Final Consolidated TID and Evidence Framework · institution tasked with performing an oversight function on the Department will be able to ... (PoE) for each performance indicator

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TECHNICAL INDICATOR DESCRIPTOR AND EVIDENCE FRAMEWORK FOR

2013/14 FINANCIAL YEARMARCH 2013

Provincial Customer CareContact Tel: 040 609 6010 / 6128 / 6125 / 6127

National Anti-Corruption Hotline Number 0800 701 701

www.ecprov.gov.za

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Table of Contents

1. Introduction and Purpose ....................................................................................................... 52. Qualities of Good Evidence .................................................................................................... 53. Guiding Principles on Portfolios of Evidence .......................................................................... 54. Technical Indicator Descriptors and Means of Verification ..................................................... 7

4.1 Programme 1: Administration ........................................................................................... 74.2 Programme 2: Institutional Development and Organisational Support .............................314.3 Programme 3: Policy and Governance ............................................................................574.4 Programme 4: Executive Support Services ......................................................................67

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Official Approval by Programme Managers1) The above Key Performance Indicators are in the Annual Performance Plan; 2) expected deliverables (targets) and evidence of performance have been reviewed by

Sub-Programme Managers responsible for the achievements of each of the key performance indicator;

1) It is acknowledged that a “draft” document or an unsigned document by the appropriate official does not constitute valid evidence of performance;

2) Evidence of performance information will be made available within the required timeframe after the end of the quarter. Non-submission of this evidence will result in a target shown as “not achieved” and will only be reported as achieved in the subsequent quarter provided acceptable evidence is provided.

Signed

Ms. N. NgcakaniProgramme ManagerAdministration

Date

Ms. L. GezaProgramme ManagerIDOS

Date

Mr. C. MotsililiProgramme ManagerPolicy and Governance

Date

Adv. H. SmithActing Programme ManagerExecutive Support Services

Date

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1. Introduction and Purpose The Department has a responsibility to account on its activities to its stakeholders through reporting on its performance. Quarterly and Annual Reports are key in this regards. These reports are not only meant for the public and other external stakeholders who have an interest in the Department’s work but should assist management in critically reflecting on the Department’s performance against its policy priorities and targets as set out in the Strategic and Annual Performance Plans. Ensuring credibility of the Department’s reports is therefore essential in entrenching accountability especially in view of the fact that the Auditor General conducts Audits of Performance Information (AOPI) in line with the Public Audit Act (Act no. 25 of 2004).

This Technical Indicator Description document seeks to provide further clarity about each of the indicators contained in the 2013/14 Annual Performance Plan (APP); secondly, and most importantly, it outlines evidence for the validation of performance reports and thirdly it describes the standards against which evidence of performance is assessed at the time of performance reporting.

2. Qualities of Good Evidence The adequacy of evidence relates to the integrity of data that can be collected to measure the performance of the Department in achieving its set objectives (and targets). In the absence of reliable evidence, the performance of the Department cannot be measured. The following dimensions constitute “good evidence”:

� Evidence is more reliable when it exist in documentary from, whether paper, electronic, or other medium;

� Evidence should be explainable and justifiable in terms of sufficiency, validity, reliability and relevance;

� Evidence provided in original documents is more authentic than photocopies or facsimiles evidence that is generated directly from a credible performance management system

� Evidence should be reliable. This refers to ensuring that a third party, either in the form of the Monitoring and Evaluation Unit, Internal Audit, the Auditor General or any other institution tasked with performing an oversight function on the Department will be able to confirm that the performance reported in Departmental Reports is valid, accurate and compete.

3. Guiding Principles on Portfolios of Evidence All Portfolios of Evidence (PoE) for each performance indicator should comply with a set of standards, namely: validity, accuracy and completeness. In identifying evidence for PoEs it is vital that it be tested against these standards. The following is a detailed explanation of the PoE assessment standards for all indicators in the APP.

1) Validity: refers to the logical link between the essence of the KPI and the evidence provided to substantiate occurrence of performance. In other words the evidence should

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be relevant and appropriate to the KPI and targets set against it. In majority of cases the evidence will be in form of documentation. It is important to highlight that for these to meet the validity criteria they should be signed off or approved by an appropriate. As a matter of principle, draft documents are not valid indications of performance, and therefore will not count.

2) Accuracy: Accuracy refers to the correctness of a report. Figures on actual performance and other performance reported qualitatively (that is in narrative form) should be correct and should be proved by way of evidence.

3) Completeness: In many instances a single piece of evidence is not adequate as a PoE for an indicator. A PoE is more effective if it is collaborated by other pieces of evidence that are valid and accurate. Completeness is also about ensuring that all actual resultsthat should have been recorded have been included in the report. In view of the fact that the Department is also expected to account on the activities of its public entities it is vital that the performance of these entities be recorded and integrated into the overall performance reports of the Department.

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4. Technical Indicator Descriptors and Means of Verification

4.1 Programme 1: Administration

Indicator title 1.1 Percentage of petition/complaints/ to the Premier resolved as part of the Department’s efforts to promote and demonstrate good and responsive governance.

Short definition Petition/complaints/ to the PremierPurpose/importance To promote ad demonstrate good and responsive governance.Source/collection of data Complaints management databaseMethod of calculation Number of petitions/complaints resolved (from 1 April 2013 to March 2014) divided

the number of petitions/complaints received from 1 April 2013 to March 2014) multiplied by 100

Data limitations Availability of space on the departmental networkType of indicator Outputs measureCalculation type CumulativeReporting cycle QuarterlyNew indicator New indicatorDesired performance All (100%) petitions/complaints resolvedIndicator responsibility Senior Manager: Core StaffMeans of Verification 1) A register of complaints indicating the date when the petition/complaint was

received, the nature of the complaint, how each of the complaint is being handled and/or how each case has been resolved and when it was resolved;

2) At the time of reporting, a letter signed by the programme manager should be provided as certification that the database contains accurate and credible information.

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Indicator title 1.2 Number of management reports on implementation of OTP programmesto monitor the performance of the Department

Short definition Management reports on implementation of OTP programmesPurpose/importance To assist the provincial executive in monitoring the performance of the Department

and take appropriate measure to address challenges arising in the implementation of OTP programmes

Source/collection of data General Manager: Director General’s OfficeMethod of calculation Simple count of management reports on implementation of OTP programes. These

reports are as follows:24 Executive management reports24 Executive oversight reports to the Premier12 Executive council support reports

Data limitations Some of the reports maybe Top Secret (confidential) and therefore may not be produced during the verification of reports.

Type of indicator OutputCalculation type Non-cumulativeReporting cycle Quarterly New indicator Continues without change from 2012/13 financial yearDesired performance At least 60 management reports in 2013/14 financial year Indicator responsibility General Manager: Director General’s OfficeMeans of Verification Approved (signed and dated) management reports

Indicator title 1.3 Percentage of challenges from Departments escalated to the Director General’s Office resolved

Short definition Resolution of challenges escalated to the DG’s OfficePurpose/importance To promote ad demonstrate good and responsive governance.Source/collection of data Register of issues escalated to the DG’s OfficeMethod of calculation Number of issues/challenges escalated to the DG’s Office resolved divided the total

number of issues/challenges received multiplied by 100Data limitations None Type of indicator Outputs measureCalculation type CumulativeReporting cycle QuarterlyNew indicator New indicatorDesired performance All (100%) challenges resolvedIndicator responsibility Senior Manager: Core StaffMeans of Verification 1) A register of issues escalated to the DG’s Office indicating the date when the

issue/challenge was received, the nature of the challenge/issue, how each of these was being handled and/or how each case has been resolved and when it was resolved;

2) At the time of reporting, register must be signed off by the Programme Manager as certification that the database contains accurate and credible information.

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Indicator title 1.4 Level of implementation of the approved Risk Management Strategy toensure organisational integrity

Short definition Implementation of the approved Risk Management StrategyPurpose/importance To ensure organizational integrity through the successful implementation of the

Risk Management StrategySource/collection of data Programme ManagersMethod of calculation For the 2013/14 financial year 5 key activities have been identified as key to the

implementation of this strategy and as such have been included in the Department’s operational plan. These activities have been weighed and the sum of the weight of each activity will constitute a 100% implementation of the strategy.

The activities and their weight are as follows:

Management of Risk Management Structures 10%Risk Identification and assessment 20%Risk mitigation monitoring 40%Implementation of awareness programme 20%Annual review of Risk Management Strategy 10%

Data limitations No data limitationType of indicator Output Calculation type Non-cumulativeReporting cycle Quarterly New indicator Continues from 2012/13 financial yearDesired performance At 100% implantation of the strategy in 2013/14 financial yearIndicator responsibility Chief Risk OfficerMeans of Verification A different set of evidence will be required to substantiate that an activity was

conducted. For each of the activities the following will be required:

Management of Risk Management Structures

Reviewed Risk Management Committee Charter, Appointment letters of Risk Committee Members, Minutes of Quarterly RMC meetings and Appointment letters of Risk Champions, Quarterly reports to Risk Management Committee and Quarterly reports to Audit Committee

Risk Identification and assessment

Approved Risk Register

Risk mitigation monitoring

Risk Mitigation Monitoring Reports, revised risk register

Implementation of awareness programme

A report on risk awareness programme conducted. As annexures to the report, invitations, attendance register and presentations and/or any other material shared in the awareness sessions should be attached to the report

Annual review of Risk Management Strategy

Approved Risk Management Strategy, Approve Enterprise Risk Management Policy, Risk Management implementation plan, Anti- Fraud and Corruption strategy, Ethics policy, Fraud risk management policy, RM committee charter.

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Indicator title 1.5 Number of audit projects completed as part of the implementation of the internal audit plan

Short definition Internal audit projects completedPurpose/importance To provide an independent and objective assurance of internal control environment

in the Department. Source/collection of data Chief Audit ExecutiveMethod of calculation Simple count of number of audit projects completed.Data limitations None Type of indicator Non-cumulativeCalculation type Output measureReporting cycle Quarterly New indicator New indicatorDesired performance At least 12 in the 2013/14 financial yearIndicator responsibility Chief Audit ExecutiveMeans of Verification 1) Copies of the completed audit reports. Each report must outline the objective

of the audit, the process used to conduct the audit, the audit findings and recommendations.

2) The report must be approved by the Chief Audit Executive and an acknowledgement letter by the accounting officer should provide as part of the evidence.

Indicator title 1.6 Number of monthly monitoring reports of the audit intervention plan toensure that deficiencies in the internal control environment are addressed

Short definition Monitoring of the audit intervention planPurpose/importance To monitor the implementation of the Departmental Audit Intervention Plan to

ensure that deficiencies identified in the internal control environment are being addressed.

Source/collection of data Chief Audit ExecutiveMethod of calculation Simple count of updated monthly reports on the Audit Intervention Plan presented

to management.Data limitations None Type of indicator Non-cumulativeCalculation type Output measureReporting cycle Quarterly New indicator New indicatorDesired performance At least 12 in the 2013/14 financial yearIndicator responsibility Chief Audit ExecutiveMeans of Verification 1) Copies of the updated monthly audit reports. Each report must outline the

objective of the audit, the process used to conduct the audit, the audit findings and recommendations.

2) The report must be approved by the Chief Audit Executive and an acknowledgement letter by the accounting officer should provide as part of the evidence.

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Indicator title 1.7 Percentage of backlog case investigations on fraud and corruption completed to achieve good corporate governance

Short definition Investigation of backlog course Purpose/importance To ensure that the province works towards the eradication of backlog cases. This

demonstrates government’s commitment to good corporate governance.Source/collection of data Electronic case managementMethod of calculation The number of backlog cases completed divided by the total number of backlog

cases in the system (as at 31 March 2013 they were 400 backlog cases) multiplied by 100.

Data limitations Availability of the electronic case management system at the time when report are needed

Type of indicator Outputs measure Calculation type Non-cumulativeReporting cycle Quarterly New indicator New indicator Desired performance All case backlogs completedIndicator responsibility SM: Anti-corruption and Security ManagementMeans of Verification 1) A summative report on the outcomes of the investigations that were completed

in the quarter under review;2) Due to the confidentiality issues associated with this indicator no source

documents will not be required. However, these must be kept safe for purposes of verification by external auditors;

3) This report must signed by the programme manager

Indicator title 1.8 Number of Departments coordinated and supported in the implementation of security management policies to safe guard and protect assets of government

Short definition Departments coordinated and supported in the implementation of security management policies

Purpose/importance This is an important step in ensuring that asserts of the government are protected against theft and any losses

Source/collection of data Senior Manager: Anti-Corruption Security Management Method of calculation Simple count of departments coordinated and supportedData limitations NoneType of indicator Output measure Calculation type Cumulative Reporting cycle Quarterly New indicator Continues from 2012/13 financial yearDesired performance At least 8 Departments in 2013/14Indicator responsibility Senior Manager: Anti-Corruption Security ManagementMeans of Verification 1) A report of Departments coordinated and supported in the implementation of

security management policies in the quarter under review;2) The report must clearly outline the nature of support or coordination rendered

to each of the departments;3) As annexures the following must be attached to the report: minutes,

attendance registers, actual policies evaluated and/or developed;4) The report must be approved (signed and dated) by the Programme Manager.

