
75
Indicator Title 8. Number of progress reports on Special Presidential Package of Mining Towns and labour sending areas
Short Definition Reports on mining towns to assess progress on the outcomes defined in the Special Presiden-tial Package of Mining Towns and labour sending areas
Purpose/Importance To advise political principals on stakeholders on issues relating to distressed mining towns and labour sending areas, DPME Minister coordinates the IMC on the Revitalizing of distressed mining communities
Source/Collection of Data Progress report on each of the Special Presidential Package of Mining Towns and labour sending areas
Method of Calculation Simple countData Limitations NoneType of Indicator OutputCalculation Type CumulativeReporting Cycle QuarterlyNew Indicator NoDesired Performance Produce 3 reports on the status of mining towns and labour sending areas submitted to the
Minister updating him on progress.Indicator Responsibility Chief Director: Revitalization of Distressed Mining Towns– Sector Monitoring Branch
Indicator Title 9. Number of LGMIM self- assessments completedShort Definition Number of municipalities which submitted completed LGMIM initial self-assessmentsPurpose/Importance To assess the level of compliance by participating municipalities in terms of selected
management practicesSource/Collection of Data LGMIM web-based assessment tool
Method of Calculation Simple count of the number of completed LGMIM self-assessment completed on the LGMIM web system by end of the financial year
Data Limitations Completeness of information informing the assessments as received from municipalitiesType of Indicator OutputCalculation Type Non-cumulativeReporting Cycle AnnuallyNew Indicator NoDesired Performance Produce 30 self-assessments by end of financial yearIndicator Responsibility Head: Local Government and Human Settlements – Sector Monitoring Branch
Indicator Title 10.Number of LGMIM improvement plans completedShort Definition Number of municipalities which submitted completed LGMIM improvement plansPurpose/Importance To facilitate improvement plans to be developed in targeted municipalities to address gaps
identified in management practices through the LGMIM assessmentSource/Collection of Data LGMIM web-based assessment tool
Method of Calculation Simple count of the number of completed LGMIM improvement plans completed on the LGMIM web system by end of the financial year
Data Limitations Completeness of information informing the assessments as received from municipalitiesType of Indicator OutputCalculation Type Non-cumulativeReporting Cycle AnnuallyNew Indicator YesDesired Performance Produce 6 improvement plans by end of financial yearIndicator Responsibility Head: Local Government and Human Settlements: – Sector Monitoring Branch
Annual Performance Plan 2019/20
76
4) Indicator Descriptors Programme 4: Public Sector Monitoring and Capacity Development
Strategic Objectives
Objective Title 1. To support initiatives undertaken to unblock problems and accelerate implementation of good management practices
Objective Statement Facilitate assessment and provide support to build technical and workplace capabilities to deliver on government priorities
Purpose/Importance To support long, medium and short term sector planning functions and monitor, facilitate, support implementation and implement intervention strategies and plans in key priority areas
Source/Collection of Data Data from assessment tools and reports of assessmentsMethod of Calculation Simple count and data drawn from analysis of reportsData Limitations NoneType of Indicator OutputCalculation Type Simple countReporting Cycle AnnuallyNew Objective NoDesired Performance Develop and use appropriate tools to monitor state of compliance with management
practices annually in the three spheres of governmentObjective Responsibility Head: Public Sector Monitoring and Evaluation
Annual Indicator Descriptors
Targets and Indicators
1. Public Service Monitoring and Support
Indicator Title 1. Annual outlook and review report on national and provincial departments developed
Short Definition A report to assess the capabilities of all national and provincial departments based on selected key indicators
Purpose/Importance The analysis in the report should indicate some signals where there might be insuf-ficient capabilities, which can potentially influence the performance of the public service.
Source/Collection of Data Annual reports analysis
Method of Calculation Simple count
Data Limitations Uptake by provincial Offices of the Premier to collect data to inform the report
Type of Indicator Output
Calculation Type Cumulative
Reporting Cycle Bi-annual
New Indicator No
Desired Performance Annual outlook and review report on National and Provincial departmental perfor-mance assessment
Indicator Responsibility Chief Director: Public Service Monitoring and Support
Annual Performance Plan 2019/20
77
Indicator Title 2. Integrated report on the state of public entities governance
Short Definition Provision of analysis of performance of selected
Purpose/Importance To provide analysis report on performance on selected SOE and identify those SOEs that might be in need of support intervention
Source/Collection of Data Governance framework used by overseeing departments
Method of Calculation Simple count
Data Limitations Uptake by mother departments to use the governance framework
Type of Indicator Output
Calculation Type Non-cumulative
Reporting Cycle Annual
New Indicator No
Desired Performance Integrated Report on the state of public entities
Indicator Responsibility Chief Director: Public Service Monitoring and Support
Indicator Title 3. A report on the submission of PA for HoDs in national and provincial government departments and components
Short Definition Quality assured performance agreements based on the HoD PMDS and guidelines for alignment
Purpose/Importance To monitor and measure quality of all performance agreements based on the HoD PMDS guidelines
Source/Collection of Data Performance Agreements data received
Method of Calculation Approved report on national and DGs in the Offices of Premier by DPME DG
Data Limitations Capacity constraints could possibly contribute to the none achievement of the output and delays in submission of Performance Agreement by EAs and HoDs
Type of Objective Output
Calculation Type Non-cumulative
Reporting Cycle Annually
New Indicator No
Desired Performance 1 report on the submission of performance agreements received
Indicator Responsibility Chief Director: Public Service Monitoring and Support
Indicator Title 4. Establishment of the Office of the Head of Public Administration supported
Short Definition Office of the Head of Public Administration established in the Presidency
Purpose/Importance To provide leadership in terms of managing the career incidence and performance of Heads of Departments as per the National Development Plan (Chapter 13) and MTSF Priority 6,
Source/Collection of Data Strategy document
Method of Calculation Simple calculation
Data Limitations None
Type of Indicator Output
Calculation Type Non-cumulative
Reporting Cycle Annual (30 September 2019)
New Indicator Yes
Desired Performance Implementation strategy developed by 30 September 2019
Indicator Responsibility Chief Director; Public Service Monitoring and SupportFrontline Monitoring
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Indicator Title 5. Number of analytical reports on 30 day payments produced.