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Indicator title 1.8 Organisational self-assessment conducted to provide a critical lessons to inform the Department’s strategy

Short definition Organisational self-assessment Purpose/importance This self-assessment will assist the Department to reflect on the effectiveness of its

plans and programmes in meeting its mandate. The assessment provide critical lessons that informs strategic and operational planning for the Department.

Source/collection of data Senior Manager: Strategic ManagementMethod of calculation Presentation of a self-assessment report of the DepartmentData limitations NoneType of indicator Output measureCalculation type Non-cumulativeReporting cycle Annual New indicator New indicator Desired performance At least 1 organisational self-assessment conducted in the 2013/14 financial year Indicator responsibility Senior Manager: Strategic ManagementMeans of Verification 1) An approved (dated and signed) organisational self-assessment report;

2) The report must outline the strengths and weaknesses of the Department in key areas of the assessment. The assessment tool and criteria and recommendations around each of the findings presented in the report;

3) The report should be approved (that is, signed and dated) by the Programme Manager.

Indicator title 1.10 Number of departmental plans approved for tabling to parliament and/or presented to the Portfolio committee to allow parliament to exercise its oversight role on the Department

Short definition Approved Annual Performance Plan, Service Delivery Improvement Plan and Operational Plan

Purpose/importance These plans outline the goals, objects and key performance outputs that the OTP commits to deliver in any given financial year and therefore forms the basis on which the department will account on its performance to parliament and the public at large.

Source/collection of data Senior Manager: Strategic ManagementMethod of calculation Simple count of plans approved for tabling (that is, the APP, Operational Plan and the

Service Delivery Improvement Plan)Data limitations NoneType of indicator Output measureCalculation type Non-cumulativeReporting cycle Quarterly New indicator New indicator Desired performance At least 3 plans approved in the 2013/14 financial year Indicator responsibility Senior Manager: Strategic ManagementMeans of Verification An approved (dated and signed) APP, Operational Plan and Service Delivery

Improvement Plan.

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Indicator title 1.11 Number of Departmental performance reports approved for tabling to parliament and/or presented to the Provincial Treasury to allow these institutions to exercise their oversight roles on the Department

Short definition Approved quarterly and annual performance reportPurpose/importance These reports capture the performance of the department against its plans. They

enable the Department to understand the level of its effectiveness in discharging its mandate and provide an opportunity for corrective measures to be taken where performance is below targets. These reports also facilitate to process of ensuring accountability at various levels of the organisation.

Source/collection of data Senior Manager: Strategic ManagementMethod of calculation Simple count of performance reports approved (that is, quarterly, and annual reports)Data limitations NoneType of indicator Output measureCalculation type Non-cumulativeReporting cycle Quarterly New indicator New indicator Desired performance At least 5 reports approved in the 2013/14 financial year Indicator responsibility Senior Manager: Strategic ManagementMeans of Verification An approved (dated and signed) quarterly and annual reports.

Indicator title 1.12 Percentage of documents retrieved and submitted to the requester within two working days of the request being made

Short definition Retrieval of documents Purpose/importance A proper document management system is vital for the functioning of the Department.

While there are many activities involved in document management the efficiency with which documents are retrieved is an important measure of how well this function is being managed.

Source/collection of data Senior Manager: Strategic ManagementMethod of calculation Number of documents retrieved and submitted to the requester within two days

divided by the total number of requests for documents received multiplied by 100Data limitations None Type of indicator Outputs measureCalculation type Non-cumulativeReporting cycle QuarterlyNew indicator New indicatorDesired performance All (100%) documents requested to be submitted to the requester within two working

daysIndicator responsibility Senior Manager: Strategic Management Means of Verification 1) A database of document requests indicating the date when the a request was

received, the nature of the document and the date when the document was submitted to the requester;

2) At the time of reporting, a letter signed by the programme manager should be provided as certification that the database contains accurate and credible information.

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Indicator title 1.13 Review and approval of the User Asset Management Plan (U-AMP) of the Department to ensure that the Department’s infrastructural needs are catered for in its strategy

Short definition Approval of the User Asset Management Plan Purpose/importance Reviewing the User Asset Management Plan is an important step towards ensuring

that the Department is planning for the provision of its office facilities. It is therefore vital that the U-AMP be reviewed and approved on an annual basis in accordance with legislation

Source/collection of data Senior Manager: Security and Facilities ManagementMethod of calculation Presentation of an approved U-AMPData limitations None Type of indicator Activity measureCalculation type Non-cumulativeReporting cycle Annual New indicator New indicator Desired performance An approved U-AMPIndicator responsibility Senior Manager: Security and Facilities ManagementMeans of Verification An approved (signed and dated) U-AMP

Indicator title 1.14 Development and approval of the security management policy of the Department to safeguard and protect assets of government against theft and losses

Short definition Development and approval of the security management policy of the DepartmentPurpose/importance This is an important step in ensuring that asserts of the department are protected

against theft and any losses. Source/collection of data Senior Manager: Facilities and Security Management Method of calculation Presentation of an approved security management policyData limitations None Type of indicator Activity measureCalculation type Non-cumulativeReporting cycle Annual New indicator New indicator Desired performance An approved security management policyIndicator responsibility Senior Manager: Facilities and Security ManagementMeans of Verification An security management policy (signed and dated) procurement plan

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Indicator title 1.15 Average number of days taken to fill a post from the date when approval was granted to fill the post

Short definition Turn-around times in filling posts Purpose/importance Short turnaround times in filling of post is important measure of efficiency which

demonstrates how well recruitment processes of the Department are being handled. It is therefore vital that this be tracked to allow the organisation to learn and improve on its processes.

Source/collection of data Senior Manager: Strategic Human Resource ManagementMethod of calculation Sum of number of days taken to fill each post (from the date when approval was

granted to the date when the incumbent assumed duty) divided by the number of post filled in the quarter under review.

Data limitations None Type of indicator Outputs measureCalculation type Non-cumulativeReporting cycle QuarterlyNew indicator New indicatorDesired performance An average of 90 days or lessIndicator responsibility Senior Manager: Strategic Human Resource ManagementMeans of Verification 1) A summative report of all posts filled in the quarter under review;

2) For each of the post filled, the report must indicate how many days were taken to complete the following processes:

a. from the date when approval was granted to fill the post to that date when the post was advertised;

b. from that date when the post was advertised to the date when the master-list was completed;

c. from the date when the master list was completed to the date when shortlisting was conducted;

d. from the date when short-listing was conducted to the date when the interviews were held;

e. from the date when interviews were held to the date when the incumbent was appointed; and

f. from the date when the incumbent was appointed to the date when theincumbent assumed duty.

3) The report must, for each of the posts which would have taken longer thanexpected time to fill, explain in detail why was this the case;

4) The report must also give detailed recommendations on how these identified challenges will be addressed in future;

5) Recruitment files with will be source documents for this indicator. However, due to confidential nature of the work involved such source documents will be kept in Human Resource Unit and may only be provided upon request for the purposes of audits; and

6) The summative report must be approved, that is, signed and dated by the Programme Manager

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Indicator title 1.16 Percentage of employees serving probation confirmed/or not confirmed (that is, where a review has conducted and the employee has not satisfied the obligations of his/her duty) in the 13th month of them assuming duty in the Department

Short definition Management of probation Purpose/importance To ensure that employment contracts of all new employees are properly confirmed in

accordance with laws that governs the employment of people into the public sector.Source/collection of data Senior Manager: Strategic Human Resource ManagementMethod of calculation Number of staff who are in their 13th month after assumption of duty whose probation

forms are signed divided by the total number of all employees who are in their 13th

month after their assumption of duty multiplied by 100Data limitations None Type of indicator Outputs measureCalculation type Non-cumulativeReporting cycle QuarterlyNew indicator New indicatorDesired performance All staff who serving their 13th month in the Department to have their probation form

signedIndicator responsibility Senior Manager: Strategic Human Resource ManagementMeans of Verification 1) A summative report that gives an account of all staff members who are saved

their 13th month in the employment of the Department in the quarter under review;2) the report must indicated, for each of these staff, whether or not probation forms

were signed;3) in cases where this may not have been the case, reasons as to why this has not

happened must be provided;4) as source documents, the actual signed probation forms must be attached to the

report; and5) The report must be approved, that is, signed and dated by the Programme

Manager.

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Indicator title 1.17 Number of SMS disclosing their financial interests by 30 April 2013 inpursuit of good corporate governance

Short definition Disclosure of financial interest by SMS membersPurpose/importance To promote and demonstrate good corporate governance.Source/collection of data Register of financial disclosuresMethod of calculation Simple count of SMS members who disclose their financial interest by 30 April 2013Data limitations None Type of indicator Outputs measureCalculation type Non-cumulativeReporting cycle AnnualNew indicator New indicatorDesired performance All SMS members to have disclosed their financial interest by 30 April 2013Indicator responsibility Senior Manager: Strategic Human Resource ManagementMeans of Verification 1) A register of financial disclosures with names of all SMS members in the

Department. It should indicate the date when each of these members disclosed their financial interests;

2) Due to the confidentiality of this issue the actual disclosure forms may not be provided as evidence to this report. However, these maybe provided to the Auditor General upon request; and

3) The register must be approved, that is, signed and dated) at the time when the report is prepared

Indicator title 1.18 Number of staff trained as part of the implementation of the HRD policy of the Department

Short definition Staff training as part of skills developmentPurpose/importance To ensure that staff in the Department are constantly skilled and reskilled in order

for them to discharge their duties optimally Source/collection of data Senior Manager: Talent ManagementMethod of calculation Simple count of staff trained (this does not include bursaries). It only refers to short

courses.Data limitations None Type of indicator Output measureCalculation type Non-cumulativeReporting cycle QuarterlyNew indicator New indicator Desired performance At least 120 staff members trained in 2013/14 financial yearIndicator responsibility Senior Manager: Talent ManagementMeans of Verification 1) A register of staff training in the Department. The register must indicate the

names of officials who were trained, the subject areas where they were trained in and the dates when the training took place;

2) The report should be dated and signed by the Programme Manager

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Indicator title 1.19 Percentage of staff awarded with bursaries successfully completing their programmes on time

Short definition Successful completion of studies for staff who are awarded bursaries by the Department

Purpose/importance To ensure track the completion rate of staff who are awarded bursaries by the Department

Source/collection of data Senior Manager: Talent ManagementMethod of calculation Simple count of staff who are successfully completing their programmes on time

divided by the total number of staff who are awarded bursaries who are supposed to compete their studies in the financial year under review multiplied by 100

Data limitations None Type of indicator Output measureCalculation type Non-cumulativeReporting cycle AnnualNew indicator New indicator Desired performance All (100%) staff who are supposed to finish their studies must finishing in the

2013/14 financial yearIndicator responsibility Senior Manager: Talent ManagementMeans of Verification 1) A register of staff who are receiving bursaries from the Department. The

register must indicate for each employee the programme that the employee is enrolled for, the date when the bursary was awarded, and the expected date of completion. The register must also indicate, in cases where an employee has completed the studies, when this completion took place;

2) The register must be signed and dated by the Programme Manager

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Indicator title 1.20 Number of employees with credible performance agreements by 30 April2013 as part of the implementation of the Performance Management and Development Policy

Short definition Signing of Performance AgreementsPurpose/importance This is to ensure performance management processes are being implemented in all

units within the Department.

Source/collection of data Senior Manager: Talent ManagementMethod of calculation A simple count of employees with credible performance agreements concluded on

or before 30 April 2013 for it to count in this measure.

Data limitations The measure does not include employees that will be joining the Department during the course of the financial year.

Type of indicator Output measureCalculation type Non-cumulative Reporting cycle Annual New indicator New indicatorDesired performance All 392 employees to have contracted by 30 April 2013Indicator responsibility Senior Manager: Talent ManagementMeans of Verification 1) A summative report on signing of performance agreements in the Department;

2) The report must indicate how many employees have signed performance agreements by 30 April 2013, present an assessment of the quality of these agreements and above all give the number of agreements that have meet the standard as outlined in the PMDS policy;

3) The report must contain recommendations on how challenges identified in the processes will be addressed;

4) As source documents, the actual performance agreements assessed must be filled appropriately and should be made available upon request during the time of performance auditing;

5) The report must be approved (that is, signed and dated) by the Programme Manager.

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Indicator title 1.21 Number of employees whose performance has been reviewed and evaluated as part of the implementation of the Performance Management and Development Policy

Short definition Performance reviews and evaluations for all employees in the DepartmentPurpose/importance This is to ensure performance management processes are being implemented by

all units in the Department.

Source/collection of data Senior Manager: Talent ManagementMethod of calculation A simple count of employees whose performance has been reviewed and/or

evaluatedData limitations Other employees may leave or join the department during the course of the

financial year. As a result, it will not be possible to come up with accurate targets for this indicator.

Type of indicator Output measureCalculation type Non-cumulative Reporting cycle QuarterlyNew indicator New indicatorDesired performance All 392 employees in the department to conduct performance reviews and/or

evaluations by July, October and April and September.Indicator responsibility Senior Manager: Talent ManagementMeans of Verification 1) A summative report on performance reviews and evaluations process in the

Department;2) This report must present the status of the process of performance reviews and

evaluations per programme and give an indication on whether the result of this process is credible, that is, whether it meets the standard as outlined in the PMDS policy of the Department;

3) The report must, on a programme by programme basis, highlight the weaknesses, strength and recommendations to improve performance reviews and evaluations;

4) As source documents, the actual copies of performance reviews and evaluations must be filed and be provided when required during the performance audit process;


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Indicator title 1.22 Percentage of leave form captured on PERSAL within 30 days from the date when leave was approved

Short definition Leave reconciliation Purpose/importance The management of leave has been identified as one weak area in the Department

and therefore has to be managed. All leave reconciliation processes are important but ultimately the objective will be to ensure that all leave taken is captured on to the system within a month of it being approved.

Source/collection of data Senior Manager: Talent ManagementMethod of calculation Number of all leave forms captured within a month of the leave being approved

divided by the total number of leave form approved in the quarter under review multiplied by 100

Data limitations None Type of indicator Output measureCalculation type Non-cumulative Reporting cycle QuarterlyNew indicator New IndicatorDesired performance All leave forms approved to be captured within a month of their approvalIndicator responsibility Senior Manager: Talent ManagementMeans of Verification 1) A summative report on reconciliation of leave for the quarter under review;

2) The report must, amongst other issues, outline the total number of leave taken, the and the number of leaves captured on the system, the type of leave taken;

3) This information should be aggregated by programme;4) The report must reflect on how well the Department is managing leave and

outline the challenges and appropriate responses thereof;5) As source documents, leave books and leave forms must be kept safe by line

functions and by the HR office; and6) The report must be approved (that is, signed and dated) by the Programme

Manager.

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Indicator title 1.23 Level of implementation of the Provincial Culture Strategy to transform the public service and enhance service delivery

Short definition Implementation of culture change projects in the Department Purpose/importance The culture change is part of government long term strategy to transform the public

service and enhance service delivery.Source/collection of data Senior Manager: Talent ManagementMethod of calculation For the 2013/14 financial year 4 key activities have been identified as key to the

implementation of this strategy and as such have been included in the Department’s operational plan. These activities have been weighed and the sum of the weight of each activity will constitute a 100% implementation of the strategy.


Implementation of Quick Win Projects as per the Provincial Strategy 40%Development of the OTP’s culture change framework 25%Identification and appointment of culture change agents 10%Training of culture change agents 25%

Data limitations NoneType of indicator Activity measureCalculation type Non-cumulative Reporting cycle QuarterlyNew indicator New IndicatorDesired performance 100% implementation of the Provincial Culture Change Strategy in 2013/14 financial

year Indicator responsibility Senior Manager: Talent ManagementMeans of Verification A different set of evidence will be required to substantiate that an activity was


Implementation of Quick Win Projects as per the Provincial Strategy

Reports on the implementation of Quick Win Projects. The report should identify the projects that were implemented, outline the objective of the project, and an analysis of who participated in these projects. As source documents, attendance registers, and any other materials that emanated from these projects must be attached to the report. The report must be signed and dated by the Programme Manager

Development of the OTP’s culture change framework

An approved culture change framework for the Department

Identification and appointment of culture change agents

Copies of the appointment letters (signed and dated). The letter must spell out the duties of the change agent.

Training of culture change agents

A report on culture change trainings conducted. The report must indicate the dates when the training took place and the number of staff trained. As annexures to the report attendance registers, training programme, as well as materials shared during the training programme must be attached to the report

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Indicator title 1.24 Level of implementation of the Provincial Employee Wellness Strategy to transform the public service and enhance service delivery

Short definition Implementation of employee wellness programmes in the Department Purpose/importance Employee wellness is part of government long term strategy to transform the public

service and enhance service delivery.Source/collection of data Senior Manager: Talent ManagementMethod of calculation For the 2013/14 financial year 5 key activities have been identified as key to the

implementation of this strategy and as such have been included in the Department’s operational plan. These activities have been weighed and the sum of the weight of each activity will constitute a 100% implementation of the strategy. The activities and their weight are as follows:

Development of a wellness strategy for the Department 20%Implementation of projects on HIV & AIDS and TB management 20%Implementation of projects on health and productivity management

20%

Implementation of SHERQ projects 20%Implementation of Employee Wellness Management projects 20%

Data limitations None Type of indicator Activity measureCalculation type Non-cumulative Reporting cycle QuarterlyNew indicator New indicatorDesired performance 100% implementation of the Provincial Employee Wellness Strategy in 2013/14

financial yearIndicator responsibility Senior Manager: Talent ManagementMeans of Verification A different set of evidence will be required to substantiate that an activity was


Development of a wellness strategy for the Department

An approved wellness strategy for the Department

Implementation of projects on HIV & AIDS and TB management

A summative report on the implementation of HIV&AIDS and TB Management projects in the quarter under review. The report should outline what activities were conducted and their objectives.

Implementation of projects on health and productivity management

A summative report on the implementation of health and productivity projects in the quarter under review. The report should outline what activities were conducted and their objectives.

Implementation of SHERQ projects

A summative report on the implementation of SHERQ projects in the quarter under review. The report should outline the activities were conducted and their objectives.

Implementation of Employee Wellness Management projects

A summative report on the implementation of employee wellness management projects in the quarter under review. The report should outline what activities were conducted and their objectives.

24

Indicator title 1.25 Percentage of women in senior management positions in the DepartmentShort definition women in senior management positionsPurpose/importance The measure assesses progress with regards to gender equity in the senior

management echelonSource/collection of data PERSALMethod of calculation Number of female senior manager (level 13 and above) divided by the total number

of SMS member multiplied by 100Data limitations None Type of indicator Outcome MeasureCalculation type Non-cumulativeReporting cycle AnnualNew indicator New IndicatorDesired performance At least 50% of senior management positions to be occupied by womenIndicator responsibility Senior Manager: Talent ManagementMeans of Verification 1) A summative report giving details of how many women are appointed at SMS

level. The report should also give an account of the gender balance of other levels and explain challenges associated with attaining the desirable gender balance; and


Indicator title 1.26 Percentage of employees who are in the category of people with disability

Short definition People with Disabilities employed by the DepartmentPurpose/importance The measure assesses progress with regards to meeting employment equity

targets.Source/collection of data PERSALMethod of calculation Number of staff with disabilities divided by the total number of staff multiplied by

100Data limitations Reliability of PERSAL dataType of indicator Outcome MeasureCalculation type Non-cumulativeReporting cycle AnnualNew indicator New indicatorDesired performance At least 2% of positions occupied by employees who are in the category of people

with disabilitiesIndicator responsibility Senior Manager: Talent ManagementMeans of Verification 1) A summative report giving details of how many people with disabilities are

employed in the Department. The report should also give an account of the the nature of disability of those official, the levels which they occupy and explain challenges associated with attaining the target; and


25

Indicator title 1.27 Percentage of grievances finalised (that is, were all internal processes have been concluded) within 30 days.

Short definition Efficiency in resolving grievancesPurpose/importance A speedy resolution of grievance is an important activity that aids in the attainment

of better employee relations and ultimately labour peace. It is therefore important to monitor this issue.

Source/collection of data Senior Manager: Talent ManagementMethod of calculation Number of grievances finalised within 30 days divided by the total number of

grievances registered in the quarter under review multiplied by 100 Data limitations NoneType of indicator Output measureCalculation type Non-cumulativeReporting cycle QuarterlyNew indicator New indicatorDesired performance All (100%) grievances registered to be finalisedIndicator responsibility Labour Relations OfficeMeans of Verification 1) Summative report on the management of grievances in the quarter under

review. 2) The report must indicate, how many grievances were registered and how many

were resolved. In cases where the grievance was resolved the report must explain when did the resolution take place and also how the matter was resolved;

3) As source documents, a grievance register must be provided as annexure to this summative report; and


26

Indicator title 1.28 Percentage of exit interviews conducted to employees leaving the Department

Short definition Exit interviews conducted for staff leaving the DepartmentPurpose/importance A high staff turnover is not desirable as the Department stand s to lose staff with

the much needed expertise. A high staff turnover also result in an increase in the cost of recruitment as the organisation go to the market to replace the employee who has left the Department. Understanding the reasons why staff leave the Department is therefore an important step towards the development andimplementation of staff retention strategies.

Source/collection of data Senior Manager: Talent ManagementMethod of calculation Number of exit interviews conducted for staff leaving the Department divided by the

total number of staff leaving the Department in the quarter under review multiplied by 100

Data limitations NoneType of indicator Output measureCalculation type Non-cumulativeReporting cycle QuarterlyNew indicator New indicatorDesired performance All (100%) staff leaving the Department to be interviewed Indicator responsibility Senior Manager: Talent ManagementMeans of Verification 1) Summative report on the management or processes leading up the departure

of an staff;2) The report must, for each of the staff, indicate whether exit interviews were

held. In instances where this was did not happen explanations must be provided;

3) As source documents the actual interview reports for each of the former staff member must be attached to the report. This interview report must indicate the date when the interview was held and the name (and signature) of the official who conducted the interview;


Indicator title 1.29 An unqualified audit outcome with no matters of emphasis in pursuit ofgood corporate governance

Short definition Audit outcome Purpose/importance This report is an important measure that assesses the extent to which the

Department has utilised its resources in accordance with the rule and regulations that governs the management of government institutions.

Source/collection of data The Auditor General’s ReportMethod of calculation The presentation of the auditor general’s reportData limitations None Type of indicator Outcome measure Calculation type Non-cumulative Reporting cycle Annual New indicator Continues without change from 2012/13 financial yearDesired performance An unqualified audit report with no matters of emphasisIndicator responsibility All programme managersMeans of Verification A signed and dated auditor general’s report

27

Indicator title 1.30 Percentage of approved budget spent to ensure that resources allocated to the Department are adequately utilised

Short definition Budget spentPurpose/importance To monitor if OTP priorities are being implementedSource/collection of data BAS and LOGISMethod of calculation Actual budget spent divided by appropriated budget multiplied by 100Data limitations Availability of BASType of indicator Output measure Calculation type Cumulative Reporting cycle Quarterly New indicator Continues without change from 2012/13Desired performance 100% of budget spentIndicator responsibility Programme ManagersMeans of Verification Approved IYM and Annual Financial Statement

Indicator title 1.31 Financial delegations reviewed annually in accordance with the PFMA and National Treasury Regulations

Short definition Financial delegationsPurpose/importance To authorise to make decisions with financial implications in accordance with the

PFMA and National Treasury RegulationsSource/collection of data Office of the DDG: AdministrationMethod of calculation Presentation of an approved financial delegation for the respective financial yearData limitations None Type of indicator Output measureCalculation type non-cumulativeReporting cycle Annually New indicator Continues without change from the 2012/13Desired performance Financial delegations reviewed annuallyIndicator responsibility Office of the DDG: AdministrationMeans of Verification An approved financial delegation for the respective financial year

28

Indicator title 1.32 Percentage of invoices/claims in good standing paid within 30 daysShort definition Invoices/claims must be paid within 30 days from the date of receipt.Purpose/importance To ensure the Department meets the minimum requirement for the payment of

invoices/claims. This indicator is also an important service standard that is stipulated in the PFMA.