Short Definition Quarterly report analysing progress made on payment of supplier produced
Purpose/Importance To report on progress made by departments and trends on payment of suppliers within 30 days
Source/Collection of Data Analytical reports made
Method of Calculation Simple count
Data Limitations Timely submission of quarterly reports by the National Treasury
Type of Objective Output
Calculation Type Non-cumulative
Reporting Cycle Quarterly
New Indicator No
Desired Performance Quarterly reports that provide an analysis of progress made by departments to sup-pliers within 30 days of receipt of an invoice
Indicator Responsibility Chief Director: Public Service Monitoring and Support
PM&E Capacity Development
Indicator Title 6. Number of overview reports on the status of frontline performance and service delivery
Short Definition Frontline monitoring overview report is defined as a performance status of frontline service delivery.
Purpose/Importance To provide on-site evidence of the status of service delivery and to support service delivery improvement
Source/Collection of Data Monitoring reports
Method of Calculation Monitoring report logged on FSDM system
Data Limitations None
Type of Objective Output
Calculation Type Cumulative
Reporting Cycle Annually
New Indicator Yes
Desired Performance 1
Indicator Responsibility Head: Frontline Monitoring and Support
Indicator Title 7. A plan to facilitate citizen engagement developed
Short Definition Citizen engagement plan linked to frontline service delivery monitoring and support
Purpose/Importance Citizen engagement crucial for participatory democracy and building trust between the state and citizens as per NDP Chapters 13 and 14
Source/Collection of Data Copies of the plan and the report
Method of Calculation Simple count
Data Limitations None
Type of Indicator Output
Calculation Type Simple count
Reporting Cycle Bi-annually
New Indicator Yes
Desired Performance Plan developed by 30 September 2019
Indicator Responsibility Head: Frontline Monitoring and Support
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Indicator Title 8. Implementation model for Priority 6 on “A capable, ethical and developmental state” designed
Short Definition MTSF (2019-2024) Priority 6: A capable, ethical and developmental state
Purpose/Importance Contribution of DPME in terms of driving implementation of MTSF (2019-2024) Priority 6: A capable, ethical and developmental state
Source/Collection of Data Copy of the implementation model document
Method of Calculation Simple count
Data Limitations None
Type of Indicator Output
Calculation Type Simple count
Reporting Cycle Annual (30 September 2019)
New Indicator Yes
Desired Performance Implementation model developed by 30 September 2020
Indicator Responsibility Acting DDG: Public Sector Monitoring and Capacity Development
Indicator Title 9. Percentage of targets in the PM&E Capacity Development Plan achieved
Short Definition A comprehensive M&E capacity development plan covering priority projects for this year
Purpose/Importance To create a strategic and coordinated approach to PM&E capacity development across government
Source/Collection of Data Regular reports against the Capacity Development Plan as submitted through the DPME APP Electronic Reporting System. Original data is sourced from the individual project reports
Method of Calculation Number of targets achieved in the PM&E Capacity Development Plan expressed as a percentage of total targets
Data Limitations None
Type of Objective Output
Calculation Type Cumulative
Reporting Cycle Quarterly
New Indicator No
Desired Performance Achieve 85% of targets in the PM&E Capacity Development Plan
Indicator Responsibility Chief Director: PM&E Capacity Development
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5) Indicator Descriptors programme 5: Evaluation Evidence and Knowledge Systems
Strategic Objectives revised
Annual Indicator Descriptors
Targets and IndicatorsIndicator Title 1. A report on training courses provided to government officials to enhance evidence
based policy decision-making processes in government produced.