Source/collection of data Invoices/claims received from service providers.Method of calculation The number of invoices in good standing paid within 30 days divided by the total

number of invoices in good standing received multiplied by 100. The number of days are counted from the date of receipt of invoice/claim and the date when the money is deposited in the bank account of the service provider

Data limitations Systems Problem (Logis/Bas) Type of indicator Output measureCalculation type Non-CumulativeReporting cycle MonthlyNew indicator Continues without change from the previous yearDesired performance All invoices in good standing to be paid within a 30 day period. Indicator responsibility General Manager: Finance and Supply Chain Management Means of Verification 1) Payment cycle report and creditors age analysis report

2) The report must be approved (signed and dated) by the Programme manager

Indicator title 1.33 Number of updates/reviews on the fixed asset register of the Departmentto achieve the best match of assets with service delivery objectives

Short definition Accurate Fixed Asset RegisterPurpose/importance To enable the Department to meet its service delivery objectives economically,

effectively and efficiently by achieving the best match of assets with service delivery objectives.

Source/collection of data BAS and BAUD system Method of calculation Presentation of a revised and approved asset register Data limitations Unavailability of BAS system Type of indicator Output measure Calculation type Non-cumulative Reporting cycle MonthlyNew indicator Continues without change from the previous yearDesired performance At least 12 reviews to be conducted on the fixed asset register in 2013/14 financial

year Indicator responsibility General Manager: Finance and Supply Chain ManagementMeans of Verification 1) A revised asset register;

2) The register should be approved (signed and dated) by the programme manager

29

Indicator title 1.34 Development and approval of the procurement plan of the Department aspart of efforts to improve planning and budgeting

Short definition Approval of the procurement plan of the DepartmentPurpose/importance Approval of the procurement plan is the first step towards ensuring that OTP

adequately utilises its budget and it is therefore vital that that its development be monitored.

Source/collection of data General Manager: Finance and Supply Chain Management Method of calculation Presentation of an approved procurement planData limitations None Type of indicator Activity measureCalculation type Non-cumulativeReporting cycle Annual New indicator New indicator Desired performance An approved procurement planIndicator responsibility General Manager: Finance and Supply Chain ManagementMeans of Verification An approved (signed and dated) procurement plan

30

Indicator title 1.35 Percentage of bids concluded with 90 days from the date of approval to procure to the date when the bid is awarded

Short definition Turn-around times in completing the bid processPurpose/importance Short turnaround times are vital in ensuring that the Department is able to procure

goods and services required to run its operations. It is therefore important to measure of efficiency with which these processes are concluded from the date when they are initiated in order to allow the organisation to learn and improve on its processes.

Source/collection of data Senior Manager: Supply Chain ManagementMethod of calculation Number of bids concluded with 90 days from the date of approval tp procure to the

date when the bid is awarded divided by the total number of bids concluded in the quarter under review multiplied by 100.

Data limitations None Type of indicator Outputs measureCalculation type Non-cumulativeReporting cycle QuarterlyNew indicator New indicatorDesired performance An average of 90 days or lessIndicator responsibility Senior Manager: Supply Chain Management Means of Verification 1) A summative report of all bids concluded in the quarter under review;

2) For each of the bid, the report must indicate how many days were taken tocomplete the following processes:

a. from the date when approval was granted to fill the post to that date when the bid was advertised;

b. from that date when the bid was advertised to the date when the BECsat;

c. from the date when BEC sat to the date when BAC sat;d. from the date when BAC sat to the date when the bid was awarded;e. from the date when the bid was awarded to the date when the Service

Level Agreement was signed; and 3) The report must, for each of the bids which would have taken longer than

expected time to fill, explain in detail why was this the case;4) The report must also give detailed recommendations on how these identified

challenges will be addressed in future;5) Bid documents will be source documents for this indicator. However, due to

confidential nature of the work involved such source documents will be kept in Supply Chain Management Unit and may only be provided upon request for the purposes of audits; and

6) The summative report must be approved, that is, signed and dated by the Programme Manager

31

4.2 Programme 2: Institutional Development and Organisational Support

Indicator title 2.1 Number of departments conducting HR Effectiveness & Capacity Assessment and developing credible improvement plans

Short definition Assessment of the ability of departmental HR components to strategically assist in the achievement of service delivery goals

Purpose/importance To enable HRM to design interventions to close performance gaps and provide input to the HR Planning process

Source/collection of data Head of Corporate Services / HRM&D in departments Method of calculation Number of departments that have concluded the assessment and designed

improvement interventions with meets the standard as outlined by the OTP.Data limitations Dependent on submission by departmentsType of indicator Output measure Calculation type Non-cumulativeReporting cycle QuarterlyNew indicator Continues without change from 2012/13 financial year Desired performance All 13 departments to have credible HR Effectiveness & Capacity AssessmentIndicator responsibility Senior Manager: Human Resource Strategy and Policy ServicesMeans of Verification 1) A summative report on the assessments HR Effectiveness & Capacity

Assessment of departments; 2) This report must be presented as an assessment per department, that is, a

decision on whether the department has a credible HR Effectiveness and Capacity Assessment in place that meets the assessment criteria as outlined by OTP;

3) The report must, on a department by department basis, highlight the weaknesses, strength and recommendations of each of the 13 department’s HR Effectiveness & Capacity Assessment;

4) The process adopted in the assessment must be clearly outlined in the report;5) As source documents, the actual approved HR Effectiveness & Capacity

Assessment from departments must be attached as annexures to the summative report; and


32

Indicator title 2.2 Number of departments with credible revised annual human resource plans by the end of June 2013

Short definition Annual adjustment of HR Plans in line with HRP Directive by the end of June 2013.Purpose/importance To enable the department to have the right person at the right place at the right

time.Source/collection of data Head of Corporate Services / HRM&D in departments Method of calculation Simple count of departments with credible human resource plans based on the

assessment of OTP. Data limitations None Type of indicator Output measure Calculation type Non-cumulativeReporting cycle AnnuallyNew indicator Continues without change from 2012/13 financial yearDesired performance All 13 departments to have credible human resource plans reviewed annually. Indicator responsibility Senior Manager: Human Resource Strategy and Policy ServicesMeans of Verification 1) A summative report on the assessments of department’s human resource

plans; 2) This report must present an assessment result per department, that is, a

decision on whether a department has a credible human resource plan in place that meets the assessment criteria as outlined by the OTP;

3) The report must, on a department by department basis, highlight the weaknesses, strength and recommendations of each of the 13 department’s human resource plan;

4) The process adopted in the assessment must be clearly outlined in the report;5) As source documents, the actual approved human resource plans from

departments must be attached as annexures to the summative report; and 6) The report must be approved (that is, signed and dated) by the Programme

Manager.

33

Indicator title 2.3 Number of departments submitting credible six monthly and annual human resource implementation reports

Short definition Reports on the implementation of HR Plans which are due by 30 September (six monthly report) and 31 March (annual report) in line with HRP Directive

Purpose/importance To report on the implementation of HR Plans and therefore determine whether the department is able to have the right person at the right place at the right time.

Source/collection of data Head of Corporate Services / HRM&D in departmentsMethod of calculation Number of departments that have submitted credible six monthly and annual HRP

implementation reports that meets standards outlined by the OTPData limitations NoneType of indicator Output measureCalculation type Non-cumulativeReporting cycle QuarterlyNew indicator Old indicatorDesired performance All 13 departments submitting credible six monthly and annual human resource

implementation reportsIndicator responsibility Senior Manager: Human Resource Strategy and Policy ServicesMeans of Verification 1) A summative report on the assessments of department’s six monthly and

annual human resource implementation reports; 2) This report must present an assessment result per department, that is, a

decision on whether the department has a prepared credible six monthly and annual human resource implementation reports that meets the assessment criteria as outlined by the OTP;

3) The report must, on a department by department basis, highlight the weaknesses, strength and recommendations of each of the 13 department’s six monthly and annual human resource implementation reports;

4) The process adopted in the assessment must be clearly outlined in the report;5) As source documents, the actual approved six monthly and annual human

resource implementation reports from departments must be attached as annexures to the summative report; and


34

Indicator title 2.4 Number of departments with credible Annual Recruitment Plans (ARPs)Short definition Credible ARPs in departmentsPurpose/importance To ensure that departments have credible ARP that enables them to attract and

recruitment talent at the right timeSource/collection of data Head of Corporate Services / HRM&D in departmentsMethod of calculation Simple count of departments with credible ARP that meet assessment standards of

the OTP.Data limitations None Type of indicator Output measure Calculation type Non-cumulativeReporting cycle AnnualNew indicator Continues from 2012/13 financial year Desired performance All 13 departments to have credible ARPsIndicator responsibility Senior Manager: Human Resource Strategy and Policy ServicesMeans of Verification 1) A summative report on the assessments of department’s ARPs;

2) This report must present an assessment result per department, that is, a decision on whether the department has a prepared credible ARP that meets the assessment criteria as outlined by the OTP;

3) The report must, on a department by department basis, highlight the weaknesses, strength and recommendations of each of the 13 department’s ARP;

4) The process adopted in the assessment must be clearly outlined in the report;5) As source documents, the actual approved ARPs from departments must be

attached as annexures to the summative report; and 6) The report must be approved (that is, signed and dated) by the Programme

Manager.

35

Indicator title 2.5 Number of provincial executive management posts filled within 6 months of them being vacant

Short definition Filling of Provincial Executive Management postsPurpose/importance To ensure leadership stability in the provincial administrationSource/collection of data Head of Corporate Services / HRM&D in departmentsMethod of calculation Number of provincial executive management posts filled within 6 months divided by

the number of vacant executive management posts in a given quarterData limitations None Type of indicator Output measure Calculation type Non-cumulativeReporting cycle Quarterly New indicator New indicatorDesired performance All executive management post to be filled within 6 months from becoming vacantIndicator responsibility Senior Manager: Human Resource Strategy and Policy ServicesMeans of Verification 1) A summative report on the filling of vacant executive management posts in the

provincial administration. The report should outline the posts that were filled, how long the process took for each of the post filled, and the progress on filling of other vacant posts where recruitment has not been concluded;

2) Due to the confidentiality of the matter source documents will only be made available upon request for the purpose of auditing performance information;


36

Indicator title 2.6 Number of departments implementing credible HRM delegationsShort definition Implementation of credible HRM delegationsPurpose/importance To ensure efficiency in decision making in departments and also ensure

departments comply with the provisions of the Public Service Act and Regulations and relevant prescripts

Source/collection of data Head of Corporate Services / HRM&D in DepartmentsMethod of calculation Simple count of departments implementing credible HRM delegations based on the

assessment by the OTPData limitations None Type of indicator Output measure Calculation type Non-cumulativeReporting cycle QuarterlyNew indicator New indicatorDesired performance All 13 departments implement credible HRM delegationsIndicator responsibility Senior Manager: Human Resource Strategy and Policy ServicesMeans of Verification 1) A summative report on the assessments of the implementation of HRM

delegations in departments; 2) This report must present an assessment result per department, that is, a

decision on whether the department is implementing HRM delegations in a manner that meets the assessment criteria as outlined by the OTP;

3) The report must, on a department by department basis, highlight the weaknesses, strength and recommendations of each of the 13 department’s implementation of the HRM delegations;

4) The process adopted in the assessment must be clearly outlined in the report;5) As source documents, the actual assessed HRM delegations from

departments must be attached as well as the delegation registers from departments must be attached as annexures to the summative report; and


37

Indicator title 2.7 Number of departments with credible HoDs performance agreements by 31 May 2013.

Short definition Credible HoD Performance AgreementsPurpose/importance This is to ensure performance management processes are being implemented by

departments.

Source/collection of data Office of the MEC’s of the respective departments DG Office

Method of calculation A simple count of departments with credible performance agreements for HoDs. The contracting process should have been concluded on or before 31 May 2013 for it to count in this measure.

Data limitations None Type of indicator Output measureCalculation type Non-cumulative Reporting cycle Annual New indicator New indicatorDesired performance All 13 HoDs contracted by 31 May 2013Indicator responsibility General Manager: Human Capital and Talent Management Support ServicesMeans of Verification 1) A summative report on the Hod’s performance agreements in the Province;

2) This report must present an assessment result per department, that is, a decision on whether the department has HoD’s performance contracts that meets the assessment criteria as outlined by the OTP;

3) The report must, on a department by department basis, highlight the weaknesses, strength and recommendations of each of the 13 department’s HoD’s performance contracts;

4) The process adopted in the assessment must be clearly outlined in the report;5) As source documents, the actual performance agreements assessed must be

provided as annexures to the summative report;6) The report must be approved (that is, signed and dated) by the Programme

Manager.

38

Indicator title 2.8 Number of departments conducting credible performance reviews and evaluations for their Heads of Departments

Short definition Credible reviews and evaluations for HoDsPurpose/importance This is to ensure performance management processes are being implemented by

departments.

Source/collection of data Office of the MEC’s of the respective departments DG Office

Method of calculation A simple count of departments who are conducting credible performance review and evaluations based on the assessment of the OTP

Data limitations None Type of indicator Output measure Calculation type Non-cumulative Reporting cycle QuarterlyNew indicator New indicatorDesired performance All 13 departments conduct performance reviews of their HoDs by July, October

and April and appraisals done by September.Indicator responsibility General Manager: Human Capital and Talent Management Support ServicesMeans of Verification 1) A summative report on the HoD’s performance reviews and evaluations in the

Province;2) This report must present an assessment result per department, that is, a

decision on whether performance reviews and evaluations are being conducted in a manner that meets the assessment criteria as outlined by the OTP;

3) The report must, on a department by department basis, highlight the weaknesses, strength and recommendations of each of the 13 department’s HoD’s reviews and evaluations;

4) The process adopted in the assessment must be clearly outlined in the report;5) As source documents, the actual reviews and evaluations assessed must be

provided as annexures to the summative report;6) The report must be approved (that is, signed and dated) by the Programme

Manager.

39

Indicator title 2.9 Number of departments implementing employee wellness programme Short definition Employee wellness auditsPurpose/importance Assess level of organizational and employee wellness programme implementation

through effective audit to inform relevant interventions that mitigate impact of sick leave on productivity.

Source/collection of data Senior Manager: Organizational and Employee Wellness.Method of calculation Simple count of department implementing employee wellness programme in a

manner that satisfies the standard as outlined by OTPData limitations NoneType of indicator Output measureCalculation type Non-cumulativeReporting cycle Annually New indicator New indicatorDesired performance 13 departments conducting performance audit in 2013/14 financial yearIndicator responsibility Senior Manager: Organizational and Employee Wellness Office Means of Verification 1) A summative report on employee wellness audits by departments;

2) This report must present an assessment result per department, that is, a decision on whether employee wellness programme is being implemented in a manner that meets the assessment criteria as outlined by the OTP;

3) The report must, on a department by department basis, highlight the weaknesses, strength and recommendations of each of the 13 department’s employee wellness audits;

4) The process adopted in the assessment must be clearly outlined in the report;5) As source documents, the actual reports on implementation of employee

wellness programmes from departments must be provided as annexures to the summative report;


40

Indicator title 2.10 Number of departments implementing Policy and Procedure on Incapacity Leave and Ill-health Retirement (PILIR) Framework effectively

Short definition Implementation of PILIR FrameworkPurpose/importance To monitor the management of PILIR applications to ensure that department are

able to effectively utilize its human resource and preventable financial loses to government

Source/collection of data Senior Manager: Organizational and Employee WellnessMethod of calculation Simple count of department effectively implementing PILIR Framework in a manner

that satisfies the standard as outlined by OTPData limitations None Type of indicator Output measureCalculation type Non-cumulativeReporting cycle AnnuallyNew indicator New indicatorDesired performance 13 departments implementing PILIR in 2013/14 financial yearIndicator responsibility Senior Manager: Organizational and Employee WellnessMeans of Verification 1) A summative report on the implementation of the PILIR Framework by

departments;2) This report must present an assessment result per department, that is, a

decision on whether the PILIR Framework is being implemented in a manner that meets the assessment criteria as outlined by the OTP;

3) The report must, on a department by department basis, highlight the weaknesses, strength and recommendations of each of the 13 department;

4) The process adopted in the assessment must be clearly outlined in the report;5) As source documents, reports from the department and reports from the health

risk manager must be provided as annexures to the summative report;6) The report must be approved (that is, signed and dated) by the Programme

Manager.

41

Indicator title 2.11 Number of departments implementing employment relations management strategy

Short definition Implementation of employee relations management strategyPurpose/importance The implementation of employee relations assists in the attainment labour

peace, a pre-requisite for a conducive working environment for service delivery.Source/collection of data Senior Manager: Labour Relations

Method of calculation Simple count of departments implementing employment relations management strategy in a manner that satisfies OTP

Data limitations NoneType of indicator Output measureCalculation type Non-cumulativeReporting cycle QuarterlyNew indicator New indicatorDesired performance All departments implementing relations management strategy in 2013/14

financial year.Indicator responsibility Senior Manager: Labour RelationsMeans of Verification 1) Summative report on the implementation of employee relations strategies by

departments. The report must detail structured engagements that were held in the quarter under review.

2) The reports must discuss attendance, participation, resolutions taken and the implementation thereof;

3) The report must, on a department by department basis, highlight the weaknesses, strength and recommendations of each of the 13 department;

4) The process adopted in the assessment must be clearly outlined in the report;

5) As source documents, misconduct data analysis reports, reports on collective bargaining, reports on the inter-departmental labour relations forum and capacity building activities such as benchmarking seminars;


42

Indicator title 2.12 Number of departments with approved organizational Structures for the current Medium Term Strategic Framework (that is since 2009/10 financial year).

Short definition Approved organisational structuresPurpose/importance To support departments in developing organisational structures that are aligned to

service delivery model to enable delivery of services Source/collection of data Senior Manager: Organisational Design and Systems SupportMethod of calculation Simple count of departments that have revised and approved structures in place for

the current Medium Term Strategic Framework (that is since 2009/10 financial year).

Data limitations NoneType of indicator Output measure Calculation type Cumulative Reporting cycle Annual New indicator Continues without change from 2012/13 financial year Desired performance All 13 departments have a revised and approved organizational structures 31

March 2014 for the current Medium Term Strategic Framework (that is since 2009/10 financial year).

Indicator responsibility Senior Manager: Organisational Design and Systems SupportMeans of Verification 1) A summative report on the review of organisational structure in departments;

2) This report must present an assessment result per department, that is, a decision on whether the department has a revised and approvedorganisational structure in place that meets the assessment criteria as outlined by the OTP;

3) The report must, on a department by department basis, highlight the weaknesses, strength and recommendations of each of the 13 department’s organisational structure;

4) The process adopted in the assessment must be clearly outlined in the report;5) As source documents, the actual approved or draft structure from departments

must be attached as annexures to the summative report; and 6) The report must be approved (that is, signed and dated) by the Programme

Manager.

43

Indicator title 2.13 Number of departments with credible human resource planning, recruitment and selection and leave management business processes

Short definition Credible human resource planning, recruitment and selection and leave management business processes

Purpose/importance To improve efficiency in service delivery through streamlining business processesSource/collection of data Senior Manager: Organisational Design and Systems SupportMethod of calculation A simple count of departments that have credible human resource planning,

recruitment and selection and leave management business processes that meets the criteria as outlined by the OTP

Data limitations NoneType of indicator Output measureCalculation type Non-cumulative Reporting cycle QuarterlyNew indicator New IndicatorDesired performance All 13 departments to have credible on human resource planning, recruitment and

selection and leave management business processesIndicator responsibility Senior Manager: Organisational Design and Systems SupportMeans of Verification 1) A summative report giving a detailed assessment of human resource planning,

recruitment and selection and leave management business processes in departments;

2) The assessment criteria must be provided and explained;3) The assessment result must be provided per each Department, that is,

whether a department has met the OTP standard or not; 4) The report must, on a department by department basis, highlight the

weaknesses, strength and recommendations of each of the 13 department’s human resource planning, recruitment and selection and leave management business processes;

5) The process adopted in the assessment must be clearly outlined;6) The report must be approved (that is, signed and dated) by the Programme

Manager.

44

Indicator title 2.14 Number of departments implementing culture change strategiesShort definition Implementation of culture change projects in Departments Purpose/importance The culture change is part of government long term strategy to transform the public

service and enhance service delivery.Source/collection of data Senior Manager: Culture ChangeMethod of calculation A simple count of Departments that have approved and implementing culture

change projects based on the assessment by OTP. That is, number of departments that would have provided evidence for the existence of an approved culture change strategy (that includes projects) and evidence of the implementation of this strategy through projects.

Data limitations NoneType of indicator Output measure Calculation type Non-cumulative Reporting cycle QuarterlyNew indicator New IndicatorDesired performance All 13 departments having approved and implementing culture change strategiesIndicator responsibility Senior Manager: Culture ChangeMeans of Verification 1) A summative report on the implementation of culture change strategy in


decision on whether the department has qualified or not for having approved and implementing culture change strategy;

3) The report must, on a department by department basis, highlight the weaknesses, strength and recommendations of each of the 13 department’s culture change strategy;

4) The process adopted in the assessment must be clearly outlined;5) As source documents, department’s culture change strategies and reports

should be attached to the report;6) The report must be approved (that is, signed and dated) by the Programme

Manager.

45

Indicator title 2.15 Integrated organizational performance assessment framework and tool developed

Short definition Integrated organizational performance assessment framework and tool developedPurpose/importance To develop an integrated organizational performance assessment tool and

minimize duplicationSource/collection of data Senior Manager: Service Delivery ImprovementMethod of calculation The presentation of an approved Organisational Performance Assessment ToolData limitations NoneType of indicator Activity measureCalculation type Non-cumulative Reporting cycle Annual New indicator New indicatorDesired performance One integrated tool developed by March 2014Indicator responsibility Senior Manager: Service Delivery ImprovementMeans of Verification 1) Presentation of an organisational performance assessment framework and tool

that combines elements of MPAT, HR Effectiveness and FCMM model elements into the BALASELA framework;

2) As part of the development of this tool, it will be piloted in OTP prior to being approved;

3) This tool should be accompanied by a revised BALASELA assessment framework which outlines the motivation for integration, the key principles of the revised framework and procedures manuals on how Departments will go about implementing the assessment tool;

4) The assessment framework (and tool) must be approved (that is, signed and dated) by the Programme Manager/DG/Premier.

46

Indicator title 2.16 Number of departments implementing revised Service Delivery Improvement Plans

Short definition Implementation of SDIPsPurpose/importance To ensure that departments have developed and communicated credible service

delivery improvement plans to their stakeholdersSource/collection of data Reports from departmentsMethod of calculation A simple count of departments that have approved SDIPs and are implementing

them in a manner that meets OTP standards.Data limitations NoneType of indicator Non-cumulativeCalculation type Output measure Reporting cycle QuarterlyNew indicator New indicator Desired performance All departments implementing revised SDIPs in 2013/14 financial year Indicator responsibility Senior Manager: Service Delivery ImprovementMeans of Verification 1) A summative report on the implementation of the revised SDIP by


decision on whether the department has qualified as having implanted SDIP in the financial year;

3) The report must, on a department by department basis, highlight the weaknesses, strength and recommendations of each of the 13 department.;

4) The process adopted in the assessment must be clearly outlined;5) As source documents, department’s SDIPs and progress reports must be

attached to the report;6) The report must be approved (that is, signed and dated) by the Programme

Manager.

47

Indicator title 2.17 Number of departments implementing Innovation and Knowledge Management strategies

Short definition Implementation of IKM strategiesPurpose/importance IKM is part change management programme of government and seeks to improve

the organisational performance through knowledge management and innovative interventions

Source/collection of data Senior Manager: Innovation and Knowledge Management Method of calculation A simple count of departments that are implementing IKM strategies in a manner

that meets OTP standards, that is, departments that have evidence of having done the following:1. Created Knowledge Sharing Platforms;2. Developed Knowledge hubs3. Packaged Best Practices4. Facilitated the Validation of IKM Strategies (will only be dealing with

restructuring strategies and consultation processes in departments and not the actual validation)

Data limitations NoneType of indicator Non-cumulativeCalculation type Output measure Reporting cycle QuarterlyNew indicator New indicator Desired performance All departments implementing IKM strategies in 2013/14 financial year Indicator responsibility Senior Manager: Innovation Knowledge ManagementMeans of Verification 1) A summative report on the implementation of IKM strategies by departments;

2) This report must present an assessment result per department, that is, a decision on whether the department is implementing IKM in a manner that meet OTP standards, that is, departments that have evidence of having done the following:

a. Created Knowledge Sharing Platforms;b. Developed Knowledge hubsc. Packaged Best Practicesd. Facilitated the Validation of IKM Strategies (will only be dealing

with restructuring strategies and consultation processes in departments and not the actual validation)

3) The report must, on a department by department basis, highlight the weaknesses, strength and recommendations of each of the 13 department’s implementation of IKM strategies.;

4) The process adopted in the assessment must be clearly outlined;5) As source documents, department’s IKM strategies and reports on the

implementation of IKN strategies must be attached to the report;6) The report must be approved (that is, signed and dated) by the Programme

Manager.

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Indicator title 2.18 Number of middle and senior managers trained through the leadership development programme

Short definition Leadership DevelopmentPurpose/importance To produce a skilled and capable workforce to support an inclusive growth pathSource/collection of data Senior Manager: Leadership DevelopmentMethod of calculation A simple count of officials who have successfully completed the training

programme, that is, only those officials who have been confirmed by NMMU to have completed the course or training programme either by being issued with a certificate of attendance or a certificate of competency.