Short Definition Training of senior managers in evidencePurpose/Importance Senior managers understand why research, data and evaluation evidence is critical for effec-
tive policy and programme performanceSource/Collection of Data Attendance registers of courses and the programmeMethod of Calculation Simple count of the number of sessions conductedData Limitations NoneType of Indicator CumulativeCalculation Type Simple countReporting Cycle Bi-annuallyNew Indicator NoDesired Performance A report on the review of evidence based policy decision-making training programmesIndicator Responsibility Head: Evaluation, Evidence and Knowledge Systems Branch
Indicator Title 2. National Evaluation Plan ProducedShort Definition Approved national evaluation plan to guide the programme of evaluating priority programmesPurpose/Importance To ensure that priority evaluations are conducted on government programmes and policiesSource/Collection of Data Approved plan and Cabinet minutesMethod of Calculation Verification of the existence of approved plan by CabinetData Limitations Access to Cabinet minutes is restrictedType of Indicator OutputCalculation Type Non-cumulativeReporting Cycle Bi-annuallyNew Indicator No (adapted from previous)Desired Performance National Evaluation Plan was not approved by CabinetIndicator Responsibility Head: Evaluation Unit
Indicator Title 3. Number of evaluation reports approved by the Evaluation Steering CommitteeShort Definition Indication of number of completed NEP evaluationsPurpose/Importance Indicates how many evaluations have been completedSource/Collection of Data National evaluation plan and approved evaluation reportsMethod of Calculation Simple count and verification of evaluation reports approved by the Evaluation Steering Com-
mitteeData Limitations NoneType of Indicator OutputCalculation Type Non-cumulativeReporting Cycle AnnuallyNew Indicator NoDesired Performance 8 evaluation reports approvedIndicator Responsibility Head: Evaluation Unit
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Indicator Title 4. Monitoring report on the implementation of improvement plans on evaluations com-pleted
Short Definition Indication of progress in the implementation of evaluation improvement plansPurpose/Importance To monitor the implementation of evaluation improvement plans on evaluations completedSource/Collection of Data Improvement plans monitoring reportsMethod of Calculation Simple count of improvement plans monitoring reports producedData Limitations NoneType of Indicator OutputCalculation Type Non-cumulativeReporting Cycle Bi-annuallyNew Indicator No, but indicator revisedDesired Performance Annual Monitoring report on the implementation of improvement plans on evaluations com-
pleted by March 2020Indicator Responsibility Head: Evaluation Unit
Indicator Title 5. Progress report on the implementation of the NEP approvedShort Definition Indication of implementation of the National Evaluation Plan Purpose/Importance To provide an update on the implementation of the National Evaluation PlanSource/Collection of Data Approved progress report by the DG on the implementation of the National Evaluation PlanMethod of Calculation Simple count of number of NEP progress reportData Limitations NoneType of Indicator OutputCalculation Type Non-cumulativeReporting Cycle Bi-annuallyNew Indicator YesDesired Performance A progress report on the implementation of the NEP produced by 31 March 2020 Indicator Responsibility Head: Evaluation Unit
Indicator Title 6. Number of research assignments completedShort Definition Research assignments completedPurpose/Importance Use research to inform the work of DPMESource/Collection of Data Research reports completedMethod of Calculation Simple count of research assignments completedData Limitations NoneType of Indicator OutputCalculation Type CumulativeReporting Cycle Bi-annually New Indicator NoDesired Performance 4 Research assignments/papers completed by March 2020Indicator Responsibility Head: Research and Knowledge Management Unit
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Indicator Title 7. Functional Knowledge Management System (KMS) Short Definition A system designed to harvest, store, retrieve and knowledge productsPurpose/Importance To improve access to information for evidence-based decision-making in planning, monitoring
and evaluation.Source/Collection of Data Concept note, system design Method of Calculation Verification of the presence of an integrated knowledge management systemData Limitations NoneType of Indicator Performance indicatorCalculation Type Non-cumulativeReporting Cycle AnnuallyNew Indicator YesDesired Performance Revised Knowledge Hub Business Plan produced by September 2019 systemIndicator Responsibility Head: Evaluation, Evidence and Knowledge Systems Branch
Indicator Title 8. Development Indicators report producedShort Definition Report on selected indicators related to economic and social development in South Africa to
inform the public about the countries progress in meeting the developmental objectives.Purpose/Importance To communicate the country’s progress towards meeting developmental goalsSource/Collection of Data Annual Development Indicators publication booklet and departmental websiteMethod of Calculation Verification of the presence of Annual Development Indicators publication booklet and posting
on The Departmental websiteData Limitations NoneType of Indicator OutputCalculation Type Non-cumulativeReporting Cycle QuarterlyNew Indicator NoDesired Performance Development Indicators 2018 report produced by March 2020Indicator Responsibility Head: Evaluation, Evidence and Knowledge Systems Branch
Indicator Title 9. Number of Data analysis reports producedShort Definition Data analysis reports to support planning, monitoring and evaluation Purpose/Importance Provides data analytical services to support DPME’s workSource/Collection of Data Data analysis reportsMethod of Calculation Simple count of number of data analysis reports producedData Limitations NoneType of Indicator OutputCalculation Type CumulativeReporting Cycle QuarterlyNew Indicator No-RevisedDesired Performance 8 data analysis reports produced for DPMEIndicator Responsibility Head: Data Integration and Analysis Unit
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Notes
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Notes
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