Data limitations NoneType of indicator Non-cumulativeCalculation type Output measureReporting cycle QuarterlyNew indicator New indicator Desired performance At least 80 officials in 2013/14 financial year Indicator responsibility Senior Manager: Leadership DevelopmentMeans of Verification 1) A summative report on the implementation of the Service Level agreement with

the Nelson Mandela Metropolitan University (NMMU). The report should outline the names of officials who were trained, the subject area which the officials were trained in and the dates when the training took place;

2) As annexure to this report, attendance registers, training programmes, workshop evaluation reports and samples of the course materials should be attached to the report;


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Indicator title 2.19 Number of women participating in the Women in Leadership Development Programme

Short definition Women Leadership Development ProgrammePurpose/importance The programme is part of government efforts to achieve gender equity at the levels

of leadership. The programme also contributes to efforts to build a skilled and capable workforce to support an inclusive growth path

Source/collection of data Senior Manager: Leadership Development Method of calculation A simple count of officials who have successfully completed Women in Leadership

Development Programme, that is, only those officials who have been confirmed by the service provider to have completed the course or training programme either by being issued with a certificate of attendance or a certificate of competency.

Data limitations None Type of indicator Non-cumulativeCalculation type Output measureReporting cycle QuarterlyNew indicator New Indicator Desired performance At least 30 women leaders in 2013/14 financial yearIndicator responsibility Senior Manager: Leadership DevelopmentMeans of Verification 1) A summative report on the implementation of the Women in Leadership

Development Programme. The report should outline the names of officials who were trained, the subject area which the officials were trained in and the dates when the training took place;



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Indicator title 2.20 Number of public servants trained in specific key areas in line with the Public Sector Transformation Strategy

Short definition Capacity Building Purpose/importance Skilled and capable workforce to support an inclusive growth pathSource/collection of data Senior Manager: Human Resource DevelopmentMethod of calculation A simple count of officials who have successfully completed training in line with

Public Sector Transformation Strategy, that is, only those officials who have been confirmed to have completed the course or training programme either by being issued with a certificate of attendance or a certificate of competency.

Data limitations NoneType of indicator Non-cumulativeCalculation type Output measureReporting cycle QuarterlyNew indicator New indicatorDesired performance At least 600 official in 2013/14 financial yearIndicator responsibility Senior Manager: Provincial Transversal TrainingMeans of Verification 1) A summative report on training conducted in line with the public sector

transformation Strategy. The report should outline the names of officials who were trained, the subject area which the officials were trained in and the dates when the training took place;



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Indicator title 2.21 Number of unemployed young people trained in specific skill areas as part of the strategic skills development initiative

Short definition Training of unemployed young people through the strategic skills development initiative

Purpose/importance To provide for a skilled and capable workforce to support an inclusive growth pathSource/collection of data Reports from employersMethod of calculation Simple count of young people who successfully completed training, that is, only

those officials who have been confirmed by employers to have completed thetraining programme either by being issued with a certificate of attendance or a certificate of competency.

Data limitations None Type of indicator Non-cumulativeCalculation type Output measure Reporting cycle QuarterlyNew indicator New indicator Desired performance At least 1 000 official in 2013/14 financial yearIndicator responsibility Senior Manager: Human Resource DevelopmentMeans of Verification 1) A summative report on the number of unemployed young people trained

through the strategic skills development initiative. The report should outline the names of officials who were trained, the subject area which the officials were trained in and the dates when the training took place;

2) As annexure to this report, reports from stakeholders/employers should be attached to the report;


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Indicator title 2.22 Number of departments implementing ICT Governance in accordance with the Provincial Framework

Short definition Implementation of ICT Governance by departmentPurpose/importance To achieve return on investment on ICT through ensuring that ICT governance is

in place in all departments and also to ensure effective coordination and buildingcapacity of the public sector to deliver through effective use of ICT

Source/collection of data Chief Information Officer

Method of calculation Simple count of department that have implemented the ICT governance based on the assessment standards of the OTP. This means that departments should have all of the following:a. approved policy;b. structures to implement;c. roles and responsibilities outlined; andd. ICT governance performance reports

Data limitations NoneType of indicator Output measureCalculation type Cumulative Reporting cycle QuarterlyNew indicator New indicatorDesired performance All 13 departments implementing ICT governanceIndicator responsibility Chief Information OfficerMeans of Verification 1) A summative report outlining progress on the implementation of ICT

governance. 2) As annexures to this report, we shall present evidence of the following;

a. approved policy in place,b. structures to implement, c. roles and responsibilities outlined, d. ICT governance performance reports


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Indicator title 2.23 Level of compliance of SITA with the Service Level AgreementsShort definition Monitoring of SITA performancePurpose/importance SITA provides all transversal ICT services to the Provincial administration hence

it is critical that the SLAs are managed in order to ensure compliance and delivery of services to the Province (value for money)


Method of calculation Value based of the SLA performance matrix (accountability matrix). This matrix covers the following: NGN (core availability and reachability) EC WAN average utilization, service restoration on calls logged, mean time restoration on all desktop calls in the province and the performance of the main frame environment.

Data limitations NoneType of indicator Output measureCalculation type Non-cumulative Reporting cycle Monthly New indicator New indicatorDesired performance 100% compliance with the SLAIndicator responsibility Chief Information OfficerMeans of Verification 1) Signed report on the assessment of SITA’s accountability matrix; and


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Indicator title 2.24 Level of implementation of the Provincial ICT Infrastructure PlanShort definition Implementation of the Provincial ICT Infrastructure PlanPurpose/importance To provide new infrastructure (equipment) in order to expand and improve the

level of connectivity in the Province as well as to maintain the existing infrastructure at a level that ensures the best value for money


Method of calculation For the 2013/14 financial year 7 key activities have been identified as key to the implementation of this strategy and as such have been included in the Department’s operational plan. These activities have been weighed and the sum of the weight of each activity will constitute a 100% implementation of the strategy.


Purchase of routers 13%Purchase of switches 13%Purchase of network equipment (fibre leads & modules) 7%Purchase of DRP solution 55%Purchase of GIS Printer 5%Upgrade of Provincial Saver Room 7%

Data limitations No data limitationType of indicator Activity indicator Calculation type Non-cumulativeReporting cycle Quarterly New indicator New indicatorDesired performance At least 100% implantation of the Provincial ICT Infrastructure Plan in 2013/14

financial yearIndicator responsibility Chief Information OfficerMeans of Verification 1) A summative report on the implementation of the Provincial ICT

Infrastructure Plan;2) The report must reflect expenditure patterns based on the capital budget

projection, the nature of equipment procured and must outline al maintenance activities undertaken in the quarter under review;

3) As source documents, capital expenditure and job completion reports must be attached to the summative report;

4) Report must be approved (signed and dated) by the Programme Manager.

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Indicator title 2.25 Level of implementation of spatial referencing of government information through Geographical Information System (GIS)

Short definition Implementation of spatial referencing of government informationPurpose/importance To enable government in the identification of critical areas for development and

assist in the achievement of integrated planning and implementation of government programmes including training.


Method of calculation For the 2013/14 financial year 3 key activities have been identified as key to the implementation of this GIS and as such have been included in the Department’s operational plan. These activities have been weighed and the sum of the weight of each activity will constitute a 100% implementation of the strategy.


Spatial referencing 50%Updating of Provincial GIS data sets 30%Training of end users 20%

Data limitations No data limitationType of indicator Activity indicator Calculation type Non-cumulativeReporting cycle Quarterly New indicator New indicatorDesired performance At least 100% implementation of spatial referencing of government information

through GIS in 2013/14 financial yearIndicator responsibility Chief Information OfficerMeans of Verification 1) A summative report on the implementation of spatial referencing of

government information in the Province;2) The report must reflect projects undertaken, with respect to mapping,

number of data sets updated and training that took place in the period under review;

3) The following evidence must be attached: dated maps, created data sets, attendance registers, workshops programmes, dated training materials and workshop report by the facilitator.


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Indicator title 2.26 Level of implementation of phase two of the IT Disaster Recovery Plan for Office of the Premier

Short definition Implementation of phase two of DRP for OTPPurpose/importance To ensure that the Department recovers from disaster in the event of a

catastrophic event that will affect the electronic communication capacity of the OTP. This is in order to minimize any down time and to prevent significant disruptions in services.


Method of calculation For the 2013/14 financial year 3 key activities have been identified as key to the implementation of this GIS and as such have been included in the Department’s operational plan. These activities have been weighed and the sum of the weight of each activity will constitute a 100% implementation of the strategy. The activities and their weight are as follows:

Purchase and installation of equipment (servers and storage devices) 35%Purchase and installation of software solution (virtualization and replication)

35%

Development of procedure manuals to restore services 20%Testing of the recovery solution 10%

Data limitations No data limitationType of indicator Activity indicator Calculation type Non-cumulativeReporting cycle Quarterly New indicator New indicatorDesired performance At 100% implantation of the IT Disaster Recovery Plan for Office of the Premier

2013/14 financial yearIndicator responsibility Chief Information OfficerMeans of Verification 1) A summative report on the implementation of the IT Disaster Recovery Plan

for Office of the Premier;2) As source documents, expenditure and job completion reports must be

attached to the summative report. Approved (dated and signed) procedure manuals and tests reports from the system must also be attached, where necessary.


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4.3 Programme 3: Policy and Governance

Indicator title 3.1 Number of Departments submitting credible quarterly performance reports

Short definition Credible quarterly performance reporting by departmentsPurpose/importance To monitor departments with regards to their performance and also to assess their

systems for the management of performance information in an effort to improve the credibility of reports.

Source/collection of data General Manager: Performance Monitoring and EvaluationMethod of calculation Simple count of departments submitting credible quarterly performance reports that

meets the standards stipulated by the OTPData limitations None Type of indicator Outputs measureCalculation type Cumulative Reporting cycle Annual New indicator New indicator Desired performance At least all 13 departments submitting credible quarterly performance in 2013/14

financial yearIndicator responsibility General Manager: Performance Monitoring and EvaluationMeans of Verification 1) A summative report on the assessments of department’s standards quarterly

performance reports including the evaluation of their systems for the management of performance information;

2) This report must present an assessment result per department, that is, a decision on whether a department has achieved the minimum requirement for performance in a manner that satisfies the criteria as outlined by the OTP;

3) The report must, on a department by department basis, highlight the weaknesses, strength and recommendations of each of the 13 department’s quarterly performance report;

4) The process adopted in the assessment must be clearly outlined in the report;5) As source documents, the actual approved quarterly reports and management

of performance information policies from departments must be attached as annexures to the summative report; and


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Indicator title 3.2 Number of Provincial performance oversight reports processed.Short definition Credible provincial performance oversightPurpose/importance To process the departmental quarterly performance oversight reports in order to

assess progress made in the implementation of provincial strategic prioritiesSource/collection of data General Manager: Performance Monitoring and EvaluationMethod of calculation Simple count of the provincial performance oversight reports producedData limitations None Type of indicator Output measureCalculation type Non-cumulativeReporting cycle Quarterly New indicator New indicatorDesired performance At least 3 reports in 2013/14 financial year Indicator responsibility General Manager: Performance Monitoring and EvaluationMeans of Verification 1) A summative report on PCMT meetings held;

2) As annexure to the report the following should be attached: copies of signed letters that demonstrate that feedback was provided to departments, copies of reports submitted to EXCO, minutes and attendance registers,agendas/programme of PCMT meetings.


Indicator title 3.3 Number of evaluations/impact assessment conducted to evaluate the impact of government policies and programmes on the lives of people in the Province

Short definition To evaluate the results of government programmes on the lives of people in the province

Purpose/importance To determine how successful the implementation of government programmes or interventions are in producing results which contribute to the lives of people in the province

Source/collection of data General Manager: Performance Monitoring and EvaluationMethod of calculation Simple count of evaluations/impact studied assessment conductedData limitations None Type of indicator Outputs measureCalculation type Non-cumulativeReporting cycle Quarterly New indicator New indicator Desired performance At least 3 studies in 2013/14 financial year Indicator responsibility General Manager: Performance Monitoring and EvaluationMeans of Verification Evaluations/impact assessment study reports. Each report must be signed and

dated by the Programme Manager

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Indicator title 3.4 Quarterly monitoring of the implementation of the President’s and Premier’s service delivery initiatives

Short definition Implementation of President’s/Premier’s service delivery initiativesPurpose/importance To monitor progress on the implementation of the President’s/Premier’s service

delivery initiatives and provide appropriate support.Source/collection of data General Manager: Service Delivery Intervention and Co-ordination SupportMethod of calculation Simple count of reports on the implementation of President’s / Premier’s service

delivery initiatives. Currently they are 4 projects namely, Mzimvubu, KSD, Hellenvale, Mbizana, Lubala and Lutshaya.

Data limitations NoneType of indicator Output measureCalculation type Non-cumulativeReporting cycle QuarterlyNew indicator New indicator Desired performance At least 4 reports in 2013/14 financial year Indicator responsibility General Manager: Service Delivery Intervention and Co-ordination SupportMeans of Verification 1) A summative report on the progress with regards to the implementation of

President’s / Premier’s service delivery initiatives;2) The report should outline the projects that were supported in the quarter under

review, the nature of support rendered and the achievements and/or challenges that the projects are facing;

3) Clear recommendations on how to respond to these challenges should also be provided in the report;

4) As source documents, linked to the nature of support rendered to each project must be provided; and


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Indicator title 3.5 Percentage of EXCO Outreach commitments implementedShort definition EXCO Outreach Programme Purpose/importance EXCO Outreach programmes are aimed at strengthening public participation and

allow for government to engage with stakeholders on service delivery commitments and progress towards improving integrated planning, coherence in service delivery and accountable government. Monitoring these is therefore vital, hence this indicator.

Source/collection of data General Manager: Service Delivery Intervention and Co-ordination SupportMethod of calculation Number of EXCO Outreach commitments implemented divided by the total number

of all EXCO outreach commitments registered multiply by 100Data limitations None Type of indicator Outputs measureCalculation type Non-cumulativeReporting cycle Quarterly New indicator New indicator Desired performance At least all (100%) commitments to be implemented in 2013/14 financial year Indicator responsibility General Manager: Service Delivery Intervention and Co-ordination SupportMeans of Verification 1) A register of EXCO Outreach commitment. The register should indicate the

nature of the commitment, the date when the EXCO undertook this commitment, the institution tasked with implementing the commitment and an account of whether the commitment was resolved.

2) In instances where the commitment was resolved the register must explain how it was resolved while in those where implementation has not happened reasons for this must be provided.

3) The register must be approved (that is, signed and dated) by the Programme Manager at the time when it is submitted with the report.

Indicator title 3.6 Level of functionality of the government cluster systemShort definition Functionality of the cluster system Purpose/importance To improve integrated planning and implementation of government policies,

programmes and projectsSource/collection of data General Manager: Policy Planning and Research Co-ordinationMethod of calculation For the 2013/14 financial year 6 key activities have been identified as key to the

implementation of the revised cluster system and as such have been included in the Department’s operational plan. These activities have been weighed and the sum of the weight of each activity will constitute a 100% implementation of the revised cluster system. The activities and their weight are as follows:

Adoption of a PoA 10%Development and adoption of integrated plans 15%Cluster convening accordance with its schedule 15%Coordination of implementation of provincial priorities 30%Ensuring compliance with quarterly targets 20%Distilling recommendations to EXCO 10%

Data limitations NoneType of indicator Output measureCalculation type Non-cumulative

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Reporting cycle Annual New indicator New indicatorDesired performance To approve the government cluster handbook in 2013/14 financial yearIndicator responsibility Policy Planning and Research Co-ordinationMeans of Verification A different set of evidence will be required to substantiate that an activity was


Adoption of a PoA An approved PoA for the ProvinceDevelopment and adoption of integrated plans

Approved integrated plans for the Province

Cluster convening accordance with its schedule

A report on the sitting of clusters. A review report on functionality of clusters. Amongst other issues, the report should discuss, quality of attendance; quality of the deliberations, quality of decisions made; recommendations/or areas of improvement to strengthen cluster functionality. Efforts to present the report to HoDs to receive their feedback should also be reflected in the report;

As annexure to the report attendance registers and reports of the meetings must be provided. The report must be approved (signed and dated) by the Programme Manager.

Coordination of implementation of provincial priorities

A report on activities conducted in coordinating the implementation of provincial priorities. Achievements/successes and challenges must be highlighted in the report together with recommendations of how to improve this function. The report must be approved (signed and dated) by the Programme Manager.

Ensuring compliance with quarterly targets

A report on the extent to which quarterly targets are being met. Where deviation from targets is recorded, this should be explained. The report must be approved (signed and dated) by the Programme Manager.

Distilling recommendations to EXCO

A register of all recommendations made to EXCO

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Indicator title 3.7 Number departments with credible APPs that are aligned to the Provincial priorities

Short definition Assessment of departmental APPsPurpose/importance To enhance integrated planning & implementation of provincial government

prioritiesSource/collection of data General Manager: Policy Planning & Research Co-ordination

Method of calculation Simple count of departments with credible APPs based on the assessment of OTP

Data limitations None Type of indicator OutputsCalculation type Non-cumulative Reporting cycle Annual New indicator Continues without change from the 2012/13 financial yearDesired performance All 13 Departments to have credible APPs by March 2014Indicator responsibility General Manager: Policy Planning & Research Co-ordinationMeans of Verification 1) A summative report on the assessments provincial department’s APPs;

2) This report must present an assessment result per department, that is, a decision on whether the department has a credible APP in place that meets the assessment criteria as outlined by the OTP;

3) The report must, on a department by department basis, highlight the weaknesses, strength and recommendations of each of the 13 department’s APP;

4) The process adopted in the assessment must be clearly outlined in the report;

5) As source documents, the actual APPs from departments must be attached as annexures to the summative report; and


Indicator title 3.8 Number of departments with approved Infrastructure Delivery PlansShort definition Approval of the infrastructure plans by departmentsPurpose/importance To ensure that the Province has a co-ordinated approach in the development of

infrastructure. Source/collection of data General Manager: Policy Planning & Research Co-ordination

Method of calculation Presentation of an approved Provincial Infrastructure planData limitations None Type of indicator Activities measureCalculation type Non-cumulativeReporting cycle Annual New indicator New indicator Desired performance An approved provincial infrastructure planIndicator responsibility General Manager: Policy Planning & Research Co-ordinationMeans of Verification 1) A summative report on the status of infrastructure plans in the 8 departments.

The report must indicate for each of the 8 department whether an infrastructure plan is approved or not. Where the plan has not been approved reasons for such must be provided in the report; and

2) Approved (signed and dated) provincial infrastructure plan

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Indicator title 3.9 Level of readiness to implement the National Development Plan in the Province

Short definition Readiness to implement the National Development PlanPurpose/importance The country has developed the National Development Plan and the Province has to

ensure that it makes its contribution in terms of implementing this plan. Cascading this plan to the level of the province as well as creating awareness around this plan is vital for its implementation.

Source/collection of data General Manager: Policy Planning & Research Co-ordinationMethod of calculation For the 2013/14 financial year 3 key activities have been identified as key to the

implementation of this plan and as such have been included in the Department’s operational plan. These activities have been weighed and the sum of the weight of each activity will constitute a 100% implementation of the plan. The activities and their weight are as follows:

Creating awareness on the National Development Plan 15%Provision of support to the Eastern Cape Planning Commission 40%Quarterly engagement of OTP and the Planning Commission 45%

Data limitations None Type of indicator Activities indicatorCalculation type Non-cumulativeReporting cycle AnnualNew indicator New indicator Desired performance 100% readiness as measured by the completion of the 3 key activities listed above

in the 2013/14 financial year Indicator responsibility General Manager: Policy Planning & Research Co-ordinationMeans of Verification A different set of evidence will be required to substantiate that an activity was


Creating awareness on the National Development Plan

A summative report of all activities aimed at creating awareness on the NDP. The report must outline the nature of activities conducted, where these activities where conducted, the stakeholders involved and general findings/results/or outcome of these activities. As source documents, invitations to meetings, meeting/workshop agendas and any othermaterials shared during these session must be presented as annexures to the report

Provision of support to the Eastern Cape Planning Commission

A summative report that outlines the activities undertaken in the quarter under review to support the Eastern Cape Planning Commission. As source documents, invitations to meetings, meeting/workshop agendas and any other materials shared or produced must be presented as annexures to the report

Quarterly engagement of OTP and the Planning Commission

A summative report on engagements held with the Eastern Cape Planning Commission in the quarter under review. As source documents, invitations to meetings, meeting/workshop agendas and any other materials shared during these engagements must be presented as annexures to the report

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Indicator title 3.10 Youth Development Strategy approvedShort definition Development and approval of the provincial youth development strategy Purpose/importance The strategy will set the agenda for youth development in the Province. It will form

the basis for a co-ordinated approach to youth development. Source/collection of data General Manager: Policy Planning & Research Co-ordination

Method of calculation Presentation of an approved provincial youth development strategyData limitations None Type of indicator Activities indicatorCalculation type Non-cumulativeReporting cycle AnnualNew indicator New indicator Desired performance A provincial approved provincial youth development strategy approved Indicator responsibility General Manager: Policy Planning & Research Co-ordinationMeans of Verification An approved (signed and dated) provincial youth development strategy

Indicator title 3.11 Number of departments conducting effective management performance assessments

Short definition Effective implementation of management performance assessment tool (MPAT)Purpose/importance To improve organisational performance through encouraging and facilitating

organisational self-assessment in the Provincial AdministrationSource/collection of data General Manager: Performance Monitoring and Evaluation

Method of calculation Simple count of departments conducting effective management performance assessment using the MPAT tool

Data limitations NoneType of indicator Output measureCalculation type Non-cumulativeReporting cycle AnnualNew indicator New indicatorDesired performance All 13 departments implementing management performance assessments in

2013/14 financial yearIndicator responsibility General Manager: Performance Monitoring and EvaluationMeans of Verification 1) A summative report on the extent to which departments have implemented the

management performance assessments (MPAT); 2) This report must be present an assessment result per department, that is, a

decision on whether the department has implemented MPAT effectively as outlined in the Provincial MPAT implementation Plan;

3) The report must, on a department by department basis, highlight the weaknesses, strengths and recommendations of each of the 13 departments;

4) As source documents, the actual MPAT self-assessment reports from departments must be attached as annexures to the summative report; and


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Indicator title 3.12 Number of monitoring reports on the Provincial Management Oversight Plan/FOSAD Plan

Short definition Monitoring the implementation of the Provincial Management Oversight PlanPurpose/importance To monitor and track progress on the implementation of the Provincial

Management Oversight Plan/FOSAD PlanSource/collection of data General Manager: Performance Monitoring and Evaluation

Method of calculation Simple count of reports on the implementation of the Provincial Management Oversight Plan/FOSAD Plan

Data limitations None Type of indicator Output measureCalculation type Non-cumulativeReporting cycle QuarterlyNew indicator New indicatorDesired performance At least 3 monitoring reports in 2013/14 financial yearIndicator responsibility General Manager: Performance Monitoring and EvaluationMeans of Verification 1) Quarterly reports on the implementation of the provincial management

oversight/FOSAD Plan. The reports should highlight the achievements of targets as well as challenges encountered on the implementation of this plan; and


Indicator title 3.13 Number of monitoring reports on Front Line Service DeliveryShort definition Monitoring the implementation of Front Line Service DeliveryPurpose/importance To monitor and track progress on the implementation of Front Line Service

Delivery ProgrammeSource/collection of data General Manager: Performance Monitoring and Evaluation

Method of calculation Simple count of reports on the implementation of the National Front Line Service Delivery programme

Data limitations None Type of indicator Output measureCalculation type Non-cumulativeReporting cycle QuarterlyNew indicator New indicatorDesired performance At least 3 monitoring reports in 2013/14 financial yearIndicator responsibility General Manager: Performance Monitoring and EvaluationMeans of Verification 1) Quarterly reports on the implementation of the Front Line Service Delivery

Plan. The reports should highlight the achievement of targets as well as challenges encountered on the implementation of this plan.


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Indicator title 3.14 Quarterly reports on the implementation of service delivery intervention initiatives

Short definition Implementation of service delivery interventionsPurpose/importance To intervene on service delivery challenges and provide the necessary guidance,

and support as well as monitoring progress. Source/collection of data General Manager: Service Delivery Interventions and Co-ordination Support

Method of calculation Simple count of progress reports on the implementation of service deliveryintervention initiatives. Currently they are 7 projects namely, Sterkspruit, Ntabethemba, Port St Johns Ward 11, Berlin, Cathcart and Mt Pleasant.

Data limitations None Type of indicator Output measureCalculation type Non-cumulativeReporting cycle QuarterlyNew indicator New indicator Desired performance At least 4 reports in the 2013/14 financial year Indicator responsibility General Manager: Service Delivery Interventions and Co-ordination SupportMeans of Verification 1) A summative report on the progress with regards to the implementation of

the service delivery intervention initiative in the province;2) The report must present the status quo on the state of service delivery

challenges and required intervention, the efforts taken to co-ordinate various stakeholders in the identified projects;

3) If any form of support was rendered in the quarter under review the report; and


Indicator title 3.15 Quarterly review of ECSECC performanceShort definition Monitoring of ECSECCPurpose/importance To ensure that ECSECC as a public entity for the OTP implements is mandate in

accordance with the Service Level AgreementSource/collection of data General Manager: Policy Planning & Research Co-ordination

Method of calculation Simple count of quarterly reviews of ECSECC conductedData limitations NoneType of indicator Output indictor Calculation type Non-cumulative Reporting cycle Quarterly New indicator New indicatorDesired performance At least 4 reviews in the 2013/14 financial yearIndicator responsibility General Manager: Policy Planning & Research Co-ordinationMeans of Verification 1) A summative report on analysis of quarterly reports of ECSECC by the 30th

of the month following the end of each quarter. The assessment should among other issues indicate the extent to which the public entity has complied with the SLA. The entities achievements as well as challenges must be highlighted in the report. Clear recommendations must also be provided in this report; and

2) The report must be dated and signed off by the Programme Manager.

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4.4 Programme 4: Executive Support Services

Indicator title 4.1 Number of reports on secretariat and protocol services rendered to executive structures

Short definition Provision of secretariat and protocol services to executive structuresPurpose/importance To ensure that the executive structures are supported to become effective in

discharging their responsibilities. Source/collection of data General Manager: Cabinet Support and Protocol ServicesMethod of calculation Simple count of reports prepared on secretariat and protocol services rendered to

executive structuresData limitations None Type of indicator Output measureCalculation type Non-cumulativeReporting cycle QuarterlyNew indicator New indicator Desired performance At least 4 reports provided annually Indicator responsibility General Manager: Cabinet Support and Protocol ServicesMeans of Verification 1) A summative report on the support rendered to executive structures. The

report could outline the number of meetings/events supported and when these took place. Where possible the report may also present a record of decisions taken (this is an optional requirement as some decisions may be of confidential nature);

2) Source documents, minutes of meeting and agendas will be kept at the office of the General Manager: Cabinet Support and Protocol Services and these will only be made available for auditing upon request; and


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Indicator title 4.2 Percentage of people rating the provincial government and EC Province positively

Short definition Public perception and rating of the performance of the leadership and the Eastern Cape government.

Purpose/importance To assist in measuring the impact of various service delivery satisfaction levels and the effectiveness of communication and marketing initiatives in the Eastern Cape. It will also provide a base for further assessment of trust and confidence levels in government that are critical for citizen participation in development initiatives and in improving their lives.

Source/collection of data Stratified random samples are utilised during the survey conducted on a quarterly bases among the citizens of the Eastern Cape of at least 18 years old with every citizen in the strata having an equal chance of being interviewed.

Method of calculation This survey is conducted by an independent agency contracted by the Government Communications and Information System (GCIS).

Data limitations OTP has no direct influence on the structural factors which impact public perceptions.

Type of indicator Outcome measureCalculation type Cumulative Reporting cycle QuarterlyNew indicator Existed in the current financial year with the baseline established. Desired performance Progressively improved ratings be attained compared to the current ratingsIndicator responsibility General Manager: CommunicationsMeans of Verification Quarterly survey reports by the GCIS (presented to the Executive Management and

other governance structures of the EC).

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Indicator title 4.3 Percentage of net positive media representation of the provincial government in the media domain

Short definition Media portrayal of the leadership and government of the Eastern Cape in the media domain which influences public dialogue and perceptions.

Purpose/importance It provides an independent (objective) reflection on the media liaison and public relations efforts to project the EC government and its leadership positively. It provides an outcome indicator of the quality of the outputs generated by the system and therefore provides crucial data for interventions that include – media strategy, training of communicators, and assessing value for money.

Source/collection of data Daily print media clippings and recordings of electronic media with quantities consolidated on daily, weekly and monthly basis.

Method of calculation The independent agency will use internationally recognised methods of analysis of media article phrases, evaluating whether they are positive, neutral or negative, and do the requisite calculations.

Data limitations The capacity of the agency to cover every media opportunity obtained by the provincial government may be a challenge and there may be no guarantee of 100% coverage particularly of the community and international media.

Type of indicator Outcome indicator.Calculation type Cumulative.Reporting cycle MonthlyNew indicator It existed in 2012-13 with plans to establish a baseline before the end of the

financial year. Desired performance Progressively improved net representation of the government in the media spaceIndicator responsibility General Manager: CommunicationsMeans of Verification Quarterly reports generated by an independent agency specialising in media

monitoring, analysis and advisory services.

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Indicator title 4.4 Percentage of resolved public enquiries as registered and tracked on the Presidential Hotline.

Short definition The rate of responsiveness of the Eastern Cape Government to public enquiries and service delivery concerns as an indicator of a caring government of the people.

Purpose/importance Assists in determining the responsiveness of government to people’s concerns as registered with the Presidential Hotline, thereby showcasing the Eastern Cape as a government that cares.

Source/collection of data Presidential Hotline database Method of calculation Simple count of cases resolved divided by the total number of cases recorded

multiplied by 100Data limitations The direct loading of data on the Presidency’s system may live the OTP with

limited capacity for the OTP to know the overall performance of government until a monthly report is received.Some may be reflected as handled, resolved and closed while it may not be the case with limited capacity for verification by the OTP.

Type of indicator Output measureCalculation type CumulativeReporting cycle QuarterlyNew indicator Existed in the current financial year with the baseline established. Desired performance It is desirable that handling and resolution ratings that are higher and better than

where the current quarterly rating are attained progressively. Indicator responsibility General Manager: CommunicationsMeans of Verification Monthly reports generated by the Presidency.

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Indicator title 4.5 Number of reports on participation of all provincial government departments in the development of Integrated Development Plans at local government level to improve integrated planning and effectiveness in implementation of government programmes

Short definition Participation of provincial government departments in the development of Integrated Development Plans

Purpose/importance To improve integrated planning and implementation of government programmes that lead to sustainable development.

Source/collection of data Senior Manager: Inter Governmental RelationsMethod of calculation Simple count of reports on participation of all spheres of government in service

delivery programmesData limitations None Type of indicator Output measureCalculation type Non-cumulativeReporting cycle Half Yearly New indicator New indicatorDesired performance At least 2 reports in 2013/14 financial yearIndicator responsibility Senior Manager: Inter Governmental RelationsMeans of Verification 1) Summative reports of participation of spheres of government in service delivery

programmes. The report should outline the level of attendance to meetings of all spheres of government;

2) Outline achievements, challenges and recommendations with regard to the issue in question;

3) As source documents, attendance registers, minutes of meetings/forums and a record of resolutions must be attached to this report; and


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Indicator title 4.6 Number of EXCO Outreach Programme organised to strengthen public participation and public engagements with stakeholders on service delivery commitments and progress towards attaining coherence in service delivery.

Short definition EXCO Outreach Programme Purpose/importance To improve integrated planning and implementation of government programmes

that lead to sustainable development.Source/collection of data Senior Manager: Inter Governmental RelationsMethod of calculation Simple count of EXCO Outreach Programmes organisedData limitations None Type of indicator Output measure Calculation type Non-cumulativeReporting cycle Half Yearly New indicator New indicatorDesired performance At least 8 EXCO Outreach Programmes in 2013/14 financial yearIndicator responsibility Senior Manager: Inter Governmental RelationsMeans of Verification 1) A summative report on the coordination of EXCO Outreach Programme;

2) The report should outline the number of meetings/events/engagements held and when these took place;

3) As source documents, invitations to participants, attendance registers and minutes of the IGR sessions should be attached to the report;


Indicator title 4.7 Number of International Initiatives co-ordinated in provincial government to mobilise and attract resources for the implementation of government priorities

Short definition Coordination of International initiatives in the provincial government.Purpose/importance To improve the utilisation of international partnerships to leverage on international

engagements for achieving provincial priorities in ultimate pursuit of effective service delivery.

Source/collection of data Senior Manager: International Relations and Cooperation Method of calculation Simple count of the number of international initiatives coordinated.Data limitations None Type of indicator Output measure Calculation type CumulativeReporting cycle Half YearlyNew indicator New indicatorDesired performance At least 2 initiatives co-ordinated in 2013/14 financial yearIndicator responsibility Senior Manager: International Relations and CooperationMeans of Verification 1) Summative reports on international initiatives coordinated in the quarter under

review;2) The report should outline the specific work that was undertaken in each

initiative in that quarter;3) As source documents, reports from sector departments will be attached; and 4) The report must be approved (that is, signed and dated) by the Programme

Manager.

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Indicator title 4.8 Number of engagement platforms facilitated for communities and stakeholders to participate in government programmes

Short definition Participation of communities and stakeholders in government programmesPurpose/importance To improve the contribution of civil society towards planning and implementation of

government programmes. Source/collection of data Senior Manager: Community and Stakeholders RelationsMethod of calculation Simple count of engagement platforms facilitated for community and stakeholders to

participate in government programmesData limitations None Type of indicator Outputs Calculation type Non-cumulativeReporting cycle Half YearlyNew indicator New indicatorDesired performance At least 2 engagement platforms facilitated in the 2013/14 financial yearIndicator responsibility Senior Manager: Community and Stakeholder RelationsMeans of Verification 1) Summative reports of participation of civil society in government programmes

as planned or requested.2) The report should outline the issues raised by stakeholders and referrals to line

function departments.3) As source documents, attendance registers, minutes of meetings/forums and a

record of resolutions, and referral letters must be attached to this report;4) The report must be approved (that is, signed and dated) by the Programme

Manager.

Indicator title 4.9 Percentage of adverse court judgements against Provincial Government recorded

Short definition Adverse court judgementPurpose/importance To limit adverse judgements recorded against the Provincial Government during the

financial year. Source/collection of data Litigation statistics obtained from Provincial Departments and State Attorneys in the

province. Method of calculation Number of adverse court judgements divided by the total number of finalised cases

in the financial year multiplied by 100Data limitations Dependant on the accuracy and availability of statistics from outside sources. Type of indicator Outcome measure Calculation type Non-cumulativeReporting cycle QuarterlyNew indicator New indicatorDesired performance Less than 30% of all finalised court cases result in adverse court judgements

against the Provincial Government.Indicator responsibility Office of Chief State Law AdvisorMeans of Verification 1) A summative report on court judgements against the Provincial Government;

2) As source documents statistics of all finalised cases from departments and/or state attorney must be attached;

3) The report should be signed and dated by the programme manager

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Indicator title 4.10 Percentage of requests for legal advice and opinions providedShort definition Requests for advice and opinionsPurpose/importance To provide concise legal advice and opinions to government Source/collection of data OCSLA register of requests for advice and opinionsMethod of calculation Number of advices and/or opinions provided divided by the number of all received

request for advice and/or opinions in the financial year multiplied by 100Data limitations NoneType of indicator Output measureCalculation type Non-cumulative Reporting cycle QuarterlyNew indicator New indicatorDesired performance 100% of all requests for advice and/or opinions addressed Indicator responsibility Office of Chief State Law AdvisorMeans of Verification OCSLA register of requests for advice and opinions

The register must be signed by the programme manager at the time of reporting

Indicator title 4.11 Percentage of BillS developedShort definition Development of BillsPurpose/importance To ensure that the provincial administration addresses any legislative gaps that

may impede on the developmental goals of the province.Source/collection of data OCSLA Legislation Request RegisterMethod of calculation Number of Bills developed divided by the total number of Bills that were requested

to be developed in the financial year multiplied by 100Data limitations NoneType of indicator Activity measureCalculation type Non-cumulativeReporting cycle QuarterlyNew indicator New indicatorDesired performance At least all requested bills to be developed (100% of Bills) in the 2013/14 financial

yearIndicator responsibility OCSLAMeans of Verification Each Bill developed must be certified by the CSLA and must be accompanied by a

copy of an Introduction letter addressed to the Speaker of the Provincial Legislature.

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TECHNICAL INDICATOR DESCRIPTOR AND EVIDENCE FRAMEWORK FOR

2013/14 FINANCIAL YEARMARCH 2013

Provincial Customer CareContact Tel: 040 609 6010 / 6128 / 6125 / 6127

National Anti-Corruption Hotline Number 0800 701 701

www.ecprov.gov.za

Documents

Final Consolidated TID and Evidence Framework · institution tasked with performing an oversight function on the Department will be able to ... (PoE) for each performance indicator